patkua@work

The intersection of technology and leadership

Category: Management (page 1 of 7)

Quotes on metrics and numbers

I published an article a few years ago, called “An Appropriate Use of Metrics.Martin Fowler, who hosts the article, tells me that it receives good regular readership. As someone who has been working as a consultant, I’m aware of how an inappropriate use of metrics can really incentivise the wrong behaviour, destroy company and team cultures and drive incongruent behaviours between teams and people.


Source: From Flickr under the Creative Commons licence.

In this post, I thought it’d be worth sharing a few quotes around numbers and metrics. I’ll leave you to decide where they may or may not be useful for you.

Tell me how you measure me, and I will tell you how I will behave.

Source: Eliyahu M. Goldratt (Father of the Theory of Constraints) from “The Haystack Syndrome” (1980).

What can be counted doesn’t always count, and not everything that counts can be counted.

Source: Often attributed to Einstein but the Quote Investigator suggests crediting William Bruce Cameron (1963).

Not all that matters can be measured.

Commentary: An alternative form to that above often attributed to Einstein.

What gets measured gets done, or What gets measured gets managed.

Source: According to this blog, there doesn’t seem to be a definitive source.

It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth.

Source: W. Edwards Deming from “The New Economics.”

(One of the Seven Deadly Diseases of Western Management) Management by use only of visible figures, with little or no consideration of figures that are unknown or unknowable.

Source: From W. Edwards Deming’s Seven Deadly Diseases of Western Management.

Data (measuring a system) can be improved by 1) distorting the system 2) distorting the data or 3) improving the system (which tends to be more difficult though likely what is desired).

Source: Brian Joiner via the article, “Dangers of Forgetting the Proxy Nature of Data.

The most important figures that one needs for management are unknown or unknowable.

Source: Lloyd Nelson (Director of statistical methods for the Nashua corporation) via Deming’s book, “Out of the Crisis.”

When a measure becomes a target, it ceases to be a good measure.

Source: Also known as Goodhart’s Law phrased by Marilyn Strathern.

If you can’t measure it, you’d better manage it.

Source: Management consultant, Henry Mintzberg

People with targets and jobs dependent upon meeting them will probably meet the targets – even if they have to destroy the enterprise to do it.

Source: W. Edwards Deming. No concrete source found except for Brainyquote.

Starting as CTO at N26

I’m excited to announce that I’ll be taking on the Chief Technology Officer (CTO) role for N26 (formerly Number26), Europe’s first mobile bank with a full European banking license, and who is setting new standards in banking.

I’m joining an exciting and talented team based in Berlin, Germany – one of the favourite start-up cities in Europe. In my new role, I’ll draw upon more than a decade of my consulting experiences with the well-respected and industry-changing technology firm, ThoughtWorks – best known for leading the adoption of agile ways of working (particularly its technical practices), publishing open-source software like CruiseControl (the first widely used Continuous Integration servers) and Selenium (well-known automated web-testing tools), and sharing ideas through books like Continuous Delivery and the Lean Enterprise. I’m really looking forward to applying my experiences guiding organisational design, building evolutionary architectures, developing technical leaders all while sustainably delivering value for our customers.

What will be different?

After many years as a consultant, I realise that working with a product organisation is a different beast. I look forward to having some responsibility to instigate and guide changes throughout the organisation and living out the long-term consequences (both good and bad!) of my actions. I know that this is often a missing feedback loop for consulting. In my role, I’ll be able to invest more in challenging and growing people and building out new technical and organisational capabilities.

I also look forward to spending a bit more time “at home”. I still expect to travel for my new role, still speak at some conferences but I hope I will have a bit more say as to when and where I’ll travel to, based on our business needs rather than where clients happen to be based. Did I mention that I’ll also be based in Berlin, and it’s a great city with a very good balanced lifestyle? I might even get a chance to further develop my German again.

Why FinTech and N26?

As a consultant, I was always skeptical about having significant long-term impact on established financial companies. With teams, or parts or the organisations, yes. With a 10,000+ person company, less so. The exciting part about working with N26 is that I will work with a strong management team to prevent unnecessary bureaucracy and to let people focus on adding value to the product and organisation. We benefit from not supporting certain types of legacy, and building software with Continuous Delivery and modern technologies first. I’ll be helping guide us away from the traps and pitfalls I have seen many customers suffer from in the last decade.

