The “disagree-and-commit” pattern works only when we’ve had a real chance to disagree. Otherwise it becomes a weaponised phrase to silence diverse voices and you risk arriving at poor decisions and conclusions.

In a thriving work environment, we treat our colleagues like the CEO and treat the CEO like a colleague. In this post, I describe three essential behavioural patterns for maintaining an egalitarian relationship with bosses.

People advocating for the Boris Cherny agentic engineering workflow are ignoring the true bottlenecks in software delivery, executives with a counterview and the fundamental reasons why people choose to be software engineers.

The belief that agentic engineering diminishes the importance of deep work ignores diverse perspectives about software development, the AI backlash and the true costs of generative AI.

There’s a pernicious belief that agentic engineering diminishes the importance of deep work and that engineers and knowledge workers must now embrace a distracted, interrupted and context-switched workflow. How well grounded is this theory?