(…) the number-one indicator of a successful team wasn’t tenure, seniority or salary levels, but psychological safety.
Think of a team you work with closely. How strongly do you agree with these five statements?
- If I take a chance, and screw up, it will be held against me
- Our team has a strong sense of culture that can be hard for new people to join.
- My team is slow to offer help to people who are struggling.
- Using my unique skills and talents come second to the objectives of the team.
- It’s uncomfortable to have open honest conversations about our team’s sensitive issues.
Teams that score high on questions like these can be deemed to be “unsafe”. Unsafe to innovate, unsafe to resolve conflict, unsafe to admit they need help.
In this paper, we make the case that the high-productivity digital firms are starting to generate a new middle class. It’s a virtuous circle. Consumers flock to those firms because they offer lower prices and better service. Workers migrate there from low-productivity firms because the high-productivity firms offer better wages for the same occupations—and, often, steadier hours and better benefits.
While it might look like an overnight success in hindsight, the story of React is actually a great example of how new ideas often need to go through several rounds of refinement, iteration, and course correction over a long period of time before reaching their full potential.
A person like Martin Luther King Jr. wouldn’t be able to rally people to realize his great dream today. He would be as desperate for hourly retweets as the rest of us, gathering “likes” from followers on Facebook as a substitute for marching with them. Imagine John F. Kennedy attempting to rally national support for a decade-long race to the moon? The extreme present is not an environment conducive to building lasting movements.
But without a guiding narrative to make sense and create purpose, we end up relying too much on whatever happens to be happening in the moment. When it occurs, we over-respond to the latest school shooting. But over the long term, we lack the resolve or attention span to do anything to stop others from occurring.
— How technology killed the future, Douglas Rushkoff
I want to push the idea that concepts are the real win, and they can be expressed in many different ways.
— Dumb Redux, Tom MacWright.
Guillermo Rauch, sobre el proceso de rediseño de VideoPress.
In general, comparing frameworks in terms of features seems inferior to examining the model it imposes on the programmer.
The latter will inform you about how well the code will fare over time as the product matures and the team grows, but the former won’t. It will also empower you to foresee what the evolutionary path of the technology looks like.
— Guillermo Rauch, en Pure UI, sobre el proceso de rediseño de VideoPress.
Hazte responsable de tus decisiones, entiende el contexto del proyecto y no seas vago.
— Lo que significa ser un buen programador, según Havoc Pennington.
Stripe anuncia que ofrecerá contratos a equipos de entre 2 y 5 personas. Las razones:
Do you know anyone who makes you incredibly better at what you do? People who motivate and inspire you, complement your strengths and shore up your weaknesses, help you achieve things you could never do on your own? Maybe it’s your old co-founders, your college roommates, your collaborators on an open source project, or even your siblings; whoever it is, you’re stronger as a team than you are apart.
I’ve been around the block and shipped a lot of software. I’ve worked at tech companies ranging from three to 10,000+ employees. I’ve built software that’s been given away for free and sold for $50M license fees — and just about every price point in between. Every one of these products was developed and delivered differently, and after having the chance to compare and contrast them all, I’d love to reveal the one true way to ship software.
I’m abashed to confess that I cannot.
— Jocely Goldfein, The right way to ship software
Según Jocely Goldfein (VMWare, Facebook), no existe the one true way to ship software, sólo trade-offs y contextos para los que uno optimiza. Como complemento a este artículo, recomiendo oir a Beck hablando de qué variables determinan el contexto de uno: tiempos de release, negocio y prácticas de ingeniería.