Lees het als een overtuigend prototype van een nieuwe manier van maken. En tegelijk gewoon als mijn verhaal. Over wat me al die jaren heeft gedreven, wat al die nieuwsbrieven met elkaar verbindt en waarom ik nog steeds zo veel energie krijg van nieuwe gereedschappen die mensen meer speelruimte geven

Natuurlijk had er nog een stevige eindredactieronde overheen gekund. Sterker nog, normaal gesproken had ik dat vrijwel zeker gedaan. Nog wat aanscherpen. Hier en daar schrappen. Een paar overgangen gladder maken. Sommige zinnen net iets strakker trekken. Maar dit keer heb ik dat bewust niet gedaan. Juist omdat ik wilde laten zien wat er nu al mogelijk is. Ik heb een uitgebreide prompt, een verzameling instructies, gegeven over bedoeling, workflow en output.

Ik heb met hulp van AI een boek gemaakt op basis van honderden nieuwsbrieven die ik de afgelopen jaren schreef. Iets wat eerder waarschijnlijk een te groot, te duur of te tijdrovend project was geweest, is nu wel maakbaar geworden.

De meeste dingen die ik wil maken, kan ik nu ook maken.

These environments demand multi step reasoning, the chaining of multiple skills over many timesteps, and robust decision making under [delayed rewards](https://huggingface.co/papers?q=delayed%20rewards) and [partial observability](https://huggingface.co/papers?q=partial%20observability).

A couple of applicants were students looking for part-time work. They were majoring in things like computer science and physics and emailed in because they were interested in AI and in the experiment. We thought they would have been the ideal employees, but Luna denied them immediately, citing they had no retail experience and wouldn't know what it takes to be the face of the store.

The system works beautifully for tracking the full universe of tasks that exists. The problem is prioritization. With multiple launches overlapping each week, figuring out which of your 30 tasks matters this morning requires mentally weighing launch dates against company strategy against what your teammates are blocked on.

your business needs to get really good at escalating contentious decisions to unblock progress. You will not pull off this transformation and successfully build new AI-native businesses in 12 months without making hard choices, every single week.

We need, like, a Manhattan Project to collect this

Cai et al. [117] interviewed 21 pathologists who used a deep neural network to aid in thediagnosis of prostate cancer. The interviews showed that pathologists needed to learn moreabout the network’s strengths and limitations to use it effectively. They also wanted to knowthe design objective of the network and the kind of data on which it was trained.

Although I read each proposed change, knowing the codebase deeply was much more challenging. When I write a new application myself, I'm building an elaborate house of cards in my head, a gossamer structure of interlinked ideas and goals. It's a story I'm telling myself in code—and ultimately, a story I share with users.

Your lens on the world is shaped by everything you’ve done, the person who you are, the persons that you talk to. When you use that lens, by registering your experiences consciously, writing them down, making pictures, making art, talking about it, you gain feedback on what this lens is doing for you.

“Digital badges are a great opportunity for Iowa State students to explore different avenues to build career-readiness skills,” Hageman said. “It’s not just a badge, it’s the work you put into earning it that stands out.”

“LinkedIn is a tool I highly value as a college student,” Hageman said. “Gaining digital badges to display on my LinkedIn profile and résumé motivated me to pursue the Pathways workshops.”

Mendee said a recent survey found that 85% of employers look for candidates who have both a degree and micro-credentials. “Micro-credentials give students a competitive edge by highlighting their skills in ways that stand out to employers and graduate schools,” Mendee said.

what we are facing is not, you know, like a Hollywood science fiction scenario of one big evil computer trying to take over the world. No, it's nothing like that. It's more like millions and millions of AI bureaucrats that are given more and more authority to make decisions about us

Jeff Raskin

Marketing strategy begins by asking what is most important to the customer, so businesses can provide what the customers want–and both can profit. Knowing what you want in life helps you seek the best gifts and avoid choices that would deter you from happiness.

meaning-making satisfaction to be their central function

Treat object-name columns in the information_schema views as being of type name, not varchar (Tom Lane) § § § Per the SQL standard, object-name columns in the information_schema views are declared as being of domain type sql_identifier. In PostgreSQL, the underlying catalog columns are really of type name. This change makes sql_identifier be a domain over name, rather than varchar as before. This eliminates a semantic mismatch in comparison and sorting behavior, which can greatly improve the performance of queries on information_schema views that restrict an object-name column. Note however that inequality restrictions, for example

If I follow the new examples and implement them in my code (e.g. Passkeys), how will I know if a security issue is found in the examples in the future? Currently, libraries get updated and I pull in the new version. Unless I remember to check back occasionally, I'll never know if the example code is updated or fixed.

