rapht

> "I don't want the details. I want to know what we're changing."

This really feels like the sort of senior manager who would say "oh, this/these team/s screwed up, so here's the plan they came up with", talking about their team/s.

Speaking as a C-suite guy, "they" is about as contrary as I can think of what I expect a leader to do: it's "we", and your job is to take responsibility, both in the problems (big problems need to be explained all the way up and sometimes externally) and in the solutions (which to be comfortable with, you obviously need a sufficiently thorough understanding of the problem).

Because up the chain, I will take responsibility for it.

This article omits so many negatives from the "cyclist's paradise" vision of Hidalgo's 2 terms that I don't know where to start. Families are the first casualties: the Paris metro is nowhere near accessible to strollers except if you are willing to go to the chiropractor after each week end, and using your car - hell, even parking your family car - is a no go as soon as there is some kind of hipster sports event or just as soon as you are after 10am on week end mornings. Local parks and generally streets are so dirty that you have to wash your children from head to toe as soon as they have set foot outside. And I'm not even talking about used seringes and broken glass in certain parts of the city. I'm actually so ashamed of my city at this point.

That is the right question to ask. My temptation is to respond "Obsession with nature is destroying humanity's prospects." Now what?

This is an S4. Last S4 event was in October 2003.

Sorry if that sounds offensive, but you are being a bit shortsighted here. The theory just says that shareholder value serves both as a guide to what a business should do, and as a measure of how good it has done, because that measure encompasses all others. Which is debatable but far from stupid: do you really think Apple would have sold so many i* had they been ugly? Do you really think that angry people demanding taxes, regulations, etc don't affect how businesses decide to actually go and maximize shareholder value? The actual real absent in Friedman's reasoning is "eventually": externalities always come to haunt the shareholder value, the question is when do they become tangible enough that this aligns with society's perception of those externalities.

> And meanwhile the biggest threat to all our security, the climate crisis goes unaddressed.

That the climate crisis is the biggest threat to our security is the biggest fallacy of our times. It's not that climate change is unimportant, just that it needs to be evaluated to its fair potential consequences, compared to e.g. an all-out war.

Agreed. Also, could an elector be nominated to the next round? (i.e. does becoming an elector prevent you from winning the election)

Probably it's because I'm not a quantum physicist, but the argument boiling down to "the wavefunction is an object of a probability space not of physical space" seems to make the whole article moot. Can the "wavefunction" be anything else than a _representation_ of the particule(/wave)?... but then who could ever think that a representation would actually travel in space?

You see the carrot vanishing... OK. But what about the stick? The whole point of Trump's policy is 'we forgot the stick, let's use it again'. I see this true for international policy but you could probably extend that to that infamous DOGE: Fed agencies must be 'productive' (whatever that means), or else.

I don't know what makes you say that. Requiring a bit of market research from project proponents does not mean excluding anything lightweight or just new. What you don't want is some company being contracted because it talked to you first by whatever channel rather than as a result of some reasoned assessment.

CFO's perspective: wanna sell me something, anything? you're out.

However well crafted your email is, you're an unacceptable distraction from the priorities that the company has set, the achievement of which is materialized by projects of varying size and scope. Upon starting any project of any size, people do due diligence: they assess what exactly it is they are looking for, and then research the market for it. For macro-projects, consultants may be hired to help with the process, which may lead to a proper tender.

Either way, the company contacts you, not the other way round.

It's the reason why it can only work at small scale: it's all or nothing. It wants to be your only communication channel. But, surprise, as soon as you live in a larger organisation, there will already be communication channels that serve part of the same purpose. Then most of the functionality become clutter.

Countless Buddhist books explore this in thorough detail.

The fact that you can still access hidden quotes/replies/etc from the API makes me think it's a client-side (i.e. app-only) feature.

> why would you tip a barber? because they cut your hair good? what was the base payment for then?

Let me return the question: why would you tip a waiter? because they brought your food to your table? isn't that why they should be paid by the restaurant?

Let me also state that, residing in a European city, I do tip my (cheap) barber every time I go because I feel they do an outstanding job at 20% less the price than most competitors, and that work deserves praise in the form of a tip.

In general, it seems to me that a tip should reflect something outstanding. In addition to my cheap barber, I also usually tip at fancy restaurants where the service has proved very, very high above comparables.