Dilbert cartoon first published on Sunday 5th May 2002
Dilbert//4768, first published 24 years ago on Sunday 5th May 2002
Tags
socialize getting buy in dialoging for feedback building consensus temperature check straw man inoculate stakeholders letter from sa
Official transcript
The Boss says to Dilbert, "You need to socialize your idea with the rest of the department."
Dilbert replies, "Socialize? Is that the same as getting buy-in?"
The Boss answers, "It's one step below buy-in. It's more like dialoging for feedback."
Dilbert says, "Wait...I thought that building consensus was one step below buy- in."
The Boss responds, "Just run it up a flagpole and see who salutes."
Dilbert asks, "Wouldn't it be better to do a temperature check using a straw man?"
The Boss answers, "Maybe... But is that going to inoculate the stakeholders?"
A letter from Scott Adams reads, "Dear Reader, If you or anyone you love understands the preceding conversation, you have my deepest sympathy."
Signed, "S.A."
originally published on dilbert.com
Open source transcript
YOU NEED TO SOCIAL IZE YOUR IDEA WITH THE REST OF THE DEPARTMENT.
SOCIALIZE? IS THAT THE SAME AS GETTING BUY-IN?
IT'S ONE STEP BELOW BUY-IN. IT'S MORE LIKE DIALOGING FOR FEEDBACK.
WAIT... I THOUGHT THAT BUILDING A CONSENSUS WAS ONE STEP BELOW BUY-IN.
JUST RUN IT UP A FLAGPOLE AND SEE WHO SALUTES.
WOULDN'T IT BE BETTER TO DO A TEMPERATURE CHECK USING A STRAW MAN?
MAYBE... BUT IS THAT GOING TO INOCULATE THE STAKEHOLDERS?
DEAR READER, IF YOU OR ANYONE YOU LOVE UNDERSTANDS THE PRECEDING CONVERSATION YOU HAVE MY DEEPEST SYMPATHY.
S.A.
collated from github.com/jvarn/dilbert-archive
AI Analysis
Title: "Socializing Buy-In"
Summary:
This 'Dilbert' comic strip, originally published in 2002, revolves around the concept of "buy-in" and its relationship with socialization. The story begins with a department head asking employees to socialize their ideas with the rest of the department, emphasizing the importance of buy-in. However, when the employees ask how they can obtain buy-in, the department head responds by suggesting they run it up a flagpole and see who salutes, implying that buy-in is not a tangible or measurable concept.
The comic strip highlights the absurdity of the situation, poking fun at the corporate jargon and bureaucratic red tape that often hinder meaningful communication and collaboration. The strip's humor lies in its relatability, as many readers can identify with the frustration of trying to navigate complex organizational structures and communicate effectively with colleagues.
Overall, the comic strip uses satire to critique the corporate culture and the ways in which it can stifle creativity and innovation. By exaggerating the absurdity of the situation, the strip encourages readers to think critically about the language and practices that shape our workplaces.
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