作者:
Brian W. Fitzpatrick
/
Ben Collins-Sussman 出版社: O'Reilly Media 副标题: A Software Developer's Guide to Working Well with Others 出版年: 2012-7-21 页数: 194 定价: GBP 16.50 装帧: Paperback ISBN: 9781449302443
As a software engineer, you're great with computer languages, compilers, debuggers, and algorithms. And in a perfect world, those who produce the best code are the most successful. But in our perfectly messy world, success also depends on how you work with people to get your job done. In this highly entertaining book, Brian Fitzpatrick and Ben Collins-Sussman cover basic patter...
As a software engineer, you're great with computer languages, compilers, debuggers, and algorithms. And in a perfect world, those who produce the best code are the most successful. But in our perfectly messy world, success also depends on how you work with people to get your job done. In this highly entertaining book, Brian Fitzpatrick and Ben Collins-Sussman cover basic patterns and anti-patterns for working with other people, teams, and users while trying to develop software. It's valuable information from two respected software engineers whose popular video series, "Working with Poisonous People", has attracted hundreds of thousands of viewers. You'll learn how to deal with imperfect people - those irrational and unpredictable beings - in the course of your work. And you'll discover why playing well with others is at least as important as having great technical skills. By internalizing the techniques in this book, you'll get more software written, be more influential, be happier in your career.
作者简介
· · · · · ·
Brian Fitzpatrick co-founded Google's Chicago engineering office in 2005, and currently leads several of Google's Chicago engineering efforts, including the Google Affiliate Network. He also started and leads Google's Data Liberation Front, a team that systematically works to make it easy for users to move their data both to and from Google. Lastly, he serves as internal adviso...
Brian Fitzpatrick co-founded Google's Chicago engineering office in 2005, and currently leads several of Google's Chicago engineering efforts, including the Google Affiliate Network. He also started and leads Google's Data Liberation Front, a team that systematically works to make it easy for users to move their data both to and from Google. Lastly, he serves as internal advisor for Google's open source efforts. Prior to joining Google, Brian was a senior software engineer on the version control team at CollabNet, working on Subversion, cvs2svn, and CVS. He has also worked at Apple Computer as a senior engineer in their professional services division, developing both client and web applications for Apple's largest corporate customers. Brian has been an active open source contributor for over twelve years. After years of writing small open source programs and bugfixes, he became a core Subversion developer in 2000, and then the lead developer of the cvs2svn utility. He was nominated as a member of the Apache Software Foundation in 2002 and spent two years as the ASF's VP of Public Relations. He is also a member of the Open Web Foundation. Brian has written numerous articles and given many presentations on a wide variety of subjects from version control to software development, including co-writing "Version Control with Subversion" (now in its second edition) as well as chapters for "Unix in a Nutshell" and "Linux in a Nutshell." Brian has an A.B. in Classics from Loyola University Chicago with a major in Latin, a minor in Greek, and a concentration in Fine Arts and Ceramics. Despite growing up in New Orleans and working for Silicon Valley companies for most of his career, he decided years ago that Chicago was his home and stubbornly refuses to move to California. Ben Collins-Sussman is one of the founding developers of the Subversion version control system, co-authored O'Reilly's "Version Control with Subversion" book as well as chapters for "Unix in a Nutshell" and "Linux in a Nutshell." Ben co-founded Google's engineering office in Chicago, ported Subversion to Google's Bigtable platform, and now leads Google's Project Hosting team. Prior to joining Google, Ben was a senior software engineer on the version control team at CollabNet. He has been an active open source contributor for over twelve years, contributing to numerous open source projects, mostly revolving around version control and online gaming. Ben collects hobbies which tend to explore the tension between art and science. He has given numerous talks about the social challenges of software development and Subversion. He writes interactive fiction games and tools, and was the co-winner of the 15th Annual Interactive Fiction Competition. He has co-authored at least five original musicals and received multiple Jeff Awards for musical theater composition. He has an Extra class FCC license for amateur radio, and also spends time learning DSLR photography and playing bluegrass banjo. Ben is a proud native of Chicago, and holds Bachelor of Science degree from the University of Chicago with a major in Mathematics and minor in Linguistics. He still lives in Chicago with his wife, kids, and cats.
