Archive

General

What is Expertise?

Hiring an expert is a pretty much everyday occurrence. There’s accountants and lawyers, bankers and insurers, butchers and burger flippers, gardeners and mechanics. Sometimes we hire people not for their expertise, but simply to save us time, for example dog walkers or housekeepers.

For those folks we hire for their expertise, what does that actually mean? In the Antimatter frame, we might choose to say that experts possess – and can apply – more effective strategies for getting (some of) our needs met than we possess ourselves.

We’d not often tell our accountant how to calculate our tax liabilities. Nor our lawyer how to prepare and present our legal case. That’s because, with their more effective strategies, they’re likely to achieve a more effective outcome than we, with our relatively ineffective strategies, could. So we’re more likely to see our needs (in the round) get met.

Where’s this Going, You Might be Asking

Well, let’s turn our attention to hiring people – be that employees, contractors or consultants. Sometimes we’ll hire people to save us time. We could do the job that we’re hiring them to do, but we have more valuable things we can be spending our time on, so we hire them to do the less valuable things.

But sometimes, we’ll hire folks for their expertise. There’s some needs for which we accept our own strategies for getting those needs met are relatively ineffective. Like, running a software team or department, for example. So we find someone who appears to possess – and can apply – relatively more effective strategies.

So far, so good. If we choose our experts well, we’ll see our needs met more effectively – sometimes very much more effectively – than if we chose to attempt to meet those needs ourselves.

However. What happens when the effective strategies employed by our experts seem inexplicable to us? When we just can’t understand how applying their preferred strategies can achieve getting our needs met? We rarely quiz our accountants and bankers on their strategies. But we do quiz our new hires. As if we’d understand.

The Credibility Barrier

We have crashed headlong into the “credibility barrier”. Where it’s our own incredulity that blocks us from hiring those very folks possessing the most effective strategies for getting our needs met. And the most likely outcome being, we’ll reject the expert and their expertise, rather than recalibrate our assumptions and beliefs about what’s credible.

– Bob

What is “Working Software”?

We have for decades now been informed by the Agile Manifesto, and its four guidelines. Guideline number two is “working software over comprehensive documentation”. I’m sure many folks skip over this with no more than a quick nod of agreement (and a implicit interpreting of “comprehensive documentation” as “reams of useless documentation”).

But what exactly do we mean by “working software”? A quick trawl through the Internet finds little in the way of a definition of this term, nor any explicit explanations of the why – the value – of “working software”.

For me, working software is simply any software that is actively being used by customers (a.k.a. users) in their real jobs. Until and unless it’s actually being used for the core purpose for which it was built, no one will be any the wiser as to its fitness for purpose.

Who Benefits from “Working Software”?

Developers

Developers get to understand how close they came to understanding the customers’ needs. Assuming, of course, that the feedback loop from customs to developers is a closed loop, rather than having no feedback from customers, or any feedback that is provided falling into a hole or getting hopeless garbled somewhere along the line from customers to developers. In the latter case working software is a pretty useless and ultimately frustrating concept.

Customers

Customers get to apply the software in the context it was intended. By which I mean their using it to help them be more successful (whatever that might mean in any individual case). They’re reassured that the developers are attending to their needs (although not necessarily fully meeting them). By applying the software in their work context, they get to see its true nature and fit. And they get to tell their story, or at least a part of it. Folks find telling their stories cathartic (assuming they’re being listened-to).

The Producers

The producers (the company supplying/building the software) get to exercise their channels to and from the market, and to and from active users. Shortfalls in the clear communication of needs (customers -> developers), smooth deployments (company -> customers) and clear communication of feedback (customers -> developers) can be identified and addressed. In principle, anyways.

Other Benefits

“Working software” as defined above, promises other benefits, above and beyond those already mentioned.These additional benefits  include:

  • Provides a definitive and unambiguous definition of what has been shipped/deployed, in a way that written requirements or documentation (one of the forms of documentation mentioned in the aforementioned Agile Manifesto guideline) simply cannot.
  • Promotes interaction and collaboration. Not just via feedback on the final version, but all the way through the evolution of the product or service under development. (Assuming the product or service deployed is capable of supporting real users in real work).
  • Early & regular delivery of value:
    Value to the customer / user (the growing utility of the product or service, as it evolves through numerous deployments and instances of real use).
    Value to the producers (assuming the producers get paid for each deployment + live use).
    Value to the developers (kudos and the joy inherent in materially attending to folks’ needs).
  • Flow (assuming iterative deployments + live use).
  • The Check phase of PDCA (hypothesise -> experiment -> compare proposed results with actual results -> draw conclusions )
  • A valuable measure of progress (“how well are we contributing to the success of our customers?”)

