There are many calls to break up tech. Break up what, exactly? Regulate tech? Regulate what? There’s a lot of polarization about what to do about Facebook, Amazon, Apple, and Google. That polarization is in part driven by anger. Dig a bit deeper and see fear. Maybe you’re feeling it. Here’s how I see it. The Assumptions People are heterogenous. Peoples’ beliefs are heterogenous. Peoples’ willingness to believe are heterogenous. Peoples’ inventiveness and imagination are heterogenous. Peoples’ willingness to tell or repeat stories are heterogenous. Peoples’ susceptibility to stories, and to storytellers, are heterogenous. Peoples’ need to belong are heterogenous. People form networks because they need to belong. Information (Gossip, facts, stories) is transmitted along those networks. These variables (information,[…]

It seems like a lot of people value certainty. People buy a lot of products and stories for certainty. Insurance. Investment advice. Forecasts. Indulgences.Many entrepreneurs, in particular those in data science, sell certainty. What else is an F1 score other than a measure of certainty on some level? Given some inputs, our machine transforms them some way, which produces some statement about the past, present, or future, with some quantifiable amount of certainty, so that you can do something with confidence (or feel more secure). We sell certainty. And yet isn’t it curious about how much insecurity we’re creating while we do so? It has always been easier to sample data from the past, pull a heuristic from it, and[…]

Teams, in software engineering, form because of success. Without success, the firm wouldn’t be cursed with the problem of having so much talent to have to organize in some way. A founder can easily reduce the complexity in their human organization, and their lives, by simply not hiring any more than seven technologists to work with them on their mission. For some, this is viable. For others, this is not. Teams emerge in response to scale. They are either formed as by product of centralized hierarchical command structure, or they emerge as a product of network cohesion/polarization. To the extent that either formation is aligned with the vision, goal, mission, or purpose of the organizational chrome is a function of[…]