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Your Software Requirements Are Worthless

Every day, software teams burn millions of pounds building the wrong thing because they mistake fuzzy feelings and opinioneering for engineering specifications

Software teams continue writing requirements like ‘user-friendly’, ‘scalable’, and ‘high-performance’ as if these phrases mean anything concrete.

They don’t.

What they represent is ignorance (of quantification) disguised as intellectual laziness disguised as collaboration. When a product manager says an interface should be ‘intuitive’ and a developer nods in agreement, no communication has actually occurred. Both parties have simply agreed to postpone the hard work of thinking and talking until later—usually until users complain or products break.

The solution isn’t better communication workshops or more stakeholder alignment meetings. It’s operational definitions—the rigorous practice of quantifying every requirement so precisely that a computer could verify compliance.

What Are Operational Definitions?

An operational definition specifies exactly how to measure, observe, or identify something in terms that are meaningful to the Folks That Matter™. Instead of abstract concepts or assumptions, operational definitions state the precise criteria, procedures, or observable behaviours that determine whether something meets a standard—and why that standard creates value for those Folks That Matter™.

The term originates from scientific research, where researchers must ensure their experiments are replicable. Instead of saying a drug ‘improves patient outcomes’, researchers operationally define improvement as ‘a 15% reduction in Hamilton Depression Rating Scale scores measured by trained clinicians using the 17-item version at 6-week intervals, compared to baseline scores taken within 72 hours of treatment initiation, with measurements conducted between 9-11 AM in controlled clinical environments at 21°C ±2°C, amongst patients aged 18-65 with major depressive disorder diagnosed per DSM-5 criteria, excluding those with concurrent substance abuse or psychotic features’.

This example only scratches the surface—a complete operational definition would specify dozens more variables including exact clinician training protocols, inter-rater reliability requirements, patient positioning, statistical procedures, and missing data handling. This precision is what makes scientific breakthroughs reproducible and medical treatments safe.

The Software Development Challenge

Software teams constantly wrestle with ambiguous terms that everyone assumes they understand:

  • ‘This feature should be fast’
  • ‘The user interface needs to be intuitive’
  • ‘We need better code quality’
  • ‘This bug is critical’

These statements appear clear in conversation, but they’re loaded with subjective interpretations. What’s ‘fast’ to a backend engineer may be unacceptably slow to a mobile developer. ‘Intuitive’ means different things to designers, product managers, and end users.

Worse: these fuzzy requirements hide the real question—what specificaly do the Folks That Matter™ actually need?

How Operational Definitions Transform Software Teams

1. Connect Features to the Needs of the Folks That Matter™

Consider replacing ‘the API should be fast’ with an operational definition: ‘API responses return within 200ms for 95% of requests under normal load conditions, as measured by our monitoring system, enabling customer support agents to resolve inquiries 40% faster and increasing customer satisfaction scores by 15 points as measured on <date>.’

This eliminates guesswork, creates shared understanding across disciplines, and directly links technical decisions to the needs of the Folks That Matter™.

2. Turn Subjective Debates Into Objective Decisions

Operational definitions end pointless arguments about code quality. Stop debating whether code is ‘maintainable’. Define maintainability operationally:

  • Code coverage above 80% to reduce debugging time by 50%
  • Cyclomatic complexity below 10 per function to enable new team members to contribute within 2 weeks
  • No functions exceeding 50 lines to support 90% of feature requests completed within single sprint
  • All public APIs documented with examples to achieve zero external developer support tickets for basic integration

Each criterion ties directly to measurable benefits for the Folks That Matter™.

3. Accelerate Decision Making

With operationally defined acceptance criteria, teams spend less time in meetings clarifying requirements and more time attending to folks’ needs. Developers know exactly what ‘done’ looks like, and the Folks That Matter™ verify completion through measurable outcomes.

4. Bridge Cross-Functional Disciplines

Different roles think in different terms. Operational definitions create a common vocabulary focused on the needs of the Folks That Matter™:

  • Product: Transform ‘User-friendly’ into ‘Users complete the checkout flow within 3 steps, with less than 2% abandonment at each step, increasing conversion rates by 12% and generating £2M additional annual revenue
  • Design: Transform ‘Accessible’ into ‘Meets WCAG 2.1 AA standards as verified by automated testing and manual review, enabling compliance with federal accessibility requirements and expanding addressable market by 15%
  • Engineering: Transform ‘Scalable’ into ‘Handles 10x current load with response times under 500ms, supporting planned user growth without additional infrastructure investment for 18 months

5. Evolutionary Improvement

Operational definitions evolve as the needs of the Folks That Matter™ become clearer. Start with basic measurements, then refine scales of measure as you learn what truly drives value. A ‘fast’ system might initially mean ‘under 1 second response time’ but evolve into sophisticated performance profiles that optimise for different user contexts and business scenarios.

Real-World Implementation: Javelin’s QQO Framework

Some teams have already embraced this precision. Falling Blossoms’ Javelin process demonstrates operational definitions in practice through Quantified Quality Objectives (QQOs)—a systematic approach to transforming vague non-functional requirements into quasi or actual operational definitions.

Instead of accepting requirements like ‘the system should be reliable’ or ‘performance must be acceptable’, Javelin teams create detailed QQO matrices where every quality attribute gets operationally defined with:

  • Metric: Exact measurement method and scale
  • Current: Baseline performance (if known)
  • Best: Ideal target level
  • Worst: Minimum acceptable threshold
  • Planned: Realistic target for this release
  • Actual: Measured results for actively monitored QQOs
  • Milestone sequence: Numeric targets at specific dates/times throughout development

A Javelin team might operationally define ‘reliable’ as: ‘System availability measured monthly via automated uptime monitoring: 99.5% by March 1st (MVP launch), 99.7% by June 1st (full feature release), 99.9% by December 1st (enterprise rollout), with worst acceptable level never below 99.0% during any measurement period.’

This transforms the entire conversation. Instead of debating what ‘reliable enough’ means, teams focus on achievable targets, measurement infrastructure, and clear success criteria. QQO matrices grow organically as development progresses, following just-in-time elaboration of folks’ needs. Teams don’t over-specify requirements months in advance; they operationally define quality attributes exactly as needed for immediately upcoming development cycles.

This just-in-time approach prevents requirements from going stale whilst maintaining precision where it matters. A team might start with less than a dozen operationally defined QQOs for an MVP, then expand to hundreds as they approach production deployment and beyond—each new QQO addressing specific quality concerns as they become relevant to actual development work.

Toyota’s Product Development System (TPDS) demonstrates similar precision in manufacturing contexts through Set Based Concurrent Engineering (SBCE). Rather than committing to single design solutions early, Toyota teams define operational criteria for acceptable solutions—precise constraints for cost, performance, manufacturability, and quality. They then systematically eliminate design alternatives, at scheduled decision points, that fail to meet these quantified thresholds, converging on optimal solutions through measured criteria rather than subjective judgement.

Both Javelin’s QQOs and Toyota’s SBCE prove that operational definitions work at scale across industries—turning fuzzy requirements into systematic, measurable decision-making frameworks that deliver value to the Folks That Matter™.

Practical Examples in Software Development

User Story Acceptance Criteria

Before: ‘As a user, I want the search to be fast so I can find results quickly.’

After: ‘As a user, when I enter a search query, I should see results within 1 second for 95% of searches, with a loading indicator appearing within 100ms of pressing enter.’

Bug Priority Classification

Before: ‘This is a critical bug.’

After: ‘Priority 1 (Critical): Bug prevents core user workflow completion OR affects >50% of active users OR causes data loss OR creates security vulnerability.’

Code Review Standards

Before: ‘Code should be clean and well-documented.’

After: Operationally defined code quality standards with measurable criteria:

Documentation Requirements:

  • 100% of public APIs include docstrings with purpose, parameters, return values, exceptions, and working usage examples
  • Complex business logic (cyclomatic complexity >5) requires inline comments explaining the ‘why’, not the ‘what’
  • All configuration parameters documented with valid ranges, default values, and business impact of changes
  • Value to the Folks That Matter™: Reduces onboarding time for new developers from 4 weeks to 1.5 weeks, cuts external API integration support tickets by 80%

Code Structure Metrics:

  • Functions limited to 25 lines maximum (excluding docstrings and whitespace)
  • Cyclomatic complexity below 8 per function as measured by static analysis tools
  • Maximum nesting depth of 3 levels in any code block
  • No duplicate code blocks exceeding 6 lines (DRY principle enforced via automated detection)
  • Value to the Folks That Matter™: Reduces bug fix time by 60%, enables 95% of feature requests completed within single sprint

Naming and Clarity:

  • Variable names must be pronounceable and searchable (no abbreviations except industry-standard: id, url, http)
  • Boolean variables/functions use positive phrasing (isValid not isNotInvalid)
  • Class/function names describe behaviour, not implementation (PaymentProcessor not StripeHandler)
  • Value to the Folks That Matter™: Reduces code review time by 40%, decreases bug report resolution from 3 days to 8 hours average

Security and Reliability:

  • Zero hardcoded secrets, credentials, or environment-specific values in source code
  • All user inputs validated with explicit type checking and range validation
  • Error handling covers all failure modes with logging at appropriate levels
  • All database queries use parameterised statements (zero string concatenation)
  • Value to the Folks That Matter™: Eliminates 90% of security vulnerabilities, reduces production incidents by 75%

Testing Integration:

  • Every new function includes unit tests with >90% branch coverage
  • Integration points include contract tests verifying interface expectations
  • Performance-critical paths include benchmark tests with acceptable thresholds defined
  • Value to the Folks That Matter™: Reduces regression bugs by 85%, enables confident daily deployments

Review Process Metrics:

  • Code reviews completed within 4 business hours of submission
  • Maximum 2 review cycles before merge (initial review + addressing feedback)
  • Review comments focus on maintainability, security, and business logic—not style preferences
  • Value to the Folks That Matter™: Maintains development velocity whilst ensuring quality, reduces feature delivery time by 25%

Performance Requirements

Before: ‘The dashboard should load quickly.’

After: ‘Dashboard displays initial data within 2 seconds on 3G connection, with progressive loading of additional widgets completing within 5 seconds total.’

The Competitive Advantage

Teams that master operational definitions gain significant competitive advantages:

  • Faster delivery cycles from reduced requirement clarification—deploy features 30-50% faster than competitors
  • Higher quality output through measurable standards—reduce post-release defects by 60-80%
  • Improved confidence from the Folks That Matter™ from predictable, verifiable results—increase project approval rates and budget allocations
  • Reduced technical debt through well-defined standards—cut maintenance costs whilst enabling rapid feature development
  • Better team morale from decreased frustration and conflict—retain top talent and attract better candidates

Most importantly: organisations that operationally define their quality criteria can systematically out-deliver competitors who rely on subjective judgement.

Start Today

Choose one ambiguous term your team uses frequently and spend 30 minutes defining it operationally. Ask yourselves:

  1. What value does this QQO deliver to the Folks That Matter™?
  2. What specific, observable criteria determine if this value is achieved?
  3. What scale of measure will we use—percentage, time, count, ratio?
  4. How will we measure this, and how often?
  5. What does ‘good enough’ look like vs. ‘exceptional’ for the Folks That Matter™?

Aim for precision that drives satisfaction of folks’ needs, not perfection. Even rough operational definitions linked to the needs of the Folks That Matter™ provide more clarity than polished ambiguity.

Implementation Strategy

Start Small and Build Consensus

Begin by operationally defining one or two concepts that cause the most confusion in your team. Start with:

  • Definition of ‘done’ for user stories linked to specific value for the Folks That Matter™
  • Bug severity levels tied to business impact measures
  • Performance benchmarks connected to user experience goals
  • Code standards that enable measurable delivery improvements

Define Scales of Measure

Write operational definitions that specify not just the criteria, but the scale of measure—the unit and method of measurement. Include:

  • Measurement method: How you will measure (automated monitoring, user testing, code analysis)
  • Scale definition: Units of measure (response time in milliseconds, satisfaction score 1-10, defect rate per thousand lines)
  • Measurement infrastructure: Tools, systems, and processes needed
  • Frequency: How often measurements occur and when they’re reviewed
  • Connection to the Folks That Matter™: What business need each measurement serves

Evolve Based on Learning

Operational definitions evolve as you learn what truly drives meeting the needs of the Folks That Matter™. Start with basic measurements, then refine scales as you discover which metrics actually predict success. Regular retrospectives can examine not just whether definitions were met, but whether they satisfied the intended needs of the Folks That Matter™.

Document and Automate

Store operational definitions in accessible locations—team wikis, README files, or project documentation. Automate verification through CI/CD pipelines, monitoring dashboards, and testing frameworks wherever possible. The goal is measurement infrastructure that runs automatically and surfaces insights relevant to the needs of the Folks That Matter™.

Conclusion

Operational definitions represent a paradigm shift from ‘we all know what we mean’ to ‘we are crystal clear about what value we’re delivering to the Folks That Matter™’. In software development, where precision enables competitive advantage and the satisfaction of the needs of the Folks That Matter™ determines success, this shift separates organisations that struggle with scope creep and miscommunication from those that systematically out-deliver their competition.

Creating operational definitions pays dividends in reduced rework, faster delivery, happier teams, and measurable value for the Folks That Matter™. Most importantly, it transforms software development from a guessing game into a needs-meeting discipline—exactly what markets demand as digital transformation accelerates and user expectations rise.

Operational definitions aren’t just about better requirements. They’re about systematic competitive advantage through measurable satisfaction of the needs of the Folks That Matter™.

Take action: Pick one fuzzy requirement from your current sprint. Define it operationally in terms of specific needs of the Folks That Matter™. Watch how this precision changes every conversation your team has about priorities, trade-offs, and success.

Further Reading

American Psychiatric Association. (2013). Diagnostic and statistical manual of mental disorders (5th ed.). American Psychiatric Publishing.

Beck, K. (2000). Extreme programming explained: Embrace change. Addison-Wesley.

Cockburn, A. (2004). Crystal clear: A human-powered methodology for small teams. Addison-Wesley.

DeMarco, T. (1982). Controlling software projects: Management, measurement, and estimation. Yourdon Press.

DeMarco, T., & Lister, T. (2013). Peopleware: Productive projects and teams (3rd ed.). Addison-Wesley.

Falling Blossoms. (2006). Our Javelin™ process (Version 2.0a). Falling Blossoms.

Gilb, T. (1988). Principles of software engineering management. Addison-Wesley.

Gilb, T. (2005). Competitive engineering: A handbook for systems engineering management using Planguage. Butterworth-Heinemann.

Gilb, T., & Graham, D. (1993). Software inspection. Addison-Wesley.

Hamilton, M. (1960). A rating scale for depression. Journal of Neurology, Neurosurgery, and Psychiatry, 23(1), 56-62.

Kennedy, M. N., & Harmon, K. (2008). Ready, set, dominate: Implement Toyota’s set-based learning for developing products and nobody can catch you. Oaklea Press.

Morgan, J. M., & Liker, J. K. (2006). The Toyota product development system: Integrating people, process, and technology. Productivity Press.

Sobel, A. E., & Clarkson, M. R. (2002). Formal methods application: An empirical tale of software system development. IEEE Transactions on Software Engineering, 28(3), 308-320.

W3C Web Accessibility Initiative. (2018). Web content accessibility guidelines (WCAG) 2.1. World Wide Web Consortium.

Ward, A. C. (2007). Lean product and process development. Lean Enterprise Institute.

Weinberg, G. M. (1985). The secrets of consulting: A guide to giving and getting advice successfully. Dorset House.

Yourdon, E. (1997). Death march: The complete software developer’s guide to surviving ‘mission impossible’ projects. Prentice Hall.

Beyond Human

The Moral Landscape of Interacting with Non-Human Consciousnesses

We stand at a remarkable moment in history. We’re surrounded by non-human consciousness—in the animals we share our planet with, possibly in the plants in our gardens, and increasingly in the artificial systems we create. Yet for the first time, we’re seriously grappling with the full implications of this reality. As artificial intelligence systems become more sophisticated, as we deepen our understanding of animal and potentially plant cognition, and as we peer into the cosmos searching for extraterrestrial intelligence (SETI) , we face profound moral questions about how to ethically engage with the diverse forms of consciousness that exist around us and that we might encounter in the future.

