请问HN：单打独斗表现良好，但在以团队为中心的工程角色中感到困难
我是一名经验丰富的工程师，在完全拥有的项目（个人应用、工具、独立工作）中工作非常高效，但在团队环境中却常常遇到困难。在这些环境中，责任共享、沟通成本高，成功往往更依赖于协调和信号传递而非执行力。
我并不是在谈论技能差距——这个问题似乎是结构性的。当激励、著作权和责任明确时，我的表现很好，但当这些变得模糊时，我就会失去参与感。这开始影响到我的工作稳定性，尤其是在当前的市场环境下。
我很好奇是否有其他人也认识到这种模式，如果有的话：
• 你是否找到在以团队为主的组织中可持续运作的方法？
• 你是否转向了合同工作、小团队或不同的角色？
• 还是你接受了这一限制并围绕它进行优化？
我并不特别寻求激励建议——我更希望了解人们观察到的模式和权衡。
查看原文
I’m an experienced engineer who works very effectively on projects I fully own (personal apps, tools, solo work), but consistently struggle in team environments where ownership is shared, communication overhead is high, and success depends more on alignment and signaling than execution.<p>I’m not talking about skill gaps — the issue seems structural. I do fine when incentives, authorship, and responsibility are clear, but disengage when those are diffuse. This has started to affect job stability, especially in the current market.<p>I’m curious whether others recognize this pattern, and if so:
• Have you found ways to operate sustainably in team-heavy orgs?
• Did you move toward contracting, smaller teams, or different roles?
• Or did you accept this as a constraint and optimize around it?<p>I’m explicitly not looking for motivation advice — more for patterns and tradeoffs people have observed.