{"id":172,"date":"2011-08-02T09:56:42","date_gmt":"2011-08-02T09:56:42","guid":{"rendered":"http:\/\/blog.benjaminm.net\/?p=172"},"modified":"2011-08-02T09:56:42","modified_gmt":"2011-08-02T09:56:42","slug":"skilledincompetencepushymanager","status":"publish","type":"post","link":"https:\/\/techpeoplethrivi-i2tkeoduos.live-website.com\/skilledincompetencepushymanager\/","title":{"rendered":"Ineffective pushback to a pushy manager?"},"content":{"rendered":"

How do you deal with a manager who believes that a software development team needs to go faster and should be pushed<\/a>? I want to review some of the responses to my earlier blog and test the idea that they would create a productive conversation that would lead to effective outcomes.<\/p>\n

\"Just
\nHow does our advice look if others reflect it back to us?<\/p>\n

What were the responses?<\/strong><\/h2>\n

I got responses from the the earlier post\u2019s comments<\/a>, twitter and the DZone Agile centre<\/a> that were mostly from the team\u2019s perspective.<\/p>\n

I believe that the responses were intended to be helpful to someone in the manager\u2019s position and raise some important issues. I\u2019ve seen the results of teams accepting a request to \u201cpush harder\u201d and in the majority of cases these have been ineffective, demoralising and created more problems down the track. My intent with the earlier post<\/a> was to encourage a manager with these views to find a way to discuss differences in views in public in order to jointly design productive ways forward.<\/p>\n

When handling issues that generate strong points of view it\u2019s important to focus on not just \u2018what is right\u2019 but \u2018how can I communicate this effectively?\u2019<\/p>\n

I\u2019ve summarised some of the responses under headings from the three assumption level \u2018rungs\u2019 of the ladder of inference<\/a><\/p>\n

Explanations:<\/p>\n