chiro said:
That's pretty much what I was getting at. If a business has a choice of hiring two people with one person being great but an ******* and another that is maybe not so great but still has the potential to get the job done and isn't an *******, then it would in the interests of the business to hire the non-maverick.
Sure and this matters a lot with entry level positions in which the person you are interviewing probably isn't a "god programmer." If you *can* be nice and wear the suit,
you lose nothing by doing it. The thing about the "god programmer" that I'm thinking of is that he has enough of a track record so that he can get away with stuff that I couldn't. If you are entry level, you probably don't.
Also, he got lucky. He got into the industry during the dot-com bubble, when people were just trying to get random people off the streets to do work. By the time the bubble burst, he had enough of a reputation, that he was not fireable.
Most people aren't that good. I'm not that nearly that good.
You'll get your so called "god programmers", but if there isn't the cultural fit, things can get ugly.
Then you have your "god manager." I had the option of avoiding the "god programmer" since he was really painful to work with. His manager didn't, and to be able to get the god programmer to do useful work for the company, you really had to have a superb manager. For example, if you asked the "god programmer" to rework code, he'd get extremely offended. So if you had to get code reworked, the manager would quietly get someone else to do it. Also protecting said programmer from HR, was part of the manager's responsibility.
Any HR department knows (or should know) that to get things done, you need people motivated towards a common goal and this is especially important nowadays since most projects aren't done by "lone gunmen", but by dozens, maybe even hundreds of people.
Or in the case of a major corporation, tens if not hundreds of thousands.
And in any non-trivial group of people, you end up in situations where people aren't motivated to the same goal. Division A wants to increase revenue from division A, screw Division B. And vice versa. At that point you have lots of MBA's that deal with the situation.
What makes this interesting is that here are *inherent* conflicts. I'm better off if the company pays me more money, leaving less for the managers and shareholders. The company wants to minimize my salary. Now in a growing industry, you can tell people that if we all work hard to increase revenue, then everyone can make more money. But what if you are in a static or shrinking industry?
If you've got divisions in the team, things can get ugly, time can be wasted, and **** can hit the fan.
And this is the stuff that managers spend tons of their time trying to figure out.
Some corporate cultures love mavericks, but personally I think it would be hard to have a culture where every single person is a maverick: to me it would be like a house of cards.
That causes some culture clashes because physics Ph.D.'s are indoctrinated with the idea that being a maverick is a good thing. Also, managing an organization in which you have a lot of smart independent thinkers can be extremely challenging.