I’m not shy about this: This is a rant. I’m frustrated and I need to express that. But I still have a point.
Fear, uncertainty and doubt (FUD) suck. More importantly, people who make decisions based on FUD rather than rational argument suck.
Background
One of the hats I wear is as a software consultant.
Once upon a time I wrote some highly specialized software which someone started pushing on anyone who would listen as though it were the panacea to their field’s problems. Obviously, misrepresenting something in a sales pitch is wrong and I told that person so, but as a peon, at the time, I couldn’t push too hard on that angle. Similarly, anyone who bought into this vision is just as responsible for the ensuing mess as the author of the falsehood pushing sales pitch. Someone’s pushing you to buy into their vision of the universe and their panacea? It’s your job to be skeptical, to be analytical, to question their claims.
OK, I’m not writing that software anymore. Not to say that it doesn’t have its place, nor to say that it didn’t have some particularly cool elements to it when properly applied. Just that life took me on a different path, so I’m not there anymore. But a few of the people who bought the sales pitch know my name. Occasionally, they think to themselves, “Hey, self, I’m convinced that this software will solve all my problems. Now if only I knew how I’d be king of the world. Who do we know that understands this thing inside and out and can help us?” So they give me a call and, once they convince me that what they’re doing is actually interesting and that they understand that my time is followed by an invoice, I might be talked into spending some time with them. Sometimes it’s just talk – advice about ways to approach their problems and potential solutions. Other times it’s actually writing code.
Project X
Project X is what we’re going to call this thing. It’s a big project, and at some point they drank the kool-aid and some time later they called me up and said, “Hey, we heard that you understand this thing which we’re using to rule the universe. We’d really like you to work with us to get it running in a way that will let us get where we want to go” and I said “Well, I’m not actually sure that this thing is the right thing for you, but so long as you’re open to the possibility of using something else or writing something new, I’d be happy to be involved in Project X.” So now I spend some of my time every month on Project X.
Project X recently released a document describing a big part of what I’d call their goals. It goes into quite a lot of detail and it’s highly repetitive, but after trawling through it, I came to a big conclusion. That software I wrote back when? It’s totally wrong for this project. Not like a little wrong. No. Completely and utterly wrong.
Rational
That’s OK. This is my business. I help people figure out how to do stuff. Sometimes I create what they need. Guess what I’m going to do now. I’m going to write up a few pages clearly explaining what the relevant needs are, where the panacea misses and maybe even suggest an alternative. At this point, the goal is simply to open the team’s eyes to an obstacle and to open the floor to discussion. I’m the consultant: I don’t make their decisions for them. I present suggestions. I try to help them realize their goals.
My top priority at this point is to start a constructive discussion. I want the team to see the upcoming obstacles and I want to help them avoid being roadkill. I’m also not a total asshole. I write a professional, coherent (probably more so than this post) and rational argument. I ask the group to consider the requirements and look at the solution they are backing and consider the possibility that we’re putting a square peg in a round hole. True, I think it’s a certainty, not just a possibility. But right now I want them to just start talking about the idea. Tomorrow we can deal with getting them to change direction.
Change
People hate change. They don’t admit that, of course. They say they embrace change. Change is a powerful word. The key to it is actually pretty simple: People love change if they aren’t the ones making the change. Maybe very indirectly. Like voting for a presidential candidate. But if they had to get down to making change, there’d be a very different story. It goes like this:
What we’re doing now might not be absolutely perfect, but it’s pretty darn great and we like it. You see a mismatch between requirements and the solution? The requirements must be wrong. Or they’re pie in the sky requirements and we don’t really need to meet them. Well, OK, let’s talk about maybe changing solution. Will it take effort? Oh, really? Change and work? No, I’m sure what we have now is amazingly perfect. You’re clearly misunderstanding something critically important here, but I’m really busy now, so I’ll explain it to you later. For now, just go back to following the old plan.
FUD
So now I have two issues to resolve. One is that change is needed otherwise the project will flop. While I’m “just” a consultant, I still care about the projects I take on. That’s one of the requirements to get me to take on a project. So a flop would really make me unhappy. The other is that the team is exhibiting the classic reactionary signs, fear, uncertainty and doubt. They’re afraid of change, uncertain about their own requirements, and doubtful of my assessment.
Today sucks. Tomorrow will be better. I’m sure of it. But damn if I don’t want to scream and shout right now.
</rant>