A realization that this leaves out something essential Nothing so fundamental lies in the realm of concern to us aggregate humans, where the need is, now, for the study of real complexity, not idealized simplicity. In every field except high-energy physics on one hand, and cosmology on the other, one hears the same. The immense understanding that has come from digging deeper to atomic explanations has been followed by a realization that this leaves out something essential. In its rapid advance, science has had to ignore the fact that a whole is more than the sum of its parts. Matter versus Materials: A Historical View knowledgecomplexityholism
The group of blind mullahs In a natural landscape, each element is part of the greater whole, a sophisticated and intricate web of connections and energy flows. If we attempt to create landscapes using a strictly objective viewpoint, we will produce awkward and dysfunctional designs because all living systems are more than just a sum of their parts. Our culture has tried to define the landscape scientifically, by collecting extensive data about its parts. These methods are much like the group of blind mullahs in the Sufi tale, who try to describe an elephant. Bill Mollison, Introduction to Permaculture The blind men who felt the elephantThe blind men and the elephant holismnature
Designer + Developer Workflow An Article by Dan Mall danmall.me The way designers and developers work together today is broken. It’s too siloed and separate; “collaboration” is a fantasy that few enjoy. The state of advertising in the 1940s was similar. All of that changed when copywriter Bill Bernbach met art director Paul Rand. Their collaborative working style led to the birth of the idea of “the creative team,” the mutual respect and partnership between art director and copywriter that tended to yield unique results. Bob Gage, an art director that worked for DDB, the agency Bernbach co-founded, described it like this: “Two people who respect each other sit in the same room for a length of time and arrive at a state of free association, where the mention of one idea will lead to another idea, then to another. The art director might suggest a headline, the writer a visual. The entire ad is conceived as a whole, in a kind of ping pong between disciplines.” Isn’t that what we all strive for in our jobs? True collaboration with equals and partners? Ideas that build off one another? Why does this seem so far away for some of us? collaborationmakingholismadvertisingcreativity
The blind men and the elephant A Proverb "I see" said the first, grasping a leg, "an elephant is like a tree." "I see" said the second, holding the tail, "an elephant is like a snake." Another, feeling the ear, said "an elephant is surely much like a thick carpet." The blind men who felt the elephantThe group of blind mullahs holism
Deadlines are bullshit An Article contrariantruth.substack.com In software development deadlines are a necessary evil. It is important to understand when they are necessary, and it is important to understand why they are evil. External vs. internal deadlinesWhy are internal deadlines evil?Engineers who love their work Hofstadter's LawThe Thing-deadline calculusNever enough timeDriving engineers to an arbitrary date is a value destroying mistake bureaucracysoftwareprocesswork
External vs. internal deadlines When are deadlines necessary? Contractual obligations Technical liabilities (e.g., dependency EOL) Compliance, government, investors, and other external stakeholders What do all of these deadlines have in common? They are all important. They are all deadlines that cannot be missed. They are all external. When are deadlines evil? Your manager says you have a deadline Your software development methodology says you have deadlines What do all of these deadlines have in common? None of them are important. They are arbitrary. They are all internal. They are all bullshit.
Why are internal deadlines evil? Estimation: When estimating engineering work a substantial time investment is required by an engineer in order to get an accurate estimate. Misaligned Incentives: There is an incentive to lie and give estimates much longer than the feature is truly expected to take. Low Morale: Deadlines are likely to be missed often. Repeated failure has a cost to the morale of the team. Micromanagement: Deadlines are wielded by middle managers as a whip to harass and annoy engineers working on features. High Stress: When engineers feel the pressure of other stakeholders holding deadlines over their heads it creates an environment of high stress. High Turnover: On teams with high turnover rates the best engineers have an easy time finding new work and leave quickly, the worst engineers have a difficult time finding work and remain. This selects for a lower quality team over time.
Engineers who love their work The resolution is simple. Never have internal deadlines. Operate on a prioritized and ordered list of features. Estimate only when necessary to prioritize and do so in a t-shirt sizing way. Trust your engineers and they will begin to love their work. Engineers who love their work are happy and productive. Building is never a straight line