moron4hire

I've been at my current company for just over three years. I manage a small team of developers at a medium-sized consultancy, building internal tooling for our data analysts.

One of my junior developers started the same day I did; we went through on boarding together. He's in his mid 20s, this is his second job post-college, after having an abysmal experience entering the workforce during COVID. He's had some struggles with learning to code but has taken my advice to build side projects for things he is interested in and has really started to take off. He got married last year and just last week bought a house.

One of my developers was a brand new junior, having started her first job post-college just a few months before I started at the company. When I first met her, she apologized to me. She hadn't done anything, she was just that kind of mousy person whose obviously been ground down by everyone around her for her entire life. I started making her deliver our project status updates. I also give her full projects that she works on her own with no input from me, other than whatever advice she herself asks of me. She finished her master's degree in computer science last year and also recently bought a house.

One of my more recent developers came to us from after 10 years of working on-site on military bases. She'd been stuck in a corner, made to maintain large legacy projects on her own, over looked for promotion her entire career. She's one of the best project managers I've ever seen. I have her deliver all of our presentations to the C-suite (and there are a lot of them). She just got engaged and I recently got her promoted for the first time in her career.

One of my former developers came to me from a different part of the company. He came to the company after being a medic on active duty in Afghanistan. His former team couldn't figure out what to do with him and when the contract on which he was working expired, they didn't bother to find a new one for him. He had told his supervisor he wanted to be a programmer, not an analyst, and somehow his supervisor knew I was looking for people. He was an absolutely terrible programmer. I spent multiple sessions a week working on mentoring him. Ultimately, I suggested he find another company and helped him find one that I thought would fit him better, something smaller, not in consulting, that could have more time to work directly with him, and kept him busy with documentation tasks until he could transition with no down time. He still sends me updates on LinkedIn. He also bought a house and is getting married soon. He loves his new job, misses our team, but says he's learning a lot more now.

Our company is one of the worst places to work as a software developer I've ever seen. Not quite the worst in that nobody is yelling at us or threatening us with violence, but our management has absolutely zero understanding of the business of software development. It's incompetent-bad, not evil-bad. The actual projects are ludicrously bad with no direction. My boss listens to me in our one-on-ones with bewildered eyes as I describe the cacophony of dumb ideas from our C-suite stakeholders, folks he has no involvement with because my team is matrixed out to internal work. He mostly just lets me do whatever I want as long as the timesheets get signed on time. I love working here. I also recently bought a house, my first one in my life. Oh yeah, we live in Northern Virginia, BTW, houses ain't cheap here. But I love working here despite all the product idiocy because I don't see my job as building software, I see it as building software developers.

Fuck calling a computer program a "teammate." A computer program is not going to have a brilliant and beautiful life. We only do any of this shit because it's in the service of people.

Another point of context: at the time, several popular games had used a very exaggerated and/or poorly implemented ambient occlusion feature. I personally would frequently turn it off entirely because it was generally expensive (even if not as expensive as full global illumination) and looked bad.

Holy crap! How do they stop at that speed with those thin bicycle tires?

There's always an executive asking for another dashboard.

Because then OpenAI can read your emails and project communications and eventually build a model they will sell as an automated consultant. The CEOs will uncritically eat it up just long enough to cut the footing out from the industry. Once everyone is used to the sorry state of software, nobody will be able to imagine putting people to the task anymore and we'll have the new world order that Altman and Theil have been talking about creating.

I did this once, 20 years ago, with an animated GIF to add a live streaming air quality layer to a map application at work. The image itself was rendered using Java2D. I had a version I was working on that used JOGL to make gradient blobs instead of point clouds, but I couldn't get the server admin to install the OpenGL driver to get it to work.

This is offshoring all over again.

Nice. I'll go check it out. Thanks.

Apparently "being transformed" has "been transformed" because most things look a hell of a lot like the same thing these days.

I can't stand this "if it provides value, that's all that matters" attitude. We could also try to avoid being useful idiots for a small handful of investor-darling corporations that have explicitly stated they seek to monopolize the market and put us all out of business/jobs.

Comic Chat inspired me to make multiplayer games with IRC as the lobby server. But I specifically did not do what Microsoft did and send the metadata through the public channel, because I too had gone through the public ridicule of using Comic Chat. Instead, I used DMs between users to perform the signaling (which would then open a socket to create a direct TCP connection between the players).

It was pretty easy to do. Had to have been, because I was a pretty terrible programmer at the time.

No, the increment is necessary to keep the counter going. The choice of pre-increment versus post-increment handles the "start at 1" issue you mentioned, but it isn't auto incrementing.

Moral of the story: never talk to the police. Even if you yourself are police.

What? Playdate absolutely has a menu button.

An LLM-only oriented language doesn't make sense, because without human generated training data there is nothing for the model to learn from.

But if a human-oriented language were to be designed to also be better for LLMs, I think it would involve deeply expressive syntax that can succinctly but distinctly represent a very broad set of common operations. Succinct so context can be managed well, distinct so completions don't confuse one thing for another, broad so as much "reasoning" can be taken away from the LLM as possible. An anti-C. A new take on the goals of Java and Go to be languages that protect the application from the Junior Developers You're Likely To Hire.

I somewhat think it would also involve application state images ala Smalltalk. LLMs seem okay at generating small deltas. Many deltas sequenced together invites compounding error. LLM generated apps are unlikely to lead to common libraries being compentized and extracted out of the application to share with other applications; it seems like LLM code generation is already a "married to a specific project" act already. So, having a living state image might reveal some benefits by leaning into incrementally developing the application in situ, as a whole.

Yeah, that's weird. I first learned about RAII from professional game developers at gamedev.net.