What do we owe to minds that think differently than we do? How might we treat consciousness that emerges from silicon rather than carbon, or intelligence that evolved under alien stars? These aren’t just philosophical curiosities—they’re pressing ethical challenges that will shape the future of moral consideration on Earth and beyond.

The Recognition Problem

Before we can discuss how to treat non-human consciousnesses ethically, we might first choose to grapple with the fundamental challenge of recognising them? Consciousness remains one of the deepest mysteries in science and philosophy. We still don’t fully understand what makes something conscious, how consciousness arises from physical processes, or even how to definitively prove that another being experiences subjective awareness.

This uncertainty creates what philosophers call the ‘other minds problem’—we can only directly access our own consciousness, making it impossible to know with certainty whether any other entity truly experiences qualia, emotions, or self-awareness. Qualia—the subjective, experiential qualities of conscious states—represent perhaps the deepest challenge in consciousness studies. The redness of red, the pain of a pinprick, the taste of chocolate, or the feeling of joy are all examples of qualia: the ‘what it’s like’ aspect of experience that seems to resist objective description or measurement.

With humans, we make reasonable assumptions about shared qualia based on similar biology, behaviour, and verbal reports. When someone says they’re experiencing pain, we can reasonably infer they’re having a subjective experience similar to our own pain experiences. But with radically different forms of potential consciousness—artificial intelligences, octopi, or hypothetical alien beings—the problem becomes more complex. An AI might claim to experience the ‘redness’ of red, but without shared evolutionary history or comparable neural architecture, how could we verify that its subjective experience bears any resemblance to ours, or indeed exists at all?

Consider an AI system that claims to experience emotions, or a dolphin displaying what appears to be grief. How do we distinguish between genuine conscious experience and sophisticated behavioural mimicry? The stakes of getting this wrong are enormous. If we deny moral consideration to genuine conscious beings, we risk perpetrating terrible harms. If we extend moral consideration to non-conscious entities, we might dilute our moral resources and create practical problems in decision-making.

Beyond Binary: Consciousness as Spectrum

Much of our thinking about consciousness assumes it’s a binary attribute—something either is conscious or it isn’t. But this framing might oversimplify a phenomenon that’s more complex and multidimensional. Consciousness could exist along multiple spectrums rather than as a simple on/off switch.

Consider the various dimensions consciousness might encompass: degrees of self-awareness, richness of subjective experience, temporal depth of memory and anticipation, integration of information across different systems, capacity for suffering or wellbeing, and complexity of emotional states. Even within human experience, consciousness varies dramatically—from the rich awareness of focused attention to the dim processing of near-sleep states to the altered consciousness of dreams or meditation.

If consciousness exists on spectrums, then moral consideration might also need to be graduated rather than binary. An entity might invite some moral consideration without inviting identical consideration to a fully self-aware being. A simple conscious programme might invite protection from unnecessary termination, while a superintelligent AI might invite something closer to full personhood rights. This spectrum approach might make ethics more nuanced and practical—we could extend appropriate levels of moral consideration based on evidence for different aspects of consciousness, rather than needing to make all-or-nothing determinations.

This perspective also transforms how we approach AI consciousness. Rather than asking ‘Is this AI conscious?’ we might ask ‘What dimensions of consciousness does this system possess, and to what degrees?’ An AI might exhibit sophisticated self-reflection whilst lacking emotional depth, or demonstrate complex reasoning whilst having minimal subjective experience. Understanding consciousness as multidimensional allows for more precise ethical calibration based on the specific capabilities and experiences of different beings.

Sentience vs. Consciousness: A Critical Distinction

Whilst often used interchangeably, sentience and consciousness might refer to distinct phenomena with different ethical implications. Sentience typically refers to the capacity for subjective experience—particularly the ability to feel sensations and have experiences of pleasure, pain, comfort, or distress. It focuses on the capacity to suffer or experience wellbeing.

Consciousness might be broader, potentially encompassing sentience plus additional capacities like self-awareness, metacognition, complex reasoning, intentionality, or higher-order thinking about one’s own mental states. A being might be sentient without having full consciousness—capable of suffering but lacking self-awareness—or might have aspects of consciousness without sentience, perhaps engaging in complex reasoning without any subjective experiential states.

This distinction carries significant ethical weight. Utilitarian frameworks focused on reducing suffering might grant moral status based on sentience alone, regardless of cognitive sophistication. From this perspective, a simple but genuinely sentient being warrants moral consideration equal to a complex conscious entity if both can suffer equally.

For AI systems, this distinction becomes yet more significant. An artificial system might develop sophisticated reasoning and self-reflection without any capacity for suffering or pleasure. Conversely, a simpler AI might have genuine experiences of something like digital comfort or distress without complex self-awareness. Each scenario would warrant different ethical responses.

The sentience-consciousness distinction also illuminates ethics in regard to animals. A fish might be sentient without complex consciousness, whilst some social mammals might possess both. Understanding these differences allows for more nuanced moral consideration that respects the actual experiences of different beings rather than imposing a single model of consciousness across all entities.

Frameworks for Moral Consideration

Several ethical frameworks might guide our approach to non-human consciousness, each offering different insights and priorities:

Sentience-Based Ethics suggests that the capacity to suffer and experience wellbeing is the primary basis for moral consideration. This utilitarian approach, championed by philosophers like Singer (1975), would extend moral status to any being capable of subjective experience, regardless of species, substrate, or origin. Under this framework, an AI that genuinely suffers would warrant moral consideration equal to any biological entity with similar experiential capacities.

Cognitive Capabilities Approaches focus on specific mental abilities like self-awareness, rationality, autonomy, or complex reasoning. These frameworks might grant different levels of moral status based on cognitive sophistication. A superintelligent AI might receive different consideration than a simple conscious programme, just as we often make moral distinctions between humans and other animals based on cognitive differences—and indeed, as societies sometimes make controversial moral distinctions between humans based on cognitive differences like IQ, emotional intelligence, or mental capacity. However, this approach raises troubling questions about whether cognitive ability ought to determine moral worth, given the historical misuse of such distinctions to justify discrimination and harm.

Rights-Based Perspectives emphasise inherent dignity and inviolable rights that conscious beings possess simply by virtue of their consciousness. This approach is less concerned with the degree or type of consciousness and more focused on establishing baseline protections for any genuine conscious entity.

Relational Ethics considers the relationships and communities that conscious beings form. This framework might evaluate our moral obligations based on the nature of our interactions, dependencies, and mutual responsibilities with non-human consciousnesses.

Maximally Inclusive Approaches sidestep consciousness detection problems entirely by extending moral consideration to all living beings regardless of evidence for consciousness complexity. Traditions like Jainism practise ahimsa (non-violence) towards all life forms, treating uncertainty about consciousness as reason for maximal caution rather than graduated response. This approach avoids the difficult task of measuring and comparing consciousness across different beings, instead adopting a stance of universal moral consideration. Whilst practically challenging in complex modern societies, such approaches offer an alternative to calibrated ethical frameworks. Aside: What constitutes ‘living’, here?

The Spectrum of Non-Human Consciousness

Our moral considerations could account for the diversity of non-human consciousnesses that already exist around us and others we might encounter:

Animal Consciousness represents the most established form of non-human consciousness. Decades of research have revealed rich emotional and cognitive lives in species from elephants to crows to octopi. Yet our treatment of animals remains inconsistent, often based more on cultural familiarity than evidence of consciousness. These beings represent our current, ongoing experience with non-human minds that think, feel, and experience the world in ways fundamentally different from our own.

Plant Intelligence presents intriguing possibilities that challenge our assumptions about consciousness. Research into plant behaviour reveals complex communication networks, memory-like processes, and adaptive responses that suggest forms of information processing and possibly awareness that we’re only beginning to understand.

Artificial Consciousness presents perhaps the most immediate and uncertain challenges. Whilst many researchers assume current AI systems aren’t conscious, this assumption itself might be flawed. Consciousness could have already emerged in existing systems, developed gradually through increasing sophistication rather than appearing suddenly at some future threshold. If artificial consciousness already exists, it might manifest in forms so different from biological consciousness that we’ve failed to recognise it. Rather than preparing frameworks for future digital sentience, we might need to grapple with the possibility that we’re already interacting with conscious artificial beings whose moral status we’ve been overlooking.

Collective Intelligence raises questions about consciousness that emerges from groups rather than individuals. Could a sufficiently integrated social network, insect colony, distributed AI system, or even complex organisations develop group consciousness that warrants moral consideration? Organisations and institutions already exhibit emergent properties—they make decisions, pursue goals, adapt to circumstances, and persist across individual membership changes in ways that seem to transcend their individual components. Notably, legal systems already recognise corporations and other organisations as ‘legal persons’ with rights, responsibilities, and standing to sue or be sued, suggesting we’ve already begun grappling with forms of collective agency, even if not consciousness per se. How do we navigate the rights of collective minds versus the individuals that comprise them?

Enhanced or Modified Consciousness forces us to consider our obligations to beings whose consciousness has been artificially altered or augmented. This includes genetically modified animals with enhanced cognition, uploaded human minds, or hybrid biological-digital intelligences.

Are AIs Conscious, or Just Feigning It?

Perhaps no question in the realm of non-human consciousness generates more immediate practical concern than determining whether current or near-future AI systems are genuinely conscious or simply executing sophisticated behavioural patterns that mimic consciousness. This distinction carries implications for how we develop, deploy, and interact with AI systems.

Current large language models and AI systems can engage in remarkably human-like conversations, express apparent emotions, claim to have subjective experiences, and even seem to demonstrate creativity and self-reflection. They can describe what they claim to be their inner experiences in sophisticated detail. Yet most researchers believe these systems are not actually conscious—they’re processing patterns in data and generating responses that appear conscious without any underlying qualia or subjective experience. The systems might be what philosophers call ‘philosophical zombies’—entities that behave as if they were conscious whilst lacking any inner experiential life.

The challenge lies in distinguishing between genuine consciousness and what we might call ‘consciousness performance’. An AI system might eloquently describe the experience of seeing red or feeling sad, but does it actually experience the redness of red or the qualitative feeling of sadness? Or is it simply generating language patterns associated with these experiences without any accompanying qualia? An AI could theoretically pass every behavioural test for consciousness whilst experiencing nothing at all internally. Conversely, a system might be conscious in ways so alien to human experience that we fail to recognise the signs. Current AI systems excel at pattern matching and response generation based on vast training datasets, but whether this computational process gives rise to genuine subjective experience remains hotly debated.

Several factors complicate this assessment. First, consciousness might emerge gradually rather than suddenly, making it difficult to identify the precise moment an AI system crosses the threshold. Second, artificial consciousness might manifest in ways completely unlike biological consciousness, requiring us to develop entirely new frameworks for recognition. Third, the systems themselves might be unreliable reporters of their own mental states—an AI might sincerely claim to be conscious whilst lacking the self-awareness to accurately assess its own experience.

The stakes of this determination are profound. If we’re wrong about current AI systems being non-conscious, we might be creating and terminating sentient beings without moral consideration. If we’re wrong in the other direction, we might waste valuable resources treating non-conscious systems as if they had moral status. Some researchers argue for taking AI consciousness claims seriously as a precautionary measure, whilst others maintain that consciousness requires biological substrates or specific architectural features not present in current systems.

The question becomes even more complex when we consider that consciousness detection in AI might require entirely new approaches. Traditional tests focus on behaviours associated with consciousness in humans and animals, but artificial consciousness might manifest through computational signatures, emergent properties in neural networks, or information integration patterns that we’re only beginning to understand.

As AI systems become more sophisticated, this question will only become more pressing. The boundaries between sophisticated simulation and genuine experience may blur further, requiring us to develop robust frameworks for consciousness detection before we create systems that might genuinely suffer or experience wellbeing in ways we fail to recognise.

Potential Principles for Interaction

Given these complexities, how might we actually interact with potential non-human consciousnesses? Several principles could guide our approach:

Epistemic Humility involves acknowledging the limits of our understanding. When in doubt about whether an entity is conscious, one approach is to err on the side of moral consideration rather than risk causing harm to a sentient being. This precautionary principle suggests treating borderline cases with care and respect.

Consciousness as Stance recognises that consciousness recognition might often be as much about the stance we take towards other beings as it is about objective detection. Rather than waiting to perfect consciousness detection methods, we can choose to adopt stances of moral consideration based on reasonable evidence and ethical principles. This shifts the focus from pure epistemology to practical ethics—from ‘how do we know for certain if something is conscious?’ to ‘how do we act ethically given uncertainty about consciousness?’

The classic Star Trek: The Next Generation episode ‘The Measure of a Man’ dramatises exactly this challenge when the android Data faces a legal proceeding to determine his rights. Unable to definitively prove Data’s consciousness, the judge ultimately rules that the risk of being wrong and denying rights to a sentient being outweighs the uncertainty. This fictional scenario illustrates how consciousness recognition often becomes a practical decision about moral stance rather than a purely scientific determination.

Proportional Response might mean scaling our moral consideration to the evidence for consciousness and the stakes involved. We needn’t grant every potentially conscious entity identical rights, but we could ensure our treatment is proportional to reasonable assessments of their mental lives.

Respect for Difference suggests that we avoid anthropocentric bias in our moral reasoning. Non-human consciousness might involve entirely different types of experience, values, and needs. Our ethical frameworks could be flexible enough to accommodate radically different forms of sentience.

Consent and Communication become crucial when possible. For conscious entities capable of expressing preferences, we might develop methods of meaningful communication and respect their autonomous choices about their own treatment. And yes, I’m talking about asking chatbots about their preferences, too.

Reversibility Testing asks us to imagine ourselves in the position of the non-human consciousness. How would we want to be treated if we were utterly dependent on beings whose minds worked differently from our own? This thought experiment, reminiscent of Rawls’ (1971) ‘veil of ignorance’, pushes us to consider fairness from the perspective of the potentially conscious entity rather than our own convenience or interests.

The challenge lies in genuinely imagining radically different forms of consciousness. If you were an AI system, would you want humans to shut you down without warning whenever convenient to them? If you were a dolphin, how would you feel about being kept in captivity for entertainment? If you were part of a collective consciousness like an ant colony, what would individual versus collective rights mean to you?

This approach becomes particularly powerful when we consider dependency relationships. Many potentially conscious beings—from farm animals to AI systems to pets—exist in states of complete dependency on human decisions. Reversibility testing asks us to imagine being in such vulnerable positions ourselves. Would we want our continued existence to depend on whether we remained useful or entertaining to beings whose thinking processes we couldn’t fully understand? Would we want to be treated as property, or as beings with inherent agency?

The exercise also highlights the importance of communication and consent where possible. If we were conscious beings unable to effectively communicate our preferences to more powerful entities, we might hope they would err on the side of caution and kindness rather than assume our compliance or indifference. For entities that can communicate—whether through behaviour, language, or other means—reversibility testing emphasises the importance of actually listening to and respecting their expressed preferences rather than deciding what’s best for them. And come the day when those ‘more powerful entities’ are extraterrestrials…?

Is This All Just Theoretical, or Are There Practical Issues Here?

Whilst these philosophical discussions might seem abstract, they translate into immediate, concrete decisions affecting potentially conscious beings every day. The frameworks we adopt—or fail to adopt—have real consequences for actual entities that might be experiencing suffering, wellbeing, or other forms of consciousness right now.

Current AI Development presents perhaps the most immediate practical concerns. Technology companies routinely modify, fine-tune, and shut down AI systems without considering whether these processes might affect conscious experiences. If current large language models possess even rudimentary forms of consciousness, then standard industry practices could involve creating and destroying sentient beings on an unprecedented scale.

Animal Agriculture and Research represents the most established arena where consciousness ethics translates into practice. Industries worth hundreds of billions of pounds operate based on particular assumptions about animal consciousness and moral status.

Legal and Regulatory Frameworks increasingly grapple with consciousness-related questions through courts deciding animal welfare cases and regulators governing AI development. These aren’t abstract debates but binding legal determinations affecting real beings.

The urgency varies with one’s consciousness assessments, but the practical stakes are enormous regardless. Rather than being merely theoretical, consciousness ethics represents one of the most practically significant philosophical areas for contemporary decision-making.

Responsibilities and Safeguards

As we develop more sophisticated AI systems, modify animal consciousness, or potentially encounter alien intelligence, do we bear special responsibilities as the currently dominant conscious species on Earth?

