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Writing, research, projects, and photos around “Communication”.
A consultation about a high-pressure blended role: looking past the schedule to the business goal, shared expectations, resources, and authority the work requires.
Consulting
7 min read
Part of the column “Engineering Teams & Technical Judgment” · Chapter 1
An edited consultation about an FDE conference, technical communication, and AI’s business value: when owners care about revenue and cost, how can technical people explain their work as a result worth testing?
Consulting
9 min read
Part of the column “Consulting & B2B Business” · Chapter 1
Two months in, there are requirements to deliver but no clear direction. A consultation interview about entering a new organization, business context, and how a senior engineer can begin to act.
Consulting
6 min read
Part of the column “Career Paths & Management Growth” · Chapter 1
A hands-on companion to the Five Lenses method: four scenarios — interview, promotion, reporting, and cross-team collaboration — show how to apply the structured tools and the Five Lenses to real problems.
Short
3 min read
Part of the column “Thinking Practice” · Chapter 4
A framework paper that advances structured thinking from the generic expression of "conclusion first, mutually exclusive and collectively exhaustive" into a four-stage problem-location method — Structure → Surface connections → Infer root problem → Find solution — with the causal, duality, dialectical, position, and interest lenses at its core, offering a testable training protocol and its boundaries of use.
19 min read
Read summaryDistill scattered thoughts into a document that can be discussed and acted on: tools handle the organizing, people handle the judgment.
Short
3 min read
Part of the column “Documentation & Knowledge” · Chapter 3
Starting from saying 1, 2, 3 clearly, practice listening, restating, answering, and self-review, so that messy information gains an actionable structure.
Short
4 min read
Part of the column “Thinking Practice” · Chapter 2
A responsible referral is not about prompting an application, but about helping both sides gain enough truthful information to judge whether it is worth getting closer.
Short
4 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 2
Recruiting branding is not about polishing a job posting; it is about making the right people believe: the work is worth doing, the team has a chance to make it happen, and they can push it into reality together with their peers.
Short
5 min read
When facing a long list of tasks, problems, and opinions, first define the standard of judgment, then find the few things that truly rank at the top.
Short
3 min read
Part of the column “Thinking Practice” · Chapter 1
Insecurity comes from the environment and also from comparison. First identify the source, then adjust expectations, extend the time horizon, and pull attention back from 'how others are doing' to 'what I should practice.'
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 13
When business growth slows, teams get anxious together. First set the tone of 'respond positively, analyze the problem, solve the critical path,' then talk through what's going wrong item by item.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 12
One-on-ones at work are not counseling. Break anxiety into "what you can control and what you cannot"; talk through perception first, then concrete pressures and working conditions.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 10
Sync the officially confirmed objective facts first, without covering up problems; then explain goals, stability, and the new ways of collaborating separately to superiors, the team, and collaborators.
Short
2 min read
The core of a 1-on-1 is helping managers and reports understand each other's goals and needs; authorization must follow information and role boundaries rather than mistaking context for transferred decision rights.
Short
1 min read
The goal of effective sync is not to send out everything you know, but to give a specific reader, at the right time, the information needed to judge, collaborate, or act.
Short
2 min read
The most expensive cost of remote collaboration is often not the time difference but the repeated loss of context. Clear closed-loop responsibility, asynchronous documentation, and limited overlap time make collaboration more stable.
Short
2 min read
Part of the column “Engineering Collaboration” · Chapter 2
Most project conflicts are not about someone failing to cooperate, but about goals, facts, or decision authority never being made explicit. Only by clarifying these three things first can disagreements return to something solvable.
Short
2 min read
Part of the column “Engineering Collaboration” · Chapter 1
Communication is a broad topic, but it can be made concrete. Starting with 'clarify first, then give feedback, then commit,' plus a complete list of questions for workplace communication.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 9
Structure isn't about applying a template; it's about making problems, evidence, trade-offs, and decisions checkable by others. A ready-to-use training and questioning checklist.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 7
Recruiting is not just about filling a vacancy; it is about continuously clarifying what the team needs and can offer, and calibrating judgment with every choice.
Short
4 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 1
Professional relationships are not a resource pool to be tapped, but a network of trust built slowly through real collaboration, measured help, and clear boundaries.
Short
5 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 3
Responsibility isn't mindless overtime or mindlessly taking on work. This set of questions makes clear 'who decides, who executes, when to escalate, and where accountability ends.'
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 5
'I've been really busy' is a genuine feeling, but it isn't good enough as communication. These questions break 'busy' into scheduling, capacity, trade-offs, and commitments, so both managers and reports can ask them.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 3
When you don't know how to open or what to talk about, begin by defining the problem clearly. A question-and-answer checklist that managers and reports alike can follow.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 2
Solve one problem per conversation, with each theme lasting 30 to 60 minutes. How to use this series, an overview of its topics, and the three closing principles.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 1
A practical way to write technical documents: state the conclusion and problem clearly first, then use the right structure to carry the plan, progress, and details.
Short
5 min read
Part of the column “Documentation & Knowledge” · Chapter 1