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My reply was worded to mirror "...I've come to the conclusion that software managers are not needed." which is obviously nonsense. "Developers aren't some spec
by fghfghfghfghfgh 5y ago
My reply was worded to mirror "...I've come to the conclusion that software managers are not needed." which is obviously nonsense.
"Developers aren't some special creatures with one dimensional fixed mindset. They can do whatever that needs to be done."
Yes, but it is ok to generalize in a broad discussion like this one. Otherwise we can have no meaningful conversation. In general managers do not understand developers. And in general developers do not understand management. Those that are good have been exposed to both sides.
I never diminish anyone but it is naive to think that everyone contributes equally.
- e_d_e_v 5y ago> which is obviously nonsense. I think I've observed enough of this sentiment over the years, from some very smart and successful people, to come to the conclusion that, if it is nonsense, it is non-obvious. > I never diminish anyone Perhaps you never _intend_ to diminish anyone, but to some, your statements may reasonably appear to be diminishing some cohort.
- jpseawell 5y agoI definitely agree that (in general) devs and mgmt do not understand one another. I think this is bc one practices abstraction while the other practices persuasion. I see these two forces as equal and opposite. A yin and yang kind of thing. It appears that the best orgs have these two things in balance.
- warkdarrior 5y agoHow are abstraction and persuasion "equal and opposite"? They seem to be completely orthogonal activities.
- jpseawell 5y agoMy idea is that the skills required to build things are at odds with the traits/skills required to persuade. My cherry picked list: Building: honesty, introversion, reason Selling: charisma, extroversion, empathy
- billytetrud 5y agoDon't mirror someone's words if you don't mean it. You're just being a disingenuous ass by doing that.