Warning: If you’re planning to watch any Marvel Universe movies but somehow just haven’t gotten around to it, plot spoilers follow. But then, on the other hand, if you haven’t already watched any of these movies you probably never will, which will make what follows just a bit less compelling. Such are the hazards of building an intellectual edifice on a pop culture foundation.

I have a weakness for superhero movies. I also have a weakness for chewing on Hey, Waitasec! questions that don’t occur to me until a few days later.

That’s questions like why, in the first Avengers movie, during the whole battle for New York City, the entire U.S. Airforce never bothered to show up.

But never mind that. We can chalk it up to dramatic license, because had a squadron or two of advanced jet fighters equipped with heat seeking missiles joined in, this would have just cramped our superheroes’ style(s).

Black Panther doesn’t get off so easily.

Oh, don’t be like that. My gripe: The entire plot centers on the most technologically advanced country on the planet, Wakanda, relying on a governance model built on an inherited monarchy complemented with trial by combat.

What could possibly go wrong?

Plenty could, and in the movie it does. What fixes it? If you’re thinking it’s everyone in Wakanda saying, “Hey, waitasec! Shouldn’t we be convening a constitutional convention?” you’d be wrong. It ends up getting fixed by a second trial by combat, with everyone in Wakanda perfectly willing to follow the lead of a bullying psychopath should he win round two as well.

He doesn’t — the good guy wins this one, luckily enough — but really, this is a terrible way for a nation to decide on who is going to lead it.

What does this have to do with you and your leadership responsibilities?

Well, maybe it’s a stretch, but some executives do seem to admire the trial-by-combat approach to choosing who gets to decide what, and how. They encourage inter-manager rivalries on the grounds that this leads to more energy and initiative.

Which it does. That the energy and initiative are largely wasted doesn’t seem to matter very much.

Less of a stretch is something fundamental in any organization, from the board of directors on down: Figuring out how to choose the right person to put in charge of each area of responsibility.

The lesson from Black Panther? Strip away the plot and specific characters and you come to this: The tests through which Wakanda chooses its leader have nothing at all to do with the tests its leader has to deal with when holding its leadership office.

Well, in the movie it sorta does because in it the leader doesn’t lead all that much. He acts like those fighting alongside him only better. Yes, he’s inspirational, but no, he doesn’t seem to think in terms of strategy, tactics, and logistics all that much.

Or, more broadly, that leaders of any organization need to think in terms of … well, in terms of the eight tasks of leadership.

Anyway, when choosing the leaders who report to you, don’t make this mistake. Too many times, executives outsmart themselves when choosing managers, when an unstructured conversation built around “These are the challenges you’re going to face if I put you in the job. How would you go about facing them?” would do the job far better, and far more naturally.

But enough carping about Black Panther. Let’s carp about The Avengers: The Age of Ultron instead, and more specifically, how much better things would have turned out had Tony Stark understood a core principle of application development: You always test software. Testing it before you put it in production is better.

I mean seriously: Launching a full-fledged, self-motivated AI into PROD … in this case, a real-world environment in which it had full access to a wide range of destructive weaponry … without first examining its behavior in TEST? Seriously?

Now to be fair, had Tony Stark followed standard testing protocols followed by ITIL-style change management, the movie would have been horrifically dull.

But since there was a movie, and in it you can see what happens with insufficient testing protocols, maybe this would be a good time to review your own testing methods … not only when you deploy software, but also when you deploy new processes and practices that affect how Real Paying Customers do business with your business.

I’m on vacation this week, so I’ll leave you to finish it. Your homework assignment: In the Comments, post your Hey, Waitasec! analysis of Captain America: Civil War.

And yes, plot spoilers are encouraged.

There’s no such thing as an IT project. There is, on the other hand, such a thing as There’s No Such Thing as an IT Project: A Handbook for Intentional Business Change. It’s now officially available for purchase (or will be tomorrow morning). Humility prevents my coauthor, Dave Kaiser, and me from telling you it’s the most important business book published this year.

It’s a good thing we’re so humble. Or maybe not, because if you have anything to do with making business change happen … intentional business change, that is … you need this book. And I hope you’ll forgive a bit of hard selling because if you want the organization to change you’ll want your peers and collaborators to understand what it is you’re doing and why.

What’s the book about? It’s about 180 pages long. It’s about eighteen bucks … a dime a page … if you want the Kindle edition, more if you want crushed trees smeared with ink, and if you do, consider buying it straight from our publisher (https://www.bkconnection.com/books/title/Theres-No-Such-Thing-as-an-IT-Project ).

It’s about the difference between “implementing software” and something useful coming of it.

It is, we think, comprehensive without being tedious; practical and pragmatic while still presenting big ideas; clear and concise without being humorless.

If you’re a long-time KJR reader you’re familiar with the mantra, for example from this ten-year-old evergreen from the archives – https://issurvivor.com/2009/12/07/someone-elses-problem/ .

Now, instead of having to root around in the archives to pull everything together you’ll find it all in one place.

That’s how KJR works. You get a concise account of a narrow slice of a big topic once a week, out of the goodness of my greedy little heart. You get a complete view of subjects that matter from the books I publish from time to time (look here if you want to know what else I’ve written over the years: https://www.amazon.com/Bob-Lewis/e/B001HMOX0I/ref=dp_byline_cont_ebooks_1 .) It’s one way you can support KJR — something readers ask from time to time.

If you like the ideas and need help making them real, give me a shout. https://issurvivor.com/contact/ . With many consultants you don’t really know what you’re getting into. I am, more or less, an open book.

Well, 12 open books, but who’s counting?

Oh … one more request. Books aren’t real until they have a bunch of Amazon reviews. So I’m asking you to write one — preferably after you’ve read the book (as a consultant I have a strong sense of sequence).

If you like the book, please say so and explain why. And if you hate it, please explain that in a review as well. I’m not trying to put my thumb on the scale — I like good reviews as much as the next author, but it’s more important for the book to be real.

And don’t worry. Unlike public radio, I’m not going to hold KJR hostage until enough of you have bought the book.

I might badger you about it from time to time, but I won’t fill more whole columns pleading with you and your fellow readers to satisfy my deep craving for attention. Dave and I hope you enjoy the book and, more important, find it useful. We won’t know, though, until we read your review.