Airmantharp wrote:If chain of command and anonymous reporting have failed you, it's on you to choose to take the risk- but most executives/presidents will tell you that they have an 'open door policy'. They're lying, but that doesn't make the policy useless; just make sure that whatever you have is extremely well documented, and be prepared to defend your position on the issue and within the company.
This is obvious, of course, but I feel it needs to be said to be appreciated. Also, wear a flame suit when pouring fuel on a fire that you're all standing around .
SpotTheCat wrote:Don't get me wrong, this is not a whistle-blower type problem. I'm not looking for 'CYA then put it on the line' type solutions, I have not seen those problems.
Captain Ned wrote:SpotTheCat wrote:Don't get me wrong, this is not a whistle-blower type problem. I'm not looking for 'CYA then put it on the line' type solutions, I have not seen those problems.
You need to show your designated middle-management type exactly how your proposal will not only help him meet the targets assigned to him from above, but will allow him to beat his targets by more than any other middle-manager. It's the only thing they understand and it's the only currency to which they will listen.
SpotTheCat wrote:I got a job a little while back at a large company with large company dynamics.
How the hell does somebody as low as my level (or hell, even a senior principal engineer) make enough noise (or, more correctly, the right noise) to elevate issues that every brilliant engineer in the company, sees and talks about but middle management denies/won't risk acting on?
I know a lot of you work at giant defense companies, giant software companies, and other giant industry companies. How do you guys deal with bureaucracy and effectively communicate the financially viable, moral raising ideas that don't follow the "my job will be safe at the end of the next fiscal year" mentality that seems to plague enormous companies? Especially without losing your job, that would help.
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