• Monotropism

    Thsi comment by TexanFeller on Hacker News explaining monotropism with a metaphor.

    I find monotropism an apt way of understanding it. A normal person’s attention is like a flashlight they control that illuminates much of a room at once. Autistic brains are a tight beam flashlight, almost a laser for some, with its aim difficult to change. ADHD brains are more like a tight beam flashlight on a motorized mount that swivels in all directions, but you’re not always in control of where it swivels to…it’s like an AI constantly overrides your direction inputs and points the light at what it deems most exciting or urgent at the moment.

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  • Long tail

    This comment by godelski on Hacker News about how folks in the long tail, who seem least productive, are the ones who end up changing the world.

    You can’t have paradigm shifts by following the paradigm.

    How I think of it is we need a distribution of people (shaped like a power law, not a normal).

    Most people should be in the main body, doing what most people do. They’re probably the “most productive”.

    Then you have people in the mid tail who innovate but it’s incremental and not very novel. They produce frequently (our current research paradigm optimizes for this). But there aren’t leaps and bounds. Critically it keeps pushing things forward, refining and improving.

    But then there’s those in the long tail. They fail most of the time and are the “least productive”. Sometimes never doing anything of note their entire lives. But these are also the people that change the world in much bigger ways. And sometimes those that appeared to do nothing have their value found decades or centuries later.

    Not everyone needs to be Newton/Leibniz. Not everyone should be. But that kind of work is critical to advancing our knowledge and wealth as a species. The problem is it is often indistinguishable from wasting time. But I’m willing to bet that the work of Newton alone has created more value to all of human civilization than every failed long tail person has cost us.

    In any investment strategy you benefit from having high risk investments. Most lose you money but the ones that win reward you with much more than you lost. I’m not sure why this is so well known in the investment world but controversial in the research/academic/innovation world.

    This reminds me of the book Slack by Tom DeMarco.

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  • Leader

    Dare Obasanjo talking about what it takes to be a leader.

    Many people want to be managers to grow their careers but in reality being a leader is more important in the long run. A leader is someone whose authority is earned and people choose to follow as opposed to someone people have to follow because it’s their job.

    Good leaders are…

    • focused on the team instead of themselves. Good leaders want to develop others and help them grow. They are ambitious but it’s for the team’s success not just their own career.
    • effective and transparent communicators. They also understand listening is part of communicating
    • self aware about their strengths and weaknesses. Self awareness is coupled with a growth mindset. Weaknesses aren’t limitations but opportunities to learn.
    • respectful to their team and act with personal integrity. They set positive examples of how people should be treated.
    • effective at both short term execution and long term strategy. There is a vision for where we’re going and a path for how to get there.
    • effective delegators. Good leaders encourage autonomy and avoid becoming decision bottlenecks while giving the team growth opportunities.
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  • Follow the cap table, not the keynote

    Robert Greiner reflecting on the recent acquisition of Bun by Anthropic.

    Leaders don’t express their true beliefs in blog posts or conference quotes. They express them in hiring plans, acquisition targets, and compensation bands. If you want to understand what AI companies actually believe about engineering, follow the cap table, not the keynote.

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  • A comfortable future

    Becca Caddy talking about the future humans in the Pixar movie Wall-E and how that future now looks scary.

    I’ve been researching how AI shows up in sci-fi for an article I’m writing, and I keep coming back to Wall-E. Compared to The Terminator or The Matrix, nothing overtly terrifying happens. There’s no war between humans and machines, no extinction event, no malevolent intelligence plotting our downfall. 

    And yet, Wall-E feels more disturbing than most AI dystopias, at least to me.

    Because in Wall-E’s imagined future, humans aren’t enslaved by machines – at least not in the Matrix-y sort of way we usually imagine. But they’re gradually enfeebled by them. 

    Enfeeblement is a really useful world here. It doesn’t mean oppression or domination. It means becoming exhausted, debilitated and weakened by lack of use. Muscles atrophy, skills fade and agency dulls. 

    It’s not quite the same as the idea of learned helplessness, but it’s hard not to think of it. Those experiments where animals stop trying to escape from a threat, like drowning. And it’s not because they’re restrained either, but because they’re learned that effort no longer matters.

    That’s exactly what happens in Wall-E. Systems move for humans, think for them, decide for them. Until people barely use their bodies, their attention and their capacity to choose at all. Life becomes effortless, deeply comfortable, completely frictionless and smooth.

    Wall-E is one of my favourite movies. I still can’t imagine how Pixar pulled it off with no dialogues and only facial features of Wall-E to communicate emotions.

    Wall-E came out in 2008, one year after iPhone launch. AI and robots were a far away future. But the movie had the foresight about how AI and robots will transform humans when they become a reality. And now that AI and robots are becoming a reality, the future that Wall-E showed also seems to be becoming a reality. Unbelievable.

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  • Perfection

    Ted Lamade explaining how our imperfections give us character.

    Perfection, or the perception of it, has become the goal. We curate our lives on YouTube through highlight reels and post our airbrushed photos from vacation on Instagram. It’s why people are increasingly using artificial intelligence to “perfect” nearly everything they do. And yes, it’s why people are increasingly buying artificial Christmas trees….because they are easier to set up, cleaner to maintain, and “perfect” in so many ways.

