From 4e593f880a6d20e8f023aa9bf7e86a61b24a672a Mon Sep 17 00:00:00 2001
From: "github-actions[bot]"
- This is classic advice when operating in a large organization. You see a problem to be solved, have a bold solution in mind, and have everything necessary to take action, but there will be very real costs felt broadly. You think the tradeoff is worth it, but will your higher-ups agree? Or will they simply blame you for the costs without appreciating the larger problem solved? + This is classic advice when operating in a large organization. You see a problem to be solved, have a bold solution in mind, and have everything necessary to take action, but there will be very real costs felt broadly. You think the tradeoff is worth it, but will your higher-ups agree? Or will they simply blame you for the costs without appreciating the problem solved?
You likely have the best information on the decision but might assume you need permission to incur the costs. If your higher-ups assume the same then analysis paralysis sets in. If it’s a good idea, go ahead and do it. Grace Hopper encouraged a bias to action; to do the right thing for the org whether or not they know it to be. If you’re wrong or get flak for the costs: ask forgiveness; you acted in good faith.
- This advice is missing one critical thing: radiating intent. + This good advice is missing one critical thing: radiating intent.
While “forgiveness, not permission” considers what you’re asking, it says nothing about what you’re telling. If you anticipate needing to ask forgiveness after taking action then its best to get ahead of it by explaining the decision clearly immediately after you’ve made it. Even better, explain before you act then radiate it. Share far and wide. @@ -56,17 +56,17 @@
- Invites participation from those with critical information or a desire to help + Invites participation from those with critical info or desire to help
- If you’re wrong, it gives a chance for someone to stop you before hand + If you’re wrong, it gives a chance for someone to stop you before hand
- Leaves evidence of good faith action. Better to be seen as predictable than underhanded. + Leaves evidence of good faith. Better to be known as predictable than underhanded.
- Sets the example that bold action and taking risks is encouraged from everyone, not just organizational higher-ups. + Sets the example that bold action is encouraged from everyone, not just organizational higher-ups.