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Mh. I'm treating too many things like chess, but in chess, intuition of very competent players tends to be deep pattern recognition. This kind of positive or constructive intuition in a concrete context warrants analysis imo.

This analysis allows discovery of the patterns recognized by the competent person, which teaches. The master level player calculates a couple of moves, and then ends up worried about a tactical threat. That's a useful way to think to learn about.

I have the same thing in tech. I can usually and pretty quickly figure out in what area and component an issue would be in. Our new colleagues have developed a habit of asking Why. And this has led to great knowledge sharing sessions and has in fact taught me a few things as well.

Though at the same time, among the technical leaders of the company, we've started to accept negative intuition without much explanation as well. If two or three people with decades of experience don't feel good about a decision, that's a bad thing. Even if they cannot voice that in a concrete way so far. Hiring is similar - an actual, but not necessarily concrete or constructive Nay out of 3 is a Nay overall.



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