Tech Related Quotes

People will forget what you say, they will forget what you do, but they never will forget how you make them feel.” —Dr. Maya Angelou

The brain has allowed us to perform extraordinary feats from discovering general relativity to painting the Sistine Chapel, from building airplanes to composing symphonies. And yet, we still forget to pick up milk on the way home. How can this be?

The funny thing about games and fictions is that they have a weird way of bleeding into reality. Whatever else it is, the world that humans experience is animated with narratives, rituals, and roles that organize psychological experience, social relations, and our imaginative grasp of the material cosmos. The world, then, is in many ways a webwork of fictions, or, better yet, of stories. The contemporary urge to “gamify” our social and technological interactions is, in this sense, simply an extension of the existing games of subculture, of folklore, even of belief. This is the secret truth of the history of religions: not that religions are “nothing more” than fictions, crafted out of sociobiological need or wielded by evil priests to control ignorant populations, but that human reality possesses an inherently fictional or fantastic dimension whose “game engine” can — and will — be organized along variously visionary, banal, and sinister lines. Part of our obsession with counterfactual genres like sci-fi or fantasy is not that they offer escape from reality — most of these genres are glum or dystopian a lot of the time anyway — but because, in reflecting the “as if” character of the world, they are actually realer than they appear.

I've been told that women have trouble as engineers because we'd rather relate to people than to machines.

What we need is a more critical relation to the technologies we use, lest we find instead that they’re using us. Tech determinism is itself a moral choice, that – once taken – frames every other moral choice we’re in a position to make.

Study after study shows that diverse teams perform better. In a 2014 report for Scientific American, Columbia professor Katherine W. Phillips examined a broad cross section of research related to diversity and organizational performance. And over and over, she found that the simple act of interacting in a diverse group improves performance, because it “forces group members to prepare better, to anticipate alternative viewpoints and to expect that reaching consensus will take effort.

how we gather, store, analyse, and communicate our information—in essence how we organize it—is closely related to how we organize our politics. So when a society develops strange and different technologies for information and communication, we should expect political changes as well.

The tech boom was the best thing to happen to Indians. Why are they so good at this tech support stuff? Not just because they’re computer savvy. They’re also polite. That was what collapsed the British empire. They were too polite. Every other colony used violence to attain freedom. The Indians’ form of revolution was awkward silence until the British showed themselves out.

There are many well-known arguments for why the Holocaust perpetrated by the Nazis was different. It was higher tech. Death came faster. It was industrial in its scale. All true. But it’s also true that every holocaust is different. Every genocide has its own particular characteristics, and every hated group is hated in its own special way. By sheer numbers of dead, the genocide of Indigenous peoples in the Americas surpasses all others. In terms of modern technologies, the transatlantic trade in kidnapped and enslaved Africans, and the plantations the trade served in the antebellum South and the Caribbean, were highly modern for their times. So cutting-edge, scholars have shown, that the systems developed to transport, insure, depreciate, track, control, and extract maximum wealth from this coerced labor shaped many aspects of modern accounting and human resources management. And as Rinaldo Walcott, a scholar of race and gender, writes in his manifesto On Property, “The ideas forged in the plantation economy continue to shape our social relations.” Among those social relations are modern policing, mass surveillance, and mass incarceration. On what else does the claim to exceptionalism rest?

There is an uncomfortable willingness among privacy campaigners to discriminate against mass surveillance conducted by the state to the exclusion of similar surveillance conducted for profit by large corporations. Partially, this is a vestigial ethic from the Californian libertarian origins of online pro-privacy campaigning. Partially, it is a symptom of the superior public relations enjoyed by Silicon Valley technology corporations, and the fact that those corporations also provide the bulk of private funding for the flagship digital privacy advocacy groups, leading to a conflict of interest. At the individual level, many of even the most committed privacy campaigners have an unacknowledged addiction to easy-to-use, privacy-destroying amenities like Gmail, Facebook, and Apple products. As a result, privacy campaigners frequently overlook corporate surveillance abuses. When they do address the abuses of companies like Google, campaigners tend to appeal to the logic of the market, urging companies to make small concessions to user privacy in order to repair their approval ratings. There is the false assumption that market forces ensure that Silicon Valley is a natural government antagonist, and that it wants to be on the public’s side—that profit-driven multinational corporations partake more of the spirit of democracy than government agencies. Many privacy advocates justify a predominant focus on abuses by the state on the basis that the state enjoys a monopoly on coercive force. For example, Edward Snowden was reported to have said that tech companies do not “put warheads on foreheads.” This view downplays the fact that powerful corporations are part of the nexus of power around the state, and that they enjoy the ability to deploy its coercive power, just as the state often exerts its influence through the agency of powerful corporations. The movement to abolish privacy is twin-horned. Privacy advocates who focus exclusively on one of those horns will find themselves gored on the other.

A Politico article in November 2020 claimed that Biden’s eventual win in Georgia was related to Democrats’ massive efforts to fight so-called “voter suppression tactics,” the left’s terminology for ensuring that election fraud is limited by removing ineligible voters from polling books, having voters submit identification, and limiting the participation of outside parties in the secret voting process.56 Democrats did invest in the project, spending tens of millions of dollars to challenge and change voter integrity laws.

