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>This one really rings true. Every individual change you don’t push back on makes things slowly, incrementally worse until you end up with a pile of garbage. But do you really want to block someone’s change because they wrote some awkward, hacky code? After all, they’ve solved some problem for the business and it might only take an hour to clean up later.

That depends on whether hacky code is nicely contained or spreads it's bad influence all over the place.

I would totally ask to add a reference to the tech debt ticket right there to the code so it's clear it's not a good practice to follow and to make sure that the ticket is actually created and not scheduled to be created by adding an async job into a memory hole.

Half the time, just asking for that is enough for stuff to be straightened out right there, as it's easier than creating a ticket.

>Later never comes. Hacks get built on top of other hacks and that one hour improvement would now be a week long refactor. No one can justify that.

But that's sometimes okay, it's a lifecycle of software. If business doesn't schedule maintenance, then maintenance schedules itself. The job of a good engineer is to make business types in the know about and let them decide.

> But that's sometimes okay, it's a lifecycle of software. If business doesn't schedule maintenance, then maintenance schedules itself. The job of a good engineer is to make business types in the know about and let them decide.

It's complicated. I've worked on a product that had accumulated 15 years of tech debt. This all happened for very good reasons. The previous leadership often needed to ship features to get contracts signed and to make payroll.

However, paying that debt off had become very expensive and getting meaningful returns from these improvements took a long time. The most direct value came out of making tests more comprehensive and faster. However, beyond that benefits were only tangible over months to years and only if you worked on the right code area. In a large corporation leadership tenure in a role is often shorter than that. So the personal incentives for much of leadership was to just ignore the tech debt.

It's an extreme example but it's where you can get yourself.

Edit: I am honestly not sure I have a strong recommendation from this, other than "watch the tech debt and pay it off when you get breathing room". But then original company leadership AFAIK never paid most of the cost (if any?) of the accumulated debt and had AFAIK two(!) nice exits from it.

> But that's sometimes okay, it's a lifecycle of software. If business doesn't schedule maintenance, then maintenance schedules itself. The job of a good engineer is to make business types in the know about and let them decide.

Or sometimes the code continues to encrust itself, like a pearl - or more likely, like a kidney stone - not fatally, but causing pain all the goddamned time.

> I would totally ask to add a reference to the tech debt ticket right there to the code

99 times out of 100, they create the tech debt ticket, they add the comment, and multiple years later no follow up was ever scheduled in and the ticket eventually just gets resolved out as "wont fix" or is otherwise never looked at again.

I learned a simple trick. Document all the shit, invent a metric that shows a difference between a painful shitty service-component-whatnot and a good one. The next time you are asked about feasibility of a project touching the blob of pain, point to the document listing it's status as "needs maintenance". Guess what -- time to make it right is allocated more often than it's not and if shit goes south, I will be taken seriously the next time.

That's just business. When a tram line has to be constructed and there is a leaking something something that will sabotage it if not taken care of, it's taken care of and included in the funding.

This doesn’t just apply to code - it applies to organisations just as easily.

I ate a lot of cat turds as a kid. Ate a whole bunch through university, and then I signed up to work for a cat turd factory in London.

Sucked. Decided to stop eating cat turds and go start a candy factory instead.

For the first few years, we made candy. Good candy. Then, slowly, gradually, over the course of a decade, we realised that our clients wanted cat turds, so little by little we started putting more turd and less candy in the product, and as part of that we of course had to start eating cat turds again. I would distribute them to my staff, our investors would check in to ensure everyone was still eating their turds, and I would eat as many of them as I could to save the staff from indigestion.

Fast forward a decade and we had a full scale cat turd factory going. I’d get up every day, ram thousands of the things down my throat, spent my nights vomiting them up, for it turns out you really can only eat so many, and then repeat.

Eventually, my body started failing. It turns out you can’t live on cat turds alone.

So I quit, and only snack on a cat turd occasionally these days, when the state mandates it.

The factory is still going strong. After my departure they got rid of the staff who didn’t realise how many turds they’d have to eat after I left, hired coprophages, and switched over to producing a successful line of cat diarrhoea.

> But do you really want to block someone’s change because they wrote some awkward, hacky code? After all, they’ve solved some problem for the business and it might only take an hour to clean up later.

Isn't this precisely the time to do it? You reject with a note that says the idea is good, but code needs to be improved. "Doesn't fit the style" type of response. Make the contributor make the update so that it doesn't need an hour later. Take the hour now.

In my experience these hacky changes are usually a consequence of some impedance mismatch in the codebase. Something is poorly factored, the interface (whether technical or personal) isn't suitable for purpose.

It's easy to push back on a hacky change if there's an elegant solution close at hand. But often the business needs and the architecture of the codebase are at odds with each other.

It might take me an hour, but communicating the idea to the engineer, convincing them it’s better, guiding them to the solution, and then having them build it will take far longer wall clock time.

And devs that have this line of thinking is precisely why there's a back log when it can only be done by one person. Instead, create style guides or other structured documentation that can be referenced in the rejection so you don't have to do it would be time much better spent. It helps contributors to be better contributors. It makes contributors want to continue contributing. Having every submit rejected gets to the point of not wanting to contribute.

The biggest cause of these issues isn’t style-related or something that can be easily documented ahead of time.

A recent example: an engineer wrote a custom caching layer for a service call, then called the service wrapper every time the data was needed, relying on caching to avoid hitting our dependency too often. I suggested fetching the data once and passing it around, but the engineer pushed back, citing the feature’s launch deadline and the effort required to update multiple interfaces. Their solution ultimately has more failure modes and is harder to test (requiring mocking of the service wrapper in several places), but it isn’t terrible and we probably won’t encounter cache overflow issues.

Another persistent example is function parameter length. Inevitably, there’s always “just one more argument” needed until we hit our configured linter limit. About 70% of the time, engineers add a suppression and push the change through as-is. Refactoring to reduce parameters can require significant work (and simply stuffing them into a parameter object doesn’t solve the underlying problem).

I could respond to these patterns by expanding our coding standards guide. It could document that caching shouldn’t be relied upon within a single request’s scope, or reinforce that functions should have fewer than 7 parameters (already enforced by our linter). But in my experience, these guidelines are rarely consulted before contributing. As the parameter example shows, people often push for exceptions rather than follow standards rigidly.

I do think standards guides can work well for open source projects, where contributions should never block someone from delivering value. Contributors always have the option to fork and use their changes as-is, which undermines arguments for “just getting something in.” Internal service codebases don’t have that luxury. When you’re changing a service to launch your feature before a major sales event, delays have real costs, and there’s no “I’ll fork this and maintain it myself” alternative.

Ahh man I just dealt with this, reviewed some code, approved, another one comes in the same code from before is moved around. So much diff. I'm like "why was this moved?" Then I just stop caring, stuff is not indented right. So many things to point out (yes use a linter/formatter). It's tough other people just give me the LGTM treatment, I'm the annoying one doing actual reviews. This one is less reviewed since it's a vibe-coded POC but yeah.

I think about this a lot, 'normalization of deviance'. https://en.wikipedia.org/wiki/Normalization_of_deviance

Paid to, supposedly. Utterly frustrating to be hired for Reliability and told endlessly to lower quality. 'Controlled opposition' it is, then.