Slack Quotes

“As long as people tend to define themselves at least partially in terms of the work they do, any change to that work, its procedures and modes, is likely to have self-definitional importance to them. This can lead to surprising amounts of change resistance.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“Paradoxically, the fear of breaking your neck (translation in corporate terms: losing your job) does not make change impossible. It’s a much more insidious kind of fear that interferes with change: the fear of mockery. If you want to make change in your organization utterly impossible, try mocking people as they struggle with the new, unfamiliar ways you have just urged upon them. There is no surer way to stop essential change dead. The safety that is required for essential change is a sure sense that no one will be mocked, demeaned, or belittled while struggling to achieve renewed mastery.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“Successful change can only come in the context of a clear understanding of what may never change, what the organization stands for. This is what Peter Drucker calls the organization’s culture. Culture, as he uses the term, is that which cannot, will not, and must not change. We talk a lot about changing corporate culture, as though it were just another parameter of the organization, like an SIC code or address. But Drucker would have us look at culture entirely differently, as the bedrock upon which any constructive change will have to rest. If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis. Like the human creature that fights wildly to resist changing whatever it considers its identity, the corporate organism without vision will hold on to stasis as its only meaningful definition of self.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“It’s nontrivial for a company and everyone in it to know “who we are.” A little bit easier, however, is to know “who we aren’t.” When even that knowledge is missing—when there is no basis in the company to say about a given cockamamy scheme “it just isn’t us”—the company clearly lacks vision. Vision implies a visionary. There has to be one person who knows in his or her bones what’s “us” and what isn’t. And it can’t be faked. Employees can smell an absence of vision the way a dog can smell fear.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“Healthy companies know that they have to allow people to fail without assessing blame. They have to do that or else no one will take on anything that’s not a sure bet. Healthy companies know that, but Culture of Fear companies do not. In a Culture of Fear company, failure must be rewarded with punishment. (“What would we be, we sinful creatures, without fear?”) A typical punishment is that you get fired. If the people above you are insufficiently powerful, some of them may get fired as well. This creates a powerful incentive to pass responsibility for failure on by blaming someone outside the organization.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“In a healthy organization, a certain amount of failure is okay. At Microsoft, for example, there has long been an almost official policy of “sink, then swim.” People are loaded down with so much responsibility that they sink (fail). Then they have a chance to rest up, to analyze and modify their own performance. Finally, they are loaded again with a comparable amount of responsibility, but this time they succeed. If they don’t sink the first time, that just shows they weren’t challenged enough. They can be sure that the next time out they will be challenged a lot more aggressively. To the extent that this policy is applied company-wide, Microsoft seems to be run as an Outward Bound adventure. Finding your weaknesses by failing is not just incidental; it is designed into the corporate philosophy.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“When a schedule is not met, those inclined to pass out blame are quick to point at the lowest-level workers; they reason that performance is the domain entirely of those who perform the work. They ask plaintively, “Why can’t these guys ever meet their schedules?” The answer that the schedule might have been wrong in the first place only befuddles them. It’s as though they believe there is no such thing as a bad schedule, only bad performances that resulted in missing the scheduled date. There is such a thing as a bad schedule. A bad schedule is one that sets a date that is subsequently missed. That’s it. That’s the beginning and the end of how a schedule should be judged. If the date is missed, the schedule was wrong. It doesn’t matter why the date was missed. The purpose of the schedule was planning, not goal-setting. Work that is not performed according to a plan invalidates the plan. The missed schedule indicts the planners, not the workers.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“What I call bankruptcy of inventiveness is often the result of a failure to set aside the resources necessary to let invention happen. The principal resource needed for invention is slack. When companies can’t invent, it’s usually because their people are too damn busy.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“It’s not uncommon to see real teams as a phenomenon of only the bottom level of the hierarchy.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“In order to enable change, companies have to learn that keeping managers busy is a blunder. If you have busy managers working under you, they are an indictment of your vision and your capacity to transform that vision into reality. Cut them some slack.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“Overworked managers are doing things they shouldn’t be doing.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“Slackless organizations tend to be authoritarian. When efficiency is the principal goal, decision making can't be distributed. It has to be in the hands of one person (or a few), with everyone else taking direction without question and acting quickly to carry out orders. This is a fine formula for getting a lot done, but a dismal way to encourage reinvention and learning.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“Reinvention takes place in the middle of the organization, so the first requisite is that there has to be a middle. I'll assume your organization still has one. Now pour in some slack, increase safety, and take steps to break down managerial isolation. Viola, the formula for middle-of-the-hierarchy reinvention.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“If nothing is declared unchangeable, then the organization will resist all change. When there is defining vision, the only way the organization can define itself is its stasis.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency

“The best predictor of how much work a knowledge worker will accomplish is not the hours that he or she spends, but the days. The twelve-hour days don't accomplish any more than the eight-hour days. Overtime is a wash.”
― Tom DeMarco, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency