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Faking Coherence for Engineers

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hi here so I forgot to do my
1st retrieving well I hope this is breathing exercise that we learned to come down before we speak and just in linear 1 of the other side and so on that may high and even when my Twitter handles that their release and there is specific title and chess on we write to align EST trapped basically I just told 1 Release Engineer because of shorter than saying what I do which is that I work in a team chess that does internal tools CI CD and we basically knowledge all the infrastructure for building and releasing and publishing on software packages that shock users so that's what I do on everybody always as when I say a lot of things the bit that now that was really matter so that's the kind of 2 officers is kind of who I am I decided to own it so here we are all so what is coherence I realize this is kind of a weird title and kind we're talk topic so on and take a couple of minutes and listen to it so what is the parents well I think it really this is my geeky definition I think of that as on getting the right amount of information into the amount of them with that you actually have available to me right so it's I think of it as kind of packing problem right like that it's like OK so you know you're interacting with another person or a group of people and this is how much room you have to tell them stuff how are you going to tell them stuff efficiently efficiently like what choices are unique around that the following year in coherence isn't exactly easier to define but I think it's really recognizable right like you all know when you get that feeling that it's like 0 god I just told of a whole bunch of stuff and I'm not sure if they took any of that it might like anybody here ever not feel that the all right and I know that when somebody sort of like loses track of the train of thought that may that my responses that OK on another trying to be helpful but not going to have this whole bunch of stuff that I need to fish through to figure out what in that was actually is actually be useful to me and I'm not necessarily sure that anything it's so it's a little bit of a loaded description right because sometimes you really don't understand something and you really do have to sit down and take the time to think about it and process but I don't think it's an accurate 1 like it's not an accurate description of the people OK so I talked about coherence all alone so my answer is actually on the the it's so there's a little bit extra it so I have a friend who is an early career academic and she's in a field that is very competitive and as you probably know about academic jobs like this it's a very competitive market there are a lot of people for very few jobs or can be and so the interview process was pretty grueling and as a as an early career person she had the opportunity on to be involved in a bunch of hiring loops at her institution so what people get really excited about this so we always after that so what advice can you give me like it's my 1st time on the job market where you know like tell me what I should do and her response which I thought was really interesting was on don't ramble and is coherent as you can manage right and the what was not that you have to be perfect 4 point was that in a video interview which is how all of these things start it's really easy to read somebody out because there is not getting to the point at all and I thought this is really interesting because I have never heard anybody give that advice to an engineer right even though I think a lot of us there was a point in a you know like there were there was a point in our careers where we really needed that by some really needed to take it in you know on a lot of days it's like yes it would be good if somebody which remind us but it's like it's good not to rental right it's good to be clear and to be as clear as you can all so like why do I care like why do I care about coherence and this OK so the answer so that the short answer right and an answer that that some slides on and that is good for somebody going through the PDF of this thing afterward trade is well could like when people are coherent right like it's easier to work with them it's easily get the work done you have less friction must Westlake lack of coherence creates friction on so this is a good enough answer that's inside potassium and my real answer is more complicated because I'm delighted home so I think of coherence is invisible infrastructure so there's this great books on by 2 scholars Susan Leigh Star and Geoffrey Bowker where they talk about on infrastructure and what they really talk about is how infrastructure is effective because it's invisible like that's how you get the get the gain from infrastructure really it's invisible people don't need to know about it people don't need to think about it they can just sort of like going to do the thing and not have to focus about like I don't know like are the lights the return on when I hit the light switch on the other thing that they talk about is that invisibility can also make infrastructure less humane and must maintainable right it's like how you talk about something that's supposed to be invisible lately but there's a lot of our mental load against doing so I listened to a lot of doubts conference talks which I expect a lot of you here due to as well and a good chunk of
