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I've known a few programmers who really just were not interested in the business side of things. And I've known a few who were really interested in it. On balance, I think this stereotype exist for a reason, but - as with all stereotypes - it is flawed when treated as a general truth.

Engineers tune out when they don't have any power or control. It's a survival mechanism. If you can't do anything about it, don't waste cycles on it.

Yeah, I've definitely seen this. But, on the flip side, I've seen manager types who want the technical people to get move involved in understanding the business issues and develop more of an ability to contribute at that boundary (to the extent that such a thing actually exists) between the "business world" and the "IT world".

If you folks will indulge me a bit of (related) self-promotion, I've written two recent blog posts[1][2], touching on a specific technique and methodology that I see gaining some steam, which deals with operating at that "chasm" between the worlds. In the first part, I argue that, in the future to come, developers are going to need to learn more about the business world AND that managers are going to have to learn more about technology.

[1]: http://fogbeam.blogspot.com/2013/02/so-what-is-capability-ca...

[2]: http://fogbeam.blogspot.com/2013/01/why-capability-cases-are...




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