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