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I’ve witnessed this phenomenon across enough corporate Slack workspaces that I think I can speak to it with confidence. What is a zombie Slack channel? If you use Slack (or Teams, or some other similar app) at work I’m sure you’ve encountered zombie channels before. Zombie Slack channels are effectively dead communication that refuses to die. They are animated by unknown forces, set to mindlessly shamble towards some unknowable end. In this shambling they occasionally utter the corporate equivalent of “braaaaaaiiiiiiiinnnnns,” a thoughtless utterance of desire for positive engagement bereft of the necessary two-way conversation such an outcome demands. Much like an animated corpse slowly moving its way through a shopping mall, zombie Slack channels are also pretty easy to spot. Hallmarks include: A never-ending stream of announcement messages, Out-of-place hustle jargon that would be more suitable to LinkedIn, Message lengths that assume you have the time to read a small tome, Links to...
a year ago

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More from Eric Bailey

Article pitch for your consideration

A thing you should know is that you get put on a lot of lists if you spend a decent chunk of time publishing blog posts on your website. Your website and contact information will be shared around on these lists, for the purpose of soliciting you for guest posts. If you’re not familiar with the concept, guest posts are a way for other people to take advantage of your website’s search ranking as a way to divert traffic to other websites. There are benefits to doing this. The most straightforward one is SEO. Here, outward going links serves a heuristic web search engines look to for quality when weighing results. Guest posts can also have some additional gray hat goals, including audience segmenting and identification via things like UTM-driven campaigns. There are also straight-up cons such as linking to spyware, cryptominers and other forms of malware, and browser-based zero day exploits. Curiouser and curiouser I’ve always been curious about what exactly you get when you agree to a guest post offer. So, I dredged my spam folder and found one that sounded more direct and sincere. Here’s the cold call email pitch: Subject: Body: Keeping up with annual home and property maintenance is essential for preserving value and preventing costly repairs down the line. Whether it's inspecting your roof, cleaning gutters, or checking heating systems, regular upkeep can save homeowners time, money, and stress. I’m putting together an article that highlights key tasks for effective yearly maintenance, offering tips to help homeowners protect their biggest investment. I think this piece could really resonate with your audience! Let me know if you'd be interested in featuring it on your website. Thank you so much for your time today! Erin Reynolds P.S. If you’d like to propose an alternative topic, please do so. I would be happy to write on a topic that best suits your website. Don’t want to hear from me again? Please let me know. My reply reads: Hi Erin, This might be a weird one, but bear with me: My blog is a personal site, and its content is focused on web development and internet culture. I've always wanted to take someone up on this sort of offer, presented in the context of the article being something you get if you take the person reaching out on the offer to write a guest post. Is this something you'd be interested in? Erin took me up on my offer, and wrote about annual home and property maintenance. To her credit, she also did ask me if there was another subject I was interested in, but I figured we could stay the course of the original pitch. She was also prompt and communicative throughout the process, and delivered exactly what was promised. Here is the article in question: By Erin Reynolds, [diymama.net](https://diymama.net/) There's a quiet rhythm to living in a well-loved home. If you listen closely, your house speaks to you-whispers, mostly. The soft drip of a tired faucet, the groan of an HVAC unit that's been running too long, or the gentle scold of a clogged dryer vent. These aren't just annoyances. They re the language of upkeep, and whether you're in your first place or celebrating twenty years in the same four walls, learning to listen—and act—is everything. Annual maintenance isn't just about fixing what's broken. It's about stewardship, about being the kind of homeowner who doesn't wait for the ceiling to leak before checking the roof. There's something incredibly satisfying about having all your home maintenance documents in one tidy digital folder-no more rummaging through drawers for that appliance manual or the roof warranty. Digitizing receipts, inspection reports, and service invoices gives you a clear, accessible record of everything that's been done and when. Saving these as PDFs makes them universally readable and easy to share, whether you're selling your home or just need to reference them quickly. When you use a tool to create PDF files, you can convert virtually any document into a neat, portable format. You might not think much about gutters unless they're sagging or spilling over during a thunderstorm, but they play a quiet hero's role in protecting your home. Clean them out once a year —twice if you're under heavy tree cover—and you'll avoid water damage, foundation cracks, and even basement flooding. Take a Saturday with a sturdy ladder, some gloves, and a hose; it's oddly meditative work, like adult sandbox play. And if climbing rooftops isn't your thing, call in the pros-your future self will thank you during the next torrential downpour. That whoosh of warm or cool air we all take for granted? It comes at a price if neglected. Your heating and cooling system needs a checkup at least once a year, ideally before the seasons shift. A technician can clean the coils, swap the filter, and make sure it's all running