Something will most certainly come out. You're just not defining the system. If I define the system as "one programmer is responsible for looking at the desired product and writing specifications" and the other programmer is to translate specification into programming code, and never shall one do the other's job, I assure you, the best programmers in the world will produce shit over time.
Randomly swap in two new actors with different life experiences into the same spots to do the same work, and you'll still get shit. If in the unlikely event, you get amazing work, it's not that the people doing it were special; it's just anothe outlier in the data stream. Add in the emotional toll of working as hard as possible to succeed but never being able to meet prescribed quality levels?
A system is perfectly tuned to produce the results it does. Want different results? Change the system. That is Deming's point. We have a tendency to blame variance in a system on the human actors immediately proximal, instead of paying attention to the actual significant constraints. This is an important lesson to management types, as they are to process/system what a programmer is to a computer.
The planners cast the dice for downstream long before downstream can do anything about it, and in many corporate setups, top down works just fine, but bottom up never gets any attention.
Randomly swap in two new actors with different life experiences into the same spots to do the same work, and you'll still get shit. If in the unlikely event, you get amazing work, it's not that the people doing it were special; it's just anothe outlier in the data stream. Add in the emotional toll of working as hard as possible to succeed but never being able to meet prescribed quality levels?
A system is perfectly tuned to produce the results it does. Want different results? Change the system. That is Deming's point. We have a tendency to blame variance in a system on the human actors immediately proximal, instead of paying attention to the actual significant constraints. This is an important lesson to management types, as they are to process/system what a programmer is to a computer.
The planners cast the dice for downstream long before downstream can do anything about it, and in many corporate setups, top down works just fine, but bottom up never gets any attention.