Monthly Archives: September 2009

Anti-Religious Tourette’s

September 15, 2009
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Probably the best description of what most irritates me about Dawkins is his constant harping on his dislike of religion. Randy Olson in his review of Dawkins’ latest endeavour points out how bad it has become, asking “But in the end, you have to wonder why Dawkins wastes so much time trying to argue with creationists. We all know that creationists are not rational thinkers. They are driven by beliefs, not by logic.” There is some kind of deep rooted hatred or anger that drives Dawkins. He seems incapble of accepting that someone can believe in evolution and God. He also ends up being massively condescending, which turns way too many people off. And his either-or stance re: God and evolution is simply absurd. Not everyone is as smart as Dawkins, but making them feel stupid isn’t the answer to getting them to see your point of view. In fact, taking an absurdist either-or stance drives those on the fence towards the absolutist religious fundamentalists, losing entire generations in the process! It’s the worst thing that can be done. Especially in a democracy where those now deluded, irrational creationists will demand their “theory” supplant science and scientific theories in the

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The Management Myth

September 11, 2009
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I’m reading Matthew Stewart’s The Management Myth. It’s an excellent book and I recommend it highly. Although I hope to write a bit of a review once I’m through the book, this post, however, concerns a quote from his book that just struck me on a number of levels. Strategy makes sense as a project only in the context of uncertainty, or, more generally, in a context where pure reason will not deliver a definitive answer to the question “what is to be done?” But a purely rational framework … leaves no space for such “irrationality.” So the framework solves strategic problems only in a context where there is no possibility that such problems will arise. A stunning statement. And it reminds me oh so much of Project Management, especially as applied to software projects — which, to be honest, are highly irrational. However, we try to push some form of framework atop a project only to watch projects flounder the more tightly we adhere to a given framework or project management strategy. Stewart’s book reminds me of deMarco’s recent paper in the IEEE on Project Management and this choice quote: My early metrics book, Controlling Software Projects: Management, Measurement,

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Musings

A blog of my musings. Some folks find it interesting and so I continue. Hopefully it will remain fairly interesting. At worst, it'll keep me writing orthogonally to my day job.

Month at a Glance

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