Well, if the problem is upper management, then I would do as you have done - lodge your complaint, then follow instructions. If it turns out they were right (it happens every now and then) then you look like a good employee despite your misgivings. If it turns out you were right, then they might be more willing to listen to you given that you allowed them their turn.
This is, of course, optimistic.
In the case of a colleague, take the problem up a level and consult your superiors for advice on how to approach the subject. Be fair to both your perspective and that of your colleague's, then follow the advice you're given.
Sometimes it's best to leave a manager be. If you think about his pressures and responsibilities he had to be seen to be doing something, rather than "nothing". After enough time "investigating" resolves into nothing to outside parties that need the timeouts to stop.
By taking an action he creates an opportunity to keep researching. The trick is to find a way to put your solutions in his context. Here is something we can do now, and here's what we can continue to do. For example, "We can replace the networking gear as a precautionary step, and then look at the version control logs to rule out that possibility."
This gives him something proactive so he can look productive up his chain while achieving the solution you want which will ultimately be successful.
In the long term you should look to work for someone who trusts your technical decisions implicitly, you can talk candidly with and who well help you help him navigate the politics in a way you both know what's going on. If you manager isn't that person, move.
I'd consider you're manager's intent to be a good thing. It's the people that don't want to bother that I find more difficult. It's just best to find a way to use that energy to be helpful.
One common problem for lots of people (occasionally myself), is that they flail around when trying to diagnose a problem. If you're wildly guessing at it, then particularity with modern computers, you have only the slimmest possibility of being right. Approaching this type of problem with that type of attitude, generally means that you'll never fix it.
The best way of handing complex debugging, is by divide and conquer. In this case, first think up a test, them implement it. Did that test act as expected? Depending on where you are with your tests, you are getting closer or farther away from the problem. The key, is that ALL of the tests must result in some concrete (objective) behavior. If the results are ambiguous, then the test is useless.
If you're getting a disconnect in part of the system, but some other part is not, then you have a huge amount of valuable information (it also shows it's not the network). What's the difference between the parts? Just start descending until you get somewhere ...
Getting back to your manager. Whenever I encounter that type of personality problem, I try to redirect the energy into something more useful. The desire is there, it just needs some help in getting shaped. If you can convince your manager to make sure the tests are concrete, then if they do enough of them, they'll produce enough information to correctly guess the bug. Sure, a more consistent approach might be faster, but why turn down some free assistance. I generally feel that there is some useful role for anyone on any project, it's all about making it possible to harness their efforts ....
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让他们去吧，但同时继续寻找真正的原因。
如果能阻止我违背这种想法（这是徒劳的），几千美元就是花得值。
Let them, but at the same time continue searching for the real cause.
A couple thousand dollars is money well spent if it keeps me from going against that kind of thinking (which is futile).
好吧，如果问题出在高层管理人员身上，那么我会像你一样做——提出投诉，然后按照指示进行操作。 如果结果证明他们是对的（这种情况时常发生），那么尽管你心存疑虑，你看起来还是一个好员工。 如果事实证明你是对的，那么他们可能会更愿意听你的，因为你允许他们轮流发言。
这当然是乐观的。
如果是同事的情况，请将问题提升到一个层次，并向上级咨询如何处理该问题的建议。 公平对待您和同事的观点，然后遵循您得到的建议。
Well, if the problem is upper management, then I would do as you have done - lodge your complaint, then follow instructions. If it turns out they were right (it happens every now and then) then you look like a good employee despite your misgivings. If it turns out you were right, then they might be more willing to listen to you given that you allowed them their turn.
This is, of course, optimistic.
In the case of a colleague, take the problem up a level and consult your superiors for advice on how to approach the subject. Be fair to both your perspective and that of your colleague's, then follow the advice you're given.
有时最好让经理留下来。 如果你考虑一下他的压力和责任，他必须被视为在做某事，而不是“什么都不做”。 经过足够的时间后，“调查”对于需要暂停来停止的外部各方来说毫无意义。
通过采取行动，他创造了继续研究的机会。 诀窍是找到一种方法将您的解决方案置于他的背景中。 这是我们现在可以做的事情，也是我们可以继续做的事情。 例如，“我们可以更换网络设备作为预防措施，然后查看版本控制日志以排除这种可能性。”
这给了他一些积极主动的东西，这样他就可以在他的链条上看起来富有成效，同时实现你想要的最终成功的解决方案。
从长远来看，你应该寻找一个对你的技术决策完全信任的人，你可以与之坦诚交谈，并且能很好地帮助你帮助他以你们都知道正在发生的事情的方式驾驭政治。 如果你的经理不是那个人，那就离开吧。
Sometimes it's best to leave a manager be. If you think about his pressures and responsibilities he had to be seen to be doing something, rather than "nothing". After enough time "investigating" resolves into nothing to outside parties that need the timeouts to stop.
By taking an action he creates an opportunity to keep researching. The trick is to find a way to put your solutions in his context. Here is something we can do now, and here's what we can continue to do. For example, "We can replace the networking gear as a precautionary step, and then look at the version control logs to rule out that possibility."
This gives him something proactive so he can look productive up his chain while achieving the solution you want which will ultimately be successful.
In the long term you should look to work for someone who trusts your technical decisions implicitly, you can talk candidly with and who well help you help him navigate the politics in a way you both know what's going on. If you manager isn't that person, move.
这是一个大问题吗？ 除了您希望公司保持偿付能力以便您获得报酬之外，您的工作不是为公司节省资金。
如果只是一个经理，他迟早会被淘汰，如果你的整个公司文化都是这样，也许是时候离开了。
同时，看看您是否可以从您的经理的角度看到这一点。
Is this a big problem? Its not your job to save your company dollars other than that you would like your company to remain solvent so you get paid.
If its just one manager, he will be weeded out sooner or later, if your entire company culture is like this, maybe it would be time to move on.
In the mean time, see if you can see this from your manager's perspective.
我认为你是经理的意图是一件好事。 我觉得更难的是那些不想打扰的人。 最好找到一种方法来利用这种能量来提供帮助。
对于很多人（有时是我自己）来说，一个常见的问题是他们在尝试诊断问题时犹豫不决。 如果你胡乱猜测，那么由于现代计算机的特殊性，你猜对的可能性微乎其微。 以这种态度处理此类问题通常意味着您永远无法解决它。
处理复杂调试的最佳方法是分而治之。 在这种情况下，首先想出一个测试，然后他们实施它。 该测试是否按预期进行？ 根据您的测试进度，您离问题越来越近或越来越远。 关键是所有测试都必须产生一些具体（客观）行为。 如果结果不明确，那么测试就没用。
如果系统的某些部分断开连接，但其他部分却没有断开连接，那么您将获得大量有价值的信息（这也表明不是网络问题）。 各部分有什么区别？ 开始下降，直到到达某个地方……
回到你的经理那里。 每当我遇到这种性格问题时，我都会尝试将精力转移到更有用的事情上。 欲望是存在的，只是需要一些帮助来塑造它。 如果您可以说服您的经理确保测试是具体的，那么如果他们做了足够多的测试，他们就会产生足够的信息来正确猜测错误。 当然，更一致的方法可能会更快，但为什么要拒绝一些免费帮助呢？ 我通常认为，任何项目中的任何人都可以发挥一些有用的作用，这一切都是为了使他们的努力成为可能……
保罗。
I'd consider you're manager's intent to be a good thing. It's the people that don't want to bother that I find more difficult. It's just best to find a way to use that energy to be helpful.
One common problem for lots of people (occasionally myself), is that they flail around when trying to diagnose a problem. If you're wildly guessing at it, then particularity with modern computers, you have only the slimmest possibility of being right. Approaching this type of problem with that type of attitude, generally means that you'll never fix it.
The best way of handing complex debugging, is by divide and conquer. In this case, first think up a test, them implement it. Did that test act as expected? Depending on where you are with your tests, you are getting closer or farther away from the problem. The key, is that ALL of the tests must result in some concrete (objective) behavior. If the results are ambiguous, then the test is useless.
If you're getting a disconnect in part of the system, but some other part is not, then you have a huge amount of valuable information (it also shows it's not the network). What's the difference between the parts? Just start descending until you get somewhere ...
Getting back to your manager. Whenever I encounter that type of personality problem, I try to redirect the energy into something more useful. The desire is there, it just needs some help in getting shaped. If you can convince your manager to make sure the tests are concrete, then if they do enough of them, they'll produce enough information to correctly guess the bug. Sure, a more consistent approach might be faster, but why turn down some free assistance. I generally feel that there is some useful role for anyone on any project, it's all about making it possible to harness their efforts ....
Paul.