Y Combinator Quotes

The combinations of these two elements, enchantment and surrender, is, then, essential to the love which we are discussing... What exists in love is surrender due to enchantment.

According to a recent study, there may be twice as many people suffering from mental illness who are in jails and prisons than there are in all psychiatric hospitals in the United States combined.

We often think that combining tasks will save us time, but scientific evidence shows that it has the opposite effect. Even those who claim to be good at multitasking are not very productive. In fact, they are some of the least productive people. Our brains can take million bits of information but can only actually process of few dozen per second. When we say we're multitasking, what we're really doing is switching back and forth between tasks very quickly. Unfortunately, we're not computers adept at parallel processing. We end up spending all our energy alternative between tasks, instead of focusing on doing one of them well. Concentrating on one thing at a time may be the single most important factor in achieving flow.

Il n’y pas de combinaison de mots pour décrire à quel point je tiens à toi, Savannah Shaw.” “There is no combination of words to describe how much I care for you, Savannah Shaw.” - Jesse Hayes

We will have to go to great lengths. We cannot go on as usual. We cannot pivot the center. We cannot be moderate. We will have to be willing to stand up and say no with our combined spirits, our collective intellects, and our many bodies.

Sometimes I wake up with such an immense sense of disappointment that I can hardly breathe. Usually nothing has obviously triggered it and I put it down to some combination of an unhappy childhood and bad dreams (those two things go very well together).

Y Combinator’s Paul Graham, one of Silicon Valley’s most powerful men, once told the New York Times:1 “I can be tricked by anyone who looks like Mark Zuckerberg. There was a guy once who we funded who was terrible. I said: ‘How could he be bad? He looks like Zuckerberg!

... [T]he letters of the alphabet (two Cs, a large D; the combination of Y, S, and L) belong on an ophthalmologist's chart. For the Parisienne, luxury should never be spelled out.

Let us take a limited example and compare the war machine and the state apparatus in the context of the theory of games. Let us take chess and Go, from the standpoint of game pieces, the relations between the pieces and the space involved. Chess is a game of the State, or of the court: the emperor of China played it. Chess pieces are coded; they have an internal nature and intrinsic properties from which their movements, situations, and confrontations derive. They have qualities; a knight remains a knight, a pawn a pawn, a bishop a bishop. Each is like a subject of the statement endowed with relative power, and these relative powers combine in a subject of enunciation, that is, the chess player or the game’s form of interiority. Go pieces, I contrast, are pellets, disks, simple arithmetic units, and have only an anonymous, collective, or third-person function: “It” makes a move. “It” could be a man, a woman, a louse, an elephant. Go pieces are elements of a nonsubjectified machine assemblage with no intrinsic properties, only situational ones. Thus the relations are very different in the two cases. Within their milieu of interiority, chess pieces entertain biunivocal relations with one another, and with the adversary’s pieces: their functioning is structural. One the other hand, a Go piece has only a milieu of exteriority, or extrinsic relations with nebulas or constellations, according to which it fulfills functions of insertion or situation, such as bordering, encircling, shattering. All by itself, a Go piece can destroy an entire constellation synchronically; a chess piece cannot (or can do so diachronically only). Chess is indeed a war, but an institutionalized, regulated, coded war with a front, a rear, battles. But what is proper to Go is war without battle lines, with neither confrontation nor retreat, without battles even: pure strategy, whereas chess is a semiology. Finally, the space is not at all the same: in chess, it is a question of arranging a closed space for oneself, thus going from one point to another, of occupying the maximum number of squares with the minimum number of pieces. In Go, it is a question of arraying oneself in an open space, of holding space, of maintaining the possibility of springing up at any point: the movement is not from one point to another, but becomes perpetual, without aim or destination, without departure or arrival. The “smooth” space of Go, as against the “striated” space of chess. The nomos of Go against the State of chess, nomos against polis. The difference is that chess codes and decodes space, whereas Go proceeds altogether differently, territorializing and deterritorializing it (make the outside a territory in space; consolidate that territory by the construction of a second, adjacent territory; deterritorialize the enemy by shattering his territory from within; deterritorialize oneself by renouncing, by going elsewhere…) Another justice, another movement, another space-time.

She liked numbers and sums. She devised a game in which each number was a family member and the “answer” made a family grouping with a story to it. Naught was a babe in arms. He gave no trouble. Whenever he appeared you just “carried” him. The figure 1 was a pretty baby girl just learning to walk, and easy to handle; 2 was a baby boy who could walk and talk a little. He went into family life (into sums, etc.) with very little trouble. And 3 was an older boy in kindergarten, who had to be watched a little. Then there was 4, a girl of Francie’s age. She was almost as easy to “mind” as 2. The mother was 5, gentle and kind. In large sums, she came along and made everything easy the way a mother should. The father, 6, was harder than the others but very just. But 7 was mean. He was a crotchety old grandfather and not at all accountable for how he came out. The grandmother, 8, was hard too, but easier to understand than 7. Hardest of all was 9. He was company and what a hard time fitting him into family life! When Francie added a sum, she would fix a little story to go with the result. If the answer was 924, it meant that the little boy and girl were being minded by company while the rest of the family went out. When a number such as 1024 appeared, it meant that all the little children were playing together in the yard. The number 62 meant that papa was taking the little boy for a walk; 50 meant that mama had the baby out in the buggy for an airing and 78 meant grandfather and grandmother sitting home by the fire of a winter’s evening. Each single combination of numbers was a new set-up for the family and no two stories were ever the same. Francie took the game with her up into algebra. X was the boy’s sweetheart who came into the family life and complicated it. Y was the boy friend who caused trouble. So arithmetic was a warm and human thing to Francie and occupied many lonely hours of her time.

Graham excuses himself for a moment to go over to his laptop and look up what he had written in his notes after their interview. When he returns, he reports that he had written the following: “Insanely energetic founders. Fund for the new idea.” So Graham is not going to be the one who encourages them to pursue

Paul Graham, computer scientist and cofounder of Y Combinator—the start-up funder of Airbnb, Dropbox, Stripe, and Twitch—encapsulated Ibarra’s tenets in a high school graduation speech he wrote, but never delivered: It might seem that nothing would be easier than deciding what you like, but it turns out to be hard, partly because it’s hard to get an accurate picture of most jobs. . . . Most of the work I’ve done in the last ten years didn’t exist when I was in high school. . . . In such a world it’s not a good idea to have fixed plans. And yet every May, speakers all over the country fire up the Standard Graduation Speech, the theme of which is: don’t give up on your dreams. I know what they mean, but this is a bad way to put it, because it implies you’re supposed to be bound by some plan you made early on. The computer world has a name for this: premature optimization. . . . . . . Instead of working back from a goal, work forward from promising situations. This is what most successful people actually do anyway. In the graduation-speech approach, you decide where you want to be in twenty years, and then ask: what should I do now to get there? I propose instead that you don’t commit to anything in the future, but just look at the options available now, and choose those that will give you the most promising range of options afterward.

In 1976, a doctoral student at the University of Nottingham in England demonstrated that randomizing letters in the middle of words had no effect on the ability of readers to understand sentences. In tihs setncene, for emalxpe, ervey scarbelmd wrod rmenias bcilasaly leibgle. Why? Because we are deeply accustomed to seeing letters arranged in certain patterns. Because the eye is in a rush, and the brain, eager to locate meaning, makes assumptions. This is true of phrases, too. An author writes “crack of dawn” or “sidelong glance” or “crystal clear” and the reader’s eye continues on, at ease with combinations of words it has encountered innumerable times before. But does the reader, or the writer, actually expend the energy to see what is cracking at dawn or what is clear about a crystal? The mind craves ease; it encourages the senses to recognize symbols, to gloss. It makes maps of our kitchen drawers and neighborhood streets; it fashions a sort of algebra out of life. And this is useful, even essential—X is the route to work, Y is the heft and feel of a nickel between your fingers. Without habit, the beauty of the world would overwhelm us. We’d pass out every time we saw—actually saw—a flower. Imagine if we only got to see a cumulonimbus cloud or Cassiopeia or a snowfall once a century: there’d be pandemonium in the streets. People would lie by the thousands in the fields on their backs. We need habit to get through a day, to get to work, to feed our children. But habit is dangerous, too. The act of seeing can quickly become unconscious and automatic. The eye sees something—gray-brown bark, say, fissured into broad, vertical plates—and the brain spits out tree trunk and the eye moves on. But did I really take the time to see the tree? I glimpse hazel hair, high cheekbones, a field of freckles, and I think Shauna. But did I take the time to see my wife? “Habitualization,” a Russian army-commissar-turned-literary-critic named Viktor Shklovsky wrote in 1917, “devours works, clothes, furniture, one’s wife, and the fear of war.” What he argued is that, over time, we stop perceiving familiar things—words, friends, apartments—as they truly are. To eat a banana for the thousandth time is nothing like eating a banana for the first time. To have sex with somebody for the thousandth time is nothing like having sex with that person for the first time. The easier an experience, or the more entrenched, or the more familiar, the fainter our sensation of it becomes. This is true of chocolate and marriages and hometowns and narrative structures. Complexities wane, miracles become unremarkable, and if we’re not careful, pretty soon we’re gazing out at our lives as if through a burlap sack. In the Tom Andrews Studio I open my journal and stare out at the trunk of the umbrella pine and do my best to fight off the atrophy that comes from seeing things too frequently. I try to shape a few sentences around this tiny corner of Rome; I try to force my eye to slow down. A good journal entry—like a good song, or sketch, or photograph—ought to break up the habitual and lift away the film that forms over the eye, the finger, the tongue, the heart. A good journal entry ought be a love letter to the world. Leave home, leave the country, leave the familiar. Only then can routine experience—buying bread, eating vegetables, even saying hello—become new all over again.