them have a story right about a project that ended up better because the participants works through of intense disagreement about something right and they have a lot of positive friction and that ultimately made the project that lately we've all heard the story and it's a great story I want to be able to tell that story but as sort of as sort of if I don't know the injured the mildly the type like when I hear the stories like I wasn't 1 about negative friction that I wasn't wondering about like how does the team repair negative pressure right because you know that happens right like you know that nobody is perfect and that people are on sometimes short with each other you know they misunderstand the question and they give a long answer to a question that wasn't really asked on that's it but so there is no friction like it there's always going to be on the crystals that was defined as the team repair right end is if the team that's repairing it or other individual people doing it because they think it's important and nobody else really knows this is that there is friction or that repairs happening all the time right so I can think of that but that surprising into my thing about invisible infrastructure and I managing coherence learning how to be more coherent on creating spaces for people to be less than perfect in their expressions but I see that is 1 aspect of that invisible repair so how does lack of coherence create friction on so I think in a lot of ways right like that it's like we know that's it takes time right and attention and emotional labor to understand each other when we are less than you know when when we just less than clear right for whatever reason and so there are a lot of things that just go wrong along when we're trying to deal with that friction whether there is a lot like it it like it's just slow and you don't like if we think about it think of a ton of examples and OK so like what the well alone the the that would actually appear close home so well 1 of them is like what what are the things that can go wrong and 1 of them is like just efficient message passing between humans right so that's my really sort of the shorthand for we don't talk to the people we should mention it so that anybody here ever give up you know just like newton give up that you put to encode review or triaging about because if you read the description and you just did not understand the person was trying to get at like this happened anybody can't see on that like how many of you have put off talking to somebody because like you just had had enough copy that you felt like you could make yourself understood yeah OK on how many people are talking somebody indefinitely because you always have trouble taking and what they're saying yeah have think of it like in that light was that good point was that we would like to convey exactly how long but so it's also like this is the thing that happens all the time what we do this all the time I like it it's like it had slowed it and we can find an excuse to just like you know them the double that 1 today than they that we just kind 1 of so another reason why I think coherence matters right is when we how we perceive that when we perceive somebody as being coherent right like or incoherent we end up with a picture of you know their knowledge their authority or the capability and you know that might be us to like it's hard to feel like a competent person when you're just like a lie totally messed up that explanation all I did was confused that person worst straight on and this matters for a lot of reasons right like so 1 of them is that you know it's time feels bad not to be able to make yourself understood or not understand other people that like my very neutral example of this is that if you're traveling in a country where you don't speak the language and you're there for a really long time you kind of get tired after a while right and in you know you just if you know what the people who I know people who never go to mcdonalds but when they're traveling someplace where they don't speak the language of the site of handling McDonald's because some things will be in English trade and it will just be a break alone and and you know it's hard to have a good opinion of somebody that you don't understand it's hard to have a good opinion of yourself when you're not making yourself understood and so on so that the thing that I think that like it's a reason to me by coherence there's along but the thing is that in order for what you do to the value on other people have to understand like why it matters but they have to and they have to know that you're doing it they have to know why it matters they have to know that it is all you know that it's a thing in the world it's not just that it's not just the thing it's not like the light switch right where they can but the light switch on the lights come on it's time that on that it's it's really hard to be valued if you feel like you can get your point you can't you can't explain why you matter why what you do matters had so why taking coherence like why not just fixing it like where engineers were tech people we will fix things of my really depressing answer is that I just don't think you can but can think of possible on I wish it were because then I can start having those days it's like no I don't wanna talk to anybody for like the next 3 hours because I don't think I could possibly be understandable on so why not well I'm nobody's perfect this and that's
upon so we have bodies I can absolutely guarantee you that people will want to talk to you when you haven't stops or when you have too much caffeine or your coming down with a cold or even when you're just like thinking deeply about something else and just like don't pay it's like sorry also offers that I don't have any room to page right now on Italy is going to happen right like it's not going to stop another thing is
