Saudi Arabia and other producers must cut oil prices, global central banks “immediately” needed to slash interest rates, and foreign companies must ramp up investments in US factories or face tariffs. The EU — which came in for particular opprobrium — must stop hitting big American technology companies with competition fines.

Trump’s demands came amid a frenetic first week in office in which the president launched a blitzkrieg of executive orders and announcements intended not just to reshape the state but also assert America’s economic and commercial supremacy. Tariffs of up to 25 per cent could be slapped on Canada and Mexico as early as February 1, riding roughshod over the trade deal Trump himself negotiated in his first term.  China could face levies of up to 100 per cent if Beijing failed to agree on a deal to sell at least 50 per cent of the TikTok app to a US company, while the EU was told to purchase more American oil if it wanted to avoid tariffs. Underscoring the new American unilateralism, Trump pulled the US out of the World Health Organization, as well as exiting the Paris climate accord for a second time.

This proposal throws a “hand grenade” at international tax policymaking, says Niels Johannesen, director of the Oxford university Centre for Business Taxation at Saïd Business School. The move suggests a determination to “shape other countries’ tax policy through coercion rather than through co-operation”, he adds.

“Those around Trump have had time to build up a systematic, methodological approach for protectionist trade policy and it shows,” says former UK trade department official Allie Renison, now at consultancy SEC Newgate. The approach will be to build up a case file of “evidence” against countries, she says, and then use it to extract concessions in areas of both economic and foreign policy.

The question remains how far Trump is willing to go. The danger of trampling on the rules-based order, says Jeromin Zettelmeyer, head of the Bruegel think-tank, is a complete breakdown in the diplomatic and legal channels for settling international disputes. If Trump were to pull out of a wider range of international frameworks, such as the WTO or the IMF, he warns, then the arrangements that help govern the global economy could get “substantively destroyed”.

Some caution against being awestruck by Trump’s threats or his espousal of capitalism without limits, because his agenda was so incoherent. “What we are seeing is huge doses of American hubris,” says Arancha González, dean of the Paris School of International Affairs at Sciences Po. “We are blinded by the intensity of all the issues put on the table and by Trump’s conviction. But we are not looking at the contradictions. It’s like we are all on an orange drug

Ever since software updates became distributed regularly as part of the SaaS business model, it has become the vendors’ priority to show how clever they are through callouts, balloons, dialogs, toasts, and other in-product advertising. I understand why vendors want users to know about new features. But these promotions are way too much and way too often. Respecting users has long been deprioritized in favour of whatever new thing leads to promotions and bonuses.

Pre-Trump American conservatism was dedicated to a few fundamental propositions: limited government, cultural traditionalism, antiabortion politics, fiscal rectitude and free market economics. Now, I’m the first to concede the right often fell short of its ideals, but showing rhetorical fealty to the ideals was the binding firmament of conservatism. Those commitments still get some lip-service, but there’s no denying that on all of these fronts, loyalty to Trump is the more pressing litmus test. This has freed up Trump to move leftward on abortion, entitlements and economic policy generally.

Trump didn’t merely shatter the consensus on the right, he shattered the political consensus generally. Or maybe social media and those other trends were the battering rams and Trump merely benefited from the new landscape.

the bedrock assumptions about how politics “works” and the rules for what a politician can or can’t do, no longer seem operative. We’re all familiar with how his behavior has demonstrated that, but it’s also illuminated that the electorate itself is just different today. The FDR coalition is gone, the white working class is now operationally conservative, and the Latino and Black working classes are now seen as gettable by Republicans. The assumption that they are “natural Democrats” was obliterated in this election. Republicans have figured out how to talk to those constituencies.

Journalists do not write the headlines; I hope the editor responsible for this one is soaked with regret. Zuckerberg is not “done with politics”. He is very much playing politics. He supported some more liberal causes when it was both politically acceptable and financially beneficial, something he has continued to do today, albeit by having no discernible principles. Do not mistake this for savviness or diplomacy, either. It is political correctness for the billionaire class.

here’s Nintendo — perhaps the most humane company in the history of computing, and one that has never allowed either success or failure to distract it from its core mission of creating wholesome, clever, exquisitely well-designed fun games — with a much-anticipated announcement of something new that is purely about adding more joy to people’s lives.

Anyone can point at something and say it’s broken, corrupt, or destined to fail. The real challenge? Building something better. The cynic sees a proposal for change and immediately lists why it won’t work. They’re usually right about specific failure modes — systems are complex, and failure has many mothers. But being right about potential problems differs from being right about the whole.