What “Working Software” is Not

It’s not:

  • “works on my machine”
  • “passes the test suite”
  • “runs in the test environment”
  • “runs in production”

None of these provide the acid test of real users doing real work with the thing.

Proviso

As with most things Agile, the label “working software” misleads as much as it helps. I’d propose renaming it to e.g. “deployed product or service” but that horse is already out of the stables and far over the hills. “Working” is ambiguous, and “software” omits mention of all the other elements of the deployed product or service necessary to put it to real use (user guides, release notes, other documentation, training, support, etc.).

– Bob

Further Reading

Online Experimentation at Microsoft ~ Ronny Kohavi et al.

Stainless Steel Rats

From time to time I step back from the frontline of better software, and write a post trying to put things in a broader context. This is one of those posts.

Managers Don’t Want Software

Managers in companies making and selling products and services don’t want software. It’s a PITA to manage, costly, and troublesome. If someone came along and showed them how to get along without software, most would jump at the chance without a moment’s hesitation. (But one of the many reasons for my support for #NoSoftware, btw). The perceived link from software to revenues is tenuous at best. And most managers don’t even give a hoot about revenues or profits. The way the world of work works encourages us all to satisfy our own personal egos, pockets, and other needs.

Companies Don’t Want Long Term

Senior managers and executives are under all kinds of pressure to deliver short terms results. Shareholders and the markets are largely aligned to short-term wins.  And all have little incentive to take a longer-term view. Most KPIs and OKRs focus on the next quarter or year. Getting good at anything seems like a distraction from “making the numbers”. Getting good at tricky, complicated and complex things like software development holds even less appeal. Most senior folks don’t expect to be in post beyond a couple of years, and most expect their present companies to live short, frenetic lives. (The numbers on that largely reinforce that expectation).

Customers Don’t Want Software

They want their needs attended-to – and, preferably, met. The great majority couldn’t give a rat’s arse whether software is involved in that or not. And given the pain they perceive as arising from the software components of many commercial services they have to use, they’d like to see the back of software, too.

Our Bubble

We practitioners live in a software bubble, imagining that the world sees software like we do. Shiny, glitzy, awesome, useful, cool. This just ain’t so. And for the conscientious practitioners, there’s the need to master our trade / craft / profession / discipline. No one else needs us to do this. And few outside the bubble are interested in indulging us in seeing that need met.

The Bottom Line

It’s my considered opinion that software development, “broken” for the past fifty years, remains just as broken today – because almost no one needs it to be any better. What to do then? Is there no hope for us conscientious practitioners?

Little hope, I’d say, excepting doggedly pursuing our dreams of a better world. Finding joy where we can, like stainless steel rats in the wainscoting of business and society. Banding together for mutual support. Seizing each fleeting opportunity to see our needs for better ways of working attended-to, if not always met.

And talking with people outside the bubble. Listening to them. Trying to understand their needs. And seeing if there’s any chance of alignment between what they each need, and our own dreams.

– Bob

Not Obviously Wrong

What’s obviously wrong in software and product development? The list is continually changing, but here’s some stuff which was not obviously wrong ten or twenty years ago, which has recently become obviously wrong, at least to many people in the world of software development:

Obviously Wrong

  • Big batches and queues of work (aka Waterfall)
  • Utilisation (i.e. keeping resources fully busy)
  • Ignoring stakeholders
  • Big Design Up Front (BDUF)
  • Violence in the workplace
  • The daily commute

And here’s a list of stuff which has not (yet) attained the status of “obviously wrong” – and so appears in the list labelled “Not Obviously Wrong”:

Not Obviously Wrong

  • Estimating
  • Management
  • Command and control
  • Telling (ordering) people what to do
  • Leadership
  • Specialisation
  • Cost accounting
  • Projects
  • Big developments in big chunks with big groups of people
  • Ignoring the costs of delays
  • Testing
  • Demanding compliance to defined ways of doing things
  • Separating ownership of the way the work works from the people that do the work
  • Agile
  • SAFe
  • Scrum
  • Kanban Method
  • Work
  • etc.