that on perception of coherence I think depends a lot on the conditions of your life labor on the conditions of our work and so like I can probably best explains with examples so I been like the 1 OPS person embedded with the team of that's how many of you have been in that situation right like security the way you know like you the 1 person on the team doing what you do and the rest of the team you know it's not that they all do the same thing but they have very similar functions they understand what they did on so I did not 1 engineer and it was really hard to make my concerns her like everybody else is the focus is on shipping new features and I'm trying to get somebody to sign off on data retention policies so that we can tell our customers how long were keeping their stuff on that sometimes I sound a completely incoherent because I was trying to talk to people who had all of their context page did and none of mine and sometimes I was completely incoherent because I got totally frustrated trying to explain but no really we need to be able to tell people how long were keeping their stuff on In the sort of a point here which is that you know there was probably something that I could have done to get better at making my case on there was ultimately so much I can do that there's there's really only so much I could do to fix the fact that you know everybody else just as doing something else the focus is different I am the only person with my very specific context and I'm going to have to let down all that into their brains or in order to that into the brains so that we can actually talk about this thing and I can understand why it matters the next 1 is sort of on all the other people are people here are incoherent to like other people are not perfect they're going to be coming down with they're going to be running late they ask questions that don't make sense right like the stressed that because they're trying to explain something to you in your totally not getting it the the expertise or not on the and the thing is that in coherence is really a state problem right like once somebody goes down the rabbit hole it's hard to pull them out again and when you have a group of people it's even worse that we've all been in that meeting right we let 1 person understands 1 thing misunderstands 1 thing and they're just as a sort of like start running in the rest wait stop and then they try to explain it to them and you know this person gets like 5 different explanations that art the same but so that you know it's like it's it's very easy for inferences suspect on so this is kind of why I think it references a problem we're thinking about right it's not just that it feels that but at a desk and dealing with other people's interference is emotional labor that we might or might not be able to cut to deal with like at any given moment it's it's just that it's like at the badness spread and a really abstract 1 right leg is weary craft field right and by that I mean I so this is a paraphrase from a professor injury rock is named Geoffrey Rockwell and he describes the craft field as 1 that developed to share knowledge that cannot be adequately captured in discourse rightly so basically you can't just explain what it is that we do to somebody and expect them to understand relic what we learn by doing that is that is how knowledge in our field spreads it on computer science as a craft field but software engineering is more so an office engineering is even more so than you know when the feature graph fields is that we learn by doing and that constrains as practitioners how fast we can grow our individual go right at and we're not only in craft fields we are in craft fields that are expanding on so what that means is there's a lot to know but no 1 can do everything and doing is how we how we learn stuff also no way to know everything in any kind of level of usable detail and so world walking around not really understand a lot of what it is that we do or not being able to explain what they and so this is the reason for all this to try to do better right like there's going to be a lot of interference and confusion around just by the nature of what we do on so there's something to be said for not having to it we we don't have to I mean in part this creates slack for people who really don't have any choice about being incoherent like because they're learning because the new because they're working on something that is of their native language because this was a completely new context for them like you know it's good I think it's as a value I think it's good to make space for people like that and you know those of us who can't raining in our interference a little that will when we can on like I think that's a good thing to do the so OK so what we do about a difference right like into something you know the like in how to do that right like you knew that all and I really see this has having 2 components on certain tactics and attempt a tactics and techniques please and a strategy keys and because we are all engineers and we loves us some lifehack so we love so some techniques and into the techniques 1st because it's the part that everybody thinks it's by OK so I think of as at all I think of this really is hardly decent API in front of your brain right like like you have all of this infrastructure right like you're thinking about things in the processing of taking a new things and you're trying to sort of double all around and you know and the people that you're dealing with their own really 1 and all of that like this kind of 1 and only OK like like what what you like but what parameters so I have to send it to get the thing that I want back at so this is this is really how I think about it my disclaimer is because I think people in this still get a lot of pressure to be perfect at home is you don't have to do this all the time right so coherence is very relational and it's very context dependent and I think