提升编程思维：程序员的认知潜能开发

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"程序员的思维修炼——开发认知潜能的九堂课" 这本书《程序员的思维修炼》由Andy Hunt撰写，旨在帮助软件开发人员提升他们的思维能力和解决问题的技巧。它源自英文版《Pragmatic Thinking and Learning: Refactor Your Wetware》，通过深入浅出的方式探讨了编程与认知科学的交汇点。书中内容涵盖了从新手到专家的成长路径、大脑的认知处理模式、右脑思维的培养、认知偏误的识别与避免、高效学习的技术、经验的充分利用、注意力管理以及超越专家的未来规划等多个方面。作者引入了Dreyfus模型来阐述从新手到专家的演变过程，帮助读者理解在软件开发中的不同阶段如何提升技能。书中还讨论了线性模式和富模式的认知处理，这两种模式对程序员在解决复杂问题时的思维方式有着深远影响。通过理解这两种模式，开发者可以更好地适应不同的工作场景。 "Get in your Right Mind"章节关注右脑思维的培养，强调了非线性思考在创新和问题解决中的重要性。而"Debug Your Mind"部分则提醒我们注意并克服认知偏误，这些偏误可能会影响我们的判断和决策。为了提高学习效率，书中提出了刻意练习的实用技巧。通过这些方法，读者可以更快更有效地学习新知识。"Gain Experience"章节则指导如何从日常工作中汲取教训，最大化学习成果。 "Manage Focus"部分讨论了如何更好地管理注意力、知识和上下文，这对于在信息爆炸的时代保持专注和高效工作至关重要。此外，作者还提出了一些策略，帮助读者在不断变化的环境中维持高效的工作状态。书评者对《程序员的思维修炼》给予了高度评价，认为它不仅提供了理论框架，还包含了许多实践建议。书中的故事和实例，如攀岩训练的故事，生动地展示了如何通过体验式学习提升技能。这本书被赞誉为能够激发个人潜能，提高工作效率，促进快速且轻松学习的宝贵资源。《程序员的思维修炼》是一本面向所有层次软件开发者的书籍，它提供了丰富的工具和策略，帮助读者提升思维能力，成为一个更聪明、更高效的程序员。无论你是初学者还是资深开发者，这本书都将引领你踏上认知提升的旅程，让你在IT行业中不断成长。

AGAIN WITH THE “PRAGMATIC”? 16

What Are Agile Methods?

The term agile methods was coined at a summit meeting

in February 2001 by seventeen leaders in software devel-

opment, including the founders of various development

methodologies such Extreme Programming, Scrum, Crystal,

and, of course, our own pragmatic programming.

Agile meth ods differ from traditional pla n-based methods

in a number of signiﬁcant ways, most notably in eschewing

rigid rules and discarding dusty old schedules in favor of

adapting to real-time feedback.

I’ll talk about agile methods often throughout the book,

because many of the agile ideas and practices ﬁt in well

with good cognitive habits.

1.1 Again with the “Pragma t i c”?

From the original The Pragmatic Programmer: From Journeyman to

Master [

HT00] to our Pragmatic Bookshelf publishing imprint, you

will notice that we have a certain preoccupation with the word prag-

matic. The essence of pragmatism is to do what works—for you.

So before we begin, please bear in mind that every individual is

different. Although many of the studies that I’ll reference have

been conducted on large populations, some have not. I’m going

to draw on a large variety of materi al ranging from hard scientiﬁc

fact proven with functional MRI scans of the brain to conceptual

theories, as well as material ranging from old wives’ tales to “Hey,

Fred tried it, and it worked for him.”

In many cases—especially when discussing the brain—the under-

lying scientiﬁc reasons are unknown or unknowable. But do not

let that worry you: if it works, then it’s pragmatic, and I wi ll offer

it here for your consideration. I hope many of these ideas will work

for you.

Only dead ﬁsh go with

the ﬂow.

But some folks are just plain wired dif-

ferently; you may be one of them. And

that’s OK; you shouldn’t follow any advice

blindly. Even mine. Instead, read with an

open min d. Try the suggestions, and decide what works for you.

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EVERYONE IS TALKING ABOUT THIS STUFF 18

These kinds of activities utilize very diff erent pathways in the

brain—pathways that are affected by your very thoughts and how

you think them. Your thoughts are not disconnected from t he rest

of the brain machinery or your body; it’s all connected. This is just

one example (and we’ll talk more about th e brain later in the book),

but it helps ill ustrate the importance of thinking about interacting

systems.

Everyt hing is

interconnected.

