Lots of great ways to manage change in organizations. It’s a bunch of work to do this, but if you skip these steps, the results can and will backfire. I particularly like the guiding policy strategy where even if I don’t know something I can usually spitball the values and invariants of the situation that will fit the result.

The corollary to this is that in any field where there is a gender disparity, the surplus of people is subcompetent.

Let’s take software engineering as an example.

If we assume that programming ability is distributed equally between men and women–and there’s really nothing pointing in a different direction here– then it follows that if there are 80% men and 20% men in the field, then those 30% men are taking up the spots of women who would have been better at this work.

Ceteris paribus of course, which it isn’t for all kinds of similarly gender equity related reasons.

And to go one further, the incompetent men in the field know they’re incompetent. That’s why they try to keep women out and are often nasty to work with.

People want local development but I feel a lot of the reasons and movements described here are valid.


When I try to unpack it, it’s usually not even very clear what ‘local development’ means but I think it’s something along the lines of: 1. Being able to manipulate the system under development immediately using the command-line. 2. Not being able to break an unrelated system and not having somebody else break your development environment. I get that those two things are essential but there’s nothing in them that requires them to take place on your physical laptop.