Posted by xeonmc 6 days ago
I have mixed feelings because now it's so much simpler, but the frustration of having to write these lines in the first place, it's so annoying. that's what happens when specs aren't clear
It has the added benefit that I'm forced to keep the codebase fresh in my mind.
Code is an artifact, undesired debris.
The fewer lines, the better.
2. It’s a direct recollection from someone who was there, not an unnamed “my cousin’s best friend” or literal folklore that is passed down by oral tradition. Andy knew Bill and was there. There is no clear motivation to tell a fictional story when there were so many real ones.
3. The specifics line up very well with what we know about Bill Atkinson and some his wizardry needed to make the Mac work.
Given this, it’s much easier to assume that your assertion is what is made up.
I get the sentiment though, "He blew management's mind so much they made an exception for him".
But, Folklore.org is a bit less onanistic than ESR's jargon file.
That was the first and last time we had to do it, as the soft drinks returned the following week.
(I skipped clarifying in the GP post that they took the soft drinks out of the fridge and emailed the new policy, rather than merely being a little slow in restocking.)
Too many forget that it's one of the few legal ways to supply your employees with performance enhancing drugs.
At that time at Apple, even as an IC, Bill had lines of communication to Steve and was extremely valued. There's absolutely no doubt he could get "middle manager shenanigans" gone simply by not complying or "maliciously complying". Hell, I've seen ICs far less valuable, or even close to negative value get away with stunts far worse than these, succeed and keep their jobs. Out of all the stories in Folklore.org, this is the one you have an issue with?!
The outcome where all of a sudden leadership just shit its pants and doesn't communicate at all and never followed up... It's like writing "and then everyone clapped" for programmers.
This is not only a possible outcome, it is a common one. When leadership realizes it was a mistake to instill one of these types of "productivity motivators", it is easier to disappear it and never (officially) speak of it again.