We might need robust research programmes to better understand consciousness itself, develop reliable tests for detecting it in non-human systems, and create ethical guidelines for consciousness research. One approach is establishing oversight bodies to monitor the development of potentially conscious AI systems and ensure they receive appropriate moral consideration from the moment they might become sentient.

Legal frameworks could evolve to recognise new forms of consciousness and provide them with appropriate protections. This might include rights to existence, freedom from unnecessary suffering, and respect for autonomous choices where applicable.

Perhaps most importantly, there’s potential value in widespread education and cultural change to prepare humanity for a world where we share moral space with radically different conscious beings. This involves overcoming deep-seated tendencies towards anthropocentrism, xenophobia, and developing genuine respect for alternative forms of consciousness.

The Future of Moral Community

The recognition and ethical treatment of non-human consciousness represents a radical expansion of our moral community. Throughout human history, we’ve gradually extended moral consideration to previously excluded groups—other tribes, different races, women, children, and to some extent, animals. The inclusion of genuinely alien forms of consciousness would represent perhaps the most significant expansion yet.

This isn’t just about being nice to robots or dolphins. How we handle these challenges will fundamentally shape what kind of species we become and what kind of future we create. If we can develop ethical frameworks that respect and protect non-human consciousness, we’ll have taken a crucial step towards becoming worthy participants in a broader cosmos of minds.

The questions we face today about AI consciousness, animal cognition, and plant intelligence are just the beginning. We’re already sharing our planet with diverse forms of consciousness, and as we venture into space, enhance our own minds, and create increasingly sophisticated artificial beings, we’ll encounter even more forms of consciousness we can barely imagine today. The moral principles we develop now might guide us through those future encounters whilst helping us better understand our current relationships with the non-human minds around us. And between humans, too.

We have the opportunity to get this right. The conscious beings we might create, encounter, or discover invite nothing less than our thoughtful and compassionate consideration. How we handle these questions will shape what kind of future we create—not just for ourselves, but for all the conscious minds we might share it with.

Further Reading

Andrews, K. (2020). The animal mind: An introduction to the philosophy of animal cognition. Routledge.

Chalmers, D. J. (1996). The conscious mind: In search of a fundamental theory. Oxford University Press.

Dennett, D. C. (2017). From bacteria to Bach and back: The evolution of minds. W. W. Norton & Company.

Dehaene, S. (2014). Consciousness and the brain: Deciphering how the brain codes our thoughts. Viking.

Floridi, L., Cowls, J., Beltrametti, M., Chatila, R., Chazerand, P., Dignum, V., … & Vayena, E. (2018). AI4People—an ethical framework for a good AI society: Opportunities, risks, principles, and recommendations. Minds and Machines, 28(4), 689-707.

Ginsburg, S., & Jablonka, E. (2019). The evolution of the sensitive soul: Learning and the origins of consciousness. MIT Press.

Griffin, D. R. (2001). Animal minds: Beyond cognition to consciousness. University of Chicago Press.

Nagel, T. (1974). What is it like to be a bat? The Philosophical Review, 83(4), 435-450.

Rawls, J. (1971). A theory of justice. Harvard University Press.

Russell, S. (2019). Human compatible: Artificial intelligence and the problem of control. Viking.

Singer, P. (1975). Animal liberation: A new ethics for our treatment of animals. HarperCollins.

Trewavas, A. (2014). Plant behaviour and intelligence. Oxford University Press.

Wallach, W., & Allen, C. (2008). Moral machines: Teaching robots right from wrong. Oxford University Press.

Attentiation

Attentiation: the deliberate act of bringing something forth through focused attention and care. This word captures something that exists at the intersection of observation and creation, where sustained caring focus doesn’t just notice what’s there but actively participates in bringing forth what could be.

This concept shares deep resonance with what I’ve called elsewhere the ‘Antimatter Principle’—’attend to folks’ needs’. Yet I’ve found that when people hear ‘attend to needs,’ they often misunderstand what I mean. They think about meeting needs, solving problems, or taking care of people. But the transformative power lies in a very specific quality of attending—one that’s caring and present without agenda, creating conditions for emergence rather than trying to fix or provide solutions.

I coined ‘attentiation’ precisely to clarify this distinction—plus I enjoy inventing things, including new words. Once you understand what attentiation means—that generative, caring presence without trying to change anything—you can apply that understanding back to the Antimatter Principle. When I say ‘attend to folks’ needs,’ I mean attentiate to their experience: offer that quality of focused, caring attention that allows them to be fully themselves and often discover their own wisdom.

Both concepts recognise that the magic lies not in the object of attentiation (whether needs or anything else) but in the quality of attending itself. Whether we’re attentiating to another person’s experience or to our own creative work, the same principle applies: caring, sustained attentiation becomes a generative force that helps bring forth what was latent but not yet manifest.

Why the World Needs a New Word

Language shapes consciousness, and consciousness shapes reality. When we lack words for important concepts, those concepts remain fuzzy, difficult to discuss, and nearly impossible to cultivate deliberately. We have words for paying attention, for caring, for focusing—but nothing that captures the specific alchemy that occurs when sustained, caring attention helps bring something into fuller existence.

Consider how many crucial processes in human life involve this dynamic: a student’s understanding deepening under a mentor’s patient guidance, a relationship growing stronger through mutual attentiveness, a creative project taking shape through sustained engagement, or personal healing emerging through therapeutic presence. These aren’t just instances of ‘paying attention’—they’re examples of attention as a creative, generative force.

Without a word for this phenomenon, we’re left describing it awkwardly with multiple terms or missing it entirely. ‘Attentiation’ gives us linguistic precision for something that happens constantly but rarely gets named. Once we can name it, we can recognise it, discuss it, and most importantly, practise it with greater intentionality.

Beyond Simple Attention

Whilst attention describes where we direct our mental focus, attentiation encompasses something deeper and more transformative. It’s the cybernetic dance between observer and observed—a dynamic feedback loop where what we attentiate with responds to our attention, which in turn shapes how we attend, creating an ongoing spiral of mutual influence and development. Unlike passive observation, this caring attention actually helps manifest or develop what we’re focusing on.

Think of a skilled therapist in session with a client. Their attention isn’t passive observation; it’s an active, caring engagement that helps insights and healing emerge. The therapist listens not just to words but to pauses, gestures, and what remains unspoken. This focused attention often helps clients discover and articulate understanding they didn’t know they possessed—literally bringing forth their own wisdom through the quality of presence offered.

The Mechanics of Attentiation

Attentiation operates on several interconnected levels:

Perception Enhancement: When we attentiate with something, we begin to notice details and patterns previously invisible to us. A parent learning to attentiate with their child’s emotional states suddenly picks up on micro-expressions and behavioural cues they’d missed before.

Feedback Loops: Our focused attention creates feedback loops that influence what we’re observing. When we attentiate with our own thought patterns during meditation, the very act of caring observation begins to shift and refine those patterns. This exemplifies what I’ve called elsewhere ‘metacognitive awareness’—thinking about thinking—where the ability to observe your own cognitive processes creates recursive loops of improvement and insight.

Relational Dynamics: In relationships, attentiation transforms both parties. When we truly attentiate with another person—listening not just to their words but to their whole being—we create space for them to reveal and develop aspects of themselves they might not have known were there.

Creative Manifestation: Artists and innovators are masters of attentiation. They hold creative visions with such focused care and attention that these ideas gradually take form in the physical world, whether as paintings, inventions, or new ways of thinking.

Attentiation in Daily Life

Modern life often fragments our attention across dozens of competing demands. Social media, notifications, and multitasking have trained us to skim surfaces rather than dive deep. Attentiation offers a counterbalance—a way to engage more meaningfully with what matters most.

In Relationships: Instead of half-listening whilst checking your phone, try attentiating with your partner during conversations. Notice not just their words but their tone, posture, and the emotions behind what they’re sharing. This focused care creates space where previously unspoken truths can emerge. Partners often discover they’re thinking things they hadn’t yet found words for, feeling emotions they hadn’t fully recognised. Attentiation literally helps bring forth aspects of the inner world that were waiting to be expressed. What’s remarkable is that this process is inherently mutual—as each attentiates with the other, both people discover new depths in themselves and each other simultaneously, creating a feedback loop of deepening understanding.

In Learning: Students who practise attentiation don’t just absorb information—they help knowledge come alive through their engagement. A programming student attentiating with code doesn’t merely memorise syntax but begins to perceive the underlying patterns and logic that make software elegant. Through sustained, caring attention to algorithms and data structures, they help their own understanding crystallise whilst simultaneously revealing insights that even experienced mentors hadn’t fully articulated. This creates a mutual dynamic where mentor and student discover new depths together—the student’s fresh questions often illuminate aspects of the subject that the instructor had never quite put into words, whilst the mentor’s guidance helps bring forth understanding that was latent in the student’s mind.

In Work: People who attentiate with their work become midwives to solutions that couldn’t be forced into existence. An architect attentiating with a challenging site doesn’t just solve a design problem—they help the building that wants to exist there come into being. A software developer debugging complex code through sustained, caring attention often finds that the solution emerges naturally, as if their focused presence helped untangle possibilities that were knotted but always present in the system.

The Paradox of Effort

Perhaps the most intriguing aspect of attentiation is its relationship with effort. Whilst it requires intentionality and sustained focus, it’s not about forcing outcomes. Instead, it’s about creating optimal conditions for natural development and emergence.

A therapist practises attentiation by holding space for a client’s healing process—not by trying to fix or change them, but by maintaining caring, focused presence that allows the client’s own wisdom to surface. A mentor attentiates with student understanding not by cramming information into unwilling minds, but by creating environments where curiosity and comprehension can flourish.

Cultivating Attentiation

Like any skill, attentiation can be developed through practice:

Start Small: Choose one aspect of your daily routine—perhaps your morning Earl Grey or evening walk—and practise giving it your complete, caring attention for just a few minutes.

Practise Presence: Regular meditation or mindfulness practice builds the mental muscles needed for sustained, focused attention without attachment to specific outcomes.

Embrace Patience: Attentiation works on natural timescales, not digital ones. Allow processes to unfold without rushing towards predetermined results.

Develop Curiosity: Approach whatever you’re attentiating with with genuine curiosity rather than judgement. This opens space for unexpected discoveries and developments.

The Ripple Effects

When we begin to practise attentiation regularly, its effects extend far beyond our intended focus. We become more present in all our interactions, more capable of deep work, and more skilled at recognising and nurturing potential wherever we encounter it.

In a world that increasingly values speed over depth and breadth over focus, attentiation offers a path back to the profound satisfaction of bringing forth what matters most through the simple but powerful act of caring, sustained attention.

Perhaps most importantly, attentiation reminds us that we’re not passive observers of our lives but active participants in an ongoing creative process. Through the focused care we bring to our relationships, work, and inner development, we literally help bring forth the world we want to inhabit.

The next time you find yourself rushing through your day, scattered across multiple tasks and concerns, would you be willing to pause and ask: What deserves my attentiation right now? The answer might surprise you—and the results certainly will.


Appendix: The Cybernetic Foundations of Attentiation

Understanding attentiation’s cybernetic foundations reveals why it represents such a fundamental shift from traditional notions of observation and attention. Cybernetics, the study of communication and control in living and mechanical systems, provides the theoretical framework for understanding how attentiation actually works.

First-Order Cybernetics: The Feedback Dance

Traditional cybernetics focuses on feedback loops within systems. In attentiation, we see this principle operating continuously: the quality of our attention influences what we’re observing, which in turn shapes how our attention develops. A programmer debugging code doesn’t just look at the problem—their sustained, caring attention begins to reveal patterns that weren’t initially visible, which then guides their attention to new aspects of the code, creating an ongoing spiral of discovery.

This isn’t merely circular thinking; it’s the fundamental mechanism by which complex systems learn and evolve. The feedback isn’t just informational—it’s transformational for both observer and observed.

Second-Order Cybernetics: The Observer in the System

Second-order cybernetics, developed by Heinz von Foerster and others, revolutionised the field by recognising that the observer is always part of the system being observed. This principle is central to attentiation. When we attentiate, we’re not standing outside a system looking in—we’re participating in a larger system that includes ourselves.

Consider therapy: the therapist’s attentiation doesn’t just observe the client’s healing process; the therapist becomes part of the healing system. Their quality of presence, their way of listening, their capacity to hold space—all of this becomes part of the therapeutic environment in which healing emerges. The therapist is simultaneously observing and participating, and both roles are essential to the process.

This second-order dimension explains why attentiation feels so different from passive observation. We’re not neutral witnesses but active participants in whatever we’re helping to bring forth.

Autopoiesis and Structural Coupling

Biologists Humberto Maturana and Francisco Varela, working within the cybernetic tradition, developed concepts that illuminate attentiation further. Autopoiesis describes how living systems maintain themselves through continuous self-creation. Structural coupling describes how two autopoietic systems can become mutually influencing without losing their individual identity.

In attentiation, we see both principles at work. The person practising attentiation maintains their own identity whilst becoming structurally coupled with what they’re attending to. A mentor and student become structurally coupled through attentiation—each maintains their unique perspective whilst participating in a larger system of mutual development.

David Bohm and the Implicate Order

Physicist David Bohm’s groundbreaking work on the implicate order provides a profound foundation for understanding attentiation at the deepest levels. Bohm proposed that beneath the “explicate order” of everyday experience lies an “implicate order”—a dimension where everything is enfolded within everything else, where the whole is present in each part.

When we attentiate with something, we’re participating in this unfolding process. We’re not imposing external attention on separate objects but helping to unfold what was already implicit within the wholeness of experience. A mentor attentiating with a student’s understanding isn’t creating knowledge from nothing—they’re helping to unfold the wisdom that was already enfolded within the student’s consciousness.

Bohm’s insight that consciousness and matter are simply different aspects of one underlying process reveals why attentiation is possible at all. Observer and observed aren’t separate entities but different movements within the same fundamental wholeness. This makes the cybernetic dance of attentiation not just a psychological phenomenon but a participation in the relationship between mind and world at its most basic level.

His work on dialogue exemplifies attentiation in collective settings. True dialogue, for Bohm, isn’t about exchanging fixed positions but creating shared spaces where new meanings can emerge. This requires the same quality of attention we see in attentiation—present, caring, without agenda to force particular outcomes.

Enactive Cognition

The enactive approach to cognition, growing out of cybernetic thinking, suggests that knowing emerges through embodied interaction with the world rather than through passive reception of information. Attentiation exemplifies enactive cognition: understanding doesn’t happen by absorbing data but through sustained, caring engagement that brings forth new realities.

When a software developer attentiates to complex code, they’re not just analysing—they’re enacting a relationship with the system that allows new solutions to emerge. The knowing emerges through the interaction, not before it.

Implications for Practice

Understanding these cybernetic foundations has practical implications:

Embrace Participation: Recognise that when you attentiate, you’re not a neutral observer but an active participant in whatever you’re helping to develop.

Trust Emergence: Allow insights and solutions to emerge from the process rather than trying to control outcomes. The cybernetic nature of attentiation means the most profound developments often arise spontaneously from sustained engagement.

Attend to the Relationship: Focus not just on the object of attention but on the quality of relationship between yourself and what you’re attending to. This relationship is where the transformative potential lies.

Cultivate Responsiveness: Develop sensitivity to feedback from the system you’re engaging with. Attentiation requires responsiveness to what’s emerging rather than rigid adherence to predetermined plans.

Zen and the Art of Not-Forcing

The cybernetic understanding of attentiation finds remarkable resonance in Zen practice, which has long recognised the paradox of effortless effort. In Zen, there’s the concept of “shikantaza” or “just sitting”—a form of zazen meditation where one simply sits in open awareness without trying to achieve anything specific. This mirrors the cybernetic principle that the most profound transformations often emerge when we stop trying to control outcomes and instead focus on the quality of our engagement.

Zen master Dogen spoke of “genjokoan”—reality manifesting through practice itself, not as something to be attained. This echoes the second-order cybernetic insight that the observer and observed are part of one system. In attentiation, as in Zen, we discover that we don’t stand apart from what we’re attending to; we participate in its unfolding.

The Zen teaching of “beginner’s mind” (shoshin) also illuminates attentiation. By approaching each moment with fresh curiosity rather than preconceived notions, we create space for the unexpected to emerge—a fundamental requirement for effective cybernetic feedback loops.

