[hinkley]

At small companies, across a long career, I’ve solved the same problems many times. But that’s not the part that stings the most.

What grinds my gears is failing to solve problems I’ve already solved. At some point you have to convince others that a plan is good. Your arguments might not work on a new team. You might not know what the secret sauce was that got you consensus last time. Or after years of getting your way you may forget some of the arguments for an idea.

Because mastery is, at the end of the day, converting an intellectual process into intuition, so you can go faster. Once a decision process is successfully ingrained, the intellectualized path is dead weight.

There’s a lot of vaguely intellectually lazy, cheap instead of frugal thinking, and ethically challenged people in or around our industry, and the collective weight of it causes pushback on progress.

[skydhash]

> Because mastery is, at the end of the day, converting an intellectual process into intuition, so you can go faster. Once a decision process is successfully ingrained, the intellectualized path is dead weight.

That's where you write a blog post, a company note, or a book if you got the time. The best proof of mastery is teaching because that's when you got confronted to the problems from another perspective (the other may not learn it as well as you do). And you won't have to repeat yourself that much if your arguments and process are written somewhere.

[aprdm]

Companies can be wildly different in how they operate, how decisions are made, and what trade offs they prefer, what culture they have.

Simply adoption something that worked in a previous place isn’t a way of usually making decisions, imagine a company with 100 engineers where they all came from different companies and have different ways they solved the cicd problem - how do you move forward from that ?

Decision making can be complex - can also be very simple, depending on the company ..