of it as being like playing catch or tennis a ping-pong at any of those other games where like you're trying to move about a ball back and forth between a bunch of players on the theoretical ideal assisting right like this is the thing that we all sort of learn then we learn how to play on ping-pong or whatever it is that you want to maintain a Bali so that the game has momentum right like it's not interesting if you're spending all you've all the countries the all but that's theoretical but if you're playing catch with a little kid you probably don't really care all that much like he like it would be very the person who would just like yell at a little kids because they control the ball back or affected every type right if you're playing fetch with your dog on that local i don't have dogs I have cats on the plaintiff that for the cat is likely not doing this to maintain smooth movement of the ball that we tell you that this is not affected Hong and you know like you get tossing a Frisbee around when you have a drink or a cookie or whatever on 1 hand like you know you're not playing the perfect theoretical
game of catch like you just not do that right their conversations where everyone involved is totally happy not being entirely coherent like you know and that's fine but you know like they're fine just like the brainstorming so fast that it doesn't really matter if this 1 idea 3 you know or that don't really quite understand how this other person got from point a to point B like but they're happy it's 5 that don't mess with that right like that's not those people are not the problem of conversations that we're all having that are like that they're not a problem the problem is when someone is unhappy because what they want out of the conversation is to understand something or to feel like they're being understood and they're not getting back so on with that I will move on to my actual list of techniques the 1st 1 sounds really done that is finish your sentence but yes it really does and and but it works right because if you have ever sat in a meeting and watch somebody like winding a sentence around them more and more and they're just trying to find their way out and they can't and you see them looking frantic and you just like I don't know would it be better to interrupt them because they might explode all over would it be better correlate will we get to the end faster I just kind of like given the given a free rein to let the online themselves right I mean so would you like you know exactly what I mean that it's like the sentence gets too convoluted and people can find a way to get like there is a point where people are paying more attention to whether the speaker is ever going to extract themselves from that sentence on them to but the person is actually saying so you know if you catch yourself not if you cut yourself like winding sentence around hoping that you'll get to the and just stop division just to stop at that like everybody will be happy another 1 is to limit repetition like I'm not saying never repeat yourself but if you find yourself repeating yourself if you find yourself repeating your words a lot of that's the tell that you lost track of your point of did you know that it's like this 1 I think it's hard for people to deal with and I think that was my ideal would be is that when you consider learning thresholded at slightly below the float threshold it's online if you don't repeat yourself but you know it's like once you hit a threshold of repetition then you know just stop decided to stop right there on in practice that's a hard thing to pay attention to but if you can do it it is on the they liked it so it's helpful rightly even if you can't do anything about it just knows it OK I'm saying the I of the same thing 3 times I really need to stop this conversation like that's helpful right that's a that's a way to be on this is the way that you know that's a way to presented as more coherent the next 1 is using canned responses so I think this 1 is really good for on like obviously since the king and the things that you have to play a little bit ahead of time but it is good for things where you can sort of proper have time so where can responses documentation we I like documentation and I understand not everybody does and no 1 will but also the reason why I like documentation is that I have no qualms about sending links to people with documentation that 2 dots that I wrote and I do it because it makes it easier for me to be helpful right like I don't do very well at the same the same thing over and over again when I feel like I'm not being understood and you know it's not sometimes people need time to absorb things and it is like I understand that but at the moment I don't really understand it right so the things where it's like justified only get asked this question a lot I will destroy documentation when people ask it I will put them to the on so another way that documentation is useful is that you can get sometimes get really good return on investment on docks of someone I work for once Microsoft sparse show me a very detailed e-mail that he had written on a previous job about everything that is wrong with their extremely complicated to point and was the beast like it was here that it was mostly manual they were managing like a couple hundred machines it was bad like the deployments 2 days and didn't always work surprised and he was that that job for years and when he showed me that message I noticed that it's like it had been forwarded so many times but like he and his he probably recent that you know about 20 times to like different groups of people or sometimes the same people or whatever but on the Soviet a lot of good value of that now and that it's totally annoyed that in 8 years who was a bad