Humane Development

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time to time and in the and the and the Enola of launch we're at a rate
law some you probably shouldn't follow me some unless like this is my most popular tweet
what you read out so you if you like things like that go and follow me that's so yeah alone I work for a company called and
museum our application security consultancy and I am the Director of Engineering there which turns out does not
come with and Austin share a megaphone instead it comes with a crippling sense of responsibility I see In previous jobs that i've had I've been a little fall back on 1 great excuse if I've ever been disappointed in how things have worked out of ever been kind of a letdown I'll buy my managers I can always go back and say well it's not my fault if I
given free rein maybe and you know I'm not that's not particularly proud moment for me to say you know it's
not my fault is how you know I fell back on as far as how I feel about things but you know there it is and I I don't I don't necessarily think
that I'm alone I think that there are a lot of you that are by show of hands and feet shows of hands but really do it but how many of you you showing your hands already have and ask the question how many of you have been at your current job for less than a year keep your hands up what and if you have been given you drop a less than 2 years later OK so look around the room before you put your hands down realize that half the people in this room right now only half the people in this room have not been in the job for 2 years by but she wants to do that the rest of the school to but I think so so I think you know when we leave job
sometimes you 1st of you all took yourselves with you when you left the job so I'm assuming none of you thought you were the problem is that accurate in you know and so you know you might have felt like it wasn't possible effects like you didn't have any choice in which is easier to move on now the problem for me
now is that as director of engineering I'm responsible for the software responsible for the team responsible for the culture so essentially it all adds up to being it's totally my fault if I end up leaving this is a lot of pressure so I started thinking about you know what is it that I really find makes me happy in a job to stick around or conversely what makes me wanna leave and so it's time for storing and I want you to know this is a
true story is not important are the employer who the stories about this 1st off there probably not running things this way anymore and 2nd if they are they will be around much longer so is my command on so I was brought on to lead a team of technical folks reporting to a CEO this is a
CEO of I was concerned was this can end up managing people and not a lot of time to write code and I was I was gonna hate that that's the case I was sure that would happen in the united raised a number of other objections that he
had a number of excellent answers for as I continue working through the process and so I went and took the job but as for about half a year
sure enough are not spending as much time writing code you saw that coming on in fact I was spending a lot of
time triaging at a convent board full about more urgent tasks that we had people and an end time to deal with this is my real come on board right here I didn't say I was good at it of and I was doing the best that I could to sheltered my team members from the wrath this former formally so jovial CEO and and so I to approach the
CEO about this and I said you know look this is what I signed on for people or super stressed arm I'm not getting to write code I'm not getting to do engineering that's what I what I signed on to do and he said to me I kid you not you're thinking of this all wrong they give it like another development test your team members of objects in the system and you're doing engineering just like you would with software good he sent me on my way it was then it was then that I realized I probably not the way that he wanted me to that the I knew now why I wasn't happy I knew now what the problem was the the
part of the problem was but my boss was an engineer as a former engineer he wanted to run the company like it was software he wanted to treat it like it was possible to engineer but there may be a world where the
answer to this this predicate is true it is not the world that we live in people are not objects it doesn't work so here now you can imagine it's no wonder
I was miserable here I am I'm working in a company but my my leader was actively working he was telling me I I'm dehumanizing by employees of humans the objects and surprisingly enough employees were overwhelmed
and so you know we were again overworked were trying to higher we can hold onto new hires his surprise they had boundaries in infinite manipulative and exploitative stuff like this and so it I felt like I was the only 1 that was seen as I felt like my like
my my CEO had a reality distortion field but the polarity was inverted and and so it was it was just affecting can the and you know I mean maybe you I was miserable and in you may have always been sort of maybe a little um more sense of this kind of stuff I've been
doing volunteer counseling and for about 6 years now but even before even before my volunteer counseling work you know you might say I've a sensitive guy
the and this was this was really excruciating and I had repeatedly attempted to use all my counseling know how the Council might CEO and assign a maybe people on objects maybe the people on eventually I want to add I am certainly you know you might think this is an extreme example if it was but but I don't think
