The innovation of new ways is counted as a price worth paying, but there are those who’ve seen their work-life change because of it. The results are not the same.
It may improve productivity, as they say, but the outcomes are just too different to be comfortable. It leads to a lot of exits.
At MI5, the start of the change was felt all around. The pace of it was the first to hit. A meeting was called “level by level” and it sapped the life out of work, one staffer said.
She knew it wasn’t about what they worked on, or what it was for, but just how it was done. It made her feel upset.
The engrossment of virtually all the staff in Thames House was the fault in the plan. It would never work. It might have stayed if a minority were involved, but the infiltrator was too eager.
This suspect had planned it, and admittedly executed it to perfection. The other problem is training isn’t a means to a definite outcome. It matters what other people think of it.