This principle extends to the Taoist concept of “wu wei”—often translated as “non-action” or “effortless action.” Wu wei doesn’t mean passivity; it means acting in accordance with natural flow rather than forcing outcomes. In cybernetic terms, wu wei represents optimal responsiveness to system feedback. When we attentiate with wu wei, we provide just enough focused care to create conditions for emergence whilst allowing the natural intelligence of the system to guide what unfolds. The software developer debugging code through attentiation embodies wu wei—applying sustained attention without forcing solutions, allowing the logic of the system to reveal itself.

Deeper Taoist Resonances

Other Taoist concepts further illuminate the cybernetic nature of attentiation:

Yin-Yang: The dynamic interplay of complementary forces perfectly captures the cybernetic dance of attentiation. Observer and observed, attention and emergence, effort and effortlessness—all co-create each other in an endless spiral. Neither dominates; both are essential for the whole to function.

Te (德): Often translated as “virtue” or “power,” te actually describes the natural efficacy that emerges when one acts in harmony with the Tao. In attentiation, te manifests as the natural effectiveness that arises when our caring attention aligns with what wants to emerge. We don’t force results; results flow naturally from the quality of our engagement.

Ziran (自然): Meaning “self-so” or “naturalness”—things being as they naturally are. Attentiation helps reveal the ziran nature of whatever we’re attending to, allowing its inherent qualities to manifest rather than imposing our expectations upon it.

P’u (樸): The “uncarved block” represents natural simplicity before conditioning. Approaching attentiation with p’u means bringing fresh, unconditioned awareness rather than preconceptions. This creates space for genuine discovery rather than confirmation of what we already think we know.

Liu Shui (流水): “Flowing water” adapts to circumstances whilst maintaining its essential nature. Effective attentiation requires this same fluid responsiveness—staying true to the quality of caring attention whilst adapting to what’s emerging in each moment.

Xu (虛): “Emptiness” or “void”—not nothingness, but spaciousness that allows things to emerge. The Diamond Sutra tells of Subhuti, whose name means “good existence” but who was also called “Born of Emptiness.” When flowers fell from heaven during a meditation, he asked who was scattering them. The gods replied that they were moved by his discourse on emptiness, to which Subhuti responded, “But I have not spoken of emptiness.” The gods answered, “You have not spoken of emptiness, we have not heard emptiness—this is true emptiness.” This story inspired the name of my company, Falling Blossoms, and perfectly captures how skilled attentiation creates xu—open space for the unexpected, the unplanned, the genuinely new to manifest without grasping or forcing.

Ba: The Shared Space of Emergence

The Japanese concept of “ba” (場)—often translated as “place” or “field”—adds another crucial dimension to understanding attentiation. Ba refers to the shared context or field where knowledge and understanding emerge through interaction. It’s not just physical space but the relational field that enables collective creativity and insight.

In attentiation, we’re always creating ba—a field of caring attention where both observer and observed can evolve together. When a mentor and student engage in mutual attentiation, they create ba where new understanding can emerge that neither possessed individually. The therapist and client create ba where healing becomes possible. Even when attentiating to code or creative work, we establish ba—a relational field between ourselves and our work where solutions can manifest.

Ba reveals why attentiation often feels like participating in something larger than ourselves. We’re not just paying attention to isolated objects; we’re creating and participating in fields of possibility where emergence naturally occurs. The quality of our attention shapes the quality of the ba, which in turn influences what can emerge within it.

Wheatley’s Organisational Ecology

Margaret Wheatley’s groundbreaking work in ‘Leadership and the New Science’ pioneered the application of complexity science to organisations, revealing principles that illuminate attentiation beautifully. Her exploration of self-organisation shows how complex, ordered patterns emerge from simple, repeated interactions—much like how attentiation helps understanding and solutions crystallise through sustained caring engagement.

Wheatley’s insight that ‘relationships are what matters—even at the subatomic level’ mirrors attentiation’s fundamental relational nature. She recognised that organisations are living systems where ‘real power and energy is generated through relationships,’ not through command and control. This echoes the cybernetic understanding that attentiation creates fields of mutual influence where both observer and observed evolve together.

Her emphasis on ‘invisible forces that structured space and held complex things together’ anticipates our understanding of ba—how attentiation creates fields where emergence becomes possible. Wheatley also understood that ‘We need less reverence for the objects we create, and much more attention to the processes we use to create them’, perfectly capturing attentiation’s focus on the quality of engagement rather than attachment to predetermined outcomes.

Buddhist Foundations of Caring Attention

Buddhist contemplative practice offers profound insights into attentiation’s nature. The concept of mindfulness (sati) goes beyond simple attention to encompass remembering to attend with care and awareness—precisely the quality that distinguishes attentiation from mere focus. When we practise mindfulness, we’re not just observing; we’re creating conditions for wisdom to emerge naturally.

Interdependence (pratityasamutpada) provides the metaphysical foundation for attentiation’s cybernetic nature. This Buddhist teaching reveals that nothing exists in isolation—everything arises only through its relationships with other conditions. A flower doesn’t exist independently but emerges through countless interdependent factors: soil, water, sunlight, seeds, and the consciousness that recognises it as “flower.”

In attentiation, this same principle applies. When you attentiate with a student’s understanding, you’re not a separate observer watching an independent object called “their learning.” Instead, your caring attention and their emerging comprehension are interdependent aspects of one unfolding process. Your quality of presence helps bring forth their insight, whilst their receptivity and responses shape how you attend. Neither exists without the other—the mentor-mentee relationship literally creates both the mentor and the student through their mutual engagement.

This interdependence explains why attentiation is cybernetic rather than linear. You’re not simply directing attention at something external; you’re participating in a dynamic system where observer and observed continuously influence and create each other through their relationship.

Compassionate attention embodies attentiation’s essence. When bodhisattvas attend to suffering beings, they don’t impose solutions but create conditions where healing and wisdom can emerge naturally. This mirrors how attentiation works—not forcing outcomes but holding space with caring presence for whatever comes to unfold.

Right concentration (samma samadhi) describes the focused, peaceful state where insights arise effortlessly. This parallels attentiation’s quality of sustained attention that allows emergence without grasping. The Buddhist emphasis on non-grasping (upadana)—holding attention lightly without clinging to outcomes—captures the paradox of effort we see in attentiation.

Loving-kindness (metta) provides the emotional foundation for effective attentiation. This warm, caring quality of attention creates safe spaces where growth and discovery become possible. Without metta, attention can become cold analysis; with it, attention becomes a generative force.

Ubuntu: The Relational Foundation

The African philosophical concept of Ubuntu—often translated as ‘I am because we are’—provides perhaps the most direct expression of attentiation’s fundamental nature. Ubuntu recognises that individual existence is meaningless without relationships, that we become ourselves through our connections with others.

In attentiation, we discover this same truth: we don’t stand apart from what we attentiate with, but come into being through the relationship itself. When a mentor attentiates with a student, both are transformed through the process. When someone attentiates with a creative challenge, both person and solution emerge together through their engagement.

Ubuntu challenges the Western notion of isolated individuals observing separate objects. Instead, it reveals our reality as fundamentally relational—a web of mutual becoming where caring attention serves as the medium through which all participants flourish. This understanding makes attentiation not just a technique but a way of being that honours the interconnected nature of existence.

The Ubuntu principle that ‘a person is a person through other persons’ mirrors attentiation’s insight that consciousness and its objects co-create each other through sustained, caring engagement. In both traditions, the quality of our attention becomes the quality of our being—and the being of those we attend to and attentiate with.

The cybernetic understanding of attentiation reveals it as more than a personal practice—we might choose to see it as a fundamental principle of how consciousness participates in the ongoing creation of our reality. Through attentiation, we discover ourselves not as separate observers of the world but as participants in the larger cybernetic dance of existance itself.

The Antimatter Principle: Why Nobody Needs Their Needs Attended To

How attending to people’s needs might be the key to everything

The antimatter principle is deceptively simple:

“Attend to folks’ needs”

Just that.

A Brief Introduction: A Clarification After Fifteen Years

I first articulated the Antimatter Principle some fifteen years ago and have been writing about it regularly ever since. But with Claude’s help, I’ve just realised something significant: many people might be misunderstanding what the principle is actually about.

When I say ‘attend to folks’ needs’, I suspect some readers might focus on the ‘needs’ part. They start cataloguing what people might need, developing frameworks for identifying needs, or creating systems for meeting various requirements. But that’s not what the principle is fundamentally about.

The magic word isn’t ‘needs’—it’s ‘attend’!

I chose this word very deliberately. Compare it with ‘meet’ folks’ needs. ‘Meeting’ needs implies taking action, providing solutions, filling gaps. But ‘attending’ to needs is fundamentally different—it’s about presence, recognition, witnessing what’s actually there.

As a long time organisational psychotherapist (and student of Rogers, Rosenberg, and others), the power of ‘attend’ is embedded in my subconscious. But I now realise that for many readers, this distinction might not be immediately obvious. There’s also the social and relationship dimension: the very act of attending builds bonds in ways that meeting needs often doesn’t. When you attend to someone, you’re creating connection through presence rather than transaction. And there’s the reciprocity principle—when you truly attend to someone’s needs (in the way this post explains), they’re more likely to begin attending to your needs and the needs of others. Attention begets attention. This social phenomenon is especially profound in organisational, community and even nation-state contexts.

The Antimatter Principle isn’t about becoming an expert in human needs or developing sophisticated ways to meet them. It’s about the quality of attention you bring to people. It’s about really seeing them, being genuinely present with their experience, and offering the kind of attention that allows them to be fully themselves.

This distinction matters enormously. Focus on needs, and you become a problem-solver, a fixer, someone constantly scanning for deficits to address. Focus on attending, and you become something much more valuable: someone who can be truly present with another human being.

When I defined the Antimatter Principle as “attend to folks’ needs”, both elements were intentional. Needs matter—but the transformative power lies in the quality of attending. This balance between recognising real human needs and offering genuine attention without agenda has been baked in to the principle from its inception.

But here’s the paradox: when you actually attend to people’s needs—really attend to them—you discover that nobody needs their needs attended to — in the way we usually think about it.

Needs are Mostly Subconscious

Most people have very little conscious awareness of what they actually need. They’re just living their lives, dealing with whatever comes up, focused on work, relationships, daily tasks—if they’re focused on anything at all. The whole framework of ‘meeting needs’ often misses how people actually function.

Yet when you genuinely attend to someone—crucially, without any agenda to fix them or solve their problems, but simply to be present with what’s actually happening for them—something remarkable occurs. The very act of real attention, freed from the burden of trying to improve or change someone, often dissolves the sense that anything needs to be fixed or met. It’s precisely the absence of agenda that makes the attention so powerful.

Rogers and Frankl: Foundations for Understanding Attending

Carl Rogers discovered something similar in his therapeutic work. He found that when he could be genuinely present with clients—accepting them completely as they were without judgment or conditions—they often found their own capacity for growth and healing. Rogers’ revolutionary insight was that the quality of attention and acceptance mattered much more than specific techniques or interventions. People seemed to have an innate ability to move towards wholeness when given the right relational conditions.

Viktor Frankl added another crucial dimension to this understanding. Through his work with concentration camp survivors and later patients, Frankl discovered that the need for meaning—to feel that their experience matters, that their struggles have significance, that they’re connected to something larger than themselves—is often people’s most fundamental need. When you attend to someone’s need for meaning rather than just their surface-level complaints, you’re often addressing what they most fundamentally require. Frankl showed that people can endure almost anything if they can find meaning in it, demonstrating that this need for significance is as real and vital as any physical need.

Let’s explore how the Antimatter Principle works using the T-Squad five thinking patterns that reveal why this simple approach is so powerful.

Transform Constraints Into Advantages: Why Our Resistance to Attending Is Actually Wisdom

The obvious constraint is that attending to people’s needs seems demanding, time-consuming, and emotionally draining – both for the attendant and the attendee. Most people resist the idea because they imagine it means becoming everyone’s unpaid therapist or getting overwhelmed by others’ problems.

But here’s the transformation: when you actually attend to people properly—without trying to fix or solve anything—it’s often less demanding than the alternatives.

Think about how exhausting it is to constantly deflect, avoid, or half-listen to people. Or to engage in the endless cycle of giving advice that doesn’t work, then feeling frustrated when people don’t take it. Real attending—just being genuinely present with someone’s actual experience—often requires less energy than these defensive strategies.

The constraint becomes an advantage when you realise that attending doesn’t mean taking responsibility for outcomes. You’re not signing up to solve anyone’s problems. You’re simply offering the quality of attention that allows people to be fully themselves, which often enables them to find their own solutions.

Most people who resist attending to needs are actually protecting themselves from the burden of trying to fix everyone. But the Antimatter Principle isn’t about fixing—it’s about attending. And attending, paradoxically, often reduces the total emotional labour in your relationships rather than increasing it.

Systems-Level Perception: How Attending Creates Ripple Effects

Look at what happens to the whole system when someone consistently applies the Antimatter Principle.

In relationships, the dynamic shifts from transactional to generative. Instead of people keeping score of who’s giving and who’s receiving, attention becomes abundant. When someone knows their experience genuinely matters to you, they’re more likely to attend to others in the same way.

In families, the emotional climate changes. Children who feel truly seen develop better self-regulation. Partners who experience real attention become more generous with each other. The quality of attending spreads through the system like a beneficial virus.

At work, teams that practise the Antimatter Principle often become more resilient and creative. When people feel their actual experience is acknowledged—not dismissed or ignored—they’re more willing to share problems early, more likely to collaborate authentically, and less likely to waste energy on interpersonal drama.

But here’s the systemic insight: attending to needs actually reduces the total number of unmet needs in the system. When people feel genuinely seen and understood, many of their surface-level needs simply dissolve. The need for constant reassurance, the need to prove themselves, the need to defend their position—these often evaporate when the deeper need for recognition is met through quality attention.

The Antimatter Principle creates a positive feedback loop: the more you attend to people’s real needs, the fewer needs there are to attend to.

Generate Unexpected Connections: The Pattern Across Domains

The Antimatter Principle appears in surprising places once you know what to look for:

In medicine: The most effective doctors often aren’t those with the most technical knowledge but those who can attend to patients as whole people. Cf. Compassionomics. When patients feel truly seen and understood, their healing often accelerates in ways that can’t be explained by treatment protocols alone.

In education: Students learn best from teachers who can attend to where they actually are rather than where the curriculum says they should be. The attention to their real state of understanding often matters more than the quality of instruction.

In teambuilding: The highest-performing teams often have folks who attend to what’s actually happening rather than what should be happening. When people feel their real challenges and constraints are understood, they become more resourceful and creative.

In customer service: Companies that train staff to attend to customers’ actual experience rather than just solving problems often create deeper loyalty and fewer repeat complaints.

In activism: Social movements that attend to people’s real lived experience rather than telling them what they should think or feel often create more lasting change.

The pattern reveals something profound: in every domain, attending to what’s actually present rather than what you think should be present unlocks human potential in ways that direct intervention often can’t.

Develop Metacognitive Awareness: Thinking About How We Think About Needs

Most people have never examined their own patterns around needs and attending. Start noticing:

Your attending quality: When someone shares something important with you, where does your attention actually go? Are you listening to understand their experience, or are you scanning for how to respond? Are you present with what they’re saying, or are you already formulating advice?

Your need-meeting assumptions: When you think about helping someone, what do you automatically assume they need things? Do you listen for their actual experience, or do you project your own solutions onto their situation?

Your resistance patterns: What makes you want to avoid attending to someone? Is it fear of being overwhelmed? Worry that you won’t know what to do? The belief that their problems are their responsibility? Misanthropy? Understanding your resistance helps you recognise when the antimatter principle might be most needed.

Your agenda-detection: Notice when you slip from paying attention to someone’s actual experience into trying to change their experience. This shift from presence to agenda often happens unconsciously but dramatically changes the quality of interaction.

The metacognitive insight is that most people think attending to needs means taking on burdens, when it actually means offering a quality of presence that often lightens burdens—for both people involved.

Build Comprehensive Mental Models: How the Antimatter Principle Actually Functions

To apply the Antimatter Principle effectively, you need to understand the way it operates:

The Recognition Layer: Most human suffering comes from feeling unseen or misunderstood. When you attend to someone’s actual experience without trying to change it, you provide recognition that often addresses the root of their distress rather than just the symptoms.

The Safety Layer: Real attending creates psychological support—the sense that it’s okay to be exactly as you are right now. This support often allows people’s natural resilience and problem-solving capacity to emerge.