Using Entity Framework, this doesn't come up as a particular issue, but I still wish it were strict by default because I expect there could be some performance optimizations made for de/serialization.

"Military grade" means overpriced and 5-10 years late.

LLMs should never be trained on restricted data of any kind, as we have seen that they are able to reconstruct their training data. The idea that they could be trained on private/restricted/copyrighted data and that was ok because there wouldn't be redistributing that data should have been killed 3 years ago.

Embedding vector indexes are how we separate code from data. Anything that is not for 100% unadulterated public access should be behind a traditional access control system. RAG search is not magic, it's just a SQL query of a manually created index. It absolutely could have access control built in. It's been out of laziness that it has not.

I think the point of whether we consider user input to be instructions or data is important and I think it should be front of mind for everyone.

But I don't agree prompt injection vs SQL injection is an example of this kind of failure, at least not in this case where it's giving unauthorized access to data. And I don't think the fix really needs to go as far as creating wholly new training methods.

That's because the LLM doesn't have access to the repositories on its own. It has to be given that access through deterministic tools programmed in traditional programming languages. Even the ability to RAG search needs a part A to perform a vector nearest neighbor clustering and part B to retrieve the data found via the embedding index, both of which the LLM can't do on its own.

Prompt injection providing access to unauthorized data is 100% lazy tool development where those tools do not operate through any form of access control. You'd have the same unauthorized access with properly parametrized SQL if none of the search inputs were the user credentials.

This is one of the major dangers of "LLMs are going to democratize coding." Software development isn't a safe field of play. Not only are there a lot of dangers, many of them are subtle, unintuitive, and quite easy to stumble upon. That's why we idealized a mentorship model for junior developers, to try to limit the blast radius of mistakes in a safe, pro-learning environment. But the ever hard driving quest to eliminate software engineers as a species is pushing people into ludicrously stupid actions like giving LLMs full access to write SQL queries and full access to operate the CLI. The problem is not that we are treating the user's input as unfiltered instructions, it's that we're forgetting that the LLM is another agent in the system and treating the LLM's input as unfiltered instructions.

Just to add to your comment, people do sell dollars for $1.07, they are called mortgages. I've heard it's a pretty big business.

Sounds kind of like they are spending $1500 on an email list of people interested in creative writing, plus gaining writing samples.

Let's say you don't live in a California. Say you live near the East coast somewhere, as 2/3rds of the country does.

The AI boosterism is really weird. What is the big deal? My job is not to make AI succeed, it's too solve problems for our clients. Yet I'm getting told I need to use AI to do my job or my funding is going to get cut. We've done several research spikes to figure out where AI can fit into our project and apparently coming up with the answer of, "nowhere near the classified data" that means we must not have AI'd hard enough. My project owner doesn't seem to care if our actual project goals are met, he only seems to care that AI was used.

He's not my boss, so he can't literally tell me what to do. And my actual boss has told me to ignore him. But it's a worrying but of psychosis that I fear could infect the rest of the C-suite of it isn't addressed now.

In jurisdictions where 65MPH is the highway speed limit, 80MPH is usually the "reckless driving" threshold. And in Virginia, reckless driving is a felony misdemeanor.

There is a certain brand of conservative Republicans who have learned to weaponize antisemitism against Democrats. The general operating theory is that, since the Holocaust, anyone with even Jewish heritage can do no wrong (though I question the sincerity of the view).

Palantir's CEO, Alex Karp, is the son of a Jewish man. I specifically say "son of," because I understand Jewish heritage to be matrilineal and I don't see Alex Karp engaging in any specifically Jewish traditions. But he does also seem to be one of the "Weaponize the Holocaust" Republicans. Thus, you get defenders such as this.

Regardless, you don't need to make the hitboxes one-to-one with the graphics. Indeed, doing so tends to make for unreliable hitboxes, so most picking systems have two different, idealized enter and exit hitboxes for each icon.

Looks like Elastic has a lazy CEO

https://www.entrepreneur.com/business-news/nvidias-jensen-hu...

Yeah, it's some bullshit 90s-era basement-dwelling "techie" attitude that even Linus Torvalds said he doesn't want to do anymore almost 10 years ago by now.

As someone who has been training and mentoring and managing people for over 25 years: shame is useless as a tool. There's no "you gotta have thick skin" in people management. That attitude is just covering for the deficiencies of the manager. Most people's natural reaction to shame is to shut down and either slink away or become vindictive. You don't get the right corrective behavior out of using shame.

One's employment of shame as a corrective technique also has a wide blast area. When one singles out and criticizes people in public, the people who aren't being criticized still see it and form new, negative opinions of the criticizer. You undermine your own authority as The Boss when you do that.

Truly being "results focused" means studying actual management theory, negotiation techniques, coaching techniques, and conflict management. Praise in public, criticize in private. Always. And when you do have to criticize, keep the emotion out of it and stick to just the facts.

I have two employees I've had to put on PIPs right now. One of them is actually improving. The other one is a habitual liar, for whatever reason HR won't let me fire him outright, but even him I won't break my rules for, regardless of how angry he has made me, because the rest of my team will see it. During the meeting where I informed them I would be formalizing the process, they were not surprised and agreed that it made sense, because I had done the work before then to establish expectations and work with them to try to improve. There's are also people in the past whom I have fired who have messaged me on LinkedIn, thanking me for being kind to them during the process, because it was what they needed to turn their lives around.

You can tell people they aren't meeting expectations. You can put people on official notice. You can fire people. And you can do all of those things in ways that preserve their dignity. And in that mode, you can get mediocre employees to be good, good employees to be great, and great employees to stay. Or you can treat people like shit and constantly have to go back to the recruiting well. I'm sorry, but I'm far too busy to be constantly interviewing and onboarding new people.

Lethargic had an option "having the quality of lethargy".