job this stuff did not get fixed right like this but you know some of did and lot of that didn't but but hesitant have to emotionally revisit every single thing that was wrong anytime somebody's like ball by that 2 point of helicase that is no harder on like you know he was pretty there'll so he got a lot of value that and he came up is really organized and really consist because users like you know I told you this and telling you the government new maybe even taken and so here you know although another of my favorite canned responses which many people who work at the producer is that's interesting and I of which is kind of weird 1 that like that but it's for me it's because I feel like I come across as less coherent when I get sucked into having a conversation that I sort of don't have but like it might be because I had too many times that might be because I'm not really prepared to have this conversation on it might be because of I don't know if this is true for lunch I really just wanted only OK home but sometimes it's just what letting the conversational voice now and go that's interesting ah I have to think about it like as a way of doing that so another 1 conscious you suppressed so by her mistake is just a fancy word for a strategy that you form from previous experience with a similar problem and you we do this all the time like we might have a Mossberg but we say things all the time like i'll case you having this problem that's where did you want the locked file right on the a date you know let's say so OK did you upload letters version is the thing that you're looking for actually there but like so we know we just apply these all the time like somebody gives us a problem as our own like we're not really doing exact pattern matching to things that we've seen before but we know it's probably in the neighborhood of something like something we've seen before so before others suggested so I really like her text because they give me a way of getting a bad assumptions and I use a lot of time but I used to don't divide my own stuff as well as other people's and I have a the way that I do is I have some questions that I can ask about a wide variety of problems like what problem are you trying to solve what he believes that 1 day on
because you know when you radical in its you kind of forget what Jack you were trying to shave and it's kind of good to light have been brought back to life OK so when I really trying to do here on another 1 that I been not ask a lot of so why we have to do it this way like what are the alternatives like what can we do instead do we have to build this thing on because you know the shot the software that you don't have to build this is good software we like that so another general category of tactics on I think of as Corel your conversation and this is really about organizing the conversation up front so that it just kind has your chances to wander off into the weeds on and remember this is a public service right in coherence is contagious so once 1 person ever gets that everybody else goes there to and you to start kind of like water and I'm like hello everybody else here so what I mean by Corelli conversations on sticky notes there your friend right so sticky notes are a great tool to hand in hand when you know ahead of time that the conversation is likely to wonder on years ago I worked at a company with somebody who was a very smart guy on very good to work with but he went off on tangents very long tangents and a bunch of us got really frustrated because we would go go go and ask a question on that this was a person or because we were still like actually co-located physically and you got him and you'd ask a question and you walk out of his office in our later having heard a lot of words but just like wait with that of therefore what was like trying to get the help with like don't remember anymore which is kind of the moralizing right so what we want to do is we learn to write or questions on a sticking out and carry it with us so that when we went in there we have a sticking out and every time he started wondering we could sort of look at the sticky notes at all right that's what I meant to ask i and you like we were pretty so we try to be pretty subtle about it and I don't think he ever noticed or his feelings were hurt if he dead or maybe he just thought I don't know they think they're really forgetful so there so there the question that I you know it you know it will the reason but I can see the concerns that people have about doing a very explicit instrumental haptic like that but it it actually worked really well and it made it easier for all of us to work together so another sticking out technique that I learned recently on this from 1 of my friends who when she knows she has to talk about a problem which is likely to become less coherent for whatever reason like it could be it something that she is really feeling very emotional about or as something that's really complicated and she has all the context and nobody how else have any other on what she does is she writes and rewrites what she wants to stay until it that's a mistake and by the way it is totally a victory if she can boil down what she wants to stay until it hits on a smaller sticking out so and this is about containing what you what would you say it so that it can fit into somebody else's brain of so another 1 of his OK another technique that you can do is you can invite specific responses on I think that this 1 is the you know this 1 takes a little bit of practice on and it takes a little bit thought like you can't just do it like this it's hard to deployment of the money that's really what I'm trying to say but what a specific responses well on this is a sketch of a new feature to do what's right like when using