DAWS might be thought of as a superfield, which encompasses Classics as we know it but stretches far beyond the shores of the wine-dark sea. DAWS would enforce no borders, ethnic or linguistic, and would pursue the study of ancient civilizations wherever they may be. In short, DAWS would be the study of the ancient world.
I think the thing about paying attention to office culture is really important. Just pay attention and observe how people do things there. Every office has a bunch of unwritten rules about how they do things there. Sometimes they’re almost unconscious. Like, if you sat someone down and asked them about the culture, there would be things they wouldn’t …
Ethical training has to take into account that there will sometimes be unresolvable differences in personal values. Instead of focusing on what is right and what is wrong, ethical training should focus on giving software teams strategies and tools to interrogate their own work and see if it runs afoul of their own values.
One of the most challenging problems for acting ethically in any field is that different people have different values. There is no universal definition of what it means to be ethical, and people will disagree about the acceptability of specific decisions. A lifelong military man who values patriotism and national security will likely have genuine disagre…
Ethical training can empower technology workers by providing a framework for how to think about the impact and ethical implications of their work. It can also help produce solidarity and a lingua franca within the tech industry surrounding the challenging questions that technology continues to produce. Ethical training would also raise awareness among those designing these systems; engineers are more likely to think about potential for abuse, unintended consequences, and other ethical issues related to their work when they have been trained to see them.
So…how do we stop fighting the “Trojan War?” First, we stop trying to make the formal authority structure “Agile.” There is nothing about it that could ever be Agile in the first place. Second, the formal hierarchy, if it ever wants to move past lip service to Agile coupled with same-old, top-down Waterfall, must focus on enabling the informal authority network to make fast decisions, close to where the information lives, as it learns its way forward in a sense-and-respond (again, read “Agile”) fashion.
Anyone who has ever built a digital product knows that if you’re putting something seven screens away from the main screen with a series of scrolls, clicks, and nonobvious names, you’re actively trying to hide the content from the end user.