I ask myself is it a good thing or a bad thing.
Good thing: shit gets done
Bad thing: every other person I work with is not a wildcard and really works well under well designed, product management/software processes.
If I could invent anything, it would be a disassociative state where I could just download brain ideas (completed)
These days, I work on the basis that managing the backlog is actually the management problem that needs solving. With an appropriate tool (I like ProductBoard), I can group together related issues, put my notes on them, and assign them to another developer. That helps them keep the blue light on too.
Most so-called product management tools seem to think that a bunch of cards on a kanban board is all we need. But if the problem was that easy, nobody would have a problem.
One quibble,
> If your Wildcard is a Product Manager, their team will ship feature-complete products on time, but without the neatly organized armada of JIRA tickets or burn-down charts you wished to see. The friction of keeping things organized is less stimulating than the instant feedback of just doing the work.
“Just doing the work” is the point. The fact that the work can be finished without JIRA tickets and burn down charts is because those things are stupid ways to manage product development, not because Wildcards get shit done.
The problem with JIRA in particular is that it encourages a focus on tasks rather than goals, and so the tasks become the goals.