In his seminal book The Fifth Discipline:

The Art and Practice of the Learning Orga-

nization [

Sen90], Peter Senge popularized

the term systems thinking to describe a

different approach of viewing the world. In systems thinking, one

tries to envision an object as a connection point of several systems,

rather than as a discrete object unto itself.

For instance, you might consider a tree to be a single, discrete

object sitting on the visible ground. But in f act, a tree is a connec-

tion of at least two major systems: the processing cycle of leaves

and air and of roots and earth. It’s not static; it’s not i solated. And

even more interesting, you’ll rar ely be a simple observer of a sys-

tem. More likely, you’ll be part of it, whether you know it or not.

TIP 1

Always consider the context.

Put a copy of that up on your wall or your desktop, i n your con-

ference room, on your wh i teboard, or anywhere you think alone or

with other s. We’ll be returning to it.

1.3 Everyone I s Talking About This Stuff

As I was mulling over the idea of writing this book, I started to

notice t hat a lot of people in different disciplines were talking about

the topics in which I was interested. But these were in very different

and diverse areas, including the following:

• MBA and executive-level training

• Cognitive science research

3. Suggested by our old buddy Heisenberg and his quantum uncertainty principle,

the more general observer effect posits that you can’t observe a system without

altering it.

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WHERE WE’RE GOING 19

• Learning theory

• Nursing, health care, aviation, and other professions and

industries

• Yoga and meditat i ve practices

• Programming, abstraction, and problem solving

• Artiﬁcial intelligence research

There’s something

fundamental here.

When you star t to ﬁnd th e same set

of ideas—the same common threads—

showing up in different guises in these

very differen t areas, that’s usually a sign.

There must be something fundamental and very important lurking

under the covers for these similar ideas to be present in so many

different contexts.

Yoga and meditative t echniques seem to be enjoying quite a bit of

mainstream popularity these days, and not always for obvious rea-

sons. I noticed an article in an in-ﬂight magazi ne around October

2005 that t rumpeted the headline “Companies Now Offeri ng Yoga

and Meditation to Help Fight Rising Health-Care Costs.”

Large companies have not historically embraced such warm-and-

fuzzy activities. But the meteoric rise of health-care costs has

forced them to take any course of action that might help. Clearly,

they believe the studies showing that practi tioners of yoga and

meditative techniques enjoy greater overall health than the general

population. In this book, we’re more interested in the areas related

to cognition, but greater overall health is a nice side beneﬁt.

I also noticed that a number of MBA and executive-level courses

promote various meditative, creative, and intuitive techniques—

stuff that ﬁts in perfectly w i th the available research but that has

not yet been passed down to the employees in the trenches, includ-

ing us knowledge-worker types.

But not to worry, we’ll be covering these topics here for you. No

MBA required.

1.4 Where We’re Going

Every good journey begins with a map, and ours appears in the

front portion of this book. Despite the linear ﬂow of a book, these

topics are entwined and interrelated, as the map shows.

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WHERE WE’RE GOING 20

After all, every thing is connected to everything else. But it’s some-

what difﬁcult to appreciate t hat idea with a linear read of a book.

You can’t always get a sense of what’s related when faced with

countless “see also” references in the text. By presenting the map

graphically, I hope y ou get the opportunity to see what’s related to

what a lit tle more clearl y.

With that in mind, the following is r oughly where we are headed,

despite a few side trips, t an gents, and excursions on the way.

Journey from Novice to Expert

In the ﬁrst part of the book, we’ll look at why y our brain works as

it does, beginning with a popular model of expertise.

The Dreyfus model of skill acquisition provides a powerful way of

looking at how you move beyond beginner-level performance and

begin the journey to mastery of a skill. We’ll take a look at the Drey-

fus model and in particular look at the keys to becoming an expert:

harnessing and applying your own experience, understanding con-

text, and harnessing intuition.

This Is Your Brain

The most important tool in software development is, of course,

your own brain. We’ll take a look at some of the basics of cog-

nitive science and neuroscience as th ey relate to our interests as

software developers, i ncluding a model of the brain that looks a lot

like a dual-CPU, shared-bus design and how to do your own brain

surgery of a sort.

Get in Your Right Mind

Once we have a better understan ding of th e brain, we wil l ﬁnd ways

to exploit underutilized facets of thinking to help encourage bet-

ter creativity and problem solving, as well as harvest an d process

experiences more effectively.

We’ll also take a look at where intuition comes from. Intuition, the

hallmark of the expert, turns out to be a tricky beast. You need

it, you rely on it, but you also probably ﬁght against using it con-

stantly, without knowing why. You may also be actively suspicious

of your own and others’ intuition, mistakenly t hinking that it’s “not

scientiﬁc.”

We’ll see how to ﬁx that and give your intuition freer reign.

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