[a4isms]

How is being right about wanting to make a change a refutation of the idea that knowing why people made a decision in the past is an excellent idea? Nothing about Chesterton's Fence asserts that people in the past always made good decisions, nor does it assert that perhaps what was a good decision then is a bad decision today.

It simply asserts that understanding why a thing is the way it is is valuable when making a decision to change it.

That understanding could be as simple as--to take a real world example that most readers here will remember--"They chose to install a hidden web server on the user's system, because they felt it was the best way to deliver user convenience given the resources and time the team had available."

We can still say it was a bone-headed choice to do that because it opened a massive back door to every user's system. And? What is the problem with looking into why they made that choice before arguing that the choice should be reversed with maximum prejudice?

Chesterton's Fence isn't a suggestion that no changes should be proposed, or that if you look into the original motivations you will change your proposal. Think of it as insurance against the possibility that every once in a while, you will discover a requirement that needs to be addressed with your suggested change.

I don't see where you're coming from that quoting Chesterton's Fence is even "criticism." It's a suggestion to take out a little insurance by doing a little homework.

[lmm]

> Nothing about Chesterton's Fence asserts that people in the past always made good decisions, nor does it assert that perhaps what was a good decision then is a bad decision today.

> It simply asserts that understanding why a thing is the way it is is valuable when making a decision to change it.

The second assertion is implicitly an assertion that decisions made in the past are, if not always good, at least good enough often enough to be worth understanding. In my experience that's not true; most of the time it's just something someone did without really thinking about it.

[a4isms]

Let's distinguish two different assertions:

1. The decision in the past was sensible at the time given what the people making that decision knew/believed/were incentivized to optimize for, versus;

2. It's worth knowing what was on their mind when they made the decision.

I think the two are independent. It could be that there is no good reason for a choice people made, but it's still helpful to look into whether they had a reason, and not just assume there was no good reason without looking into it. I personally think assuming there's no good reason for a decision without looking into it is "picking up nickels off of railroad tracks."

You save a little time if you don't try to find out whether there was a reason, and most of the time your hunch that there was no good reason will be correct. And some of the time, if there was a good reason, it no longer applies, so you are saving time not looking into that reason.

But once in a while, there was a good reason and it reflects some constraint or requirement that is still relevant. It doesn't mean you can't change the thing, but it does mean that you should address the constraint or requirement as part of your proposed change.

If you never look into the reason, once in a while you will miss something. Another comments suggested "move fast and break things," i.e. Make the change and if something breaks, fix it then. That's a strategy too, but some things don't work that way. For example, some code might fix a bug that applies to one valuable customer, and if you change the code without knowing about the bug fix, you will find out about it via an irate customer.

In some cases, the cost of an irate customer once in a while is much bigger than all the time saved not looking into things. Or maybe it's a security thing, in which case one vulnerability might be extremely expensive to deal with.

I agree with you that not all decisions made in the past are worth taking into account when making changes, but in my n=1 experience looking into things is cheap insurance against the times when there is a hidden requirement or constraint that has material impact on your business. And when I frame it in my mind as insurance, I don't mind looking into 99 things that turn out to be immaterial: The 1 time it is material makes all 100 investigations worthwhile for me.

[sokoloff]

It seems more strange to conclude that the person with the new idea to tear down the fence is so frequently a better thinker than not only the original builders of the fence but also the other people who came along and didn’t tear down that useless fence.

Yes, that is sometimes the case, but not often enough in my estimation to skip the step of trying to understand why that fence is there.

[chaps]

  We can still say it was a bone-headed choice to do that because it opened a massive back door to every user's system. And? What is the problem with looking into why they made that choice before arguing that the choice should be reversed with maximum prejudice?

Because I was suggesting a different method for the specific task at-hand.

  I don't see where you're coming from that quoting Chesterton's Fence is even "criticism." It's a suggestion to take out a little insurance by doing a little homework. 

Every time I've heard someone quote Chesterton's Fence, it's always been as a means to halt the conversation. Essentially, "shutup" -- an indirect critique of critique itself in dismissive form. There's possibly some meta point here about you not knowing the full circumstances of the situation to warrant bringing up Chesterton's fence.

[a4isms]

> Every time I've heard someone quote Chesterton's Fence, it's always been as a means to halt the conversation.

From here forward you can say that almost every time you've heard someone quote Chesterton's Fence, it's almost always been as a means to halt the conversation.

Today, you've encountered a counter-example, and a very firm counter-example, at that. To my mind, Chesterton's Fence is explicitly NOT about shutting down a conversation. It's an invitation to continue the conversation with more information to validate your suggested course of action.

No different than if an engineer suggests, "We should rewrite this code to be faster." What team lead or product manager wouldn't ask, "Is this a bottleneck? Have you profiled it? Do we know there are users impacted by this code's performance?"

Or if someone suggests building a bespoke feature flag service. "Have you done a build vs. buy analysis? What alternatives have you considered before choosing this design? Are there any OSS solutions that are close enough to our requirements?"

These kinds of responses shouldn't be uttered as a way of shutting down a conversation. If that's someone's intent, they are abusing their privilege.

The right way to use any of these patterns is to say them in good faith, and then socialize amongst the team the standard of preparation the team expects of someone proposing a non-trivial change.

Over time, the need to say such things decreases because the team internalizes what preparation/rigor/justification is needed for proposing changes, and does the work ahead of suggesting changes.

Whereas, if the tone and intent is to block change, the team goes down a toxic path where people are discouraged from suggesting improvements of any kind. If that's what you've encountered, you have my sympathy and I can complete understand why you might be wary of people quoting Chesterton's Fence.

[chaps]

  These kinds of responses shouldn't be uttered as a way of shutting down a conversation. If that's someone's intent, they are abusing their privilege. 

To be perfectly honest, your quote came across in that spirit. Anywho, peace!

[a4isms]

This is very good feedback, thank you.