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Comment by tivert | Hacker News Reader

>> For example, in work I regularly overhear O(2 minute) conversations in which co-workers talk about edge cases in our system that I didn't realize existed

> Counterpoint: there are types which really like to insert themselves in every conversation or discussion. To the point it hampers not just their own work, but the work of everyone else.

That's not really counterpoint, it's just a occasional problem behavior of some individuals that remote makes more difficult, like someone humming at their desk.

It's sort of like someone who writes a bunch of useless unit tests. The solution isn't for the team to scrap unit testing, it's for that person to be coached to not do that.

One big problem with remote is that it makes a whole lot of stuff that can happen organically in an office into intentional practices that require discipline, which means they're a lot easier to neglect.

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>That's not really counterpoint, it's just a occasional problem behavior of some individuals that remote makes more difficult

Yet anecdotally, it has occurred in every open office so far. Managers were also eager to applaud this behavior rather than berate it, while at the same time looking at the actual work performed, scratching their heads why nothing was happening and then giving said individuals special treatment. I'm not alone in experiencing this, either.

>One big problem with remote is that it makes a whole lot of stuff that can happen organically in an office into intentional practices that require discipline, which means they're a lot easier to neglect.

"That's not really a counterpoint, just coach them not to do that." If your argument against my point is 'well just teach people differently, also it doesn't happen that often at all (despite it being a common complaint on the internet)', you'll also have to argue why your point is special enough not to deserve the same response.

Companies relying on a lack of documentation and individuals using said documentation is a humongous risk even outside the remote debate, and that's most of the requirements for remote covered. Those 'organic intentional practices' don't seem so great when 80% of the seniors on the team leave without a paper trail and the remainder knows zilch.

> Yet anecdotally, it has occurred in every open office so far.

Open offices are terrible, by the way. They provide few benefits, and their main effect is to magnify the downsides of in-office work (at least for software development). They just happened to be trendy and enable lower real-estate costs.

> Managers were also eager to applaud this behavior rather than berate it, while at the same time looking at the actual work performed, scratching their heads why nothing was happening and then giving said individuals special treatment.... you'll also have to argue why your point is special enough not to deserve the same response.

Many managers are not great.

A busybody is undermining team productivity without adding value is a management problem focused on that individual. Remote work introduces more systemic communication and training problems.

> Those 'organic intentional practices' don't seem so great when 80% of the seniors on the team leave without a paper trail and the remainder knows zilch.

My experience is remote work isn't leading to any special emphasis on documentation. And in any case, any reasonable level of documentation isn't going to make up for all the experienced people leaving.

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