    But here’s the question:

    By attempting to remove all the imperfections in life, are we removing the stories? The moments that make us laugh? The mistakes and imperfections that make us uniquely human?

    I don’t know. Maybe I sound like the Grinch. Maybe I am overly nostalgic for the past. Maybe I just need to accept that this is what progress looks like. Or maybe, just maybe, there is something special about the tree with the flat top. The one that leans a little. The one with “character.” The one you talk about for weeks, if not years later. The one that reminds you that since perfection is impossible, you might be better off simply embracing life’s imperfections.

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  • Seniors can ask dumb questions

    This comment by socketcluster on HackerNews on how seniors can ask dumb questions and why juniors hesitate to do the same.

    …I find that it’s seniors who ask the ‘dumb’ questions. Everyone is worried about losing face in this precarious economy… But seniors are able to ask really smart questions as well so even their dumb questions sound smart… They can usually spin dumb questions into a smart questions by going one level deeper and bringing nuance into the discussion. This may be difficult to do for a junior.

    My experience as a team lead working with a lot of juniors is that they are terrified of losing face and tend to talk a big game. As a team lead, I try to use language which expresses any doubts or knowledge gaps I have so that others in my team feel comfortable doing it as well. But a key aspect is that you have to really know your stuff in certain areas because you need to inspire others to mirror you… They won’t try to mirror you if they don’t respect you, based on your technical ability.

    You need to demonstrate deep knowledge in some areas and need to demonstrate excellent reasoning abilities before you can safely ask dumb questions IMO. I try to find the specific strengths and weaknesses of my team members. I give constructive criticism for weaknesses but always try to identify and acknowledge each person’s unique superpower; what makes them really stand out within the team. If people feel secure in their ‘superpower’, then they can be vulnerable in other areas and still feel confident. It’s important to correctly identify the ‘superpower’ though because you don’t want a Junior honing a skill that they don’t naturally possess or you don’t want them to be calling shots when they should be asking for help.

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  • Mark all as read

    I love RSS. No algorithms showing me ads. No infinite scroll. Just blogs that I have chosen to follow showing up in NetNewsWire. 

    And yet, at times, RSS also gives me anxiety. I follow around 150 blogs and open up NetNewsWire every single day in the morning. I dip in and out, read what catches my eye, and keep myself updated on the topics I care about. 

    But then life happens. A busy week. A vacation. Essentially a stretch of time where reading isn’t the priority. 

    And when I come back, open NetNewsWire, I am greeted with 200+ unread posts. Suddenly the thing that was supposed to reduce noise feels overwhelming.

    The feeling is oddly specific: “I am going to miss something important. I carefully chose these blogs. If I don’t read them, what was the point?”

    But overtime I have come to accept the uncomfortable reality—I will never read all the great posts that exist. Never. Once I accepted that reality it became easier to hit that “Mark all as read” button. A clean slate to begin with. And I have come to a realisation that if something was truly great it resurfaces, sooner or later, through another medium. Great posts never disappear forever.

    PS: Do not use this strategy on your work emails when coming back from vacation. Else you might be forced to take another vacation. 

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  • Eight years as shareholder of Colgate-Palmolive (India) Limited

    In the early days of my equity investment journey, I was looking for companies to invest in by focusing on those whose products I used. These companies—for me—were familiar, established, and likely to have been in business for a while. More importantly, they will also be in business in the future. That’s how Colgate landed in my portfolio.

    Figure 1
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  • Embodied knowledge

    This post by Aled Maclean-Jones where he uses Tom Cruise’s filmography to explain what is embodied knowledge is… chef’s kiss.

    In the world of Final Reckoning, where the Entity is all-seeing, things unsearchable and uncheckable like secret clues and symbols become vital. The president convinces an admiral to help her by writing down a date whose significance only the two of them understand. That admiral earns the trust of the USS Ohio’s commander by giving Cruise a medal whose meaning is private between them. To fool the Russians, who they know are listening in, Cruise’s team sends coordinates that direct him to the opposite side of the world from where he needs to be: a feint they know only he could decode.

    What Cruise and his team carry in their heads and bodies not only saves them but the world. Donloe, the CIA chief exiled to Alaska, knows the submarine’s coordinates because he memorized them a decade ago. Tapeesa, his wife, can deliver the lifesaving decompression tent because she still knows how to navigate by compass and sextant. Grace, Hayley Atwell’s pickpocket-turned-teammate, saves the world through a skill so subtle it can barely be named: the thing that separates a ‘good pickpocket’ from a ‘great one’ — timing.

    This division between characters with embodied knowledge and those without runs through all of Cruise’s recent work. His own impossible mission is to teach the value of physical competence: not just knowing things, but knowing how to do them. In Final Reckoning, this idea finds its clearest form.

    And a little further down in the post.

    It was Ryle who, in 1945, formulated the distinction that runs through Cruise’s films: that between knowledge of and knowledge how. The former was propositional, the sort you can articulate in neat, explicit statements. The latter was practical aptitude, the kind only revealed by competent action. Crucially, you can possess the latter without the former; knowing how does not entail being able to explain it. Donloe, crouched over a live nuclear bomb in Final Reckoning, gives the idea its best cinematic gloss. “Where’d you learn to do this?” asks his colleague, watching nervously. “Never said I did,” he replies.

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