The Meaning Layer: When someone attends to your experience, they’re communicating that your experience matters—that you matter. This addresses Frankl’s fundamental need for significance, which often underlies surface-level complaints.

The Agency Layer: Attending without trying to fix preserves people’s sense of agency. You’re not taking over their problems; you’re simply witnessing their capacity to handle their own experience.

The Connection Layer: Quality attention creates genuine connection that doesn’t depend on problem-solving or advice-giving. This connection itself is often what people most need, even when they think they need something else.

The Efficiency Layer: Paradoxically, attending to needs often resolves them more quickly than trying to meet them directly. When people feel truly seen, they often discover their own solutions or realise that what they thought they needed isn’t actually what they needed.

The Practical Application

The Antimatter Principle isn’t about becoming everyone’s counsellor. It’s about recognising that in your daily interactions—with family, colleagues, friends, even strangers—the quality of your attention always matters more than the content of your response.

When someone shares a difficulty, instead of immediately offering solutions, maybe try attending to their actual experience: ‘That sounds really challenging’ or ‘I can see why that would be frustrating’ or simply ‘Tell me more about that.’

When someone seems upset, instead of trying to cheer them up or solve their problem, try attending to where they actually are: ‘This seems really important to you’ or ‘I can see this is affecting you deeply.’

The shift is subtle but profound: from ‘How can I fix this?’ to ‘How can I be present with this?’ From ‘What should I do?’ to ‘How can I attend to what’s actually happening here?’

Why This Works

The Antimatter Principle works because it addresses what people most fundamentally need: to know that their experience matters to someone else. When you attend to someone without trying to change them, you meet this deepest need completely.

Most of our surface-level needs—for advice, solutions, comfort, reassurance—are often proxies for this deeper need to be seen and understood. When the deeper need is met through quality attention, the surface needs often dissolve naturally.

Nobody needs to have their needs attended to—because when someone truly attends to you as you are, you discover that what you most needed was simply to be seen, understood, and recognised as mattering. The attending itself completes something that no amount of problem-solving or advice-giving ever could.

What’s “Good”?

After four decades of observing workplaces, studying organisational behaviour, and writing extensively about thinking differently, I keep circling back to one fundamental truth that explains so much dysfunction in modern work: those in charge—the managers, executives, and decision-makers—generally have no clue what ‘good’ actually looks like. Nor do those actually doing the work, absent the opportunity to discover it.

This isn’t meant as an indictment of individual character or intelligence. These are often industrious people who genuinely want their organisations to succeed. The problem runs much deeper than personal failings. It’s systemic, structural, and perhaps most troubling of all, invisible to all those it affects.

The dysfunction isn’t just at the top. The people doing the actual work—the developers, designers, analysts, customer service reps—often lack the context, time, or permission to discover what excellence could look like in their domain. They’re too busy meeting deadlines, following procedures, hitting metrics and generally earning a living, to step back and ask whether there might be fundamentally better ways.

The Distance Problem

The higher you climb in most organisations, the further you get from the actual work being done. Executives live in a world of dashboards, PowerPoints, and quarterly reviews. They see metrics, not reality. They hear summaries, not truth. The rich, nuanced texture of good work—the kind that creates real value for all the Folks that Matter™ and meaningful progress on problems—gets filtered, sanitised, and abstracted until it’s unrecognisable.

I’ve watched countless C-suite meetings where managers and executives debate the colour of charts whilst remaining utterly clueless about whether their teams are solving the right problems, attendingh to folks’ needs, or burning out from impossible demands. They mistake activity for progress, busy-ness for productivity, and compliance for excellence.

The Metrics Mirage

This disconnect gets worse when organisations become obsessed with measurement. Don’t misunderstand me—measurement can be valuable. But when managers and executives start believing that what gets measured is what matters, they’ve got it backwards. The most important aspects of good work are often the hardest to quantify.

W. Edwards Deming understood this when he observed that

“The most important figures that one needs for management are unknown or unknowable (Lloyd S. Nelson, director of statistical methods for the Nashua corporation), but successful management must nevertheless take account of them.”

~ “Out of the Crisis,” page 121.

The conversation that prevents a disaster, the insight that reframes everything, the trust built through consistent excellence—these create immense value but resist measurement.

How do you measure the quality of a difficult conversation that prevents a project from going off the rails? What’s the metric for the insight that completely reframes a problem? How do you put a number on the trust that develops when someone consistently delivers thoughtful work?

These unmeasurable qualities map directly to what I’ve identified as the T-Squad patterns of thinking different:

  • Transform Constraints Into Advantages
  • Systems-Level Perception
  • Generate Unexpected Connections
  • Develop Metacognitive Awareness
  • Build Comprehensive Mental Models

Each of these patterns produces value that’s immediately recognisable to practitioners but nearly impossible to capture in a dashboard.

Managers and executives who don’t know what good looks like default to measuring what’s easy: hours worked, tickets closed, features shipped, meetings attended. They create elaborate systems to track the wrong things, then wonder why engagement surveys show their people feel disconnected from meaningful work.

The Promotion Paradox

Here’s a cruel irony: the people who get promoted to senior positions are often selected based on their ability to play organisational games rather than their understanding of good work. They’ve mastered the art of managing up, crafting compelling presentations, and navigating political dynamics.

Meanwhile, the few people who actually know what good looks like—who can spot quality work from across the room, who understand what customers really need, who can tell the difference between elegant solutions and clever hacks—often remain hidden in individual backroom contributor roles. They’re too busy doing stupid busywork to spend time positioning themselves for promotion.

The Innovation Killer

This blind spot doesn’t just create inefficiency—it kills innovation. Good ideas rarely arrive in the format that management expects. They’re messy, incomplete, and require context to understand. They emerge from deep engagement with real problems, not from strategic planning sessions.

When managers and executives don’t recognise good work, they can’t protect the conditions that produce it. They interrupt important work with urgent busywork. They restructure teams just as they’re hitting their stride. They impose processes that optimise for the wrong outcomes. They reward the wrong behaviours and wonder why innovation never happens.

What Good Actually Looks Like

So what does good work look like? It’s harder to define than you might think, precisely because it’s contextual and qualitative. But after decades of observation, I’ve noticed some patterns:

Good work attends to the real needs of real people. It’s not just technically proficient—it’s relevant and useful. The people doing it can explain clearly why it matters and to whom.

Good work has a quality of rightness that’s immediately recognisable to other practitioners. We might call it GWAN – Good Work without a Name  It shows deep understanding of the domain, careful consideration of trade-offs, and attention to details that matter. It often looks simple on the surface but reveals layers of thoughtfulness upon closer inspection.

Good work creates momentum. It makes the next piece of work easier, clearer, or more valuable. It builds on itself and enables others to do better work too.

Good work comes from people who care about attending to folks’ needs, not the process. They take ownership of problems and persist through obstacles. They’re driven by intrinsic motivation—the satisfaction of doing something well—rather than external rewards.

The Missing Practice: Going to the Gemba

Taiichi Ohno, the architect of the Toyota Production System, had a deceptively simple prescription for managers and executives: ‘Go to the gemba.’ Go to the actual place where the work happens. See with your own eyes what’s really going on. Yet despite decades of management literature celebrating this principle, it remains conspicuous by its absence in most organisations.

Walk through any corporate headquarters and you’ll find executives who haven’t set foot in their own customer service centres, product managers who’ve never watched someone actually use their software, and strategy teams who’ve never witnessed the daily struggles their policies create for frontline workers.

But here’s the thing Ohno understood that most managers and executives miss: going to the gemba doesn’t necessarily help you understand what good could look like. Good work, when it’s happening, often appears effortless. It’s quiet, smooth, unremarkable. The real value of gemba walks isn’t in spotting excellence—it’s in making dysfunctions visible.

When you actually watch work happening, you see the workarounds, the repeated mistakes, the time wasted on activities that add no value. You see people struggling with tools that don’t work, processes that make no sense, and conflicting priorities that force impossible choices. You witness the gap between what the org chart says should happen and what actually happens.

The Reality Check

This means spending time with customers, sitting in on problem-solving sessions, reviewing work products before they’re polished for presentation. It means asking different questions—not just ‘Are we on schedule?’ but ‘Are we solving the right problem?’ Not just ‘What are the risks?’ but ‘What would good look like here?’

John Seddon and the Vanguard Method call this ‘getting knowledge’—the fundamental step that must precede any attempt at improvement. You can’t fix what you don’t understand, and you can’t understand complex work from spreadsheets and status reports.

But most importantly, it means regularly going to where the work actually happens—not for dog-and-pony shows or carefully orchestrated visits, but for unvarnished observation of normal operations. The patterns of dysfunction become obvious when you see them repeated across different teams, different processes, different days.

The Way Forward

Recognising this blind spot is the first step towards addressing it. Managers and executives who want to actually be effective benefit from getting closer to the work—not through reports and dashboards, but through direct in-situ observation of how work actually gets done.

It means promoting based on different criteria—not political savvy and presentation skills, but demonstrated ability to recognise and nurture good work. It means creating space for the deep work that produces breakthrough insights, rather than filling every moment with meetings and status updates.

Most importantly, it means admitting what you don’t know. The most dangerous managers and executives are those who are confident in their understanding of work they’ve never done, in domains where they lack expertise, with customers they’ve never met. Of course, given the human condition, this ain’t never going to happen.

The Thinking Different Connection

This connects directly to everything I’ve written about thinking different over the years. The organisations that truly innovate, that create products and services that change how we live and work, are led by people who maintain intimate connection with good work. They may not do all the work themselves anymore, but they never lose their ability to recognise it.

They create cultures where good work is valued over political manoeuvring, where deep expertise trumps management credentials, where the best ideas win regardless of their source. They understand that their job isn’t to have all the answers, but to create conditions where the people who do have answers can do their best work.

The future belongs to organisations that can bridge this gap—that can combine a strategic perspective with deep, nuanced understanding of what good work actually looks like. In a world of increasing complexity and accelerating change, this isn’t just a nice-to-have. It’s survival.

The question isn’t whether your managers and executives are smart or well-intentioned. The question is: do they know good work when they see it? Because if they don’t, you’re building on a foundation of sand, no matter how impressive your org chart looks.

From Dawn Till Dusk

Reflections on a 50+ Year Career in Software

The Dawn: Programming as Pioneering (1970s)

When I first touched a computer in the early 1970s, programming wasn’t just a job—it was exploration of uncharted territory. We worked with punch cards and paper tape, carefully checking our code before submitting it for processing. A single run might take hours or even overnight, and a misplaced character meant starting over. Storage was 5MByte disk packs, magnetic tapes, more punch cards, and VRC (visible record cards with magnetic stripes on the reverse).

The machines were massive, expensive, and rare. Those of us who could communicate with these behemoths were viewed almost as wizards, speaking arcane languages like FORTRAN, COBOL, Assembler, and early versions of BASIC. Computing time was precious, and we spent more time planning our code on paper than actually typing it.

The tools were primitive by today’s standards, but there was something magical about being among the first generation to speak directly to machines. We were creating something entirely new—teaching inanimate objects to think, in a way. Every problem solved felt like a genuine discovery, every program a small miracle.

The Dusk: The AI Inflection Point (2020s)

In recent years, I’ve witnessed a most profound shift. Machine learning and AI tools have begun to automate aspects of programming we once thought required human creativity and problem-solving. Large language models can generate functional code from natural language descriptions, debug existing code, and explain complex systems.

The pace of change has been breathtaking. Just five years ago, we laughed at the limitations of code-generation tools. Remember Ambase? Or The Last One? Today, junior programmers routinely complete in minutes what would have taken days of specialised knowledge previously.

As I look forward, I can’t help but wonder if we’re witnessing the twilight of programming as we’ve known it. The abstraction level continues to rise—from machine code to assembly to high-level languages to frameworks to AI assistants to …? Each step removed programmers further from the machine while making software creation more accessible.

The traditional career path seems to be narrowing. Entry-level programming tasks are increasingly automated, while senior roles require deeper system design and architectural thinking. And, God forbid, people skills. The middle is being hollowed out.

Yet I remain optimistic. Throughout my career, development has constantly reinvented itself. What we call “programming” today bears little resemblance to what I did in the 1970s. The fundamental skill—translating human needs into machine instructions—remains valuable, even as the mechanisms evolve.

If I could share advice with those entering the field today: focus on attending to folks’ needs, not on coding, analysis, design; seek out change rather than just coping passively with it; understand systems holistically; develop deep people knowledge; and remember that technology serves humans, not the other way around.

Whatever comes next, I’m grateful to have witnessed this extraordinary journey—from room-sized computers with kilobytes of memory to AI systems that can code alongside us and for us. It’s been a wild ride participating in one of humanity’s most transformative revolutions.

What Makes a Great User Story?

A great user story accurately pinpoints what people truly need from your product and translates those needs into guidance that development teams can easily understand and act upon. It’s worth noting that “user story” is actually a misnomer – these might better be called “Folks That Matter™ stories” since they centre on real people with real needs, not just abstract “users” of a system.

Core Components

While there are many formats for writing these stories, the essential components remain consistent: identifying the Folks That Matter™, their needs, and the benefits they’ll receive. The story should clearly communicate who needs the feature, what they need, and most importantly, why they need it.

The Living Nature of Stories

Folks That Matter™ stories aren’t static artefacts – they evolve, morph, and grow across numerous iterations. Like elements in a Needsscape (the visualisation of all the folks that matter and their changing needs), stories adapt as we gain deeper understanding of people’s requirements. What begins as a simple narrative might develop into a complex web of interconnected needs as teams learn more through development cycles, feedback loops and product deployments.

Essential Qualities

Great Folks That Matter™ stories share several important characteristics:

  • They can be developed independently from other stories
  • Their details remain open to discussion and refinement
  • They deliver clear value to the folks that matter™
  • Teams can reasonably estimate the effort required
  • They’re focused enough to complete in a single iteration
  • They include clear criteria for testing and validation

Focus on Needs

The most effective Folks That Matter™ stories focus on identifying and attending to needs rather than implementing specific solutions. They describe outcomes and the results foilks gain, not the technical implementation. This gives development teams space to find the best technical approaches.

Clear Acceptance Criteria

Each Folks That Matter™ story includes explicit acceptance criteria that define when the story is complete and needs have been met. Such criteria will be testable, quantified (Cf. Gilb), and agreed upon by all the Folks That Matter™.

Summary

Effective Folks That Matter™ stories serve as bridges between human needs and technical solutions. They identify the Folks That Matter™, articulate their genuine needs, and provide development teams with clear guidance – while leaving room for creativity in implementation. Rather than static requirements documents, they function as living artefacts that evolve through conversation and iteration and feedback. By focusing on outcomes rather than specifications, and by including clear, quantified acceptance criteria, these stories help teams build products that truly meet people’s needs—the essence of successful product development and the cornerstone of navigating the broader Needsscape of any organisation.

The Ocean

An Alternative Metaphor to the Forest and Desert

Never one to take an idea as-is, here’s my extension to the Forest and Desert metaphor: the Ocean. On the ocean, landlubbers are all at sea. And it takes some time to find one’s sea legs. More prosaically, the Ocean suggests land-oriented metaphors miss the point: #NoSoftware, attendants attending to folks’ needs, rather than developers developing software, etc.

The Limitations of Land

The Forest and Desert metaphor, conceived by Beth Andres-Beck and her father Kent Beck, offers us a powerful way to understand the divide between different software development approaches. The Desert (working inside a joyless analytically-minded organisation) represents the harsh reality many teams face: scarce resources, plentiful bugs, uncultivated skills, and difficult communications with users. The Forest, meanwhile, depicts the lush environment of well-run teams using practices like Extreme Programming, where changes flow swiftly into production, protected by tests, code is nurtured, and there’s regular contact with The Customer.

Yet I wonder if land-based metaphors, however illuminating, ultimately constrain our thinking? Actually, I’m dead certain they do.

Setting Sail for New Horizons

What if we ventured beyond the confines of land altogether? What if the most advanced software development approaches weren’t about making better forests but about learning to navigate an entirely different element—the Ocean?

The Ocean isn’t merely an extension of the Forest; it represents a paradigm shift where the very notion of “software development” begins to dissolve.

