Can't Hurt Anything Comic Strips - Page 7
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Dilbert: I call my invention "tube clothes." The idea is to eliminate as many daily decisions as possible, the way Mark Zuckerberg does with his gray t-shirt. I like to understand what makes people successful. Dogbert: And you narrowed it down to his shirt?
Boss: You'll need to get buy-in from the other departments. Asok: You have given me an impossible task. I am only an intern. No one will agree to anything I ask because I have no power to hurt them. Most department heads won't even schedule a meeting with me. And if they do, they will end up canceling it at the last minute and rescheduling. There is literally no way for me to succeed at this task. Boss: I also need you to ask them to fund your project out of their budgets.
CEO: I plant to add seven more layers of management between you and me. My goal is to lead the company without knowing anything about it. Boss: That sounds like a bad idea. CEO: This sort of input is exactly what I'm trying to avoid.
Carol: Once again, our only profitable line of business is "intentional billing errors." It started as a series of honest mistakes. Now it's the only way we can maintain our bonuses. Boss: Do we have anything better in the pipeline? Carol: R&D is testing some new errors for our pension algorithm.
Voice: Meltdown in cubicle 459540! Dilbert: That's Te. He must have reached his T.W.L. Asok: His what? Dilbert: Theoretical workload limit. In layman's terms, his brain is full. It starts when just one of your projects becomes overdue. You end up spending all of your time explaining why you didn't get it done. That makes all of your other projects overdue. When ever task become urgent, your brain can't decide what to do next. Brains make a funny noise when they shut down. Noise: Poink. Asok: Uh-oh. I just missed a deadline. Wally: And so it begins.
Boss: I no longer understand anything my employees say. I must be so out of touch with technology that I don't even recognize the words. Wally: I flushed the gravitons out of the warp drive and rebalanced the subspace responders.
Man: How can you compare outsourcing to our restrooms? Are you a racist? Dilbert: Um... I didn't say anything remotely like that. Did you learn to debate on the Internet? Man: How can you tell?
Boss: Wally, have you done anything to address of your project with Ted's project? Wally: Yes, I've initiated discussions to create a framework that would allow us to adopt complementary architectures. Boss: So... nothing. Wally: When did we stop calling it leadership?
Interview question. Boss: Describe your biggest mistake and what you learned from it. Man: I tried to get rid of an old couch by chewing it into tiny pieces and leaving one handful at a time at a Starbucks. Boss: And what did you learn? Man: I learned I should never tell that story.