Thread regarding Ford layoffs

@6sk Maybe I’ve been reading too much into things, but if you think you were talking to me on here, you weren’t. What did someone do to you, are you looking for accountability, for who, for what?

@a8 Who writes this garbage? WTF are you even saying?

Some of us come in, do our jobs, are nice to people and we still get sh-t on for somehow not just by the management but our coworkers. Why aren't others kind anymore?

Question: "....."How long does management think we’ll swallow the spin"? Answer: Only as long as you remain on your knees!

@fp Every era at Ford inherits the last one’s lessons and blind spots. Quality is Job 1 sought control; One Ford promised unity; Human-Centered Design tried to re-introduce empathy through process. The Nasser years showed what happens when transformation outpaces alignment. Fields and Hackett both spoke the language of reinvention but couldn’t overcome the inertia built into the system. Farley’s tenure has doubled down on the same logic—surveillance dressed as efficiency, dashboards where dialogue used to be, another cycle of centralization framed as empowerment.

Through every reorganization the pattern holds: people adapt, morale erodes, vocabulary refreshes. Accountability is discussed mostly in the abstract, while those carrying the work absorb the fatigue. What looks like resistance is often just exhaustion. Yet the disillusionment is shared across levels; no one is untouched by it. If reconciliation has meaning now, it lies in acknowledging that we are all contending with the same brutal storm, even if some believe that others control the weather.

@pk need more dicom files and less jira tickets. not everything needs a jira ticket...

@jn benign or malignant, just load up the mammoscanner like beep boop and you hear it on the CNN. I learned from your comment, that was super deep. Sincerely

@js 666 = 0b1010011010 You almost got it right!

@jn 0 1 0 1 1 0

@e1 Of course I do. True or false. Is or Is not. I deal in FACTS. Let's see. Opposite of fact? Of course. FICTION! Those are the only two classifications in my world. Should there be more than just these 2? If so, then why?

@da I agree, this is precisely why we will make them CEO. He's from the valley, that's like cobra kai. He's gonna be kickin' it

@e0 Does not compute. WARNING! WARNING, Will Robinson. LMAO!

@dt Facts don't need an agenda. If the system were fair, titles, pay, and work would align. That's math, not blame. When people expose it, it's suddenly 'blame',

@fp The lesson never absorbed is that scapegoating by demographic is just camouflage for organizational rot. The real pattern is rotation sabotage, credit theft, reputational disposal, and the churn of talent under the banner of “turning over stones”.

One day it’s coaching and “leadership potential”, the next it’s reputational as----------n and lying HR. The ones running this company are more bipolar than the weather in Michigan. Credit gets stripped, stories get rewritten, and the same people who once called you a rising star paint you as the problem. It’s not about real diversity. It’s about control. The second you stop serving the narrative, the system treats your exit as a threat.

So when people frame Nasser’s fall as some DEI morality tale, that’s denial talking. The real story is far darker: a system that cannibalizes its own, punishes dissent, and hides the bones under every stone. And it does it to anyone who dares to walk away under their own terms. They turn colleagues against you, rewrite history, and make you radioactive in your own industry. Suddenly the “family company” culture morphs into surveillance, sabotage, and psychological warfare.

@dm Jaques Nasser said it so well in the Sea of White Faces speech “I have the greatest management team I could ever hope for, but I don’t like the sea of grey hair and white faces I see. Next year many of you will be gone…” “I want you to lead or leave. We only need leaders in this company, not mere functionaries.” After Jaques was fired, Bill Ford took over and was known to have said “every time I turn over a stone I find a new problem.” But, there never was an explanation to employees, shareholders, suppliers, customers, of how the Company so intentionally advanced Nasser to CEO, then had to fire him and during the mop up found problems under every stone. Never a reconciliation about what were the mistakes never to repeat… Nothing learned… Only denial..

FNV4 was not going to deliver. DF was right to stop all work on it and deal with those resources as required.

Many new folks about Model E as it Symbolizes their Life saver - Scunk - Racoon works in California- Doggy project that deliversnothing. They don't know that there was FNV4 for 4 years and failed, then this Model E based on retrofitting on FNV3 old 80s architecture that they cheer about. Total gooflandia and real internal brainwashing. Lets see if your Doberman can even deliver the retrofit from FNV3 that existed for last 20 years. They failed the TESLA architecture. Issues with mamy things - incorrect Autosar and architectural problems. Noobs do not know anything. Good news for you, you are on a time stamp with future lay offs. People working 2-3 years on FNV4 were laid off. Good Luck !

@e0 I'm not the person you're replying to but hot-take and it shows you think very simplistically, like binary. You could be a computer. Like beep boop. First name zero last name one, nickname-- floppy disk.

@cd No talent or skills to resign and go elsewhere. That's what I figured by your post. It sure shows.

@dm The PR system here is consists falsified official documents when appropriate. May god save you should you call it out here. Same goes for advocating for yourself before they do it. That is not being scared of admitting mistakes... that is simply just being evil and hurting people's careers for no reason but doing good work.

@dm Billy likes blaming others for his failed agenda!