like a symphony-not the death rattle of a dying compressor. Skipping this task means flirting with energy inefficiency and sudden breakdowns during a July heatwave or a January cold snap-and no one wants that call to the emergency repair guy at 2 a.m. Keep Your Appliances Running Like Clockwork Your appliances work hard so giving them a little yearly attention goes a long way. Cleaning refrigerator coils, checking for clogged dryer vents, and running cleaning cycles on dishwashers and washing machines helps extend their lifespan and keep things humming. But even with routine care, breakdowns happen, which is why investing in a home warranty can provide peace of mind when repairs crop up. Be sure to research home warranty appliance coverage that includes not only repair costs, but also removal of faulty units and protection against damage caused by previous poor installations. It's easy to forget the trees in your yard when they're not blooming or dropping leaves, but they're worth an annual walkaround. Look for branches that hang a little too close to power lines or seem precariously poised above your roof. Dead limbs are more than an eyesore-they're projectiles in a windstorm, liabilities when it comes to insurance, and threats to your peace of mind. Hiring an arborist to prune and assess health may not be the most glamorous expense, but it's a strategic one. This one's for all the window-ledge neglecters and bathroom corner deniers. Every year, old caulk shrinks and cracks, and when it does, water starts to creep in—under tubs, around sinks, behind tile. The same goes for gaps around doors and windows that let in drafts, bugs, and rising utility bills. Re-caulking is a humble chore that wields mighty results, and it's deeply satisfying to peel away the old and lay down a clean bead like you're frosting a cake. A tube of silicone sealant and an hour of your time buys you protection and a crisp finish. Sediment buildup is sneaky—it collects at the bottom of your water heater like sand in a jar, slowly choking its efficiency and shortening its life. Once a year, flush it out. It's not hard: a hose, a few steps, and maybe a YouTube video or two for moral support. You'll end up with cleaner water, faster heating, and a unit that isn't harboring the mineral equivalent of a brick in its belly. This is the kind of maintenance no one talks about at dinner parties but everyone should be doing. Roof problems rarely introduce themselves politely. They crash in during a storm or reveal themselves as creeping stains on the ceiling. But if you check your roof annually-scan for missing shingles, flashing that's come loose, or signs of moss and algae—you stand a better chance of catching issues while they're still small. If you're uneasy climbing up there, a good drone or a pair of binoculars can give you a decent read. Think of it like checking your teeth: do it regularly, and you'll avoid the root canal of roof repair. There's an entire category of small, often-overlooked chores that quietly hold your house together. Replacing smoke detector batteries, testing GFCI outlets, tightening loose deck boards, cleaning behind the refrigerator, checking for signs of mice in the attic. These aren't major jobs, but ignoring them year after year adds up like debt. Spend a weekend with a checklist and a good podcast and knock them out-it's as much about peace of mind as it is about safety. Being a homeowner isn't just about mortgages, paint colors, and patio furniture. It's about stewardship, a kind of quiet attentiveness to the place that holds your life. Annual maintenance doesn't come with applause or Instagram likes, but it keeps the scaffolding of your world solid and serene. When you walk into a home that's been cared for, you can feel it—the air is calmer, the floors don't squeak quite as loud, and the house seems to breathe easier, knowing someone's listening. Explore the world of inclusive design with Eric W. Bailey, where insightful articles, engaging talks, and innovative projects await to inspire your next digital creation! I mean, this is objectively solid advice! The appearance of trust What was nice to note here is none of the links contained any UTM parameters, and the sites linked out looked relatively on the up and up. It could be relevant and actionable results, or maybe some sort of coordinated quid-pro-quo personal or professional networking. That said: Be the villain. The deliverable was a Microsoft Word document attached to an email. On the surface this seems completely innocuous—a ton of people use it to write compared to Markdown. However, in the wrong hands it could definitely be a vector for bad things. Appearing legitimate is a good tactic to build a sense of trust and get me to open that file. From there, all sorts of terrible things could happen. To address this, I extracted the text via a non-Windows operating system installed on a Virtual Machine (VM). I also used a copy of LibreOffice to open the Word document. The idea was to take advantage of the VM’s sandboxing, as well as the less-sophisticated interoperability between the two word processing apps. This allowed for sanitized plain text extraction, without enabling anything else more nefarious. Sometimes a cigar is just a cigar I also searched certain select phrases from the guest post to see if this content was repeated anywhere else, and didn’t find anything. I found other guest posts written by Erin on the web, but that’s the whole point, isn’t it? The internet is getting choked out by LLM-generated slop. Writing was already a tough job, and now it’s even gotten more thankless. It’s always important to keep in mind that there’s people behind the technology. I choose to believe that this is an article written in earnest by someone who cares about DIY home repair and wants to get the word out. So, to Erin: Here’s to your article! And to you, the reader: I hope you learned something new about taking care of the place you live in.