It is unlike the industrial era, when corporations depended on people with a wide range of skills: managers and marketers, engineers and technicians, warehouse workers and salespeople. These jobs were often unionized, at least in the manufacturing and energy sectors, so that upper management was compelled at least to consider diverse views on how the business should operate. In contrast, tech firms are rarely unionized, and none of the largest internet-based firms are.7 Crucially, the tech giants employ relatively few people in proportion to their revenues.

We have treaties with some vampire tribes. And we also have several more departments, at the academy and at the college. And in the League at large as well. Things like Tech and Supernatural Studies." "What about Vampire Relations?" I asked. Especially with the local newspapers now reporting on the increase in missing persons. Apparently the last time something like this happened was in the eighties. "We need that. I could totally do that." "Making out with your hot boyfriend doesn't count toward your grade," Jenna teased. I shook my head. "I knew this place was all wrong.

on his first visit to the Los Alamos Tech Area, when he had encountered von Neumann discussing theory with dark, intense Edward Teller, the “tremendously long formulae on the blackboard” had scared him. “Seeing all these complications of analysis, I was dumbfounded, fearing I would never be able to contribute anything.” But the equations stayed on the board from day to day, which meant to Ulam that the pace of invention was relatively slow, and he soon regained confidence.1340 “I found out that the main ability to have was a visual, and also an almost tactile, way to imagine the physical situations, rather than a merely logical picture of the problems.

On describes the earliest startup as like driving a race car. You’re close to the ground, and you feel every move you make. You have control, you can turn quickly, you feel like things are moving fast. Of course, you’re also at risk of crashing at any moment, but you only take yourself down if you do. As you grow, you graduate to a commercial flight. You’re farther from the ground, and more people’s lives depend on you, so you need to consider your movements more carefully, but you still feel in control and can turn the plane relatively quickly. Finally, you graduate to a spaceship, where you can’t make quick moves and the course is set long in advance, but you’re capable of going very far and taking tons of people along for the ride.

This is why today a country’s credit rating is far more important to its economic well-being than are its natural resources. Credit ratings indicate the probability that a country will pay its debts. In addition to purely economic data, they take into account political, social and even cultural factors. An oil-rich country cursed with a despotic government, endemic warfare and a corrupt judicial system will usually receive a low credit rating. As a result, it is likely to remain relatively poor since it will not be able to raise the necessary capital to make the most of its oil bounty. A country devoid of natural resources, but which enjoys peace, a fair judicial system and a free government is likely to receive a high credit rating. As such, it may be able to raise enough cheap capital to support a good education system and foster a flourishing high-tech industry.

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[A] central theme is why social, political, and economic institutions tend to coevolve in a manner that reinforces rather than undermines one another. The welfare state is not 'politics against markets,' as commonly assumed, but politics with markets. Although it is popular to think that markets, especially global ones, interfere with the welfare state, and vice versa, this notion is simply inconsistent with the postwar record of actual welfare state development. The United States, which has a comparatively small welfare state and flexible labor markets, has performed well in terms of jobs and growth during the past two decades; however, before then the countries with the largest welfare states and the most heavily regulated labor markets exceeded those in the United States on almost any gauge of economic competitiveness and performance. Despite the change in economic fortunes, the relationship between social protection and product market strategies continues to hold. Northern Europe and Japan still dominate high-quality markets for machine tools and consumer durables, whereas the United States dominates software, biotech, and other high-tech industries. There is every reason that firms and governments will try to preserve the institutions that give rise to these comparative advantages, and here the social protection system (broadly construed to include job security and protection through the industrial relations system) plays a key role. The reason is that social insurance shapes the incentives workers and firms have for investing in particular types of skills, and skills are critical for competitive advantage in human-capital-intensive economies. Firms do not develop competitive advantages in spite of systems of social protection, but because of it. Continuing this line of argument, the changing economic fortunes of different welfare production regimes probably has very little to do with growing competitive pressure from the international economy. To the contrary, it will be argued in Chapter 6 that the main problem for Europe is the growing reliance on services that have traditionally been closed to trade. In particular, labor-intensive, low-productivity jobs do not thrive in the context of high social protection and intensive labor-market regulation, and without international trade, countries cannot specialize in high value-added services. Lack of international trade and competition, therefore, not the growth of these, is the cause of current employment problems in high-protection countries.

CRUNCH! Izzy jumped off the bench, which made Alex laugh all over again. “Chill out.” He pointed at a cloud of smoke. “Look, it’s over, see? Number fifty-seven won.” Terrific. The driver of a purple-and-gray wreck waved at the cheering crowd as he circled the other dead and crunched cars. “Survival of the fittest, huh?” Alex put on that smirk that signaled he was about to pass out a little more college wisdom. “Just one more example of how evolution works.” “You’re kidding, right?” This was too lame. He actually believed that smashed cars at the demolition derby proved…what? “No, look.” Alex pointed to a big green car with the back end curled up. “See that Chevy there?” The one with all the smoke coming out of it? He went on. “That’s a ‘79. You can tell by the front end.” What was left of it. But Professor Alex wasn’t done. “Then look at that Chevy right next to it. It’s a ‘77, but it came from the same assembly line. The body is almost the same.” “Okay…” “So that’s the example my professor at Tech used to explain it. Cars that look alike. It’s how scientists look at fossils too. How they can tell that one life-form comes from the next…You know, evolution.” Oh. By that time they had followed the crowd off the grandstands and were making their way to Uncle John’s minivan out in the parking lot. Who was she to argue with a college kid? And yet…something occurred to Izzy about what her cousin was trying to tell her. She turned to him after they’d piled into the backseat. “Those cars you pointed out…” she started. “Yup.”Alex knew the answers. “Just another illustration of evolution.” “Whatever.” This time she couldn’t just smile and nod. “I was just wondering, though. Do you think a real person designed the older car?” “Well, sure.” This time Alex’s face clouded a bit. “And did a real person design the newer car too?” “Sure, but—” “And would there be a chance the designer might have used some of the same ideas, or maybe some of the same drawings, for both cars?” Alex frowned and sighed this time. “That’s not the point.” Wasn’t it? Izzy tried not to rub it in, just let her cousin stew on it. Yeah, so if the cars looked like they were related, that could mean the same person thought them up. Couldn’t it? Just like in creation. Only in creation it would be the same God who used the same kind of plans for the things—and the people—he made. Good example, Alex, she thought, and she tried to keep from smiling as they drove away from the fairgrounds. “Thanks for taking us to the derby,” she told her uncle John. “Maybe we should do it again next year.