The N26 Black Card

I also like the fact that N26 is growing fast, and has already proven to meet customer needs, where all growth has been organic so far with very little advertising. Did you know that we recently hit 500,000 customers (PDF)? It’s also one of the first mobile-first startup banks with a European banking licence, which opens up a world of opportunity that a lot of other FinTech banking products do not yet have.

Here’s what TechCrunch wrote two years ago:

N26 (Number26) could be the best banking experience in europe – Tech Crunch

Bank of the future

In case you can’t tell, I’m really delighted to be leading the technology organisation behind the bank of the future. The team has already accomplished a lot so far, and I look forward to working with the team to do even more. We’re going to build an exciting place to work in the FinTech sector and have a huge impact on our ever-growing customer base across Europe. If you’d like to be a part of the N26 team and join me on this journey, did I mention that we are hiring?

Drop me a line on twitter @patkua (DM’s open), or on my email address if you’re even curious. Berlin’s a great city to live and N26 is a great place to work while you’re there.

The Technology Landscape in Singapore

Earlier this year, I held my Tech Lead Skills for Developers workshop in Singapore and Thailand. It was a short and busy week including some customer visits and a talk on Building Evolutionary Architectures for the local community.

As a consultant, I’m lucky to travel to different parts of the world where I have been able to compare technology industries and cultures around the world. Please note that the following observations are simply my observations and not necessarily backed by research.

Extreme Shortage of Developers

Talking to a number of managers, it’s apparently very difficult to find experienced and very good developers. There seem to be a number of reasons for this including how Singapore Universities aren’t producing enough software developers, a country limit that ensures a consistent ratio of foreign and local talent and a culture that values higher status over getting things done.

Dense and active community

Singapore reminds me a lot like London. The financial sector has a big impact on the technology market. London is much more diverse from that perspective. Singapore, like London, is a small dense population with a very good public transportation network. The public infrastructure enables many community meetups as people don’t have to worry about driving, traffic or how long the commute might take and thus enables a lot of learning to be done.

One of people I met during my time at Singapore, Michael Cheng (or @coderkungfu), organises the Engineers.SG website, where they go around to meet ups, film the talks and put them online.

Above is a picture of Michael and I during the course I was running. What he organises is no small time-commitment, and is a huge service to the community and makes the content available to a much wider group.

High Power Distance Index (PDI) matters

Accroding to Hofsted, a researcher on the cultural dimensions of countries, Singapore has one of the highest PDI ratings. This means that ranking, titles and the relationship between titles matter more to people in Singapore than in countries with a lower PDI (such as the US or the UK).

Translated into the local market – almost everyone wants to be a manager.

One person was telling me about one team where they had two developers building software and eight managers managing! It wasn’t of any surprise to me that this team worked in a finance industry. It also didn’t surprise me that not a lot of work got done!

Singapore is following, not yet leading in technology

Singapore is known for its passion and drive to make a big difference for its size. I see many great things changing on the island state, however I see many other challenges in their market that simply investing in programmes as a nation won’t necessarily change.

If you want any other perspectives on this market, I’d recommend reading a couple of this articles:

Book Review: Scaling Teams

This weekend I finished reading Scaling Teams by Alexander Grosse & David Loftesness.

I know Grosse personally and was looking forward to reading the book, knowing his own personal take on dealing with organisations and the structure.

tl;dr Summary

A concise book offering plenty of practical tips and ideas of what to watch out for and do when an organisation grows.

Detailed summary

The authors of the book have done a lot of extensive reading, research and talking to lots of other people in different organisations understanding their take on how they have grown their organisations. They have taken their findings and opinions and grouped them into five different areas:

  • Hiring
  • People Management
  • Organisational Structure
  • Culture
  • Communication

In each of these different areas, they describe the different challenges that organisations experience when growing, sharing a number of war stories, warning signs to look out for and different approaches of dealing with them.

I like the pragmatic approach to their “there’s no single answer” to a lot of their advice, as they acknoweldge in each section the different factors about why you might favour one option over another and there are always trade-offs you want to think about. In doing so, they make some of these trade-offs a lot more explict, and equip new managers with different examples of how companies have handled some of these situations.

There are a lot of links to reading materials (which, in my opinion, were heavily web-centric content). The articles were definitely relevant and up to date in the context of the topics being discussed but I would have expected that for a freshly published book. A small improvement would have been a way to have them all grouped together at the end in a referenced section, or perhaps, (hint hint), they might publish all the links on their website.