reasonable request right like but the thing that you think the person is looking for but they're probably not looking for exact perfect you know this is going to be a production tomorrow it's like late in 0 OK this is an idea somebody is trying to say this is how I'm thinking about it like like giving you have a broader scope to talk about it on so if you've done tech revealing for on protect looks like it's very common for people to say I want feedback about content and I don't really care about spelling and punctuation right so you know it's very specific it's it's very bounded on it might not be what you're able to do but it's very specific and there about it the a really good 1 to use when you are teaching or when you are on training convey something called somebody else is so is what I'm saying making sense to you might get that feedback as you go so that you know you don't want your so the coil trying to explain something to somebody because you can see that they're not getting it and just try to explain Hough on there so I think that's I think those are those those suggestions on at all scales to stress of the conversation at sometimes I and everybody has worth of may have heard me say this right like a when I decide was really complicated I think I can say it more simply we do lot like me to try again and I think I know then take no for an answer rightly filling the air with words is totally not helping you they on the outside and people who are drowning in a stream of their own words are often relieved when somebody else just put takes that conversation puts it out of its misery although humanely it if OK so attacked those those those the sort of my suggested tactics and it kind fall into 2 classes rightly really there's don't go there and there's if you find yourself going there stop in turn around thanks very much on I using you have but it's like it if it were easy we would all be doing it and we're not doing it and they're certainly not all doing it all the time so OK strategic questions which do not ask yourself these questions in the moment because if you think about them too hard and you should think about the heart rate but if you think about them too hard when you're trying to do something like talk to a person in your brain will freeze on he will not become more coherent but these are questions that it's worth thinking about when you're not under pressure because they will help you determine whether tactics are the so 1 of them people when we were doing speaker training in a controlling interest audience audience audience like core you talking to what to they want from you like to go through the list of people or the classes of people that you interact with frequently and asks the and think about like so how OK so how these interactions gone from a like to I like talking to these people do I dread talking to these people why 200 talking to these people and if you feel able to ask some of them directly for feedback it's probably worth doing that really asking the something that they would you know how you know how does it feel interact with you are the things that they would like from you that you know that it's not doing alone
another 1 and another piece of that as like are you having the right conversations with the right people and so this is sort of a circle commitment model which is below on this was originally developed by a pastor of a very large church and it has caught on and then modified by a bunch of different kinds of organizations but I thought is useful as a way to organize my thoughts around what conversations having with what groups of people because a lot of us especially when we're involved in something very deeply we tend to just sort of treat everybody like the core that like everybody is sparse they share the same priority as they share the same goal so states share the same level of commitment and you know that's just kind of not true and we treat everybody like the core you know like but their priorities are exactly hours of there just as as dedicated to them as we are that just as the door wide open for a coherence to moderate only you here there's a lot of metrics that like a thing that I hear a lot of people talk about metrics is my audience everyone because everybody should care about this and well home I don't think that's helpful greatly it's probably true that everyone should care I can tell you that everyone is not going to care in exactly the same way at exactly the same time about exactly the same thing like they're just not the the
so another strategic point is is very different conversation you need to have on and I actually think this is I will preface this by saying that I think that 1 thing that causes people to give a is that they really want to have a different conversation and that conversation is trying to sneak its way into the 1 that the actually so what we find ourselves Salisbury every conversation around to some topic we need to stop that could we really need to light something that is remaking other people not only here about what evidence right like the tools that I totally do not use because somebody has shown up every time like I have my hands full something and wanted to tell me how if we were using tool we would not be having this problem today but and they could be right like I am not disputing the correct this 1 there but that is not the conversation I needed to have all another thing to say is that different conversations like that's actually I think a place where I'm word learners can push right because a lot of times we tried that we try to fit in training into these very operational very on pragmatic conversations that we're having about how you do this thing we wanna do is to get the done and a lot of times but I find is that what people are learning they need to have a little bit of a wider conversation so examples so
