The 'Info Hazard' Shaking Up an Engineering Team
A recent Soft Skills Engineering podcast explored a bizarre problem: managers keep quitting after attending the same high-level meeting. The hosts dubbed it a possible "info hazard"—information so unsettling it causes people to leave—and advised asking former employees directly for the truth.
The term "infohazard" was coined by philosopher Nick Bostrom and describes true information that could cause harm if disseminated. Unlike a data breach, which is unauthorized access to information, an infohazard's danger comes from the content of the information itself. Fictional examples often appear in horror, like a fractal that kills whoever sees it, but the concept also applies to real-world scenarios. In the podcast, the unsettling information isn't specified, but it's presented as a mystery causing a pattern of resignations. After a manager was promoted to head of engineering, he attended high-level meetings and promptly quit. His replacement accepted the role, went to the same meetings, and also resigned, leaving the team with a temporary head who is actively seeking their own replacement. While a single piece of devastating information makes for a compelling story, high turnover in engineering management often stems from more common issues. Leading causes for managers leaving include a lack of career growth opportunities, poor work-life balance, and inadequate compensation. A mismatch in company culture is another significant factor that can drive engineering leaders to seek new opportunities elsewhere. Poor leadership and a toxic work environment are also frequent culprits behind high engineering turnover. When communication is poor and engineers don't feel valued, they are more likely to leave. The phenomenon can create a domino effect, where one person's departure increases the workload and stress on others, prompting them to resign as well.