We ported
Subversion to Google’s BigTable infrastructure and launched an
open source project hosting service (similar to SourceForge) under
the banner of Google Code. (查看原文)
家里正好有这本书纸质版就随便翻了翻,发现还可以就慢慢看完了。比较简单浅显的一本书,读起来挺轻松的,从单位阅读时间的信息密度上来说性价比还不错。内容上非常googley,有些地方有点不免有些避重就轻,比如dealing with poisonous people这一章,所有的例子都来自于开源社区,完全没有公司里的例子,大概只能理解成贵司的hiring出神入化,把所有poisonous people全...家里正好有这本书纸质版就随便翻了翻,发现还可以就慢慢看完了。比较简单浅显的一本书,读起来挺轻松的,从单位阅读时间的信息密度上来说性价比还不错。内容上非常googley,有些地方有点不免有些避重就轻,比如dealing with poisonous people这一章,所有的例子都来自于开源社区,完全没有公司里的例子,大概只能理解成贵司的hiring出神入化,把所有poisonous people全部都挡在了门外吧(展开)
Software Engineering is a team sports! HRT -- Humble, Respect, Trust..
Let's Quote Hamming -" It was that little extra work that later paid off for me. By realizing you have to use the system and stu...Software Engineering is a team sports! HRT -- Humble, Respect, Trust..
Let's Quote Hamming -" It was that little extra work that later paid off for me. By realizing you have to use the system and studying how to get the system to do your work, you learn how to adapt the systems to your desires.". research is a team sports, TOO.(展开)
New Google employees (we call “Nooglers”) often ask me what makes me effective at what I do. I tell them only half-jokingly that it’s very simple: I do the Right Thing for Google and the world, and then I sit back and wait to get fired. If I don’t get ...
(展开)
1 the myth of the genius programmer 2 building an awesome team culture 3 every boot needs a caption 4 dealing with poisonous people 5 the art of organizational manipulation 6 users are people, too 7 epilogue 其实里面讲的没什么太'术'的技巧,每一点都不难操作...
(展开)
culture 来自于创始团队, 即使是成熟公司,我们也可以track down 到他们 “every aspect of how they develop products, treat their employees, and compete with other companies.” 为什么culture很重要 因为你不去关注culture, 就会有个性很强的人会传播他的文化到team中去。 如果传播的是positive 的尚可,但是经常的是非如你所愿的。 如果team 没有形成共同价值观,无可保卫,那么被其他文化入侵,接管 就成为必然。 te...
2018-03-31 09:11:53
culture 来自于创始团队, 即使是成熟公司,我们也可以track down 到他们
“every aspect of how they develop products, treat their employees, and compete with other companies.”引自 Chap2 Building an Awesome Team Culture
为什么culture很重要
因为你不去关注culture, 就会有个性很强的人会传播他的文化到team中去。
如果传播的是positive 的尚可,但是经常的是非如你所愿的。
如果team 没有形成共同价值观,无可保卫,那么被其他文化入侵,接管 就成为必然。
team culture 的组成是每一个人的担当。
“A strong culture gives you focus, efficiency, and strength, and these things make for a happier team.”引自 Chap2 Building an Awesome Team Culture
team culture 会帮助team 来选人,选更多的适合这个culture的人进入团队。
在招聘过程中也是一样, team culture 是否相合决定了你是否会花更大的经历来让新人settle down .
在高度需要creative thinking 的软件行业, great products 需要 great engineers.
