71–80 of 179 posts
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Author is 20 according to bio. It’s probably reasonable to expect GPT-3 and 20 year old tech guys to sound very very similar. The tech will make its way up the age ranges.
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My bet would be something like: "haha, yeah it's ridiculous, right?" IME it's sadly common for an organisation to have a Problem, for everyone to acknowledge there is a Problem, for someone to even come up with a roadmap to solve the Problem...and yet nothing will change because there is some ineffable disconnect between knowing and doing. Really it seems to come down something like "well, if we're going to go to all…
> or, "good idea, let's add a weekly meeting to monitor fixing this issue" At one company, we started having daily "show and tell" meetings at the end of every day in addition to daily morning standups. I said during a retro that these were causing extra stress for the team, and felt unnecessary. The team lead responded to that by making them 15 minutes longer, because he claimed the stress was just coming from team…
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Believe it or not, most people are worse writers than AI. This is why liberal arts degree programs are valuable. You get this kind of nonsense out of your system early and won’t end up thinking it’s profound and interesting to other people.
I find myself wanting to write, but petrified that what I'm writing is banal and I only think it's profound and interesting. I suppose I could write some and show it to someone or mail a sample to a publisher.
I consider that very different from writing to communicate to other people though, and a lot of people unfortunately don't make the distinction.
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Author is 20 according to bio. It’s probably reasonable to expect GPT-3 and 20 year old tech guys to sound very very similar. The tech will make its way up the age ranges.
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If they're already working full time in there 20s then they didn't go the traditional educational route where you "refine" / calibrate your writing standards. What people consider good writing is sometimes recursively defined in terms of other good writing. We've been indoctrinated. Analogous to the way we've been trained to believe Google is the best search engine, when we've honed in a way of writing search queries that don't do well in other search engines.
As someone who has been in the industry for 20+ years I've noticed changes that may have lead to this point. Daily standups, meetings, gluing frameworks Daily standups are is a one size solution to a communication problem. Daily standups shouldn't be necessary with a team constantly communicating. Daily standups leads to cutting projects into small daily tasks. This leads to a system of micromanagement and it doesn't…
If you don't think you're needed in a meeting, say so. Give a reason like "I have nothing to add to that discussion." or "There's no agenda so I don't know if I'm needed." or simply "I'm busy, I think my time would be better spent on story 123." Make the people who invite you start to consider if you're really needed[1].
Also, create your own "meetings" by putting blocks of focused coding time in your calendar where you're unavailable to other people.
Part of your job as a dev is to organise your time well. You can't just delegate that to other people. If you're saying yes to every invite, and then you sit and don't have anything to add, then you haven't done your job properly.
[1] They might stop inviting you, and then you'll have less input on things and less visibility to management (which mean you were needed in the meetings after all). Make sure you're happy with that before you try this strategy.
I feel like a caged animal. I have no freedom whatsoever and I have to fit a schedule of grooming epics that someone else has defined. I am really unhappy and will leave asap. I have never felt like this at any other job and if OP is also part of an agile process then I would guess that is the issue.
As someone who has been in the industry for 20+ years I've noticed changes that may have lead to this point. Daily standups, meetings, gluing frameworks Daily standups are is a one size solution to a communication problem. Daily standups shouldn't be necessary with a team constantly communicating. Daily standups leads to cutting projects into small daily tasks. This leads to a system of micromanagement and it doesn't…
"Developers are expected to attend meetings more than ever. The focus required to deep dive into complex issues get's broken with meetings that developers shouldn't be attending. You can attend meetings or you program rarely can you do both effectively on the same day and rarely can you get the focus you once had." Agreed. when I started in the 90s I often got several months of focused work without many interruptions…
I did that too. Quite often the project failed after those months because we'd built the wrong thing, or the landscape had changed, or the customer had failed to spec what they needed well enough. This was the "Waterfall" methodology, and Agile, with all its meetings, is specifically designed to fix that problem.
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I'm curious, how did your boss respond to that?
My bet would be something like: "haha, yeah it's ridiculous, right?" IME it's sadly common for an organisation to have a Problem, for everyone to acknowledge there is a Problem, for someone to even come up with a roadmap to solve the Problem...and yet nothing will change because there is some ineffable disconnect between knowing and doing. Really it seems to come down something like "well, if we're going to go to all…
I kid you not.
p.s.: "I have an idea as to how we could streamline our processes!"
As someone who has been in the industry for 20+ years I've noticed changes that may have lead to this point. Daily standups, meetings, gluing frameworks Daily standups are is a one size solution to a communication problem. Daily standups shouldn't be necessary with a team constantly communicating. Daily standups leads to cutting projects into small daily tasks. This leads to a system of micromanagement and it doesn't…
> Developers are expected to attend meetings more than ever. How do people deal with this? I'm expected to take on more and more meetings and my time to do deep work diminishes as I go on. I'm curious to learn more from people who are handling this well.
Working as an IC I just don't accept invites and don't attend. With the following exceptions:
- Weekly review/Agile flavour meetings with my team
- Meeting with a team member to solve a specific issue
- A manager/VP/CTO _explicitly_ makes it clear _my_ presence is required
Perhaps I've been luck with my managers or perhaps it comes with seniority but I've never got any negative feedback on this. Most people invite you in for stuff just as a passive listener.
When I'm doing contract work I make it clear I am available for milestone review meetings and everything else is surcharged billable hours.