You're Probably Using the Wrong Dictionary An Essay by James Somers jsomers.net As if a word were no more than coordinatesAnother mind as alive as yoursA soft and fitful lusterPathosAn affection for words Webster's Dictionary, 1913 Edition languagewriting
A brief foray into vectorial semantics An Article by James Somers jsomers.net One of the best (and easiest) ways to start making sense of a document is to highlight its “important” words, or the words that appear within that document more often than chance would predict. That’s the idea behind Amazon.com’s “Statistically Improbable Phrases”: Amazon.com’s Statistically Improbable Phrases, or “SIPs”, are the most distinctive phrases in the text of books in the Search Inside!™ program. To identify SIPs, our computers scan the text of all books in the Search Inside! program. If they find a phrase that occurs a large number of times in a particular book relative to all Search Inside! books, that phrase is a SIP in that book. mathmeaningwordsnotetakingsearchchance
Learning About Work Ethic From My High School Driving Instructor An Essay by James Somers www.theatlantic.com Should we really demand that the guy who checks ticket stubs at the movie theater hones his craft? Well, yes. No job is too low to not warrant care, because no job exists in isolation. Carelessness ripples. It adds friction to the working of the world. To phone it in or run out the clock, regardless of how alone and impotent you might feel in your work, is to commit an especially tragic—for being so preventable—brand of public sin. Bob [the driving instructor] oozes concern; he wants to infect the state of New Jersey with good driving habits. He respects his public role, the fact that the minute he's done with these kids they head straight for their parents' car keys and out onto the roads we share. When I asked him what he likes to do outside of work, he laughed: "This is my life." His reward is the pleasure of depth itself. craftworkethics
Planning doesn't make for better software A Fragment by Robin Rendle www.robinrendle.com My own time in a Silicon Valley startup has proved this much to be true; planning doesn’t make for better software. In fact today our design systems team doesn’t have sprints, we don’t have tickets or a daily standup. Each day we come to work, figure out what’s the most important thing that we could be doing, and then we—gasp!—actually do it. Watching so many other teams slowly flail about whilst they plan for quarter 3.2 of subplan A, whilst our team produces more work in a week than they all do combined in a quarter has been shocking to me. After four years of working in a large startup, I know what I always assumed was true: you don’t need a plan to make a beautiful thing. You really don’t. In fact, there’s a point where overplanning can be a signal of inexperience and fear and bullshit. The scrum board and the sprints and the inane meetings each and every day are not how you build another Super Mario 64. Instead all you have to do is hire smart people, trust them to do their best work, and then get the hell out of their way. Why Software is Slow and Shitty planningsoftwareagile