This post is a poor exposition of Crocker’s Rules.
Crocker’s Rules were a reaction to the avoidance of direct discussion of topics where some people treat the mere act of discussion in any capacity as offensive. Sacred cows and taboos for which there are social consequences even when asking honest questions. Crocker’s Rules, practically speaking, were a declaration that no good faith discussion was intrinsically offensive ipso facto for the person making the declaration. All taboos were open to good faith arguments and attempts at rigorous intellectual inquiry.
This article is focused too much on communication style and not enough on the subject of communication. The latter was the crux of it. Crocker’s Rules were about being able to rigorously discuss topics that society has deemed to be beyond discussion without taking offense at the fact it is being discussed.
I was present when Crocker’s Rules were “invented”. I see a couple other handles here that may have been as well.
This sounds like a refutation of the concept of taboos as a useful category, by the definition I use a taboo is something that may not be discussed openly. There's a theory that a culture without taboos is past it's peak in some important way- does crocker have any response to that criticism?
I subscribe to the thesis of Death of the Author, that just because someone came up with something, it doesn't necessarily given them a permanent special privilege in its interpretation. Everybody can understand the work as they prefer, and if anything, the work takes on a life of its own in greater society and evolves together with it. (Hence the limits on the duration of copyright.)
This is why many common idioms are now used in their opposite meaning, and we all understand, and it's fine. As a random example, "It's all downhill from here" can mean either "it gets easier" or "it gets worse". The meaning has changed over time. Also: "I could care less", etc...
> This article is focused too much on communication style and not enough on the subject of communication. The latter was the crux of it. Crocker’s Rules were about being able to rigorously discuss topics that society has deemed to be beyond discussion without taking offense at the fact it is being discussed.
That's a distinction that's not as clear cut as you think.
The problem in the workplace setting is that the subject is the code/system/product/organisation, which has no feelings and hence can't be offended, but many people feel compelled to use an overly verbose style in order to avoid offending the humans charged with the care of the unfeeling object.
There is a certain freedom in treating things as things and calling out their objective properties as is, instead of dancing around the facts.
This is the very same thing as talking plainly and directly about taboo or sensitive subjects. Just do it! It's fine!
Some of those examples are genuinely different as they convey different intent and certainty. Also some of the basic small talk level things are also there to gauge someone’s responsiveness right now. To ask directly can mean “I believe my issue is important enough to immediately change what you’re thinking about to my problem without checking first”. You might complain about breaking your flow, which is fine, but an interruption can be a lot less disruptive compared to getting nerd sniped.
> Both messages contain the same information, however one of them respects time.
Unless you’re an incredibly slow reader this is a tiny amount of time.
> The fact that you were stressed, or that you had inherited the config from someone else, or that the documentation was unclear3, or that you asked your lead and they said it was probably fine, none of that is relevant to the incident report. You can document contributing factors if they are actually actionable, meaning if there is something structural that needs to change, name it specifically and attach a proposed fix to it.
Those are absolutely relevant! A lead told you to do it? Documentation unclear? One stressed person unable to hand over the task?
And you don’t have to have a solution there to highlight a problem.
> If the payment service went down because a config value was wrong, the incident report should say: the payment service went down because config value X was set to Y when it needed to be set to Z.
Contains zero useful information as to how this happened. It’d be like saying you don’t want to know what the user did before the crash, just that it crashed but shouldn’t have done because it got into invalid state X.
Yeah, skip the fluff about my having a good weekend if you need me to fix something, but a lot of those uncertainty markers aren't fluff, they're essential to honest, accurate communication.
Similarly, many times when you say a variation on "I know you're the expert on the codebase" or whatever, that's because it's true and important. Something I think is a problem, which this article wants me to phrase as a short, plain declaration, might actually just be a misunderstanding on my part. If I get one of those messages, I'm not going to see my time being respected. I'm going to see an arrogant jerk too lazy to learn what they're talking about before shooting off their mouth.
And as a writer: I find that my instinct to write caveats like "I know you're the expert on the codebase" corresponds to a process I need to follow to verify the information. Emails like this can take me hours to write, as I scour the codebase, logs, etc for the missing pieces of information demanded by "mere politeness". Here's an example of a reply I got:
> Thank you for your careful report, I will attend to it asap.
The response was short and to the point, because no other information was relevant. And, indeed, I have written emails like that in the past. But, from the article:
> The fact that you were stressed, or that you had inherited the config from someone else, or that the documentation was unclear3, or that you asked your lead and they said it was probably fine, none of that is relevant to the incident report.
Those things are often all relevant. I beg the author to read a book about system-theoretic process analysis (STPA). Some are freely-available from the MIT PSASS website: https://psas.scripts.mit.edu/home/books-and-handbooks/. Nancy G. Leveson's CAST Handbook is perhaps most directly applicable.
> but an interruption can be a lot less disruptive compared to getting nerd sniped.
Theoretically yes. Practically, folks who avoid small talk deliberately usually have enough awareness to not interrupt unless they need your time. But yes, directness without judgment is bad.
Ironically, the author fails to apply that judgment themselves and wastes a ton of words on unnecessary and/or bad examples.
And, more importantly, they miss the core point of Crocker's rule: Invoking it doesn't mean you get to tell other people how to communicate. You just tell them they're not responsible for your emotional/mental state.
If those extra details upset OP, maybe they lack the maturity to invoke that rule.
Directness can be taken to imply trustworthiness, as the author seems to be doing. But it can just as easily be taken as a sign of ineptitude, technical-mindedness, boorishness, courage, immaturity, confidence, impatience, or a dozen other attributes depending on context and participants.
For that reason, reading this is like reading a blog on poker strategies from someone who is only vaguely aware there are different suits in the deck. It's of course fine to ask others to play as if all the cards are diamonds, which is what I take this as. But the way it is written does strongly imply the author has a hard time imagining what the other suits could be for, or how an awareness of them could change their perception of card games.
Honestly, it's refreshing to imagine the lack of "suits" in this sense-- e.g., spending the day with a group of people who not only all claim to couple directness with trustworthiness, but who all earnestly deliver on that claim. I also get the sense that the author is probably not "sticky" in their judgments of others-- perhaps they'd initially judge me as inconsiderate for using niceties but quickly redefine me as trustworthy once I stopped using them.
I would like to know from the author: in the real world, are you aware of the risks of directness without a priori trust or full knowledge of someone else's internal state? I mean, for every one of you, there are probably several dozen people who claim to want unadorned directness but (perhaps unwittingly) end up resenting what they ultimately take as personal, hurtful criticism. And some number of them (again, perhaps unwittingly) retaliate in one way or another. And I haven't even delved into the social hierarchy of jobs-- it's a mess out there!
If we accept that any one person can take responsibility for their feelings then it follows that everyone is responsible for their own mind. Otherwise what exactly are we saying? And emotions are complex, especially offence, it is practically impossible to say that something will reliably offend a specific person without trying it and seeing how they react. Even for the reactee. Someone can easily say "whatever happens I won't get offended". But they might get offended anyway and then we're rolling the dice on whether they are vindictive enough to hold a grudge.
People learn that lesson then don't stir the pot without reason. Rather than saying "I don't get offended" it is generally better to prove it and push people for feedback from time to time.
There is also a subtle point here in things like "if the design is wrong, say it is wrong" - how is someone supposed to know if the design is "wrong"? Philosophically it isn't possible for a design to be wrong, the idea is nonsense. Designs have trade-offs and people might or might not like the trade offs. But a design can't be wrong because that implies there was already a right solution that people could deploy. If someone is going to be direct that is also a problem they run in to constantly - they're going to be directly saying things that are harsh and garbled. A lot of humans aren't comfortable being that person, there is a more comfortable style of being clear about observations, guarded about making value judgements from them and associating with like-minded people from the get-go rather than pushing to resolve differences. And spending a lot of time playing social games to work out how to organise all that.
> If we accept that any one person can take responsibility for their feelings then it follows that everyone is responsible for their own mind.
I don't think this follows! People are very different, so something can be genuinely true of a subset without generalising to everyone.