好的工程师喜欢和好的工程师一起工作。所以start team要从好的,牛人工程师开始招聘。
“What we mean by “consensus” is that everyone has a strong sense of ownership and responsibility for the product’s success and that the leaders really listen to the team (with an emphasis on the “respect” component of HRT)”
“Aggressive people can (usually) get along fine in a quieter environment, but quieter, more introverted people rarely excel (or enjoy working) in an aggressive environment—it’s not only harder to hear their voices over the noise, but it also tends to discourage them from being active participants.”引自 Chap2 Building an Awesome Team Culture
前面打消读者疑虑的东西略下不表: 第一章brief 放弃对天才程序员的迷信 1. 程序员可能有的一个通病就是不愿意在项目早期go public his code. 2. 软件是一个集体运动 3. 但是大家往往只注意了集体中最耀眼的明星,like Michael Jordan. “Celebrity is a big part of it. Humans have a natural instinct to locate leaders and role models, idolize them, and attempt to imitate them.” 人们模仿明星,但是忘记了,我们可...
2018-03-29 09:28:42
前面打消读者疑虑的东西略下不表:
第一章brief 放弃对天才程序员的迷信
1. 程序员可能有的一个通病就是不愿意在项目早期go public his code.
2. 软件是一个集体运动
3. 但是大家往往只注意了集体中最耀眼的明星,like Michael Jordan.
“Celebrity is a big part of it. Humans have a natural instinct to locate leaders and role models, idolize them, and attempt to imitate them.”引自 Chap1 放弃对天才程序员神话的执着
“Hiding Is Considered Harmful”引自 Chap1 放弃对天才程序员神话的执着
5. 躲藏是有害的,
Many eyes make sure your project stays relevant and on track. 引自 Chap1 放弃对天才程序员神话的执着
只有更早的更多的go public 听取意见, 才能使得事情更安全。
“Bus factor (noun): the number of people that need to get hit by a bus before your project is completely doomed.” 引自 Chap1 放弃对天才程序员神话的执着
公车因子: 项目里面多少人被撞死之后,项目才会黄。
项目有更多的人参与,而不是密室里的谋划,才能更安全。
“Don’t misunderstand us—we still think engineers need uninterrupted time to focus on writing code, but we think they need a high bandwidth, low-friction connection to their team even more.”引自 Chap1 放弃对天才程序员神话的执着
“A better way to say the same thing might be, “Hey, I’m confused by the control flow in this section here. I wonder if the xyzzy code pattern might make this clearer and easier to maintain?” Notice how you’re using humility to make the question about you, not him. He’s not wrong; you’re just having trouble understanding the code. The suggestion is merely offered up as a way to clarify things for poor little you, and possibly helping the project’s long-term sustainability goals. You’re also not demanding anything—you’re giving your collaborator the ability to peacefully reject the suggestion. ”引自 Chap1 放弃对天才程序员神话的执着
Learn Patience
Be Open to influence
“The more you are open to influence, the more you are able to influence; the more vulnerable you are, the stronger you appear. ”引自 Chap1 放弃对天才程序员神话的执着
Most software engineers work in dysfunctional corporate bureaucracies and need to employ certain manipulative techniques to get things done effectively.... We call it organizational manipulation. As companies grow, they develop bureaucracy and processes in an effort to manage profit, reduce risk, increase predictability, and support the massive weight of the organization itself. You need to und...
2016-07-25 08:19:27
Most software engineers work in dysfunctional corporate bureaucracies and need to employ certain manipulative techniques to get things done effectively.... We call it organizational manipulation.
As companies grow, they develop bureaucracy and processes in an effort to manage profit, reduce risk, increase predictability, and support the massive weight of the organization itself.
You need to underpromise and overdeliver whenever possible.
As an engineer, try to focus your energies on launching products over just about everything else.
As tempting as it might be to spend a ton of time cleaning up your code base and refactoring things, we've learned from experience that if you dedicate more than half of your time to this kind of defensive work, it's hardly valued at all and you'll find yourself in the somewhat embarrassing position of having nothing (politically) important to show for your time. This is not only a good way to get no recognition, but it's also a good way to get your product canceled.
"Perception is nine-tenths of the law"
We now have a handy rule we live by: a team should never spend more than one-third to one-half of its time and energy on defensive work, no matter how much technical debt there is. Any more time spent is a recipe for political suicide.
Friends come and go...enemies accumulate.
If you can't change the system, there's no point in continuing to put energy into changing it. Instead, put energy into leaving it.
