Thanks for your feedback! Personally I don’t encounter 1 out of 10 very often. I find that usually I can find some value, even if it’s small. Remember: if you rate something 1 out of 10, it means you see no value at all in the proposed work and you see how you can add a lot of value with helpful suggestions to move the work all the way to 10.

In the rare case that you don’t see any value nor any concrete steps to make it perfect, you’re probably the wrong person to give feedback on the work (as a conference reviewer I sometimes run into a session proposal that is completely outside my expertise and interest). Just be honest that you can’t help, or refer to someone who is better able to give feedback.

Marc

What would make it perfect:
- A example of what to do when your rating is 0/10 or 1/10 — i.e. you believe the idea is deeply flawed.

I liked this one. It’s a difficult thing, philosophy, as try to explain, beliefs do matter. One blocker to doing anything interesting is that some people don’t believe in continuous improvement. For this reason, I lost my temper with Denning’s book, Radical Management.

The other thing, I don’t think Lean is empirical. Or, if it is, it’s only empirical in the software sense. Empiricism, a la Plato in his cave, separates knowledge generation and its applications. The experiment has to run. We steer, following a homeostatic model, as engineers we generate and apply knowledge at the same time, often in non-ideal conditions. This has more to do with Marx’s praxis than empiricism.

Willem is right: blog more. Thanks.