that it's unique I think that I've seen this pattern before and you know I think that the business values and some things that are kind of in conflict with what it is that that we might value on in value things like predictability in without values things like measurability and it seize control as the means to those 1st 2 and I completely understand that's right you need to be able to make promises and you need to build another you keep them but so I've seen this pattern before does not quite as pronounced you know and and
companies want things to be neat and organized in the it's understandable but that that's not
how how people are and companies are made of people and people are messy but it doesn't make them any less beautiful and so how does the company deal with messy reality will it deals with messy reality in the same way that we do as developers with abstraction layers
so you abstract away the human part to get the shape that you want and you reduce humans to just another resource to be mined measured out by the problem you know we need extra resources at 2 times you know all 3 hours per resource to make this thing happen and it if you ever thought about that
really but corporations corporations abstract humans the as resources when the only corporeal thing about a corporation is the humans that's kind messed up and so so the thing that I landed on can be underlying philosophy that I wanted to guide the team that was to build any any team that wanna work work with in the future i is pretty simple it just needs to recognize
that we're humans working with humans to develop software for the benefit of humans really
deep right really deep stuff of now I don't pretend to say this is some you know mind-blowing revelation what I what I do say is if you stick with me for a minute there are things that kind of naturally arise from a recognition of this fact and so I
settle on the terms of for this call you mean development but mainly because of of what he means means on humanely is is defined as having a showing compassion benevolence it's but it has to do with inflicting the minimum of paying these are all things that that I think I would like to see in in my workplace and in my co-workers so I think it's in indirect conflict sometimes with something we do today released the way that we do it today how many of you all do agile today really do agile like like your so like agile that hurts the like but so there is this talk this is talk Uncle Bob this talk the land that's scrum forgot and it's really interesting because it's a bit of a history lesson on how we came to the and that the term and all that we know today but and I thought I would share a little
bit of what he had to say in this in this presentation as well i'm because it's it's really useful so so he said that he had sat down with Martin power and
I knew we should force said we should form an organization and that they set up a meeting they send out invitations and they called the people that became part of this organization and call it the lightweight process summit and at that meeting when they came up with the term adults he says he believed that Ward Cunningham on is the 1 that suggested we need some way that we to say what we believe about disparaging the old way of working so to say that we value the old way but we value these other things more and so we landed on the Agile Manifesto you all probably seen this site before you read these these for very very sane insights over the kinds of things we should be focusing on these these things on the left individuals and interactions over processes and tools and Working software over comprehensive documentation so for end up in I hope is is is convex actually here is if I misquote him this is the bad but I'm
quoting up Uncle Bob as quoting Kent Beck as saying that if we call this this agile thing agile I should be to heal the divide between business and everybody agreed and no around this time too long later but can Schwabe a of formula of something called the the Scrum Alliance and he I he said that he wanted to start throwing the running these are certified scrum master courses and so this is really interesting on he says in the people that were taking the Certified scrum master courses on were not developers in fact is a developer of and he thought it was a stupid idea I who didn't think it was stephen project managers now project managers were were taking these courses so that they could list you know scrum master on Lincoln profile because like they think Lincoln profiles actually are important and and so they were taking these courses and now they were scum matters as part of their identity and scrum master was never supposed to be managers put it was explicitly not supposed to be a manager but here we had these project managers getting getting certified as from masters and in fact the idea was supposed to go away but you know the idea was that you eventually did need scrum master all over time you rotated among team members and I like the way there lots of this I don't think the project managers who took the Certified Scrum Master course like that particular interpretation and so you see what happened is as as organizations began to embrace this this idea this this agile up methodology they took these things that that that had been on the left in gradually gradually shifted back to the right and you just see what happens to just a 2nd operation and embracing extinguish right on another that was intentional I just think that that's the way that corporations work so but we like the term agile because agile cannot speed speed sounds great and speed was is closely related to another term that we seem to love in him in the start up industry specially hustle right our I don't really like the term hustle this
