[vegetablepotpie]

I have personal experience with this in my professional career. Before Christmas break I had a big change, and there was fear. My org responded by increasing testing (regression testing, which increased overhead). This increased the risk that changes on dev would break changes on my branch (not a code merging way, but in a complex adaptive system way).

I responded to this risk by making a meeting. I presented our project schedule, and told my colleagues about their expectations, I.e. if they drop code style comments on the PRs they will be deferred to a future PR (and then ignored and never done).

What we needed is fine grained testing with better isolation between components. The problem is is that our management is at a high level, they don’t see meetings as a means to an end, they see meetings as a worthy goal in and of itself self to achieve. More meetings means more collaboration, means good. I’d love to see advice on how to lead technical changes with non-technical management.