[throwaway9191aa]

> Walking over and talking to someone is still far superior to any online communication.

The reason it isn't, for me, is that I'm usually answering questions about Why we do something, or How something is supposed to work. I'm usually giving a quick response, with a link to a design, or a code snippet, or a git commit, or a Code Review link, or something online. So I have to provide an online response whether you ask me in person or not.

If I'm in a 1:1, yea I totally agree I'd rather just talk about career growth and that stuff in person. But.... I mean now we are walking down the already-well-discussed path of Manager/IC and how these jobs are just different.

I don't know for sure, but I think this is the experience of many senior developers.

[edit] > I twiddled my thumbs waiting for the required SME to come online

I mean, this isn't an RTO discussion. If your SME is slacking off that is a different problem. Assuming best intentions, you would walk up to that SME's desk and there would already be 5 people waiting with a question because the SME can only talk to 1 person at a time.

I can slack with several different folks, so long as they can just wait a second while I type. The worst people (so sorry, there are some great TAMs) are the ones who page you as soon as they need something because they don't understand you are busy with a different project.

[scottLobster]

Yeah I guess the difference is that at my workplace there's a lot of tribal knowledge. Even when there is a design document it often hasn't been updated or requires nuance to interpret that's only really in one or two peoples' heads. Often the question/discussions is about engineering priorities, some discovery was made during coding that would alter the design, and half the time simply bringing up the topic with them for 5 minutes brings new information to bear that produces a superior result.

I try not to waste their time and develop my questions as much as possible on my own, but I'm not going to risk several hours of wasted work going down the wrong path when a 5 minute discussion with a SME would confirm something.

And it is an RTO discussion, because in the office they're available to some degree. WFH that availability drops off a cliff, and these are questions about the inner-workings of proprietary software, if the answers were on Google there would be legal action.

[gingerrr]

That again sounds like a problem with your company's knowledge sharing culture, not with the industry at large. Silos exist even when every butt is in an office seat, that's a well-known issue that far pre-dates pandemic remote work moves. The answer isn't "make everyone defenseless to random interrupts from other people" but "learn how to actually document things so you're not a company full of points of failure".

It seems like what you really want is for others to treat your emergencies as theirs. They're not, they're yours. If you can't wait 15 minutes for a ping back without being completely stuck, you aren't planning your work correctly. That's nobody else's fault.

[trescenzi]

So this is such a good example of why the office is actually a major liability. Being in person allows you to get away with creating a culture where documentation doesn't really exist and that tapping people on the shoulder is more efficient. Everyone will be better off if instead knowledge is shared efficiently.

A good analogue is the culture of "the smoke break"(see the Friend's episode The One Where Rachel Smokes for a funny example). It's easy to say "the best decisions are made during smoke breaks therefore smoking is necessary for efficient businesses." Clearly that's absurd. It's not the smoking that makes good decisions, nor does the ability to tap people on the shoulder make for good documentation. Depending upon an accidental formation of office culture is never going to go well in the long run.