To test these ideas, Dr. Mario Beauregard of the University of Montreal recruited a group of fifteen Carmelite nuns who agreed to put their heads into an MRI machine. To qualify for the experiment, all of them must “have had an experience of intense union with God.” Originally, Dr. Beauregard had hoped that the nuns would have a mystical communion with God, which could then be recorded by an MRI scan. However, being shoved into an MRI machine, where you are surrounded by tons of magnetic coils of wire and high-tech equipment, is not an ideal setting for a religious epiphany. The best they could do was to evoke memories of previous religious experiences. “God cannot be summoned at will,” explained one of the nuns. The final result was mixed and inconclusive, but several regions of the brain clearly lit up during this experiment: •  The caudate nucleus, which is involved with learning and possibly falling in love. (Perhaps the nuns were feeling the unconditional love of God?) •  The insula, which monitors body sensations and social emotions. (Perhaps the nuns were feeling close to the other nuns as they were reaching out to God?) •  The parietal lobe, which helps process spatial awareness. (Perhaps the nuns felt they were in the physical presence of God?) Dr. Beauregard had to admit that so many areas of the brain were activated, with so many different possible interpretations, that he could not say for sure whether hyperreligiosity could be induced. However, it was clear to him that the nuns’ religious feelings were reflected in their brain scans. But did this experiment shake the nuns’ belief in God? No. In fact, the nuns concluded that God placed this “radio” in the brain so that we could communicate with Him. Their conclusion was that God created humans to have this ability, so the brain has a divine antenna given to us by God so that we can feel His presence. David Biello concludes, “Although atheists might argue that finding spirituality in the brain implies that religion is nothing more than divine delusion, the nuns were thrilled by their brain scans for precisely the opposite reason: they seemed to provide confirmation of God’s interactions with them.” Dr. Beauregard concluded, “If you are an atheist and you live a certain kind of experience, you will relate it to the magnificence of the universe. If you are a Christian, you will associate it with God. Who knows. Perhaps they are the same thing.” Similarly, Dr. Richard Dawkins, a biologist at Oxford University and an outspoken atheist, was once placed in the God helmet to see if his religious beliefs would change. They did not. So in conclusion, although hyperreligiosity may be induced via temporal lobe epilepsy and even magnetic fields, there is no convincing evidence that magnetic fields can alter one’s religious views.

New opportunities for New York as a high-tech hub are related to the evolution of the Internet, according to Chris Dixon: “Imagine the Internet as a house. The first phase— laying the foundation, the bricks—happened in the ‘90s. No wonder that Boston and California, heavy tech places with MIT and Stanford, dominated the scene at that time. The house has been built, now it’s more about interior design. Many interesting, recent companies haven’t been started by technologists but by design and product-oriented people, which has helped New York a lot. New York City has always been a consumer media kind of city, and the Internet is in need of those kinds of skills now. Actually, when I say design, it’s more about product-focused people. I’d put Facebook in that category. Everything requires engineers, but unlike Google, their breakthrough was not as scientific. It was a well-designed product that people liked to use. Google had a significant scientific breakthrough with their search algorithm. That’s not what drives Facebook. In The Social Network movie, when they write equations on the wall that’s just not what it is, it’s not about that. Every company has engineering problems, but Facebook is product-design driven.

The biggest drawback, of course, is that you immediately scare away all survivors, and your only remaining users will be apologists. This seriously skews the nature and quality of your feedback, condemning you to a clientele of technoid apologists, which is a relatively small segment. This is one reason why so few personal-computer software-product makers have successfully crossed over into mass markets.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

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do not presume global competitiveness from any feature of society in Silicon Valley, save those which are directly related to building great tech companies.

One of the really tough things is figuring out what questions to ask. Once you figure out the question, then the answer is relatively easy.

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create their own OKRs for their own organization. For example, the design department might have objectives related to moving to a responsive design; the engineering department might have objectives related to improving the scalability and performance of the architecture; and the quality department might have objectives relating to the test and release automation. The problem is that the individual members of each of these functional departments are the actual members of a cross‐functional product team. The product team has business‐related objectives (for example, to reduce the customer acquisition cost, to increase the number of daily active users, or to reduce the time to onboard a new customer), but each person on the team may have their own set of objectives that cascade down through their functional manager. Imagine if the engineers were told to spend their time on re‐platforming, the designers on moving to a responsive design, and QA on retooling. While each of these may be worthy activities, the chances of solving the business problems that the cross‐functional teams were created to solve are not high.