If you don't put the effort into understanding how to navigate your organization, you're leaving a huge part of your destiny to chance.
Chapter 4 When a team is started by a group of angry jerks, the effort tends to attract more and more individuals of the same sort. Certain projects that we won't mention here (like the Linux kernel community) are keen examples of this -- endless bickering, chest thumping, and sniping. lol.... You much protect your team's attention and focus. Ironically, years later, this person's predictions...
2016-07-18 09:52:22
Chapter 4
When a team is started by a group of angry jerks, the effort tends to attract more and more individuals of the same sort. Certain projects that we won't mention here (like the Linux kernel community) are keen examples of this -- endless bickering, chest thumping, and sniping. lol....
You much protect your team's attention and focus.
Ironically, years later, this person's predictions turned out to be correct on many levels, but that didn't stop Subversion from becoming wildly successful anyway -- at least in corporate software development. The point here isn't about who is right or wrong, but whether a disagreement is guaranteed to come to a conclusion and whether it's worthwhile to keep a debate going. ... at some point you need to decide when it's time to cut your losses and move on.
not let "the perfect be the enemy of the good"
The stronger your emotions are, the more likely you are to waste hours or days writing passionate replies to someone who doesn't deserve such attention.
Choose your battles carefully and keep calm.
前面打消读者疑虑的东西略下不表: 第一章brief 放弃对天才程序员的迷信 1. 程序员可能有的一个通病就是不愿意在项目早期go public his code. 2. 软件是一个集体运动 3. 但是大家往往只注意了集体中最耀眼的明星,like Michael Jordan. “Celebrity is a big part of it. Humans have a natural instinct to locate leaders and role models, idolize them, and attempt to imitate them.” 人们模仿明星,但是忘记了,我们可...
2018-03-29 09:28:42
前面打消读者疑虑的东西略下不表:
第一章brief 放弃对天才程序员的迷信
1. 程序员可能有的一个通病就是不愿意在项目早期go public his code.
2. 软件是一个集体运动
3. 但是大家往往只注意了集体中最耀眼的明星,like Michael Jordan.
“Celebrity is a big part of it. Humans have a natural instinct to locate leaders and role models, idolize them, and attempt to imitate them.”引自 Chap1 放弃对天才程序员神话的执着
“Hiding Is Considered Harmful”引自 Chap1 放弃对天才程序员神话的执着
5. 躲藏是有害的,
Many eyes make sure your project stays relevant and on track. 引自 Chap1 放弃对天才程序员神话的执着
只有更早的更多的go public 听取意见, 才能使得事情更安全。
“Bus factor (noun): the number of people that need to get hit by a bus before your project is completely doomed.” 引自 Chap1 放弃对天才程序员神话的执着
公车因子: 项目里面多少人被撞死之后,项目才会黄。
项目有更多的人参与,而不是密室里的谋划,才能更安全。
“Don’t misunderstand us—we still think engineers need uninterrupted time to focus on writing code, but we think they need a high bandwidth, low-friction connection to their team even more.”引自 Chap1 放弃对天才程序员神话的执着
“A better way to say the same thing might be, “Hey, I’m confused by the control flow in this section here. I wonder if the xyzzy code pattern might make this clearer and easier to maintain?” Notice how you’re using humility to make the question about you, not him. He’s not wrong; you’re just having trouble understanding the code. The suggestion is merely offered up as a way to clarify things for poor little you, and possibly helping the project’s long-term sustainability goals. You’re also not demanding anything—you’re giving your collaborator the ability to peacefully reject the suggestion. ”引自 Chap1 放弃对天才程序员神话的执着
Learn Patience
Be Open to influence
“The more you are open to influence, the more you are able to influence; the more vulnerable you are, the stronger you appear. ”引自 Chap1 放弃对天才程序员神话的执着
conventional wisdom:a productive engineer needed to have her office with a door closed. any fast-growing high-tech company that started in the 21st century, you will find engineers clustered together in shared cubicles. Software today is written by teams A way to filter out noise and interruptions 1: teams give out noise-canceling headphones to engineers to make it easier to deal with the noise...
