This is the sort of thing that should be happening *before*
decisions are made about changes.  The example that best
illustrates (because most people will know it) are those
"briefing room" scenes from "Star Trek," where the captain
gathers the department heads around a table and gets all
their inputs on the issues and possible consequences 
involved in a decision he has to make, then delivers the
decision to them all in a group.  Compare that to the sort
of "smoke filled room" process in many companies in
which two or three executives who haven't a clue what
their staffs will have to do to make their decisions work
talk for a while behind closed doors and then the new 
requirements are communicated in some broadcast 
email that your immediate manager had no more idea
was coming than you did.

Gene Kim-Eng


----- Original Message ----- 
From: "John Posada" <[EMAIL PROTECTED]>


>I wouldn't expect a product manager to be able to anticipate or
> consult on every issue that every department has with every decision.
> I expect a manager to base a decision of what they think is best from
> the product perspective. I then expect each department to speak up if
> it is an issue that cannot be satisfied. 


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