Don’t dress up a business as something it’s not, in order to attract a high valuation. For example, trying to conjure a technology angle (often in the form of recurring “as a service” revenue streams that emulate richly valued SaaS businesses), then characterizing the business with the customary tech “alphabet raising label” (ie series A, B or C round). While there is arguably more capital today than ever relative to the number of businesses, few investors are naïve enough to fall for this.

Arguments against eternal life - Only rich people will get it (No tech has ever done this.) - Better to give money to the poor than science. (Family, city, state, nation, has proven local investment beats foreign.) - Dead people make more room for new, other people. (Consider going first.) - Run out of resources. (Live people discover/extract/renew better than dead or nonexistent.) - Overpopulation. (Colonize the seas, solar system, or have a war.) Stop having kids. - Worse wars. (Nukes are more dangerous than having your first 220-year-old person in 2136) - Dictators never die. (They die all the time and rarely of age.) - Old people are expensive. (50% of your lifetime medical costs occur in your final year. Delay is profitable.) - Old people suck. (Death is an inferior cure to robustness.) - You’ll get bored. (Your memory isn’t that good, or your boredom isn’t age related.) - You’ll have to watch your loved ones die. (So you prefer they watch you?) - Like Tithonus, you’ll live forever in a terrible state. (Longevity requires robustness.) - Against God’s will. (Not if he disallows suicide, then it is required.) - People will force you to live forever. Do you think less people make progress faster? What’s your target level of depriving life of existence?

In science-related startups, the story is a little different. On average, 75 percent of founders in healthcare, life sciences, and biotech had directly relevant experience, while in enterprise tech only 40 percent and in consumer only 30 percent had directly relevant experience.

In the years since April 20, 1999, when the Columbine killers, Eric Harris and Dylan Klebold, murdered twelve of their classmates and one teacher, the country has been plagued by a string of these enormities, among them the massacres at Virginia Tech in Blacksburg and at Marjory Stoneman Douglas High School in Parkland, Florida (which claimed thirty-two and seventeen lives, respectively). Though there is no gauging the relative awfulness of these crimes, the December 14, 2012, massacre at Sandy Hook Elementary School in Newtown, Connecticut, was particularly devastating, largely because of the age of the victims: twenty first-grade students (along with six adult staff members) were shot to death by Adam Lanza, a profoundly disturbed twenty-year-old misfit with a generalized abhorrence of humankind, an obsession with serial murder, and a gun-loving mother who encouraged his interest in high-powered weaponry (and was the first to die at his hands). The impact of this horror on the country at large was summed up in the next day’s New York Times: “Nation reels after gunman massacres 20 children at school in Connecticut.

Interestingly, Freeman describes a set of circumstances in which the unstructured group can, in fact, work: It is task oriented. Its function is very narrow and very specific, like putting on a conference or putting out a newspaper. It is the task that basically structures the group. The task determines what needs to be done and when it needs to be done. It provides a guide by which people can judge their actions and make plans for future activity. It is relatively small and homogeneous. Homogeneity is necessary to insure that participants have a “common language” for interaction. People from widely different backgrounds may provide richness to a consciousness-raising group where each can learn from the others’ experience, but too great a diversity among members of a task-oriented group means only that they continually misunderstand each other. Such diverse people interpret words and actions differently. They have different expectations about each other’s behavior and judge the results according to different criteria. If everyone knows everyone else well enough to understand the nuances, they can be accommodated. Usually, they only lead to confusion and endless hours spent straightening out conflicts no one ever thought would arise. There is a high degree of communication. Information must be passed on to everyone, opinions checked, work divided up, and participation assured in the relevant decisions. This is only possible if the group is small and people practically live together for the most crucial phases of the task. Needless to say, the number of interactions necessary to involve everybody increases geometrically with the number of participants. This inevitably limits group participants to about five, or excludes some from some of the decisions. Successful groups can be as large as 10 or 15, but only when they are in fact composed of several smaller subgroups which perform specific parts of the task, and whose members overlap with each other so that knowledge of what the different subgroups are doing can be passed around easily. There is a low degree of skill specialization. Not everyone has to be able to do everything, but everything must be able to be done by more than one person. Thus no one is indispensable. To a certain extent, people become interchangeable parts. Here

Typically, Westerners are lured by money, sexual favours and the excitement of clandestine operations. Money appears to be the most common bait for those Westerners, judging by the cases that have become public. A target might be offered a modest sum for a short ‘white paper’ on, for example, US–China trade relations. Once payment for information has been normalised, larger payments and requests for confidential information are made, until the line has been crossed into illegality. In the case of commercial secrets, the target, such as an engineer at a high-tech US company, might be offered a trip with expenses paid plus a stipend to give a lecture at a university in China.

