> The best you can do is not to engage most of the time, then do some strategic social jujitsu when they’re proposing their astronaut designs in meetings.
In that case, fire them. Seriously..
If you can't engage with someone, it does nobody any favors. Getting the team up to speed to agree on an approach can often take 10x longer than implementation. (Settimg up meetings, perhaps two days in a row three days from now, etc..) Set that pattern where it takes weeks to do design reviews, and the other person will be frustrated they spend all their time blocked trying to get the teams buy-in. So, they may go ahead and do stuff so that they can be unblocked.
Worse, if the rest of the team are just 9 to 5'ers, they have no incentive to dedicate so much time in a design review. They might not care.
How does a person consider the teams impact of a complex solution when it might not be obvious - by engaging. Perhaps the problem domain is actually very complex, the rest of the team is suffering from the "shit is simple" syndrome. Or maybe the inverse is happening. Either way, social jujitsu strikes me as very passive aggressive and not at all enabling for the _whole_ team. Sounds like it can easily devolve to a case of " we have a team of 10x'ers, but our process and team cohesion reduce efficiency by 95%"
In that case, fire them. Seriously..
If you can't engage with someone, it does nobody any favors. Getting the team up to speed to agree on an approach can often take 10x longer than implementation. (Settimg up meetings, perhaps two days in a row three days from now, etc..) Set that pattern where it takes weeks to do design reviews, and the other person will be frustrated they spend all their time blocked trying to get the teams buy-in. So, they may go ahead and do stuff so that they can be unblocked.
Worse, if the rest of the team are just 9 to 5'ers, they have no incentive to dedicate so much time in a design review. They might not care.
How does a person consider the teams impact of a complex solution when it might not be obvious - by engaging. Perhaps the problem domain is actually very complex, the rest of the team is suffering from the "shit is simple" syndrome. Or maybe the inverse is happening. Either way, social jujitsu strikes me as very passive aggressive and not at all enabling for the _whole_ team. Sounds like it can easily devolve to a case of " we have a team of 10x'ers, but our process and team cohesion reduce efficiency by 95%"