Some Hard Questions About Building a Team April 23, 2016Posted by Peter Varhol in Software development, Technology and Culture.
Tags: meritocracy, team
I feel a certain kinship with Pieter Hintjens. From his blog, it sounds like his diagnosis was similar to mine, last year. My diagnosis was wrong, and I declined surgery. In the same universe, he had the Whipple procedure, and has had at least several years of life tacked onto the end of his existence. And they seem to have been productive years, in a professional and personal sense, although it sounds like he may have little time left on the mortal plane.
But, reading other posts of his, I would hesitate to place myself firmly in his camp. Among his posts, on the viability of GitHub moving forward:
>> . . . a climate in which political outsiders use the weapons of gender and race against meritocracy.
So what is meritocracy? And what are the weapons of gender and race?
There was a time when I believed in strict meritocracy, like it was something that was easily definable and measureable. Age and experience have cured me of that delusion. In fact, we can’t define meritocracy in any way that doesn’t include our own biases.
Let me explain. Certainly, we can devise a test to determine who is the best at a particular skill. Or can we?
I spent my formative years studying psychology, which is where I was introduced to the concept of bias. We have these things called IQ tests, which purport to measure innate intelligence. Or something like that. But whatever we are measuring is the end product of our own biases of what comprises intelligence. There is a question on the standard IQ Test: What color is a banana? Seems straightforward. But to someone growing up with spoiled bananas, or no bananas at all, or even is color-blind, the question becomes problematic. Irrespective of intelligence.
I would not bet on a team that had the ten best programmers. I would bet on a team that worked as a team, with strengths and weaknesses. To compensate for the weaknesses, we need different points of view. To get different points of view, we need team members that are different, yet are cohesive. That is harder, and we shy away from harder.
Yes, there are people, who in their ignorance or incompetence, brandish gender and race maxims as teleology. And yes, they are wrong in a fundamental sense. And it is unfortunate that we have to endure them.
But that doesn’t mean that there is not value here. We are lazy. We ascribe success to intelligence, or ability. I say no. Success means having teams with complementary skills, not the best skills necessarily, but skills that offer the best chance of working effectively together.
How can we tell the difference between real value and political one ups-man-ship? Ah, that is the rub. I won’t pretend to be able to do so. But I do know that choosing the ten best pure coders is a recipe for failure.