What I really liked about this book its wide reaching, practical advice. Although the book is aimed at rapidly growing start-ups, I find the advice useful for many of the companies we consult for, who are often already considered very succesful business.

I’ll be adding it to my list of recommended reading for leaders looking to improve their technology organisations. I suggest you get a copy too.

The Gift of Feedback (in a Booklet)

Receiving timely relevant feedback is an important element of how people grow. Sports coaches do not wait until the new year starts to start giving feedback to sportspeople, so why should people working in organisations wait until their annual review to receive feedback? Leaders are responsible for creating the right atmosphere for feedback, and to ensure that individuals receive useful feedback that helps them amplify their effectiveness.

I have given many talks on the topic and written a number of articles on this topic to help you.

However today, I want to share some brilliant work from some colleagues of mine, Karen Willis and Sara Michelazzo (@saramichelazzo) who have put together a printable guide to help people collect feedback and to help structure witting effective feedback for others.

Feedback Booklet

The booklet is intended to be printed in an A4 format, and I personally love the hand-drawn style. You can download the current version of the booklet here. Use this booklet to collect effective feedback more often, and share this booklet to help others benefit too.

5 tips for using Retrospectives as a tool for dissent

I recently shared this article on twitter from HBR, True Leaders Believe Dissent is an Obligation – the spirit of which I wholeheartedly agree. Effective leaders should not be surrounding themselves with yes-people because you need a diverse set of opinions, perspectives, skills and experiences to effectively problem solve. You can read more about How Diversity Makes Us Smarter, Research on how a Diverse group is the best solution for problem-solving tasks and Kellogs’ perspectives on Better Decisions Through Diversity.

Celebrate Dissent Photo

Photo from Vipez’s Flickr photostream

A challenge with many leaders is creating the right environment to allow dissent. I draw upon Retrospectives as a useful tool and here are some tips if you are a leader looking to use it effectively.

  1. Be clear about your motives – I can see some types of leaders who want to use retrospectives as a way to get to blame (which is definitely not the point). It helps to be explicit upfront about what you expect from people and to let people know if there will be consequences. If people feel like retrospectives are being used to “find dirt” or for blame, people will refuse to actively participate in future sessions or simply lie.
  2. Find an independent facilitator – I address a number of the trade-offs of an independent facilitator in The Retrospective Handbook and when you’re a leader running a session, there will be times you will want to participate. Playing dual roles (participant + facilitator) can be really confusing for those simply participating, so I recommend at least starting retrospectives with an independent facilitator.
  3. Allows others to talk first – Leaders often come with a level of explicit or implicit level of authority. Different cultures treat authority differently and it pays for a leader to be aware of the significance that is automatically added to your words by holding back and allowing others to speak. Focus on listening first and foremost, and ask clarifying questions rather than being the first to put your opinion on the table.
  4. Pick a topic that affects all participants – When choosing participants, make sure that the topic is relevant and that everyone can contribute different perspectives for. Although outside opinions about a particular topic are often welcomed, retrospectives are best when people can share their experiences. If, as a leader, you are gathering a group of people who don’t regularly work together around a common topic, reconsider if a focused retrospective is a good solution.
  5. Keep an open mind – There is no point in gathering a group of people if the leader is going to follow through on an action they thought of previously to a retrospective. Consider scheduling a retrospective early on, very focused on information gathering and generating insights as a first part, and then a second part with a smaller, focused group on the next steps. By having time to digest the new information, you may find you end up with very different solutions than what you first had in mind.

When used well, retrospectives can create a safe space to invite people to dissent and create an ongoing culture of challenging the status quo.

Reviewing the latest blinks August 28

Brain Rules: 12 Principles for Surviving and Thriving at Work, Home and School by John Medina – A description of rules with how our brain works and how we learn. Our visual senses tend to trump our sense of smell. We need sleep to restore our energy and to help us concentrate. Spaced repetition is important, but assigning meaning to new words and concepts are also important to learning. Since I’m fascinated with learning and how the brain works, I’ll add this to my reading list.

Getting Things Done: The Art of Stress-free Productivity by
David Allen
– Although I never read the book, I felt like I follow a similarly described organisation system. The GTD method is almost like a cult, but requires a lot of discipline for it. Unlike keeping a single list of things to do, they have a systemised variant for keeping long-lived projects and ways of managing tasks to help you focus on getting through actions. Probably a good book if you want to focus more on breaking things done into smaller steps.