4 days ago 8 votes
Tag, you’re it

I’ve been seeing, and enjoying reading these posts as they pop up in my RSS reader. Dave Rupert tagged me into the chain, so here we go! Why did you start blogging in the first place? With the gift of hindsight, I guess I came up being blog-adjacent. Like Dave, I also had a background in publishing as a youth. I worked for my high school newspaper, and had a part- and then later full-time job at my local newspaper. I also published a weirdo, monkey cheese nerd zine. Its main claims to fame were both pissing off the principal and preventing me from getting dates. Zines are cool and embracing cringe will set you free. I read a ton of blogs, but I never initially thought I’d be be someone who published one. This was due to fear of dog-piling criticism, as well as not thinking I had anything meaningful to contribute. Then I got Kivikoskied. Reader, I strongly encourage you to get Kivikoskied yourself. The first post I put on my site was a reaction to the WebAIM Millions report. Reading through it generated enough feelings that I needed a place to put them in a constructive way. What platform are you using to manage your blog and why did you choose it? The reaction to the WebAIM Millions report was originally just a HTML page with a dream. That page seemed to resonate with people, so with that encouragement I had to build blogging infrastructure after the fact. That infrastructure wound up being Eleventy. I love Eleventy, and it’s only gotten better since that initial adoption. Zach Leatherman is a mensch, and I sing the praises of his project every chance I can get. I love blogging with Eleventy because it prioritizes speed, stability, and performance. Static web pages generated via Markdown are easy enough to wrangle, and it means I can spend the majority of my time focusing on writing, and not managing dependencies or database updates. Have you blogged on other platforms before? WordPress, Jekyll, thoughtbot’s homegrown CMS, and a few others. May you never have to work with Méthode. How do you write your posts? For example, in a local editing tool, or in a panel/dashboard that’s part of your blog? I’ve evaluated countless writing apps, but find myself keep coming back to Dropbox Paper. I’m highly distractible, and love to fiddle and tinker. Because of this, I find that Paper’s intentional, designed simplicity keeps me focused and on-task. It’s a shame that we live in the rot economy—where innovation is synonymous with value extraction—and there is apparently no longer enough incentive to maintain it. The post is then exported as a Markdown file from Paper, has its contents pasted into VS Code, cleaned up a little bit, metadata is added, merged into GitHub, and voilà! Blog post! There are more efficient ways to do this, but I find the ritual of it all soothing. When do you feel most inspired to write? I’m going to share a little secret with you: Nearly every technical blog post I write is a longform subtweet. By this, I mean I use writing as a way to channel a lot of my anxieties and frustrations into something constructive. I wish I wrote more silly posts, but it’s difficult to prioritize them given the state of things. Do you publish immediately after writing, or do you let it simmer a bit as a draft? I’ll chip away at a draft for weeks, moving sections around and tweaking language until the entire thing feels cohesive. It’s less perfectionism and more wanting to be sure I’m communicating my thoughts as clearly as I can. There is also the inevitable flurry of edits that follow hitting publish. I’d bottle that feeling of sudden, panicked clarity if I could. What are you generally interested in writing about? The intersection of accessibility, usability, design systems, and the web platform. I’m also a sucker for CSS, tech culture, and a good metaphor. Who are you writing for? I write for people who are curious about the web, accessibility, and frontend technology at a medium-to-high level of familiarity. It has been so liberating to not have to explain the basics of accessibility and why it matters anymore. I also write for myself as augmented memory. This, along with services like Pinboard help with my memory. Blog posts are also conversations. It is also a disservice to both audiences if I’m not weaving a lot of contextually relevant voices into the work as outgoing links. What’s your favorite post on your blog? My favorite post on my website is my opus, Accessibility annotation kits only annotate. It took forever to put those thoughts into words. My favorite post on another website is Consider the Tomato. thoughtbot tolerated and encouraged a lot of my shenanigans, and I’m thankful for that. Any future plans for your blog? Maybe a redesign, a move to another platform, or adding a new feature? This website is in desperate need of a redesign, and the “updating in the open” banner is an albatross around my neck. Ironically, the time I should spend on that is spent writing blog posts. I’m now at the point where I fantasize about taking a month off of work to make said redesign happen. Grinning face with sweat emoji. Tag ‘em I’d tag everyone on my RSS reader, if I could. Until then: Adrian Roselli. I’m more or less contractually obligated to include a link to Adrian’s site any time I write about accessibility, as chances are he’s already covered it. Ben Myers. Another favorite accessibility author. I really enjoy his takes on disability and digital accessibility. Jan Maarten. Coworker and samebrain friend, whose longform pieces are always worth reading. Jim Nielsen. A Melanie Richards. Melanie is, in a word, prolific. I’m in awe of her digital gardening efforts. Miriam Suzanne. Less a triple threat and more a, uh, quintuple threat? Brilliance at every turn.

3 weeks ago 14 votes
Harm reduction principles for digital accessibility practitioners