2012-11-21 10:52:06
conventional wisdom:a productive engineer needed to have her office with a door closed.
any fast-growing high-tech company that started in the 21st century, you will find engineers clustered together in shared cubicles.
Software today is written by teams
A way to filter out noise and interruptions引自 Engineers and Offices
1: teams give out noise-canceling headphones to engineers to make it easier to deal with the noise in the area. the very act of wearing headphones is a common signal that means "dont disturb me unless it's really important"
2: tokens or stuffed animals that team members put on their monitor to signify they are busy..
3: a voical interrupt protocol.
coders need a high band-width, low-friction connections to their team.引自 Engineers and Offices
culture 来自于创始团队, 即使是成熟公司,我们也可以track down 到他们 “every aspect of how they develop products, treat their employees, and compete with other companies.” 为什么culture很重要 因为你不去关注culture, 就会有个性很强的人会传播他的文化到team中去。 如果传播的是positive 的尚可,但是经常的是非如你所愿的。 如果team 没有形成共同价值观,无可保卫,那么被其他文化入侵,接管 就成为必然。 te...
2018-03-31 09:11:53
culture 来自于创始团队, 即使是成熟公司,我们也可以track down 到他们
“every aspect of how they develop products, treat their employees, and compete with other companies.”引自 Chap2 Building an Awesome Team Culture
为什么culture很重要
因为你不去关注culture, 就会有个性很强的人会传播他的文化到team中去。
如果传播的是positive 的尚可,但是经常的是非如你所愿的。
如果team 没有形成共同价值观,无可保卫,那么被其他文化入侵,接管 就成为必然。
team culture 的组成是每一个人的担当。
“A strong culture gives you focus, efficiency, and strength, and these things make for a happier team.”引自 Chap2 Building an Awesome Team Culture
team culture 会帮助team 来选人,选更多的适合这个culture的人进入团队。
在招聘过程中也是一样, team culture 是否相合决定了你是否会花更大的经历来让新人settle down .
在高度需要creative thinking 的软件行业, great products 需要 great engineers.
好的工程师喜欢和好的工程师一起工作。所以start team要从好的,牛人工程师开始招聘。
“What we mean by “consensus” is that everyone has a strong sense of ownership and responsibility for the product’s success and that the leaders really listen to the team (with an emphasis on the “respect” component of HRT)”
“Aggressive people can (usually) get along fine in a quieter environment, but quieter, more introverted people rarely excel (or enjoy working) in an aggressive environment—it’s not only harder to hear their voices over the noise, but it also tends to discourage them from being active participants.”引自 Chap2 Building an Awesome Team Culture
culture 来自于创始团队, 即使是成熟公司,我们也可以track down 到他们 “every aspect of how they develop products, treat their employees, and compete with other companies.” 为什么culture很重要 因为你不去关注culture, 就会有个性很强的人会传播他的文化到team中去。 如果传播的是positive 的尚可,但是经常的是非如你所愿的。 如果team 没有形成共同价值观,无可保卫,那么被其他文化入侵,接管 就成为必然。 te...
2018-03-31 09:11:53
culture 来自于创始团队, 即使是成熟公司,我们也可以track down 到他们
“every aspect of how they develop products, treat their employees, and compete with other companies.”引自 Chap2 Building an Awesome Team Culture
为什么culture很重要
因为你不去关注culture, 就会有个性很强的人会传播他的文化到team中去。
如果传播的是positive 的尚可,但是经常的是非如你所愿的。
如果team 没有形成共同价值观,无可保卫,那么被其他文化入侵,接管 就成为必然。
team culture 的组成是每一个人的担当。
“A strong culture gives you focus, efficiency, and strength, and these things make for a happier team.”引自 Chap2 Building an Awesome Team Culture
team culture 会帮助team 来选人,选更多的适合这个culture的人进入团队。
在招聘过程中也是一样, team culture 是否相合决定了你是否会花更大的经历来让新人settle down .
在高度需要creative thinking 的软件行业, great products 需要 great engineers.