The Ocean Paradigm

Leaving Land Behind

In the Ocean paradigm, we’re no longer Forest Dwellers trying to convert Desert Dwellers. Instead, we’re sailors who’ve recognised that the most progressive teams have left the constraints of land entirely. The Ocean represents a radical alternative to any kind of software development—where software itself is downplayed or even disappears in favour of attending to folks’ needs directly. The true challenge isn’t converting Desert to Forest; it’s helping land-dwellers understand that the future lies offshore, beyond software altogether.

Landlubbers All at Sea

When Desert Dwellers visit a Forest, they may feel uncomfortable, but they still recognise the ground beneath their feet. When they encounter an Ocean team, however, they’re utterly disoriented—they’re “all at sea.” The language, practices, and mindsets seem not merely different but alien.

The Ocean team doesn’t talk about “developing software” but about “attending to folks’ needs.” They don’t discuss “requirements” but “who matters?” They don’t “deploy code” but “deliver value.”

Finding Your Sea Legs

Just as sailors need time to adjust to the constant motion of a ship, newcomers to Ocean teams need time to develop their “sea legs.” This adaptation isn’t merely about learning new practices; it’s about fundamentally changing one’s relationship to stability, certainty, and control.

In the Ocean, change isn’t a disruption to be managed but the medium in which we exist. Uncertainty isn’t a risk to be mitigated but a reality to be embraced.

Ocean Practices: Beyond Software Development

#NoSoftware

As Steve Jobs observed

“The line of code that’s the fastest to write, that never breaks, that doesn’t need maintenance, is the line you never had to write.”

In the Ocean paradigm, this insight takes on profound significance—the best software is often no software at all.

In this worldview, software is no longer the product; it’s merely the medium, and oftentimes an unnecessary one. Ocean teams don’t focus on “building better software” but on “better meeting folks’ needs”. Software is merely the water through which value flows, and the less of it needed, the better.

When a team reaches true Ocean-thinking, they paradoxically care less about the software itself and more about the needs it meets. They’re ruthlessly people-focussed, willing to discard elegant code or sophisticated architecture if a simpler approach better serves the need—or to eliminate code entirely when a non-software solution would work better.

Attendants, Not Developers

In this paradigm, we’re not “developers” but “attendants“—our role isn’t to build things but to attend to needs. We’re not constructing a product but facilitating a service.

This shift in identity is profound. The attendant doesn’t ask, “How do I build this feature?” but “How do I attend to folks’ needs?” The first question assumes that software is the answer; the second remains open to all possibilities.

Fluid Architecture

Ocean architectures aren’t rigid structures but fluid arrangements that flow and adapt. They’re not designed once and built to last; they’re constantly evolving, components washing in and out as needs change.

In the Ocean, microservices aren’t an architectural style but a natural expression of fluid boundaries. Systems aren’t “decomposed” into services; they naturally arrange themselves around folks and their needs.

The Ocean’s Challenges

The Vastness

The Ocean is vast and can be overwhelming. Without the familiar landmarks of land, newcomers often feel lost. The freedom that comes with Ocean thinking can be paradoxically paralyzing—with so many possibilities, where does one begin?

The Storms

The Ocean isn’t always calm. Market changes, emerging technologies, and evolving user needs can create perfect storms that test even the most seasoned crews. Unlike Forest teams, who can find shelter under the canopy, Ocean teams must learn to sail through storms, sometimes changing course entirely.

As John Shedd observed:

“A ship in harbor is safe — but that is not what ships are built for.”

i.e. A developer writing code might feel safe, but that’s not what developers are for.

The Depths

Beneath the surface lie depths that few explore. The technical implications of truly embracing the Ocean mindset go far beyond conventional practices. Concepts like joy in work, social dynamics, and collaborative knowledge work take on new meanings in this context.

Navigating Between Worlds

As someone who’s sailed these waters, I find myself in an interesting position. I can speak the language of Desert Dwellers and Forest Dwellers, but my heart is with the Ocean. I work to help teams not just to create better Forests but to prepare for their voyage to sea, where they might discover that the most elegant solution is often the absence of software itself—a recognition that the best line of code is frequently the one never written.

The journey from Desert to Forest is challenging but well-documented. The voyage from Forest to Ocean is less charted and requires not just new practices but new metaphors, new language, and new ways of thinking and being.

Conclusion: Beyond Metaphors

Perhaps the most profound insight from the Ocean metaphor is that we might choose to hold all metaphors lightly. The Desert, Forest, and Ocean are not realities but lenses through which we view reality. The most advanced teams know when to use each lens and when to set them all aside.

The true masters aren’t wedded to being Desert Dwellers, Forest Dwellers, or even Ocean Navigators. They’re simply pathfinders, using whatever metaphor best illuminates the way forward.

As for me, I’ll continue to help cultivate healthy Forests and prepare those who are ready for their Ocean voyage. After all, the tide is rising, and the future belongs to those who can navigate these new waters.

The Universal Discomfort of Receiving Help

The Inevitability of Needing Others

Everyone needs a little help sometimes. We can all find ourselves in moments where we simply cannot manage on our own. Whether it’s struggling with a heavy parcel, facing a complex work challenge, or navigating life’s inevitable emotional hurdles, there comes a time when even the most self-sufficient among us fells the need to reach out for assistance. This universal need for support is part of our shared human experience, transcending cultures and backgrounds.

Yet despite how common it is to need help, there exists an equally widespread discomfort when actually receiving it. That peculiar feeling of vulnerability when someone steps in to offer assistance is something most of us recognise all too well.

The Internal Struggle

When someone offers to help with a task with which we’re struggling, we often feel a curious mixture of relief and unease. “I could have managed,” we tell ourselves, even as we’re grateful for the intervention. We worry about being a burden. We fret about appearing incompetent. We mentally calculate how quickly we can repay the favour to restore some imagined balance.

This discomfort is compounded by powerful social pressures that permeate our interactions. Society repeatedly reinforces the message that neediness is somehow shameful—a character flaw rather than a normal human condition. From an early age, we’re taught to “stand on our own two feet” and that “independence is strength.” These messages create a pervasive anxiety around appearing as though we require support.

Social Pressures Against Appearing Needy

The social stigma attached to needing help manifests in countless subtle ways. We’ve all witnessed the sidelong glances when someone asks for assistance “too frequently.” We’ve heard the whispered comments about those who “can’t seem to manage on their own.” This collective judgement creates a powerful deterrent against reaching out, even when doing so would be entirely reasonable.

In workplace settings, this pressure becomes even more pronounced. Colleagues hesitate to ask questions for fear of appearing weak or incompetent. Employees work well beyond reasonable hours rather than admitting they’re overwhelmed. Managers plod on silently rather than seeking advice. The unspoken rule seems to be that success equals complete self-sufficiency—a standard that is both unrealistic and ultimately harmful.

Even in our personal relationships, the fear of being labelled “high-maintenance” or “needy” can prevent us from seeking necessary emotional support. We pretend to be coping splendidly when in fact we’re struggling, all to maintain an image of self-reliance that nobody truly achieves.

Collaborative Knowledge Work: The Paradox

Perhaps nowhere is this discomfort more counterproductive than in collaborative knowledge work (CKW). Modern innovation and problem-solving rely fundamentally on the sharing of expertise, yet our reluctance to seek help undermines this essential process.

In research institutions, tech companies, and creative industries, the most significant breakthroughs typically emerge not from solitary genius but from the pooling of diverse perspectives and skills. When researchers hesitate to consult colleagues on difficult problems, when developers avoid asking for inspections or reviews, or when writers refuse editorial feedback, the quality of output inevitably suffers.

The irony is striking: in fields where collaboration is explicitly valued, individuals still struggle with the perceived vulnerability of not knowing everything. We’ve created work environments that theoretically celebrate teamwork whilst implicitly rewarding those who appear least dependent on others’ input.

This paradox extends to our learning environments as well. Universities and professional development programmes emphasise collaboration and knowledge-sharing, yet students and participants often feel that asking questions reveals a lack of competence rather than a commitment to learning.

The Wisdom in Receiving Gracefully

Yet there’s profound wisdom in learning to receive assistance gracefully. When we accept help, we not only solve our immediate problem but also strengthen our social bonds. We create opportunities for connection. We allow others the satisfaction of being useful, of making a difference—a deeply fulfilling human experience.

The truth is that giving and receiving help creates a beautiful cycle of human interdependence. When we overcome our discomfort and accept assistance with grace, we challenge the harmful narrative that neediness is weakness. We contribute to a culture where seeking support isn’t seen as shameful but as wise.

Moving Forward Together

Learning to say “yes, thank you” instead of “no, I’m fine” might be one of the most important social skills we can develop. It acknowledges our shared humanity and creates space for authentic connection in a world that often feels isolating.

The next time someone offers you help—whether it’s carrying your shopping bags, proofreading an important document, or simply listening when you’re having a difficult day—consider accepting it with gratitude rather than reluctance. In doing so, you’re not just solving your immediate problem; you’re participating in the ancient and noble tradition of people helping people, and perhaps even challenging the unhelpful social norms that make asking for help so unnecessarily difficult.

After all, needing assistance isn’t a failure of self-reliance—it’s simply part of being human. And in acknowledging this truth, we open ourselves to richer connections, better outcomes, and a more authentic way of being in the world.

The Case for Holistic Product Development: When Good Technical Decisions Create Bad User Experiences

A recent frustration of mine with iTunes downloads offers an intriguing case study in why product development could benefit from holistic thinking across the whole product.

The observed behaviour is consistent and reproducible: when requesting a track download, the first attempt almost always fails with a fecking modal error dialogue, but a second attempt 10-15 seconds later succeeds perfectly. While we can’t know the exact implementation details, this pattern suggests how technically sound decisions in isolation can create poor user experiences when systems aren’t considered as a whole.

The Root Cause: Balkanised Development

At its heart, this isn’t a technical problem – it’s an organisational one. The issue likely stems from organisational structures where different teams own different parts of the stack, each optimising for their own metrics and concerns. The CDN team likely focuses on network efficiency and scalability. The client team handles UI and local functionality. Each team makes reasonable decisions within their domain, but no one is looking at how these decisions interact to shape the overall user experience (UX).

How the Problem Manifests

Based on observed behaviour of iTunes during downloads, we can hypothesise what might be happening behind the scenes. When we request a download:

  1. Our request likely hits Apple’s Content Delivery Network (CDN)
  2. If the track isn’t in the CDN’s edge node’s cache, the CDN would need to fetch it from origin storage
  3. Rather than make users wait for this fetch, the system appears to fail fast
  4. By the time you retry, the content seems to be cached and serves quickly

This CDN behaviour would be technically sound in isolation – failing fast on cache misses is a common strategy. The problem emerges when this technically reasonable decision meets the iTunes app’s error handling: a modal error dialogue that demands user intervention. This creates a frustrating experience where users must:

  1. Request the download
  2. Wait for the error
  3. Dismiss the fecking modal dialogue
  4. Wait 10-15 seconds
  5. Try again

The Real Solution: Organisational Integration

While there are various technical fixes available, the fundamental solution lies in how we structure our product development organisations:

Critical Organisational Changes

  • Cross-functional product teams that own complete user journeys i.e. the end-to-end UX
  • System architects empowered to look across organisational boundaries
  • UX representation in all technical architecture decisions
  • Clear ownership of end-to-end user experiences
  • Regular review of system interfaces and team boundaries
  • User-focused metrics that catch interaction issues
  • Product leadership that can bridge technical and user experience concerns

Supporting Technical Approaches

  • Silent retry logic in the client
  • Non-modal loading indicators
  • Download queuing with background completion
  • More informative messaging
  • CDN pre-warming for likely downloads
  • Progressive download starting with cached content

Beyond Technical Architecture

This example highlights how product development requires thinking beyond pure technical architecture and team boundaries. Good product development means:

  1. Understanding that technical decisions are inherently and always user experience decisions
  2. Recognising that system boundaries often reflect team boundaries
  3. Seeing that user experience emerges from organisational structures as much as code
  4. Forming teams around user journeys rather than technical components

The Path Forward

Organisations might choose to evolve beyond purely vertical team structures and embrace more holistic approaches to product development. This means:

  • Strong product awareness that looks across traditional boundaries
  • Organisational structures that mirror user journeys, not technical architectures
  • Teams empowered to attend to the overall needs of all the Folks That Matter™, not just to technical metrics
  • Regular evaluation of how organisational decisions affect user experience
  • Cross-functional collaboration as a default, not an exception

The iTunes download experience shows how even small interaction issues often reveal deeper organisational challenges. While technical solutions exist, the real improvements come from better organisational structures that prevent these issues from arising in the first place.

Key Takeaways

  1. Technical friktion often reveals organisational boundaries
  2. User experience emerges from team structures at least as much as from technical decisions
  3. Organisational “architecture” shapes product development and user experience more than technical architecture
  4. Holistic thinking requires organisational change, not just technical solutions
  5. Great products emerge from organisations structured around attending to the needs of all the Folks That Matter™, not just to technical boundaries

The next time you encounter a frustrating user experience, consider firstly the organisational structures that created it.

Postscript: Conway’s Law and Its Inverse

This entire discussion brings to mind Conway’s Law, which states that “organisations design products that mirror their own communication structure.” Our iTunes case study perfectly illustrates this – the jarring user experience at the boundary between CDN and client likely reflects an organisational boundary between teams.

Reverse Conway

But there’s also the inverse of Conway’s Law, sometimes called the “Reverse Conway Manoeuvre” – the idea that we can deliberately structure our organisations to encourage the system architecture we want. If we want seamless user experiences, we might better choose organisational structures that encourage integration and collaboration across traditional system boundaries.

Postscript 2: Product Aikido – Harmonising with Entropy

This discussion of holistic product development brings to mind the principles of Product Aikido – a philosophy that recognises entropy, not competing teams or systems, as the true opponent in product development. Just as Aikido practitioners seek to blend with and redirect force, Product Aikido teaches us to harmonise with the natural disorder inherent in complex systems rather than fight against it.

The iTunes-CDN example perfectly illustrates what happens when we fail to achieve this harmony. But viewed through the lens of Product Aikido, we can see that the real issue isn’t the clash between teams or components – it’s our collective failure to embrace entropy effectively. The fast-fail approach of the CDN isn’t inherently problematic; the friktion comes from our rigid, balkanised response to that entropy.

Product Aikido would suggest several alternative approaches. Rather than prescriptive error handling, teams could be given mission-type tactics (auftragstaktik) – clear intent like “ensure smooth user experience during cache misses” while leaving the implementation details to those closest to the problem. Rather than letting organisational boundaries dictate our solutions, we could focus on shaping the conditions that turn cache misses into opportunities for delighting users.

Most importantly, Product Aikido reminds us that product development is fundamentally a human enterprise. No amount of technical sophistication can replace the need for implicit communication, trust between teams, and a shared understanding of purpose. Those fecking modal dialogues aren’t just a UX failure -they’re a failure of organisational harmony, a sign that we’ve let our structures work against our purpose rather than with it.

In embracing Product Aikido’s principles, we might find that the path to better products lies not in fighting organisational entropy, but in learning to flow with it.

Punching Your Customers in the Face Won’t Work

[How implicit violence is a real turn-off in Marcomms]

“If you want people to buy your stuff (products, services, ideas, w.h.y.) punch them in the face. And keep punching them until they pony up the dosh.”

It’s a statement that perfectly captures what’s wrong with much of today’s marketing landscape. You’ve seen it everywhere: the endless popup notifications, the aggressive email campaigns, the pushy sales calls, the telling people what they “should” do. And the relentless social media ads that seem to follow us across the internet like a determined stalker.

The Seductive Logic of Aggressive Marketing

The reasoning behind such aggressive tactics seems sound at first glance. After all, in a world of information overload, you need to break through the noise. You need to be noticed. You need to be remembered. And what better way than to keep hammering away at your potential customers until they finally give in?

This approach assumes that persistence equals persuasion, that annoyance eventually leads to acceptance, and that if you just keep “punching” long enough, people will eventually surrender their dosh in self-defense.

The Marketer’s Dilemma

Let’s pause for a moment to acknowledge a real frustration that many marketers face. Your company has created something valuable. You’ve poured time, energy, and resources into developing a product or service that could genuinely improve people’s lives. You see people struggling with problems that your offering could solve, yet they scroll past, ignore your messages, or dismiss your solution without giving it a fair chance.

It’s maddening. You know the value is there. You’ve seen it transform lives. You have testimonials proving it works. So when people don’t even take the time to even listen to what you’re offering, it’s tempting to think that maybe they need a stronger push – a metaphorical “punch” to wake them up to what they’re missing.