I debuted these principles in my axe-con 2025 talk, It is designed to break your heart: Cultivating a harm reduction mindset as an accessibility practitioner. They are adapted from The National Harm Reduction Coalition’s original eight principles. My adapted principles reflect philosophical and behavioral changes I’ve been cultivating. This is done to try and offset, and defend against systemic trauma and its resultant depression, burnout, and other negative experiences you can incur when doing digital accessibility work. If you have the time, I’d advise reading the original eight principles. I also recommend watching or reading the talk. I say this not in a self-promotional way, but instead that there is a lot of context that will be helpful in understanding: How these adapted principles came to be, and also The larger mindset shifts and practices that led to their creation. The principles There are eight principles in total. They are delivered in the context of how to approach evaluating a team’s efforts, and are: Accepting ableism and minimizing it Accepting, for better or worse, that ableism is a part of our world and choosing to work to minimize its harmful effects, rather than simply ignoring or condemning it. The original principle this is derived from is: “Accepts, for better or worse, that licit and illicit drug use is part of our world and chooses to work to minimize its harmful effects rather than simply ignore or condemn them.” Provisioning of resources is non-judgemental Calling for the non-judgemental provision of services and resources for people who create access barriers within the disciplines in which they work, in order to assist them in reducing harm. The original principle this is derived from is: “Calls for the non-judgmental, non-coercive provision of services and resources to people who use drugs and the communities in which they live in order to assist them in reducing attendant harm.” Do not minimize or ignore real harm Does not attempt to minimize or ignore the real and tragic harm and danger that can be created by inaccessible experiences. The original principle this is derived from is: “Does not attempt to minimize or ignore the real and tragic harm and danger that can be associated with illicit drug use.” Some barriers are worse than others Understands that how access barriers are created is a complex, multi-faceted phenomenon that encompasses a range of severities from life-endangering to annoying, and acknowledges that some barriers are clearly worse than others. The original principle this is derived from is: “Understands drug use as a complex, multi-faceted phenomenon that encompasses a continuum of behaviors from severe use to total abstinence, and acknowledges that some ways of using drugs are clearly safer than others.” Social inequalities affect vulnerability Recognizes that the realities of poverty, class, racism, social isolation, past trauma, sex-based discrimination, and other social inequalities affect both people’s vulnerability to, and capacity for effectively dealing with creating inaccessible experiences. The original principle this is derived from is: “Recognizes that the realities of poverty, class, racism, social isolation, past trauma, sex-based discrimination, and other social inequalities affect both people’s vulnerability to and capacity for effectively dealing with drug-related harm.” Improvement of quality is success Establishes quality of individual and team life and well-being—not necessarily cessation of all current workflows—as the criteria for successful interventions and policies. The original principle this is derived from is: “Establishes quality of individual and community life and well-being—not necessarily cessation of all drug use—as the criteria for successful interventions and policies.” Empowering people also helps their peers Affirms people who create access barriers themselves as the primary agents of reducing the harms of their efforts, and seeks to empower them to share information and support each other in creating and using remediation strategies that are effective for their daily workflows. The original principle this is derived from is: “Affirms people who use drugs themselves as the primary agents of reducing the harms of their drug use and seeks to empower people who use drugs to share information and support each other in strategies which meet their actual conditions of use.” Ensure that disabled people have a voice in change Ensures that people who are affected by access barriers, and those who have been affected by your organization’s access barriers, have a real voice in the creation of features and services designed to serve them. The original principle this is derived from is: “Ensures that people who use drugs and those with a history of drug use routinely have a real voice in the creation of programs and policies designed to serve them.” Reframe My talk digs deeper into into the parallels between the adapted and original principles, as well as the similarities between digital accessibility and harm reduction work. This is in the service of attempting to reframe our efforts. By this, I mean that we are miscategorized participants in imperfect, trauma-generating systems. The change in perspective I am advocating for also compels changes in behavior in order to not only survive, but also flourish as digital accessibility practitioners. The adapted principles are integral to making this effort successful.