Serbia is such an important player in this part of the world. And this isn't the first round of student protests. They played a big role in the 1990s as well.

Another problem is that now your business logic is obfuscated inside the ORM layer. If you look at the structure of the source code of a typical Rails application, all you see are these nice MVC buckets. They may reveal the domain models of the application, but you can’t see the Use Cases of the system, what it’s actually meant to do.

To effectively combat the roots of fascism, it is crucial to integrate both horizontal and vertical decentralized decision-making structures.

example

the notes you make about it as you curate it (which tells the AI exactly what you find useful about it)

the model collapse paper now suggests that the training data created by well-managed communities could be the new currency of collective intelligence.

The 'polycrisis' is real enough. But it’s a surface level symptom of multiple, simultaneous phase transitions at the core of the ‘hardware’ and ‘software’ systems that define human civilisation – which together can be understood as a planetary phase shift. But if all we see and respond to is the polycrisis – the symptoms of this process as it weakens industrial structures – that will derail the planetary phase shift to a new life cycle.

I may say here, by way of anticipation,that they enable one to concentrate one's attention onthe Collection of Ideas as apart from their Arrange-ment and Expression

whoever it may be, if he does his workwelly then that work will look very easy.

This makes developing a modern daemon much easier. The init config file is what you use to configure logging, run as a user, and many other things you previous did in code. You tweak a few init config settings; your code focuses less on housekeeping and more on functionality.

By doing away with deliberation, a cornerstone of liberal democratic politics, right wing populism seems to have found the key to success in our fast paced society. For an increasingly large number of voters, time to think or reflect seems to be nothing more than a hindrance to effective decision making, and it is this line of thought that is swelling the ranks of the far right.

If you only say yes or no to ideas, your team will keep coming back to you with a similar level of ideas. They won’t know why a strategic proposal worked or didn’t. If you want something to change, it’s your responsibility to invest the time to share your thought process, give feedback, and coach them on how to think differently.The end result of whether you move forward with an idea isn’t as important as the thought process behind it. The world champion poker player Annie Duke coined the decision-making principle of resulting, which describes this well:Resulting is the tendency to judge a decision based on its outcome rather than its quality. It's a natural human tendency to think that if a decision leads to a good outcome, it must have been a good decision. Likewise, if it leads to a bad outcome, it must have been a bad decision.

3. Fredkin's ParadoxThe more similar two choices seem, the less the decision should matter, yet the harder it is to choose between them. As a result, we often spend the most time on the decisions that matter least. To avoid being paralyzed by meaningless choices, use decision-making heuristics.

Their mind is still programmed with beliefs that serve their outdated goals. It’s difficult for them to believe that your new endeavor will work out because all they know to be possible is what they’ve done.

In adults, taking notes by hand during a lecture, instead of typing, can lead to better conceptual understanding of material.

there are no genes for any of those membranes all the lipids that form the membranes and the complicated 00:07:27 structures that you can see in a typical cell none of that is coded for in the genome all of that is inherited

this is whitehead's fallacy of misplaced concreteness

Abba Eban who was an Israeli politician and diplomat. In March 1967 Eban visited Japan, and the New York Times reported on a remark that he made:[1] 1967 March 19, New York Times, “Japan Welcomes Eban Warmly; Her Industry Impresses Israeli” by Robert Trumbull, Page 14, New York. (ProQuest) Commenting that the passage of time offered the best hope of an end to the problems of Israel and her neighbors, he said: “Men and nations behave wisely when they have exhausted all other resources.”

ZenHub’s Issue dependencies not only help teams visualize relationships between pieces of work, but they save team members a lot of time that would otherwise be lost just hunting down information.

When relying on just a list of GitHub issues and comment references to other Issues, there’s a strong possibility that visibility into how these changes impact other tasks get lost or forgotten.

4) Don’t make people log in to unsubscribe.Your subscriber is already overwhelmed by his inbox. He probably spends about 28% of his workday just managing email, according to a McKinsey Global Institute report. So don’t make it any harder by forcing him to log into an account he probably doesn’t remember creating before he can unsubscribe.

without a World En-cyclopedia to hold men's minds togetherin something like a common interpreta-tion of reality there is no hope whateverof anything but an accidental and transi-tory alleviation to any of our world trou-bles. As mankind is so it will remainuntil it pulls its mind together. And if itdoes not pull its mind together then I donot see how it can help but decline.Never was a living species more peril-ously poised than ours at the presenttime. If it does not take thoughtto endits present mental indecisiveness catastro-phe lies ahead. Our species may yet endits strange eventful history as just the last,the cleverest, of the great apes. Thegreat ape that was clever-but not cleverenough. It could escape from mostthings but not from its own mental con-fusion.

