also fun; analogies between FPGA "floor planning" for efficient computation vs collocating teams & communication in real buildings
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ooh a whole rich field of metaphor I am ignorant of. (Doubly ignorant: FPGAs, and also colocated work).
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Along this same topic, I read this this past week (https://www.amazon.com/dp/B00DY3KQX6/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1 …) and it's changed my mind on a few very important things.
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say more!
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The gist: Unless you can measure *all* key parts of performance (team or indiv), it's best to measure none. Dysfunction arises otherwise.
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Most complex jobs (aka, most knowledge work) has to balance a lot of things to satisfy the customer. People will optimize for the...
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metrics that mgmt says is important at the loss of the other unspecified metrics. The anecdote? Good, mission-driven leadership.
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Man, I use that analogy _all the time_. I'm a fan of Wallach's distinction between extrinsic and intrinsic measurements of success
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In: http://dirichlet.net/pdf/wallach09evaluation.pdf … You want intrinsic measurements (eg perplexity) that are correlated to extrinsic tasks (eg ad clicks)
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But, critically, you usually need both. Neither tells the complete story itself.
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oh and cc
@hannawallach and@neurobongo
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story checks out. I'm pretty sure we spent an hour-long 1:1 just coming up with them once.
Thanks. Twitter will use this to make your timeline better. UndoUndo
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