好的工程师喜欢和好的工程师一起工作。所以start team要从好的,牛人工程师开始招聘。
“What we mean by “consensus” is that everyone has a strong sense of ownership and responsibility for the product’s success and that the leaders really listen to the team (with an emphasis on the “respect” component of HRT)”
“Aggressive people can (usually) get along fine in a quieter environment, but quieter, more introverted people rarely excel (or enjoy working) in an aggressive environment—it’s not only harder to hear their voices over the noise, but it also tends to discourage them from being active participants.”引自 Chap2 Building an Awesome Team Culture
前面打消读者疑虑的东西略下不表: 第一章brief 放弃对天才程序员的迷信 1. 程序员可能有的一个通病就是不愿意在项目早期go public his code. 2. 软件是一个集体运动 3. 但是大家往往只注意了集体中最耀眼的明星,like Michael Jordan. “Celebrity is a big part of it. Humans have a natural instinct to locate leaders and role models, idolize them, and attempt to imitate them.” 人们模仿明星,但是忘记了,我们可...
2018-03-29 09:28:42
前面打消读者疑虑的东西略下不表:
第一章brief 放弃对天才程序员的迷信
1. 程序员可能有的一个通病就是不愿意在项目早期go public his code.
2. 软件是一个集体运动
3. 但是大家往往只注意了集体中最耀眼的明星,like Michael Jordan.
“Celebrity is a big part of it. Humans have a natural instinct to locate leaders and role models, idolize them, and attempt to imitate them.”引自 Chap1 放弃对天才程序员神话的执着
“Hiding Is Considered Harmful”引自 Chap1 放弃对天才程序员神话的执着
5. 躲藏是有害的,
Many eyes make sure your project stays relevant and on track. 引自 Chap1 放弃对天才程序员神话的执着
只有更早的更多的go public 听取意见, 才能使得事情更安全。
“Bus factor (noun): the number of people that need to get hit by a bus before your project is completely doomed.” 引自 Chap1 放弃对天才程序员神话的执着
公车因子: 项目里面多少人被撞死之后,项目才会黄。
项目有更多的人参与,而不是密室里的谋划,才能更安全。
“Don’t misunderstand us—we still think engineers need uninterrupted time to focus on writing code, but we think they need a high bandwidth, low-friction connection to their team even more.”引自 Chap1 放弃对天才程序员神话的执着
“A better way to say the same thing might be, “Hey, I’m confused by the control flow in this section here. I wonder if the xyzzy code pattern might make this clearer and easier to maintain?” Notice how you’re using humility to make the question about you, not him. He’s not wrong; you’re just having trouble understanding the code. The suggestion is merely offered up as a way to clarify things for poor little you, and possibly helping the project’s long-term sustainability goals. You’re also not demanding anything—you’re giving your collaborator the ability to peacefully reject the suggestion. ”引自 Chap1 放弃对天才程序员神话的执着
Learn Patience
Be Open to influence
“The more you are open to influence, the more you are able to influence; the more vulnerable you are, the stronger you appear. ”引自 Chap1 放弃对天才程序员神话的执着
Most software engineers work in dysfunctional corporate bureaucracies and need to employ certain manipulative techniques to get things done effectively.... We call it organizational manipulation. As companies grow, they develop bureaucracy and processes in an effort to manage profit, reduce risk, increase predictability, and support the massive weight of the organization itself. You need to und...
2016-07-25 08:19:27
Most software engineers work in dysfunctional corporate bureaucracies and need to employ certain manipulative techniques to get things done effectively.... We call it organizational manipulation.
As companies grow, they develop bureaucracy and processes in an effort to manage profit, reduce risk, increase predictability, and support the massive weight of the organization itself.
You need to underpromise and overdeliver whenever possible.
As an engineer, try to focus your energies on launching products over just about everything else.
As tempting as it might be to spend a ton of time cleaning up your code base and refactoring things, we've learned from experience that if you dedicate more than half of your time to this kind of defensive work, it's hardly valued at all and you'll find yourself in the somewhat embarrassing position of having nothing (politically) important to show for your time. This is not only a good way to get no recognition, but it's also a good way to get your product canceled.