... we live at a time when man believes himself fabulously capable of creation, but he does not know what to create. Lord of all things, he is not lord of himself. He feels lost amid his own abundance. With more means at its disposal, more knowledge, more technique than ever, it turns out that the world today goes the same way as the worst of worlds that have been; it simply drifts. Hence the strong combination of a sense of power and a sense of insecurity which has taken up its abode in the soul of modern man. To him is happening what was said of the Regent during the minority of Louis XV: he had all the talents except the talent to make use of them. To the XIX Century many things seemed no longer possible, firm-fixed as was its faith in progress. Today, by the very fact that everything seems possible to us, we have a feeling that the worst of all is possible: retrogression, barbarism, decadence.

Looking at the sky, he suddenly saw that it had become black. Then white again, but with great rippling circles. The circles were vultures wheeling around the sun. The vultures disappeared, to be replaced by checkers squares ready to be played on. On the board, the pieces moved around incredibly rapidly, winning dozens of games every minute. They were scarcely lined up before they started rushing at each other again, banging into each other, forming fighting combinations, wiping the other side out in the wink of an eye. Then the squares scattered, giving way to the grille of a crossword puzzle, and here, too, words flashed, drove each other away, clustered, were erased. They were all very long words, like Catalepsy, Thunderbird, Superrequeteriquísímo and Anticonstitutionally. The grille faded away, and suddenly the whole sky was covered with linked words, long sentences full of semicolons and inverted commas. For the space of a few seconds, there was this gigantic sheet of paper on which were written sentences that moved forward jerkily, changing their meaning, modifying their construction, altering completely as they advanced. It was beautiful, so beautiful that nothing like that had ever been read anywhere, and yet it was impossible to decipher the writing. It was all about death, or pity, or the incredible secrets that are hidden somewhere, at one of the farthest points of time. It was about water, too, about vast lakes floating just above the mountains, lakes shimmering under the cold wind. For a split second, Y. M. H., by screwing up his eyes, managed to read the writing, but it vanished with lightning speed and he could not be sure. It seemed to go like this: There's no reason to be afraid. No, there's no reason to be afraid. There's no reason to be afraid. There's no reason to be afraid. No. No, there's no reason to be afraid. No, there's no reason to be afraid.

This book has pushed back against the randomness thesis, emphasizing instead the skill in venture capital. It has done so for four reasons. First, the existence of path dependency does not actually prove that skill is absent. Venture capitalists need skill to enter the game: as the authors of the NBER paper say, path dependency can only influence which among the many skilled players gets to be the winner. Nor is it clear that path dependency explains why some skilled operators beat other ones. The finding that a partnership’s future IPO rate rises by 1.6 percentage points is not particularly strong, and the history recounted in these pages shows that path dependency is frequently disrupted.[5] Despite his powerful reputation, Arthur Rock was unsuccessful after his Apple investment. Mayfield was a leading force during the 1980s; it too faded. Kleiner Perkins proves that you can dominate the Valley for a quarter of a century and then decline precipitously. Accel succeeded early, hit a rough patch, and then built itself back. In an effort to maintain its sense of paranoia and vigilance, Sequoia once produced a slide listing numerous venture partnerships that flourished and then failed. “The Departed,” it called them. The second reason to believe in skill lies in the origin story of some partnerships. Occasionally a newcomer breaks into the venture elite in such a way that skill obviously does matter. Kleiner Perkins became a leader in the business because of Tandem and Genentech. Both companies were hatched from within the KP office and actively shaped by Tom Perkins; there was nothing lucky about this. Tiger Global and Yuri Milner invented the art of late-stage venture capital. They had a genuinely novel approach to tech investing; they offered much more than the equivalent of another catchy tune competing against others. Paul Graham’s batch-processing method at Y Combinator offered an equally original approach to seed-stage investing. A clever innovation, not random fortune, explains Graham’s place in venture history.

As the other startups do at the end of their presentations, Shen offers to the batch the expertise of his team's members: "Kalvin and Randy are developers," he says, and as for himself, he knows how to stay motivated in the face of rejection. "I've gotten rejected thirty days in a row," he says, a reference to his putting himself through "Rejection Therapy," in which one must make unreasonable requests so that one is rejected by a different person, at least once, every single day- inuring one to the pain of rejection. (One example of Shen's first bid to be rejected: he asked a flight attendant if he could move up to first class for free. In another case, he saw an attractive woman on the train and decided he would ask her for her phone number, and when she would turn him down, he would have fulfilled the day's required quota of rejection. He sat near her, fell into a conversation, and when they got off the train and he asked for her number, she said, "Sure." He categorized this as "Failed Rejection.") "So if you need to get pumped up for your sales calls, talk to me. p121

So this is what a black pepper pork bun really tastes like!" The bun is flaky, and crispy, like a piecrust! The juicy pork filling is seasoned with just enough black pepper to give it a good bite! All the minced green onion mixed in with it makes it even better! The whole thing is overflowing with the mellow and meaty umami goodness of ground pork! "IT'S SOOO GOOD!" "Look! There it is! That's Soma Yukihira's booth!" "Really? Interesting! Wasn't he one of the finalists in this year's Classic?" "Hmm. This meat filling is way too weak as is. Juiciness, richness, umami... it's way short on all of those. The bun itself is probably good enough. Maybe I should up the ratio of rib meat..." "Yo. How're the test recipes going? There are a whole lot of other exclusively Chinese seasonings you can try, y'know. Oyster sauce, Xo spicy seafood sauce and a whole mountain of spices. I did a Dongpo Pork Bowl for the Classic, so I know all too well how deep that particular subject gets." "Oh, right! Now I see it. Chinese "Ma-La" flavor is just another combination of spices! Everything I learned about spices from my curry dish for the Prelims... ... I should be able to use in this too! Thanks, Nikumi!" "H-hey! Don't grab my hand like that!" How about this? Fresh-ground black pepper... ... and some mellow, fragrant sesame oil! When you're making anything Chinese, you can't forget the five-spice powder. I'll also knead in some star anise to enhance the flavor of the pork! Then add sliced green onions and finish by wrapping the mixture in the dough

They pop in the mouth, just like salmon roe! But inside... ... is the savory saltiness of seaweed!" "Those pearls are seaweed?!" But how?!" "Delicious! Not only is the pop of the pearl a fun texture, the salty, savory flavor of the seaweed melts seamlessly with the rice! I can barely stop myself! It's an addicting combination!" "Wait... how do you know that technique? Those pearls are seaweed extract gelled into a spherical shape. The only way to do that is by using a calcium-chloride bath and an alginic-acid gelling agent!" "What the heck?!" "That's food science!" "Yukihira pulled a page from Alice Nakiri's own book!" "I've experimented with this stuff before, y'know. When I was a little kid, anyway." "Wha-?! But that's-" "Convenience store Dagashi Candy?!" "Dagashi?! What's that?" Both chemicals are on the ingredients list! "It's what's called an educational candy. Kids play with that to learn how to make their own jelly pearls. I had a blast with it when I was little. I made lots of different stuff." "Dad, look! I made miso pearls!" "Aha ha ha! That's great! Now don't let any of the customers see that." "You can get both alginic acid and calcium chloride at any pharmacy. I used those, along with some seasoned seaweed extract and a little bit of ingenuity... ... to make these savory seaweed bombs- my own spin on the traditional seaweed bento!" "That's right! There were some educational candies in that pile of sweets he got from the kids yesterday!" "The transfer student used a food-science trick?" "And it was one he got off of a package of children's dagashi candy?!" "Hmm? What's this? I see something that looks like okaka minced tuna hiding inside the rice..." Mmmm! It's dried tunatsukudani! This, too, earns full marks for flavor! And its smooth, juicy texture is a wonderful contrast to the pop of the seaweed pearls!