a month ago 22 votes
Evaluating overlay-adjacent accessibility products

I get asked about my opinion on overlay-adjacent accessibility products with enough frequency that I thought it could be helpful to write about it. There’s a category of third party products out there that are almost, but not quite an accessibility overlay. By this I mean that they seem a little less predatory, and a little more grounded in terms of the promises they make. Some of these products are widgets. Some are browser extensions. Some are apps. Some are an odd fourth thing. Sometimes it’s a case of a solutioneering disability dongle grift, sometimes its a case of good intentions executed in a less-than-optimal way, and sometimes it’s something legitimately helpful. Oftentimes it’s something that lies in the middle area of all of this. Many of them also have some sort of “AI” integration, which is the unfortunate upsell du jour we have to collectively endure for the time being. The rubric I use to evaluate these products remains very similar to how I scrutinize overlays. Hopefully it’s something that can be helpful for your own efforts. Should the product’s functionality be patented? I’m not very happy with the idea that the mechanism to operate something in an accessible way is inhibited by way of legal restriction. This artificially limits who can use it, which is in opposition to the overall mission of digital accessibility. Ideally the technology is the free bit, and the service that facilitates it is what generates the profit. Do I need to subscribe to use it? A subscription-based model is a great way to run a business, but you don’t need to pay a recurring fee to use an accessible website. The nature of the web’s technology means it can be operated via keyboard, voice control, and other assistive technology if constructed properly. Workarounds and community support also exist for some things where it’s not built well. Here I’d also like you to consider the disability tax, and how that factors into a rental model. It’s not great. Does the browser or operating system already have this functionality? A lot of the time this boils down to an issue of discovery, digital literacy, or identity. As touched on in the previous section, browsers and operating systems offer a lot to help you self-serve. Notable examples are reading mode, on-screen narration, color filters, interface and text zoom, and forced color inversion. Can it be used across multiple experiences, or just one website? Stability and predictability of operation and output are vital for technology like this. It’s why I am so bullish on utilizing existing browser and operating system features. Products built to “enhance” the accessibility of a single website or app can’t contribute towards this. Ironically, their presence may actually contribute friction towards someone’s existing method of using things. A tricky little twist here is products that target a single website are often advertised towards the website owner, and not the people who will be using said website. Can I use the keyboard to operate it? I’ve gotten in the habit of pressing Tab a few times when I first check out the product’s website and see if anything happens. It’s a quick and easy test to see if the company walks the walk in addition to talking the talk. Here, I regrettably encounter missing focus indicators and non-semantic interactive controls more often than not. I might also sometimes run the homepage through axe DevTools, to see if there are other egregious errors. I then try to use the product itself with a keyboard if a demo is offered. I am usually found wanting here. How reliable is the AI? There are two broad considerations here: How reliable is the output? How can bias affect someone’s interpretation of things? While I am a skeptic, I can also acknowledge that there are some good use cases for LLMs and related technology when it comes to disability. I think about reliability in terms of the output in terms of the “assistive” part of assistive technology. By this, I mean it actually helps you do what you need to get done. Here, I’d point to Salma Alam-Naylor’s experience with newer startups in this space versus established, community supported solutions. Then consider LLM-based image description products. Here we want to make sure the content is accurate and relevant. Remember that image descriptions are the mechanism that some people rely on to help them understand the world. If that description is not accurate, it impacts how they form an understanding of their environment. A step past that thought is the biases inherent in, and perpetuated by LLM-based technology. I recall Ben Myers’ thoughts on implicit, hegemonic normalization, as well as the sobering truth that this technology can exert influence over its users worldview at scale. Can the company be trusted with your data? A lot of assistive technology is purposely designed to not announce the fact that it is being used. This is to stave off things like discrimination or ineffective, separate-yet-equal “accessibility only” sites. There’s also the murky world of data brokerage, and if the company is selling off this information or not. AccessiBe comes to mind here, and not in a good way. Also consider if the product has access to everything you visit and interact with, and who has access to that information. As a companion concern, it is also worth considering the product’s data security practices—or lack thereof. Here, I would like to point out that startups tend to deprioritize this boring kind of infrastructure work in favor of feature creation. Not having any personal information present in a system is the best way to guard against its theft. Also know that there is no way to undo a data breach once it occurs. Leaked information stays leaked. Will the company last? Speaking of startups, know that more fail than succeed. Are you prepared for an outcome where the product you rely on is is no longer updated or supported because the company that made it went out of business? It could also be a case where the company still exists, but ceases to support the product you use. Here, know that sometimes these companies will actively squash attempts for community-based resurrection and support of the service because it represents potential liability. This concern is another reason why I’m bullish on operating system and browser functionality. They have a lot more resiliency and focus on the long view in this particular area. But also I’m not the arbiter of who can use what. In the spirit of “the best camera is the one you have on you:” if something works for your specific access needs, by all means use it.

a month ago 30 votes
Stanislav Petrov

A lieutenant colonel in the Soviet Air Defense Forces prevented the end of human civilization on September 26th, 1983. His name was Stanislav Petrov. Protocol dictated that the Soviet Union would retaliate against any nuclear strikes sent by the United States. This was a policy of mutually assured destruction, a doctrine that compels a horrifying logical conclusion. The second and third stage effects of this type of exchange would be even more catastrophic. Allies for each side would likely be pulled into the conflict. The resulting nuclear winter was projected to lead to 2 billion deaths due to starvation. This is to say nothing about those who would have been unfortunate enough to have survived. Petrov’s job was to monitor Oko, the computerized warning systems built to centralize Soviet satellite communications. Around midnight, he received a report that one of the satellites had detected the infrared signature of a single launch of a United States ICBM. While Petrov was deciding what to do about this report, the system detected four more incoming missile launches. He had minutes to make a choice about what to do. It is impossible to imagine the amount of pressure placed on him at this moment. Source: Stanislav Petrov, Soviet officer credited with averting nuclear war, dies at 77 by Schwartzreport. Petrov lived in a world of deterministic systems. The technologies that powered these warning systems have outputs that are guaranteed, provided the proper inputs are provided. However, deterministic does not mean infallible. The only reason you are alive and reading this is because Petrov understood that the systems he observed were capable of error. He was suspicious of what he was seeing reported, and chose not to escalate a retaliatory strike. There were two factors guiding his decision: A surprise attack would most likely have used hundreds of missiles, and not just five. The allegedly foolproof Oko system was new and prone to errors. An error in a deterministic system can still lead to expected outputs being generated. For the Oko system, infrared reflections of the sun shining off of the tops of clouds created a false positive that was interpreted as detection of a nuclear launch event. Source: US-K History by Kosmonavtika. The concept of erroneous truth is a deep thing to internalize, as computerized systems are presented as omniscient, indefective, and absolute. Petrov’s rewards for this action were reprimands, reassignment, and denial of promotion. This was likely for embarrassing his superiors by the politically inconvenient shedding of light on issues with the Oko system. A coerced early retirement caused a nervous breakdown, likely him having to grapple with the weight of his decision. It was only in the 1990s—after the fall of the Soviet Union—that his actions were discovered internationally and celebrated. Stanislav Petrov was given the recognition that he deserved, including being honored by the United Nations, awarded the Dresden Peace Prize, featured in a documentary, and being able to visit a Minuteman Missile silo in the United States. On January 31st, 2025, OpenAI struck a deal with the United States government to use its AI product for nuclear weapon security. It is unclear how this technology will be used, where, and to what extent. It is also unclear how OpenAI’s systems function, as they are black box technologies. What is known is that LLM-generated responses—the product OpenAI sells—are non-deterministic. Non-deterministic systems don’t have guaranteed outputs from their inputs. In addition, LLM-based technology hallucinates—it invents content with no self-knowledge that it is a falsehood. Non-deterministic systems that are computerized also have the perception as being authoritative, the same as their deterministic peers. It is not a question of how the output is generated, it is one of the output being perceived to come from a machine. These are terrifying things to know. Consider not only the systems this technology is being applied to, but also the thoughtless speed of their integration. Then consider how we’ve historically been conditioned and rewarded to interpret the output of these systems, and then how we perceive and treat skeptics. We don’t live in a purely deterministic world of technology anymore. Stanislav Petrov died on September 18th, 2017, before this change occurred. I would be incredibly curious to know his thoughts about our current reality, as well as the increasing abdication of human monitoring of automated systems in favor of notably biased, supposed “AI solutions.” In acknowledging Petrov’s skepticism in a time of mania and political instability, we acknowledge a quote from former U.S. Secretary of Defense William J. Perry’s memoir about the incident: [Oko’s false positives] illustrates the immense danger of placing our fate in the hands of automated systems that are susceptible to failure and human beings who are fallible.

