> and nobody wants to hear about it
Then the rest of the organisation, including leadership hasn't embraced the approach. You can't do it unless the culture really baked in, or else you will break yourself.
Then the rest of the organisation, including leadership hasn't embraced the approach. You can't do it unless the culture really baked in, or else you will break yourself.
My problem with this is that everything is always not working, or barely working, and nobody wants to hear about it. You're going to say "of course I mean important things", but wherever you look, if you look for problems, you see problems, there aren't a few things which are problems, there are oceans and oceans of problems and potential problems.
The only coherent response to this is blinders - do what everyone else does, and pretend everything is fine - until an incident forces people to face it. Then face the smallest possible case of it, and reassure each other it's fine now. I think you really mean "intuit the same judgement of importance that I have", but either you're so used to not-seeing-problems that you don't see how many there are, or you aren't willing to say that outright because it leaves the person with an escape from you putting the blame on them, and you don't want them to have an escape and you need someone to shitlist for .. I dunno what reasons. Why /do/ you have a shitlist instead of a "training" list?
"Everything broken, or barely patched together" is the norm.
Cynical people reading this, give a couple of minutes thought how many things you've experienced just today, which aren't right or could be a problem. I bet you'll pass a dozen in that time, right?