She liked numbers and sums. She devised a game in which each number was a family member and the “answer” made a family grouping with a story to it. Naught was a babe in arms. He gave no trouble. Whenever he appeared you just “carried” him. The figure 1 was a pretty baby girl just learning to walk, and easy to handle; 2 was a baby boy who could walk and talk a little. He went into family life (into sums, etc.) with very little trouble. And 3 was an older boy in kindergarten, who had to be watched a little. Then there was 4, a girl of Francie’s age. She was almost as easy to “mind” as 2. The mother was 5, gentle and kind. In large sums, she came along and made everything easy the way a mother should. The father, 6, was harder than the others but very just. But 7 was mean. He was a crotchety old grandfather and not at all accountable for how he came out. The grandmother, 8, was hard too, but easier to understand than 7. Hardest of all was 9. He was company and what a hard time fitting him into family life! When Francie added a sum, she would fix a little story to go with the result. If the answer was 924, it meant that the little boy and girl were being minded by company while the rest of the family went out. When a number such as 1024 appeared, it meant that all the little children were playing together in the yard. The number 62 meant that papa was taking the little boy out for a walk; 50 meant that mama had the baby out in the buggy for an airing and 78 meant grandfather and grandmother sitting home by the fire of a winter’s evening. Each single combination of numbers was a new set-up for the family and no two stories were ever the same. Francie took the game with her up into algebra. X was the boy’s sweetheart who came into the family life and complicated it. Y was the boy friend who caused trouble. So arithmetic was a warm and human thing to Francie and occupied many lonely hours of her time.

Knuth: They were very weak, actually. It wasn't presented systematically and everything, but I thought they were pretty obvious. It was a different culture entirely. But the guy who said he was going to fire people, he wants programming to be something where everything is done in an inefficient way because it's supposed to fit into his idea of orderliness. He doesn't care if the program is good or not—as far as its speed and performance—he cares about that it satisfies other criteria, like any bloke can be able to maintain it. Well, people have lots of other funny ideas. People have this strange idea that we want to write our programs as worlds unto themselves so that everybody else can just set up a few parameters and our program will do it for them. So there'll be a few programmers in the world who write the libraries, and then there are people who write the user manuals for these libraries, and then there are people who apply these libraries and that's it. The problem is that coding isn't fun if all you can do is call things out of a library, if you can't write the library yourself. If the job of coding is just to be finding the right combination of parameters, that does fairly obvious things, then who'd want to go into that as a career? There's this overemphasis on reusable software where you never get to open up the box and see what's inside the box. It's nice to have these black boxes but, almost always, if you can look inside the box you can improve it and make it work better once you know what's inside the box. Instead people make these closed wrappers around everything and present the closure to the programmers of the world, and the programmers of the world aren't allowed to diddle with that. All they're able to do is assemble the parts. And so you remember that when you call this subroutine you put x0, y0, x1, y1 but when you call this subroutine it's x0, x1, y0, y1. You get that right, and that's your job.

Thick and creamy egg, fragrant roast quail... and the rice! It all makes such a hearty, satisfying combination! Wait, something just crunched? "See, there are five parts to a good chicken-and-egg rice bowl. Chicken... eggs... rice... onions... and warishita. *Warishita is a sauce made from a combination of broth, soy sauce and sugar.* "I seared the quail in oil before putting it in the oven to roast. That made the skin nice and crispy... while leaving the meat inside tender and juicy. For the eggs, I seasoned them with salt and a generous pinch of black pepper to give them some bite and then added cream to make them thick and creamy! It's the creaminess of the soft-boiled egg that makes or breaks a good chicken-and-egg bowl, y'know. Some milk made the risotto extra creamy. I then mixed in onions as well as ground chicken that was browned in butter. I used the Suer technique on the onions. That should have given some body to their natural sweetness. For the sauce, I sweetened some Madeira wine with sugar and honey and then added a dash of soy sauce. Like warishita in a regular chicken-and-egg rice bowl, this sauce ties all the parts of the dish together. Try it with the poached egg. It's seriously delicious! Basically I took the idea of a Japanese chicken-and-egg rice bowl... ... and rebuilt it using only French techniques!" "Yukihira! I wanna try it too!" "Oh, uh, sorry. I only made that one." "Awww! You've gotta make one for me someday!" "There is one thing I still don't understand. When you stuff a bird, out of necessity the filling has to remain firm to stay in place. Something soft and creamy like risotto should have fallen right back out! "How did you make this filling work?!" "I know! The crunch!" "Yep! It's cabbage! I quickly blanched a cabbage leaf, wrapped the risotto in it... ... and then stuffed it inside the quail!" "Aha! Just like during the Camp Shokugeph!" It's the same idea behind the Chou Farci Shinomiya made! The cabbage leaf is blanched perfectly too. He brought out just enough sweetness while still retaining its crispy texture. And it's that very sweetness that softly ties the fragrant quail meat together with the creamy richness of the risotto filling!

Structure of the Calendar When we talk about the Mayan Calendar, we are really talking about two calendars—one that measures ordinary time, and one that measures sacred time. These two calendars interpenetrate in such a way as to integrate and synthesize the secular and sacred dimensions of reality. In this book we shall be primarily concerned with the measure of ritual time, usually called the tzolk’in and sometimes referred to as the Ritual Almanac or Divinatory Almanac. We do not know what the ancient Maya called this ritual or sacred aspect of the Calend a r . M o s t s c h o l a r s u s e t h e Y u c a t e c t e r m t z o l k’i n (f ro m tzol = count and k’in = day, hence "count of days"), but this term may not have been used by the Classic Maya and is in fact based on the equivalent K’iche’ term ch’olq’ij. 1 The tzolk’in is a unique method of reckoning time. It consists of twenty named days combined with thirteen numbers. Each day-name is repeated thirteen times during the Calendar cycle, for a total of 260 days (13 x 20 = 260). The twenty days, with their glyphs, directional correspondences, Mayan names, and some of their most common English meanings, are shown here as “The Names of the Days.

Lemon and yogurt possess powerful ingredients that can contribute to beautiful, healthy skin. The lactic acid in yogurt helps remove dead skin and reduce the signs of aging. The zinc content will help clear acne, scarring and blemishes.   Ingredients: -2 tablespoons plain, regular (not low fat) yogurt -2 drops of lemon juice -3 teaspoons honey   Procedure: -Combine ingredients -Apply to your face and leave on for 20-30 minutes -Wash the mask off   Lemons contain alpha hydroxy acids that can also speed the disappearance of scars and increase skin elasticity. Use this mask to tighten, brighten and heal your skin.

Paul Buchheit, Partner at Y-Combinator, encourages entrepreneurs to “live in the future.”[cxxxix]

Cuando todavía no has salido de tu asombro, llega otro coche con aspecto un tanto destartalado. Otro que te va a decir que lo quiere lleno. Cuando comienzas a echar gasolina, -este si que parece que lo tiene vacío-, observas al cabo de un rato cómo empieza a asomar combustible por debajo del coche. ¡Oiga, que su depósito pierde! Vale, vale, no eche más. Es que la parte superior del depósito tiene alguna fisurilla por la que se escapa algo. Algo así puede sucederle a un ciclista que no combine los hidratos de carbono convenientemente y como consecuencia el glucógeno no pueda empaquetarse en la fibra muscular. Podría ser aquel que degusta un generoso plato de arroz integral, por ejemplo, y el líquido elemento, en este caso el agua, brilla por su ausencia en la mesa. ¿Cuál ha sido su error? En el tercero de los casos hago referencia al agua. Muy importante y un detalle que suele ser pasado por alto con cierta facilidad. Intentar levantar una pared de ladrillos sin el cemento suficiente puede hacer que su asentamiento no esté garantizado. Lo mismo ocurre con el glucógeno. El glucógeno es hidrófilo (le encanta el agua) y para empaquetarse necesita agua. Bueno, aquí he descrito unas simples similitudes desenfadadas, referentes a distintos comportamientos sobre lo que podría ser la recarga de los depósitos de glucógeno de un ciclista.

the day-to-day, the lifeblood of a VC wasn’t money, it was deal flow. Getting a first look at a potential Uber or Airbnb is what distinguished a first-class VC from an also-ran. Given Y Combinator’s immense success in drawing the best entrepreneurs, it had a quasi-stranglehold on the best early-stage deal flow in the Valley.

The fact that we are now dealing in probabilities is not, presumably, because we do not know enough about the particle. Matrix mechanics says you have all the information you can possibly have. Yet, if you take a million identically prepared particles in the same state (the same combination of states A and B) and perform a million identical measurements, then, on average, x2 number of times you will find the particle in state A, y2 of the time you’ll find it in state B. But you can never predict the answer you’ll get for any single particle. You can only talk statistically. Nature, it seems, is not deterministic in the quantum realm.

The fact that we are now dealing in probabilities is not, presumably, because we do not know enough about the particle. Matrix mechanics says you have all the information you can possibly have. Yet, if you take a million identically prepared particles in the same state (the same combination of states A and B) and perform a million identical measurements, then, on average, x2 number of times you will find the particle in state A, y2 of the time you’ll find it in state B. But you can never predict the answer you’ll get for any single particle. You can only talk statistically. Nature, it seems, is not deterministic in the quantum realm. Recall that something similar happens with the double slit. We cannot predict where exactly a single photon will land on the screen—we can only assign probabilities for where it might go.