is the result of a Google Image search for hustle it's like some kind of a messed up of motivational posters on I like that the only place greatness comes before hustle in the dictionary OK it doesn't really say much right but but it I do make 1 exception I'm not a fan hustle I do make an exception for this image right
here this is pizza cat riding on the talk eternal the the but that's OK but I'll give you look at if you look at what hustle
really is right and and and people are gonna be argue with me about this and I know that Sterling was also other words they they change meetings all the time right I don't know I think were fooling ourselves I think that castle still means very much the same thing finding a definition over there that's remotely like laudable like like forcing someone the new hurriedly uh engage in prostitution but what what is it that it's so valuable on it we turned hustle into a virtue In fact
in starter culture but a lot of us have have adopted this model move
fast and break things but we all know where new fast and break things came from right Facebook no tornadoes tornadoes have
have a model move fast break things it's a stupid is a really stupid motto passed on and I think that I think that the notion of hustle was a virtue is 1 of
the most damaging means that that afflicts us today suffer from her but we have it the end we spend a lot time
playing playing poker and
assigning points and points get alright up to
track velocity because were sprinting
right which printing yeah this rate is a perfect analogy because you know we do a sprint and we take a recovery period restaurant we take some time to recover from that spread of the weekend marry people say the weekend counts now I'm not much of a sprinter
I have been doing part about a protocol stuff for a while now this is Dr. Izumi about arm is a researcher that actually I did some tests where he discovered that 1 of the most optimal ways to to increase your your capacity for for exercise is to
work for these tiny intervals at it's super intense work level and then rest for half that amount of time so I would argue that notable spread might be 1 2 3 recovery these these a are each block is 10 seconds in this case the red blocks are work blocks but I would argue that maybe were not sprinting we might be too but in possibly but it really doesn't matter because none of these are designed for sustainability you're not supposed to be about maintain a spread you're not supposed to be able to maintain at the bottom face so if we're gonna stick with a
running analogy I think probably marathons would be a better analogy now I'm not a marathon guy I am told that in America on you are your more focused on the the finish line being something of an abstract concept for a long period of time before it becomes a real you just focus on putting a and 1 foot in from the other at a sustainable pace because if you if you can't move at a sustainable pace if
it's less than worthless right you're you're not gonna finish the race at all and is a very good chance be in the next race as well and this is why it's important to be willing to share the big picture with your coworkers the big picture can be on a need-to-know basis because the big picture is what lets us determine what we're going to be able to sustain it all we're looking at is the very next finish line that's 100 meters in front of us all the time they it seems easy the force yourself to push a little harder on us is only in the next this the last 70 our work we can do but you need to build operate sustainable pace on how can you plan as a stable base it on the destination so all this tracks
on to 1 thing which is estimates this is this is a photo of my my friend that drive i in February we had sums the sum snow which immobile Kentucky where I'm from is like anything more than 2 inches on we had we had about 7 inches of snow I've had I've lived in this house for over 5 years a shovel the drive countless times I think I know how long it's gonna take me I think if you think about an hour shallow drive I'm relying on estimates from the the weather person who says when the storm's gonna stop so I think to myself up to go out and it is not that in our it should be stopping while out there well that the snowcat coming backlog kept showing up and I kept shoveling I still didn't really keep track none of the time person I thought I was probably close to an hour when I came back and turns out my 1 hour estimate was 2 and a half hours of shoveling my modest rather than live in this house for years and then a million pact if I can't estimate something like that where I'm concrete results How can I met possibly be expected estimating the abstract and I honestly don't know until is they're trying to build and there are subjective in nature I can't and that's why I believe that estimate the relies and I think of OK because it works out because they realize or self about estimates but both deadlines relies too
so ideally 0 we missed we missed well just move the deadline woman was it a deadline at all why did we set a date to begin with I and it's OK because most urgent things are
really urgent and this is why it's really important it's really important to ask why on the simple question of wise would get you from a requirement to a reason rationale for what it is you're trying to build and it's really easy in our hurry to say this
is crazy question why we don't have time but we all probably have stories of of some apps er features that we written that that turn out did do exist because nobody asked why we needed so on and so it's actually interesting because you know you
