Work is performance art

Yeah, there is a famous book on that called "Bullshit Jobs: A Theory" by David Graeber

In my experience a lot of companies try really hard to be data oriented and try to find objective metrics for impact, sometimes it’s good, often it’s bad. Like LOC count, PR count, time in meetings or time spent at the office.

Enough of this and people will learn to play the game over doing the right thing.

> Meanwhile, a lot of managers calendars are purely just 1:1s with devs on the team which clearly has very little value add to the team.

Depending on the manager and on the team, 1:1s with people can be very valuable for all involved.

"including FAANG"

What would make them less vulnerable to this?

I think Elon noticed it.

After a certain size, one of my favorite Civilization quotes kicks in:

"The bureaucracy is expanding to fill the needs of the expanding bureaucracy."

This burned me right out, and I don't plan on ever working for any Silicon Valley company again. I'm now happily employed in a small (10 person eng team) company where we are all doing meaningful work.

I don’t know that this is something specific to workplaces. I think anywhere you have a hierarchy and incentives you’ll see people perform to those incentives. But, I am not a behavioral psychologist, so maybe there is something special to “corporations”. It could be that corporations have a lot more incentive to perform for.

It’s hard to tell. I’ve worked on projects with 50 programmers and it seemed many did nothing and a few did negative work.

We went through a round of layoffs and I had to “finish” another programmer’s work. It was a java app with servlets and JSP and a bunch of web forms submitting back to a database. He had just copy and pasted the html into his JSP so it had the sample data and messages. Everything submitted and went to the next page, but nothing was posted or saved.

He did this like 20 times for all his modules. Maybe six months of “work” was like nothing done.

I like to work on small teams that collaborate enough so if someone isn’t doing anything then we know. And I don’t think anyone’s work in my immediate vicinity is performative.

That being said, it’s hard to know people’s process and what is productive to them. If you take a small sample you might not understand. And what you think is performative may be essential. This seems common when I was younger when I thought “I don’t understand it, therefore it’s not important.”

I’m currently thinking through a tough program and browsing HN at 10am and it’s an essential part of my workflow.

Price's Law says that the square root of the total number of items or participants contributes to at least half of the results[0].

I've found this to be true in almost everything in life, including work and business.

[0] https://en.wikipedia.org/wiki/Price%27s_law

That's pretty much how all sufficiently large corporations run. At some point, the number of jobs that exist purely to justify other jobs is larger than the number of people actually contributing to the bottom line. And the amount of paper-shuffling caused by the self-fulfilling jobs eclipses all other work being done.

Corporations are not alone in this, of course. When I was in university, in the late 2000s, we had 2 administrative staff for every professor (up from a 1-to-1 ratio in the 90s). You can draw your own conclusions about whether that was a net benefit to educational outcomes.

What you are describing as performative I would describe as bureaucratic.

The Iron Law or Bureaucracy:

Pournelle's Iron Law of Bureaucracy states that in any bureaucratic organization there will be two kinds of people: First, there will be those who are devoted to the goals of the organization. Examples are dedicated classroom teachers in an educational bureaucracy, many of the engineers and launch technicians and scientists at NASA, even some agricultural scientists and advisors in the former Soviet Union collective farming administration. Secondly, there will be those dedicated to the organization itself. Examples are many of the administrators in the education system, many professors of education, many teachers union officials, much of the NASA headquarters staff, etc. The Iron Law states that in every case the second group will gain and keep control of the organization. It will write the rules, and control promotions within the organization. (Quoted from Wikipedia)

> Like the majority of the team is doing useless stuff that management thinks is impressive

This is arrogant thinking typical of developers. Most developers I have talked to (including myself 10 years ago) thinks that they or their friends who agree with them about all sorts of random code quirks are the only one that does work and "carries" the team, and everyone else's work is largely useless. The reality is that a lot of people do a lot of jobs; and they are not perfectly equally distributed, but they are often all necessary and contribute to a large extent.