Crocker's Rules definitely wouldn't work for me, but it's explicit in them that they can only be self-invoked. Some people seem genuinely to be very thick-skinned (but easily annoyed by indirection and politeness) and able to 'take responsibility for their own feelings' in this sense. I doubt (m)any of them are truly unoffendable... and one could argue that they should be taking responsibility for their own feelings of frustration triggered by normal politeness... but I assume they know themselves well enough to know that they are better off when people try to be as direct as possible when interacting with them.
Where it breaks down is if/when they treat this as an objectively superior state of being and mode of interaction, and use it as an excuse to be rude to others.
> The person invoking Crocker's Rules is saying, in effect, "your feelings about how I might receive this are your problem to manage, not mine, just give me the information."
Isn't it quite the opposite? The person invoking Crocker's Rules is saying, in effect, "my feelings about the information and how I might receive it are my problem to manage, not yours, just give me the information."
I can't speak for other parts of the world, but in the US, it's not uncommon for people to walk on eggshells while reporting information to coworkers (and especially managers) because there's absolutely a large cohort who will shoot the messenger. Crocker's Rules are undoubtedly a reaction to the extreme whereby managers in particular fail to receive receive crucial information because their reports are too afraid to pass it along.
In other words, people fail to communicate out of fear born from an assumption on how the person they're communicating with will react. The original quote would have you ignore your own fear and hand over the information, while your modified version would indirectly address your fear by refusing to take responsibility for how the recipient might feel. Whichever way you go with it, you're largely accomplishing the same thing.
I don't disagree that all people should. But Crocker's Rules are specifically to give the other person permission to give it to you straight because you assume responsibility and maturity to deal with the information itself, regardless of social niceties. And those rules cannot be imposed on the other person: invoking them yourself doesn't mean you can be an asshole back — as the very description of the rules linked in this article explains.
Everyone says that they value directness, and from what I can tell the vast majority of people actually don't.
For example, I had a job interview a couple years ago where the interviewer showed up fifteen minutes late for a thirty minute interview. Eventually he did show up, and the interview proceeds more or less fine, and near the end he asks if I have any questions. I said "is it common to show up fifteen minutes late for interviews that you schedule? Because it comes off as unprofessional to me".
He started giving me a bunch of excuses about how busy he was and eventually I interject and say "Listen, I don't really care. I'm sure your reasons are valid to you but from my perspective it just looks like you were happy enough to let me waste half the interview just sitting around staring at my watch."
A day later the recruiter tells me that they don't want to move forward. I asked if they gave a reason why and apparently they thought I wasn't a good "culture fit".
I wish I could say I'm above it and that I'm some hyper-stoic who always wants the most direct version of everything, but I'm certainly not immune to wanting some niceties instead of complete blunt directness all the time. I try and be above it, but I'm not.
"Culture fit" is an euphemism for "did the interviewer like you?"
If most interviewers don't like you, that's something for you to think about. It's not necessarily bad, if you have a very specific personality that most people find disagreeable, then it's a good idea to look out for companies that cater to your personality, and where you will fit in. But it is something to think about.
Mm they didn't really mean /any/ question, and weren't inviting directness. Just like "hi how are you" from a stranger isn't an invitation to respond that your cat just died and your transmission needs replacing
Of course they didn't want to move forward. That's what you had decided/wanted though right? I can't imagine you hoping for any other outcome with that kind of question and follow up?
I'm not going to pretend I'm great at reading social situations, but I think your approach in this story would have annoyed 99% of interviewers, even if they genuinely valued directness. If they'd asked for feedback on the interview process, then sure, they'd be a hypocrite if they claimed to value directness but got mad when you told them honestly that you were bothered by their lateness. But when they ask for questions, they're not inviting criticism, and framing the criticism as a question is always going to come across as passive aggressive. (edit: Or maybe 'snarky' is a better word here, as you did follow it up with a direct criticism, so 'passive aggressive' might not be quite right.)
Probably. I would argue that showing up extremely late for an interview that you scheduled is considerably more jerk-ish.
It also wasn’t passive aggressive, or at least it wasn’t intended to be. I actually wanted to know if that was just a thing that was common in the company so I could plan accordingly.
The discussion shows just how many different communication styles there are. So many comments about "XYZ is the right way", "ABC is always wrong" or "I did UV to someone who says they like UV and they took offence".
It shows me:
- there are many communication styles and people tend to think their preferred one is obviously right
- people are often unclear on what they actually value in communication (and might like the opposite of what they say they value)
- people seem also to, at times, confuse other people's different communication style for rudeness, indecisiveness or small-mindedness.
So I guess the reasonable policy is to adopt a hybrid approach. Be tolerant of other people's comms style, try to be concise with enough politeness added in that you don't offend people, even if they say they want you to be ruthlessly direct. When you need to, try to steer the conversation towards your preferred style. Maybe "ok, I understand the background, let's try to distill the facts now", or equally "I feel I need more context before we continue, let's slow down and...".
For example, I have worked in a number of medium sized (50-200) companies that were so proud of being flat structured meritocracies, where anyone can say anything directly to their superiors. Every single time it turned out to be BS, higher ups wanted deference and following chains of command. But that sounds less catchy.
It's easy to win an argument when you get to construct both sides. You can easily be direct and to the point without being brash.
You could, also, be wrong or misinformed, so I don't see the big deal about "Hey -- the latency numbers look pretty heavy. Should they be in the 400s?" or "I don't believe this is the best approach, we'll get issues with XYZ".
> If the payment service went down because a config value was wrong, the incident report should say: the payment service went down because config value X was set to Y when it needed to be set to Z.
The number of junior engineers I have had to coach out of this way of thinking to get the smallest fragment of value out of a postmortem process... dear Lord. I wonder if this person is similarly new to professional collaboration.
The larger personal site is very aesthetically cool, though – make sure you click around if you haven't!
Yeah, I wonder if the author has been in a situation where a brief explanation was taken by a higher up (or a cc'd higher-up x2, or x3) as "It was entirely my fault and I'm withholding details that would further implicate me and giving only the facts that don't."
I've had to work to balance emails like this between "they don't want the nitty gritty, they just want to be satisfied the issue is solved" and "They will definitely want the nitty gritty and think something is up if the details seems suspiciously sparse". Especially if the recipients are technical, and they know that you know that they're technical. what are you hiding, Qaadika? you're usually more verbose than this.
Look man, people are going to talk they way they talk. Just let them do it and deal with it for God's sake.
This reminds me of a front-page post a little while ago where someone wrote how much it stressed them out when people routinely apologized for delayed responses. Get over it.
I also sometimes wonder if folks writing these articles have had to work closely with people from culturally different places. I've had coworkers that literally could not be direct if their life depended on it for that reason, and I learned to deal with it.
This is pretty autistic. I kind of agree, being somewhat on the spectrum myself. But I think the world would be a considerably worse place if everyone abided by such rules.
Reading the article, I also feel that all of his examples are poor communication, both the "courteous" and the "direct" ones. You can communicate clearly and succinctly and also be considerate of the person you're talking to.
Some people have an attitude to work resembling “I spend most of my day here, so having enjoyable professional relationships with my coworkers is a major determinant of my quality of life.” And there are other people who have an attitude closer to “it’s my goal to deliver value efficiently and get paid. I’m not here to make friends. Any meaningful human interactions happen outside of work.”
I don’t know enough about autism to know if that’s the right label for the second category. (I’ve had coworkers who identified as autistic who seemed to deeply care about whether I enjoyed working with them.) I think these two types of people can work together productively, but I don’t think they’ll ever totally understand each other.
The problem is that too many people couch pettiness and personal attacks in the philosophy of "being direct" or "telling it like it is". OP specifically mentions that criticism must be made on technical merits. The people that hand-wave this distinction away are absolutely insufferable.
That's the theory, but there's absolutely normative statements in this piece. For example:
> When you spend the first third of your message establishing that you are a nice person who means well, you are not being considerate but you are making the recipient wade through noise to get to signal. You are training them to skim your messages, which means that when you actually need them to read carefully, they might not. You are demonstrating that you do not trust the relationship enough to just say the thing and you are signaling a level of insecurity that undermines the technical credibility you are trying to establish. Nobody reads "hope you had a great weekend" and thinks better of the person who wrote it, they probably just being trained to take you less seriously in the future, or at worse, if they're evil loving of Crocker's [sic?] like myself, they just think about the couple of seconds of their life they will never get back.
This very much sounds like the author believes that everyone who doesn't abide by these rules - not just him, not just people who've agreed to them, everyone - is deficient in some way. And it's not just a slip - this attitude is pervasive throughout the post.
… I don't know what your incident reports look like, but if there's anywhere it's normal to optimise for communicative clarity rather than social wheel-greasing, it's an incident report!
How do you figure that the author is “developmentally challenged”? It sounds to me like they are able to handle their insecurities in a more mature and emotionally balanced way than most others.
I'd love to say that I value directness, but I frankly just kinda don't, for the most part. I don't want people to overly obfuscate what they are saying or beat around the bush, but... I have feelings. Often my feelings aren't rational. Often I have feelings about things when I should be more detached. But that's just how I am.
I don't want someone to come up to me and say, "Your code is wrong; you should have done ABC". I want them to say "Hey, I ran into a problem with your code. I think here on line 123 you meant to do ABC but you did XYZ by accident. What do you think?"
I'm not a dispassionate, disinterested observer. I do have some attachment to the code I write. I know -- and admire -- people who don't, but I'm just not one of them. I like it when someone is polite when they point out my mistakes.
I agree with the sentiment that gratuitous happy-talk adds noise to what ought to be clear, bottom-line-up-front engineering communications. But the recipients of those communications are people, and most people have feelings. So a good engineer ought to optimize those communications for overall success, and that means treating the intended recipients as if they matter. Some human-level communication is usually beneficial.
So, to use an example from the original post:
> "I hope this is okay to bring up and sorry for the long message, I just wanted to flag that I've been looking at the latency numbers and I'm not totally sure but it seems like there might be an issue with the caching layer?
There’s a lot of noise in this message. It’s noise because it doesn’t communicate useful engineering information, nor does it show you actually care about the recipients.
Here’s the original post’s suggested rewrite:
> The caching layer is causing a 400ms overhead on cold requests. Here's the trace.
This version communicates some of the essential engineering information, but it loses the important information about uncertainty in the diagnosis. It also lacks any useful human-to-human information.
I’d suggest something like this:
> Heads up: It looks like the caching layer is causing a 400ms overhead on cold requests. Here's the trace. Let me know how I can help. Thanks!
My changes are in italics. Breaking them down:
“Heads up” provides engineering context and human-to-human information: You are trying to help the recipients by alerting them to something they care about.
“It looks like” concisely signals that you have a good faith belief in your diagnosis but are not certain.
“Let me know how I can help” makes clear that you share the recipients’ interest in solving the problem and are not just dumping it at their feet and turning your back on them. You and they are on the same team.
“Thanks!” shows your sincere appreciation to the recipients for looking into the issue. It’s a tiny contribution of emotional fuel from you to them to give them a boost after receiving what might be disappointing news.
In sum, strip the noise and concisely communicate what is important, both engineering information and human information.
I agree with your point about human level communication and treating the recipients like they matter. I generally tend to prefer communication that is more on the blunt/direct side, but if there's one thing about communication that I've learned throughout my career, it is that the people who do best are adept at communicating well with a wide variety of people with different communication styles and preferences.
The people who try to force everyone else to fit into a specific bucket of communication style, or who refuse to deviate from their own strict communication preferences no matter the audience, those are the people I see struggle to find success relative to their peers.
I agree it makes sense to specify that it is not certain, by adding "it looks like" (or "it seems like", or other wording that would not be too long; as another comment mentions, "looks" can sometimes be wrong). The other stuff might be unnecessary, although it might depend if it is implied or expected according to the context (in many contexts I would expect it to be unnecessary; another comment mentions how it can even be wrong sometimes).
(Your message is better than the one with a lot of noise, though.)
> “It looks like” concisely signals that you have a good faith belief in your diagnosis but are not certain.
A lot of people never get past this level of sureness, so the signal is lost (or at least compressed). You can ask them for a number from a digital display and they’ll say it “looks like 54”.
One way to rectify the idea that these messages have signal (which I agree with) and what the article says is that it’s declaring bankruptcy on additional context. The extra text has so little value it’s worth removing as a rule.
"seems to be causing" is also an excellent alternative to "it looks like" that doesn't hinge on visual-sensory primacy, and tends to translate slightly less ambiguously across language-familiarity boundaries due to 'seems' having more precise meaning re: uncertainty than 'looks', 'feels', 'sounds'. Or you could abbreviate to "could be" / "may be" / "might be" (non-high certainty), "is probably" (high certainty) if that sort of nuance is your thing. Noteworthy point: it is neurotypical to treat "is" as 100% certain rather than 99.9% certain when someone says it confidently, but as 80% certain rather than 99.9% certain when someone says it uncertainly, based solely on non-verbal nuance; this can be infuriating and I tend to recommend saying "I am certain" at 99.9% in combination with courteous handling of the slight but eternal possibility of being wrong.
"Let me know how I can help" should not be taken for granted as a thing to be offered, though. Some teams have very strict divisions of labor. Some workers (especially anyone whose duties are 'monitor and report' rather than 'creatively solve') are not overtime-exempt and cannot volunteer their time. Some workers (especially anyone who's reached a high-capability tech position from the ground up) are flooded with opportunities to do less of their own job and more of everyone else's and must not preemptively offer their time to an open-ended offer of 'help'. A more focused phrase such as "Let me know if you have questions, need more evidence, etc." provides a layer of defense against that without implicitly denying assistance for help if requested.
"Thanks!" is one of the most mocked request-terminators I've seen in twenty years of business. It is widely abused as "have fun storming the castle, i'm out micdrop" rather than as a sincere expression of gratitude that contains any actual statement of why you're grateful. "Thank you for doing the job the company paid you to do" sounds ridiculous when you say it out loud, even to neurotypicals. Tell people thank you with more than one word if you mean it, and tell them what you're thanking them for, and consider thanking them for what they did rather than lobbing it like a grenade strapped to a problem. If you hand them a problem and they say "got it, I'll look into it", saying "Thanks." to that is completely fine; it serves the exact purpose of courtesy described, and also doubles as a positive-handoff "your plane" reply concluding the problem handoff, so that you can safely mark it as delegated, they can safely assume you didn't miss their message and are continuing to work it, etc.
I'd say I generally agree with this sentiment, but it's important to first build the proper rapport with the recipient. If you show them kindness and respect outside the bounds of technical conversations, they'll be much more likely to assume the best of you when you communicate straight-forwardly over technical matters.
You also should take care to avoid crossing the line into just being a jerk. This type of thinking is also often used by people who are simply arrogant and rude and are patting themselves on the back for being that way in the name of "directness" or "efficiency".
As with everything, I think there is an appropriate middle ground here. There is definitely too much beating around the bush in a lot of professional work, but some of that is actually useful and even good. Context doesn't always matter, but sometimes it does. Manners aren't always important, but sometimes they are.
A proper balance of direct and indirect is the appropriate tack to take.
I find it funny that the post promotes stripping useless information and yet a ton of the most useful information in those examples is placed in the skippable part.
Your coworkers are under too high a load, documentation is faulty, chain of communication is breaking down, your coworker lacks expertise in something.
All of those are calls to action!!
And no, you can’t tell the other person to “just communicate if it’s actionable” because they might not realise it. There’s lack of seniority, there’s tunnel vision…
I feel like the author is either embellishing the examples of frivolous communication they give or they work with some absolute headcases.
On my team we all trust each other to be fairly direct. On the flip side, “softening” a remark can signal to the recipient that you’re open minded to other solutions. “We should do X.” and “how would you feel about doing X?” accomplish the same thing but the second one fosters more psychologically safe discussion in my opinion.
There's nothing wrong in being nice and some chit-chat.
Any kind of work, well most kinds of work, are about people and relationships.
Building something with people when people can't relate to one another is quite hard.
While I agree with the sentiment for the effect its adherents want to have, but...
Why not just
"Communicate clearly"?
- Don't add fluff
- write as plainly as possible
- write as precisely as is reasonable
- Only make reasonable assumptions about the reader
- Do your best to anticipate ambiguity and proactively disambiguate. (Because your readers may assume that if they don't understand you, what you wrote isn't for them.)
- Don't be selfish or self-centered; pay attention to the other humans because a significant amount of communication happens in nuance no matter how hard we try to minimize it.
Probably. I'm from the US, and I know a few Dutch people, and I find their approach to direct negative feedback off-putting to the point of feeling rude, even when knowing what to expect from them. (I'm sure they find my communication style long-winded, frustrating, and a waste of their time.)
It's a cultural thing, to be sure, and what you grew up with and are used to tends to dominate how you feel about things.
When I worked a Radboud University in the Netherlands for a summer, they were definitely more direct than I was used to, and kept work more work-focused. But they also combined that with a culture of quitting on time, and going out to socialize a bit before dinner, which I think was vital to sustain interpersonal connections.
I liked that style a lot, but Americans are very bad about quitting on time, which necessitates more socialization at work itself.
You can communicate like this and have it be effective if you have an established good relationship with the recipient. That’s why team cohesiveness is important.
Context of whom you are communicating with is also important. That’s the trade off of approaches like these rules. In some situations they are fine. In others not so much.
Yes, in particular emotional trust is key. Maybe a few people can just declare their own emotional reactions away and have that stick, but you can't ask that of other people. We're still just apes. So if you want brief, clear communication, you need people to actually believe in their guts that when you tell them something they did is broken, it's not a personal attack.
I don’t agree - the type of communication between certain members makes a team harder for everyone to join. You end up with tribal knowledge to the extreme if you communicate like this. It’s why it is unbelievably bad advice - it claims it respects a listener’s time yet creates an environment where the majority won’t listen.
> You end up with tribal knowledge to the extreme if you communicate like this.
Wait, what? How does a team habit of bluntly stating facts result in "tribal knowledge"? If anything it should be the opposite. The approach in the article has problems but I don't believe that's one of them.
I agree to a certain point, but I think about it in different terms – some people want to avoid any form of disagreement in order to maintain a kind of politeness, but I want to work on a team where people care enough to disagree with each other if something is wrong: https://joshduff.com/2024-07-18-communication-culture.html
In these times of heavy LLM use and the characteristic verboseness of their output, someone following Crocker's Rules might also be perceived as more human.
If you're running your open source project or other hobby endeavor, you can do it however you want. People will either adapt to your style or leave. The same, with some caveats, applies to running your own company (the caveats being lawsuits and needless drama if you take it too far).
But if you're a line employee for a corporation, this is the wrong approach, for two reasons. First, you will encounter many people who misinterpret directness as hostility, simply because your feelings toward another person are hard to convey in a chat message unless you include all that social-glue small talk. And if people on average think you're a jerk, they will either avoid you or reflexively push back.
But second... you're not that brilliant. Every now and then, the thing you think is wrong isn't actually wrong, you just don't understand why your solution was rejected beforehand. Maybe there are business requirements you don't know about, maybe things break in a different way if you make the change. Asking "hey, help me understand why this thing is the way it is" is often a better opener than "yo dude, your thing is broken, here's what you need to do, fix it now".
I've been wrong enough times to make me want to preface anything I think is wrong at work by something along the lines of "Am I misunderstanding this or are you doing x, because I think that will clash with y". let them decide if it's worth looking at or not - I've been right enough times that they will want to.
I personally vastly prefer directness when I’m spoken to - but it’s important to recognize that most people do not have the emotional conditioning to handle that.
This is not something that will change within our lifetimes. Learn soft skills, learn how to be indirect. You don’t have to be as verbose with it as some of the examples in this article.
“Gassing them up”, “Letting them down gently”, “Little white lies”, etc - these are all examples of how benign emotional manipulation is essentially the crux of pleasant social interaction in most of the Western world.
It’s not my personal preference but it works because most people have unhandled insecurities.
Seems very vulcan. Works with vulcans and to some extent vulcan wannabees. Words have meaning, and how we express ourselves through our words is how we lead and share knowledge. There is nothing wrong with being honest, but honesty without love and care is brutality.
I see your point, and think one of the merits in OP's argument is precisely what you're saying: words have meaning, and saying something like "I think that X is probably the case" when you're virtually certain that X is the case dilutes the meaning of words.
That said, I think throughout the post OP is mixing different dimensions of communicatiom together in a way that confuses the conversation - namely conciseness, directness, and explicitness - which while often overlapping aren't exactly the same.
I actually thought this was going to be an article about talking with an AI, i.e., something with no feelings, not about interacting with other human beings. Treating all social cushioning as useless noise is simplistic. Communication between humans is not the same as communication with a compiler. The problem is verbosity, and lack of clarity, not politness. Those are different things
Your comment declares your opinion without explanation, and so lacks substance and is unpersuasive as written. More information would help HN readers evaluate your claims fairly rather than dismiss you. In specific, I’d love to hear your views on these questions so I can give you serious consideration:
> This is a recipe for disaster.
What about Crocker’s Rules, and/or this post’s advice to follow them, do you consider a recipe for disaster?
> Please don’t follow Crocker’s Rules;
What outcome are you hoping will result from granting your request? Do you have personal experiences with Crocker’s Rules underpinning this advice? Do you tend to experience social discomfort typically, atypically, or infrequently / never?
> just get better at communicating than the person who wrote this
Other than the presumed adherence to Crocker’s Rules in writing this, which is addressed by the questions above, do you have other criticisms of their writing to present? What communication ideals do you consider as better models than Crocker’s Rules? Do you consider there to exist appropriate circumstances for Crocker’s Rules?
“My quirky autism excuses me being an asshole” is how most of this reads. “Maximally direct” people need to learn how to mask better, and if it costs them too much then they’re not suited for professional work anyway.
Being direct isn’t being an asshole. Sprinkling random compliments and self-deprecating comments into useful feedback in a professional environment is disrespectful of time.
I’m convinced that the root cause is people are afraid to be wrong. Either they’re fearful of being fired, or think people will respect them less if they admit not knowing; the result is that everyone dances around objectivity.
I don’t care if you make an honest mistake. Hell, I don’t even care if you make a careless mistake, as long as you fix yourself. Everyone messes up - it’s how you act afterwards that matters.
This post is a poor exposition of Crocker’s Rules.
Crocker’s Rules were a reaction to the avoidance of direct discussion of topics where some people treat the mere act of discussion in any capacity as offensive. Sacred cows and taboos for which there are social consequences even when asking honest questions. Crocker’s Rules, practically speaking, were a declaration that no good faith discussion was intrinsically offensive ipso facto for the person making the declaration. All taboos were open to good faith arguments and attempts at rigorous intellectual inquiry.
This article is focused too much on communication style and not enough on the subject of communication. The latter was the crux of it. Crocker’s Rules were about being able to rigorously discuss topics that society has deemed to be beyond discussion without taking offense at the fact it is being discussed.
I was present when Crocker’s Rules were “invented”. I see a couple other handles here that may have been as well.
This sounds like a refutation of the concept of taboos as a useful category, by the definition I use a taboo is something that may not be discussed openly. There's a theory that a culture without taboos is past it's peak in some important way- does crocker have any response to that criticism?
Anyone have a preferred resource?
I do appreciate the OP as it stands!
I subscribe to the thesis of Death of the Author, that just because someone came up with something, it doesn't necessarily given them a permanent special privilege in its interpretation. Everybody can understand the work as they prefer, and if anything, the work takes on a life of its own in greater society and evolves together with it. (Hence the limits on the duration of copyright.)
This is why many common idioms are now used in their opposite meaning, and we all understand, and it's fine. As a random example, "It's all downhill from here" can mean either "it gets easier" or "it gets worse". The meaning has changed over time. Also: "I could care less", etc...
> This article is focused too much on communication style and not enough on the subject of communication. The latter was the crux of it. Crocker’s Rules were about being able to rigorously discuss topics that society has deemed to be beyond discussion without taking offense at the fact it is being discussed.
That's a distinction that's not as clear cut as you think.
The problem in the workplace setting is that the subject is the code/system/product/organisation, which has no feelings and hence can't be offended, but many people feel compelled to use an overly verbose style in order to avoid offending the humans charged with the care of the unfeeling object.
There is a certain freedom in treating things as things and calling out their objective properties as is, instead of dancing around the facts.
This is the very same thing as talking plainly and directly about taboo or sensitive subjects. Just do it! It's fine!
Some of those examples are genuinely different as they convey different intent and certainty. Also some of the basic small talk level things are also there to gauge someone’s responsiveness right now. To ask directly can mean “I believe my issue is important enough to immediately change what you’re thinking about to my problem without checking first”. You might complain about breaking your flow, which is fine, but an interruption can be a lot less disruptive compared to getting nerd sniped.
> Both messages contain the same information, however one of them respects time.
Unless you’re an incredibly slow reader this is a tiny amount of time.
> The fact that you were stressed, or that you had inherited the config from someone else, or that the documentation was unclear3, or that you asked your lead and they said it was probably fine, none of that is relevant to the incident report. You can document contributing factors if they are actually actionable, meaning if there is something structural that needs to change, name it specifically and attach a proposed fix to it.
Those are absolutely relevant! A lead told you to do it? Documentation unclear? One stressed person unable to hand over the task?
And you don’t have to have a solution there to highlight a problem.
> If the payment service went down because a config value was wrong, the incident report should say: the payment service went down because config value X was set to Y when it needed to be set to Z.
Contains zero useful information as to how this happened. It’d be like saying you don’t want to know what the user did before the crash, just that it crashed but shouldn’t have done because it got into invalid state X.
Yeah, skip the fluff about my having a good weekend if you need me to fix something, but a lot of those uncertainty markers aren't fluff, they're essential to honest, accurate communication.
Similarly, many times when you say a variation on "I know you're the expert on the codebase" or whatever, that's because it's true and important. Something I think is a problem, which this article wants me to phrase as a short, plain declaration, might actually just be a misunderstanding on my part. If I get one of those messages, I'm not going to see my time being respected. I'm going to see an arrogant jerk too lazy to learn what they're talking about before shooting off their mouth.
And as a writer: I find that my instinct to write caveats like "I know you're the expert on the codebase" corresponds to a process I need to follow to verify the information. Emails like this can take me hours to write, as I scour the codebase, logs, etc for the missing pieces of information demanded by "mere politeness". Here's an example of a reply I got:
> Thank you for your careful report, I will attend to it asap.
The response was short and to the point, because no other information was relevant. And, indeed, I have written emails like that in the past. But, from the article:
> The fact that you were stressed, or that you had inherited the config from someone else, or that the documentation was unclear3, or that you asked your lead and they said it was probably fine, none of that is relevant to the incident report.
Those things are often all relevant. I beg the author to read a book about system-theoretic process analysis (STPA). Some are freely-available from the MIT PSASS website: https://psas.scripts.mit.edu/home/books-and-handbooks/. Nancy G. Leveson's CAST Handbook is perhaps most directly applicable.
> but an interruption can be a lot less disruptive compared to getting nerd sniped.
Theoretically yes. Practically, folks who avoid small talk deliberately usually have enough awareness to not interrupt unless they need your time. But yes, directness without judgment is bad.
Ironically, the author fails to apply that judgment themselves and wastes a ton of words on unnecessary and/or bad examples.
And, more importantly, they miss the core point of Crocker's rule: Invoking it doesn't mean you get to tell other people how to communicate. You just tell them they're not responsible for your emotional/mental state.
If those extra details upset OP, maybe they lack the maturity to invoke that rule.
Directness can be taken to imply trustworthiness, as the author seems to be doing. But it can just as easily be taken as a sign of ineptitude, technical-mindedness, boorishness, courage, immaturity, confidence, impatience, or a dozen other attributes depending on context and participants.
For that reason, reading this is like reading a blog on poker strategies from someone who is only vaguely aware there are different suits in the deck. It's of course fine to ask others to play as if all the cards are diamonds, which is what I take this as. But the way it is written does strongly imply the author has a hard time imagining what the other suits could be for, or how an awareness of them could change their perception of card games.
Honestly, it's refreshing to imagine the lack of "suits" in this sense-- e.g., spending the day with a group of people who not only all claim to couple directness with trustworthiness, but who all earnestly deliver on that claim. I also get the sense that the author is probably not "sticky" in their judgments of others-- perhaps they'd initially judge me as inconsiderate for using niceties but quickly redefine me as trustworthy once I stopped using them.
I would like to know from the author: in the real world, are you aware of the risks of directness without a priori trust or full knowledge of someone else's internal state? I mean, for every one of you, there are probably several dozen people who claim to want unadorned directness but (perhaps unwittingly) end up resenting what they ultimately take as personal, hurtful criticism. And some number of them (again, perhaps unwittingly) retaliate in one way or another. And I haven't even delved into the social hierarchy of jobs-- it's a mess out there!
If we accept that any one person can take responsibility for their feelings then it follows that everyone is responsible for their own mind. Otherwise what exactly are we saying? And emotions are complex, especially offence, it is practically impossible to say that something will reliably offend a specific person without trying it and seeing how they react. Even for the reactee. Someone can easily say "whatever happens I won't get offended". But they might get offended anyway and then we're rolling the dice on whether they are vindictive enough to hold a grudge.
People learn that lesson then don't stir the pot without reason. Rather than saying "I don't get offended" it is generally better to prove it and push people for feedback from time to time.
There is also a subtle point here in things like "if the design is wrong, say it is wrong" - how is someone supposed to know if the design is "wrong"? Philosophically it isn't possible for a design to be wrong, the idea is nonsense. Designs have trade-offs and people might or might not like the trade offs. But a design can't be wrong because that implies there was already a right solution that people could deploy. If someone is going to be direct that is also a problem they run in to constantly - they're going to be directly saying things that are harsh and garbled. A lot of humans aren't comfortable being that person, there is a more comfortable style of being clear about observations, guarded about making value judgements from them and associating with like-minded people from the get-go rather than pushing to resolve differences. And spending a lot of time playing social games to work out how to organise all that.
> If we accept that any one person can take responsibility for their feelings then it follows that everyone is responsible for their own mind.
I don't think this follows! People are very different, so something can be genuinely true of a subset without generalising to everyone.
Crocker's Rules definitely wouldn't work for me, but it's explicit in them that they can only be self-invoked. Some people seem genuinely to be very thick-skinned (but easily annoyed by indirection and politeness) and able to 'take responsibility for their own feelings' in this sense. I doubt (m)any of them are truly unoffendable... and one could argue that they should be taking responsibility for their own feelings of frustration triggered by normal politeness... but I assume they know themselves well enough to know that they are better off when people try to be as direct as possible when interacting with them.
Where it breaks down is if/when they treat this as an objectively superior state of being and mode of interaction, and use it as an excuse to be rude to others.
I think the point was that directionally, on average, we might need to swing the pendulum the other way.
Incidentally, this reply.
> The person invoking Crocker's Rules is saying, in effect, "your feelings about how I might receive this are your problem to manage, not mine, just give me the information."
Isn't it quite the opposite? The person invoking Crocker's Rules is saying, in effect, "my feelings about the information and how I might receive it are my problem to manage, not yours, just give me the information."
I expect it's a bit of both.
I can't speak for other parts of the world, but in the US, it's not uncommon for people to walk on eggshells while reporting information to coworkers (and especially managers) because there's absolutely a large cohort who will shoot the messenger. Crocker's Rules are undoubtedly a reaction to the extreme whereby managers in particular fail to receive receive crucial information because their reports are too afraid to pass it along.
In other words, people fail to communicate out of fear born from an assumption on how the person they're communicating with will react. The original quote would have you ignore your own fear and hand over the information, while your modified version would indirectly address your fear by refusing to take responsibility for how the recipient might feel. Whichever way you go with it, you're largely accomplishing the same thing.
FWIW, I based my version on the source of Crocker's Rules linked in the article itself.
Yes, but it's also both. Everyone should manage their own feelings and exchange information both efficiently and respectfully.
I don't disagree that all people should. But Crocker's Rules are specifically to give the other person permission to give it to you straight because you assume responsibility and maturity to deal with the information itself, regardless of social niceties. And those rules cannot be imposed on the other person: invoking them yourself doesn't mean you can be an asshole back — as the very description of the rules linked in this article explains.
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Everyone says that they value directness, and from what I can tell the vast majority of people actually don't.
For example, I had a job interview a couple years ago where the interviewer showed up fifteen minutes late for a thirty minute interview. Eventually he did show up, and the interview proceeds more or less fine, and near the end he asks if I have any questions. I said "is it common to show up fifteen minutes late for interviews that you schedule? Because it comes off as unprofessional to me".
He started giving me a bunch of excuses about how busy he was and eventually I interject and say "Listen, I don't really care. I'm sure your reasons are valid to you but from my perspective it just looks like you were happy enough to let me waste half the interview just sitting around staring at my watch."
A day later the recruiter tells me that they don't want to move forward. I asked if they gave a reason why and apparently they thought I wasn't a good "culture fit".
I wish I could say I'm above it and that I'm some hyper-stoic who always wants the most direct version of everything, but I'm certainly not immune to wanting some niceties instead of complete blunt directness all the time. I try and be above it, but I'm not.
Presumably the rest of the company operates like that too, so you were indeed not a good culture fit.
I'm not sure that I'm a "culture fit" for most companies. I should probably start buying lottery tickets instead.
"Culture fit" is an euphemism for "did the interviewer like you?"
If most interviewers don't like you, that's something for you to think about. It's not necessarily bad, if you have a very specific personality that most people find disagreeable, then it's a good idea to look out for companies that cater to your personality, and where you will fit in. But it is something to think about.
FWIW if I were the interviewer, I would have green-flagged you as a must hire.
Mm they didn't really mean /any/ question, and weren't inviting directness. Just like "hi how are you" from a stranger isn't an invitation to respond that your cat just died and your transmission needs replacing
Of course they didn't want to move forward. That's what you had decided/wanted though right? I can't imagine you hoping for any other outcome with that kind of question and follow up?
> That's what you had decided/wanted though right? I can't imagine you hoping for any other outcome with that kind of question and follow up?
The job paid really well so a small part of me still wanted to move forward, but I will admit I was pretty annoyed.
I should provide a bit of context; the recruiter that the company “valued directness” on their copypasted job description.
Regardless, if you show up late halfway through an interview that you scheduled, you shouldn’t be surprised when people are irritated with you.
I'm not going to pretend I'm great at reading social situations, but I think your approach in this story would have annoyed 99% of interviewers, even if they genuinely valued directness. If they'd asked for feedback on the interview process, then sure, they'd be a hypocrite if they claimed to value directness but got mad when you told them honestly that you were bothered by their lateness. But when they ask for questions, they're not inviting criticism, and framing the criticism as a question is always going to come across as passive aggressive. (edit: Or maybe 'snarky' is a better word here, as you did follow it up with a direct criticism, so 'passive aggressive' might not be quite right.)
Being annoyed is fine but I would argue that they should deal with it if they’re going to make me waste half the interview time sitting around.
I’ll admit to a bit of douchiness on my end but I think they should have understood the snarkiness in this situation if they value directness.
A passive-aggressive interview "question" is a hilariously bad example of "directness". Nah dude, you were just a jerk.
Probably. I would argue that showing up extremely late for an interview that you scheduled is considerably more jerk-ish.
It also wasn’t passive aggressive, or at least it wasn’t intended to be. I actually wanted to know if that was just a thing that was common in the company so I could plan accordingly.
The discussion shows just how many different communication styles there are. So many comments about "XYZ is the right way", "ABC is always wrong" or "I did UV to someone who says they like UV and they took offence".
It shows me:
- there are many communication styles and people tend to think their preferred one is obviously right
- people are often unclear on what they actually value in communication (and might like the opposite of what they say they value)
- people seem also to, at times, confuse other people's different communication style for rudeness, indecisiveness or small-mindedness.
So I guess the reasonable policy is to adopt a hybrid approach. Be tolerant of other people's comms style, try to be concise with enough politeness added in that you don't offend people, even if they say they want you to be ruthlessly direct. When you need to, try to steer the conversation towards your preferred style. Maybe "ok, I understand the background, let's try to distill the facts now", or equally "I feel I need more context before we continue, let's slow down and...".
For example, I have worked in a number of medium sized (50-200) companies that were so proud of being flat structured meritocracies, where anyone can say anything directly to their superiors. Every single time it turned out to be BS, higher ups wanted deference and following chains of command. But that sounds less catchy.
It's easy to win an argument when you get to construct both sides. You can easily be direct and to the point without being brash.
You could, also, be wrong or misinformed, so I don't see the big deal about "Hey -- the latency numbers look pretty heavy. Should they be in the 400s?" or "I don't believe this is the best approach, we'll get issues with XYZ".
> If the payment service went down because a config value was wrong, the incident report should say: the payment service went down because config value X was set to Y when it needed to be set to Z.
The number of junior engineers I have had to coach out of this way of thinking to get the smallest fragment of value out of a postmortem process... dear Lord. I wonder if this person is similarly new to professional collaboration.
The larger personal site is very aesthetically cool, though – make sure you click around if you haven't!
Yeah, I wonder if the author has been in a situation where a brief explanation was taken by a higher up (or a cc'd higher-up x2, or x3) as "It was entirely my fault and I'm withholding details that would further implicate me and giving only the facts that don't."
I've had to work to balance emails like this between "they don't want the nitty gritty, they just want to be satisfied the issue is solved" and "They will definitely want the nitty gritty and think something is up if the details seems suspiciously sparse". Especially if the recipients are technical, and they know that you know that they're technical. what are you hiding, Qaadika? you're usually more verbose than this.
Look man, people are going to talk they way they talk. Just let them do it and deal with it for God's sake.
This reminds me of a front-page post a little while ago where someone wrote how much it stressed them out when people routinely apologized for delayed responses. Get over it.
I also sometimes wonder if folks writing these articles have had to work closely with people from culturally different places. I've had coworkers that literally could not be direct if their life depended on it for that reason, and I learned to deal with it.
This is pretty autistic. I kind of agree, being somewhat on the spectrum myself. But I think the world would be a considerably worse place if everyone abided by such rules.
Reading the article, I also feel that all of his examples are poor communication, both the "courteous" and the "direct" ones. You can communicate clearly and succinctly and also be considerate of the person you're talking to.
Some people have an attitude to work resembling “I spend most of my day here, so having enjoyable professional relationships with my coworkers is a major determinant of my quality of life.” And there are other people who have an attitude closer to “it’s my goal to deliver value efficiently and get paid. I’m not here to make friends. Any meaningful human interactions happen outside of work.”
I don’t know enough about autism to know if that’s the right label for the second category. (I’ve had coworkers who identified as autistic who seemed to deeply care about whether I enjoyed working with them.) I think these two types of people can work together productively, but I don’t think they’ll ever totally understand each other.
That's the point; you're supposed to agree on this level of directness beforehand, expressly and explicitly.
The problem is that too many people couch pettiness and personal attacks in the philosophy of "being direct" or "telling it like it is". OP specifically mentions that criticism must be made on technical merits. The people that hand-wave this distinction away are absolutely insufferable.
>considerably worse place if everyone abided by such rules
Those rules are not meant for everyone.
That's the theory, but there's absolutely normative statements in this piece. For example:
> When you spend the first third of your message establishing that you are a nice person who means well, you are not being considerate but you are making the recipient wade through noise to get to signal. You are training them to skim your messages, which means that when you actually need them to read carefully, they might not. You are demonstrating that you do not trust the relationship enough to just say the thing and you are signaling a level of insecurity that undermines the technical credibility you are trying to establish. Nobody reads "hope you had a great weekend" and thinks better of the person who wrote it, they probably just being trained to take you less seriously in the future, or at worse, if they're evil loving of Crocker's [sic?] like myself, they just think about the couple of seconds of their life they will never get back.
This very much sounds like the author believes that everyone who doesn't abide by these rules - not just him, not just people who've agreed to them, everyone - is deficient in some way. And it's not just a slip - this attitude is pervasive throughout the post.
Yes, exactly.
I strongly prefer directness in technical communication at work.
But the way the article author phrases his preferences as absolute truth rubs me the wrong way.
Also if I worked with that person then after reading the article I would have perhaps the opposite reaction to the author's intentions.
You still have to walk on eggshells to not offend him by including any bit of information that he might consider not relevant enough.
The blog post is an open letter: the author wants everyone reading to follow the those rules.
No. Crocker's rules are a request for people to act a certain way with respect to you, not wrt anyone else.
Crocker's rules themselves might be, but the essay is plainly contemptuous of people who aren't naturally disposed to follow them.
Should every incident report be written twice, once for normal people and once for the developmentally challenged then?
… I don't know what your incident reports look like, but if there's anywhere it's normal to optimise for communicative clarity rather than social wheel-greasing, it's an incident report!
How do you figure that the author is “developmentally challenged”? It sounds to me like they are able to handle their insecurities in a more mature and emotionally balanced way than most others.
I'd love to say that I value directness, but I frankly just kinda don't, for the most part. I don't want people to overly obfuscate what they are saying or beat around the bush, but... I have feelings. Often my feelings aren't rational. Often I have feelings about things when I should be more detached. But that's just how I am.
I don't want someone to come up to me and say, "Your code is wrong; you should have done ABC". I want them to say "Hey, I ran into a problem with your code. I think here on line 123 you meant to do ABC but you did XYZ by accident. What do you think?"
I'm not a dispassionate, disinterested observer. I do have some attachment to the code I write. I know -- and admire -- people who don't, but I'm just not one of them. I like it when someone is polite when they point out my mistakes.
I agree with the sentiment that gratuitous happy-talk adds noise to what ought to be clear, bottom-line-up-front engineering communications. But the recipients of those communications are people, and most people have feelings. So a good engineer ought to optimize those communications for overall success, and that means treating the intended recipients as if they matter. Some human-level communication is usually beneficial.
So, to use an example from the original post:
> "I hope this is okay to bring up and sorry for the long message, I just wanted to flag that I've been looking at the latency numbers and I'm not totally sure but it seems like there might be an issue with the caching layer?
There’s a lot of noise in this message. It’s noise because it doesn’t communicate useful engineering information, nor does it show you actually care about the recipients.
Here’s the original post’s suggested rewrite:
> The caching layer is causing a 400ms overhead on cold requests. Here's the trace.
This version communicates some of the essential engineering information, but it loses the important information about uncertainty in the diagnosis. It also lacks any useful human-to-human information.
I’d suggest something like this:
> Heads up: It looks like the caching layer is causing a 400ms overhead on cold requests. Here's the trace. Let me know how I can help. Thanks!
My changes are in italics. Breaking them down:
“Heads up” provides engineering context and human-to-human information: You are trying to help the recipients by alerting them to something they care about.
“It looks like” concisely signals that you have a good faith belief in your diagnosis but are not certain.
“Let me know how I can help” makes clear that you share the recipients’ interest in solving the problem and are not just dumping it at their feet and turning your back on them. You and they are on the same team.
“Thanks!” shows your sincere appreciation to the recipients for looking into the issue. It’s a tiny contribution of emotional fuel from you to them to give them a boost after receiving what might be disappointing news.
In sum, strip the noise and concisely communicate what is important, both engineering information and human information.
I agree with your point about human level communication and treating the recipients like they matter. I generally tend to prefer communication that is more on the blunt/direct side, but if there's one thing about communication that I've learned throughout my career, it is that the people who do best are adept at communicating well with a wide variety of people with different communication styles and preferences.
The people who try to force everyone else to fit into a specific bucket of communication style, or who refuse to deviate from their own strict communication preferences no matter the audience, those are the people I see struggle to find success relative to their peers.
I agree it makes sense to specify that it is not certain, by adding "it looks like" (or "it seems like", or other wording that would not be too long; as another comment mentions, "looks" can sometimes be wrong). The other stuff might be unnecessary, although it might depend if it is implied or expected according to the context (in many contexts I would expect it to be unnecessary; another comment mentions how it can even be wrong sometimes).
(Your message is better than the one with a lot of noise, though.)
> “It looks like” concisely signals that you have a good faith belief in your diagnosis but are not certain.
A lot of people never get past this level of sureness, so the signal is lost (or at least compressed). You can ask them for a number from a digital display and they’ll say it “looks like 54”.
One way to rectify the idea that these messages have signal (which I agree with) and what the article says is that it’s declaring bankruptcy on additional context. The extra text has so little value it’s worth removing as a rule.
"seems to be causing" is also an excellent alternative to "it looks like" that doesn't hinge on visual-sensory primacy, and tends to translate slightly less ambiguously across language-familiarity boundaries due to 'seems' having more precise meaning re: uncertainty than 'looks', 'feels', 'sounds'. Or you could abbreviate to "could be" / "may be" / "might be" (non-high certainty), "is probably" (high certainty) if that sort of nuance is your thing. Noteworthy point: it is neurotypical to treat "is" as 100% certain rather than 99.9% certain when someone says it confidently, but as 80% certain rather than 99.9% certain when someone says it uncertainly, based solely on non-verbal nuance; this can be infuriating and I tend to recommend saying "I am certain" at 99.9% in combination with courteous handling of the slight but eternal possibility of being wrong.
"Let me know how I can help" should not be taken for granted as a thing to be offered, though. Some teams have very strict divisions of labor. Some workers (especially anyone whose duties are 'monitor and report' rather than 'creatively solve') are not overtime-exempt and cannot volunteer their time. Some workers (especially anyone who's reached a high-capability tech position from the ground up) are flooded with opportunities to do less of their own job and more of everyone else's and must not preemptively offer their time to an open-ended offer of 'help'. A more focused phrase such as "Let me know if you have questions, need more evidence, etc." provides a layer of defense against that without implicitly denying assistance for help if requested.
"Thanks!" is one of the most mocked request-terminators I've seen in twenty years of business. It is widely abused as "have fun storming the castle, i'm out micdrop" rather than as a sincere expression of gratitude that contains any actual statement of why you're grateful. "Thank you for doing the job the company paid you to do" sounds ridiculous when you say it out loud, even to neurotypicals. Tell people thank you with more than one word if you mean it, and tell them what you're thanking them for, and consider thanking them for what they did rather than lobbing it like a grenade strapped to a problem. If you hand them a problem and they say "got it, I'll look into it", saying "Thanks." to that is completely fine; it serves the exact purpose of courtesy described, and also doubles as a positive-handoff "your plane" reply concluding the problem handoff, so that you can safely mark it as delegated, they can safely assume you didn't miss their message and are continuing to work it, etc.
I'd say I generally agree with this sentiment, but it's important to first build the proper rapport with the recipient. If you show them kindness and respect outside the bounds of technical conversations, they'll be much more likely to assume the best of you when you communicate straight-forwardly over technical matters.
You also should take care to avoid crossing the line into just being a jerk. This type of thinking is also often used by people who are simply arrogant and rude and are patting themselves on the back for being that way in the name of "directness" or "efficiency".
As with everything, I think there is an appropriate middle ground here. There is definitely too much beating around the bush in a lot of professional work, but some of that is actually useful and even good. Context doesn't always matter, but sometimes it does. Manners aren't always important, but sometimes they are.
A proper balance of direct and indirect is the appropriate tack to take.
I find it funny that the post promotes stripping useless information and yet a ton of the most useful information in those examples is placed in the skippable part.
Your coworkers are under too high a load, documentation is faulty, chain of communication is breaking down, your coworker lacks expertise in something.
All of those are calls to action!!
And no, you can’t tell the other person to “just communicate if it’s actionable” because they might not realise it. There’s lack of seniority, there’s tunnel vision…
I feel like the author is either embellishing the examples of frivolous communication they give or they work with some absolute headcases.
On my team we all trust each other to be fairly direct. On the flip side, “softening” a remark can signal to the recipient that you’re open minded to other solutions. “We should do X.” and “how would you feel about doing X?” accomplish the same thing but the second one fosters more psychologically safe discussion in my opinion.
