4 ms·

> I strongly suspect that developers moving from writing code to managing agents to write code for them is very similar to developers moving into leadership and

> I strongly suspect that developers moving from writing code to managing agents to write code for them is very similar to developers moving into leadership and management roles and managing ICs to write code for them. I disagree. From ICs that I lead, I expect that they learn fast. On the other hand, LLMs are basically incapable of improving. Another issue that I can see is that I don't particularly like eager new colleagues who come up with (hallucinate) wrong answers. At the beginning, if you are uncertain, learn, and if you have questions that learning does not answer by itself, ask questions. But strongly avoid hallucinating answers. New colleagues can be taught that, LLMs not so.

onion2k 4mo ago
New colleagues can be taught that, LLMs not so. LLMs can be 'taught' though. You can give them additional context or instructions. The difference is that they can't really teach themselves. This is roughly what I'm saying - someone who's managing an IC can steer them on the right course, and someone who's managing an agent can also steer it on the right course, so teaching someone how to handle ICs well gives them skills that are also applicable to handling agents well. It's not perfectly analogous obviously because ICs are people and need to be managed as people, but I really think the skills are quite transferable in one direction. I'll add that I don't think someone learning to manage agents would necessarily become a good people manager.
- Planktonne 4mo ago
  > LLMs can be 'taught' though. You can give them additional context or instructions. That's not teaching. Giving someone new information in the moment does not amount to giving them new long-term capabilities.
re-thc 4mo ago
> I don't particularly like eager new colleagues who come up with (hallucinate) wrong answers. People are most likely to come up with suggestions and ideas earlier rather than later. Often they’re not learning what is “correct” but just how to “fit in”. A fresh perspective can be good even if flawed. It can help others spark new ideas and think outside the box.

onion2k 4mo ago

New colleagues can be taught that, LLMs not so. LLMs can be 'taught' though. You can give them additional context or instructions. The difference is that they can't really teach themselves. This is roughly what I'm saying - someone who's managing an IC can steer them on the right course, and someone who's managing an agent can also steer it on the right course, so teaching someone how to handle ICs well gives them skills that are also applicable to handling agents well. It's not perfectly analogous obviously because ICs are people and need to be managed as people, but I really think the skills are quite transferable in one direction. I'll add that I don't think someone learning to manage agents would necessarily become a good people manager.

Planktonne 4mo ago
> LLMs can be 'taught' though. You can give them additional context or instructions. That's not teaching. Giving someone new information in the moment does not amount to giving them new long-term capabilities.

re-thc 4mo ago

> I don't particularly like eager new colleagues who come up with (hallucinate) wrong answers. People are most likely to come up with suggestions and ideas earlier rather than later. Often they’re not learning what is “correct” but just how to “fit in”. A fresh perspective can be good even if flawed. It can help others spark new ideas and think outside the box.