31–40 of 150 posts
Earlier quoted context omitted.
Or, stay with me here, the LLMs were trained on how we, statistically, write.
There are typical LLM voices and styles, just like human writers have differentiated voices and styles. And some common elements of the typical LLM style are distinct from humans I've previously read.
Earlier quoted context omitted.
Or, stay with me here, the LLMs were trained on how we, statistically, write.
There are typical LLM voices and styles, just like human writers have differentiated voices and styles. And some common elements of the typical LLM style are distinct from humans I've previously read.
So much of what makes high-functioning teams work is a sense of ownership and stewardship, and what makes low-functioning teams break is a lack thereof. Someone with pride, drive, and a high standard feeling responsible for a particular area or thing.
In the past, that ownership could be individual or collective, but with AI and a lot more lane-crossing, ownership should tend toward smaller groups (or individuals).
A developer can design, but a designer needs to review it. A designer can code, but the owner of the code must review it.
This might feel like gatekeeping, but it's the only way.
Earlier quoted context omitted.
How so? Could you give some specific examples?
My experience moving between startup/SME/corp: Smaller teams have more agency to move and usually team members with broader responsibility and understanding of the systems. Also possibly closer to stakeholders, so are already involved in specification creation and know where automation can add value. Add an AI agent and they can pick and choose where they can be most effective at a system level. Bigger teams have cle…
Unfortunately I think Cognitive Debt is the cry of the software craftsperson who thought they were an Engineer. Upon working with the agent subcontractor, the agent factory, the agent part vendor, they approached it as a craft; they found themselves wanting to walk through the offices of the subcontractor reviewing screens, inspect pieces at the factory, and get the internal design for the parts they ordered. It's na…
Unfortunately I think Cognitive Debt is the cry of the software craftsperson who thought they were an Engineer. Upon working with the agent subcontractor, the agent factory, the agent part vendor, they approached it as a craft; they found themselves wanting to walk through the offices of the subcontractor reviewing screens, inspect pieces at the factory, and get the internal design for the parts they ordered. It's na…
Because waterfall software engineering has been so successful, right? ;-)
Cognitive Debt has existed much earlier before LLMs became mainstream. Technical people got good at their jobs and then was promoted to management. After time they lost their technical abilities but if they are a good manager they kept up to date with the technological landscape and used their engineering thinking to ensure that the people below them worked to their optimum efficiency to achieve the companies goals.…
Bingo. If I wanted to spend my life managing incompetent sycophants, I would've studied for an MBA to try to rise the ranks at McKinsey.
Earlier quoted context omitted.
Because waterfall software engineering has been so successful, right? ;-)
Because agile has been so successful, right? ;)
Its more and more clear to me that AI is a force multiplier for small teams and hobby workflows, but seems to have diminishing returns for larger teams.
How so? Could you give some specific examples?
Large teams prioritize service resilience and depth of coverage.