How do items get to move from the one list to the other? (note: everyone has their own two lists, and each item moves at different times for different folks). How do your two lists look, at the moment?

Unlearning

Looking at this another way, the obviously wrong list above has items that, although once not obviously wrong, now appear on many folks’ obviously wrong list, having made the transition through e.g. a process of reflection, evaluation, discussion and above all UNLEARNING.

No Hashtags

FWIW, it occurs to me that we might choose to regard the raft of #No… hashtags on Twitter as opportunities to consider in which of our own – and others’ – lists the related (hashtagged) topic appears.

– Bob

World Class? Really?

Some six years ago now, I wrote a post describing what might characterise a world class software / product development / collaborative knowledge work business.

In the interim, I’ve had some opportunities to work on these ideas for various clients. My consequent experiences, whilst in no way invalidating that post, have thrown up different perspectives on the question of “world class”.

Firstly, do you want it? Moving towards becoming a world class business involves a shed load of work, over many years. Do you want to commit to that effort? Even though the goal sounds noble, ambitious, attractive, does your business have what it takes to even begin the journey in earnest, let alone stick at it.

Then, do you need it? Absent powerful drivers spurring you on towards the goal, will you have the grit necessary to keep at it? Or will the initiative flounder and drown in the minutiae of daily exigencies, such as the constant pressure to get product and features out the door, to keep investors satisfied with (short term) results, etc.? And is the ROI there, in your context? If you do keep on the sometime joyful, sometimes wearysome path, and attain “world class” status, will the effort pay back in terms of e.g. the bottom line?

If your answers to the preceding two questions are yes, then we can get down to considering the characteristics of a world class collaborative knowledge-work business. What might it look like, that goal state?

Here’s my current take.

Context

Just in case a little context might help, here’s a variant of the Rightshifting chart which illustrates world class in terms of relative effectiveness (i.e. how effective are world class organisations relative to their peers?) The yellow area highlights those organisations (those at least circa 2.5 times more effective than the median) we might consider world class:

WorldClass

Fields of Competency

Any world class collaborative knowledge-work business must have mastered a bunch of different fields of knowledge. That’s not to say everyone in the organisation needs to have reached mastery (Level 5 – see below) in every one of the follow fields. But there must be a widespread acquaintance with all these fields, and some level of individual competent in each.

I suggest the following Dreyfus-inspired model for characterising an individual’s (practitioner’s) level of competency (or action-oriented knowledge) in any given field:

Level One (Novice)

The Novice level in each Field invites practitioners to acquire the basic vocabulary and core concepts of the Field. Attainment criteria will specify the expected vocabulary and core concepts. The Novice level also invites practitioners to acquire and demonstrate the ability to read and understand materials (books, articles, papers, videos, podcasts, etc.) related to the vocabulary and core concepts of the Field.

Level Two (Advanced Beginner)

The Advanced Beginner level in each Field invites practitioners to acquire the ability to critique key artefacts commonly found in the given Field. The Advanced Beginner level also invites practitioners to read more widely, and understand different perspectives or more nuanced aspects of, and peripheral or advanced elements within the Field.

Level Three (Competent)

The Competent level in each Field invites practitioners to acquire and demonstrate a practical competency in the core concepts in the Field, for example through the ability to apply the concepts, or create key artefacts, unaided.
The Competent level also invites practitioners to acquire and demonstrate the ability to collaborate with others in exploring and applying the abilities acquired in the Novice and Advanced Beginner levels.

Level Four (Proficient)

The Proficient level in each Field invites practitioners to acquire and demonstrate the ability to prepare and present examples and other educational materials appropriate to the given Field. The Proficient level also invites practitioners to acquire and demonstrate the ability to coach or otherwise guide others in applying the abilities acquired in the Novice, Advanced Beginner and Competent levels.

Level Five (Master)

The Master level in each Field invites practitioners to acquire and demonstrate national or international thought leadership in the Field. This can include: making significant public contributions or extensions to the Field; becoming a publicly recognised expert in the Field; publishing books, papers and/or articles relevant to the Field; etc.