But why is an understanding of the pervasiveness of sexual abuse in women's prisons an important element of a radical analysis of the prison system, and especially of those forward-looking analyses that lead us in the direction of abolition? Because the call to abolish the prison as the dominant form of punishment cannot ignore the extent to which the institution of the prison has stockpiled ideas and practices that are hopefully approaching obsolescence in the larger society, but that retain all their ghastly vitality behind prison walls. The destructive combination of racism and misogyny, however much it has been challenged by social movements, scholarship, and art over the last three decades, retains all its awful consequences within women's prisons. The relatively uncontested presence of sexual abuse in women's prisons is one of many such examples. The increasing evidence of a U.S. prison industrial complex with global resonances leads us to think about the extent to which the many corporations that have acquired an investment in the expansion of the prison system are, like the state, directly implicated in an institution that perpetuates violence against women.

I thought about this a lot when I gave the commencement address at MIT back in 2013. I said that if I had a cheat sheet I could give myself at 22, it would have three things on it: a tennis ball, a circle, and the number 30,000. The tennis ball is about finding something that you can become obsessed with, like my childhood dog who would go crazy whenever anyone threw a ball for her. The most successful people I know are all obsessed with solving a problem that really matters to them. The circle refers to the idea that you’re the average of your five closest friends. Make sure to put yourself in an environment that pulls the best out of you. And the last is the number 30,000. When I was 24, I came across a website that says most people live for about 30,000 days—and I was shocked to find that I was already 8,000 days down. So you have to make every day count. I’d give the same advice today, but I would clarify that it’s not just about passion or following your dreams. Make sure the problem you become obsessed with is one that needs solving and is one where your contribution can make a difference. As Y Combinator says, “Make something people want.

Las palabras son muy poderosas. Y adquieren más poder cuanto más las pronuncias, y también cuanto más las lees y las escribes, siempre que las combines de la manera adecuada.

Paul Graham is the founder of Y Combinator, one of the most successful and sought-after startup accelerators in the tech world. Graham has invested in several blockbuster companies, including AirBNB and Dropbox, both of which are valued in the billions at the time of this writing. After investing in hundreds of companies and considering thousands more, Paul Graham has perfected the art of identifying promising startups. His methods may surprise you. In an interview, Graham highlighted two key strategies: Favoring people over product Favoring determination over intelligence What’s most essential for a successful startup? Graham: The founders. We’ve learned in the six years of doing Y Combinator to look at the founders—not the business ideas—because the earlier you invest, the more you’re investing in the people. When Bill Gates was starting Microsoft, the idea that he had then involved a small-time microcomputer called the Altair. That didn’t seem very promising, so you had to see that this 19-year-old kid was going places. What do you look for? Graham: Determination. When we started, we thought we were looking for smart people, but it turned out that intelligence was not as important as we expected. If you imagine someone with 100 percent determination and 100 percent intelligence, you can discard a lot of intelligence before they stop succeeding. But if you start discarding determination, you very quickly get an ineffectual and perpetual grad student.[74] Your intelligence doesn’t matter as much as you think it does. If you’re reading this book, you’re probably more than capable. Your ideas don’t matter much, either. What matters most—by far, is your perseverance. Stop worrying about your mental aptitude. Stop worrying about the viability of the project you’re considering. Stop worrying about all the other big decisions keeping you up at night. Instead, focus on relentlessly grinding away at your passion until something incredible happens. Your potential output is governed by your mindset, not your mind itself.

Let us assume that on the first wedding anniversary, before the SOP was put in place, a long-time close friend of Draupadi asks her out of naughty friendly curiosity, which of her five husbands she favoured the most and which the least. Draupadi feigns anger at the question, but in a playful mood, tells her friend that she has a meticulous log of the number of nights she spent with each of her husbands through the year, though she has no intention of sharing the information with her! But as a tease, she is willing to share with her friend, the total number of nights spent by her with four of her husbands in five different combinations. In effect, she presents her friend with the following five equations: y + b + a + n = 304 b + a + n + s = 296 a + n + s + y = 294 n + s + y + b = 280 s + y + b + a = 310 Where y stands for the total number of nights spent with Yudhisthira, b for the number of nights spent with Bhima, a for the number of nights with Arjuna, n for the number of nights with Nakula, and s for the nights spent with Sahadeva.

There was nothing like the smell of books, particularly old books—that magical combination of oaky aged paper, the rich robustness of leather, the silkiness of binding, together with the fruity topnotes of faded ink, all combining to produce the perfect bouquet.

A few weeks later, Chesky decided that the founders of the struggling company should apply to the prestigious Y Combinator startup school, which invested seventeen thousand dollars in each startup, took a 7 percent ownership stake, and surrounded founders with mentors and technology luminaries during an intense three-month program. It was a last-ditch effort and Chesky actually missed the application deadline by a day. Michael Seibel, an alumnus of the program (and later its CEO), had to ask the organizers to let the company submit late. They got permission, and the co-founders were invited for an interview. Blecharczyk flew out to San Francisco and crashed on the living-room couch on Rausch Street, and the three co-founders gathered themselves for one last try.

Finalement, notre opportunité pourrait tenir à la confluence de trois phénomènes susceptibles de se combiner et se renforcer mutuellement : a) notre capacité à défendre et étendre des espaces partiellement libérés, préfigurant des subjectivités et des relations intersubjectives non capitalistes ; b) l'intensification de la crise structurelle du capitalisme et ses difficultés croissantes à surmonter les obstacles et les contradictions qu'engendre sa propre reproduction ; c) et, enfin, l'insurrection de la Terre Mère qui crie le caractère insoutenable du productivisme compulsif et mortifère du capitalisme. (p. 178)

advice: “In general, don’t hide your disasters. We’re not going to take the money back.” He says this lightly, as if delivering a joke, but it is reassuring for the founders to hear. They laugh, perhaps with a touch of relief.

Tout en se combinant à de fortes restrictions à la circulation des personnes (afin de disposer d'une réserve de main-d'œuvre illégale et docile), la constitution du marché mondial a permis un ample mouvement de transfert du capital productif et de délocalisation des industries et des services. Cette mise en concurrence des travailleurs à l'échelle mondiale a permis d'imposer, au Sud, des formes d'hyperexploitation allant parfois jusqu'à la quasi-servitude et, au Nord, une sévère dégradation des salaires et des conditions de travail, sous la menace des délocalisations et du chômage. (p. 33)

À cela s'ajoute la dramatisation des enjeux de la compétition. Aujourd'hui, même si l'espérance d'ascension sociale n'a pas entièrement disparu, le principal ressort de l'adhésion à la société est bien plutôt l'angoisse d'être mis "hors course", de ne pas trouver sa place, de ne pas avoir de travail et, pour ceux qui en ont, de le perdre. Il s'agit d'une modalité d'intégration sociale essentiellement négative, qui est un aspect du gouvernement des conduites par la peur (on sait l'efficacité du précariat et de la menace du chômage dans al modification du rapport de forces au profit du capital). Combinant mise en concurrence totale et extension du risque de non-intégration, la compétition se transforme en une lutte à mort, une lutte pour la survie. Elle constitue alors un ressort d'adaptabilité, tendu à bloc au cœur des subjectivités. (p. 42)

Malgré les incertitudes et les difficultés relevées, ce qu'on a dit jusqu'ici suffit pour avancer sur un point décisif (outre le fait, tout aussi essentiel, que la suppression massive de productions de biens et de services ouvre la voie à une réduction drastique de la pollution, à un usage raisonnable des ressources naturelles et par conséquent à un tarissement de la contradiction actuelle entre les formes d'organisation des sociétés humaines et les conditions écosystémiques de leur reproduction). Par un calcul peut-être encore trop prudent, on peut estimer que, sous le régime d'une logique sociale inédite, l'essentiel de la production d'aliments et de biens manufacturés ainsi que les services de base requis par la collectivité (principalement en matière de santé, à quoi on peut ajouter une chaîne de distribution réduite, ainsi que la part des transports organisée collectivement) pourront être assurés grâce à une activité également répartie entre tous ses membres et demeurant inférieure à 12 ou 16 heures par semaine. La manière d'organiser une telle répartition pourra donner lieu à diverses options qu'il n'est pas nécessaire d'évoquer ici, sinon pour suggérer que chacun devrait pouvoir expérimenter des tâches multiples, soit par une alternance sur des temps courts, soit par des changements au cours de la vie. On peut aussi envisager différentes manières de combiner des tâches productives d'intérêt commun s'inscrivant à des niveau supralocaux (notamment pour les productions lourdes qui demeureraient nécessaires) et d'autres ayant un caractère local (notamment pour la production d'aliments et de services). (p. 97-98)

Launch Fast” is Paul Graham’s mantra. Move from the idea to a minimally functional product as quickly as possible. Only by getting a product into the hands of customers, even if the product is only a prototype, is it possible to know what customers want.1 Launching fast is how to make something people want. Judging by the advice that they

Graham conveys the sense that good ideas are plentiful, waiting for someone to come along and pluck them off the ground. “There’s a bunch of things like that,” he says.

