Maybe I really do have ADHD. I Align with these graphs lol.
The more I see ADHD shitposts, the more I think I have it.
This isn’t adhd it is the legit flow from after a bullshit meeting. Then by the time you get ramped back up again it’s the next meeting.
My only gripe to the chart is there should be some flat lining down near the bottom on the productivity side as a buffer pre and post. You spend time doing nothing wondering why you need to attend during pre-meeting time then during post-meeting time, doing nothing thinking about how you weren’t necessary at that meeting. Then you begin the accel ramping.
Yup. and some meetings you people ask you a question so you legit need some time to think about what information you should look up before the meeting. Even if 95% of the time nobody asks you anything, you gotta take some time to think about the topic the meeting is on and whether there might be a question for you so you have the answer for that 5% of the time. But 100% of the time you have to stop and consider what the meeting is about beforehand for the 5% of the time there’s an actual question.
Also when I know I have a meeting coming up, I don’t want to get in too deep on something that takes a lot of focus.
I recall going to a time management seminar. The speaker said, “When the average interrupted during a task, even momentarily, the time it takes the person to get back on task is between 20-60 minutes, and can take longer”
Avoid morning meetings like the plague. The first four hours of a work day are golden and should be reserved for creativity and nothing else. The agile process was instituted at our workplace and that startup meeting is an absolute menace. I’ll tell you how the day is going in the afternoon but right now I have to work.
For software engineers, problem is management thought you could just hire a ton of people to solve the problem. Then the people who could actually solve the problem are stuck in meetings all day explaining it to people who can’t even understand the problem you keep explaining to them. Fun times.
The good old Mythical Man Hour.
(In simple terms, as the number of people increases, the communications overheads also increase, generally faster, so if you have more people a greater proportion of time is wasted, hence work done doesn’t increase proportionally to the number of people. Or if you just want to inform management that more people won’t simply mean the work gets done much faster just give the example of “If takes 9 months for a woman to make a child, it doesn’t mean you can get 9 women and make a child in one month”)
Or if you just want to inform management that more people won’t simply mean the work gets done much faster just give the example of “If takes 9 months for a woman to make a child, it doesn’t mean you can get 9 women and make a child in one month”
Management: “I don’t have time for theoretical discussions. Marketing says this releases in two weeks and you better get it done. Do you need more resources?”
“It can’t be done in this time frame.”
“Should’ve come and asked the experts how long would it take before accepting marketing’s estimates”
“So either find us more time or chose what we’re going to drop for the release”
And yeah, I’ve used this. (Then again, I’m pretty senior and seen and done a lot)
The people that don’t understand the problem usually are management, and I have to spend an exhausting time each day explaining to them why the problem exists and why it takes so long to fix it. I once was honestly telling them their meetings were a big part of the delays. Which then obviously led to more meetings on “how we can better communicate so we can have less meetings and more productive time”. I wish I was joking.
