when managers go mad.

i have read the post of scott berkun about a session he had in microsoft.
he was pointing out some issues that were rased in the Q&A session.
while reading the post i began pondering about leadership and the meanings of it in the aspect of project management and the need to cover the lack of it with some fuziness and the act of “i am never wrong”.

i love the part of the essay “why smart people defend bad ideas”

The problem with smart people is that they like to be right and sometimes will defend ideas to the death rather than admit theyre wrong. This is bad. Worse, if they got away with it when they were young (say, because they were smarter than their parents, their friends, and their parents friends) theyve probably built an ego around being right, and will therefore defend their perfect record of invented righteousness to the death. Smart people often fall into the trap of preferring to be right even if its based in delusion, or results in them, or their loved ones, becoming miserable. (Somewhere in your town there is a row of graves at the cemetery, called smartypants lane, filled with people who were buried at poorly attended funerals, whose headstones say Well, at least I was right.)

this is an allmost true depiction of a software company.
you get many of us crumed into a single space and you get the effect but if you can take this to the mediterenian culture then vuala.. you have a nice vocal argument.
but

i do think that if you get a project manager who wont get into details and wont be fluent about all the billing and worktime in the projects he owns you get to some extent to a fuzzy logic with management. and it doesnt matter that technologically advantaging projects are getting to be a very big mig of domain knowlege + business knowledge and management skills.
you have to posses all the skills if you dont want to be able to deal with smarter managers and not fight your way through “red tape” saying you have been at least “right” about the seperation of the technology the managgement and the money issues.
you have to say to yourself once in a while “what am i doing wrong?”
could it be here or there?
you need to have some sort of a critique passing person in the company that has the knowledge and the time to review your actions.
if you get someone you trust or not is a matter of self ability to judge.
I claim that every person has an agenda.
hidden or not is a view point and technique.
The clever project managers i see here are very realistic and have unbdergone great distances in the experiance they had with project leading and charectarization of the project.
finding the right person to learn from is a matter of personality.
i think the time to go home has come. i have past the 15 hrs work mark today so…

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