Many females have a problem not only with stereotypes, but with other people’s opinions of them in general. They trust them too much... This vulnerability afflicts many of the most able, high-achieving females. Why should this be? When they’re little, these girls are often so perfect, and they delight in everyone’s telling them so. They’re so well behaved, they’re so cute, they’re so helpful, and they’re so precocious. Girls learn to trust people’s estimates of them. “Gee, everyone’s so nice to me; if they criticize me, it must be true.” Even females at the top universities in the country say that other people’s opinions are a good way to know their abilities. Boys are constantly being scolded and punished. When we observed in grade school classrooms, we saw that boys got eight times more criticism than girls for their conduct. Boys are also constantly calling each other slobs and morons. The evaluations lose a lot of their power. Even when women reach the pinnacle of success, other people’s attitudes can get them... The fixed mindset, plus stereotyping, plus women’s trust in people’s assessments: I think we can begin to understand why there’s a gender gap in math and science. That gap is painfully evident in the world of high tech. Julie Lynch, a budding techie, was already writing computer code when she was in junior high school. Her father and two brothers worked in technology, and she loved it, too. Then her computer programming teacher criticized her. She had written a computer program and the program ran just fine, but he didn’t like a shortcut she had taken. Her interest evaporated. Instead, she went on to study recreation and public relations. Math and science need to be made more hospitable places for women. And women need all the growth mindset they can get to take their rightful places in these fields.

The half dozen parents I spoke with said their first knowledge of this new wrinkle in the drug world was when they found their children dead. Among them were Roy and Wendy Plunk, who had driven from Arizona. Their son, Zach, a star high school running back, died the previous summer from a fentanyl-laced bogus Percocet sold to him by a dealer he found on Snapchat. The dealer delivered the pill at 3 a.m. The family’s Ring camera captured Zach sneaking from the house. He was in rehab and struggling with his drug use, the couple said, and they divided the day into twelve-hour shifts to watch him. His father found him dead on the front lawn at dawn. The company responded to the protest with a statement: “At Snap we strictly prohibit drug-related activity on our platform, aggressively enforce against these violations, and support law enforcement in their investigations,” it read in part. “We wouldn’t be standing here if the (company’s) statement were true,” one father told reporter Sam Blake of dot.LA, a tech news site. That day a protestor carried a sign: “Fentanyl changes everything.” Indeed. Dealers selling

In my experience, whenever activists—especially black activists—challenged discriminatory or abusive policing or questioned state and federal budgets that shifted billions of dollars away from education, public housing, welfare, or drug treatment to brand-new, high-tech prisons, someone would inevitably interrupt the conversation to raise the subject of violent crime—especially “black-on-black crime.” This discursive maneuver was often performed casually in an offhand manner; yet it proved to be a stunningly effective way of refocusing attention on a relatively small number of individuals who cause harm, thus shielding from critique an entire system that inflicts incalculable harm on millions.

Private equity surrounds you. When you visit a doctor or pay a student loan, buy life insurance or rent an apartment, pump gas or fill a prescription, you may—wittingly or not—be supporting a private equity firm. These firms, with obscure names like Blackstone, Carlyle, and KKR, are actually some of the largest employers in America and hold assets that rival those of small countries. Yet few people understand what these firms are or how they work. This is unfortunate because private equity firms, which buy and sell so many businesses you know, explain innumerable modern economic mysteries. They explain, in part, why your doctor’s bill is so expensive and why your veterinary clinic seems to be in decline. They explain why so many stores are understaffed or closing altogether. They explain why there are ever fewer companies in America and why those that remain are selling ever lower-quality products. In fact, despite their relative anonymity, private equity firms are poised to reshape America in this decade the way in which Big Tech did in the last decade and in which subprime lenders did in the decade before that. And as we will explore, they’re all doing it with the government’s help.

Once superintelligent AI has settled another solar system or galaxy, bringing humans there is easy — if humans have succeeded in programming the AI with this goal. All the necessary information about humans can be transmitted at the speed of light, after which the AI can assemble quarks and electrons into the desired humans. This could be done either in a low-tech way by simply transmitting the 2 gigabytes of information needed to specify a person’s DNA and then incubating a baby to be raised by the AI, or the AI could assemble quarks and electrons into full-grown people who would have all the memories scanned from their originals back on Earth. This means that if there’s an intelligence explosion, the key question isn’t if intergalactic settlement is possible, but simply how fast it can proceed. Since all the ideas we've explored above come from humans, they should be viewed as merely lower limits on how fast life can expand; ambitious superintelligent life can probably do a lot better, and it will have a strong incentive to push the limits, since in the race against time and dark energy, every 1% increase in average settlement speed translates into 3% more galaxies colonized. For example, if it takes 20 years to travel 10 light-years to the next star system with a laser-sail system, and then another 10 years to settle it and build new lasers and seed probes there, the settled region will be a sphere growing in all directions at a third of the speed of light on average. In a beautiful and thorough analysis of cosmically expanding civilizations in 2014, the American physicist Jay Olson considered a high-tech alternative to the island-hopping approach, involving two separate types of probes: seed probes and expanders. The seed probes would slow down, land and seed their destination with life. The expanders, on the other hand, would never stop: they'd scoop up matter in flight, perhaps using some improved variant of the ramjet technology, and use this matter both as fuel and as raw material out of which they'd build expanders and copies of themselves. This self-reproducing fleet of expanders would keep gently accelerating to always maintain a constant speed (say half the speed of light) relative to nearby galaxies, and reproduce often enough that the fleet formed an expanding spherical shell with a constant number of expanders per shell area. Last but not least, there’s the sneaky Hail Mary approach to expanding even faster than any of the above methods will permit: using Hans Moravec’s “cosmic spam” scam from chapter 4. By broadcasting a message that tricks naive freshly evolved civilizations into building a superintelligent machine that hijacks them, a civilization can expand essentially at the speed of light, the speed at which their seductive siren song spreads through the cosmos. Since this may be the only way for advanced civilizations to reach most of the galaxies within their future light cone and they have little incentive not to try it, we should be highly suspicious of any transmissions from extraterrestrials! In Carl Sagan’s book Contact, we earthlings used blueprints from aliens to build a machine we didn’t understand — I don’t recommend doing this ... In summary, most scientists and sci-fi authors considering cosmic settlement have in my opinion been overly pessimistic in ignoring the possibility of superintelligence: by limiting attention to human travelers, they've overestimated the difficulty of intergalactic travel, and by limiting attention to technology invented by humans, they've overestimated the time needed to approach the physical limits of what's possible.

