Hello
I tend to ask questions.
- Do not assume. Ask instead.
- If something matters, please say it directly.
- Questions are how I understand things.
- Clear answers are always welcome, including "no" or "I don't know".
- Do not assume. Ask instead. (Yes, again.)
I work best when communication is clear, explicit, and documented. When something is unclear, I ask questions to build an accurate mental model. This is not meant to challenge anyone or slow things down. It is simply how I understand systems.
Written summaries, clear priorities, and information that can be found again later help me do my best work. If something important is said in conversation, capturing it briefly in writing usually saves time later.
"No", "not now", and "I don't know" are all perfectly fine answers. Clear signals are easier to work with than silence.
Not everyone works this way, and that is completely fine. What usually works best is when different kinds of minds make their expectations visible to each other. If there are situations where you would rather not answer questions, just tell me. I will happily respect that. What does not work well is expecting me to somehow infer it.
Most people assume others think roughly the way they do. I have made the same mistake from the opposite direction. Both assumptions turn out to be unreliable. The rule I try to follow now is simple: do not assume, ask. And if something matters to you, say it clearly. None of us can read each other's minds.
What usually helps
These are not strict requirements. They are patterns that tend to make collaboration smoother for me:
- Freedom to ask detailed clarification questions without it being interpreted as pushback or disagreement.
- Clear written instructions or summaries for tasks and decisions.
- Verbal discussions followed by a short written recap of key points or decisions.
- Defined priorities when multiple tasks compete.
- Explicit success criteria (what "done" looks like).
- A clear place where the current version of information lives (tickets, documentation, etc.).
- Context when priorities change, even briefly. Understanding the reason helps rebuild the mental model quickly.
- Advance notice of schedule changes when possible.
- The ability to process complex information asynchronously (for example through documents before or after meetings).
- Occasionally quieter focus time for deep work when solving complex problems.
When information is written clearly, named sensibly, and placed where a simple search can find it, people do not have to rely on luck, timing, or personal networks to get their work done.
This is not about everyone liking documentation. It is about understanding that discoverability reduces friction for everyone, including future versions of ourselves.
Tenets
| Tenet | Rationale | Alternative |
|---|---|---|
| Write things down and make them findable | Knowledge should not depend on who you know, timing, or luck. Writing and publishing clearly reduces friction, lowers social barriers, and treats documentation as infrastructure rather than folklore. | Or you could just... Reinvent the wheel every single time you do something |
| Asking is a choice, not a requirement | Conversation is valuable and often irreplaceable. But people should not have to interrupt, guess, or chase access to do their job or understand a system. | Force people into behaving like you do, because if it feels right for you it must feel right for other people as well |
| Publish where it can be found | Writing is only half the work. Information should live in a place that is searchable, stable, and accessible to those who need it including future versions of ourselves. | Keep the info to yourself, make people come to ask for it and you can feel important |