Understanding
From a roving viewpoint
A state of quietness
In a state of reverberation
Practice before theory
When we say we know Hamlet
You only understand something relative to something you already understand
Mondegreen
Understanding its essence
How our understanding is working
Perhaps one did not want to be loved so much as to be understood.
Everything that can be said
Agents of thought and experiment
For one who can see
I don't think you understand
I think very well of him indeed
Admitting ignorance
Dead cities
Up and Down the Ladder of Abstraction
99% Invisible
Understanding Understanding
To Make a Book, Walk on a Book
When their salary depends on not understanding it
A Quote by Upton SinclairIt is difficult to get people to understand something, when their salary depends on not understanding it.
Keep digging
An Article by Ryan SingerThe hardest thing about customer interviews is knowing where to dig. An effective interview is more like a friendly interrogation. We don’t want to learn what customers think about the product, or what they like or dislike — we want to know what happened and how they chose... To get those answers we can’t just ask surface questions, we have to keep digging back behind the answers to find out what really happened.
Clues for software design in how we sketch maps of cities
An Article by Matt WebbGiven there’s an explosion in software to accrete and organise knowledge, is the page model really the best approach?
Perhaps the building blocks shouldn’t be pages or blocks, but
neighbourhoods
roads
rooms and doors
landmarks.Or rather, as a knowledge base or wiki develops, it should - just like a real city - encourage its users to gravitate towards these different fundamental elements. A page that starts to function a little bit like a road should transform into a slick navigation element, available on all its linked pages. A page which is functioning like a landmark should start being visible from two hops away.
How am I doing, wonder?
A Quote by Louis KahnForm comes from wonder. Wonder stems from our 'in touchness' with how we were made. One senses that nature records the process of what it makes, so that in what it makes there is also the records of how it was made. In touch with this record we are in wonder. This wonder gives rise to knowledge. But knowledge is related to other knowledge and this relation gives a sense of order, a sense of how they inter-relate in a harmony that makes all things exist. From knowledge to sense of order we then wink at wonder and say How am I doing, wonder?
Pellucidity
A DefinitionFree from obscurity and easy to understand; the comprehensibility of clear expression
What 80% Comprehension Feels Like
An ArticleOne of the major principles of extensive reading is that if a learner can comprehend material at 98% comprehension, she will acquire new words in context, in a painless, enjoyable way. But what is 98% comprehension?
The case for rereading
An Article by Mandy BrownReread a book enough times, or often enough—keep it at hand so you can flip to dog-eared pages and marked up passages here and there—and it will eventually root itself in your mind. It becomes both a reference point and a connector, a means of gathering your knowledge and experience, drawing it all together. It becomes the material through which you engage with the world.
How to Make a Complete Map of Every Thought You Think
An EssayWhat we have known since long
A Quote by Ludwig WittgensteinThe problems are solved, not by giving new information, but by arranging what we have known since long.
Making sense
A Quote by Pablo PicassoThe world doesn’t make sense, so why should I paint pictures that do?
I am an explorer
A Quote by C.S. LewisI do not sit down at my desk to put into in verse something that is already clear in my mind. If it were clear in my mind I would have no incentive or need to write about it. I am an explorer…We do not write in order to be understood, we write in order to understand.
Deadlines are bullshit
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 deadlines
- Why are internal deadlines evil?
- Engineers who love their work
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.