would say well there's there's you know certain things they're obviously urgent right we can't waste time but in this case like the site is now a sure it's so you ask why but why is urgent the bad answers will because it's down the doesn't tell us anything they did the good answer is to say well you know while its down were losing where we're losing credibility exposure whatever it's really important to know what's at risk so you can assign proper of importance to the fixed or the way that you might go around the fixed but in particular and my front panel and her talk just before mine she was talking about sharing and sign up and once on my friend of my friend Kyle I was staring at a story about how she had done some embarrassing banks like for instance say the wrong friends names and no here at all when I was 1st starting out I worked as a sysadmin and I speak and the size p and we have mean maybe 20 thousand customers something was small and there is a customer who had an issue with Ismail school now we're using up maildir real schools which not relevant for the purpose the story is no check remove a directory in order to actually remove somebody's male but we had a clear out there's no school so I go into directory IR and batch or the directory that I think I'm doing you probably know where this is going I was I was a directory higher than I than I thought I was so because I acted with urgency I now fixed this person's problem also the problem that nobody else knew they had apparently had a male yes yeah so that's my embarrassing story point is is if I had approached this with a little more of a sense of you know what was at stake there's a good chance that I would be more careful as I it but it's really important to know what you're what your standing to lose as you go up your tasks with urgency so deadlines are a little trick here of an urgency in that you often get these kind of recursive non answers so have so you you ask a question like you know why do we need a feature by March 20th and instead of getting an answer you get so what we need this other feature by by april 20 well that's helpful when you keep asking why you get the idea keeps on going R. and eventually there might be a real reason somewhere there but you're not going get it in in very short order it's really important and to chew cud of combat this by asking for the real the real reasons and you don't get their arm was always you believe in a divide on and that I believe that the divide is a life that is 1st step the healing the divide is to realize there really isn't 1 to begin with and what's generally there is 1 that we've created you know we're we're the tech elite the stupid business people they don't understand right and and and we owe this sense that there is a divide a lot to our own behavior but
we have to remember where humans working with humans develop software for the benefit of humans means there's no
us we need understand why the business needs what it needs in order to better address the needs in order to better be able to give them what they want instead of what they ask for sometimes they don't now but we need actually begin to to to ask the question there's no then the the businesses understand kind of trade offs that they're asking us to make whatever they're asking us to discrete really hard in this next iteration to hit something then you know what we're giving up they need to know that maybe were gonna make some technical debt along the path to this as well we're maybe regret later on we can't reach this sort of a shared understanding are with just a mission statement companies love mission statements giving people you know statement that everybody supposedly can get behind usually there they they say bunch of nothing on they don't build the kind of shared understanding appreciation that we really need what we need to have is empathy what we need to build is empathy but for our co-workers for our stakeholders for our customers but he was said and if you have empathy then it's a lot easier to reach something else it's super report In is honesty on nobody wants to be told because I said so whatever they ask why of where in a lot more likely to say well because of dozen such reasons if we had empathy for the people there doing the asking the and if we get attached to setting arbitrary deadlines is it really any surprises that oftentimes we end up with implementation of the reek of Spain ignorance at best are malicious compliance at worst
dishonest deadlines encourage smoke-and-mirrors implementations because they're reinforcing the idea that it's more important to adhere to that deadline to the timeline then to actually build the right thing the right way and so eventually your business is no look back and say all wiry feeling we we we had all of our milestones right on time and of course there's another
solution you approach to this problem which is to engage crunch mode we clamp all the necessary my work in the short amount of time 1 approach on the problem is that crunch mode
should and should be and is an exceptional situation how we should handle as such that I showed you code so that look like this you might say
well it's like using exceptions as a flow control you were rescued her time out here just by sacrificing our time insanity and look swallowing exception and getting the same result but is not really helping in the event that we do have to use crunch mode we should consider an exception we should conduct a postmortem the same way that you know production here with trigger and it's OK it we have heroes but I'd rather live in a in a
world where we don't need to use the heroes so
with this in mind I wanna show you my best whatever I'm really proud of it gladiator shown in this in this talk here's this
Ch right right it
has a height z coverage requires 0 minutes and it does exactly what you think the 0 we laugh but I mean we pretty readily accept the axiom that of the best code is the code that we don't have to write so I I want you to consider that that process's formalize processes
