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Fair point, and I agree, but complexity and creativity are orthogonal.

Managers clamp down on individual creativity and cleverness because they fear complexity, and rightly so, because 95% of software complexity serves no value, and only creates frustration and risk. Their risk-limiting optimization tends to suck all the fun and creativity out of the job, although that's not their intent.

Here's the problem: complexity emerges anyway (Greenspun's Tenth Rule). Force people to use Java instead of high-level languages and they'll invent AbstractFactory patterns and hideous, undocumented DSLs in the name of "object-oriented programming". The problem with software is the same problem that exists in legislation: laws are never unmade. The difference is that no one needs to know or care about horse-carriage requirements from 1730 in Philadelphia, but the legacy complexity in software lives on, making everything unreadable and messy.

Moreover, the end-result of all this unexpected complexity is that most software jobs become a legacy slog, which further reduces the room for creative expression.



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