The Fields

Any business that aspires to world class status must attain effective competencies in a wide range of different fields. The following list suggests the fields I have found most relevant to collaborative knowledge-work business in general, and software / product tech businesses in particular:

Flow

  • Flow (product development) (n): the movement of the designs, etc., for a product or service through the steps of the design processes which create them.
  • Continuous Flow (n): The progressive movement of units of design through value-adding steps within a design process such that a product design or service design proceeds from conception into production without stoppages, delays, or back flows.
  • See also: Optimised Flow Demonstration (video)

Deming

  • * Many in Japan credit Bill Deming for what has become known as the Japanese post-war economic miracle of 1950 to 1960.
  • William Edwards Deming (October 14, 1900 – December 20, 1993) was an American engineer, statistician, professor, author, lecturer, and management consultant. Deming is best known for his work in Japan after WWII, particularly his work with the leaders of Japanese industry.

Risk Management

  • Risk management is the discipline and practice of explicitly identifying and managing key risks.

    “Risk Management is Project Management for grown-ups.”
    ~ DeMarco & Lister

  • Potential benefits include:
    • makes aggressive risk-taking possible
    • protects us from getting blindsided
    • provides minimum-cost downside protection
    • reveals invisible transfers of responsibility
    • isolates the failure of a subproject
  • Note; Many Agile practices are, at their heart, about risk management.

Mindset

  • Mindset a.k.a. collective (organisational) memeplex (n): A set of memes (ideas, assumptions, beliefs, heuristics, etc.) which interact to reinforce each other.

“A memeplex is a set of memes which, while not necessarily being good survivors on their own, are good survivors in the presence of other members of the memeplex.”
~ Richard Dawkins in The God Delusion

  • The “organisational mindset” is a set of beliefs about the world and the world of work which act to reinforce each other.
  • These interlocking beliefs tightly bind organisations into a straight-jacket of thought patterns which many find inescapable. Without coordinated interventions at multiple points in the memeplex simultaneously, these interactions will prevail, as will the status quo.

Requirements a.k.a. Needs Management

  • A more or less formal approach to identifying and communicating needs
  • Any approach that ensures that everyone involved in attending to the identified needs shares a clear understanding of the required outcome(s): “doing the RIGHT thing”.

Fellowship

  • A system of organisational governance based on the precepts of Situational Leadership and with a primary focus on the quality of interpersonal relationships as a means to improved organisational health and effectiveness.
  • More generally, paying attend to the quality and effectiveness of the collaborative relationships across and through the business (and the extended value network of which it is a part).

Cognitive Function

  • Cognitive function (Neurology) (n): Any mental process that involves symbolic operations–e.g. perception, memory, creation of imagery, and thinking; Cognitive Function encompasses awareness and capacity for judgment.
  • Effectiveness of collaborative knowledge work is dictated by both e.g. quality of interpersonal relationships and degree of Cognitive Function.
  • See also: Cognitive Science

PDCA

  • PDCA (plan–do–check–act, or plan–do–check–adjust) is an iterative four-step method used for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA).
  • Based on the scientific method, (Cf. Francis Bacon) e.g. “hypothesis” – “experiment” – “evaluation”.

Statistical Process Control (SPC)

  • Statistical process control (SPC) is a method of quality control which uses statistical methods. SPC is applied in order to monitor and control a process.
  • Key tools used in SPC include control charts; a focus on continuous improvement; and the design of experiments.
  • See also: The Red Beads and the Red Bead Experiment with Dr. W. Edwards Deming (video)

Lean Product Development

  • Lean Product Development applies ideas from Lean Manufacturing to the design and development of new products (See e.g. books by Allen Ward and Michael Kennedy)
  • Aims to improve the flow of new ideas “from concept to cash”.
  • Can also help raise levels of innovation.
  • Exemplar: TPDS (Toyota Product Development System)

Don Reinertsen’s Work

  • Don Reinertsen is the author of three of the most definitive and best-selling books on product development.
  • His 1991 book, Developing Products in Half the Time is a product development classic.
  • His 1997 book, Managing the Design Factory: A Product Developer’s Toolkit, was the first book to describe how the principles of Just-in-Time manufacturing could be applied to product development. In the past 16 years this approach has become known as Lean Product Development.
  • His latest award-winning book, The Principles of Product Development Flow: Second Generation Lean Product Development, has been praised as, “… quite simply the most advanced product development book you can buy.”