Babe, If you’re reading this is because I didn’t make it. There’s no other explanation. Let me start with an apology. I’m sorry that I didn’t keep my promise, to come back home to you. I’m sorry for leaving you before we became Mr. and Mrs. Reynolds, for leaving before we started our lives. We left so much unfinished, so many unfulfilled promises. But I leave a happy man because you trusted me with your heart. I leave thinking of you, treasuring our memories, taking them all with me. For the next eternity, I will have something good to hold onto. I assure you that you were my last thought before I died, that I’ll be in Heaven watching over you and by your side walking along with you. Carrying you when you feel like the world is too loud, pretentious and overwhelming. I’ll pray every day that you find someone who will understand how your mind works and will crack the combination to your heart. Who loves the amazing woman I fell in love with. My vision blurs, my heart squeezes tight. I can’t continue reading this, but

What advice would you give to a smart, driven college student about to enter the “real world”? What advice should they ignore? I thought about this a lot when I gave the commencement address at MIT back in 2013. I said that if I had a cheat sheet I could give myself at 22, it would have three things on it: a tennis ball, a circle, and the number 30,000. The tennis ball is about finding something that you can become obsessed with, like my childhood dog who would go crazy whenever anyone threw a ball for her. The most successful people I know are all obsessed with solving a problem that really matters to them. The circle refers to the idea that you’re the average of your five closest friends. Make sure to put yourself in an environment that pulls the best out of you. And the last is the number 30,000. When I was 24, I came across a website that says most people live for about 30,000 days—and I was shocked to find that I was already 8,000 days down. So you have to make every day count. I’d give the same advice today, but I would clarify that it’s not just about passion or following your dreams. Make sure the problem you become obsessed with is one that needs solving and is one where your contribution can make a difference. As Y Combinator says, “Make something people want.

She spotted Captain Winston in the barn, hitching the mares to the wagon, and walked out to join him. When he turned around, she was taken aback. “Good morning, Mrs. Prescott.” She stared at the freshly shaven man smiling down at her, a hint of stubble shadowing the jawline that only yesterday had sported a full and unruly beard. “Captain Winston?” His smile deepened, along with the gray of his eyes, which, without the distraction of the beard, proved to be a rather disarming combination. He rubbed a hand over his jaw as though privy to her thoughts. “Yes, ma’am. At your service. Mrs. McGavock says you need to go into town.” “Y-yes, I do. Thank you, Captain, for taking me.” “My pleasure. Just give me a couple more minutes and we’ll be set.” He circled the wagon and checked the harness straps on the other side. She tried not to stare, but had to acknowledge . . . He was a handsome man with strong, angular features. And younger than she would’ve guessed upon their first meeting. He possessed a quiet confidence about him as though he had nothing left to prove. Either that, or he simply didn’t put much stock in others’ opinions. Seeing him clean shaven brought back memories of Warren’s last trip home in April. He’d been sporting a similar soldier’s beard, as she’d called it. All wild and woolly. She’d shaved it off for him that first night, cherishing the chance to look fully into the face of the man she’d married. And loved. Loved still.

Paul Graham is someone who tends to make bold statements about innovation and the economics of technology. He co-founded Y-Combinator and what would later become Yahoo! Store. As someone who studied painting and computer science, he writes from a unique perspective as is displayed in Hackers & Painters and his well-known essays. “How to Start a Startup” offered me a basic toolkit to grasp that people, great execution and understanding what the customer really wants, are more important than a brilliant idea. “Why Smart People Have Bad Ideas” let me know that although some founders can seem promising, they may have simply chosen the wrong problem to solve and it may be best to wait for their next new iteration—or business—entirely.

Sam Altman is the current president of Y-Combinator and was previously a founder at Loopt, which sold to Green Dot Corporation for $ 43M. As head of YC, Sam often dispenses an entire guide’s worth of information through his blog. Sam’s “Startup Playbook” will walk you through everything a great startup should have from ideation to product instantiation, and is an invaluable tool for aspiring venture investors. Additionally, Sam’s been kind enough to host the 20-episode video series, How to Start a Startup—originally a lecture at Stanford—on his blog. The series includes talks from luminaries like Paul Graham, Marc Andreessen of Andreessen Horowitz and Reid Hoffman, founder of LinkedIn.

Presenta primero la opción grande, luego la pequeña Mi hija de ocho años me cautiva constantemente. Una de sus tácticas favoritas es pedirme que la lleve a una juguetería del barrio llamada Cheeky Monkey. El propietario de la tienda tiene productos para los padres «helicóptero» (llamados así porque dan vueltas alrededor de sus críos) que no reparan en gastos para sus pequeños tesoros. Por tanto, salir de Cheeky Monkey sin haber gastado como mínimo 20 dólares (un par de peluches pequeños) es algo así como «Misión Imposible». Cuando me niego a ir a Cheeky Monkey, mi hija vuelve a la carga con un: «Pues entonces, ¿podemos ir a la tienda de chuches a comprar caramelos?». Y yo rara vez le niego nada. (Sinceramente, no preveo decirle «No» hasta que se case... y, tal vez, ni siquiera entonces. Y, por supuesto, nunca le negaré nada si me da nietos.) En retrospectiva, no debería haber usado nunca el libro de Robert Cialdini como fuente de cuentos para acostarla, porque ahora domina como nadie lo que ella llama «el principio del contraste». Significa que después de una petición grande, como ir a comprar un juguete a Cheeky Monkey Toys, su petición de caramelos, por contraste, parece insignificante, por lo que no puedo negarme a ella. Pero, como dicen en publicidad: «¡Espere, hay más!». Si ahora puedes conseguir que la gente te conceda pequeños favores, es más posible que accedan a hacerte favores más grandes en el futuro. En 1966, J. L. Freedman y S. C. Fraser hicieron un experimento en el que pedían permiso a los participantes para entrar en sus casas a catalogar los productos caseros que usaban. Sólo accedió el 28 % de ellos. Cuando les pidieron a los participantes que respondieran a unas cuantas preguntas de una encuesta y luego volvían a llamarlos al cabo de tres días, para pedirles poder entrar en sus casas, el 53 % accedió. Poniendo «un pie en la puerta» mediante la pequeña petición de responder a la encuesta, los investigadores duplicaron su tasa de éxito.[20] Alguien debería hacer un estudio que combine ambas técnicas: una opción grande, luego una pequeña para poner el pie en la puerta y después una grande una vez dentro de la casa. Es decir, primero los investigadores les pedían a los participantes un favor grande, como entrar en sus casas. Segundo, cuando la mayoría se negaba, les pedían un pequeño favor: «¿Y si sólo le pido que conteste a unas cuantas preguntas de una encuesta?». Finalmente, al cabo de tres días y teniendo ya el pie en la puerta, les volvían a pedir a los que habían respondido a la encuesta si podían entrar en sus casas. Sólo espero que mi hija no aprenda nunca el matiz de poner el pie en la puerta.

combine /kɔ̃bin/ nf 1. (moyen, truc) trick (familier), wheeze (familier) (GB); (tricherie) fiddle (familier); (intrigue) (shady) scheme, scam (familier), hustle (familier) • j'ai une (bonne) ~ (truc) I know a good wheeze (familier) (GB) • être de or marcher dans la ~ | to be in on it • il n'y a que la ~ qui marche | you have to wangle (familier) things 2. (full-length) slip

Quand on compare ces vaines apparences de la liberté avec l'impuissance réelle qui y était jointe, on y découvre déjà en petit comment le gouvernement le plus absolu peut se combiner avec quelques-unes des formes de la plus extrême démocraties, de telle sorte qu'à l'oppression vienne encore s'ajouter le ridicule de n'avoir pas l'air de la voir.