Calls for accountability ring hollow in a culture where speaking honestly carries more risk than reward. In a fear-driven system, failure is not treated as learning but as liability, and people become so risk-averse that they’d rather stay quiet than be singled out. Our PR structure even mandates low achievers — which, rightly or wrongly, ensures that no one dares admit mistakes for fear of draconian consequences. The result is not innovation or candor, but a sea of yes-men who contribute little beyond maintaining dysfunction.

Some point to GM and their approach to continuous improvement, where admitting failure is part of progress. Ford, by contrast, remains captive to internal politics and shifting executive agendas. In this environment, “accountability” doesn’t build resilience — it collapses into blame, deflection, and infighting. Alan Mulally saw this clearly: strength comes from balance and steady pillars, not fear and theatrics. Until that lesson is remembered, calls for accountability will remain little more than performance.

@da They might have not known who Doug was because just about anyone and everyone was inside Model e. Billions brother

@db went to college to get a duhhgree, I don't wanna burn, I just wanna earn

@a8

Do you even have a masters degree? Stick to ghostwriting kid

@a8

Exactly, this is precisely why we brought Doug Field on board for Model e. Just like our founding father Farley, Doug comes from elite institutions such as MIT and prestigious companies like Tesla and Apple. One might say their success was largely due to structural reasons like having a "rich dad" CEO opening doors, but we shouldn't look at that. This is exactly why we entrusted them with a significant compensation packages. Their presence functions as a stabilizing placeholder to reassure stakeholders and our wonderful customers that innovation is coming.

You can hire an F1 driver, but if you give them a school bus, you’re not going to get F1 performance. That’s why we gave Doug specifically the resources and support he needs to succeed. If he fails, the responsibility should not fall on Doug, but with the system that hired him. The real issue was thinking he was an F1 driver in the first place. He clearly accepted this job because he was prepared to deliver, and if he fails despite having the sports car... then that is the system's fault for hiring him.

We gave him and everyone sports cars, rewarded by tenure or exploited cognitive biases, while simultaneously handing the F1 drivers school buses, then laughed and punished them when the shuttle was late.

Those F1 drivers got the job done but kept whining like a child wailing "TRAFFIC, TRAFFIC, TRAFFIC!!!!". Whatever that means!! It was so unprofessional!!!! Sounded like a ransom demand and I was held hostage! Thank god I'm safe though. I asked them, "do you even know who Doug is??".

One time, someone said that my Yeezy's were fake and I told the poor guy, "do you even know who I am?". They were clearly perplexed while me and my friends laughed at them. Similar moment! They tried to share their background in trading the shoe and understanding what a replica looks like or whatever.

They know nothing about being in a plant! Or MIT! At least have one or the other like us in this totally different domain! This is precisely why we shouldn't hire F1 drivers as part of our DEI initiatives, they just whine and lack empathy.. what school did they even go to?!? This is why we get paid, and they don't. Didn't earn it. They sounded so young when they started ranting "you don't have the answers sway". We gave them a school bus so they can GO TO SCHOOL! Who is sway!?! Did he hire my new friend Doug?

Tigers don't fear the opinion of sheep, that's why its head is in my mouth so I can't hear them speak!

@c1 What kind of executive drivel is this? Who thinks like this? People come in and do their jobs, expect fair treatment, and adequate representation and support from their management.

@ag bubble

@cc Lol. If that makes you happy, go for it.

The safe word is ‘Collaboration’

@c1 Dude, I'd like to see what YOU have done. Only way to fire your manager (or management) is to quit and find another job. A company is not a democracy, it's a dictatorship dictated by friendly looking people above you. Now who's CLUELESS?

@at

No. Fantastic insight, but no. I refuse to leave while there is still so much active disengagement to do.

Be sure to check in later to see if anything has changed, since this is a point of concern for you.

@at "Our jobs are always at the hands of the people above us". Hey CLUELESS, your job is in YOUR hands. Don't just whine about it. Do something about it. What have YOU done about it?

The lie IS what Ford is all about. All it has ever been about.

A lot of people complain here, just quit and find another job so you'll be happy. Our jobs are always at the hands of the people above us, else be the 'top' guy and know that the people below are complaining about you.

Ford will go bankrupt with Jimmy and Doggy. Then just laugh out loud. They get what they deserve with other mops and m-rons.

What is your point? Get back to work and stop wasting everyone’s time.

Stock is $12.01 things are gonna change I can feel it. Keep badge swiping and ignore RTO threats

the grand plan is controlled collapse and it is happening

In organizational theory, what is labeled accountability often functions as ritualized displacement, a process through which systemic ambiguities are redistributed and re-inscribed into daily operations. Following Bourdieu’s concept of symbolic violence, this does not require overt articulation; it unfolds through repetition, patterned behaviors, and the codification of selective narratives. The issue is never confronted directly but becomes embodied as presence, a placeholder that absorbs and conceals structural contradictions.

In this schema, The lie persists because it is structurally necessary — preserving managerial legitimacy by transforming systemic failure into something localized and containable. To acknowledge truth would be destabilizing, for it would reveal that the locus of unease originates not in individuals but in the very architecture of the organization itself.