Do you raise a discussion saying the below?
I believe you should be expected to more clearly differentiate your
*Review* (based on the such procedure criteria) - and its accompanying
Position ballot, with your personal review.
(Modified from the first message of thread)
Refering to first message:
I believe they should be expected to more clearly differentiate their
"IESG Review" (based on the above criteria) - and its accompanying
Position ballot, with their personal review.
We need manager's personal review and experience, I think the business
needs manager's personal views as well.
AB
On 4/13/13, Pat Thaler <pthaler(_at_)broadcom(_dot_)com> wrote:
+1 on for John's response.
I will argue with my manager if I think they are wrong and I've gotten
positive results from giving managers feedback on their performance. Of
course, disagreeing with management won't always get the decision changed,
but I've never felt I lost anything by raising the discussion.
I've also seen some bad decisions made when someone had good reasons why a
decision was wrong but didn't surface them because they didn't feel they
could argue with management.
IETF participant to IETF leadership isn't the same as employee to manager of
course. We are all volunteers collaborating to get good results and if we
feel there is a process problem we can discuss it. IETF formalizes this by
having open mike sessions for example.
A thread on whether there is a problem with the IESG review process is
appropriate, IMO.
-----Original Message-----
From: ietf-bounces(_at_)ietf(_dot_)org
[mailto:ietf-bounces(_at_)ietf(_dot_)org] On Behalf Of John
C Klensin
Sent: Friday, April 12, 2013 3:19 PM
To: Abdussalam Baryun; ietf
Subject: Re: Purpose of IESG Review
--On Friday, April 12, 2013 20:24 +0100 Abdussalam Baryun
<abdussalambaryun(_at_)gmail(_dot_)com> wrote:
How can a memebr of staff in a company argue with the manager
about the manager's decisions or performance?
In most successful companies, yes.
Only
Owners/shareholders can question managers and staff.
And companies that behave that way don't last very long in
rapidly evolving fields... at least unless the managers are
endowed with perfect wisdom. It is not an accident that most
management schools teach would-be managers that listening
--especially to the people on the front lines-- is a very
important skill.
So, at the risk of generalizing too much... What on earth are
you talking about and what experience do you have and use to
justify it?
john