anyway R code for your company they're going to requirements so they might have bugs and if we should be skeptical of our own processes and how much more skeptical should we be of someone else's I can look at it like 0 aside from redevelopment don't you have you made about the source of I don't be skeptical of at all obey all so I don't feel like doing integration with the software on it sometimes it's like bundling cannibal lightweight and easy to understand them in your project and other times it's like an opinionated framework that expect you to adapt to work with it instead of the other way around and look at the processes and decide you know what it is that you're willing to give up but be skeptical of and you know it's it's funny because
you can kind of you can also adopt processes just like you can about software in name only but in a medium many testing you jump out at you have never written written a single test 3 you don't run right processes are really more of a problem statement and what's the problem the problem is that we generally try to use them to replace trust I now some processes like I tested and warranted that is we don't trust ourselves enough to write the code that does what we think it should and so as a result you know we use tested in development help make my check our assumptions but others are more nefarious like sometimes we don't trust others to do the right thing for whatever our her personal definition of writers particular situation and oftentimes it's because someone made a mistake just once if somebody makes a mistake when mistakes happen address the source of the problem that the misunderstanding don't immediately resort to defining a process processes should be a last resort the other thing about processes is very similar to code is that there can be legacy in process on oftentimes what happens is say you have a piece legacy code that wasn't covered by tests the 1st thing you do is you assume the current behavior to be the source of truth so you generally wrap so maybe throwaway tests around that code in order to verify that as you refactor this code now you're getting the same behavior but not unlike that would processes you get to a point where absent the context surrounding the decisions you made that the massive nested if then construct you've that you've built on the process itself becomes the definition of right versus wrong but we don't really know why we don't know the rationale so I would encourage you to do what I'm calling process metaprogramming and that I can I had a hard time is coming up with a way to sort of sort of illustrate this on and of a friend of mine and when Vandervert volunteered of a really great analogy
for this so when Glenn was learning to drive his dad brought home when these driver
handbooks and I sat in front of them you know it's going 100 pages or something all these rules diminution that you have to remember to learn to drive is
a selection from the 1 that I just put up for the photo above a like this 1 a lot of mainly because I didn't know who this the time that I took this page out of it but and there's a little quote down at the bottom it you can read so please note that this roundabout diagram as an example only does not represent all roundabout designs hi that's kind of the problem of processes we we can we can cover the things that we can think about it we can think to illustrate but it doesn't really tell us what we need to now on glands that had a really great solution for this which was you know there are going to be a few things if you're going to have to memorize but
the the real thing to remember is that your goal is to always drive so that everyone around you knows exactly which are in a new before you know it he gave the rationale and so then in that context a lot of the rules a lot of them and you should start to make sense of the term and focus it's important to try to simple by because if you start to drown into many formalize process inevitably lead
you to build to link to manage or to follow processes now formalized processes of the source code of your organization then tooling is the compiled object code and the problem of tools
is that initially they may start to reflect the process you follow it and so you know it's just reflecting the way that things are going in the way that you do things in a given point time but then they become the process so you have new hires come on and you start to explain them how to do things and it's like log into a strong bond agile tracker in click the agile tab and that's where you do this stuff and so then up after that eventually they come to define the process if you ever wanna change the process at that point it's not enough to simply define a new process you have to change the full 1st you have to build build new features in the tool and becomes a bottleneck to being able to react and so you see what happens here
you know as the transition again transition now were the servants of the tools of the tool serving it doesn't mean don't build tools it means build small tools
because small tools are more honest about what they do and don't do and it's really all about it's really all about leaving room for choices choices a super important and
not just for processes but for people but this is a guy by the name of
Dr. Martin Seligman he is considered the father of positive psychology is the same in the seventies seems like a nice guy right but the I'd like to hang out with Mary through the back he seems like a god enjoyed yesterday especially on he doesn't seem like the kind a guide