Although the possibility of an even more virulent return of SARS remains uncertain as of the writing of this book, it appears that containment measures have been relatively successful and have prevented this tragic outbreak from becoming a true catastrophe. Part of the response involved ancient, low-tech tools such as quarantine and face masks.

limited partnerships that do some combination of the following: unleveraged investment in high-tech corporations in their infancy; leveraged investments in corporate buyouts; leveraged relative value trades in equities; and leveraged convergence trades and other exotic trades in all kinds of securities and derivatives.

Medieval Armed Combat as Universal Metaphor and All-Purpose Protocol Interface Schema (MACUMAPPIS). Since Medieval Armed Combat was the oxygen they breathed, even mentioning it seemed gratuitous, so this got shortened to UMAPPIS and then, since the “metaphor” thing made some of the businesspeople itchy, it became APPIS, which they liked enough to trademark. And since APPIS was one letter away from APIS, which was the Latin word for bee, they then went on to create and trademark some bee- and hive-related logo art. As Corvallis patiently told Richard, it was all a kind of high-tech in-joke. In that world, API stood for “application programming interface,” which meant the software control panels that tech geeks slapped onto their technologies in order to make it possible for other tech geeks to write programs that made use of them. All of which was one or two layers of abstraction beyond the point where Richard could give a shit. “All I am trying to say with this memo,” he told Corvallis, “is that anyone who feels like it ought to be able to grab hold of our game by the technological short hairs and make it solve problems for them.” And Corvallis assured him that this was precisely synonymous with having an API and that everything else was just marketing. The problems Richard had in mind were not game- or even entertainment-related ones. Corporation 9592 had already covered as many of those bases as their most imaginative people could think of, and then they had paid lawyers to pore over the stuff that they’d thought of and extrapolate whole abstract categories of things that might be thought of later. And wherever they went, they found that the competition had been there five years earlier and patented everything that was patentable and, in one sense or another, pissed on everything that wasn’t. Which explained a lot about Phase 3.

It seemed she should be the one in hiding. But no, she was making television appearances like she was some kind of celebrity scientist. A veritable Neil deGrasse Tyson of shadow-tech fuckery, here to make the dismantling of the pillars of shared reality into something upbeat and relatable.

working identity involves revisiting the basic assumptions we use to evaluate possibilities. To illustrate what basic assumptions are, it is useful to think of our career choices as a pyramid with three levels (see figure 4-1).4 At the top of the pyramid lies what is most visible, to us and to the outside world: what job we hold in what setting. Dan, for example, was an executive in a high-tech company. One level below are the values and motivating factors that hold constant from job to job and company to company. These are what MIT career specialist Edgar Schein calls our “career anchors,” the competencies, preferences, and work-related values that we would be unwilling to give up if forced to make a choice.5 Dan’s experience has led him to value himself professionally as someone who excels at turnarounds—at making troubled companies healthy. He could perform this role on a smaller or larger scale (for example, big company or small start-up), in an advisory or a hands-on role, and as a manager or an owner, but the constant is that managerial challenge is what excites him. Dan’s turmoil over the offer of a “perfect job” that would have again robbed him of his family time, however, belies a conflict between his professional and personal values that is rooted at a deeper level. In his search, therefore, he has to plumb deeper: He must explore the final, bottom level of the pyramid to understand the basic assumptions—our mental maps about how the world works—that truly drive his behavior.

I'm in love with the fact that declan Conner's book "The Alternate Girlfriend" brings out so many positive messages and themes that strike me as real. First and foremost, the character of Douglas Carter is so inspiring. Despite his condition, autism and all it comes with, Doug shows caring intelligence and perseverance. I learned how everybody has unique strengths, along with those being the exact ingredients in helping us face life challenges. I could also see through the events that go on with the AI, Donna, how it brings up important questions about the responsibilities of creators of new, high-tech. I found myself reflecting on how these themes apply in our real world with its rapidly advancing technology. That is one of the thought-provoking aspects, and I think future readers are going to rigorously reflect on the implications of their work and innovations. It's a compelling read, joining a gripping plot with deep reverberations around technology, ethics, and personal resilience. The characters are very well crafted, real, relatable, and seem to be there even after finishing a read. This was wonderful to read.

When we talk about validating feasibility, the engineers are really trying to answer several related questions: Do we know how to build this? Do we have the skills on the team to build this? Do we have enough time to build this? Do we need any architectural changes to build this? Do we have on hand all the components we need to build this? Do we understand the dependencies involved in building this? Will the performance be acceptable? Will it scale to the levels we need? Do we have the infrastructure necessary to test and run this? Can we afford the cost to provision this?

