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← Flow is a people problem before it is a tooling problem — it needs…
17 connected korrents · 17 moments from 12 Jun 2008 to 29 Sept 2026.
Everything filed under management
management
Everything filed under design
design
Everything filed under creativity
creativity
Everything filed under motivation
motivation
Everything filed under startups
startups
Everything filed under design
design
Everything filed under creativity
creativity Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: Flow is a people problem before it is a tooling problem — it needs clear direction, scope and purpose, which no tool supplies. Flow is a people problem before it is a tooling problem — it needs clear direction, scope and purpose, which no tool supplies. Last stated 7 months ago
22 Mar 2026
NF
Nicole Forsgren — holds since 2026-03-22 — tap for who they are
Same subject: People in flow are probably more critical, not more easily influenced, since flow must be challenging — tap to centre the map on it People in flow are probably more critical, not more easily influenced, since flow must be challenging
MC
Mihaly Csikszentmihalyi — holds since c. 1996 — tap for who they are
Same subject: The struggle of making something is not an obstacle in front of the work; it is where the meaning comes from. — tap to centre the map on it The struggle of making something is not an obstacle in front of the work; it is where the meaning comes from. Last stated 3 years ago
10 Aug 2023
NC
Nick Cave — holds since 2023-08-10 — tap for who they are
Same subject: Learning cannot happen in flow, because getting better at a skill means working beyond the level at which you can express it. — tap to centre the map on it Learning cannot happen in flow, because getting better at a skill means working beyond the level at which you can express it. Last stated 3 months ago
20 Jul 2026
TW
Tommy Wood — holds since 2026-07-20 — tap for who they are
Same subject: Now that anyone can build fast, the hardest problem in starting something is not the tech, the software or the people, but getting attention. — tap to centre the map on it Now that anyone can build fast, the hardest problem in starting something is not the tech, the software or the people, but getting attention. Last stated 2 months ago
10 Aug 2026
PS
Peter Steinberger — holds since 2026-08-10 — tap for who they are
Same subject: With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big. — tap to centre the map on it With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big. Last stated 4 weeks ago
23 Sept 2026
GT
Geoff Teehan — holds since 2026-09-23 — tap for who they are
Same subject: To design the end thing, a designer increasingly has to design a tool first. — tap to centre the map on it To design the end thing, a designer increasingly has to design a tool first. Last stated 2 months ago
18 Aug 2026
PM
Patrick Morgan — holds since 2026-08-18 — tap for who they are
Same subject: People creating their own workflows, building a set of tools and stringing them together to get to their output, is as creative as it gets. — tap to centre the map on it People creating their own workflows, building a set of tools and stringing them together to get to their output, is as creative as it gets. Last stated 7 months ago
2 Apr 2026
MS
Marvin Schwaibold — holds since 2026-04-02 — tap for who they are
Same subject: Designers should focus on the outcome rather than on building processes or maximising tokens. — tap to centre the map on it Designers should focus on the outcome rather than on building processes or maximising tokens. Last stated 2 months ago
16 Aug 2026
IS
Ian Silber — holds since 2026-08-16 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — tap for who they are
Same subject: AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. — tap to centre the map on it AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. Last stated 2 years ago
25 Mar 2025
JZ
Julie Zhuo — holds since 2025-03-25 — tap for who they are
Same subject: AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. — tap to centre the map on it AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. Last stated 4 weeks ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — tap for who they are
Same subject: An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. — tap to centre the map on it An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. — tap to centre the map on it A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. Last stated 3 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: An obsession with titles is what will screw people over. — tap to centre the map on it An obsession with titles is what will screw people over. Last stated 6 months ago
14 Apr 2026
BL
Brian Lovin — holds since 2026-04-14 — tap for who they are
Same subject: Better organizations recruit more effectively, because most people want to work for a high-quality organization — tap to centre the map on it Better organizations recruit more effectively, because most people want to work for a high-quality organization Last stated 18 years ago
12 Jun 2008
MB
Max Bazerman — holds since 2008-06-12 — tap for who they are
At the centre
Flow is a people problem before it is a tooling problem — it needs clear direction, scope and purpose, which no tool supplies.
Holds Read this korrent →
People in flow are probably more critical, not more easily influenced, since flow must be challenging
Last stated c. 1996
Holds
The struggle of making something is not an obstacle in front of the work; it is where the meaning comes from.
Holds
Learning cannot happen in flow, because getting better at a skill means working beyond the level at which you can express it.
Holds
Now that anyone can build fast, the hardest problem in starting something is not the tech, the software or the people, but getting attention.
Holds
With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big.
Holds
To design the end thing, a designer increasingly has to design a tool first.
Holds
People creating their own workflows, building a set of tools and stringing them together to get to their output, is as creative as it gets.
Holds
Designers should focus on the outcome rather than on building processes or maximising tokens.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
Holds
AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish.
Holds
AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people.
Holds
An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach.
Holds
A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off.
Holds
An obsession with titles is what will screw people over.
Holds
Better organizations recruit more effectively, because most people want to work for a high-quality organization
Holds