would do horrible things to dogs but I want you to 0 in on this part here and remember this could really talk of some heavy stuff on it's kind of depressing but solely in 90 starting in 1965 Doctor Seligman was shocking dogs all he was trying to study the relationship between fear and learning and the the funny thing is on he was actually trying to
replicate the experiments were least some findings that have lot of problem can be a problem familiar with classical conditioning or Pavlovian conditioning the experiment where our dog
was presented food and every time you presented through use also a bell was wrong and at some point then you can ring the bell and the dog that Drools as though food has been presented that has so the thought was OK so we're gonna do this they were going to condition of fear response so that when we play a tone then the dog will not try to avoid something so they can they read the dog up in hour I'm a harness not not unlike this 1 was used for that that that that rule experiment and they administered a small electric shock to them every time they played a tone the idea being that when they play the tone the dog them eventually try to evade the pain of that and then they put the dogs that had been condition in this way into a
shadow box that look like this they would play the town the intent was that the dog would yield a jump to the non-electrified floor escape that the shock but what happened was they play the town and the dog didn't move they were not expecting this at all then they administered an actual shock the dog in the room that the Dodgers lie down and that means like a synthesis like sad so they administer a shock nothing happens they came to figure out that they came over this theory learned
helplessness and the idea that our translates the humans that is the dogs didn't know that there was anything what to do to get away from the pain in the condition that the pain was inevitable and so they didn't try to avoid it because they thought it was futile to do so but doctors later
Dr. Ireland languor and Judith Rodin are duplicated some of these findings with
people in a nursing home they are they actually did this this is a wonderful title the effects of choice and enhanced personal responsibility for the age the field experiment in an institutional setting they were set up in a nursing home where they had 2 floors and 1
floor they were telling patients you know you're responsible to yourself you have freedom to make your own choices and they they went around the cart of plants and let everybody pickup plant that they want 1 and it would take care of the plant and the other in the other floor or they they emphasize how much the staff was responsible on how how we would make the choice for you and by the way you all get a plan would it take care of it for you and it turns out that in nearly every way that they could measure on happiness and helping us in every sense of well-being the people that were given some choice over the condition drive compared the wanted them and I you might it the funny thing is is the this is the thing it's all about choices having the choice you have to perceive there to be a choice that dog the had a choice to jump over the over the the the shelf and to be over in the place where he wouldn't feel pain but he didn't know about and people are the same way and so you
might save your boss will have everybody's got a choice if you don't like it leave we I think as absolutely horrible thing that has to be a last resort if somebody's leading to get away from you you've already lost it paid a lot of people don't even feel they have that power there's a lot of barriers to leaving their financial barriers their relational barriers their emotional barriers and in my case I had relationships with a lot of my co-workers in the previous job that I wasn't and I felt like I was abandoning them to this this past that I knew have the best interests at heart it was really upsetting to me and I actually laughed when I knew I was doing the right
thing by leaving my job I still dreaded column I C E L a predictably he made me feel like utter crap like I was letting everyone down the team I can't leave you would do this to us so that's enough depressing stuff shocking in
and learned helplessness abusive bosses money notice that last that last photo was a little familiar if
you if you like Twitter like me my favorite Twitter account as PHP CEO that was the PHP CEO Our model but the the purposes of this exercise and your soul up a little I want tell everybody to suspend disbelief let's pretend that the model that is used in the PHP CEO or is in fact the PHP CEO did you know that PHP CEO likes ice cream
stop sites they just never never get all if keeps on giving he really likes ice seriously so the funny thing
about this is the real shame is software developers have problems some of old least reason to feel helpless I mean we we can work at any time anywhere and in so many different ways so many ways can work and if you're if you're manager right now you're you might be saying there's no way I know what my
team work just anywhere they have all the flexibility that's that's hilarious that you think that would happen but there's a reason that we've been talking about some of these concepts these empathy and
honesty and trust and said there there inter related you you you their progression you move from empathy to honesty to trust and eventually get you to a point
where you can actually relinquish control and grant autonomy autonomy is the goal and it's not just for us as developers that's valuable but a manager the best managers don't spend all their time managing they want people that can self managed to some degree and so it's ironic in the we hire thought workers in and tell them to shut off their brains and so let's just for a moment assume the might my horrible