The Checklist Manifesto: How to Get Things Right by Atul Gawande – With lots of examples from the healthcare industry, a reminder that useful checklists can help us avoid making simple mistakes. For me, the idea of standardised work (a lean concept) already covers this. I agree with this idea in principle, but I’m not so sure the book covers the negative side effects of checklists as well (people getting lazy) or alternatives to checklist (automation and designing against error/failure demand to be begin with).

Connect: The Secret LinkedIn Playbook to Generate Leads, Build Relationships, and Dramatically Increase Your Sales by Josh Turner – Either a terrible summary or a terrible book, this blink gave advice about how to use LinkedIn to build a community. Although the advice isn’t terrible, it’s not terribly new, and I didn’t really find any insights. I definitely won’t be getting a copy of this book.

Start With Why: How Great Leaders Inspire Everyone To Take Action by Simon Sinek – A nice summary of leadership styles and rather than focusing on how something should be done, and the what, is starting with the why. I liked the explanation of the Golden Circle with three concentric circles draw within each other, with the Why being the starting point that leads to the How that ends in the What. It’s a good reminder about effective delegation and how powerful the Why motivator can be. I’ve added this book to my reading list to.

Panel for Tech Leads: “Navigating Difficult Situations”

I recently moderated a panel in our London ThoughtWorks office aimed at developers leading technnical teams as a follow up from the Lead Developer conference.

Leading development teams can be a challenging prospect. Balancing the needs of the business with those of your team requires a number of different skills and these situations are often very difficult to prepare for.

This panel session will provide a platform for a group of tech leads to come together and share their experiences, insights and advice around the topic of managing conflict and overcoming difficult moments within your teams.

Our panelists are all at various stages of their own leadership journeys and will be offering a range of perspectives and viewpoints to help you on your way.

Tech Lead Panellists

The panelists shared their experiences around situations like:

  • Having a tough conversation with a team member or customer;
  • Sharing how they have dealt with overtime (weekends, later work);
  • How they resolved a technical disagreement within a team; and
  • Handling a particularly aggressive person, or being aggressively threatened;

The audience also threw in a few questions like:

  • Dealing with office politics;
  • Finding access to key influencers/stakeholders;
  • Where you draw the line with a person on a team; and
  • Dealing with a technical stakeholder who is too involved, because they seem to have too much time;

We also had some great sound bites in relation to the topics being discussed.

To deal with angry people:

Be the adult – Laura Paterson

or just:

Let them vent – Jon Barber

Managing stakeholders is hard, and you sometimes need to take a stance:

It’s easy to say no – Priya Samuel

People in teams need feedback to both strengthen confidence and improve effectiveness. However:

Frank feedback is really hard. Give the person a chance. – Mike Gardiner

Lastly when thinking about people and teams:

Have empathy. Pairing is scary & exhausting – Kornelis (Korny) Sietsma

I’d like to thank Amy Lynch for organising the panel, Laura Jenkins and Adriana Katrandzhieva for helping with the logistics, all the panelists who contributed their experiences and shared their stories (Priya Samuel, Kornelis (Korny) Sietsma, Mike Gardiner, Laura Paterson and Jon Barber) and all the people who turned up for the evening.

Workshop outputs from “How Architects nurture Technical Excellence”

Workshop background

Earlier this week, I ran a workshop at the first ever Agile Europe conference organised by the Agile Alliance in Gdansk, Poland. As described in the abstract:

Architects and architecture are often considered dirty words in the agile world, yet the Architect role and architectural thinking are essential amplifiers for technical excellence, which enable software agility.

In this workshop, we will explore different ways that teams achieve Technical Excellence and explore different tools and approaches that Architects use to successfully influence Technical Excellence.

During the workshop, the participants explored:

  • What are some examples of Technical Excellence?
  • How does one define Technical Excellence?
  • Explored the role of the Architect in agile environments
  • Understood the broader responsibilities of an Architect working in agile environments
  • Focused on specific behaviours and responsibilities of an Architect that help/hinder Technical Excellence

What follows are the results of the collective experiences of the workshop participants during Agile Europe 2016.