Neuroscience

  • (Cognitive) neuroscience is concerned with the scientific study of the biological processes and aspects that underlie cognition, with a specific focus on the neural connections in the brain which are involved in mental processes.
  • (Cognitive) neuroscience addresses the questions of how psychological/cognitive activities are affected or controlled by neural circuits in the brain. Cognitive neuroscience is a branch of both psychology and neuroscience, overlapping with disciplines such as physiological psychology, cognitive psychology, and neuropsychology.
  • See also: Cognitive Function

Theory of Constraints

  • The Theory of Constraints (TOC) is a management paradigm originated by Eliyahu M. Goldratt.
  • TOC proposes a scientific approach to improvement. It hypothesises that every complex system, including manufacturing processes, consists of multiple linked activities, just one of which acts as a constraint upon the entire system (the “weakest link in the chain”).
  • TOC has a wide range of “thinking tools” which together form a coherent problem-solving and change management system.

Self-organisation

  • Self-organisation (n): Ability of a system to spontaneously arrange its components or elements in a purposeful (non-random) manner. It is as if the system knows how to ‘do its own thing.’ Many natural systems such as cells, chemical compounds, galaxies, organisms and planets show this property. Animal and human communities too display self-organization.

    “An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organisational success.”
    ~ Stephen R. Covey

Quantification

  • In mathematics and empirical science, quantification is the act of counting and measuring that maps human sense observations and experiences into members of some set of numbers. Quantification in this sense is fundamental to the scientific method.
  • See also: Tom Gilb

Systems Thinking

  • Systems thinking provides a model of decision-making that helps organisations effectively deal with change and adapt.
  • It is a component of a learning organisation – one that facilitates learning throughout the organisation to transform itself and adapt.
  • See also: Peter Senge, Russell L. Ackoff, Donella Meadows, etc.

Psychology

  • Psychology (n): the study of behaviour and mind, embracing all aspects of conscious and unconscious experience as well as thought. It is an academic discipline and an applied science which seeks to understand individuals and groups.

Argyris

  • An American business theorist, Professor Emeritus at Harvard Business School, and known for his work on interpersonal communication, organisational effectiveness, double-loop learning and learning organisations.
  • See also: Action Science.

Psychotherapy

  • Psychotherapy (n): interventions which facilitate the shifting of perspectives and attitudes, and thus, human behaviours.
  • See also: Organisational Psychotherapy

To the above list of Fields, I invite you to add any which may have specific resonance or relevance to your own business.

And then there are the lists of technical capabilities you need to be present in your various business functions, too.

Aside – CMMI

As an aside, CMMI also provides an extensive list of “capability areas” ( circa 128 different areas, last time I looked) focussed on engineering capabilities. Note: I find the CMMI list useful, but only as a primer, not as a full-blown recipe for success.

Summary

All the above begs the question: how to get there? And, how close are you to world class, so far?

– Bob

No Hashtags

[Tl;Dr: #No… hashtags are aspirational, not didactic.]

I seem to have been labouring under the misapprehension that most folks in the Twitter software and product development communities have come to understand the mode of use of the various #No… hashtags we see regularly these days. Particularly with the widespread exposure of the mother of them all: #NoEstimates.

(Note: I use the #NoTesting hashtag in a couple of the examples, below, mainly because recent discussions thereon have suggested to me a need for this post.

Invitational

For me, #No… hashtags are a short invitation to interested folks to think again about what, often, are near-autonomic responses. For example, I regard each occurrence of the #NoEstimates hashtag as an invitation to ponder whether, in each case, estimates are giving us value and meeting folks’ needs (in a relatively effective way). An invitation to checkpoint ourselves, and to discuss whether we are just us going-through-the motions without thinking too much about the role of estimates – and estimating – in any particular situation.

Aspirational

Also, I see #No… hashtags as being intended as aspirational: Articulating or labelling a future state where things could be different. Aspiring to change.

For example, I use #NoTesting to advertise my aspirations for a world of development where testing is no longer the chosen path to quality, replaced by other means for more economically delivering products, etc., with agreed levels of quality. So, in that case, #NoTesting really does advertise my aspiration for an end to testing – which I see as hugely expensive and wasteful compared to other, less well-known means – but NOT at the expense of product quality. It also implies – easy to miss, I guess – a responsible, calm, controlled transition from todays’ approaches to that aspirational future state.

“Ask not ‘how are we going to test this?'”
“Ask rather ‘how are we going to ensure this goes out with the agreed levels of quality?'”
“And when you’ve got a handle on that, ask then ‘how are we going to ensure that everything we do henceforth goes out at the agreed levels of quality?'”

