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Posted by alcazar 14 hours ago

Sabotaging projects by overthinking, scope creep, and structural diffing(kevinlynagh.com)
369 points | 93 commentspage 3
quarkz14 12 hours ago|
Definitely have found myself in a similar situation in fact most of the times option 2 happens. I too have caught myself just thinking rather than building and glad I am not the only one who repeatedly tells himself I should just build it rather than enter the rabbit hole of what is out there.
brador 2 hours ago||
Add flip flopping - undecided on language/engine/toolset for weeks to decades.
ljm 13 hours ago||
I feel for this a lot, but it's because I don't want to actually write code or build something if there is something workable already out there.

Maybe I lack imagination or curiosity, but it makes it difficult to come up with an idea and follow it through.

hirako2000 10 hours ago||
My answer is both #1 and #2

Prototype a minority of the time. Research a majority of the time. At some point the ratio flips as research fades out and producing increases.

jwpapi 3 hours ago||
Sounds like AI
haunter 13 hours ago||
Funnily this aligns perfectly with the WW2 era CIA Sabotaging handbook https://www.cia.gov/static/5c875f3ec660e092cf893f60b4a288df/...

Organizations and Conferences:

1. Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.

2. Make “speeches,” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences.

3. When possible refer all matters to committees, for “further study and consideration”. Attempt to make the committees as large as possible – never less than five.

4. Bring up irrelevant issues as frequently as possible.

5. Haggle over precise wordings of communications, minutes, resolutions.

6. Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.

7. Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable” and avoid haste which might result in embarrassments or difficulties later on.

8. Be worried about the propriety of any decision – raise the question of whether such action as is contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon.

Managers and Supervisors:

1. Demand written orders.

2. “Misunderstand” orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.

3. Do everything possible to delay the delivery of orders. Even though parts of the order may be ready beforehand, don’t deliver it until its completely ready.

4. Don’t order new working materials until your current stocks have been virtually exhausted, so that the slightest delay in filling your order will mean a shutdown.

5. Order high-quality materials which are hard to get. If you don’t get them argue about it. Warn that inferior materials will mean inferior work.

6. In making work assignments, always sing out the unimportant jobs first. See that important jobs are assigned to inefficient workers with poor equipment.

7. Insist on perfect work in relatively unimportant products send back for refinishing those which have the least flaws. Approve other defective parts whose flaws are not visible to the naked eye.

8. Make mistakes in routing so that parts and materials will be sent to the wrong place in the plant.

9. When training new workers, give incomplete or misleading instructions.

10. To lower moral and with it production, be pleasant to inefficient workers; give them undeserved promotions. Discriminate against efficient workers; complain unjustly about their work.

11. Hold meetings when there is critical work to be done.

12. Multiply paperwork in plausible ways. Start duplicating files.

13. Multiply the procedures and clearances involved in issuing instructions, making payments, and so on. See that three people have to approve everything where one would do.

14. Apply all regulations to the last letter.

robertcope 4 hours ago||
Hah, came here to make sure someone had mentioned this! One of my favorites.
dgb23 11 hours ago||
This reads like satire!
33MHz-i486 12 hours ago||
also if youre in a large organization, this is a great way to sabotage other peoples projects while elevating your stature. Require that they go evaluate alternatives and prior art, and write a slew of analysis and decision documentation
mystraline 4 hours ago||
This is also a great way to sabotage a company from the inside.

This technique is called out in the CIA simple field sabotage manual.

utopiah 12 hours ago||
I mean if you don't reconsider the foundation of computer science, mathematics or what even is information, can you truly be building a cool CRM?
sfink 8 hours ago|
It's like those ridiculous people who try to make a PBJ without knowing anything about glycemic indexes, peanut smut, or the historical origins of breadmaking.

Kids these days just want to use prefab libraries and frameworks with a million dependencies doing god knows what and written by randos.

(Unrelated to how commenters these days just want an excuse to use the term "peanut smut".)

danaw 12 hours ago|
i feel a lot are missing the point here of identifying the "why" in why you want to build a project.

do you want to learn a new skill? do you want to scratch a very specific personal itch for just yourself? do you want to solve problems for others as well? do you want to build a startup/business around the idea?

all of these necessitate different approaches and strategies to research and coding. scratching an itch? maybe fully vibe coding is fine. want to learn? ditch the vibes and write by hand and ignore prior art. want to build a business? do some actual market research first and decide if this is something you actually want to pursue.

this post was a good reminder for me to identify the why as early on as possible and to be ok with just building something for myself without always having to monetize a side project which, for me, just zaps all joy from it.

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