There is a wonderful variety among humans. Ethnicity and culture provide one of the most important dimensions–but there can be profound differences between two people who look the same. If neither appreciates the differences, and thinks, “He’s just like me–only not doing a very good job of it,” there will be conflicts that can be prevented. If they understand their differences, both can profit. This document is written so that you can understand your hacker and enjoy a more productive working relationship.

Managers and hackers both vary, but there are some things that come up again and again. That’s why this document exists. I am concerned with a particular kind of clash that most hackers have with many managers–a conflict that is more easily resolved if both parties understand each other.

What are some of the common differences between managers and hackers? There are several, but let me list five important ones:


Managers

Hackers

Tends to be very concerned with morality, and wants to connect
with society and contribute. Rises to positions of responsibility,
not only in business, but in church and volunteer organizations.
Lives by responsibility and duty.

Intent on cultivating knowledge and skill. Rises to tremendous
levels of competency with technology and other things. High level
of discipline used to continually refine abilities.

Thinks concretely. Good at small talk, and at the logistical
details needed to run a business.

Thinks abstractly. Good at deep discussions, and thinking about
the hard concepts needed to work with technology.

Measures own contribution to society by the extent to which he
adds to rules and sees that people live by following rules. Tends
to equate rules with morality or the good of society.

Far more aware of the limitations of rules. Does not equate
rules with morality or the good of society. Very likely to notice
rules that are hurting your company–yes, they do exist,
and they’re more common than you think.

Closely resembles about 40% of the population; most people have
dealt with many similar people before, and can easily understand
managers.

Thinks in an uncommon way found in perhaps 5% of the population;
will encounter many people who have never known well anyone who is
similar. Can’t count on other people understanding him.

Is such a dominant force in human society that he can easily
forget that others might be different. Works well with people
because of how much he holds in common with so many others. Needs
to work at understanding people like hackers.

May have intense powers of concentration. Prizes an offbeat
and clever sense of humor. At times, painfully aware of
inconsistencies that are invisible to the people who are acting
hypocritically. Marches to the beat of a different drummer, and
needs to work at understanding people like managers.


Managers and hackers complement each other. If they work at it, they can enjoy a long and fruitful working relationship.

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