“We were testing Kauffman all along,” wrote Dan Dillon, a member of the first demolition class, “but my respect for him deepened because a lot of the officers will tell you what to do, but they won’t do it themselves. This man asks for suggestions. If they’re good, he uses them. And he participates in everything. The dirtiest, rottenest jobs that we tackle, he is in there doing as well as the rest of us. How could you not respect him?”
在《Made to Stick》这本书里面, Heath 讲了很多让信息更容易被理解和记住的办法,虽然这些办法是针对车间里的生产制造的工人和那些设计蓝图的人之间的冲突设计的,但是架构师和其他工程师之间也是类似的问题:
The manufacturing people were thinking, Why don’t you just come down to the factory floor and show me where the part should go? And the engineering people were thinking, What do I need to do to make the drawings better? As Bechky notes, the physical machine was the most effective and relevant domain of communication. Everyone understands the machines fluently. Therefore problems should be solved at the level of the machine. …the moral of the story is to find a “universal language,” one that everyone speaks fluently. Inevitably, that universal language will be concrete.