Plenty in here I haven’t read that I’ll add to my list.

Charity Majors:

The “socio” and “technical” of sociotechnical systems are not neatly separable, they are interwoven and interdependent. There is actually precious little that is purely technical work or purely people work; there is a metric shitload of glue work that draws upon both skill sets.

…

If you aren’t making building the organization someone’s number one job, it won’t be anyone’s number one job, which means it probably won’t get done very well. And whose responsibility will that be, Mr. CEO?

It’s always a joy listening to Charlie.

Also check the online version of the re-released book of his wit and wisdom.

Jacob Kaplan-Moss:

The heart of this process – the move that I think makes it work so well – is that in includes an explicit step to first decide how to decide.

Jacob Kaplan-Moss:

Performance is contextual: how well you perform your job is deeply dependent on the conditions around you.

Very true.

I always enjoy a peek behind the curtain of places like Google.

Some incredible work.

(via Kottke)

Privacy concerns aside, this has me intrigued.

I always enjoy reading these.

iA Writer dims the text you paste from AI tools. As you edit ChatGPT’s input and make it your own, iA Writer keeps track of what is yours and what isn’t.

An interesting feature. They have a spec for the Markdown annotations that underpin it.

Paul Robert Lloyd:

This small website provides a list of words that you can refer to when naming something like an HTML class, custom CSS property or JavaScript function. Each word links to a page on Wordnik, an online dictionary that does the hard work of providing multiple definitions and listing related words.

Annie Dean (via Jeremy Anderberg):

“What I can say is that when we look at the challenges at work today, I think it’s pretty well accepted that our greatest challenges have to do with distraction, the lack of ability to focus, the fact that we can’t prioritize important work fast enough because we’re letting our calendars dictate on time. And when you look at those as the key problems and impediments to productivity, fixing where we work is not the answer to any of them.”

James Stanier:

regardless of how much autonomy and self-directed time you accumulate, optimal allocation of your capacity is not a box packing problem where you must allocate every single minute of your day. This is an anti-pattern.

…

If we’ve been lucky enough to work with leaders that manage their capacity well, then we may have been surprised that when we reach out with something urgent, they are able to respond quickly and effectively: perhaps they’ve offered to jump on a call straight away. This isn’t luck or anything to do with you. It’s just good capacity management on their part. Make sure that you’re always available for your team when they need you.

Moxie Marlinspike:

As a young person, though, I think the best thing you can do is to ignore all of that and simply observe the older people working there. They are the future you. Do not think that you will be substantially different. Look carefully at how they spend their time at work and outside of work, because this is also almost certainly how your life will look. It sounds obvious, but it’s amazing how often young people imagine a different projection for themselves. Look at the real people, and you’ll see the honest future for yourself.

Jason Cohen:

90% utilization is causing more failure than you realize, not just in burn-out, but in productivity and output.

…

Worse, in many organizations everyone is operating at 90%, which then reacts like the three-server system, where the inevitable hiccup from any one person causes a ripple effect that hurts several other people or projects. Since they are over capacity, rather than absorb the spike, they too will ripple the problem to others—a cascade like the the run-away chain reaction of an atom bomb.