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I would love to read a Malcom Gladwell book on this topic. It touches on a core truth, not only in engineering but in society as a whole. Three examples from di

I would love to read a Malcom Gladwell book on this topic. It touches on a core truth, not only in engineering but in society as a whole. Three examples from different spheres: In software, I've seen repeatedly how new hires with big ideas (and youthful confidence that they know a better way of doing things) will come into a company and want to rewrite things "properly." In one management position, much of my role involved the politics of defending a well-working, well-maintained, big-revenue-driving application from a steady onslaught of such ambitious exuberance. At the time, I thought "this must be the same phenomenon that drives shrinkflation": new MBA arrives at pickle-making company, seeks to bolster their career by demonstrably saving the company millions, convinces execs to put one less pickle in each pickle jar, consumers won't notice; step 3: profit!! In 2022, when you buy a cereal box, it's half air on the inside. In 1980, it was only 20% air. I also shake my head when media pundits equate the success of a particular congressional session with the amount of new legislation they pass. I can imagine no simpler way to cruft-paralyze a democracy (while following the rules) than "releasing laws early and often."

SQueeeeeL 4y ago
Shrink-flation is driven by short term quarter earnings thinking. Reducing the amount of your product (and therefore it's overall quality compared to competitors), is an act of cannibalization of a brand. They may increase profits for a short time, but as consumers realize what's happened, ultimately they see the brand as not having standards and lead to it becoming a commodity. A small group of long term invested owners would never do such a thing, because that would be 'killing the goose who laid the golden egg', but modern shareholding has no loyalty to quality.
klodolph 4y ago
> In software, I've seen repeatedly how new hires with big ideas (and youthful confidence that they know a better way of doing things) will come into a company and want to rewrite things "properly." In my experience, these new hires are right a certain percentage of the time, and wrong a certain percentage of the time. I can take no default position here. I tell new hires that they're gonna see something that offends their sensibilities about the way code should be written. That puts them in the center of a conflict. On the one hand, they believe the code should be written differently. On the other hand, someone else wrote the code that way for a reason. Their first step is to dig in and figure out the reasons on both sides--why it was written one way, why they think it should be written another. The second step is to figure out what the consequences and risks are of making changes or not making changes. The way I think about it, I want to simultaneously keep the software working, and protect the "flame" that new engineers have to improve things--something which can be all too easily extinguished.
- ftlio 4y ago
  Reminds me of https://en.wikipedia.org/wiki/Wikipedia:Chesterton's_fence https://en.wikipedia.org/wiki/Wikipedia:Chesterton's_fence
- strawhatguy 4y ago
  That’s a sensible way to temper newbies enthusiasm with experience. Newbies may be right in that a system would be better rewritten; but often wrong that they think they can do it ‘properly’. At least, if they dive straight into it. So making them use the Charleston’s fence approach is a good one.
  - strawhatguy 4y ago
    Gah! Chesterton's

SQueeeeeL 4y ago

Shrink-flation is driven by short term quarter earnings thinking. Reducing the amount of your product (and therefore it's overall quality compared to competitors), is an act of cannibalization of a brand. They may increase profits for a short time, but as consumers realize what's happened, ultimately they see the brand as not having standards and lead to it becoming a commodity. A small group of long term invested owners would never do such a thing, because that would be 'killing the goose who laid the golden egg', but modern shareholding has no loyalty to quality.

klodolph 4y ago

> In software, I've seen repeatedly how new hires with big ideas (and youthful confidence that they know a better way of doing things) will come into a company and want to rewrite things "properly." In my experience, these new hires are right a certain percentage of the time, and wrong a certain percentage of the time. I can take no default position here. I tell new hires that they're gonna see something that offends their sensibilities about the way code should be written. That puts them in the center of a conflict. On the one hand, they believe the code should be written differently. On the other hand, someone else wrote the code that way for a reason. Their first step is to dig in and figure out the reasons on both sides--why it was written one way, why they think it should be written another. The second step is to figure out what the consequences and risks are of making changes or not making changes. The way I think about it, I want to simultaneously keep the software working, and protect the "flame" that new engineers have to improve things--something which can be all too easily extinguished.

ftlio 4y ago
Reminds me of https://en.wikipedia.org/wiki/Wikipedia:Chesterton's_fence https://en.wikipedia.org/wiki/Wikipedia:Chesterton's_fence
strawhatguy 4y ago
That’s a sensible way to temper newbies enthusiasm with experience. Newbies may be right in that a system would be better rewritten; but often wrong that they think they can do it ‘properly’. At least, if they dive straight into it. So making them use the Charleston’s fence approach is a good one.
- strawhatguy 4y ago
  Gah! Chesterton's