Quand on compare ces vaines apparences de la liberté avec l'impuissance réelle qui y était jointe, on y découvre déjà en petit comment le gouvernement le plus absolu peut se combiner avec quelques-unes des formes de la plus extrême démocraties, de telle sorte qu'à l'oppression vienne encore s'ajouter le ridicule de n'avoir pas l'air de la voir

these creatures grow up with a peculiar knowledge. They know that they have been born in an infinite variety. They know, for instance, that in their genetic material they are born with hundreds of different chromosome formations at the point in each cell that we would say determines their "sex". These creatures don't just come in XX or XY; they also come in XXY and XYY and XXX plus a long list of "mosaic" variations in which some cells in a creature's body have one combination and other cells have another. Some of these creatures are born with chromosomes that aren't even quite X or Y because a little bit of one chromosome goes and gets joined to another. There are hundreds of different combinations, and though all are not fertile, quite a number of them are. The creatures in this world enjoy their individuality; they delight in the fact that they are not divisible into distinct categories. So when another newborn arrives with an esoterically rare chromosomal formation, there is a little celebration: "Aha," they say, "another sign that we are each unique." These creatures also live with the knowledge that they are born with a vast range of genital formations. Between their legs are tissue structures that vary along a continuum, from clitorises with a vulva through all possible combinations and gradations to penises with scrotal sac. These creatures live with an understanding that their genitals all developed prenatally from exactly the same little nub of embryonic tissue called a genital tubercle, which grew and developed under the influence of varying amounts of the hormone androgen. These creatures honor and respect everyone's natural-born genitalia –including what we would describe as a microphallus or a clitoris several inches long. What these creatures find amazing and precious is that because everyone's genitals stem from th same embryonic tissue, the nerves inside all their genitals got wired very much alike, so these nerves of touch just go crazy upon contact in a way that resonates completely between them. "My gosh," they think, "you must feel something in your genital tubercle that intensely resembles what I'm feeling in my genital tubercle." Well, they don't think that in so many words; they're actually quite heavy into their feelings at that point; but they do feel very connected –throughout all their wondrous variety. I could go on. I could tell you about the variety of hormones that course through their bodies in countless different patterns and proportions, both before birth and throughout their lives –the hormones that we call "sex hormones" but that they call "individuality inducers." I could tell you how these creatures think about reproduction: For part of their lives, some of these creatures are quite capable of gestation, delivery, and lactation; and for part of their lives, some of them are quite capable of insemination; and for part or all of their lives, some of them are not capable of any of those things – so these creatures conclude that it would be silly to lock anyone into a lifelong category based on a capability variable that may or may not be utilized and that in any case changes over each lifetime in a fairly uncertain and idiosyncratic way. These creatures are not oblivious to reproduction; but nor do they spend their lives constructing a self-definition around their variable reproductive capacities. They don't have to, because what is truly unique about those creatures is that they are capable of having a sense of personal identity without struggling to fit into a group identity based on how they were born. These creatures are quite happy, actually. They don't worry about sorting /other/ creatures into categories, so they don't have to worry about whether they are measuring up to some category they themselves are supposed to belong to.

Difficulties of technical translation: features, problems, rules Technical translation is one of the most important areas of written translation in modern translation practice. Like the interpretation technique, it has its own characteristics and requirements. The need for this type of work is due to economic and scientific and technical progress, as well as the development of international relations. Thanks to technical translation, people share experience, knowledge and developments in various fields. What are the features of this type of translation? What pitfalls can be encountered on the translator's path? You will learn about this and much more from our article. ________________________________________ Technical translation is one of the most difficult types of legal translation. This is due to the large number of requirements for such work. Technical translation includes all scientific and technical texts, documents, instructions, reports, reference books and dictionaries. The texts of this plan contain a lot of specific terminology, which is the main difficulty of technical translation. A term is a word or a combination of words that accurately names a phenomenon, subject or scientific concept, revealing its meaning as much as possible. The most common technical texts in the following areas: • engineering; • defense; • physics and mathematics; • aircraft construction; • oil industry; • shipbuilding, etc. The main feature of technical translation is the requirement for its high accuracy (equivalence). The task of the translator is to convey information as close as possible to the original. Otherwise, distortions may appear in the text, leading to a misunderstanding of important information. Vocabulary selection is carried out carefully and carefully. The construction of phrases should be logical and meaningful. Other technical translation requirements include adequacy and informativeness. It is equally important to maintain the style of such texts. This includes not only vocabulary, but also the grammatical structure of the text, as well as the way the material is presented. Most often, this is a formal and logical style. Unlike artistic translation, where the main task is to convey the content, and the translator can use his imagination, include fancy turns and various figures of speech, the presence of emotionality and subjectivity is unacceptable in technical translation. Let's consider the peculiarities of technical translation in English. According to the well-known linguist and translator Y. Y. Retsker, English technical literature is characterized by the predominant use of complex or complex sentences, which include adjectives, nouns, as well as impersonal forms of verbs (infinitives, gerundial inflections, etc.). Passive constructions are also often found. In this direction, it is permissible to use only generally accepted grammatical structures. Another feature of such texts may be the absence of a predicate or subject and a large number of enumerations. In addition, the finished text should have an appropriate layout equivalent to the original. Let's consider the basic rules of technical translation for a specialist: • knowledge of the vocabulary, grammar and word structure of the foreign language from which the translation is performed (at the level required for understanding the source text); • knowledge of the language into which the translation is performed (at a level sufficient for a competent presentation of the material); • excellent knowledge of the specifics of texts and terminology; • ability to use linguistic and technical sources of information; • familiarity with the specifics of the field

While most investors blame bad jockeys for startup failure, some see slow horses as the main problem. For example, billionaire entrepreneur and investor Peter Thiel says that “all failed companies are the same: they failed to escape competition.” Paul Graham, founder of the elite accelerator Y Combinator, likewise holds that having a compelling solution to a customer’s problem—a strong horse—is the key to success: “There’s just one mistake that kills startups: not making something users want. If you make something users want, you’ll probably be fine, whatever else you do or don’t do. And if you don’t make something users want, then you’re dead, whatever else you do or don’t

Paul Graham’s 2009 essay “Maker’s Schedule, Manager’s Schedule” underscores the need for large time blocks. Graham, one of the founders of the innovative venture capital firm Y Combinator, argues that normal business culture gets in the way of the very productivity it seeks because of the way people traditionally schedule their time (or are allowed to). Graham divides all work into two buckets: maker (do or create) and manager (oversee or direct). “Maker” time requires large blocks of the clock to write code, develop ideas, generate leads, recruit people, produce products, or execute on projects and plans. This time tends to be viewed in half-day increments. “Manager time,” on the other hand, gets divided into hours. This time typically has one moving from meeting to meeting, and because those who oversee or direct tend to have power and authority, “they are in a position to make everyone resonate at their frequency.” This can create a huge conflict if those needing maker time are pulled into meetings at odd hours, destroying the very time blocks they need to move themselves and the company forward. Graham embraced this insight and created a company culture at Y Combinator that now runs completely on a maker’s schedule. All meetings get clustered at the end of the day. To experience extraordinary results, be a maker in the morning and a manager in the afternoon. Your goal is “ONE and done.” But if you don’t time block each day to do your ONE Thing, your ONE Thing won’t become a done thing.

Y Combinator instead became interested in startups that were trying something more ambitious, what Sam calls “bits-to-atoms companies, where you had software, but you also had to do this very complex thing in the real world.” Because these companies were trying to do something hard, and potentially game-changing, they didn’t have as much competition as all the copycat startups.

But ignoring those details won’t work—not in the long run, says Y Combinator’s president from 2014 to 2019, Sam Altman. An acolyte of Paul Graham’s, Sam adhered to the core Y Combinator dictum: It’s better to have one hundred users who love you than a million users who just kind of like you. It’s counterintuitive. You may be thinking If a million people “kind of like” my product enough to buy it, isn’t that better for business than a hundred obsessive oddballs? To which Sam would say…definitely not.

The mid-sixth century (close to 550) was the time when bubonic plague entered Britain, along trade routes from the Mediterranean. Significantly, it would have been Britain (the west and centre of the island) which it hit, rather than England (the south-east), because only Britain maintained trade links with the empire. And it would be less likely to spread to the Saxons since they did not consort with Britons and, living outside the established Roman towns and cities, may have lived at a lower density. It would have been virtually simultaneous with the mortālitās magna that hit Ireland, according to the Annals of Ulster, devastating the aristocracy (and no doubt every other class). Maelgwn, king of Gwynedd in Wales, also died of plague in 547 or 549, according to the Annales Cambriae. A folk memory of this dreadful disease, and the depopulation it caused, would remain in the Arthurian legend of the Waste Land, combining famine with military defeat, and a mysterious wound (to the king) in the groin area—one of the characteristics of bubonic plague. There is even a little genetic evidence that strikingly bears this out. Comparing the pattern of Y-chromosome DNA from samples in a line across from Anglesey to Friesland, a recent study found that the Welshmen were to this day clearly distinct from those in central England, but that the English and Frisian samples were so similar that they pointed to a common origin of 50–100 per cent of the (male) population; this could have resulted from a mass migration from Friesland.50 On the usual assumption that the Roman-period population of the island had reached 3 to 4 million, it seems hardly possible that anything other than an epidemic could have so eliminated the Britons from the ancestry of central England. So English supervened.

He used to say, 'Do, and expect nothing.' And since he did, his deeds combined to make a substantial reality. For such is the way of deeds: if a man does one thing today and another tomorrow, in the course of time they combine into a great deed.