Many of today’s best-known tech companies began with completely different futures in mind. YouTube started as a website for people looking for dates; they could post videos and relate a little about themselves. When that formula wasn’t working, its founders, Chad Hurley, Steve Chen, and Jawed Karim, decided that a wider audience might share videos of anything and everything.

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Ask yourself, as you interact with your fellow humans, “Am I being as kind as I possibly can be?

whenever activists—especially black activists—challenged discriminatory or abusive policing or questioned state and federal budgets that shifted billions of dollars away from education, public housing, welfare, or drug treatment to brand-new, high-tech prisons, someone would inevitably interrupt the conversation to raise the subject of violent crime—especially “black-on-black crime.” This discursive maneuver was often performed casually in an offhand manner; yet it proved to be a stunningly effective way of refocusing attention on a relatively small number of individuals who cause harm, thus shielding from critique an entire system that inflicts incalculable harm on millions.

My book will show how kompromat works by examining Jeffrey Epstein’s pedophile sex-trafficking operation, where he got his money from, his links to Israeli intelligence and to Robert Maxwell, Ghislaine Maxwell’s father, who worked so closely with the KGB. Similarly, it will look into how Russian intelligence penetrated Epstein’s operation and placed within it Russian nationals who infiltrated the highest level of Silicon Valley and America’s tech sector as part of Vladimir Putin’s assault on America.

money is a process, not a thing, whose value derives from the dynamic, ever-changing, and often contested social relations that sustain its circulation

We don’t need to get petty, though. The patriarchy, if that’s what we’re calling it today, is alive and well. The tech industry is consistently embroiled in one misogyny-related controversy or another. At TechCrunch’s 2013 Disrupt, two programmers shared the TitStare app, which is exactly what you think it is. Something so puerile is hardly worth anyone’s time or energy, but it’s one more example of the cultural stupidity that is fueled by misogyny. That same year, Harvard introduced Riptide, a project that will examine how journalism collapsed under the pressure of digital advances. Unfortunately, most of the people interviewed for the project were white men, offering, as usual, a narrow perspective on an issue that would benefit from a more diverse set of voices. Fix the Family, a conservative, Catholic “family values” organization, published a list of reasons why families should not send their daughters to college. The list is not satirical.

The phrase in tech writing was "easy reading comes from hard writing." Easy consumption of an app comes from really hard work on the backend. - Tori Wieldt

the post-Mao era. Xi, eleven years Joe’s junior, was finishing his engineering degree at Tsinghua—China’s top university. Joe was back again in August 2001, his debut leading an overseas delegation as chairman of the Senate Foreign Relations Committee, one month before the Senate vote clearing China’s path to the WTO. President Jiang Zemin invited Joe and his three Senate colleagues for a lengthy

Because the authorities have forced all residents of Xinjiang to register for a new state-issued ID card, they have a base library of high-definition images of each person’s face, and in addition, they have collected tens of millions of images of the faces of residents who pass through the checkpoints. The Face++ and similar algorithms such as those from companies like YITU and Sensetime run extremely fast. As the Shawan study notes, in 0.8 seconds it can run a match of a face, and register and record notification alarms related to up to three hundred thousand targeted people.

As people who serve other people, we can use that knowledge to craft our interactions based on the approximate age of the person with whom we’re dealing.

Did something happen to you in the past that still haunts you today? Do you feel anger or bitterness about what happened? When we permit it, anger, bitterness, and resentment can hold us in a crushing grip, hijacking our lives to no positive end. The cruel paradox is that anger, bitterness, and resentment hurt only the person harboring those feelings and the friends and family members close to him or her.

To do so, we first have to learn to see it for what it is—by cutting through all of the buzzwords, the marketing hype, the pseudoscientific shibboleths and mumbo-jumbo. Then we have to learn to evaluate it: if it is efficient, then by what measure, and who stands to benefit from its efficiency? Efficiency as a euphemism for corporate profitability shouldn’t fool us. Efficiency is a measure that relates productivity (output) to labor and resource inputs; it is meaningless unless we understand all the implications of these inputs and outputs. For a solar panel, does it simply input solar radiation and output electric current? No, its input is all the energy—mainly from fossil fuels—that went into mining, refining, fabricating, finance, design, research, sales, shipping, installation, tech support, maintenance and disposal. Its output is, yes, a modest amount of electricity. It could well turn out that your solar panel is a way to convert a lot of fossil fuel energy into a bit of electricity with the help of sunlight. How efficient is that? Perhaps it would be more efficient to use less electricity—or to not use electricity at all.

