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Thomas Edison put it plainly: "To have a great idea, have a lot of them." Steve Jobs said something similar. "Creativity is just having enough dots to connect... to connect experiences and to synthesise new things." Both of them are saying the same thing. Your first idea is rarely your best one. The reason why people you call creative can come up with great ideas easily is that they have had more experiences or have thought more about their experiences than other people. So the question becomes: how do you get more ideas, faster? The Most Used Method for Applied Creativity The answer has a name. It was coined by advertising executive Alex Osborn in the 1940s. He called it brainstorming - using the brain to storm a creative problem, with each person in the room attacking the same objective. It sounds simple. Most teams think they already do it. Most of them are wrong. Real brainstorming is a structured process with rules. Break the rules, and you get something that looks like brainstorming but produces far fewer useful ideas. Why Most Brainstorming Sessions Fail Here is what kills a brainstorming session before it even starts. Someone says an idea. Someone else says, "That won't work." The room goes quiet. People stop sharing. That is it. That is the whole problem. When people fear judgment, they self-censor. They only say the safe, obvious ideas. The interesting ones, the ones that could actually lead somewhere, stay locked inside people's heads. Most teams have that one gaffer who has already decided which ideas are worth hearing before anyone has finished their sentence. Or the one who gives you the floor, listens patiently, and then quietly bins everything you said, not because it was bad, but because it was not theirs. Both types do the same damage. The room reads it. People stop sharing. And just like that, the best idea in the session never gets spoken. The goal of brainstorming is to get more ideas. That means the number one rule is: defer judgment . The Rule

I sat down to work for 2 hours. I actually worked for 45 minutes. Sound familiar? You open your...

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Fourth of July weekend is the last great grill and griddle sale of the summer, including $250 off my favorite pellet smoker.

Everyone keeps saying AI will let a solo developer take down the giants. And everyone keeps saying the giants will just absorb everything. Both takes are wrong , and I spent a while reading the actual 2025 data to figure out why. I pulled from four of the biggest developer datasets of the year: DORA 2025 State of AI-Assisted Software Development (Google Cloud, ~4,867 respondents) Stack Overflow 2025 Developer Survey (49,009 respondents) GitHub Octoverse 2025 (behavioral data across 180M+ developers) JetBrains State of the Developer Ecosystem 2025 (24,534 developers) Here's the honest synthesis. It's more useful than either hype narrative. The one-sentence thesis AI collapsed the cost of writing software to near zero. It did not collapse the cost of distribution, trust, support, or being liable when it breaks — and those are ~80% of what a software business actually is. So the effect isn't "solos beat giants." The effect is that the middle got hollowed out . The 10-person, VC-funded, me-too startup building a feature is the loser of this era — squeezed from below by a solo who ships the same thing for free, and from above by a giant who bundles it. Solos and giants both survive. The undifferentiated middle doesn't. "AI is an amplifier, not an equalizer" This is the single most important finding of 2025, and it comes straight from DORA: "AI's primary role in software development is that of an amplifier. It magnifies the strengths of high-performing organizations and the dysfunctions of struggling ones." Read quickly, that kills the "AI levels the playing field" fantasy. AI rewards whoever already has good practices — not whoever is scrappiest. But read one layer deeper and it becomes the best available argument for the small team. DORA found the key enabler is independence of action — "the ability to develop, test, and deploy value independently, with little or no coordination cost." In an Adidas pilot they cite, teams in loosely-coupled architectures saw 20–30% produ

Turn to-dos into scheduled tasks Discussion | Link

Pressing enter to accept model suggestions now takes less effort than scrolling past it. One keystroke, and the code is yours. Reading it, understanding it, deciding if it's actually right, that part hasn't gotten any faster. That gap, between how fast we can accept code and how fast we can actually understand it, is where things start to go wrong. The new shape of technical debt We used to know where technical debt came from. Tight deadline, cut corner, # TODO: comment that nobody ever revisits. Rushing was the cause, and we could at least point to it. Now you can build up the same kind of debt on a calm Tuesday afternoon, no deadline in sight, just six suggestions in a row accepted because they looked fine and the flow felt good. Nobody rushed you, and the code still ended up just as unexamined. Same debt, just a different excuse. "It works" is not the same as "I understand why it works" Everyone knows that debugging is twice as hard as writing a program in the first place. So if you're as clever as you can be when you write it, how will you ever debug it? — Brian Kernighan, 1974 Fifty years later, the gap got wider. Kernighan was talking about code you wrote. At least you understood it once. A suggestion that compiles, passes the linter, survives code review and even comes with passing tests can still be standing on a wrong assumption that nobody caught, because nobody was reading it as code. They were reading it as output, and output that makes sense tends to get approved. Compiling is a low bar. Passing tests is a slightly higher one, depending on whether you wrote the tests, or its suggestion shaped or created those too. If it's the second, it's like grading its homework with its own answers. None of it tells you the logic is sound, that the edge cases are covered, or that it does what you actually needed, something we already learned every time we trusted code we didn't write. Somehow it's easy to forget it the moment the code appears inline, in our own edito

A full form backend you can test before paying Discussion | Link

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We started using Jira to manage our internal development workflow. At first it worked fine, but once we outgrew the free tier, the cost became hard to justify. At $15 per user per month, we were suddenly looking at a bill that did not match how we actually used the product. What we Built We created WannaTrack, a lightweight project management tool designed for small dev teams that do not need enterprise complexity. The goal was not to recreate Jira. It was to remove everything we did not use. Key ideas : minimal agile board with no clutter or heavy configuration simple issue tracking flow fast interface for daily development work minimal setup and no onboarding overhead Migration from Jira One of the biggest concerns was switching tools without breaking our workflow. So we built a Jira import tool that lets you migrate existing tickets into WannaTrack without manual effort. This allowed us to switch internally without downtime. Where it is now We now use WannaTrack daily for our own development workflow and are opening it up to other teams who feel the same pain with traditional tools. If you are a small dev team, indie hacker, or startup looking for a simpler issue tracker without overhead, you can check it out here: https://wannatrack.com

Is PlayStation about to make the same mistake Microsoft made with Xbox One?