Y'know... after that other dish a minute ago, this one tastes especially... I dunno... homey. It's a dish with a real human feel to it." "I see monkfish meat, skin, fins and- HM?! Kogiku squash... Tachikawa burdock... and Akasuji daikon!" "Y-yes, sir! All of those are veggies you can find in my hometown. I wanted to show in my dish how good the veggies in my hometown are, so I tried a lot of different combinations... but curry spices are really powerful, and they didn't go well with a lot of the veggies' natural sweetness or bitterness. I was stumped for a good long time, until I had the sudden thought that I could do a dobujiru for my dish. The monkfish liver in dobujiru could be a kind of bridge, allowing me to make the best of the curry spices while at the same time retaining all the natural tastiness of the veggies And besides, I, um... I've handled monkfish since I was little anyway." "Really?" "I wanted to make a curry that reflected all the best of my hometown... right down to the taste and smells!

Don’t we want to be able to imagine the expansion of freedom and justice in the world, as Hrant Dink urged us to do—in Turkey, in Palestine, in South Africa, in Germany, in Colombia, in Brazil, in the Philippines, in the US? If this is the case, we will have to do something quite extraordinary: We will have to go to great lengths. We cannot go on as usual. We cannot pivot the center. We cannot be moderate. We will have to be willing to stand up and say no with our combined spirits, our collective intellects, and our many bodies.

effort to create “technology parks” and “high-tech centers of excellence.” Such architect-designed places often feel so artificial and sterile that they end up as vacant white elephants. According to Paul Graham, a successful American programmer and technology investor, “A government that asks ‘How can we build a Silicon Valley?’ has probably ensured failure by the way they framed the question. You don’t build a Silicon Valley; you let one grow.”28 The reason for this is that the type of people who are attracted to high-tech centers are looking for a particular environment that combines a sense of freedom, authenticity, social interaction and character. If you want to attract geeks, said Graham: “[Y]ou need more than a town with personality. You need a town with the right personality.

These remarks reflect the expansive reach of the discourse on law and order, which since the 1970s tended to conflate "crime" with civil rights protests in the South and with the widespread turmoil generated by racism in the North. The moral panic produced by this discourse increasingly meant that the "law and order" slogan served as a proxy for more explicit calls to suppress Black movements and ultimately also to criminalize indiscriminately broad swaths of the Black population. By 1994, the deindustrialization of the U.S. economy, produced by global economic shifts, was having a deleterious impact on working-class Black communities. The massive loss of jobs in the manufacturing sector, especially in cities like Detroit, Philadelphia, Chicago, New York, and Los Angeles, had the result, according to Joe William Trotter, that "the black urban working class nearly disappeared by the early 1990s." Combined with the disestablishment of welfare state benefits, these economic shifts caused vast numbers of Black people to seek other—sometimes "illegal"—means of survival. It is not accidental that the full force of the crack epidemic was felt during the 1980s and early '90s. During this period there were few signs of governmental effort to address the circumstances responsible for the rapid impoverishment of working-class Black communities, and the 1994 Crime Bill was emblematic of the turn to carceral "solutions" as a response to the impact of forces of global capitalism. As Cedric Robinson has pointed out, capitalism has always been racial capitalism, and the Crime Bill was a formidable indication that Republicans and Democrats in Washington were united in their acceptance of punitive strategies to stave off the effects of Black impoverishment.

Biana cried—huge, shaking sobs that twisted her flawless features into something red and puffy. Some were tears of fury. Others dripped with joy and relief. And the overwhelming combination would’ve made Biana collapse if Dex hadn’t let her soak his shoulder with snot and tears until her cries faded to hiccup-y whimpers.

Don’t move to Silicon Valley. Even before 2020, I would have said, “Don’t quit your job, don’t move to SF, don’t pass go, and don’t collect $200 (from VCs).” After all, San Francisco is expensive, traffic-heavy, and not a great place to raise your children—or even a dog. Now, post-COVID, remote work is the new normal, and that means you can stay where you are. Sam Altman, the former CEO of Y Combinator, said that he was “very excited to see SF have to compete with other cities.” Me too. Not only is it cheaper and less competitive to build your company in a smaller town or city, but it’s also better for the local community, which as we’ve learned can pay dividends for your business.

reminding me that it’s okay to grieve, that it’s okay to miss him, that it’s only because of the bitter that you fully appreciate the sweet. ACKNOWLEDGMENTS Every once in a while I turn to social media for help with naming people or places in my books. For The Lights of Sugarberry Cove, I asked for suggestions in naming Sugarberry’s town center. Thanks go to Christa Y., whose suggestion of promenade combined with Jan L.’s offering of landing turned into Sugarberry Landing,

Venture capitalists and investors have bought into the media-driven narrative that younger people are more likely to build great companies. Vinod Khosla, a cofounder of Sun Microsystems and venture capitalist, said, “People under 35 are the people who make change happen . . . people over 45 basically die in terms of new ideas.” Paul Graham, the founder of Y Combinator, the famous start-up accelerator, said that, when a founder is over the age of thirty-two, investors “start to be a little skeptical.” Zuckerberg himself famously said, with his characteristic absence of tact, “Young people are just smarter.” But, it turns out, when it comes to age, the entrepreneurs we learn about in the media are not representative. In a pathbreaking study, a team of economists—Pierre Azoulay, Benjamin F. Jones, J. Daniel Kim, and Javier Miranda (henceforth referred to as AJKM)—analyzed the age of the founder of every business created in the United States between the years 2007 and 2014. Their study included some 2.7 million entrepreneurs, a far broader and more representative sample than the dozens featured in business magazines. The researchers found that the average age of a business founder in the United States is 41.9 years old—in other words, more than a decade older than the average age of founders featured in the media. And older people don’t just start businesses more than many of us realize; they also succeed at creating highly profitable businesses more often than their younger peers do. AJKM used various metrics of success for a business, including staying in business for longer and ranking among the top firms in revenue and employees. They discovered that older founders consistently had higher probabilities of success, at least until the age of sixty.

I know my alphabet,' I said sharply as he laid a piece of paper in front of me. 'I'm not that stupid.' I twisted my fingers in my lap, then pinned my restless hands under my thighs. 'I didn't say you were stupid,' he said. 'I'm just trying to determine where we should begin.' I leaned back in the cushioned seat. 'Since you've refused to tell me a thing about how much you know.' My face warmed. 'Can't you hire a tutor?' He lifted a brow. 'Is it that hard for you to even try in front of me?' 'You're a High Lord- don't you have better things to do?' 'Of course. But none as enjoyable as seeing you squirm.' 'You're a real bastard, you know that?' Rhys huffed a laugh. 'I've been called worse. In fact, I think you've called me worse.' He tapped the paper in front of him. 'Read that.' A blur of letters. My throat tightened. 'I can't.' 'Try.' The sentence had been written in elegant, concise print. His writing, no doubt. I tried to open my mouth, but my spine locked. 'What exactly, is your stake in all this? You said you'd tell me if I worked with you.' 'I didn't specify when I'd tell you.' I peeled back from him as my lip curled. He shrugged. 'Maybe I resent the idea of you letting those sycophants and war-mongering fools in the Spring Court make you feel inadequate. Maybe I indeed enjoy seeing you squirm. Or maybe-' 'I get it.' He snorted. 'Try to read it, Feyre.' Prick. I snatched the paper to me, nearly ripping it in half in the process. I looked at the first word, sounding it out in my head. 'Y-you...' The next I figured out with a combination of my silent pronunciation and logic. 'Look...' 'Good,' he murmured. 'I didn't ask for your approval.' Rhys chuckled. 'Ab... absolutely.' It took me longer than I wanted to admit to figure that out. The next word was even worse. 'De... Del...' I deigned to glance at him, brows raised. 'Delicious,' he purred. My brows knotted. I read the next two words, then whipped my face toward him. 'You look absolutely delicious today, Feyre?! That's what you wrote?' He leaned back in his seat. As our eyes met, sharp claws caressed my mind and his voice whispered inside my head. It's true, isn't it? I jolted back, my chair groaning. 'Stop that!' But those claws now dug in- and my entire body, my heart, my lungs, my blood yielded to his grip, utterly at his command as he said, The fashion of the Night Court suits you.

We are now seeing angels outsourcing due diligence to entities they assume will do it better. In one case, the entity is Y Combinator, the elite accelerator. Yuri Milner’s DST Fund and Ron Conway’s SV Angel fund recently announced that they will invest in every single startup coming out of Y Combinator. The seed rounds will provide $150,000 to every single one of the 40 startups that wants it, without any due diligence on their own part whatsoever. The capital is in the form of convertible debt with no cap and no discount. The loan will convert when and if the startup raises a proper angel or VC capital round at the same valuation that’s set in the round. Most convertible debt has a valuation ceiling and also gets a discount on conversion. The angels are banking on the premise that Y Combinator, in vetting the startups it stewards, has performed satisfactory due diligence. Milner has effectively shut out any other angel investors by offering such attractive terms. It’s almost free money. I’d be surprised if any of the 40 startups in each Y Combinator class decline such an offer.

