Heuristics That Almost Always Work An Article by Scott Alexander astralcodexten.substack.com Sometimes there’s a Heuristic That Almost Always Works, like “this technology won’t change everything” or “there won’t be a hurricane tomorrow”. And sometimes the rare exceptions are so important to spot that we charge experts with the task. But the heuristics are so hard to beat that the experts themselves might be tempted to secretly rely on them, while publicly pretending to use more subtle forms of expertise. …Maybe this is because the experts are stupid and lazy. Or maybe it’s social pressure: failure because you didn’t follow a well-known heuristic that even a rock can get right is more humiliating than failure because you didn’t predict a subtle phenomenon that nobody else predicted either. Or maybe it’s because false positives are more common (albeit less important) than false negatives, and so over any “reasonable” timescale the people who never give false positives look more accurate and get selected for. expertiseheuristicsprediction
Beauty and compression An Article by Scott Alexander astralcodexten.substack.com The Buddha discusses states of extreme bliss attainable through meditation: Secluded from sensual pleasures, secluded from unwholesome states, a bhikkhu enters and dwells in the first jhāna, which is accompanied by thought and examination, with rapture and happiness born of seclusion. ...If you could really concentrate on a metronome, it would be more blissful than a symphony. The jhāna is also a strong contender as a theory of beauty: beauty is that which is compressible but has not already been compressed. The Abode of the Unsymmetrical beautysilencesensesattention
Negative Creativity An Article by Scott Alexander slatestarcodex.com Coming up with entirely novel ideas is really, really hard. Misinterpretation as inspirationSit Down And Think About It For Five Minutes ideascreativitymetaphor
Why Scrum is killing your product An Article by Henry Latham uxdesign.cc Product owner vs. product managerWe optimize what we measure Beware SAFe, an Unholy Incarnation of Darkness agilemanagementsoftwareproducts
Product owner vs. product manager A Product Owner is focused on output i.e. how quickly can we build these features? Product Management, on the other hand, is focused on outcomes i.e. why are we building these features in the first place? agileproducts
We optimize what we measure Scrum does not say “only focus on output”, but, unfortunately, humans will optimize for what they measure. If you worry about story points & hitting your estimations, that’s what is going to consume your attention. That is what you and your team will optimize for. And that is the core critique of Scrum as it is practiced: That it focuses a product team’s attention so heavily on delivery — on building lots of features quickly & efficiently — that teams fail to focus on spending time to discover what the right thing to build is. optimizationagilefeatures