Comment by dogman144

Whoever is right here aside, this blog represents to me a common challenge IC/engineer/line worker types have understanding how the parts of the world, and related conflict resolution, actually works.

I think it causes a lot of frustration for them and is present in a lot of different industries. In the spirit of pragmatism, this is what I think it looks like if you'd like to avoid this pattern in your own career management:

- event happens driven by an IC-type

- a conflict happens over the event which exists on the narrative plane, where facts are fuzzy and emotions/identities get pulled in.

- the IC-type tries to get out of the conflict by listing a roster of facts, and sort of miss the boat on understanding that narrative conflicts don't really care about those facts.

- IC-types, totally justifiably b/c yeah facts matter when sourcing intent, are some version of befuddled or angry or whatever, usually try more facts, but nonetheless the conflict just stays around

- ultimately, they totally miss "the why" on why the conflict is actually happening, and as a result they are usually on the losing end of it

This blog is chock full of this approach. What it really reminds me of, and why I mention it, is a series of essays posted by a well known, long serving, but non-mgmt reporter who was fired from a famous paper recently. Same issue. Facts themselves and the nuance involved made things look at least understandable, the narrative launched for other reasons, and the reporter was fired. The reporter issued a series of essays staying in facts-land after getting fired, highlighting the facts-driven counter the reporter tried while in-house. Despite overwhelming facts, you could tell the reporter just wasn't aware of what had actually turned against them/what they actually had to address if they wanted to stay. He was speaking Language A and the team he had to work with was speaking Language Z.

Addressing a narrative isn't bending to it, but you need to counter it with something other than/in addition to the facts. These narratives can stay a long and have negative impacts much longer than you can "be right." Find the language of your criticism and make sure you counter in the same language.