2 months ago 31 votes

More in programming

Binary Arithmetic and Bitwise Operations for Systems Programming

Understand how computers represent numbers and perform operations at the bit level before diving into assembly

4 hours ago 1 votes
Believe it's going to work even though it probably won't

To be a successful founder, you have to believe that what you're working on is going to work — despite knowing it probably won't! That sounds like an oxymoron, but it's really not. Believing that what you're building is going to work is an essential component of coming to work with the energy, fortitude, and determination it's going to require to even have a shot. Knowing it probably won't is accepting the odds of that shot. It's simply the reality that most things in business don't work out. At least not in the long run. Most businesses fail. If not right away, then eventually. Yet the world economy is full of entrepreneurs who try anyway. Not because they don't know the odds, but because they've chosen to believe they're special. The best way to balance these opposing points — the conviction that you'll make it work, the knowledge that it probably won't — is to do all your work in a manner that'll make you proud either way. If it doesn't work, you still made something you wouldn't be ashamed to put your name on. And if it does work, you'll beam with pride from making it on the basis of something solid. The deep regret from trying and failing only truly hits when you look in the mirror and see Dostoevsky staring back at you with this punch to the gut: "Your worst sin is that you have destroyed and betrayed yourself for nothing." Oof. Believe it's going to work.  Build it in a way that makes you proud to sign it. Base your worth on a human on something greater than a business outcome.

yesterday 2 votes
How to use “real” UART

I recently went into a deep dive on “UART” and will publish a much longer article on the topic. This is just a recap of the basics to help put things in context. Many tutorials focus on using UART over USB, which adds many layers of abstraction, hiding what it actually is. Here, I deliberately … Continue reading How to use “real” UART → The post How to use “real” UART appeared first on Quentin Santos.

2 days ago 5 votes
Critical Trade Theory

You know about Critical Race Theory, right? It says that if there’s an imbalance in, say, income between races, it must be due to discrimination. This is what wokism seems to be, and it’s moronic and false. The right wing has invented something equally stupid. Introducing Critical Trade Theory, stolen from this tweet. If there’s an imbalance in trade between countries, it must be due to unfair practices. (not due to the obvious, like one country is 10x richer than the other) There’s really only one way the trade deficits will go away, and that’s if trade goes to zero (or maybe if all these countries become richer than America). Same thing with the race deficits, no amount of “leg up” bullshit will change them. Why are all the politicians in America anti-growth anti-reality idiots who want to drive us into the poor house? The way this tariff shit is being done is another stupid form of anti-merit benefits to chosen groups of people, with a whole lot of grift to go along with it. Makes me just not want to play.

2 days ago 2 votes
How to get better at strategy?

