I saw the effect of silently forcing hard-core SSR on my team over the last few years. My trick was to not give anyone any say in the matter. I built a product

I saw the effect of silently forcing hard-core SSR on my team over the last few years. My trick was to not give anyone any say in the matter. I built a product vertical that demonstrates how it is possible to handle not just the happy path, but also the unhappy edge cases. It is one thing to push an abstract policy/principle. It is another to hand someone a live, working implementation of a policy and request that they keep moving down the indicated path. I don't think SSR is a Thiel Truth. I think leadership is. If you want to see more SSR in the world around you, you have to build more SSR experiences and teams around them. Letting a room full of arbitrary developers sit around a conf call and come up with "the tech stack" is how you wind up in a hurricane of bullshit most of the time. At some point someone needs to ask the question "are we here to make money or have fun?" which should quickly highlight your ideal candidates for CTO/dictator.