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Dilbert: According to your employee health monitor, your lack of sleep last night is hampering your mental functions. Let's end the meeting and try again when your brain is working better. Man: I don't understand. Dilbert: That is consistent with the data.
Boss: I have a meeting in a few minutes, so I only have time to do some micromanaging. Dilbert: Wouldn't it be better do do regular managing? Boss: I don't have time for the regular kind. Dilbert: Then wouldn't it be better to do no managing at all? Boss: Some is better than none. Dilbert: Except when less is more. Boss: This got too complicated. How about I just stand behind you and suggest you Google stuff? Dilbert: Fine. I wish I had some data for this. Boss: Try Googling it.rnet,
Dilbert: And that's how much money the new system will save us per year. Man: Apparently you don't care how much it costs because you're an ignorant narcissist. Dilbert: I talked about the costs in great detail. What's wrong with you? Man: Oh, I guess you're walking it all back now. Dilbert: There's nothing to walk back. I'm saying the same thing I said earlier. Man: Nice try, hypocrite! Dilbert: I don't know what is happening right now!!! Man: Why is he so defensive? Boss: He's losing it.
Wally: Meetings used to be frustrating and boring until I gamified that situation. Now I try to win meetings by criticizing co-workers offering no ideas of my own, and leaving without any new task. Dilbert: You call that winning? Wally: Compared to my victims, yes.
Dilbert: According to my body cam playback, you have repeated your point twelve times. Maybe you could try saying other things for a few minutes. Man: I wasn't expecting you to be so rude. Dilbert: You're not the first to make that mistake.
Boss: Asok, I"m putting you in charge of deciding who gets which cubicle after the office redesign. Asok: But... everyone will hate me for deciding who gets the best cubicles. Boss: Try to see it as an upgrade to your current situation of no one caring about you. Asok: That helps a little.
Man: I can't figure out what is wrong with my code. Dilbert: Try rubber ducking it. Man: What? Dilbert: Rubber ducking is when you solve your coding problem by explaining it to a toy rubber duck. When you explain a problem to someone else, it forces you to look at it from new angles. Man: I can't tell if that is a brilliant idea or a practical joke. Dilbert: Ask your boss. Man: Okay, is rubber ducking a brilliant idea or a practical joke. Boss: It's a brilliant idea. I get most of my management ideas by talking to an imaginary rhesus monkey. Dilbert: I think you muddied the waters there a little bit.
Boss: When will the next version of the software be done? Dilbert: That's like asking me to estimate how long it takes a salamander to evolve into a horse. Boss: So... what should I tell our CEO? Dilbert: Try the salamander analogy. It worked on you.