One of the most memorable quotes in Arthur Miller’s The Death of a Salesman comes from Uncle Ben, who describes his path to becoming wealthy as, “When I was seventeen, I walked into the jungle, and when I was twenty-one I walked out. And by God I was rich.” I wish I could describe the path to learning engineering strategy in similar terms, but by all accounts it’s a much slower path. Two decades in, I am still learning more from each project I work on. This book has aimed to accelerate your learning path, but my experience is that there’s still a great deal left to learn, despite what this book has hoped to accomplish. This final chapter is focused on the remaining advice I have to give on how you can continue to improve at strategy long after reading this book’s final page. Inescapably, this chapter has become advice on writing your own strategy for improving at strategy. You are already familiar with my general suggestions on creating strategy, so this chapter provides focused advice on creating your own plan to get better at strategy. It covers: Exploring strategy creation to find strategies you can learn from via public and private resources, and through creating learning communities How to diagnose the strategies you’ve found, to ensure you learn the right lessons from each one Policies that will help you find ways to perform and practice strategy within your organization, whether or not you have organizational authority Operational mechanisms to hold yourself accountable to developing a strategy practice My final benediction to you as a strategy practitioner who has finished reading this book With that preamble, let’s write this book’s final strategy: your personal strategy for developing your strategy practice. This is an exploratory, draft chapter for a book on engineering strategy that I’m brainstorming in #eng-strategy-book. As such, some of the links go to other draft chapters, both published drafts and very early, unpublished drafts. Exploring strategy creation Ideally, we’d start our exploration of how to improve at engineering strategy by reading broadly from the many publicly available examples. Unfortunately, there simply aren’t many easily available works to learn from others’ experience. Nonetheless, resources do exist, and we’ll discuss the three categories that I’ve found most useful: Public resources on engineering strategy, such as companies’ engineering blogs Private and undocumented strategies available through your professional network Learning communities that you build together, including ongoing learning circles Each of these is explored in its own section below. Public resources While there aren’t as many public engineering strategy resources as I’d like, I’ve found that there are still a reasonable number available. This book collects a number of such resources in the appendix of engineering strategy resources. That appendix also includes some individuals’ blog posts that are adjacent to this topic. You can go a long way by searching and prompting your way into these resources. As you read them, it’s important to recognize that public strategies are often misleading, as discussed previously in evaluating strategies. Everyone writing in public has an agenda, and that agenda often means that they’ll omit important details to make themselves, or their company, come off well. Make sure you read through the lines rather than taking things too literally. Private resources Ironically, where public resources are hard to find, I’ve found it much easier to find privately held strategy resources. While private recollections are still prone to inaccuracies, the incentives to massage the truth are less pronounced. The most useful sources I’ve found are: peers’ stories – strategies are often oral histories, and they are shared freely among peers within and across companies. As you build out your professional network, you can usually get access to any company’s engineering strategy on any topic by just asking. There are brief exceptions. Even a close peer won’t share a sensitive strategy before its existence becomes obvious externally, but they’ll be glad to after it does. People tend to over-estimate how much information companies can keep private anyway: even reading recent job postings can usually expose a surprising amount about a company. internal strategy archaeologists – while surprisingly few companies formally collect their strategies into a repository, the stories are informally collected by the tenured members of the organization. These folks are the company’s strategy archaeologists, and you can learn a great deal by explicitly consulting them becoming a strategy archaeologist yourself – whether or not you’re a tenured member of your company, you can learn a tremendous amount by starting to build your own strategy repository. As you start collecting them, you’ll interest others in contributing their strategies as well. As discussed in Staff Engineer’s section on the Write five then synthesize approach to strategy, over time you can foster a culture of documentation where one didn’t exist before. Even better, building that culture doesn’t require any explicit authority, just an ongoing show of excitement. There are other sources as well, ranging from attending the hallway track in conferences to organizing dinners where stories are shared with a commitment to privacy. Working in community My final suggestion for seeing how others work on strategy is to form a learning circle. I formed a learning circle when I first moved into an executive role, and at this point have been running it for more than five years. What’s surprised me the most is how much I’ve learned from it. There are a few reasons why ongoing learning circles are exceptional for sharing strategy: Bi-directional discussion allows so much more learning and understanding than mono-directional communication like conference talks or documents. Groups allow you to learn from others’ experiences and others’ questions, rather than having to guide the entire learning yourself. Continuity allows you to see the strategy at inception, during the rollout, and after it’s been in practice for some time. Trust is built slowly, and you only get the full details about a problem when you’ve already successfully held trust about smaller things. An ongoing group makes this sort of sharing feasible where a transient group does not. Although putting one of these communities together requires a commitment, they are the best mechanism I’ve found. As a final secret, many people get stuck on how they can get invited to an existing learning circle, but that’s almost always the wrong question to be asking. If you want to join a learning circle, make one. That’s how I got invited to mine. Diagnosing your prior and current strategy work Collecting strategies to learn from is a valuable part of learning. You also have to determine what lessons to learn from each strategy. For example, you have to determine whether Calm’s approach to resourcing Engineering-driven projects is something to copy or something to avoid. What I’ve found effective is to apply the strategy rubric we developed in the “Is this strategy any good?” chapter to each of the strategies you’ve collected. Even by splitting a strategy into its various phases, you’ll learn a lot. Applying the rubric to each phase will teach you more. Each time you do this to another strategy, you’ll