Necessary and Sufficient Conditions for Quitting a Job

Personally, I don't quit a company because of its size or vision. I haven't quit even when my salary has been overdue for three or more months. The size, benefits, and vision of a company aren't something the company hands you — they are roles each member of the organization has to build together.

What's different, though, is the so-called "people problem" of organizational culture. Of course, some — most career managers, in fact — say that quitting because of people is, in many ways, a bad attitude. From an omniscient narrator's viewpoint, I can understand that to a degree, but from a first- to third-person viewpoint, I want to make clear up front that I'm not entirely persuaded.

Organizational culture, which arises from each individual's attitude, is like an odor. The longer you endure it, the deeper it sinks in, and the smell doesn't necessarily go away just because the source has been removed — so a decision is needed.
Of course, not all odors are bad. And every organization inevitably has odors that the people inside it cannot detect. Just like the smell of garlic on Koreans, or the distinctive scents of foreigners.
Ultimately, what must come first is the recognition that something is "different," not "wrong." And so, the point is not to reject something because it's wrong, but to recommend a more fitting organization because it's different.

The conditions for quitting that follow are extremely personal — and the subjective standards of someone who has changed jobs very often, at that. And of course, this concerns my own attitude as well as my attitude toward the members within the organization.


Stage 1.
Signs of helplessness or incompetence — about people or product — start becoming visible.
- Response: propose internal study sessions or daily standup meetings


Stage 2.
When the person who first noticed the issue raises it, the atmosphere senses discomfort with — or rejection of — the speaker, more than with the issue itself.
- Response: individual tea-time with both sides; coordinate additional regular cross-team meetings


Stage 3.
Furthermore, others have also recognized the problem, but for the sake of their own job security, more and more of them are simply standing by.
- Response: ad-hoc one-on-ones; propose a team dinner


Stage 4.
In a situation where these troubles arise, if the organization or the middle manager tries to solve them politically rather than through learning,
- Response: individual tea-time. If that still doesn't resolve it: if the person involved is married, just resign on my own. If the person involved is single, propose to the manager to recommend their dismissal.
(Enduring — especially for the head of a household — is a kind of patience that, regardless of reason, deserves respect, in my view. So I think it's not appropriate for me to overstep and impose or judge my own "rightness" on them.)


Stage 5.
You can't change others. Because it's not a person's (individual's) problem. It can only be changed through organizational culture (system or environment). But if I don't have the capacity to change that, then the best help to everyone is for me to quietly step aside.


The right time for the right voice — https://normalstory.tistory.com/m/entry/%EB%B0%94%EB%A5%B8-%EC%86%8C%EB%A6%AC%EC%9D%98-%EB%95%8C

Organizational Culture | This Kind of Case Also Exists - https://normalstory.tistory.com/m/entry/%EC%9D%B4%EB%9F%B0-%EA%B2%BD%EC%9A%B0%EA%B0%80-%EC%9E%88%EB%8B%A4

At the very least, I,
think and try to practice the idea that consistency as a professional
matters more than consistency as a company employee