What gets me is the craft point. I've shipped more useful software in the last year than probably the previous five combined, and most of that is because I stopped treating code as the artifact and started treating the product as the artifact. The craft moved up a layer.

> until it is clear and elegant

New grads who spend weeks refactoring code are going to get lapped by new grads who ship something and iterate. There's just a faster feedback loop now.

This person is an educator. You should absolutely learn how to code by deep practice. You can easily learn how to use the slop machine in I don't know a week or something if the job demands it.

There's a lot of ways to ship things & iterate without having any idea what you are building or doing technically, without building any tastes for how things work.

Those people are going to be the absolute most dangerous possible thing you can do to a company.

Maybe some day we can just totally give up the technicals to the machine, but I strongly doubt it. Every single model is both brilliant, but also a fool, no matter how frontier it is.

Yes, the feedback loops are faster. But you need to assess what's actually technically happening. Someone does. Maybe you offload the actual thinking up the chain, delegate taste understanding and judgement to only people up the chain, and make them all go mad dealing with endless slopcoding they are being hit with. But just as bad, that junior engineer is robbing themself too. Maybe they get away with not looking, but they sure aren't going to learn a lot.

I'm missing the link but there was a great submission maybe a month ago about two hypothetical grad students, I think in astronomy, where one failed and flailed and did things largely the old fashioned way, and the other used AI to get it done. The advisor couldn't really tell who was doing what. But at the end, one student had learned & gained wisdom, and the other had served as a glorified relay between the AI and the advisor and learned little. Same work output, but different human outcomes.

Junior engineers are really not that cheap. Relative to your capabilities you are not a bargain. You take a ton of valuable time from other people. If a company is hiring you, they either are truly fools lacking basic understanding, or they are in on the bargain that they want you to be getting better, are testing to see if you can become more useful. Sure it's great to show up and have impressive output, but you need to actually be learning and growing. You need to be participating in the feedback loop actively. Or you will be lapped by people who care & think like engineers.

AI is not an abstraction layer. If this is not obvious to a so-called engineer, they should probably not be throwing stones.

We have to ask ourselves what the purpose of refactoring is. People use that word like some magic incantation, as if the value of some particular instance of "refactoring" were self-evident. "What are you doing?" "Oh, I'm refactoring X." "-hushed tones- Ohhhh, yes, carry on, then..."

Refactoring improves code organization. It makes the code more maintainable, arguably and more reusable. And, from an academic POV, makes code more satisfying conceptually by aligning it with the model of a domain more clearly and conspicuously. Good stuff.

Great. Now, in industry, what matters is the result. Nobody cares if the result was produced by a witch casting magic spells or a grunt hitting a rock with another rock. Industry is practical. It cares about "craft" as far as it enables commercial success (and yes, short-term thinking can be bad, but guess what: you need to eat in the short-term!). Maintainability is a nice thing to have, because it does allow us to more quickly develop code. But how maintainable something needs to be, especially in relation to other competing concerns, has no fixed answer. It really depends on the situation.

Practical wisdom, known as prudence in the classical literature, is the foundation of all moral behavior. The right decision, the right concern, really does depend on the circumstances. You cannot derive from principles, from the armchair, what the right course of action is for everything. The general principles may be immutable and absolute and fixed, but the way in which they are applied in particular circumstances will vary.

Academia can insulate people from certain kinds of practical concerns, which is supposed to aid theoretical work, but this demands that the academic recognize his limits. He is not in a position to pass judgement on prudential matters, which is to say matters that are not strictly matters of principle, if he is not prepared to engage competently with the concrete reality of the situation.