> Maybe it's implicit, but you didn't mention why process-people hate illegible tribal knowledge. It's because they fear that the people may have better leverage in salary re-negotiation, and if they bail, the knowledge disappears.
Being at a disadvantage in annual reviews is certainly a part of it I'm sure. Another non-trivial risk an organization must manage is retaining knowledge in a shareable form should team members transfer to other groups, take on a new role within the organization, or leave for reasons other than failed salary negotiations.
> More abstractly, explicit rules are a substitute for trust.
This is an interesting concept, thank you for sharing it (seriously). Stating it the way you have succinctly explains some of the asinine policies I have experienced in the past. Usually in large, dysfunctional, organizations I might add.
Being at a disadvantage in annual reviews is certainly a part of it I'm sure. Another non-trivial risk an organization must manage is retaining knowledge in a shareable form should team members transfer to other groups, take on a new role within the organization, or leave for reasons other than failed salary negotiations.
> More abstractly, explicit rules are a substitute for trust.
This is an interesting concept, thank you for sharing it (seriously). Stating it the way you have succinctly explains some of the asinine policies I have experienced in the past. Usually in large, dysfunctional, organizations I might add.