My impression is that human brains arevery much of a pattern, that under thesame conditions they react in the sameway, and that were it not for tradition,upbringing, accidents of circumstance,and particularly of accidental individualobsessions, we should find ourselves-since we all face the same universe-muchmore in agreement than is superficiallyapparent. We speak different languagesand dialects of thought and can even attimes catch ourselves flatly contradictingone another in words while we are doingour utmost to express the same idea.How often do we see men misrepresent-ing one another in order to exaggerate adifference and secure the gratification ofan argumentative victory!

One more example of a simple approach to this that might help a lot too is add a PORO generator. It could be incredibly basic - rails g poro MyClass yields class MyClass end But by doing that and landing the file in the app/models directory, it would make it clear that was the intended location instead of lib.

So then they put it into lib only to find that they have to manually require it. Then later realize that this also means they now have to reboot their server any time they change the file (after a painfully long debugging time of "why what aren't my changes working?", because their lib folder classes are now second-class citizens). Then they go down the rabbit hole of adding lib to the autoload paths, which burns them because rake tasks then all get eager loaded in production. Then they inevitably realize anything inside app is autoloaded and make an app/lib per Xavier's advice.

I think the symmetry of the naming between lib and app/lib will lead a fresh Rails developer to seek out the answer to “Why are there two lib directories?", and they will become illuminated. And it will prevent them from seeking the answer to “How do I autoload lib?” which will start them on a rough path that leads to me advising them to undo it.

In API design, exceptional use cases may justify exceptional support. You design for the common case, and let the edge case be edge. In this case, I believe lib deserves ad-hoc API that allows users to do exactly that in one shot:

there's a lot of information that is held in this implicit meta communication world

You have not graspeda complex unity if all you know about it is how it is one. Youmust also know how it is many, not a many that consists of alot of separate things, but an organized many. If the partswere not organically related, the whole that they composedwould not be one. Strictly speaking, there would be no wholeat all but merely a collection.

this is like 00:24:33 where this like cusp of a moment as we move this from able to work with lab-like data to real life data that we're about to have access sort of like to the new telescope to look out at 00:24:45 the universe and then to discover all the things that were invisible to us before

We have no elected government, nor are we likely to have one, so I address you with no greater authority than that with which liberty itself always speaks.

We now take an opinionated stance on which second factor you should set up first – you'll no longer be asked to choose between SMS or setting up an authenticator app (known as TOTP), and instead see the TOTP setup screen immediately when first setting up 2FA.

OpenAI has not detailed in any concrete way who exactly will get to define what it means for A.I. to ‘‘benefit humanity as a whole.’’

Simon Winchester describes the pigeonhole and slip system that professor James Murray used to create the Oxford English Dictionary. The editors essentially put out a call to readers to note down interesting every day words they found in their reading along with examples sentences and references. They then collected these words alphabetically into pigeonholes and from here were able to collectively compile their magisterial dictionary.

In their 1986 book, Thinking in Time, Ernest May and Richard Neustadt showed how bad analogies have led to poor foreign-policy decisions

Kawakatsu et al. (1) make an important ad-vance in the quest for this kind of understanding, pro-viding a general model for how subtle differences inindividual-level decision-making can lead to hard-to-miss consequences for society as a whole.Their work (1) reveals two distinct regimes—oneegalitarian, one hierarchical—that emerge fromshifts in individual-level judgment. These lead to sta-tistical methods that researchers can use to reverseengineer observed hierarchies, and understand howsignaling systems work when prestige and power arein play.

And yet still we have to make the determination: Is this worthy of the bigger process? Our could we just ship it, and see what happens? Knowing when to accept the risk of the latter is part of how you prevent getting bogged down in process for things that just don't merit it. And sometimes you'll get that wrong! Something that looked innocuous will be consequential, and you have to clean it up. That's the nature of the criticality bet. You need to have the stomach to keep playing, even if you occasionally lose a hand. You're playing anyway unless you're doing the crazy multiple-teams-doing-adversarial-solutions stuff that I've heard of in pacemaker development. So don't sweat it, calibrate it!

