Andrew Harmel-Law

@andrewhl.bsky.social

They/them. Technical Principal at Thoughtworks UK. All opinions are my own (at least I sourced them myself) and don't reflect those of my employer.

Among the misunderstandings of how AI might change management: for every decision to be made there is a right decision and otherwise many wrong decisions; the criteria for what makes a decision right doesn't change over time; speed is optimal for all decisions

This October I'll be running the Royal Parks Half Marathon in support of the Galilee Foundation. They have spent almost 20 years helping Palestinian students & preserving Palestinian culture through grassroots projects. 🏃‍➡️ 🏃‍♀️‍➡️ 🏃‍♂️‍➡️ Please sponsor me & share for reach www.justgiving.com/fundraising/...

Running the Royal Parks Half Marathon for the Galilee Foundation — and chasing a 20-year-old PB

Help A Harmel-Law raise money to support The Galilee Foundation

justgiving.com

What I find interesting — and this isn't visible on the site yet — is that these start to connect with heuristics from earlier episodes. Diana's complements one Paul Rayner shared: make implicit mental models explicit for objective collaboration. >>>

In a recent episode, Diana Montalion shared one that sits alongside it: design experiences instead of explaining more. When people resist change, the instinct is to add more explanation. Rarely works. >>>

Gien's full heuristic: surface value-based preferences before choosing technical solutions. Before evaluating options, dig into what's driving the strong preference. Is it fear of skills becoming outdated? Concern about maintainability? Making that visible changes the whole conversation. >>>