Le fondement du « subjectivisme logique » des croyants est dans ce que nous pourrions appeler le « solipsisme religieux » ; et celui-ci est inévitable pour deux raisons majeures. Premièrement, tout Message religieux est un Message d'Absolu ; ce caractère d’Absolu pénètre tout le Message et lui confère sa qualité d’unicité. Dieu parle pour l'Intérieur et ne se préoccupe pas de l’extérieur en tant que tel ; Il proclame « la Religion » sous une forme adaptée à telles possibilités humaines ; Il ne fait pas de « religion comparée ». Deuxièmement, l'homme moyen n’est pas disposé à saisir ce caractère d'Absolu si on ne le lui suggère pas par l'unicité de l'expression ; et Dieu n'entend pas compromettre cette compréhension par des précisions soulignant l'aspect extérieur de rela­tivité, donc étrangères à ce qui est la raison d'être du Message. Mais ceci ne saurait lier l'ésotérisme : d’une part parce qu'il n'est pas un Message religieux et qu’il relève de l’Intellect plutôt que de la Révélation, et d’autre part parce qu’il s'adresse à des hommes qui n'ont pas besoin d'une suggestion d'unicité et d'exclusivité, sur le plan de l'expression, pour saisir le caractère d’Absolu dans les énonciations sacrées. Tout ceci est propre à faire comprendre que nous sommes aussi loin que possible d'approuver un « œcumé­nisme » gratuit et sentimentaliste, qui ne distingue pas entre la vérité et l'erreur et dont le résultat est l’indiffé­rence religieuse et le culte de l'homme. Ce qu'il s’agit d’entendre en réalité, c’est que la présence indéniable de la vérité transcendante, du sacré et du surnaturel sous des formes autres que celle de notre religion d’ori­gine, devrait nous amener, non le moins du monde à mettre en doute le caractère d’Absolu propre à notre religion, mais simplement à admettre l'inhérence de l’Absolu à un symbolisme doctrinal et sacramentel qui par définition le manifeste et le communique, mais qui également par définition — puisqu’il est d’ordre formel — est relatif et limité malgré son allure d’unicité. Allure nécessaire, nous l’avons dit, en tant que témoignage de l’Absolu, mais simplement indicative au point de vue de l’Absolu en soi, lequel se manifeste nécessairement par l’unicité et tout aussi nécessairement — en vertu de son Infinitude — par la diversité des formes. [...] Les divergences religieuses nous font penser aux contradictions entre les visions des mystiques, bien qu’il n’y ait là aucune commune mesure, sauf qu’il y a dans les deux cas une vérité intrinsèque sous-jacente : tel mystique brosse du purgatoire un tableau plutôt désespérant, tel autre insiste sur une joie d’espérance qui y règne, chaque perspective se trouvant appuyée par une imagerie qui la concrétise ; le symbolisme se combine avec un frag-mentarisme isolant et un sentimentalisme biaisant. Comme dans le cas des religions, les contradictions formelles des imageries mystiques n’infirment pas la vérité intégrale dont elles rehaussent des aspects en fonction de telle perspective de crainte ou d’amour ; mais nous n’avons pas besoin ici de recourir à l’ésotérisme pour dégager la vérité ; la théologie y pourvoit en distinguant d’emblée entre les contenus de la croyance, suivant qu’ils sont nécessaires ou recommandés, ou simplement possibles.

L'Islam a perpétué jusqu'à nos jours le monde biblique, que le Christianisme, une fois européanisé, ne pouvait plus représenter ; sans islam, le Catholicisme eût vite fait d'envahir tout le Proche Orient, ce qui eût signifié la destruction de l'Orthodoxie et des autres Eglises d'Orient et la romanisation – donc l'européanisation – de notre monde jusqu'aux confins de l'Inde ; le monde biblique serait mort. On peut dire que l'Islam a eu le rôle providentiel d'arrêter le temps – donc d'exclure l'Europe – sur la partie biblique du globe et de stabiliser, tout en l'universalisant, le monde d'Abraham, qui fut aussi celui de Jésus ; le Judaïsme étant émigré et dispersé, et le Christianisme s'étant romanisé, hellénisé et germanisé, Dieu « se repentit » - pour employer le mot de la Genèse – de ce développement unilatéral et suscita l'Islam, qu'il fit surgir du désert, ambiance ou arrière-plan du Monothéisme originel. Il y a là un jeu d'équilibre et de compensation dont les exotérismes ne sauraient rendre compte, et il serait absurde de le leur demander (1). (1) Titus Burckhardt, ayant lu ces lignes, nous a communiqué au sujet du cycle Abraham-Mohammed les réflexions suivantes : « Il est significatif que la langue arabe soit la plus archaïque de toutes les langues sémitiques vivantes : son phonétisme conserve, à un son près, tous les sons indiqués par les plus anciens alphabètes sémitiques, et sa morphologie se retrouve dans le célèbre code de Hammourabi, qui est à peu près contemporain d'Abraham. » - « En fait, la Mecque avec la Kaaba construite par Abraham et Ismaël, est la ville sacrée oubliée, - oubliée à la fois par le Judaïsme, qui ignore le rôle prophétique d'Ismaël, et par le Chrisianisme, qui a hérité le même point de vue. Le sanctuaire de la Mecque, lequel est au Prophète ce que le Temple de Jérusalem est au Christ, - en un certain sens tout au moins, - est comme la « pierre rejetée par les bâtisseurs » et qui devient la pierre d'angle. Cette oublie du sanctuaire ismaélien, en même temps que la continuité Abraham-Ismaël-Mohammed, - le Prophète arabe étant de descendance ismaélienne, - ce double facteur nous montre comment l'économie divine aime à combiner le géométrique avec l'imprévu. Sans aucune importance est ici l'opinion de ceux qui voient dans l'origine abrahamique de la Kaaba un mythe musulman rétrospectif, et qui perdent totalement de vue que les anciens Arabes possédaient une mémoire généalogique à la fois extraordinaire et méticuleuse, comme d'ailleurs la plupart des nomades ou semi-nomades.

Staffing an effective church is different than staffing the typical church of the past. It used to be most churches staffed primarily for the care and feeding of their members, and if any time was left over staff could attempt to reach out to the community. But even then church leaders looked for effective and innovative ways to proclaim, “Here we are; y’all come.” Not so today. Today the primary focus of an effective staff is the mobilization and empowerment of the entire congregation for the purpose of transforming the surrounding community and the world, which does result in the growth of the church as a by-product. This is a more “we have to go to them and meet them on their own terms” attitude. We have to listen to their story before we can tell them our story on the way to the story. Living on a mission field requires four huge shifts in how staff functions: The shift from professional paid staff who direct volunteers in carrying out programs to paid servants who equip and coach unpaid servants to carry out most of the pastoral responsibilities. When this shift happens a church learns it can accomplish its goals with fewer paid staff. The shift from using all paid staff to a combination of paid and unpaid servants to fill a role, or the use of unpaid servants as a replacement for paid staff. When this shift occurs staff management becomes a key role for some key staff person. The shift from seeing the needs of the congregation as the focus to seeing the penetration of the surrounding community as the focus. When this shift takes place the measurement of success changes. The shift from a clear division between clergy and laity to more of an “it doesn’t matter if you’re ordained or not” attitude. When this shift takes place it frees up the church to develop the priesthood of believers.

L’affaire promettait d’être prospère. Le maire était tout excité, cramoisi d’enthousiasme, il y confiait son aîné comme ses économies dans un bon placement...et tout le monde versait un fils ou deux dans la combine, ça se présentait bien. Les femmes étaient plus réservées, l’inquiétude au-dessus, comme un chapeau. La guerre était servie, et ça se bousculait pour en bouffer, des fois qu’il en manquerait un peu pour régaler tout le monde.

When Brian Chesky was pitching venture capitalists to invest in Airbnb, one of the people he consulted was the entrepreneur and investor Sam Altman, who later became the president of the Y Combinator start-up accelerator. Altman saw Chesky’s pitch deck and told him it was perfect, except that he needed to change the market-size slide from a modest $ 30 million to $ 30 billion. “Investors want B’s, baby,” Altman told Chesky. Of course, Altman wasn’t telling Chesky to lie; rather, he argued that if the Airbnb team truly believed in their own assumptions, $ 30 million was a gross underestimate, and they should use a number that was true to their convictions. As it turns out, Airbnb’s market was indeed closer to $ 30 billion.

Nectome is one of the handful of start-ups chosen to be part of Y Combinator, the most important of California’s tech incubators. (They’re the people who first championed Dropbox, Airbnb, and Reddit.) In fact, Y Combinator head Sam Altman has already plunked down his $10,000 for Nectome’s service,