I recommend a clear, fresh look at the team; or get the opinion of some third party that is not your SWE friend (who is going to be just as sycophantic as the latest LLM, perhaps more). You might find that others at work appreciate them more than your superstar coding. Thinking that their jobs are useless makes you feel good, but may not be the truth.

This was my experience mostly in my 10 years at Google at a certain level.

But I will say this: at a certain point in a large company once the revenue-machine is discovered and deployed, what you want to be building is systems that let you ship and build reliably on top of that foundation without destroying it.

Google in its best phase -- which was already in decline when I joined in 2011 -- did have a slow and cautious development cycle where multiple levels of review covered everything. OWNERS, "readability", very uptight code review. And in order to survive in this environment you had to have a pile of code reviews all running concurrently because making progress on any single one could take days and days to get through review.

But that was kind of the point because pushing the wrong thing and breaking the money printing machine is far worse than moving slow.

But IMHO this didn't scale past 30k, 40k engineers. And inside Google, the culture shifted from one that was SWE/SRE driven to one that was PM driven. And the perf/promo culture for them had really perverse incentives.

Also I have a theory about Google in particular -- its founders and all its initial strong hires all came from academia not industry. And so its internal culture became biased towards a "publish or perish" structure, and "perf" performance reviews honestly looked more like a thesis defense committee for someone's masters/PHD than anything I'd encountered in the software industry before.

There is something to be said for having your own startup and keeping it lean, implying that everyone on the payroll must be a cofounder. It's a prerequisite for but not a guarantee of staying mission focused.

There is always some form of social loafing going on in any large group of people doing work.

"The Ringelmann effect is the tendency for individual members of a group to become increasingly less productive as the size of their group increases."

There is evidence of this in simple tug of war games.

But I think there is also truth in realizing work is mostly performative: the pareto principle seems to apply. 20% of the workforce sustains the other 80%. That's purely anecdotal, I doubt the numbers align that way. But it does always seem there are a few all-stars carrying others.

Where I work, I don't get a sense that we "thrive on kudos via performative actions" but I would say that ~15% of the employees are doing ~80% of the work.

This dynamic seems almost inevitable as a company grows. It's not necessarily bad, as long as the people doing the work are recognized and compensated.

A company is like a bridge. The job of a bridge is to support the weight of what crosses it. But if a particular deck or arch or beam or joint or bearing fails to do its own job, the bridge can fail and will catastrophically. Perhaps some beams hold more weights than others, but can any bridge be composed entirely of decks or entirely of arches or entirely of beams? Perhaps, but we do not see many of them. It is always possible to innovate in the design of bridges, but if most of the great bridges in the world all have a mix of decks and arches and beams and joints and bearings, instead of simply being composed of solely beams or solely joints, then we might begin to wonder if this composition is not accidental to the proper functioning of a great bridge, but essential to it, even if we are not particularly interested in or proficient in the Art of Being Another Part of the Whole.

Yes

Another way of thinking about this, is by thinking about who defines what is productive or what produces value. I tend to be a little old fashioned, I think that doing the right thing for customers produces value. (That's what my self-worth is based on anyway.) For other people, it's doing the thing that gets them the next raise or promotion.

Your management team is literally telling you what they value, by rewarding it. You might wonder why they value vibes over results. Look way way up the org tree. How is your CEO compensated? Mostly in stock? Who are they trying to impress? Shareholders? Are those shareholders concerned about delivering for customers, or short-term gains? Is the short-term price based on long-term customer value, or what's in the business news this week? What is productive again?

> Anyone else notice this?

This is most big companies. As they grow in size, staff functions get compartmentalized. As their main product matures, the need to develop new things slows down, and daily life becomes more about knob-turning and optimizing what you have to extract more revenue. This means that, for example, the developers, PMs, designers eventually run out of things to do, so whatever they still got ends up growing in size and eventually taking most of their time, be that mentoring, committee work, random initiatives here and there etc.

Source: was dev turned PM in a previous life, managed to flee to greener pastures.

I worked at Amazon and I do think that more than anything we were overhired with little meaningful work. A lot of compliance goal chasing. Not that it’s performative to the top brass, but the work was very little and not usually very technical.