Confrontational

And yes, too, #No… hashtags are confrontational. They invite us to challenge ourselves and our entrenched beliefs. To consider change, and its implications. And that’s often uncomfortable, at the very least. Particularly when the topic challenges folks’ self-image, or seems to threaten their accumulated wisdom, reputation and experience, or their livelihoods. I hope we can all see these things in the spirit of mutual exploration, rather than as an opportunity for reiterating entrenched positions and protecting the status quo.

“[#No… Hashtags are] the social media equivalent of poking people with a stick.”

Metaphorical

When I use #No… hashtags, I’m being metaphorical rather than literal. Some folks may not understand this and get upset, by taking them literally. For my part, I believe that’s on them.

For example, with the #NoTesting hashtag, I have had some folks assume that I’m advocating abandoning any concern for the quality of e.g. a product under development. This is not my position. Although denying it seems only to inflame the situation once folks have got their teeth clamped on that particular bone. I guess their assumptions stem from not having knowledge of other means to quality.

In using the #NoTesting hashtag, I’m basically saying “under some circumstances, maybe there are other, more effective means to meet folks needs re: product quality than the default strategy most use today (i.e. testing)”. “How about we talk about those various circumstances, and means?” In this way, #No… hashtags are a metaphor for “would you be willing to think again, and maybe join the search for more effective means, and the contexts in which they might bring benefits?”

Summary

Would you be willing to join me in embracing the #No… hashtag modality, and take each occurrence as an opportunity for a productive and relationship-building mutual exploration of a topic?

– Bob

Further Reading

The Germ Theory of Management ~ Myron Tribus

The Structure of Scientific Revolutions ~ Thomas S. Kuhn

 

I Have Nothing Left To Say

This being my 500th blog post here at Think Different, I’ve been looking for something profound, insightful, earth-shattering and above all useful to write about. In that search, I’ve come to feel that, actually, I have nothing left to say.

I’ve written many posts on my experiences, on my thoughts, and on the ideas I’ve come up with to make software development and the business of software development better. I’ve clarified many of my thoughts through writing them down. And folks tell me I’ve entertained and intrigued in maybe equal measure with my different, generally contrarian take on conventional wisdom. If you’re at all interested in any of that, the archive has 499 other posts to delve into.

And now I feel have nothing left to say.

It’s not like any of my ideas have gained any traction in the world. I see and hear of no FlowChain or flow-based initiatives out there. Nobody seems much interested in the effectiveness of their organisations or in improving (Rightshifting) that effectiveness. Nobody seems much interested doing much about the role of the collective psyche, or in treating it. In fact, very few seem to have any interest in improving things, be that in their workplaces or in their wider lives. Few again seem interested in applying emotioneering to the design of their products. And few see the need to act on the idea that attending to folks’ needs would bring more joy – not to mention progress – into the world.

In brief, I’m finding little joy in continuing to sow my ideas in rocky places, along the paths, or amongst thorns. Maybe there is good soil somewhere, but I have yet to find it. And I have yet to see any seeds even come up, let alone produce and multiply.

“Listen! A farmer went out to sow his seed. As he was scattering the seed, some fell along the path, and the birds came and ate it up. Some fell on rocky places, where it did not have much soil. It sprang up quickly, because the soil was shallow. But when the sun came up, the plants were scorched, and they withered because they had no root. Other seed fell among thorns, which grew up and choked the plants, so that they did not bear grain. Still other seed fell on good soil. It came up, grew and produced a crop, some multiplying thirty, some sixty, some a hundred times.”

~ The Bible, Mark 4:3-8

And yet, I persevere. Continuing to help one person at a time. I find joy in that, every time. It all seems so futile, and yet something keeps me going.

Except now I feel have nothing left to say.

I have over two hundred part-writtten and unpublished posts in various states of completion. And precious little enthusiasm for publishing any of them. After all, the emotional return on publishing even one seems so…minimal.

And so I accept that I have nothing new to share, and nothing left to say.

And even if I did have more things to say, I’ve come to believe that’s damn futile, too. Folks so rarely act on what they hear, or read, or see. Just one more reason I have nothing left to say.

For my friends and dedicated readers, fear not. I have no intention of stopping writing this blog. Just don’t expect future posts to have much to say.

– Bob

%d bloggers like this: