Very often, for a mindset that emerged inside environments with big batches, it takes increasing the holding cost of inventory to start changing the belief system that was created as a workaround for the limitations of the system and served as its governing constraint.
»because you see more feedback and quality being built in than on big PRs (‘LGTM + Approve syndrome’).
»»Bosses say “Does that make sense” … to get compliance.
Leaders ask “What didn’t make sense?” to invite discussion.
The higher the utilization in the system, the lower the availability and responsiveness, and the earlier you feel an urge to start with work in order to plan and coordinate it.
»the cost of code review while co-creating (pairing/mobbing) is zero.
»you have to take into account how long did it take you to make a change (processing time) not just how long it took to get a review (wait time).
»and 3 hours to get a review for the change, I’m either not going to rename the method or I’m going to rename it as part of some later change.
»in the design of methods and messages is that it hugely reduces coupling and enables faster current and future changes.
»have way higher chances of building an environment of trust, empathy, and psychological safety.
»There are different levels of feedback loops embedded in one another (e.g. compiler, tests, peer feedback, production, customers, etc.).
»