I came across an older post by Alex Papadimoulis on TheDailyWTF.com, dealing with the Dead Sea Effect described by Bruce Webster.

Frankly, it's one of the most interesting and thought-provoking posts I've read regarding employee retention.

The Dead Sea Effect (in I.T.) is the predicted end result of many years of having the best employees leave, without replacing them with people of equal or higher skill levels. What's left? An accumulation of staffers who are less ambitious, less talented, and generally less capable of finding work elsewhere.

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	The Cravath Firm And Its Predecessors: 1819-1947 author: Robert T. Swaine ASIN or ISBN-10: 1584777133

Overheard somewhere, sometime

SENIOR SOFTWARE ENGINEER (in a cheerful tone): I'm working on fixing the XYZ disturbance in the flux capacitor module.

MANAGER: You know, you can try {insert obvious technique here} to fix that.

SENIOR SOFTWARE ENGINEER (in a calm, pleasant tone of voice): Thanks for the suggestion. I have a question for you, and please don't read too much into this. When you offered that suggestion, was it because you thought I was unaware of that technique or that I've overlooked something?

What can you do when you work in a severely dysfunctional environment? Can you do more than just 'grin and bear it'?

As some have found, there's a learning opportunity in every work situation.

If nothing else, you can take comfort in knowing that you have an opportunity to learn valuable lessons even while suffering:

I was lamenting the confusing interface to a piece of software the other day, when a colleague said it sounded a bit like 'grousing' because I wasn't able to suggest any improvements. I capitulated, admitting I wasn't close enough to the problem to offer any useful feedback at the time.

Later, though, I was thinking about the exchange, and began to put it in perspective, especially regarding a recent post about the truth being filtered as it made its way up the company hierarchy.

Have you ever wondered how your boss got their job? Have you ever thought "this guy is so incompetent, he probably doesn't even know it"? How/why does this happen?

Whenever there's an job opening, staff are frequently asked if they know anyone who might be a good fit. This is indeed an excellent way to jump start the hiring process; personal references are frequently much better than "off the street" hires. The obvious caveat is that the inside person doing the recommending has good sense and a good understanding of more than just the skills required. For example, the inside person may be a good person and a good employee but may not understand the corporate culture or their friend well enough to see that it just won't work out: think highly structured vs. very laid-back, for example.

What does this have to do with getting an incompetent boss?

I hate to break it to you, but I'm your boss. Your complaining and dissatisfaction fall on deaf ears, most of the time. You can be replaced. Keep it up, and you probably will be. Don't shoot me, I'm just the messenger.

No matter how useful or clever you are, or how hard you work, your continued employment is an economic decision: you earn your pay (and more), or you don't. If you don't, you're probably headed for the unemployment office at the next downsizing opportunity.

"It should just work." "All ya gotta do is..."

We've all heard this time and time again. For those of use who have spent much time in Software Development organizations, this battle cry is an anathema to those of us who like to have some proof.

Suffering from low morale? Wondering why your crew isn't as chipper as you'd like them to be? Thinking of bringing in an outsider to evaluate their state of mind? Consider this sage advice from a seasoned software engineer:

When the company president hires a psychologist to interview all of the engineers (in an effort to find out what is wrong with the development process), it is probably time to leave. Past time, even.
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I assume that the author of that gem has experienced such nonsense. Or he has a fertile imagination. Or both.

Bob Sutton (co-founder STVP, Stanford University) gives a talk about the true costs of allowing assholes in your organization.

This video (Flash player is required) is well worth a watch (or listen.) I suggest you crank it up during the next staff meeting.

Link

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	The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't author: Robert I. Sutton ASIN or ISBN-10: 0446526568
	The No Asshole Rule, Building a Civilized Workplace and Surviving One That Isnt [UNABRIDGED CD] (Audiobook) author: Robert I. Sutton ASIN or ISBN-10: B000TKBYX8

This last Saturday, November 11th, I had a total blast listening to Mythbusters Adam Savage and Jamie Hyneman, chat about who they were, how they'd gotten where they are and how they worked together (if you're a geek or just like stories about blowing stuff up, these guys are a must see).

I was struck by their nearly total dissimilarities with respect to temperament, stage presence, and working styles.

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	Blink: The Power of Thinking Without Thinking author: Malcolm Gladwell ASIN or ISBN-10: 0316010669