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CEO: Spare me the tedious technical details. I make my decisions based on the people involved. Dilbert: So you replaced your unsupported belief that you could spot winning projects with an unsupported belief that you can identify winning people? CEO: Stop making it sound dumb! Dilbert: Should I try paraphrasing it incorrectly?
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Boss: We have incomplete data, so I'll need to use my intuition and experience to make the decision. Dilbert: Because magical thinking fixes ignorance? Boss: Hush! I think I have something. Dilbert: I think so, too.
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Boss: Your project is behind schedule. Is there any to finish sooner? Alice: Well, in the long run, we all die, so you could die right now and get to your endpoint faster. Boss: You went dark fast. Alice: I had that one in the hopper.
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Boss: I have you seated next to our senior vice president at the technology awards banquet. Dilbert: Because you hate me? Boss: No, it's because I hate him. Dilbert: This is making me very unhappy. Boss: Don't peak too soon. Wait for the banquet.
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Boss: I outsourced my micromanaging to Amazon's mechanical Turk. People in other countries will watch you on your computer cameras and criticize every move you make. Dilbert: That feels like a terrible idea. Turk: Stop resisting change.
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Boss: You complained about your work load, SO I hired an inexperienced guy to help. Dilbert: This is exactly the opposite of what I wanted. Boss: He doesn't know much, But he makes up for it by asking lots of questions. Dilbert: So He'll be bugging me every minute? Boss: Not every minute. He takes a lot of sick days. Dilbert: So....you hired a guy who is useless, But its okay because he also has bad attendance? Boss: Its not a perfect world. Is this a good time to ask some questions?
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Wally: Studies show that successful people can start early. Can I start work at 4AM and quit at noon? Boss: How would I know you were really working the first four hours? Wally: Same way you know now. Boss: I don't know now. Wally: It's like that but with less attendance.
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CEO: The board has voted to do a stock split. It came down to a choice between creating fantastic products or attracting dumber stockholders. One of those two things is easy.
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Boss: We bought a Silicon Valley start-up just to get the engineers. Be gentle with them. They're socially awkward and they haven't seen a woman in four years. Coworker: Who's up for a debate about scalable architecture followed by some spawning.