Ineffectiveness is the norm (in particular in the software and collaborative knowledge work fields).
Therefore the less effective someone appears to e.g. hiring managers, the more employable they are. The ineffective fit right in, don’t challenge norms or ruffle feathers, and appear a competent “good hire” even as they join in with sustaining and compounding the organisation’s prevailing ineffectiveness.
This simple truth explains why some many organisations are so poor at developing tech products, and software more generally. They unwittingly hire “good fits’ i.e. the profoundly ineffective. And never realise the productivity improvments, etc., that they’re leaving on the table.
The (modified) Marshall Model chart (below) illustrates the situation:
How might we help these organisations appreciate their dire situation? Is that even possible?
Peters, T.J. and Waterman, R.H. (1982). In Search of Excellence: Lessons from America’s Best-run Companies. Profile Books.
Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. Falling Blossoms (LeanPub).