zlacker

> I’ve seen some decide that the person trying to warn is somehow responsible for the inevitable outcome.

All. the. time...

Pervasive cognitive glitch: inability to distinguish between _problems_ and _people_.

Identifying the problem ==> causing the problem.

>>waters+(OP)
It's simpler than this. You made them look stupid, so they want to get rid of you. Blaming you for the current mess is a start.

>>waters+(OP)
I got tasked with essentially project managing a doomed project that the boss had already made all the tech decisions & promises on. Nothing was built but we had customers with firm dates for go-live. It was clearly not going to work, and not be on time. I pointed some of this out.

He then asked me to do weekly RAG status for stakeholders. So I did and it all slowly turned red with no easy remediation.

He did two things that made me realize it was time to go:

First, when I suggested that "if I report red status all year and then it doesn't complete on time, but I kept everyone well informed - am I going to be rewarded end of year".. to which I got nervous laughter response.

Second, he started talking about "what if we change the definition of done", such that we just start marking things amber/green because like.. well some of it is running in QA or hey its like 70% done, so why not mark it done?

Just seemed like he handed me the keys to a sinking boat as he stepped off in the last life boat.

>>afterb+X4
It's step 2 of the "3 envelopes" method of management.