Examples of Technical Excellence

  • A set of coding conventions & standards that are shared, discussed, abided by by the team
  • Introducing more formal code reviews worked wonders, code quality enabled by code reviews, user testing and coding standards, Peer code review process
  • Software modeling with UML
  • First time we’ve used in memory search index to solve severe performance RDBMS problems
  • If scrum is used, a good technical Definition of Done (DoD) is visible and applied
  • Shared APIs for internal and external consumers
  • Introducing ‘no estimates’ approach and delivering software/features well enough to be allowed to continue with it
  • Microservice architecture with docker
  • Team spirit
  • Listening to others (not! my idea is the best)
  • Keeping a project/software alive and used in prod through excellence customer support (most exclusively)
  • “The art must not suffer” as attitude in the team
  • Thinking wide!
  • Dev engineering into requirements
  • Problems clearly and explicitly reported (e.g. Toyota)
  • Using most recent libraries and ability to upgrade
  • Right tools for the job
  • Frequent availability of “something” working (like a daily build that may be incomplete functionality, but in principle works)
  • Specification by example
  • Setting up technical environment for new software, new team members quickly introduced to the project (clean, straightforward set up)
  • Conscious pursuit of Technical Excellence by the team through this being discussed in retros and elsewhere
  • Driver for a device executed on the device
  • Continuous learning (discover new tech), methodologies
  • Automatic deployment, DevOps tools use CI, CD, UT with TDD methodology, First implementation of CD in 2011 in the project I worked on, Multi-layered CI grid, CI env for all services, Continuous Integration and Delivery (daily use tools to support them), Continuous Integration, great CI
  • Measure quality (static analysis, test coverage), static code analysis integrated into IDE
  • Fail fast approach, feedback loop
  • Shader stats (statistical approach to compiler efficiency)
  • Lock less multithreaded scheduling algorithm
  • Heuristic algorithm for multi threaded attributes deduction
  • It is easy to extend the product without modifying everything, modularity of codebase
  • Learn how to use something complex (in depth)
  • Reuse over reinvention/reengineering
  • Ability to predict how a given solution will work/consequences
  • Good work with small effort (efficiency)
  • Simple design over all in one, it’s simple to understand what that technology really does, architecture of the product fits on whiteboard 🙂
  • Systems’ architecture matches team/org structure
  • Self organisation
  • Ideally separated tests, Automated performance testing, automatic front end functional testing with selenium, unit testing done for the first time 10 years ago, constructing new performance testing cases takes minutes, after refactoring unit tests are passing (majority of them – hopefully all!)
  • Constant curiosity for new technologies/approaches
  • Good knowledge of software patterns (when to use and when not)
  • Learn from mistakes

Examples of Technical Excellence

Definition of Technical Excellence

  • (Technical) Excellence is an attitude to be better than yesterday
  • Technical Excellence is the holy grail that inspires teams to stay on the path of continued improvement
  • Technical Excellence is a process that continuously improves product design and the development team. Examples: Automation, knowledge sharing, culture. Synonyms: Dream
  • Technical Excellence is an ability to consciously apply tools and practices to solve and continuously improve over complex problems in a sustainable way and within constraints (e.g. time and money). Examples: Continuous Delivery

Definition

Activities of an architect

  • Explains decisions
  • Able to choose the right solution amongst many possibilities (awareness of consequences and limitations)
  • Being able to justify technical decisions made
  • Thinking (find time to think about the product, structure, technologies used, etc)
  • Helps resolve interdependencies, helps to identify/minimise external noise (i.e. technical dependency change with negative impact), co-ordination of integration with other teams working on the same project
  • Start and moderate discussions on design, longer term consequences of decisions, etc
  • Requirements definition, making sure ‘nothing’ is omitted during analysis/design
  • Questions decisions to encourage thinking about wider picture amongst developers, asks questions (non obvious especially), Asking difficult questions about work being done
  • Listens to others
  • Encourage people to bring ideas, encourage idea sharing
  • Setup backlog for achieving technical excellence
  • Challenge old decisions
  • Business decision support (IT, 3rd party)
  • Make sure we don’t bite more than we can chew – incrementally/iterative
  • Ensure architecture is visible, understood and accessible to the team, keep the technical cohesion, helps team consider the bigger picture and interdependencies, helps team define the system and diagram it
  • Detailed knowledge of technologies/protocols used
  • Forward thinking
  • Proposes solutions to complex problems
  • Diagrams/presentations
  • Wide view of situation/projects, look what other teams are building for things to reuse or interface to
  • “Main” test scenarios definition
  • Definition of components structure and interactions
  • Guard technical vision (dialogue with stakeholders)
  • Focus on project goal
  • API specification
  • Verification of current design vs planned use
  • Ad hoc just in time consulting to feature teams when things get complex
  • Teaching teams, sharing technical knowledge (and expertise) with the team
  • Coaches team. Gets buy-in from the team for change they are about to trigger, coaches dev team
  • Identifies technical skillset gaps in the team
  • Pro-active thinking
  • Gaps identification
  • Mitigates the risks
  • Out of box ideas
  • Research for solution, helps team identify areas for experimenting, exploring new territories
  • Creating proof of concept (POC)
  • Learns new things, research and try new tools, ideas, technologies, etc
  • Gains an in-depth understanding of a system before attempting to change it
  • Reviews teams’ system design, performs code reviews and coding standard support, reviews code