boss was right and the people are just like objects and then it's object-oriented programming baby while the funny thing about that is that object-oriented programming
was never really about objects it's all about messages you know that everything about your
organization is encoded in the communication between the various people in that organization and processes are and should be reusable messages the good ones are anyway they think of it like a compression mechanism you see the same mass determine times then you find a way to make the repetition necessary but it's still just a message it's about increasing the SNR
signal-to-noise ratio so the message is the need to get through can get through there's room for them so we're trying to figure out ways to be more efficient communication and this is why I think that they're requiring developers
to work on site as a joke right now but we have the ability to communicate in incredibly high man with with with each other even when we're not in the same room and honestly it's much more beneficial for us to know how to choose the right channels to communicate over whether or not we we happen to be in the same room if you're fishing communicator you're gonna be that much more helped in this case is when you are in the same right it's silly to try to substitute throughput for
efficiency they they can live together and and honestly if we can't communicate we've got problems
because programming is a former written communication and if you fail a communication you might end up with these
guys these these are the guys there on the present there there on that e-mail thread someone started with 5 minutes receiving and they work 13 hour days they they they're afraid they're gonna miss something they're hanging out and chat all the time they commit code they can get to go and work at 3 AM maybe there is some kind of sleep deprivation study study
I'm not really sure how often they just think that if they're not around they're something the companies suffer In any
case the worst ones are the ones that I should this love playing the hero side note apparently you can turn your head independently of your net I'm looking the wrong way and that photo but the point is they will make sure everybody knows that they're working the hardest these
people or organizational morphine they mean well but they mask the pain that the company should feel the fact is on you need to feel pain in order to have change you need actually experience the pain it's fine to
deal something in the short term eliminate some of the payment here habitually doing it the new preventing the company from learning a lesson from growing you're actually doing this service to your employer so we do not work this means we're working when we're thinking how do you measure that this guy is doing some work looks like a
2nd the is this guy doing would
really hard work Is that what is this how do we measure thought work is on this question I don't know and you know in creativity
research they actually refer to the 3 B's are you all had this before backed of the bed the bus you you you have an epiphany in the shower right places where you just get an idea is your mind is working on it your literally always working if you're thinking remind each other that and watch each other's backs maybe encourage somebody that men another part of the brain do some work for a little while and if you're a leader lead by example try not to communicate off off hours because people are going to assume that they should be doing the same try to take a break encourage people to I just went on vacation a little by week before I came out here and if you take my laptop and my my CTO was also like no I wish I could make it mandatory for everybody yeah so the these are really engineering specific values this empathy and honesty and trust ontologies just things that make people good people and so I realize that really I need that as as a person who's looking the higher I need to stop looking for people that I can
control and if you've learned task 1 question through all this it should be why and the answer
is because that's not how relationships work before got I also
have stickers and I would encourage you if you want the sticker to come on up and and get a sticker 300 what everyone and not let everyone and enhance you violating the code of conduct on film moons and in the history of this


Formale Metadaten

Titel Humane Development
Serientitel RailsConf 2015
Teil 33
Anzahl der Teile 94
Autor Miller, Ernie
Lizenz CC-Namensnennung - Weitergabe unter gleichen Bedingungen 3.0 Unported:
Sie dürfen das Werk bzw. den Inhalt zu jedem legalen und nicht-kommerziellen Zweck nutzen, verändern und in unveränderter oder veränderter Form vervielfältigen, verbreiten und öffentlich zugänglich machen, sofern Sie den Namen des Autors/Rechteinhabers in der von ihm festgelegten Weise nennen und das Werk bzw. diesen Inhalt auch in veränderter Form nur unter den Bedingungen dieser Lizenz weitergeben.
DOI 10.5446/30671
Herausgeber Confreaks, LLC
Erscheinungsjahr 2015
Sprache Englisch

Inhaltliche Metadaten

Fachgebiet Informatik
Abstract Agile. Scrum. Kanban. Waterfall. TDD. BDD. OOP. FP. AOP. WTH? As a software developer, I can adopt methodologies so that I feel there's a sense of order in the world. There's a problem with this story: We are humans, developing software with humans, to benefit humans. And humans are messy. We wrap ourselves in process, trying to trade people for personas, points, planning poker, and the promise of predictability. Only people aren't objects to be abstracted away. Let's take some time to think through the trade offs we're making together.

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