there's historical ones like buying did we switch from back to you when we switch from other be back to PostgreSQL right on speculative what would be the reason to switch from under debate about stress don't answer that on the deep technical questions or conversations rightly so Julia Adams wrote this really awesome blog post called ask good questions I think that that sort of a good on weighted trains some of these things like a like a good way to talk about how you initiate having a conversation that's a little bit wider ranging that's how I do this thing right now on active ones like I am unhappy about whatever its rhetoric and these are conversations that might be happening for you they might not be happening for you just based on you know like what you're doing if you happen to be paired with the tends to be around when you feel like talking about so another 1 how much conversational spaced you tend to occupy along so imagine you're really excited to learn about something and I'll just a distributed systems out there because it's appeal that attracts this particular thing hope but any time somebody even thinks about distributed systems around you like there you are like you want to talk to the right which is a really excited you wanna hear what they have to say you want share what you've been reading right like and I think that it's like it sometimes lost them and sometimes the thing always comes with the place but did you pay no attention to the speed to these conversations to know whether you your interjection is relevant or whether people are OK with being pounced on Muller thinking about distributed systems are like maybe 2 people are talking about something that's really stressing them out with you know some system that they're working on on maybe like this is a one-on-one where 1 person really wants to hear very specifically with the other person thinks about this and it is not ready to take a the back like having somebody shop and such you know what I read this really cool paper about the rest there a In might not you know it's it's not that's a useful right arm on the side like imagine a time when you were so nervous about asking for help debugging a problem that you've been working for a really long time edit and the the nervousness is partly because you've been working on it for a really long time and you're ready to be done but you also feel bad about working on for so long so you finally get somebody new paying attention and you just blurt out everything that you tried in 1 big 1 sentence right anybody ever done this item totally demonstrate like and this is a place where like you're so concerned about not taking up space that you were really thinking about whether anybody to process that 1 sentence I like a late start now what did you do I don't know but it on the other the other thing you know like those are all things that think about like they will help you in a moment but thinking about them I think might help you so my last thing is like strategy is situate yourself and this goes back to my original definition of coherence as a good use of of available bandwidth where like how much bandwidth due you really have in in a given interaction so
we are not brains in jars isolated from our environment right like if someone is over then it's really really hard for you to talk to them about something that's totally outside of the content-related just as like the available bandwidth there is just not that big if you're not person like hockey you use that and with the best right like if you're outside of that all what are you doing to make room for that person to talk about stuff because you don't like it like the then with goes both ways right like they're probably going to have a really hard time reading stuff to you on so like that's lower than that of your situation matters right like another 1 is if you're just dealing with people who are not organized enough to be able to be transparent right and this happens a lot the you know every interactions that require extracting painting in a ton of information and a ton of the context and this is not a situation that makes people feel a sound more coherent so at the end of the day I'm some of these might be things that you can fix like you sort of can't really do anything about somebody else being overworked or be the only person who knows about whatever it has all but we can try to do is you can try to implement a try to pick your tactics well on and try to do them as effectively as you can and acknowledge the constraints that you have the all so that's pretty much it and I'm going
to do is slightly geeky thing and we do the last line of that's less down the by William Stafford called a ritual to read to each other on and it is a poem about people missing each other like ships in the nite before it is important that awake people be awake or breaking line may discourage them back to sleep the signals we get yes or no or maybe should be clear the darkness around us as deep thank you and the
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Metadaten

Formale Metadaten

Titel Faking Coherence for Engineers
Serientitel Chef Conf 2017
Autor Lam, Yvonne
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 10.5446/34581
Herausgeber Confreaks, LLC
Erscheinungsjahr 2017
Sprache Englisch

Inhaltliche Metadaten

Fachgebiet Informatik
Abstract Many of us have kicked ourselves after giving a bad explanation of a familiar topic or sounding less than competent when discussing a less-familiar one. This talk will cover how we improve at sharing what we know and at being clear about what we don't know, both as individuals and as teams.

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