pair-programming

Here's the slide-deck on pair-programming I recently presented for a client.

Pair programming from Jon Jagger

the reason I jump

is an excellent book by Naoki Higashida, subtitled One boy's voice from the silence of autism (isbn 978-1-4447-7677-5). As usual I'm going to quote from a few pages:

The Reason I Jump unwittingly discredits the doomiest idea of received wisdom about autism - that people with autism are anti-social loners who lack empathy with others. (Foreword)

I very quickly forget what it is I've just heard. Inside my head there really isn't such a big difference between what I was told just now, and what I heard a long, long time ago.

What makes us smile from the inside is seeing something beautiful, or a memory that makes us laugh. This generally happens when there's nobody watching us. And at night, on our own, we might burst out laughing underneath the duvet.

When I see I've made a mistake, my mind shuts down. However tiny the mistake, for me, it's a massive deal. Once I've made a mistake, the fact of it starts rushing towards me like a tsunami. And then, like trees or houses being destroyed by the tsunami, I get destroyed by the shock.

There are times when I can't act, even though I really, badly want to. This is when my body is beyond my control.

When I'm jumping, I can feel my body parts really well... and that makes me feel so, so good. By jumping up and down, it's as if I'm shaking loose the ropes that are tying up my body. When I jump I feel lighter.

It's not quite that the noises grate on our nerves. It's more to do with a fear that if we keep listening, we'll lose all sense of where we are.

My guess is that the despair we're feeling has nowhere to go and fills up our entire bodies, makes our senses more and more confused.

When you see and object, it seems that you see it as an entire thing first, and only afterwards do its details follow on. But for people with autism, the details jump straight out at us first of all, and then only gradually, detail by detail, does the whole image sort of float up into focus.

Numbers are fixed, unchanging things. That simplicity, that clearness, it's so comforting to us. Invisible things like human relationships and ambiguous expressions, however, these are difficult for us people with autism to get our heads around.

I understand that any plan is only a plan, and is never definite, but I just cannot take it when a fixed arrangement doesn't proceed as per the visual schedule. Visual schedules create such a strong impression on us that if a change occurs, we get flustered and panicky.

We can put up with our own hardships okay, but the thought that our lives are the source of other people's unhappiness, that's plain unbearable.

people

Back to quotes table-of-contents

From The Secrets of Consulting

It's always a people problem.

From Switch - how to change things when change is hard

What looks like a people problem is often a situation problem.

From Taiichi Ohno's workplace management

Let idle people play rather than do unnecessary work.

From Quality Software Management: Vol 1. Systems Thinking

The software industry tends to focus on tools rather than on people.

People's language often reveals when they believe that they are victims of events, rather than having a choice of reactions to the event. Learn to listen for falsely deterministic key words.

From Nudge

Roughly speaking, losing something makes you twice as miserable as gaining the same same thing makes you happy. In more technical language, people are 'loss averse'... Loss aversion helps produce inertia.

From Adapt - why success always starts with failure

A central point of the corporation, as a legal structure, is that it is supposed to be a safe space in which to fail. Limited liability companies were developed to encourage people to experiment, to innovate, to adapt - safe in the knowledge that if their venture collapsed, it would merely be the abstract legal entity that was ruined, not them personally.

From Being Wrong

When we ask people to look for something specific they develop a startling inability to see things in general.

From Becoming a Technical Leader

If you are a leader, people are your work.

From Measuring and Managing Performance in Organizations

You manage things, and you lead people. You control things, and you release people. [Ed Tilford]

From All I need to know about manufacturing I learned in Joe's garage

Like most computer people would have, he had stayed close to his electronic toy rather than come to the garage to watch the production operation.

From Patterns of Software

My overall bias is that technology science, engineering and company organization are all secondary to the people and human concerns in the endeavor.

From Peopleware

If you find yourself concentrating on the technology rather than the sociology, you're like the vaudeville character who loses his keys on a dark street and looks for them on the adjacent street because, as he explains, "The light is better there."

From The Mythical Man Month

The Mythical Man Month is only incidentally about software but primarily about how people in teams make things.

From The Wisdom of Crowds

People are more overconfident when facing difficult problems than when facing easy ones.

Encouraging people to make incorrect guesses actually made the group as a whole smarter.

From Management of the Absurd

When people feel responsible for handling some situation in which they are, in fact, largely helpless, a dangerous combination of feelings is created: responsibility plus helplessness leads to abuse.

Training makes people more alike... Education... tends to make people different from each other.

From Understanding the Professional Programmer

If you want people to change what they're doing, make sure they are fed back the consequences of what they're doing.

patterns of connection

When I read a good book I highlight passages that catch my attention. I copy a few of the highlights into a book-snippet.

This photo is of page 75 of my battered copy of The Secrets of Consulting. The yellow highlights are from the first time I read the book, the pink ones from the second time, the blue ones the fourth time. At the bottom right is one sentence outlined in pen and marked with an eight. That tells me I marked that sentence on my eighth re-read. (I've run out of new colours.)

I find it better to re-read a really good book 10 times rather than read 10 average books once each. It's the really good books that provide new insights each time I re-read them. Marking highlights in this way allows me to go back in time. What topics caught my attention in early readings? What topics in later readings? I can explore the differences. Of course, part of that newness is that I'm a different person each time I re-read. I'm older. A sentence triggers a new thought based an experience I've had since my last read. Also, I remember more of the book each time. For example I can see on my seventh re-read I marked this

The toughest problems don't come in neatly labeled packages. Or they come in packages with the wrong labels.

and I underlined the words labeled and labels because I'd consciously connected them to The Label Law (on page 64).

