I think people in India visit dentists less frequently compared to say people in the USA. But in my experience the situation is similar. I have been charged for 3 x-rays (on different occasions, when I visited dentists for different reasons) because one of my wisdom teeth is a little misaligned and every time they told me it's ok now but to be safer side it'd be better to extract it now because eventually it will... shall we schedule an appointment for extraction, etc.

On the other hand, once they showed me how all my teeth look- high resolution digital images- uneven surfaces, edges, gums, etc. and looking at those zoomed images on screen was not pretty. Imagine looking at the internal organs, etc. Thank God, the machinery works.

Also, as the video I linked in the previous comment says: 'our first instinct is to blame people in the system and that is a low leverage response...actions people take are possible, feasible, and rational because of the universe in which they exist.'

I am not sure if you've read the book. But even though you've not used terms like feedback loops, etc. I think what you are saying is not much different from what the book says.

If interested, a chapter wise summary of Thinking In Systems https://www.youtube.com/playlist?list=PLL6RiAl2WHXEU04zFYyWr...

I liked the observations like:

'long-term behavior provides clues to the underlying system structure. And structure is the key to understanding not just what is happening, but why'*

'Purposes are deduced from behavior, not from rhetoric or stated goals.'

'Large organizations of all kinds, from corporations to governments, lose their resilience simply because the feedback mechanisms by which they sense and respond to their environment have to travel through too many layers of delay and distortion.'

* 'Structure generates behavior' as stated in the video: https://www.youtube.com/watch?v=o-Yp8A7BPE8

edit: Not exactly as I remembered, but it's a PG tweet: Prediction: In the AI age, taste will become even more important. When anyone can make anything, the big differentiator is what you choose to make.

https://x.com/paulg/status/2022604692178522562

"Into the face of the young man who sat on the terrace of the Hotel Magnifique at Cannes there had crept a look of furtive shame, the shifty, hangdog look which announces that an Englishman is about to talk French." - Wodehouse, The Luck of the Bodkins

"When he was nearly thirteen my brother Jem got his arm badly broken at the elbow." - Harper Lee. To Kill A Mockingbird

"Scarlett O'Hara was not beautiful, but men seldom realized it when caught by her charm as the Tarleton twins were."- Margaret Mitchell. Gone With the Wind

Your favorite was the first I saw. Just FYI.

But for something like netflix, I create a list. And when I start repeating something like Seinfeld, Breaking Bad, etc. rather than not-yet-watched items from the list, I cancel the subscription. And I don't renew till some time passes (6 months). Only then there are a few different movies/ series I can add to the list.

Yes. At one point I thought a set of good programs can be composed into a good architecture. Then at another stage- with agile, etc.- I was thinking about evolutionary architectures.

But experience and dealing with different kind of problems and systems work best. Also, I have seen Conway's law hold when many other patterns, principles fail.

Books like Garlan Shaw are good but help if you have some experience. Some other books/ courses like Neal Ford's help, but for me those helped only to know the terms/ ideas. Practice and rewrites, tech-upgrades helped more. Also, books like Michael Nygard's Release It.

Also, a few other things may also be there- people won't make noise if someone steals snack packets, but they may make noise if someone steals laptops.

Also, if one person steals it may get pointed out more than if a lot of people steal- where stealing is culture, etc.

https://www.scienceandindustrymuseum.org.uk/objects-and-stor...

https://www.youtube.com/watch?v=F7r1GnG9cQ8

Comments URL: https://news.ycombinator.com/item?id=46655954

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I read the last sentence 'And boy, there's a lot of cron jobs running at HP.' in Newman's voice:

From the Seinfeld episode The Diplomat's Club:

"I took over his route. And boy, were there a lot of dogs on that route."

I agree with the detachment part but when I write about technology, books, ideas/ thoughts, etc. I generally find it 'easier' to imagine as if I am talking to someone in front of me and write in a conversational style. I liked that a couple of my favorite fiction writers used this style and sort of followed it.

1. For a non-manager, an indication that there is good management (project, process, etc.) in place is that the management aspect sort of seems to disappear/ moves into the background.

2. Communication becomes efficient or smooth.

How is it achieved?

1. High level goals and metric. And incremental upgrades to those. I think people/ teams need to get comfortable with one set of those before you want to improve better those metrics. Jira story points and velocity are not good metrics.

2. A manager acts as a buffer. A manager absorbs some shock and filters some data/ emotions which would otherwise flow between one (ideally more) pair of layers: one above them and one below them.

3. One kind of non-sense (from many kinds) is that people- junior or senior- are 'trying to prove their value'. This is why some people speak unnecessarily in meetings, emails go back and forth, senior management chimes in on low level issues, etc. A couple of good managers I saw were able to limit that- over a period of time.

Comments URL: https://news.ycombinator.com/item?id=42712336

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