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Abstraction is the original sin of technology. It's essential to do anything and we have taught two generations to treat abstractions as real, but not what's beneath the ones they use nor the implications of this lie, and we wonder why no one can see the impact the lie has on their work and world.

Abstractions are fine as long as you never forget they're a lie and you know how to think across multiple layers. At a minimum, you need a good understanding two layers below and above your work and enough knowledge to know the territory and where to start debugging four layers down.

Interestingly, this metric — understanding two layers in depth and a couple more more generally — is the same one the US Army uses when talking about understanding the context of orders as part of the leadership process — understanding the commander's intent two levels up from you.

In retrospect, it surprises me that we don't talk about this in engineering organizations more often, or even in business more generally. How many people understand their grandboss's goals? Or, for engineers with design as the layer above and product as the layer above that?

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I guess an important question here is: Is the grandboss' goal, in fact, commensurate with your own? Is what he wants fundamentally to get rid of you or to expropriate more value for you with less compensation?

Oh, I'm not saying you have to be aligned with it, although I would say that in a healthy organization one would be (with the onus being on the grandboss, not the IC). But still,how many failed systems would have this on their tombstone?