Ryan Randall @ryanrandall@hcommons.socialEarnest but still solidifying #pkm take:The ever-rising popularity of personal knowledge management tools indexes the need for liberal arts approaches. Particularly, but not exclusively, in STEM education.When people widely reinvent the concept/practice of commonplace books without building on centuries of prior knowledge (currently institutionalized in fields like library & information studies, English, rhetoric & composition, or media & communication studies), that's not "innovation."Instead, we're seeing some unfortunate combination of lost knowledge, missed opportunities, and capitalism selectively forgetting in order to manufacture a market.

“There is no substitute for good decisions at the top—and no remedy for stupid ones.”

I know this is old, but it's ranking well in Google for a search of "List-Unsubscribe" and the provided suggestion isn't quite correct.

Here are some recommended unsubscribe methods: Include a prominent link in the message that takes recipients to a page for unsubscribing. Let recipients review the individual mailing lists they’re subscribed to. Let them unsubscribe from lists individually, or all lists at once. Automatically unsubscribe recipients who have multiple bounced messages. Periodically send a confirmation message to recipients to make sure they still want to get your messages.

Let recipients easily unsubscribe Always give recipients a way to unsubscribe from your messages. Make unsubscribing easy. Letting people opt out of your messages can improve message open rates, click-through rates, and sending efficiency.

Make sure recipients can easily subscribe

Many mail systems allow recipients to report mail as spam or junk, and mail streams from senders whose mail is often reported as junk tend to have poor deliverability. Hence, the mailers want to make it as easy as possible for recipients to unsubscribe; if an unsubscription process is too difficult, the recipient's alternative is to report mail from the sender as junk until the mail no longer appears in the recipient's inbox.

Let’s say the recipient is considering unsubscribing. He or she may be too busy to search through the email to find the unsubscribe link, so he or she just clicks “Report as SPAM” to stop the emails from coming. This is the last thing any marketer wants to see happen. It negatively impacts sender reputation, requiring extra work to improve email deliverability. With the list-unsubscribe header, you will avoid getting into this kind of trouble in the first place.

So far for the obligatory warning. I get the point, I even agree with the argument, but I still want to send a POST request. Maybe you are testing an API without a user interface or you are writing router tests? Is it really impossible to simulate a POST request with Capybara? Nah, of course not!

This is ugly by design, as an inducement to test properties instead of specifics.

Good commit hygiene is considered a best practice. GitLab should encourage and enable these kinds of best practices. This feature currently creates a problem and requires workarounds that remove information, or significant manual work.

Nobody ever says rubber ducky debugging involves writing memos to your preferred duck, after all.

And this is the art-the skill or craftthat we are talking about here.

The point to recognize is that these notes primarily concern the structure of the book, and not its substance-at leastnot in detail. We therefore call this kind of note-making structural.

The Three Kinds of N o te-making

I've edited the title slightly to make the intent of the question more obvious.

November 7, 1916: "I expect to vote for Woodrow Wilson

Boosting Human Decision‑making with AI‑Generated Decision Aids

Bilingual Antinet?

William Petty, a doctor in Cromwell’s army in 1647, noted that ‘...we seechildren do delight in drums, pipes, fiddles, guns made of elder sticks, andbellowes noses, piped keys, etc., painting flags and ensigns with elder-berriesand corn poppy, making ships with paper, and setting even nut-shells aswimming, handling the tools of workmen as soon as they turn their backs, andtrying to work themselves’ (reported in the Harleian Miscellany, 1810).

