Your job is to make sure that the decision makers, when they're not you, have the information needed to make competent decisions. You should keep arguing when (a) there is credible reason to believe that important information has not been heard or understood or (b) when new information has come to light that you credibly believe might change the decision. In the absence of those two, your should accept that you have done your job and should let your managers to theirs, even if you disagree with them. Bring it back up when (a) or (b) changes, and not until.
As a staff engineer at FAANG... tell me you've never worked at FAANG without telling me you've never worked at FAANG.
I've given talks on work/life balance -- and I stand by those talks enough to argue with directors and above when needed, though it rarely is -- and an important part of that talk is about how much better it can look when you can intelligently describe the limits of your knowledge, skills, and estimation.
If you get penalized for that, you're just in a shit role with a shit manager. Don't project that on the rest of us.
Interestingly, I live in rural Vermont, and there are a surprising number of Rivians around me - including those set up for contractors, complete with scaffolding in the bed with tools and ladders on them.
That said, we have an F250. I'd love to have an electric truck, but I use mine for towing almost exclusively. If I'm hauling a trailer hours away, I really don't need to deal with the hassle of stopping along the way to charge. I've yet to see a charging station set up for conveniently charging an electric vehicle with a trailer.
When we lived the Bay Area a decade ago, we had a Nissan Leaf, one of the early ones. It only got 95 miles to a charge if you were lucky, but for commuting in the South Bay we absolutely loved it.
Here in Vermont? F250 and a Subaru. I'd love to make the second an electric, but no one actually makes a good AWD electric Crosstrek equivalent that's actually designed for dirt roads and not the city.
Interesting! I lived in Illinois, where they are manufactured, and they were everywhere, but they were a luxury vehicle, I never once saw one as a work truck. I'm a little surprised but it isn't that strange.
My general impression is the product class of a Rivian / 150L is probably closer to a Ford Raptor than it is to a work truck. But interesting to hear that may be changing!
If you're buying a Raptor, that's a luxury purchase for sure. But I do know people who use Raptors to haul, so that kind of makes sense.
With the exception of the most ridiculous of chromosomemobiles, I think most people make a very rational calculation about what they will do with their vehicle, even if it's just being able to help somebody move a couch that one time. Usually it's more than that. And towing is a huge part of that equation.
I'm sorry, but "calling out apparent injustice" is not comparable to "literally throwing the first rock to stone someone to death".
That quote gets bent very far out of context. You could use it to justify any inaction under that interpretation, on the theory that you are not qualified to take it simply due to being imperfect.
Right, but you do realize that sentences can mean more than just the literal meaning it historically had?
Christ, we really need reading comprehension classes and ideally poetry classes or something similar, since people are unable to read more than the actual characters today it seems... Seems extra problematic in software/programming circles, maybe we need to add arts classes to science programs too?
If you wanted to reference the saying about people living in glass houses throwing stones, you should have referenced that one rather than a different quote about stones. They're not equivalent.
embedding-shape is quoting Jesus, who was in fact literally referring to killing people by throwing stones. (And, in fact, was talking to a mob that was literally about to do exactly that.)
The restriction to a polytree might be useful -- but only with quite a few more caveats. In the general case, this is absurd; having dependencies that are common to modules that are themselves dependencies of some single thing is not inherently wrong.
Now, if that common dependency is vending state in a way that can be out of sync along varying dependency pathways, that can be a recipe for problems. But "dependency" covers a very wide range of actual module relationships. If we move away from microservices and consider this within a single system, the entire premise falls apart when you consider that everything ends up depending a common kernel. That's not an architectural failure; that's just a common dependency. (Process A relies on a print service, which depends on a kernel, along with a network system, which also depends on the kernel. Whoops, no more polytree.)
This is the sort of "simplifying" heuristic that is oversimplified.
A useful distinction I've made before is that of technical vs business services.
This also mirrors the alignment that arises in tech companies between platform (very useful to be centralized) vs architecture. Platform technologies are useful as pure technology, and therefore horizontally distributable. Whereas big-a Architecture as a central committee died an ignominious death for good reason: product and business decisions require deep knowledge, and therefore architecture is simply a function a product team does.
I am old enough to remember when there were simply "services," and there was an understanding that a service was something a team or business function did, because it mirrored Conway's Law. The root of service is literally "serve." That there was a one-to-one correspondence between a software service and the team serving others was a given.
Microservices were a natural evolution of this. When growth happened, parts of those things improperly in a too-large service were pushed down so they could be used by multiple teams. But the idea of a hierarchy of concerns was always present in plain ol' SOA.
Should we only correct violations that would qualify as a "great poster child," then? Let them all fly if they're not sufficiently big and flashy for you? Perhaps we should ignore theft that doesn't meet your personal financial bar, too?
This is the entirety of the explanation, really. Apple has always started small and then iterated toward greatness. They've made two mistakes recently:
1. They've stopped starting small and instead started unrealistically large. Apple Intelligence is a great recent example.
2. They've stopped iterating with small improvements and features, and instead decided that "iterating" just means "pile on more features and change things".
Describing the "Christian worldview" as "evidence-based" suggests that a healthy dose of skepticism is warranted when evaluating the authors' conclusions, yes.
'The Christian worldview' is actually evidence-based, it's not based on childish stories of "ghosts" and "angels".
Please, read the book first before judging by the cover.
The portal side of Whitney is a sad sight. I ended a week-long trip there years ago, and the difference between the backcountry side by Guitar Lake and the portal side in terms of human impact and trash was somewhat horrifying. And it's not like Guitar Lake is unpopular - the line of headlamps climbing the path up before the sun comes up attests to that.
Your job is to make sure that the decision makers, when they're not you, have the information needed to make competent decisions. You should keep arguing when (a) there is credible reason to believe that important information has not been heard or understood or (b) when new information has come to light that you credibly believe might change the decision. In the absence of those two, your should accept that you have done your job and should let your managers to theirs, even if you disagree with them. Bring it back up when (a) or (b) changes, and not until.
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