I can't say I agree with forcing your team to use your own personal "framework" of approaching a problem or else you'll get "feedback".
> Sometimes I will give feedback to people when they are missing steps in the framework, or are poorly executing some of the steps. I expect the same feedback in return.
I also don't like that urgency is built in as the standard process either, no wonder everyone is burnt out.
Acting with urgency is a bit at odds with discovering flaws in your plan. If you're sprinting you're less likely to notice smells and things that are inelegant, more likely to paper them over. That said, there is a time for urgency. Just not every single task.
Steps 1–5 of his framework are increasingly formal ways of saying “figure out what’s going on before doing something,” followed by step 6: “then do it fast”
This seems strongly aligned with the Amazon doc-writing and decision making process. I found it to be unusually effective as a business process, and took it with me when I left to my current role.
Making thoroughly informed decisions and iterating on a decision doc before committing to a direction and plan is better than every alternative I’ve ever observed in my career.
The criticism I’ve read thus far on this thread seems unwarranted. I give the same kind of feedback to my mentees when their work product or process could use improvement.
This is what happens when you let things get to your head. You work on a (highly inefficient, often broken) piece of extremely basic software by prompting a slot machine and hoping it works. Calm down and stop forcing your shitty framework on employees, you're the most replaceable cog of all.
I can't say I agree with forcing your team to use your own personal "framework" of approaching a problem or else you'll get "feedback".
> Sometimes I will give feedback to people when they are missing steps in the framework, or are poorly executing some of the steps. I expect the same feedback in return.
I also don't like that urgency is built in as the standard process either, no wonder everyone is burnt out.
> 6. Act with urgency to achieve the goal
Acting with urgency is a bit at odds with discovering flaws in your plan. If you're sprinting you're less likely to notice smells and things that are inelegant, more likely to paper them over. That said, there is a time for urgency. Just not every single task.
It’s basically OODA loop, which is itself just as descriptive of how people act and adjust than it is prescriptive.
How else would you describe iteratively solving problems?
But if you don't only surround yourself with people who think exactly like you, how will you ever recruit an army of yes men and women?
Nothing more annoying than a manager with a personal know-it-all framework requiring people to follow it or else they get "feedback".
He's often wrong, don't you know.
Just not about your performance review.
That's what it took to finally support Agents.md I guess. Boris had to blog about having made a mistake.
How about you stop taking things so personal instead and let others steer more.
Steps 1–5 of his framework are increasingly formal ways of saying “figure out what’s going on before doing something,” followed by step 6: “then do it fast”
“let Claude figure out what’s going on before doing something”
“then ask Claude to do it fast with no mistakes”
(edited for accuracy)
This seems strongly aligned with the Amazon doc-writing and decision making process. I found it to be unusually effective as a business process, and took it with me when I left to my current role.
Making thoroughly informed decisions and iterating on a decision doc before committing to a direction and plan is better than every alternative I’ve ever observed in my career.
The criticism I’ve read thus far on this thread seems unwarranted. I give the same kind of feedback to my mentees when their work product or process could use improvement.
Unlike me, 56 and yet to be wrong once.
> I love being wrong
I prefer being right, but to each their own.
I like being right so much that, when I'm wrong, I change my mind, despite how embarrassing that is.
a foolish consistency is the hobgoblin of little minds
i am pretty sure it would just be "wrong," not "meta-wrong," and given the title, i am giving myself the point.
I am not even wrong.
I, I, I, I, I, I, I, Me me me me me me
This is what happens when you let things get to your head. You work on a (highly inefficient, often broken) piece of extremely basic software by prompting a slot machine and hoping it works. Calm down and stop forcing your shitty framework on employees, you're the most replaceable cog of all.
7. Reflect on that goal?
[delayed]
sorry, but when you reach certain levels of influence, you need to slow down, be more methodical, and not be so flippant