问HN：如何迎合老板的需求
这可能是一个相当经典的故事……请记住，这是我受到影响的描述，因此我无法提供一个公正的情况陈述，但我保证我会尽量做到……
我在一家初创公司工作了五年，这家公司正在经历成长的阵痛，努力建立更正式的公司结构。正如他们所做的那样。
我们产品领域有一位新老板，他希望在第一季度交付成果。
我们产品领域有一个长期存在的设计问题，我们一直在寻找解决办法。这是多年来的讨论和提案，真正的团队合作，设计和反馈，最终我们达成了一个能够帮助大家的设计，因此人们对这个设计感到兴奋。（这只是事件源）。
我个人一直在领导这个事件源解决方案的设计，我们有实施策略和并行验证策略等，都是首席技术官亲自推荐的，大家都很支持。空气中充满了真正的兴奋感。
我们的新老板进来后，对第一季度的交付承诺过高，并制作了一个概念文档（他表示正在尝试用人工智能来制定计划）——谈论一些小事，比如使用DTO来抽象数据库。
他的计划中的所有细节都使用了一些不搭配的关键词。比如他会称之为“不可变DTO（双时间）事件源实时计算模型记录”——如果我试图深入了解这意味着什么，他会说这些词只是意味着同一件事，如果我想较真，可以更改术语。
他提供的示例源代码是我们当前代码的一小段，只是将“FooQueryset”替换为“list[FooDTO]”，就仅此而已。
与此同时，我一直在努力工作的计划，以及人们对此感到兴奋的“替代、第二、备份”想法。他会反复说这行不通，我们还没有理清那些细节，需要确保我们能增加价值。他还把我们的产品团队也带进来了（所以不仅仅是我和他）——他首先提出自己的版本，这意味着团队中的一些其他成员对某些术语毫无头绪，当他们试图寻求澄清时，他会插嘴说这只是我的替代计划，词语的意思是一样的，我们应该参考代码示例。有些人似乎对这种解释感到满意，而我在努力确保我们都在说同一种语言时，意外地显得有些激进。
他还与其他一些首席工程师谈论了他的计划，他说他们对此感到满意，但我不知道这是否是因为他们假设这就是原计划的核心（他们已经对此感到满意），还是他真的说得通，而我实际上是困惑的那一个。
如果我没有扎根于现实，我想我可能现在会在医院里。我要如何处理这个问题？我是否只是忍受这一年必然的痛苦，然后再把我们带回原来的计划？这就是企业世界的运作方式吗？
去年，一些工程主管对我的工作表示满意，并告诉我他们希望我能领导自己的团队。我觉得可以接受这个提议，但这看起来就像我只是因为没能如愿而显得不合群，而实际上我甚至不知道我是否能对此进行反驳。
我该怎么办呢？
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Probably a pretty classic story.. keep in mind this is me being affected so there's no way I can give an impartial representation of what's happening, but I promise I'll try...<p>I've been working in a startup for 5 years now, and the startup is going through growing pains to make a more formal company structure. As they do.<p>We have a new boss of my product area, who is looking to deliver on their first quarter.<p>Our product area has a long-running issue design issue that we have been trying to find a way out. This has been multiple years of discussions and proposals, a real group effort of design and feedback, and finally we have reached a point where we've 've found a design that helps everyone, and so people are excited to get onto it. (It's just event sourcing).<p>I've personally been leading the design of this event sourcing solution, and we've had an implementation strategy and parallel verification strategy etc. That the CTO himself recommended I do, and everyone is on board. There's real excitement in the air.<p>Our new boss has come in, and over promised on Q1 deliverables, and has made a notion document ( experimenting a bit with AI to come up with a plan, as he says) - talking about little things like using DTO to abstract from the database.<p>All of the details of his plan are using keywords that don't fit together. Like he'll call it "immutable DTO (bitemporal) event sourcing live calculation model records" -- if I try to push on what this means, which part where, he says that the words all just mean the same thing and that if I want to be pedantic I can change the terminology.<p>His example source code of how this would look like is a snippet of our current code, but with "FooQueryset" replaced with the words "list[FooDTO]" and that's all.<p>Meanwhile the plan that I have been working on and people are getting excited about is the "alternative, second, backup" idea. He'll repeatedly say it won't work and we haven't sorted out those details and we need to make sure we add value. He's also brought in our product team (so it's not just me and him) - and he leads with his version first, meaning some others on the team have no clue what certain terms mean, and when they try to get clarification, he'll butt in with how it's just my alternative plan and that words mean the same things and we should refer to the code sample. Some seem fine with this explainer, and I'm being inadvertently aggressive when trying to ensure we're all speaking the same language.<p>He's talked to some other lead engineers about his plan, and he said they're happy for it, but I don't know if that's because they're assuming it's the original plan under the hood (that they've already been happy with) or if he's making sense and I'm actually the one who's confused here.<p>If I didn't have a grounding in reality I think I'd probably be in the ward ATM. How do I deal with this? Do I just ride out the inevitable year-of-pain and then bring us back to the original plan? Is this the way the corporate world works?<p>Last year, some heads-of-engineering have been happy with my work and told me they want me leading my own team. I feel like taking up that offer, but it will look like I'm just being a spoilt sport because I didn't get my way, and really I don't even know if I can argue against that.<p>What do I even do here?