Architect Activities

Architect Activities

Behaviours that support Technical Excellence

Active

  • Gives team rapid and timely feedback
  • Patiently explaining all the tiny details responding to simple questions
  • Be there whenever needed
  • be the safety net whenever devs need you
  • Set communication for knowledge sharing
  • Explain the reasons behind the design
  • Raising the visibility of good developers
  • Do pair programming, works with the team
  • Explain technical excellence value for business
  • Encourage team to think and work towards Technical Excellence
  • Growing people, mentoring developers to improve tech skills, training the team, educate actively – organise coding dojos, etc
  • Set up backlog for achieving Technical Excellence
  • Raising the team spirit and motivation
  • Waking up with 3am to connect with a team on a daily basis (for a distributed team)
  • Discussing discovered problems with the team
  • Sat down with the team to teach and record architecture training for future use
  • Keeping an eye on new things on the market and bringing them to the team
  • Staying current in technologies, tools, concepts, etc.
  • Being a visible role model in terms of pursuing Technical Excellence
  • Encourages experimentation
  • Support team in collaboration with other teams
  • Helps team identify blindspots
  • Active Encouragement

    Passive

  • ability to change contexts between projects
  • Lets the team make decisions
  • Take a step back and make room for technical advancements of the whole team
  • Not doing stuff from actively discourage column
  • Team makes decisions
  • Passive Encouragement

    Behaviours that discourage Technical Excellence

    Active

  • Dictatorship, have to do it my way, will to control (every small detail)
  • Blaming and shaming
  • Making arbitrary decisions, especially without explaining the reasoning behind it
  • Rejecting too complex C++ code
  • Using ambiguous, complex, uncertain English vocabulary
  • Shutting down emergent ideas from the team
  • Discouraging ideas “I couldn’t care less about your sophisticated C++ SPT initialisation”
  • Created ugly prototype for a demo and forced team to clean up afterwards
  • Imposing BDUF (Big Design Up Front) over the development team
  • Created non-viable design (i.e. could not be implemented with current constraints)
  • Enforcing old known technologies, etc out of inertia/ignorance, sticking to the “old ways”
  • Active Discouragement

    Passive

  • Doing too many activities to follow through – not focused on any (and no time to encourage Technical Excellence)
  • Invited but never attended meetings
  • “I don’t meet with the Architect”
  • Software Architect with poor development skills
  • Not working with the team
  • Leaving obsolete information in documentation
  • Getting involved in design only if prompted
  • “I don’t know how, so I won’t define it”
  • Passive Discouragement

    Stories

  • Developers supporting software (getting email feedback)
  • Anti-Story: “Let’s *NOT* sit together” – Person leaving showed them how it was done
  • “Let’s sit down together” (solving a memory leak problem)
  • Group Problem (Security problem)
  • Stories

    If you liked this article, you will be interested in “Talking with Tech Leads,” a book that shares real life experiences from over 35 Tech Leads around the world. Now available on Leanpub.

    The dark side of gaming metrics

    I published an article a while ago on how to design for metrics, but I read this well-written, but article of horror, “Why drivers in China intentionally kill the pedestrians they hit.”

    This article hits home about the reality of a population gaming a metric and what is leading to a shift in cultural values through their actions. The short story, if you don’t read the article is that it is apparently seen as more economical to pay for someone’s death, than for their healthcare overall combined with a low chance of apparently being caught for murder. Due to the economic cost, it has apparently become acceptable, or at least, very common for someone to finish someone off, rather than pay for what medical aid they made need.

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