"Perception is nine-tenths of the law"
We now have a handy rule we live by: a team should never spend more than one-third to one-half of its time and energy on defensive work, no matter how much technical debt there is. Any more time spent is a recipe for political suicide.
Friends come and go...enemies accumulate.
If you can't change the system, there's no point in continuing to put energy into changing it. Instead, put energy into leaving it.
If you don't put the effort into understanding how to navigate your organization, you're leaving a huge part of your destiny to chance.
Chapter 4 When a team is started by a group of angry jerks, the effort tends to attract more and more individuals of the same sort. Certain projects that we won't mention here (like the Linux kernel community) are keen examples of this -- endless bickering, chest thumping, and sniping. lol.... You much protect your team's attention and focus. Ironically, years later, this person's predictions...
2016-07-18 09:52:22
Chapter 4
When a team is started by a group of angry jerks, the effort tends to attract more and more individuals of the same sort. Certain projects that we won't mention here (like the Linux kernel community) are keen examples of this -- endless bickering, chest thumping, and sniping. lol....
You much protect your team's attention and focus.
Ironically, years later, this person's predictions turned out to be correct on many levels, but that didn't stop Subversion from becoming wildly successful anyway -- at least in corporate software development. The point here isn't about who is right or wrong, but whether a disagreement is guaranteed to come to a conclusion and whether it's worthwhile to keep a debate going. ... at some point you need to decide when it's time to cut your losses and move on.
not let "the perfect be the enemy of the good"
The stronger your emotions are, the more likely you are to waste hours or days writing passionate replies to someone who doesn't deserve such attention.
Choose your battles carefully and keep calm.
0 有用 siyunxp 2016-07-25 08:25:46
虽然平时大家也都是这么做的,但总结一下对new grad还是有帮助
0 有用 qiaone 2014-08-15 22:59:44
"Every boat needs a captain."
0 有用 Kan 2017-12-12 08:14:10
工程师团队协作101
0 有用 肉饼 2020-05-26 07:40:40
程序员职场指南,结合自己实际经历阅读受益匪浅。
1 有用 Nova 2015-06-30 18:24:13
Google的两位team leaders合著的书。中心阐述HRT原则,即Humanity, Respect和Trust。践行起来不易。
0 有用 Teak 2022-03-20 13:30:49
家里正好有这本书纸质版就随便翻了翻,发现还可以就慢慢看完了。比较简单浅显的一本书,读起来挺轻松的,从单位阅读时间的信息密度上来说性价比还不错。内容上非常googley,有些地方有点不免有些避重就轻,比如dealing with poisonous people这一章,所有的例子都来自于开源社区,完全没有公司里的例子,大概只能理解成贵司的hiring出神入化,把所有poisonous people全... 家里正好有这本书纸质版就随便翻了翻,发现还可以就慢慢看完了。比较简单浅显的一本书,读起来挺轻松的,从单位阅读时间的信息密度上来说性价比还不错。内容上非常googley,有些地方有点不免有些避重就轻,比如dealing with poisonous people这一章,所有的例子都来自于开源社区,完全没有公司里的例子,大概只能理解成贵司的hiring出神入化,把所有poisonous people全部都挡在了门外吧 (展开)
0 有用 肉饼 2020-05-26 07:40:40
程序员职场指南,结合自己实际经历阅读受益匪浅。
0 有用 吃不到柠檬 2020-05-23 17:37:57
书里举的例子在自己工作中有所体现,还是挺亲切的
0 有用 Mabel 2020-05-17 02:40:33
HRT
0 有用 gyrfalcon9 2020-05-10 02:07:36
Software Engineering is a team sports! HRT -- Humble, Respect, Trust.. Let's Quote Hamming -" It was that little extra work that later paid off for me. By realizing you have to use the system and stu... Software Engineering is a team sports! HRT -- Humble, Respect, Trust.. Let's Quote Hamming -" It was that little extra work that later paid off for me. By realizing you have to use the system and studying how to get the system to do your work, you learn how to adapt the systems to your desires.". research is a team sports, TOO. (展开)