get a bit faster at applying the rubric, and you’ll start to see interesting, recurring patterns. As you dig into a strategy that you’ve split into phases and applied the evaluation rubric to, here are a handful of questions that I’ve found interesting to ask myself: How long did it take to determine a strategy’s initial phase could be improved? How high was the cost to fund that initial phase’s discovery? Why did the strategy reach its final stage and get repealed or replaced? How long did that take to get there? If you had to pick only one, did this strategy fail in its approach to exploration, diagnosis, policy or operations? To what extent did the strategy outlive the tenure of its primary author? Did it get repealed quickly after their departure, did it endure, or was it perhaps replaced during their tenure? Would you generally repeat this strategy, or would you strive to avoid repeating it? If you did repeat it, what conditions seem necessary to make it a success? How might you apply this strategy to your current opportunities and challenges? It’s not necessary to work through all of these questions for every strategy you’re learning from. I often try to pick the two that I think might be most interesting for a given strategy. Policy for improving at strategy At a high level, there are just a few key policies to consider for improving your strategic abilities. The first is implementing strategy, and the second is practicing implementing strategy. While those are indeed the starting points, there are a few more detailed options worth consideration: If your company has existing strategies that are not working, debug one and work to fix it. If you lack the authority to work at the company scope, then decrease altitude until you find an altitude you can work at. Perhaps setting Engineering organizational strategies is beyond your circumstances, but strategy for your team is entirely accessible. If your company has no documented strategies, document one to make it debuggable. Again, if operating at a high altitude isn’t attainable for some reason, operate at a lower altitude that is within reach. If your company’s or team’s strategies are effective but have low adoption, see if you can iterate on operational mechanisms to increase adoption. Many such mechanisms require no authority at all, such as low-noise nudges or the model-document-share approach. If existing strategies are effective and have high adoption, see if you can build excitement for a new strategy. Start by mining for which problems Staff-plus engineers and senior managers believe are important. Once you find one, you have a valuable strategy vein to start mining. If you don’t feel comfortable sharing your work internally, then try writing proposals while only sharing them to a few trusted peers. You can even go further to only share proposals with trusted external peers, perhaps within a learning circle that you create or join. Trying all of these at once would be overwhelming, so I recommend picking one in any given phase. If you aren’t able to make traction, then try another until something works. It’s particularly important to recognize in your diagnosis where things are not working–perhaps you simply don’t have the sponsorship you need to enforce strategy so you need to switch towards suggesting strategies instead–and you’ll find something that works. What if you’re not allowed to do strategy? If you’re looking to find one, you’ll always unearth a reason why it’s not possible to do strategy in your current environment. If you’ve convinced yourself that there’s simply no policy that would allow you to do strategy in your current role, then the two most useful levers I’ve found are: Lower your altitude – there’s always a scale where you can perform strategy, even if it’s just your team or even just yourself. Only you can forbid yourself from developing personal strategies. Practice rather than perform – organizations can only absorb so much strategy development at a given time, so sometimes they won’t be open to you doing more strategy. In that case, you should focus on practicing strategy work rather than directly performing it. Only you can stop yourself from practice. Don’t believe the hype: you can always do strategy work. Operating your strategy improvement policies As the refrain goes, even the best policies don’t accomplish much if they aren’t paired with operational mechanisms to ensure the policies actually happen, and debug why they aren’t happening. Although it’s tempting to ignore operations when it comes to our personal habits, I think that would be a mistake: our personal habits have the most significant long-term impact on ourselves, and are the easiest habits to ignore since others generally won’t ask about them. The mechanisms I’d recommend: Explicitly track the strategies that you’ve implemented, refined, documented, or read. This should be in a document, spreadsheet or folder where you can explicitly see if you have or haven’t done the work. Review your tracked strategies every quarter: are you working on the expected number and in the expected way? If not, why not? Ideally, your review should be done in community with a peer or a learning circle. It’s too easy to deceive yourself, it’s much harder to trick someone else. If your periodic review ever discovers that you’re simply not doing the work you expected, sit down for an hour with someone that you trust–ideally someone equally or more experienced than you–and debug what’s going wrong. Commit to doing this before your next periodic review. Tracking your personal habits can feel a bit odd, but it’s something I highly recommend. I’ve been setting and tracking personal goals for some time now—for example, in my 2024 year in review—and have benefited greatly from it. Too busy for strategy Many companies convince themselves that they’re too much in a rush to make good decisions. I’ve certainly gotten stuck in this view at times myself, although at this point in my career I find it increasingly difficult to not recognize that I have a number of tools to create time for strategy, and an obligation to do strategy rather than inflict poor decisions on the organizations I work in. Here’s my advice for creating time: If you’re not tracking how often you’re creating strategies, then start there. If you’ve not worked on a single strategy in the past six months, then start with one. If implementing a strategy has been prohibitively time consuming, then focus on practicing a strategy instead. If you do try all those things and still aren’t making progress, then accept your reality: you don’t view doing strategy as particularly important. Spend some time thinking about why that is, and if you’re comfortable with your answer, then maybe this is a practice you should come back to later. Final words At this point, you’ve read everything I have to offer on drafting engineering strategy. I hope this has refined your view on what strategy can be in your organization, and has given you the tools to draft a more thoughtful future for your corner of the software engineering industry. What I’d never ask is for you to wholly agree with my ideas here. They are my best thinking on this topic, but strategy is a topic where I’m certain Hegel’s world view is the correct one: even the best ideas here are wrong in interesting ways, and will be surpassed by better ones.

2 days ago 2 votes