The name of the thing is not the thing.

Underneath that I can see I've written "The Dread Pirate Roberts". That's a connection to a scene from one of my favourite films, The Princess Bride. Westley is in the fire swamp explaining to Princess Buttercup how he has become the Dread Pirate Roberts...

Westley: I, as you know, am Roberts.

Buttercup: But how is that possible, since he's been marauding twenty years and you only left me five years ago?

Westley: I myself am often surprised at life's little quirks...

Westley: Well, Roberts had grown so rich, he wanted to retire. So he took me to his cabin and told me his secret. "I am not the Dread Pirate Roberts," he said. "My name is Ryan. I inherited the ship from the previous Dread Pirate Roberts, just as you will inherit it from me. The man I inherited it from was not the real Dread Pirate Roberts, either. His name was Cummerbund. The real Roberts has been retired fifteen years and living like a king in Patagonia." Then he explained the name was the important thing for inspiring the necessary fear. You see, no one would surrender to the Dread Pirate Westely.

John Gall (who was born in 1925), recently gave a fabulous talk called how to use conscious purpose without wrecking everything. He said:

As the years go by, the brain begins to put the dots together, to make conscious links between one experience and another, between one historical fact and another. A person begins to experience one’s entire life history as an integrated narrative.

This integrating capacity of the human brain is perhaps its most marvelous achievement. And you have to be old—usually fifty or sixty years old—to reach that point where it dawns on your conscious mind that that’s what’s going on. Unless you are already in your coffin, your mind is always a work in progress, an ongoing process of continual growth and greater differentiation, richer and more far-reaching correlations.

He chatted about how much his mind had changed during the first 40 years of his life compared to the most recent 40 years of his life. He said the latter change was far greater.
Isn't that amazing. Fantastic.
I'm looking forward to getting older!
I'm looking forward to seeing more and more patterns of connection.

The Hidden Dimension

Is an excellent book by Edward T. Hall. As usual I'm going to quote from a few pages:

One of the most important functions of territoriality is proper spacing, which protects against over-exploitation of that part of the environment on which a species depends for its living.

As numbers of animals in a given area increase, stress builds up until it triggers an endocrine reaction that acts to collapse the population.

Man's evolution has been marked by the development of the "distance receptors" - sight and hearing...

There is a general relationship between the evolutionary age of the receptor system and the amount and quality of information it conveys to the central nervous system. The tactile, or touch, systems are as old as life itself.

As Freud and his followers observed, our own culture tends to stress that which can be controlled and to deny that which cannot.

All works of art are created on a certain scale. Altering the size alters everything.

The present internal layout of the house... is quite recent. As Philippe Aries points out in Centuries of Childhood, rooms had no fixed functions in European houses until the eighteenth century.

Many of my European subjects observed that in Europe human relationships are important whereas in the United States the schedule is important.

The study of Japanese spaces illustrates their habit of leading the individual to a spot where he can discover something for himself.

Planning and renewal must not be separated; instead, renewal must be an integral part of planning.

Like the link between cancer and smoking, the cumulative effects of crowding are usually not experienced until the damage has been done.

Understanding the professional programmer

is an excellent book by Jerry Weinberg (isbn 0-932633-09-9) (I've blogged a snippet review of it before.) As usual I'm going to quote from a few pages:

In the past, we depended on meetings because little was written down.

There are very few ways to measure the quality of a programmer's work unless you are a competent programmer yourself.

How do I work on those aspects of my own personality and problem-solving approach that are so personal I can't even see them, even though they may be the most important factor in my effectiveness as a programmer?

The next generation will come when we outgrow our adolescent fascination with toys and develop an adult interest in people.

I believe the first manager failed because she thought that to manage change you must interact directly with the employee.

If you want people to change what they're doing, make sure they are fed back the consequences of what they're doing.

90 percent of all illness cures itself - with absolutely no intervention from the doctor.

It's sometimes hard to know when someone is listening - rather than merely waiting to seize control of the conversation. One way everyone knew Mack wasn't listening was by noticing how seldom he allowed other people to finish what they were saying.

The secret to all good writing is re-writing.

Our tests have shown that certain implanted errors take fifteen minutes for one person to find, fifteen hours for another, fifteen seconds for a third. A few more people can't find the error no matter how long they search. This kind of variation hardly forms the basis for estimating.

The situation is hopeless but not serious.

Rules are not made to be broken, but neither are they made to be not broken. Rules are made so that the organization operates more efficiently.

Its always a people problem

There seems to be a common underlying theme running through many software development classics (who have I missed?):

In The Secrets of Consulting Jerry Weinberg writes:

It's always a people problem.

In Peopleware Tim Lister and Tom DeMarco write:

If you find yourself concentrating on the technology rather than the sociology, you're like the vaudeville character who loses his keys on a dark street and looks for them on the adjacent street because, as he explains, "The light is better there."

In The Mythical Man Month Fred Brooks writes:

The Mythical Man Month is only incidentally about software but primarily about how people in teams make things.

In Patterns of Software Richard Gabriel writes:

My overall bias is that technology science, engineering and company organization are all secondary to the people and human concerns in the endeavor.

Notice that none of them say it's a person problem.