There's a great business book I read many years ago called The Goal by Eliyahu M. Goldratt. It discusses how to optimize large distributed systems in the context of manufacturing but I think it widely applies to any complex production system including software.

Bottleneck steps are rate limiting and define the overall throughout of a system. Those are the only steps that will yield significant improvements in productivity if you optimize them. For example a company I worked at spent millions on a state of the art packaging machine that can package some high number of bottles per minute. But we did not produce that much product to be packaged so it really didn't make us any more money to buy that. The bottleneck was somewhere upstream in the process and that's the only thing we should have focused on if we wanted to pump up those bottle numbers.

"An hour saved at a non-bottleneck is a mirage."

"Any improvement not at the constraint is an illusion."

Corollary: Idle time at a non-bottleneck is not a waste. It's absolutely necessary in a good system. Otherwise you just waste resources and pile up work-in-progress at the bottleneck.

You'll often find large companies understand this, and usually they don't care what you do until the C-suite spotlight shines on you and you better perform at 500% (eg Google's ML teams right after chatGPT came out).

Yes, everyone in the know knows it. That flaw is the edge start ups have. Fat, red tape, and bureaucracy is cut.

Replaced with a new set of problems of course. Like no money. And if the startup is successful it will eventually morph into a big fat corporate culture. The circle of life.

The idea that 1:1s with devs adding very little value to the team is… pretty wild.

If you think 1:1s don’t add value, your slice of the reality of what even modestly sized teams need to operate smoothly is so far from my experience I don’t think we’re likely to bridge the divide.

But to make a good faith effort: what is the job you think line managers are supposed to be doing, if not listening to devs, going to meetings you would prefer not to sit through, and writing up carefully documented feedback for the under-performers you seem convinced surround you at every turn?

I think this dynamic is not specific to SWE and as old as time. As organizations grow, so does the aspect of work that's more "seeing and being seen", and rightfully so.

There's definitely a ton of cruft that accumulates, and a lot of "work" being done that accomplishes little, just to satisfy a corporate bureaucracy.

But there is a reality where "good performance" is not just about the work you do, but also about your ability to get things done practically, e.g. not just your ability to write a specific microservice, but to make a compelling case for that architecture over another, and to get it reviewed and merged.

That's not to excuse wasting everyone's time on sycophantic vanity projects that don't help the business.

But I do think there's a tendency (especially on HN and Developer Twitter) to only respect complicated engineering work (e.g. optimizing Kubernetes deployments). To be fair, I'd love to almost never deal with company politics and performative work and am lucky to be at a company where effectively zero of that exists.

But as orgs grow, so does the share of work that's more political.

All corporate jobs are performative, in the sense that there are many useless rituals one has to observe merely for appearances' sake and not because it benefits the company or accomplishes the work.

This is one of the main reasons why I left the corporate software world. I love programming too much to spend my life climbing that ladder. I'm fortunate enough not to have to work right now, but if I ever go back to an organization I'm going to be very picky about finding one where the leaders are themselves technical contributors and they hold the team to a high standard.

After some more experience at various types of workplaces, you'll discover that this hyperfocus on "productivity" is a mind virus trying to destroy all stability and long term value.

Trying to be a rockstar every day is the fastest way to burning out and making bad decisions. It ensures that you will be left holding the bag. How is that not more performative, if it's in the name?

> Anyone else notice this? This is not just the big MNCs but this is happening throughout all organisation irrespecitive of SWE or not. I know its really heartbreaking and there is still not a KPI to measure productivity/performance in a right way? Did anybody come across any intressting KPI they were measured against?

The dynamic I saw at a FAANG-adjacent company when I worked there was wild between the contractors and FTEs. If an FTE could get one or two contractors reporting to them, they'd hand over all the work, put their feet up and take it easy, make fun of the contractors, and then if there were any good results jump in to take credit for those at meetings with upper management which the contractors were not invited to.

So in that case yes, with a two-tier employment system it enabled FTEs to be de factor retired while contractors carried their palanquin up the income ladder.