In one of the company's im involved with there is a problem between one manager and a programmer. They are both very good at their jobs, but there is constant clashes. I would like to get some feedback to help me sort this out. I did some research on the topic, including using my account at https://www.oreilly.com/ but this topic seems to not be covered in the literature.
The programmer works in cycle's of 2-5 days, mostly in 6 phrases.
- Brainstorming
- Create plan.
- Coding
- Testing.
- Implementation.
- Clean up the code.
The programmer complains about the manager stepping in when he is in the later stages of the cycle, and often later in the day and start to question the scope of the current cycle, or the larger strategic plan, that it should be changed and a lot more should be included. He says he is in "rally mode", and totally focused on the current stage. He say he is more than willing to discuss this when he is rested and its in the beginning of a new cycle. But when he is in the middle of something he feels its very frustrating and unproductive to "step out of the car" and let go of the information currently uploaded in his short-term working memory and go up to the bridge and assume the "commander roll" and start think more long term strategic.
The manager sees it as he job to question the scope of the current cycle or the greater plan when ever see the need. He don't see any valid reason for not doing this during the daily and scheduled contact.
I'm trying to ask as neutral as I can, so I don't affect the answers with my own bias. But should i somehow retrain the programmer so he is better prepared to always be able to brainstorm about the larger picture? Should I try to convince the manager that he should hold of the strategic issues until the current cycle is finished and a new cycle is starting?
