I think that many (not all) of your above examples boil down to optimizing for legibility rather than optimizing for goodness. People who hobnob instead of working quietly will get along with their bosses better than their quieter counterparts, yes. But a company of brown nosers will be less productive than a competitor company of quiet hardworking employees! So there’s a cooperate/defect-dilemma here.
What that suggests, I think, is that you generally shouldn’t immediately defect as hard as possible, with regard to optimizing for appearances. Play the prevailing local balance between optimizing-for-appearances and optimizing-for-outcomes that everyone around does, and try to not incrementally lower the level of org-wide cooperation. Try to eke that level of cooperation up, and set up incentives accordingly.
Good point. I am concerned that adding even a dash of legibility screws the work over completely and immediately and invisibly rather than incrementally. I may have over-analyzed my data so I should probably return to the field to collect more samples.
It doesn’t seem correct to me that adding even a dash of legibility “screws the work over” in the general case. I do agree there are certainly situations where the right solution is illegible to all (except the person implementing it). But both in that case and in general, talking to and getting along with the boss both makes things more legible, and will tend to increase quality. I expect that in the cases of you working well and not getting rewarded much, spending a little time interacting with your boss would both improve your outcomes, and importantly, also make your output even better than it already was.
I think that many (not all) of your above examples boil down to optimizing for legibility rather than optimizing for goodness. People who hobnob instead of working quietly will get along with their bosses better than their quieter counterparts, yes. But a company of brown nosers will be less productive than a competitor company of quiet hardworking employees! So there’s a cooperate/defect-dilemma here.
What that suggests, I think, is that you generally shouldn’t immediately defect as hard as possible, with regard to optimizing for appearances. Play the prevailing local balance between optimizing-for-appearances and optimizing-for-outcomes that everyone around does, and try to not incrementally lower the level of org-wide cooperation. Try to eke that level of cooperation up, and set up incentives accordingly.
Good point. I am concerned that adding even a dash of legibility screws the work over completely and immediately and invisibly rather than incrementally. I may have over-analyzed my data so I should probably return to the field to collect more samples.
It doesn’t seem correct to me that adding even a dash of legibility “screws the work over” in the general case. I do agree there are certainly situations where the right solution is illegible to all (except the person implementing it). But both in that case and in general, talking to and getting along with the boss both makes things more legible, and will tend to increase quality. I expect that in the cases of you working well and not getting rewarded much, spending a little time interacting with your boss would both improve your outcomes, and importantly, also make your output even better than it already was.