Don’t Just Do Something, Stand There
📰 Medium · DevOps
Learn to balance action with observation in engineering leadership, understanding that variance is inevitable and over-reaction can be harmful
Action Steps
- Analyze the situation to understand the source of variance
- Determine if the variance is due to a special cause or common cause
- Apply statistical process control to monitor and manage variance
- Avoid over-reacting to variance by taking a step back and observing the system
- Implement changes only when necessary and with a clear understanding of the potential impact
Who Needs to Know This
Engineering leaders and managers can benefit from this lesson, as it helps them make informed decisions and avoid over-reacting to variance in their teams and systems
Key Insight
💡 Variance is inevitable, and over-reaction can be harmful; balance action with observation to make informed decisions
Share This
💡 Don't just do something, stand there! Understand variance and avoid over-reacting to improve engineering leadership #engineeringleadership #variance
Key Takeaways
Learn to balance action with observation in engineering leadership, understanding that variance is inevitable and over-reaction can be harmful
Full Article
Title: Don’t Just Do Something, Stand There
URL Source: https://medium.com/@jwhite_15604/dont-just-do-something-stand-there-cf5626d77dcb?source=rss------devops-5
Published Time: 2026-05-21T21:18:22Z
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# Don’t Just Do Something, Stand There
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[Jay White](https://medium.com/?source=post_page---byline--cf5626d77dcb---------------------------------------)
8 min read
·
May 21, 2026
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_What Engineering Leaders Can Learn from Variance_
Something goes wrong. A deployment fails. An AI-generated change causes an incident. A team misses its sprint commitment for the third time in a row. The room tightens. Leadership asks: what are we going to do about this?
The instinct to act is nearly universal, and it is nearly always the wrong one.
W. Edwards Deming was a statistician and management theorist whose ideas about quality, systems, and variation became the intellectual foundation for Lean, Agile sof
URL Source: https://medium.com/@jwhite_15604/dont-just-do-something-stand-there-cf5626d77dcb?source=rss------devops-5
Published Time: 2026-05-21T21:18:22Z
Markdown Content:
[Sitemap](https://medium.com/sitemap/sitemap.xml)
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# Don’t Just Do Something, Stand There
[](https://medium.com/?source=post_page---byline--cf5626d77dcb---------------------------------------)
[Jay White](https://medium.com/?source=post_page---byline--cf5626d77dcb---------------------------------------)
8 min read
·
May 21, 2026
[](https://medium.com/m/signin?actionUrl=https%3A%2F%2Fmedium.com%2F_%2Fvote%2Fp%2Fcf5626d77dcb&operation=register&redirect=https%3A%2F%2Fkeydataworks.com%2Fdont-just-do-something-stand-there-cf5626d77dcb&user=Jay+White&userId=4c0ef0c01357&source=---header_actions--cf5626d77dcb---------------------clap_footer------------------)
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_What Engineering Leaders Can Learn from Variance_
Something goes wrong. A deployment fails. An AI-generated change causes an incident. A team misses its sprint commitment for the third time in a row. The room tightens. Leadership asks: what are we going to do about this?
The instinct to act is nearly universal, and it is nearly always the wrong one.
W. Edwards Deming was a statistician and management theorist whose ideas about quality, systems, and variation became the intellectual foundation for Lean, Agile sof
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