Thing is, I’ve decided what I’m going to do next. I have to go back to the university, of course. Next semester, I’m cutting back my schedule. I need more freedom. I’m going to transition out, sneak up on retirement. I’m going to get myself one of these!” he exclaimed, smacking the steering wheel. “Mary’s sons are married and have children—they’re great kids, superior stepsons. One lives in Texas, one in Florida. I’m going to put my house on the market and retire by the end of school, just in time to begin traveling. I’m going to see this country one state at a time, and I’m going to drop in on those boys. They both have amazing wives. One has three children, one has two—and even though I’m a stepfather, they call me Papa instead of Grandpa. I’m going to visit them occasionally while I’m traveling, then move on to other sights, then check back in. What do you think of that idea?” Her smile was alive. “It sounds wonderful. You’ll enjoy that. Maybe I’ll even see you now and then in Virgin River.” “Or, you could come along,” he said. “You have all those military boys all over the place. We could check on them, as well. And believe me, once a couple of them get married and have children, the others fall in line. I’ve seen it a million times. As soon as I get an offer on the house—which is a good house and should bring a nice price even in a depressed economy—I’m going to start shopping for a quality RV. I’ve been looking at pictures online. Maureen, you have no idea how high tech these things have become! They now come with expandable sides, two people showers, freezers, big screens in the living room and bedroom, Whirlpool tubs—you name it! How’d you like to have a hot tub on wheels, Maureen?” She looked over at him. He was so excited by his idea, he was actually a little flushed, and she found herself hoping it wasn’t high blood pressure. If the moment ever presented itself, she’d ask about that. But after all his rambling about his future RV, all she could say was, “Come along?” “A perfect solution for both of us,” he said. “We’d have time together, we’d have fun together. We’d see the families, travel…” “George, that’s outrageous. We’ve had a few lunches—” “And we’ll have a few more! We’ll also e-mail, talk on the phone, get together occasionally—in Virgin River, but also in Phoenix and Seattle. We’ll spend the next six months figuring out if we fit as well as it seems we do.” “Long distance? Occasional visits?” she asked doubtfully. “It’ll give you time to look over my accounts to be sure you’re not getting conned out of your retirement.” He laughed at his own joke, slapping his knee. “Of course, with five brawny, overprotective sons you’re relatively safe from a dangerous guy like me.” He glanced at her and his expression was playful. “We’re not young, Maureen. We should be sure we’re attracted to each other and that we get along, but we shouldn’t waste a lot of time. Every day is precious.

Study the Opposites In addition to studying his competition in tech and early-stage investing, Marc studies value investors on the completely opposite side of the spectrum, such as Warren Buffett and Seth Klarman. This doesn’t mean they invest in the same types of companies; rather, the synergy is related to first principles.

The collapse of startups should be no surprise. Ever since antitrust enforcement was changed under Ronald Reagan in the early 1980s, small was bad and big was considered beautiful. Murray Weidenbaum, the first chair of Reagan's Council of Economic Advisors, argued that economic growth, not competition, should be policymakers' primary goal. In his words, “It is not the small businesses that created the jobs,' he concluded, ‘but the economic growth.” And small businesses were sacrificed for the sake of bigger businesses.34 Ryan Decker, an economist at the Federal Reserve, found that the decline is even infecting the high technology sector. Americans look at startups over the years like PayPal and Uber and conclude the tech scene is thriving, but Decker points out that in the post-2000 period, we have seen a decline even in areas of great innovation like technology. Over the past 15 years, there are not only fewer technology startups, but these young firms are slower growing than they were before. Given the importance of technology to growth and productivity, his findings should be extremely troubling. The decline in firm entries is a mystery to many economists, but the cause is clear: greater industrial concentration has been choking the economy, leading to fewer startups. Firms are getting bigger and older. In a comprehensive study, Professor Gustavo Grullon showed that the disappearance of small firms is directly related to increasing industrial concentration. In real terms, the average firm in the economy has become three times larger over the past 20 years. The proportion of people employed by firms with 10,000 employees or more has been growing steadily. The share started to increase in the 1990s, and has recently exceeded previous historical peaks. Grullon concluded that when you look at all the evidence, it points “to a structural change in the US labor market, where most jobs are being created by large and established firms, rather than by entrepreneurial activity.”35 The employment data of small firms supports Grullon's conclusions; from 1978 to 2011, the number of jobs created by new firms fell from 3.4% of total business employment to 2% (Figure 3.2).36

I would like to believe that this is all a bunch of misunderstandings. After all, Twitter is relatively new, especially in company years. It’s been around only since 2006. In the old days, it wasn’t uncommon for a big tech company—say, Apple or Microsoft—to have a few hiccups along its road to success. Let’s remember that Apple almost went bankrupt two or three times before anyone ever knew what an iPhone was.

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Stepping back, it’s now possible to advance a tentative hypothesis that can guide us throughout this book: that how we gather, store, analyse, and communicate our information—in essence how we organize it—is closely related to how we organize our politics. So when a society develops strange and different technologies for information and communication, we should expect political changes as well.

Is Willis Carrier an anomaly or not? The question has real political and social stakes, because the doxa of market capitalism as an unparalleled innovation engine has long leaned on stories like Willis Carrier’s miraculous cooling device as a cornerstone of its faith.6 In many respects, these beliefs made sense, because the implicit alternatives were the planned economies of socialism and communism. State-run economies were fundamentally hierarchies, not networks. They consolidated decision-making power in a top-down command system, which meant that new ideas had to be approved by the authorities before they could begin to spread through the society. Markets, by contrast, allowed good ideas to erupt anywhere in the system. In modern tech-speak, markets allowed innovation to flourish at the edges of the network. Planned economies were more like the old mainframe computer systems that predated the Internet, where every participant had to get authorization from a central machine to do new work. When Friedrich von Hayek launched his influential argument in the 1940s about the importance of price signals in market economies, he was observing a related phenomenon: the decentralized pricing mechanism of the marketplace allows an entrepreneur to gauge the relative value of his or her innovation. If you come up with an interesting new contraption, you don’t need to persuade a government commission of its value. You just need to get someone to buy it. Entire institutions and legal frameworks—not to mention a vast tower of conventional wisdom—have been built around the Carrier model of innovation. But what if he’s the exception and not the rule?

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