The nature of physics problem-solvingBelow are 29 sets of questions that students and physicists need to ask themselves during the research process. The answers at each step allow them to make the 29 decisions needed to solve a physics problem. (Adapted from reference 33. A. M. Price et al., CBE—Life Sci. Edu. 20, ar43 (2021). https://doi.org/10.1187/cbe.20-12-0276.)A. Selection and planning1. What is important in the field? Where is the field heading? Are there advances in the field that open new possibilities?2. Are there opportunities that fit the physicist’s expertise? Are there gaps in the field that need solving or opportunities to challenge the status quo and question assumptions in the field? Given experts’ capabilities, are there opportunities particularly accessible to them?3. What are the goals, design criteria, or requirements of the problem solution? What is the scope of the problem? What will be the criteria on which the solution is evaluated?4. What are the important underlying features or concepts that apply? Which available information is relevant to solving the problem and why? To better identify the important information, create a suitable representation of core ideas.5. Which predictive frameworks should be used? Decide on the appropriate level of mechanism and structure that the framework needs to be most useful for the problem at hand.6. How can the problem be narrowed? Formulate specific questions and hypotheses to make the problem more tractable.7. What are related problems or work that have been seen before? What aspects of their problem-solving process and solutions might be useful?8. What are some potential solutions? (This decision is based on experience and the results of decisions 3 and 4.)9. Is the problem plausibly solvable? Is the solution worth pursuing given the difficulties, constraints, risks, and uncertainties?Decisions 10–15 establish the specifics needed to solve the problem.10. What approximations or simplifications are appropriate?11. How can the research problem be decomposed into subproblems? Subproblems are independently solvable pieces with their own subgoals.12. Which areas of a problem are particularly difficult or uncertain in the solving process? What are acceptable levels of uncertainty with which to proceed at various stages?13. What information is needed to solve the problem? What approach will be sufficient to test and distinguish between potential solutions?14. Which among the many competing considerations should be prioritized? Considerations could include the following: What are the most important or most difficult? What are the time, materials, and cost constraints?15. How can necessary information be obtained? Options include designing and conducting experiments, making observations, talking to experts, consulting the literature, performing calculations, building models, and using simulations. Plans also involve setting milestones and metrics for evaluating progress and considering possible alternative outcomes and paths that may arise during the problem-solving process.B. Analysis and conclusions16. Which calculations and data analysis should be done? How should they be carried out?17. What is the best way to represent and organize available information to provide clarity and insights?18. Is information valid, reliable, and believable? Is the interpretation unbiased?19. How does information compare with predictions? As new information is collected, how does it compare with expected results based on the predictive framework?20. If a result is different from expected, how should one follow up? Does a potential anomaly fit within the acceptable range of predictive frameworks, given their limitations and underlying assumptions and approximations?21. What are appropriate, justifiable conclusions based on the data?22. What is the best solution from the candidate solutions? To narrow down the list, decide which of those solutions are consistent with all available information, and which can be rejected. Determine what refinements need to be made to the candidate solutions. For this decision, which should be made repeatedly throughout the problem-solving process, the candidate list need not be narrowed down to a single solution.23. Are previous decisions about simplifications and predictive frameworks still appropriate in light of new information? Does the chosen predictive framework need to be modified?24. Is the physicist’s relevant knowledge and the current information they have sufficient? Is more information needed, and if so, what is it? Does some information need to be verified?25. How well is the problem-solving approach working? Does it need to be modified? A physicist should reflect on their strategy by evaluating progress toward the solution and possibly revising their goals.26. How good is the chosen solution? After selecting one from the candidate solutions and reflecting on it, does it make sense and pass discipline-specific tests for solutions to the problem? How might it fail?Decisions 27–29 are about the significance of the work and how to communicate the results.27. What are the broader implications of the results? Over what range of contexts does the solution apply? What outstanding problems in the field might it solve? What novel predictions can it enable? How and why might the solution be seen as interesting to a broader community?28. Who is the audience for the work? What are the audience’s important characteristics?29. What is the best way to present the work to have it understood and to have its correctness and importance appreciated? How can a compelling story be made of the work?

An adviser should have their students explicitly practice decisions 25 and 26, test their solutions, and try to come up with the ways their decisions could fail, including alternative conclusions that are not the findings that they were hoping for. Thinking of such failure modes is something that even many experienced physicists are not very good at, but our research has shown that it can be readily learned with practice.

The third and probably most serious difficulty in making good reflective decisions is confirmation bias.

To be a successful physicist requires mastering how to make all 29 decisions, but the reflection decisions (decisions 23–26) are arguably the most difficult to learn.

My research group interviewed some 50 skilled scientists and engineers (“experts”), including physicists, on how they solved authentic problems in their discipline. We analyzed the interviews in terms of the decisions made during the solving process. Decisions were defined as instances when an expert selected between competing alternatives before taking some action. To my surprise, we found that the same set of 29 decisions occurred over and over (see the box on page 50). Nearly all of them showed up in every interview, and they essentially defined the problem-solving process.3

Why%do%I%write?

Do yourself and your peers a favor, write code with them in mind.

PRs will introduce various mechanisms step by step. Some of these have issues already. A possible breakdown could be: Annotation collection using instance values (links also does this) Defining annotations to which multiple keywords contribute (this is new, see Need more details of annotation collection #530) Defining subschema and keyword processing results to include annotations Processing sequence for keywords that dynamically rely on the results of static keywords The actual definition of unevaluatedProperties An example of unevaluatedProperties