We used to call it “retiring in place” (RIP). Now, those who like to claim ownership of old ideas by attaching new names to them are calling it “Quiet Quitting.”

Back when I was in management and needed to recruit an employee for an open position, a prerequisite was drafting a position description – an eloquent soliloquy that listed the responsibilities the new employee would be responsible for and the skills they’d need to fulfill those responsibilities.

The final responsibility was always, “Other duties as assigned on a time-available basis.” The skills needed for it: flexibility, adaptability, and the ability to innovate.

HR generally asked me to remove this responsibility. I generally explained that it was the only responsibility that mattered.

HR and I didn’t always get along.

But neither HR, job applicants, or I once considered that including it would end up placing an unfair burden to a new hire. Quite the opposite – it was understood to be the most efficient and accurate way management had to understand what other roles employees could succeed in, which in turn translated to providing opportunities for promotions and the increased compensation that accompanied them.

Sometimes it even worked that way. But in all too many companies it devolved into a transparent stratagem for employers to get fifty hours of work for forty hours-worth of pay, with the promised benefit to employees somehow never turning up.

Understand, I’ve been writing about this and related subjects for 18 years, questioning whether “work ethic” has anything to do with ethics (it doesn’t – see “Work Ethic,” 9/13/2004 and “More Work Ethics,” 9/20/2004). All that’s happened since then is that employees have (1) caught on; and (2) acquired enough bargaining power with their employers, at least temporarily, that they can do something about it.

And so they are. Some are embracing the “gig economy.” Many are leaving jobs (and managers) they hate for pastures they hope are greener. Overlaying this are those who don’t leave but do work remotely as much as possible, in part to minimize contact with the managers they dislike, along with those who RIP or QQ.

As a manager in this new world of employer/employee relationships, your options are limited. Your protestations that employees who … QuietStay? … will find their efforts rewarded in the long term might be credible on an interpersonal level, depending on your reputation within the confines of the business that was.

But unless the whole business has earned credibility, any promises you make are bounded by your personal presence and won’t survive you should you move vertically, laterally, or beyond.

So as a manager, assess the aggregate mood of the employees in your organization and adjust accordingly, recognizing that like it or not, your relationship with employees is and will increasingly be more transactional than you’d prefer.

Bob’s last word: If you’re an employee considering the RIP/QQ alternative, think very hard about a downside that’s rarely mentioned. As I said in one of articles linked above, “If someone wants to work hard for an employer who doesn’t value the hard work and rewards other qualities, there are good reasons to do so, as several readers pointed out. For many people it’s a matter of self-respect. Even more important than that, slacking off is an easy and bad habit to get into, and hard to break once you have.”

Bob’s sales pitch: Want to give your group an entertaining and iconoclastic view of How Things Work? Sorry – Bill Nye isn’t available and if he was, you couldn’t afford him.

On the other hand, I am, and you probably can. So if you’d like a keynoter who can deliver the Keep-the-Joint-Running perspective on life, the universe, and everything, or at least on how IT and the rest of the business can and should fit together, let’s talk.

Now in CIO.com:What CIOs get wrong about optimization.” They ignore the principle that in order to optimize the whole you must sub-optimize the parts.

Speaking of confirmation bias …

Confirmation bias is a tendency we all have. It’s what leads us to accept without question expositions we agree with no matter how flawed they might be, while nitpicking to death ones we dislike no matter how carefully constructed.

We typically unleash our confirmation biases on presentations consisting of evidence and logic. But I’ve noticed that clever quotes, wisecracks, and even cartoons can also trigger the effect.

Cartoons (not this week’s subject) are probably the most pernicious, because really, don’t you feel silly arguing with a sketch and a caption? But clever quotes are, I think, a close second, which brings us to the subject of this week’s diatribe – Admiral Grace Hopper’s frequently repeated, “I’d rather ask for forgiveness than permission.”

It’s a quote that, when you don’t stop to think about it, encourages us to stick it to the bureaucrats who force us to jump through a cube-farm-full of flaming hoops before we can do something that is, to our completely objective foveae, Common Sense.

When you do stop to think about it, your flaming hoop is someone else’s hard-won wisdom.

Maybe I’m just confirmation-biasing Admiral Hopper because of her role in creating COBOL – a hideously inelegant language whose approach to basic arithmetic: ADD L TO M GIVING N is harder than Roman numerals to quality-assure, in contrast to FORTRAN’s more enlightened N = L + M.

But my confirmation-bias aside, I wonder if, as a naval officer, she would have been as forgiving to a subordinate who neglected to ask her for permission before charging ahead with something risky as she hoped for forgiveness when she took her own advice.

We’re faced with a dual challenge. An organization’s policies, procedures, governance, and compliance requirements represent the accumulated knowledge, judgment, and wisdom it has acquired since it first launched itself into the marketplace.

Ignoring them because they’re inconvenient given what you’re dealing with right now might not be the best way to stay on the right side of the line that separates self-confidence from arrogance.

But on the other hand, all the accumulated knowledge, wisdom and so forth is about the past. The action you’re contemplating is about the future.

To the extent you expect the future to resemble the past, you should, at a minimum, take the time to make sure you can articulate why waiting for permission would be damaging.

And to the extent your expectations of how the future will come out make the organization’s stored memories irrelevant, the day you take your first step on the path toward needing to ask for forgiveness isn’t too soon to start preparing a compelling narrative that explains why and how today’s constraints aren’t relevant to what tomorrow will require.

Compare Admiral Hopper’s formulation to that of a different naval officer: D. Michael Abrashoff, former Captain of the Benfold and author of It’s Your Ship: “Whenever the consequences of a decision had the potential to kill or injure someone, waste tax-payers’ money, or damage the ship, I had to be consulted. Sailors and more junior officers were encouraged to make decisions and take action so long as they stayed on the right side of that line.”

Bob’s last word: There’s another dimension to all this: Sometimes opportunities and threats arise all by themselves. They’re both real and ephemeral – by the time you finally get approval they’ll have passed the organization by.

Admiral Hopper’s guidance was, I hope, directed at these situations, where tactics legitimately get ahead of strategy.

That is, what I hope she meant is that if you had jumped through all the flaming hoops you would have ended up receiving permission eventually.

Wise leaders, though, provide guidelines along the lines of those Captain Abrashoff gave his crew. Do this and you make asking for either permission or forgiveness irrelevant.

Bob’s sales pitch: I’m always interested in what you’re interested in … and what any non-subscribers you know would be interested in.

My most frequent topics are, in no particular order: leadership and personal effectiveness, business ethics, career management, metrics, office politics, organizational change and effectiveness, project management, and architecture.

To name a few, but I’m open to other suggestions, too.

Please take a few minutes to let me know.

And yes, I do accept emailed in ballots. And no, I don’t require a photo ID to accept your vote.

On CIO.com’s CIO Survival Guide:Why every IT leader should avoid ‘best practices’,” explaining why CIOs would be wise to know there are no best practices, only practices that fit best.