The modern abuse of copyrights by the likes of Disney does not negate this otherwise wonderful institution.
337 karma · joined February 7, 2023
The modern abuse of copyrights by the likes of Disney does not negate this otherwise wonderful institution.
More critically, it’s not hard to imagine that, with AI-boosted boosted coding, a thousand bespoke search engines and other platforms being just around the corner, radically changing the economics of platform lock-in. When you can build your own version of Google Search with the help of AI and do the same with social media or any other centralizing Internet force, then platforms cease to be platforms at all. With AI, the challenges of self-hosting could become quite manageable as well. And while we’re at it, some version of the same, individual-centered computing economics on your own devices seems possible.
In these senses, it’s quite possible that Jobs’s vision of computing as extensions of individuals rather than individuals being extensions of computing is again at hand, with the magic of self-curated order from a chaotic Net not far behind.
This is nuts. Computers are supposed to enhance and enable thinking, not make you stupid. In this sense, cloud software is possibly the biggest fraud ever perpetrated on the paying, computer-using public.
For the love of God, please bring back my late 1990s and early 2000s brain-boosting computer experience.
Also, it’s helpful to remember, when delegating, that one reason you’re probably managing is that you either have tired of running your brain in fifth gear or, at your age, can’t. So the way you contribute is, in general, by applying the hard-won lessons gleaned from your time on the brain-speed freeway while letting others, whose brains naturally run faster, either because of youth or disposition, do the fast-brain work.
Personally, I don’t generally enjoy managing in part because brain speed, which I value, seems to slow further because of the nature of manager or executive work. When I’ve gotten a taste of management and spent time on calls with other managers and executives, I was shocked to discover how slowly (and often haphazardly) they thought through problems that were quite understandable in an instant or two spent alone. They were all very smart people, and yet the managing—or, more likely, the group settings of meetings and calls—seemed to trap their mind, eventually habitually, in a socially constructed box from which they couldn’t escape.
I returned to the office mid-Covid in part because, when remote, I was working too hard at home. At the office, I was able to waste time during the day shooting the breeze with the few other folks there, and closing my laptop for my drive home reduced the chance of it being open at 10 pm.
Whenever I hear executives go off about return to office, I know they’re probably lazy and don’t understand what makes their companies tick: self-driven work.