There's nothing wrong in being nice and some chit-chat. Any kind of work, well most kinds of work, are about people and relationships. Building something with people when people can't relate to one another is quite hard.
While I agree with the sentiment for the effect its adherents want to have, but...
Why not just
"Communicate clearly"?
- Don't add fluff
- write as plainly as possible
- write as precisely as is reasonable
- Only make reasonable assumptions about the reader
- Do your best to anticipate ambiguity and proactively disambiguate. (Because your readers may assume that if they don't understand you, what you wrote isn't for them.)
- Don't be selfish or self-centered; pay attention to the other humans because a significant amount of communication happens in nuance no matter how hard we try to minimize it.
Because those are far more general than what he is asking for, and what he is asking for will usually not be seen as covered by your generalization.
Maybe this is a bit US-centric, direct negative feedback is very common in many cultures, e.g. Dutch
Probably. I'm from the US, and I know a few Dutch people, and I find their approach to direct negative feedback off-putting to the point of feeling rude, even when knowing what to expect from them. (I'm sure they find my communication style long-winded, frustrating, and a waste of their time.)
It's a cultural thing, to be sure, and what you grew up with and are used to tends to dominate how you feel about things.
Definitely sounds like the US.
When I worked a Radboud University in the Netherlands for a summer, they were definitely more direct than I was used to, and kept work more work-focused. But they also combined that with a culture of quitting on time, and going out to socialize a bit before dinner, which I think was vital to sustain interpersonal connections.
I liked that style a lot, but Americans are very bad about quitting on time, which necessitates more socialization at work itself.
You can communicate like this and have it be effective if you have an established good relationship with the recipient. That’s why team cohesiveness is important.
Context of whom you are communicating with is also important. That’s the trade off of approaches like these rules. In some situations they are fine. In others not so much.
Yes, in particular emotional trust is key. Maybe a few people can just declare their own emotional reactions away and have that stick, but you can't ask that of other people. We're still just apes. So if you want brief, clear communication, you need people to actually believe in their guts that when you tell them something they did is broken, it's not a personal attack.
I don’t agree - the type of communication between certain members makes a team harder for everyone to join. You end up with tribal knowledge to the extreme if you communicate like this. It’s why it is unbelievably bad advice - it claims it respects a listener’s time yet creates an environment where the majority won’t listen.
> You end up with tribal knowledge to the extreme if you communicate like this.
Wait, what? How does a team habit of bluntly stating facts result in "tribal knowledge"? If anything it should be the opposite. The approach in the article has problems but I don't believe that's one of them.
usually the people who ask for the most direct advice are also the ones who so vehemently disagree with it when it's something they don't like
Based on his more recent posts (e.g., on Facebook), I doubt Lee Daniel Crocker would approve of Crocker's Rules any longer.
Related. Others?
Crocker's rules - https://news.ycombinator.com/item?id=12881288 - Nov 2016 (54 comments)
I agree to a certain point, but I think about it in different terms – some people want to avoid any form of disagreement in order to maintain a kind of politeness, but I want to work on a team where people care enough to disagree with each other if something is wrong: https://joshduff.com/2024-07-18-communication-culture.html
In these times of heavy LLM use and the characteristic verboseness of their output, someone following Crocker's Rules might also be perceived as more human.
If you're running your open source project or other hobby endeavor, you can do it however you want. People will either adapt to your style or leave. The same, with some caveats, applies to running your own company (the caveats being lawsuits and needless drama if you take it too far).
But if you're a line employee for a corporation, this is the wrong approach, for two reasons. First, you will encounter many people who misinterpret directness as hostility, simply because your feelings toward another person are hard to convey in a chat message unless you include all that social-glue small talk. And if people on average think you're a jerk, they will either avoid you or reflexively push back.
But second... you're not that brilliant. Every now and then, the thing you think is wrong isn't actually wrong, you just don't understand why your solution was rejected beforehand. Maybe there are business requirements you don't know about, maybe things break in a different way if you make the change. Asking "hey, help me understand why this thing is the way it is" is often a better opener than "yo dude, your thing is broken, here's what you need to do, fix it now".
This sounds absolutely perfect for interaction with an LLM. It should be a toggle switch in settings.
Given the subject, it is funny to me that this post is meandering and repetitive.
I've been wrong enough times to make me want to preface anything I think is wrong at work by something along the lines of "Am I misunderstanding this or are you doing x, because I think that will clash with y". let them decide if it's worth looking at or not - I've been right enough times that they will want to.
I personally vastly prefer directness when I’m spoken to - but it’s important to recognize that most people do not have the emotional conditioning to handle that.
This is not something that will change within our lifetimes. Learn soft skills, learn how to be indirect. You don’t have to be as verbose with it as some of the examples in this article.
“Gassing them up”, “Letting them down gently”, “Little white lies”, etc - these are all examples of how benign emotional manipulation is essentially the crux of pleasant social interaction in most of the Western world.
It’s not my personal preference but it works because most people have unhandled insecurities.
Seems very vulcan. Works with vulcans and to some extent vulcan wannabees. Words have meaning, and how we express ourselves through our words is how we lead and share knowledge. There is nothing wrong with being honest, but honesty without love and care is brutality.
I see your point, and think one of the merits in OP's argument is precisely what you're saying: words have meaning, and saying something like "I think that X is probably the case" when you're virtually certain that X is the case dilutes the meaning of words.
That said, I think throughout the post OP is mixing different dimensions of communicatiom together in a way that confuses the conversation - namely conciseness, directness, and explicitness - which while often overlapping aren't exactly the same.
I'd prefer we instead all use Non-violent Communication. No need for permission. The world would be more beautiful place if we all had giraffe ears.
This article spends a lot of words to tell us that we should be more succinct in our communication.
I would have written a shorter letter, but I did not have the time
Eh pick your battles. This doesn’t bother me nearly as much as meetings that could be emails (or worse— a couple chat messages back and forth).
I actually thought this was going to be an article about talking with an AI, i.e., something with no feelings, not about interacting with other human beings. Treating all social cushioning as useless noise is simplistic. Communication between humans is not the same as communication with a compiler. The problem is verbosity, and lack of clarity, not politness. Those are different things
> "The caching layer is causing a 400ms overhead on cold requests. Here's the trace."
This reminds me of when my kids declare "I'M HUNGRY". Cool story bro, I'll record it in my journal.
This is a recipe for disaster. Please don’t follow Crocker’s Rules; just get better at communicating than the person who wrote this.
Your comment declares your opinion without explanation, and so lacks substance and is unpersuasive as written. More information would help HN readers evaluate your claims fairly rather than dismiss you. In specific, I’d love to hear your views on these questions so I can give you serious consideration:
> This is a recipe for disaster.
What about Crocker’s Rules, and/or this post’s advice to follow them, do you consider a recipe for disaster?
> Please don’t follow Crocker’s Rules;
What outcome are you hoping will result from granting your request? Do you have personal experiences with Crocker’s Rules underpinning this advice? Do you tend to experience social discomfort typically, atypically, or infrequently / never?
> just get better at communicating than the person who wrote this
Other than the presumed adherence to Crocker’s Rules in writing this, which is addressed by the questions above, do you have other criticisms of their writing to present? What communication ideals do you consider as better models than Crocker’s Rules? Do you consider there to exist appropriate circumstances for Crocker’s Rules?
“My quirky autism excuses me being an asshole” is how most of this reads. “Maximally direct” people need to learn how to mask better, and if it costs them too much then they’re not suited for professional work anyway.
The irony of your comment's tone is overwhelming.
Thought I’d try maximally direct communication.
Being direct isn’t being an asshole. Sprinkling random compliments and self-deprecating comments into useful feedback in a professional environment is disrespectful of time.
I’m convinced that the root cause is people are afraid to be wrong. Either they’re fearful of being fired, or think people will respect them less if they admit not knowing; the result is that everyone dances around objectivity.
I don’t care if you make an honest mistake. Hell, I don’t even care if you make a careless mistake, as long as you fix yourself. Everyone messes up - it’s how you act afterwards that matters.