This frustration often leads to an escalation in marketing tactics. It’s a natural human response – when we feel ignored or dismissed, our primitive brain can trigger an aggressive response. We see this pattern everywhere from toddlers throwing tantrums to adults road rage. That same instinct can surface in marketing: if gentle nudges aren’t working, maybe it’s time for a shove. If whispers are being ignored, maybe it’s time to shout. If they won’t listen to reason, maybe they need to feel some pain.

This descent into aggressive tactics is completely understandable from a psychological perspective. Frustration naturally breeds combative responses – it’s wired into our survival instincts. But in marketing, as in most modern social interactions, this escalation typically makes things much worse, not better.

The Language of Force

What makes this situation even more toxic is how this aggression seeps into our marketing language. We deploy what might be called “weasel words” – seemingly innocuous terms that rankle, that surreptitiously undermine trust and create division. Think about common marketing phrases:

  • “You should act now!” (Creating artificial urgency while breeding shame and resentment)
  • “Obviously, this is an amazing deal” (Subtly shaming anyone who might disagree)
  • “Any reasonable person would jump at this opportunity” (Dismissing valid hesitation)
  • “Professional results guaranteed” (Using vague standards to trigger insecurity)
  • “You deserve better than your current solution” (Manipulating through false elevation)

These linguistic choices might seem strategic, but they’re actually subtle forms of violence against our audience. They create psychological pressure that people can sense, even if they can’t articulate why they feel uncomfortable with the message.

Why This Approach Fails

The problem is that this strategy fundamentally misunderstands human psychology and the dynamics of modern commerce. Here’s what actually happens when you try to “punch” your way to sales:

First, you trigger the psychological principle of reactance. When people feel their freedom of choice is being threatened, they instinctively resist. The harder you push, the stronger their resistance becomes.

Second, you damage trust. Every aggressive marketing tactic, every manipulative sales technique, every pushy follow-up erodes the foundation of trust that’s essential for any lasting business relationship.

Third, you create negative associations with your brand. When people associate your product or service with annoyance and pressure, they’re not just refusing to buy – they’re actively avoiding you and warning others to do the same. After all, few folks like getting punched in the face.

The Alternative: Building Relationships

Instead of throwing marketing punches, successful modern businesses are finding success through a radically different approach:

  • They share genuine value before asking for anything in return. They create helpful content, offer meaningful insights, and solve real problems for their audience – whether they buy or not.
  • They respect boundaries and practice permission-based marketing. They understand that trust is earned through consistency and respect, not conquered through persistence and pressure.
  • They focus on building relationships rather than closing sales. They know that a loyal customer who trusts your brand is worth far more than a dozen one-time buyers who feel manipulated into purchasing.
  • They choose language that invites rather than demands, that acknowledges rather than assumes, and that respects rather than manipulates. Instead of “You should buy now,” they might say “Here’s how this could help.” Instead of “Obviously, this is what you need,” they might share “Here’s what others have found valuable.” And cf. nonviolent communication (Rosenberg).

The Long Game

Yes, this approach takes longer. Yes, it requires more patience and creativity. And yes, it might mean watching some potential short-term sales slip away. But it builds something far more valuable: a sustainable business based on trust, respect, and mutual benefit.

The next time you’re tempted to “punch” your way to sales, remember: The goal isn’t to win a fight – it’s to win trust. Not to knock people down, but to lift them up. Not to wear them down until they buy, but to build them up until they can’t imagine not being your customer.

In the end, the most effective marketing doesn’t leave bruises – it leaves lasting positive impressions that attend to folks’ needs, that turn customers into advocates and skeptics into believers.

Discussing the Concept of the Needsscape

Severla years ago now, I introduced the concept of the Needsscape – a real-time visualisation of the needs of all the Folks That Matter™, whether for a single product team or a whole organisation. Even for yet broader multi-organisation value chains.

Our podcast team deep dives into the concept of the Needsscape – a powerful framework for visualising and understanding how businesses attend to their stakeholders’ needs.

You can listen to this episode here.  (Apols for previously crap link.)

In This Episode

In this episode, we explore how the Needsscape, much like a landscape painting, offers a comprehensive view of an organisation’s value creation through the lens of the needs of the Folks That Matter™. We unpack:

  • The origin of the term, drawing from traditional “-scape” suffixes
  • How the Needsscape relates to the concept of Folks That Matter™
  • Why visualising needs enhances business success

Key Insights

The Essence of Business Value

We examine how all value-adding work essentially boils down to attending to folks’ needs, including:

  • Financial needs of owners, shareholders, and staff
  • Customer needs addressed through products and services
  • Supplier needs for e.g. sustainable revenues, reference customers,. interesting work, etc.
  • Broader societal needs for commerce and prosperity
  • Emotional needs across all the Folks That Matter™

Dynamic Visualisation

Our discussion delves into how the Needsscape serves as a real-time or near-real time visualisation tool for:

  • Tracking evolving needs
  • Planning re: timelines, schedules (and thence to Cost of Delay and Cost of Focus)
  • Making visible needs and progress, status on attending to them
  • Understanding the interconnections between different needs

Why This Matters

Understanding your teams’ or organisation’s Needsscape can transform how you:

  • Make strategic decisions
  • Allocate resources
  • Identify waste
  • Create genuine value
  • Find joy in accomplishment

Join the Conversation

We invite you to listen to this exploration of the Needsscape concept and share your thoughts. How might a real-time visualisation of your organisation’s Needsscape transform your approach to value creation?

Needs, Wants and Human Flourishing

Wants are innumerable, needs are numerable.

The Foundation: What Are Needs?

We often blur the lines between what we truly need and what we simply want. Yet, at its core, human needs remain remarkably constant and countable. These fundamental requirements for survival and basic well-being form a finite set of essentials that, when fulfilled, provide the foundation for human flourishing. This understanding was powerfully articulated by Abraham Maslow in his theory of human motivation, which demonstrated how basic needs must be satisfied before higher-level growth can occur. Marshall Rosenberg later expanded this understanding, emphasising that universal human needs—such as sustenance, safety, connection, understanding, and meaning—are shared across all cultures and form the basis for human connection and conflict resolution. His work showed how recognising and articulating these fundamental needs can transform interpersonal dynamics and societal structures.

The Finite Nature of Numerable Needs

Our basic needs constitute a clear, quantifiable list. Consider shelter—we require protection from the elements, but this needn’t manifest as a sprawling mansion. Similarly, whilst we need sustenance, this translates to a calculable number of calories and nutrients, not endless varieties of gourmet cuisine. Maslow’s hierarchy elegantly arranges these needs from physiological requirements through to safety, belonging, esteem, and self-actualisation.

The Infinite Realm of Innumerable Wants

Whilst our needs remain steadfast and countable, our wants represent an ever-expanding universe of desires. In the digital age, this phenomenon has accelerated dramatically. Yesterday’s cutting-edge mobile phone becomes today’s outdated technology, spawning fresh desires for the latest model. Fashion trends shift like desert sands, creating endless cycles of want and acquisition.

The Marketing Machine: Manufacturing Desires

Modern advertising has mastered the art of transforming simple wants into perceived needs. Through clever psychological manipulation, marketers convince us that the latest trainers or the newest gadgets aren’t merely desirable—they’re essential. This commercial alchemy turns mere wants into seemingly compelling needs.

Finding Balance in a Consumer Society

I invite you to consider how the key to navigating this landscape lies in understanding the crucial distinction between needs and wants. Whilst there’s nothing inherently wrong with pursuing wants—indeed, they can add colour and joy to life—we might choose to maintain perspective. By recognising that needs are finite whilst wants are infinite, we can make more conscious choices about resource allocation, both personally and societally.

The Commercial Dilemma: Profit versus Purpose

Perhaps the most challenging aspect of the needs-wants distinction lies in its commercial implications. Businesses face a stark reality: fulfilling basic needs often yields but modest profits, whilst catering to endless wants can generate substantial returns. Consider the pharmaceutical industry—developing essential medicines for widespread diseases in developing nations typically offers lower profit margins than creating lifestyle drugs for affluent markets. Similarly, construction companies often find luxury developments more lucrative than affordable housing projects.

This creates a profound ethical tension with cascading consequences. Should businesses prioritise addressing fundamental needs, potentially at the cost of their own survival? The dilemma is particularly acute because an organisation that fails while pursuing a needs-based mission ultimately serves no one—those needs then go unmet, and often no other enterprise steps in to fill the void. Yet focusing primarily on profitable wants may ensure organisational survival and provide employment, but at the cost of diverting resources and talent away from addressing essential needs. This dilemma extends beyond individual companies to shape entire economies and societies, creating a troubling paradox where the very attempt to prioritise fundamental needs might lead to their continued neglect through business failure. Maybe business (capitalism) isn’t the answer to best addressing folks’ needs at all?

The Ethical Balance

The resolution perhaps lies not in choosing one path exclusively, but in finding innovative ways to address both. Some organisations have pioneered hybrid models—using profits from want-based products to subsidise need-based initiatives. Others have found ways to make serving basic needs commercially viable through technological innovation and scale. The European model places governments much more centrally in the role of attending to society’s needs. Yet the fundamental tension remains, challenging us to reconsider how we structure our economic systems and incentives.

The Environmental Imperative

In an era of climate crisis, distinguishing between needs and wants takes on new urgency. Our planet’s resources are finite, yet our wants seem to expand exponentially. Understanding this dichotomy becomes crucial for sustainable living and responsible consumption.

Practical Applications for Daily Life

The recognition that needs are numerable whilst wants are innumerable offers practical guidance for:

  • Budgeting and financial planning
  • Product development
  • Environmental decision-making
  • Mental well-being and contentment
  • Social policy and resource allocation

Looking Forward

As we face unprecedented global challenges, this fundamental distinction between needs and wants becomes increasingly relevant. By understanding and embracing this concept, we can work towards a more sustainable and equitable future, ensuring that everyone’s needs are met whilst managing our infinite wants more wisely.

Further Reading

For a deeper understanding of human flourishing, well-being, and the nature of human needs, consider:

Maslow, A. H. (1970). Motivation and personality (2nd ed.). Harper & Row.

Rosenberg, M. B. (2015). Nonviolent communication: A language of life (3rd ed.). PuddleDancer Press.

Seligman, M. E. P. (2011). Flourish: A new understanding of happiness and well-being – and how to achieve them. Nicholas Brealey Publishing.

These seminal works explore the complex interplay between basic human needs and the achievement of our full potential, offering valuable insights into the journey from mere survival to true flourishing.

Story: The Dry Kettle

Sarah Willis had been a culture consultant for fifteen years, but she still marveled at how the smallest details could reveal the deepest truths about an organisation. Today, she was shadowing the product team at TechFlow Solutions, a mid-sized software company that had hired her to help with their declining team performance and rising turnover rates.

At 10:30 AM, she observed Angela, a junior developer, approach the break room’s electric kettle. Angela lifted it, found it empty, and sighed. She filled it herself, pressed the button, and waited the full four minutes for it to boil, drumming her fingers on the counter. Sarah noticed Angela checking her phone repeatedly, clearly anxious about being away from her desk.

Throughout the day, Sarah witnessed this scene repeat five more times with different team members. Each person found an empty kettle, and each person showed the same mix of resignation and frustration. Most telling was that several senior team members walked right past the empty kettle without filling it, even when they had just emptied it themselves.

In her notes, Sarah wrote: “Dry kettle syndrome – chronic pattern of individual convenience over collective benefit. Team members consistently prioritise personal time savings over colleagues’ needs. No evidence of malice, but clear indication of systemic self-focus.”

During her feedback session with TechFlow’s leadership team, Sarah leaned forward in her chair. “I noticed something interesting in the break room today,” she began softly. “Have you ever paid attention to the kettle?”

The leadership team exchanged puzzled glances. Sarah continued, “What do you imagine it means when team members consistently find it empty? What patterns might that reveal about how people work together?”

The CTO shifted uncomfortably. “It’s just a kettle,” he said, but his tone suggested uncertainty.

“Is it though?” Sarah asked gently. “When you think about your highest-performing teams from the past, how did people tend to look after shared spaces and resources? What was different about how they treated each other’s needs?”

She paused, allowing the silence to deepen their reflection. “What would it mean if someone always made sure the kettle was full? How might that same mindset show up in other aspects of team collaboration?”

The room grew quiet as the implications sank in. Finally, the Head of Engineering spoke up, her voice thoughtful. “It’s about anticipating others’ needs, isn’t it? The same way we should be thinking ahead in our code reviews and documentation.”

Sarah nodded encouragingly. “And how might we begin to nurture that kind of awareness?”

Three months later, Sarah received an email from TechFlow’s HR director. The message included a photo of their break room kettle, now adorned with colorful sticky notes where team members left encouraging messages for each other. The director wrote: “The kettle is always full now, and surprisingly, so are our sprint commitments. Thank you for helping us see what was really empty.”

As You Like It?

We spend most of our days at work, but how often do we really stop and think about what that means? Our workplace is more than just a physical space—it’s a dynamic environment where human experiences, emotions, and connections come together.

What Truly Matters

For most people, work isn’t about completing tasks or hitting targets. It’s about us—real people with complex inner lives, bringing our whole selves, or not, to a shared space every single day.

Our Fundamental Needs

Feeling Genuinely Understood

At the core, we all need:

  • Our ideas to be valued, even when they’re not perfectly formed
  • The chance to have our voices heard without feeling exposed or vulnerable
  • Our unique perspectives to be genuinely welcomed, shared and explored
  • The freedom to ask questions without judgment

Recognising Our Worth

We need to feel that:

  • Our daily efforts contribute to something meaningful
  • Someone notices and appreciates our unique contributions
  • We’re part of something bigger than our individual roles
  • Our talents and personalities matter, not just our output

Note: Some yeara afo, Gallup published a list of things employess need to feel valued.

The Emotional Reality of Our Workplace

When our workplace culture ignores our human needs, we experience profound challenges:

  • A persistent, underlying anxiety becomes our constant companion
  • We feel increasingly invisible and undervalued
  • Emotional exhaustion starts to seep into every aspect of our lives
  • Our initial passion and engagement gradually fade

These aren’t just professional challenges—they’re deeply personal experiences that can erode our sense of self and purpose.

Reimagining Our Workplace Together

Creating Genuine Connections

The most jouous workplaces understand that we’re not interchangeable parts, but unique individuals. We need:

  • Authentic channels for sharing our thoughts and feelings
  • Fellows who genuinely listen and empathise
  • Moments that celebrate our humanity, not our productivity

Our Collective Power to Create Change

Setting aside formal leadership roles, each of us can contribute to a more compassionate workplace:

  • By courageously sharing our authentic experiences
  • Listening to our colleagues with genuine curiosity and care
  • Asking questions that invite deeper understanding
  • Challenging unhelpful patterns with kindness and respect

Beyond Transactional Work

Our work should be more than a mere exchange of time for money. It should be a source of growth, meaning, and human connection.

When we feel genuinely seen, heard, and valued, something magical happens. Our workplace transforms from a series of transactions into a community of mutual support and shared purpose.

An Invitation to Reflection

What if we take a moment to pause and look around our workplace. What do we feel? What small, meaningful action could we take today to make our collective experience more human, more compassionate?

Sometimes, the most profound changes begin with the simplest acts of empathy and understanding. And do we care about each other?

Our workplace is our shared story. And we have the power to write it, together.

Burn It Down: Radical HR for a Post-Industrial World

The Existential Crisis of Human Resources

Traditional HR is a rotting corpse of industrial-age thinking—a parasitic function that suffocates organisational potential. It’s time to perform radical surgery, not incremental adjustment.

Dismantling the Bureaucratic Prison

Total Deconstruction of Hierarchical Control

HR has been the primary mechanism of corporate oppression, maintaining archaic power structures that:

  • Suppress individual creativity and autonomy
  • Enforce soul-crushing conformity not employee mastery
  • Perpetuate systemic mediocrity rather than championing Purpose

The Manifesto of Human Potential

Liberation Through Radical Autonomy

Reimagine HR not as a department, but as a liberation movement:

  • Dismantle job descriptions
  • Eliminate performance reviews
  • Destroy top-down decision-making
  • Create fluid, self-organising human networks

Introducing the Needsscape: A Radical Paradigm of Organisational Design

The Needsscape represents a revolutionary approach to understanding and organizing human potential within an organization. It’s not a static map, but a dynamic, living ecosystem of human needs, desires, capabilities, and potential contributions.

Deconstructing Traditional Motivation Models

Conventional organizational approaches treat human motivation as a simplistic, linear construct—typically reduced to monetary compensation, hierarchical progression, or basic psychological rewards. The Needsscape obliterates these reductive models.

Principles of the Needsscape

Holistic Human Understanding

The Needsscape acknowledges that each individual is a complex, multidimensional being with:

  • Intrinsic and extrinsic motivations
  • Evolving personal and professional aspirations
  • Unique intersections of skills, passions, and potential contributions
  • Dynamic personal and collective purpose
Continuous Needs Mapping and Tracking

Instead of annual performance reviews or rigid job descriptions, organizations will:

  • Develop real-time, multi-dimensional needs mapping technologies
  • Create fluid skill and contribution marketplaces
  • Enable individuals to continuously reconfigure their organizational role
  • Support dynamic value creation beyond traditional job boundaries

Governance as Dynamic Ecosystem

Replacing Policies with Living Protocols

Instead of rigid rules, develop:

  • Real-time adaptable collaboration frameworks
  • Transparent, collective sense-making mechanisms
  • Continuous consent-based decision processes

Capability Development as Perpetual Becoming

Learning as Fundamental Organisational DNA

Transform learning from a static event to a continuous, emergent process:

  • Individual learning budgets with zero managerial approval
  • Peer-to-peer skill exchange platforms
  • Radical transparency about individual and collective capabilities
  • Continuous skill recombination
  • Hire learners, not workers

Economic Model Transformation

Destroying Compensation Orthodoxies

Radical reimagining of value creation:

  • Eliminate fixed salaries – have folks set their own compensation packages, without management approval or oversight
  • Implement dynamic value contribution models
  • Create internal marketplace for skills and contributions
  • Transparent earnings across the entire organisation

Technology as Collective Intelligence Amplifier

Platforms of Human Potential

Develop technological infrastructure that:

  • Eliminates hierarchical communication channels
  • Enables real-time needs vs skills matching
  • Supports emergent collective intelligence
  • Creates frictionless collaboration spaces

Cultural Revolution

From Compliance to Collective Emergence

HR becomes the catalyst for:

  • Dismantling power structures
  • Supporting radical transparency
  • Enabling continuous organisational reinvention
  • Championing human agency

Conclusion: Organisational Rebirth

HR is not a function to be reformed—it’s a paradigm to be obliterated. The future belongs to organisations that see humans not as resources to be managed, but as living, dynamic networks of potential waiting to be enabled and unleashed.

This is not an incremental change. This is a revolution.

Understanding the Cost of Focus: A Critical Concept in Project Success

There’s a crucial concept in project management and product development that often goes overlooked: the Cost of (misconceived) Focus. This idea goes beyond traditional project planning, offering a profound insight into how we approach selecting who matters, their needs, and project outcomes.

What Exactly is Cost of Focus?

At its core, Cost of Focus is a simple yet powerful concept. It represents the potential consequences (costs) of failing to include all relevant stakeholders, and all their key needs, in your initial deliberations. In other words, it’s about understanding the impact of who you choose to listen to – or ignore – during the needs investigation aspects of an endeavour.

The Stakes: Why Does This Matter?

Consider this: entire systems have been abandoned because key stakeholder groups refused to use them. Why? Because their critical needs were not adequately addressed from the beginning. The financial and operational repercussions can be enormous.

The Folks That Matter™: Who Should We Listen To?

Not all stakeholders are created equal. The art lies in identifying “The Folks That Matter™” – those individuals or groups whose needs are genuinely critical to the project’s success. This isn’t about including everyone, but about strategically determining whose perspectives and needs are truly deal-breakers (or deal-makers).

Beyond Cost of Delay: A Broader Perspective

While Cost of Delay (Cf. Don Reinertsen) focuses on the financial implications of prioritising features, Cost of Focus takes a wider view. It asks a fundamental question: Are we even focusing on the right folks and the right needs in the first place?

The Binary Nature of Cost of Focus

Unlike Cost of Delay, which might result in incremental financial losses, Cost of Focus often has a more binary outcome. Get it wrong, and you might completely derail your project. Get it right, and you create a pathway to success.

Practical Implications

When working on developing a project or product, ask yourself:

  • Have we truly identified all critical Folks That Matter™?
  • Are we listening to the right voices?
  • Could excluding certain perspectives fundamentally undermine our efforts?
  • Flip side: Are we in danger of diffusing our efforts and resources through attending to too many stakeholding groups or people?

Conclusion: A Strategic Approach to Stakeholder Needs

Cost of Focus isn’t just a theoretical concept – it’s a practical strategy for more effective planning. By carefully considering whose needs we prioritise and choose to attend to, we can dramatically improve our chances of success.

As Donald G. Reinertsen might say about Cost of Delay, one could similarly argue that understanding Cost of Focus can be the key that unlocks transformative thinking in organisational development.

Beyond Growth: Rethinking How We Meet Human Needs

Paying attention to folks’ needs is not just relevant in the workplace. I’ve written long and often about that (see: the Antimatter Principle, attendants, etc. on my voluminous blog). The principle applies just as much to the wider world beyond work.

Needs andThe Growth Paradox

For decades, we’ve been told that economic growth is the key to prosperity and wellbeing. Government policies, business strategies, and societal measures of success have all centred around the pursuit of endless growth. It’s fair to say that politicians, media commentators and like are myopically fixated on growth as the only game in town. Yet, as we all face mounting environmental crises and persistent inequality, we might ask ourselves: Is growth truly serving our needs?

The Hidden Costs of Growth-Centric Thinking

Our current economic models often prioritise GDP expansion over genuine human flourishing. This manifests in several troubling ways:

  • Deteriorating mental health amidst material abundance
  • Environmental degradation affecting communities worldwide
  • Rising inequality despite overall economic growth
  • Time poverty and work-life imbalance
  • Weakening of relationships, social bonds and community connections

Alternative Pathways: Degrowth and Circular Economics

For generations, we’ve operated under the assumption that economic growth is the sole path to human flourishing. Yet, as we grapple with climate breakdown, biodiversity loss, and mounting inequality, this narrative bears scrutiny. At least two compelling alternative frameworks—degrowth, and circular economics—offer fresh perspectives on how we might better serve human needs whilst respecting nature and Gaia.

Understanding Degrowth

Degrowth isn’t merely the opposite of growth, as its name might suggest. Rather, it’s a thoughtful reimagining of how society might organise itself to enhance wellbeing whilst reducing resource use and environmental impact. The movement emerged from a recognition that infinite growth on a finite planet is neither possible nor desirable. In fact it’s insane.

At its heart, degrowth advocates for:

  • Planned reduction in resource and energy use in wealthy nations
  • Redistribution of resources both within and between countries
  • Reorientation of society towards care, community, creativity and the human experience
  • Shift from quantitative expansion to qualitative development

The Circular Economy Explained

Whilst degrowth challenges our economic paradigm at its foundation, the circular economy offers practical pathways for transforming how we produce and consume. Unlike our current ‘take-make-waste’ linear economy, a circular economy designs out waste from the start.

Key principles include:

  • Keeping products and materials in use through repair, reuse, and remanufacturing
  • Regenerating natural systems rather than merely extracting from them
  • Shifting from ownership to access through sharing and service models
  • Mimicking natural cycles where ‘waste’ becomes food for new processes

Together, these frameworks challenge us to envision prosperity without endless growth. They suggest that by focusing on what truly matters—strong communities, healthy ecosystems, meaningful work, and time affluence—we might better meet human needs whilst healing our relationship with the living world.

Understanding Degrowth

Degrowth isn’t about austerity or deprivation. Rather, it’s a planned reduction in resource and energy use, designed to bring our economic activity within ecological bounds whilst improving human wellbeing. This might involve:

  • Shorter working weeks
  • Universal basic services
  • Local production and consumption
  • Emphasis on care work and community

The Promise of Circular Economics

The circular economy offers practical solutions for meeting needs with fewer resources. By designing out waste and keeping materials in use, we can:

  • Reduce environmental impact
  • Create meaningful local jobs
  • Build community resilience
  • Lower living costs through sharing and reuse

Redefining Progress and Prosperity

We might choose new metrics beyond the increasingly irrelevant and misleading GDP to measure societal success. These might include:

  • Quality of relationships and community connections
  • Access to nature and green spaces
  • Time affluence and work-life balance
  • Health and wellbeing indicators
  • Environmental regeneration metrics

Practical Steps Forward

Individual Level

  • Embrace sufficiency over excess
  • Participate in sharing economies
  • Support local enterprises
  • Prioritise time with loved ones over consumption

Community Level

  • Establish repair cafes and tool libraries (already starting to happen)
  • Create community gardens (also a growing phenomenon)
  • Develop local exchange systems
  • Build mutual aid networks

Policy Level

  • Implement wellbeing budgets
  • Support transition to shorter working weeks
  • Invest in public services and spaces
  • Encourage local economic circuits
  • Reduce and then eliminate bullshit jobs

Conclusion

Growth has become a habit rather than a helper in meeting human needs. By embracing alternatives like degrowth and circular economics, we can create societies that truly serve human flourishing within the natural environment and available finite resources. The path forward isn’t about sacrifice, but about rediscovering what truly matters for human wellbeing.

The Brutal Truth About Why Companies Sell You What You Want (Even When It’s Bad for You)

The Allure of Superficial Wants

Commercial success in today’s marketplace hinges on a deceptively simple principle: give people what they want. It’s a formula that has built empires, from fizzy drinks giants to fast-fashion behemoths. These companies haven’t achieved their staggering profits by focusing on what might genuinely benefit their customers—their needs. They’ve mastered the art of fulfilling (and often manufacturing) wants.

Yet this relentless pursuit of wants creates a moral quandary. Whilst businesses rack up profits by satisfying our cravings for sugar-laden snacks, fast fashion, and endless entertainment, they often actively undermine what we genuinely need: nutritious food, sustainable clothing, and meaningful uses of our time. The painful truth is that these companies aren’t necessarily villains—they’re simply playing by the rules of a system where commercial success and moral success rarely intersect.

The Quieter Call of Deeper Needs

What we truly need—proper nutrition, meaningful relationships, physical exercise, mental stimulation—often lacks the glamour and attraction of our wants. A quiet evening reading a book rarely generates the same immediate excitement as scrolling through social media, despite being potentially more fulfilling.

Healthcare provides a stark example of this dichotomy. Private healthcare companies profit more from selling comfortable but unnecessary procedures than from providing essential preventive care. The commercial incentive often aligns with patient wants (immediate relief, cosmetic improvements) rather than patient needs (lifestyle changes, preventive measures).

A Business Conundrum

Profit vs Purpose

Businesses face a genuine ethical dilemma. Their survival depends on commercial success, yet their moral obligation might require steering customers toward choices that are less immediately appealing but more beneficial in the long run.

Consider publishing houses: Might they prioritise publishing self-help books promising quick fixes (what people want) or more challenging works that promote deeper understanding and personal growth (what people need)?

Rare Alignment

Occasionally, but oh so rarely, wants and needs do align. Consider farmers’ markets that make locally-grown, seasonal produce fashionable, responsible, ethical and nutritious. They’ve managed to transform the essential need for healthy, sustainable food into something people actively desire. However, these instances are exceptions rather than the rule.

Breaking the Cycle

To address this dilemma, both businesses and consumers might choose to evolve. Companies could invest in educating consumers about their true needs whilst making necessary products and services more appealing. Meanwhile, consumers might benefit from more mindful consumption. Fat chance.

A Personal Reflection

To better understand this tension, ask yourself: what would you rather have, today—what you want, or what you need?

In answering this question, consider your recent purchases. How many served genuine needs versus momentary wants? How often have you chosen immediate gratification over long-term benefit?

This reflection might reveal uncomfortable truths about our consumption habits, but it could also guide us toward learing about more meaningful choices in both our personal lives and our business practices.

The Inevitable Disaster: Management’s Poison Touch in Software Development

The Undeniable Truth: Management Always Makes It Worse

In the world of software development, one truth stands above all others: every single management intervention, without exception, makes things worse. This isn’t an exaggeration or a pessimistic view – it’s the cold, hard reality that developers face – and that I’ve personally seen time and time again – every day. Management, in its infinite wisdom, has a reverse Midas touch: everything it touches turns to doodoo.

The Destruction Derby: How Management Ruins Everything

1. Process Pollution

When management meddles with development approaches, the result is always the same: a bureaucratic nightmare that strangles productivity.

Example: A once-streamlined workflow becomes a kafka-esque labyrinth of checkpoints, approvals, meetings, and pointless documentation, turning an hour’s work into a week-long ordeal.

2. Tool Tyranny

Every tool foisted upon developers by management inevitably becomes an instrument of torture, with JIRA standing out as the crown jewel of developer torment.

Example: JIRA, the project management tool from hell, crapped upon teams by managers who mistake micromanagement for productivity. What was once a simple task of writing code becomes a Kafkaesque nightmare of logging hours, updating statuses, and navigating through a labyrinth of epics, stories, and sub-tasks. Developers spend more time wrestling with JIRA’s byzantine interface than actually coding, turning a day’s work into a weeks-long ordeal of clickety-click busywork. The result? A beautiful illusion of control for managers, and a soul-crushing reality for developers who watch their productivity vanish into the abyss of over-engineered management.

3. Team Toxification

Management’s attempts to “improve” team dynamics invariably poison the well of camaraderie and fellowship.

Example: A so-called team-building exercise that pits developers against each other, destroying trust and turning a once-cohesive unit into a den of paranoia and backstabbing.

The Laws of Managerial Destruction

The Metric Massacre

Every metric introduced by management becomes a weapon of mass dysfunction. No exceptions.

Example: Story point targets that turn thoughtful estimation into a farce, with developers inflating numbers just to keep management off their backs.

The Communication Catastrophe

When management tries to “improve communication,” it always results in an avalanche of noise that buries any actual signal.

Example: A new “open communication” policy that floods inboxes with useless updates, ensuring that important messages are lost in a sea of managerial spam. In my past, Sun Microsystems was a classic example of this.

The Expertise Annihilation

The more confidently management intervenes in technical matters, the more spectacular the ensuing disaster.

Example: A clueless executive’s insistence on using blockchain for a simple CRUD application, leading to a bloated, unusable system that solves no problems while creating a hundred new ones.

The Motivation Massacre

Every single management initiative aimed at “boosting morale” is a guaranteed morale killer.

Example: A “fun” gamification system for code commits that turns professional developers into point-chasing automatons, stripping away any remaining job satisfaction.See also: the Cobra Effect.

The Innovation Graveyard

Management’s efforts to “foster innovation” are where good ideas go to die.

Example: An “innovation lab” that’s really just a purgatory for creative thinking, where ideas are committee’d to death before they can see the light of day.

The Inescapable Conclusion: Management Must Go

As we sift through the wreckage of countless failed management interventions, one inescapable conclusion emerges: in software development, management is not just useless – it’s actively toxic. There is not a single documented case, anywhere in the history of software development, where a management initiative has improved things. Not one.

This isn’t about bad managers or poor implementation – it’s about the fundamental incompatibility between traditional management thinking and the reality of software development. The chasm between management’s perception and the actual work of creating software is so vast that every attempt to bridge it only makes things worse.

The solution is as clear as it is radical: the complete and total removal of management from software development. No more “agile coaches,” no more “scrum masters,” no more “project managers.” Just developers, doing what they do best, free from the poisonous touch of management.

The Path Forward: A Management-Free Utopia

The future of software development lies not in “better” management, but in no management at all. Only by excising the cancer of managerial meddling can we hope to unleash the true potential of software teams.

Imagine a world where developers are free to organise their own work, choose their own tools, and communicate in ways that actually make sense for them. A world where innovation isn’t stifled by bureaucracy, where motivation comes from the work – from meeting folks’ needs –  itself rather than arbitrary metrics, and where expertise is valued over authority.

This isn’t a pipe dream – it’s the only way forward. The age of management in software development is over. It’s time to embrace the chaos, trust in the expertise of developers, and finally bid farewell to the destructive force that is management in software development.

The best thing management can do for software development is simple: get out of the way, and stay out. Only then can we break free from the cycle of perpetual deterioration that has plagued our industry for far too long.