The cynical position feels sophisticated. It signals worldliness, experience, and a certain battle-hardened wisdom. “Oh, you sweet summer child,” the cynic says, “I’ve seen how these things really work.” But what if this sophistication is itself a form of naïveté?

Cynicism comes with hidden taxes. Every time we default to assuming the worst, we pay in missed opportunities, reduced social trust, and diminished creative capacity. These costs compound over time, creating a self-fulfilling prophecy in which cynical expectations shape cynical realities.

Pattern recognition is valuable — we should learn from history and past failures. But pattern recognition becomes pattern imprisonment when it blinds us to genuinely new possibilities.

Why spend years building something that could fail when you could spend an afternoon critiquing others’ attempts and look just as smart? The cynical stance is intellectually rewarding but culturally corrosive.

The alternative to cynicism isn’t unquestioning optimism. It’s more nuanced: a clear-eyed recognition of problems coupled with the conviction that improvement is possible. Call it pragmatic meliorism — the belief that while perfect solutions may not exist, better ones do.

things are broken, AND they can be fixed; people are flawed AND capable of growth; systems are complex AND can be improved.

Here’s a more charitable reading of cynicism: it’s not an intellectual position. It’s an emotional defense mechanism. If you expect the worst, you’ll never be disappointed. If you assume everything is corrupt, you can’t be betrayed. But this protection comes at a terrible price. The cynic builds emotional armor that also functions as a prison, keeping out not just pain but also possibility, connection, and growth.

Not all domains benefit equally from cynical analysis. Some areas — scientific investigation, financial planning, and security systems — benefit from rigorous skepticism. Others — creative endeavors, relationship building, social movements — often suffer from it.

What would it look like to embrace pragmatic meliorism instead of cynicism? Acknowledging problems while focusing on solutions Learning from history without being imprisoned by it Maintaining high standards while accepting incremental progress Combining skeptical analysis with constructive action

When you feel the pull of cynicism, ask yourself: Is this helping? Is this default skepticism making you more effective or just more comfortable? Are you choosing the easy path of criticism over the harder path of creation?

What I saw in him was an enigmatic and intuitive man with a creative ocean bursting forth inside of him. He was in touch with something the rest of us wish we could get to.   Our friendship blossomed on Blue Velvet and then Twin Peaks and I always found him to be the most authentically alive person I’d ever met.   David was in tune with the universe and his own imagination on a level that seemed to be the best version of human. He was not interested in answers because he understood that questions are the drive that make us who we are. They are our breath.

Steve didn’t just read a script for the presentation. He’d been telling a version of that same story every single day for months and months during development—to us, to his friends, his family. He was constantly working on it, refining it. Every time he’d get a puzzled look or a request for clarification from his unwitting early audience, he’d sand it down, tweak it slightly, until it was perfectly polished.

He talked for a while about regular mobile phones and smartphones and the problems of each before he dove into the features of the new iPhone. He used a technique I later came to call the virus of doubt. It’s a way to get into people’s heads, remind them about a daily frustration, get them annoyed about it all over again. If you can infect them with the virus of doubt—“maybe my experience isn’t as good as I thought, maybe it could be better”—then you prime them for your solution. You get them angry about how it works now so they can get excited about a new way of doing things.

when I say “story,” I don’t just mean words. Your product’s story is its design, its features, images and videos, quotes from customers, tips from reviewers, conversations with support agents. It’s the sum of what people see and feel about this thing that you’ve created.

When you get wrapped up in the “what,” you get ahead of people. You think everyone can see what you see. But they don’t. They haven’t been working on it for weeks, months, years. So you need to pause and clearly articulate the “why” before you can convince anyone to care about the “what.”

That’s the case no matter what you make—even if you sell B2B payments software. Even if you build deep-tech solutions for customers who don’t exist yet. Even if you sell lubricants to a factory that’s been buying the same thing for twenty years.

If your competitors are telling better stories than you, if they’re playing the game and you’re not, then it doesn’t matter if their product is worse. They will get the attention. To any customers, investors, partners, or talent doing a cursory search, they will appear to be the leaders in the category. The more people talk about them, the greater their mind share, and the more people will talk about them.

A good story is an act of empathy. It recognizes the needs of its audience. And it blends facts and feelings so the customer gets enough of both. First you need enough instincts and concrete information that your argument doesn’t feel too floaty and insubstantial. It doesn’t have to be definitive data, but there has to be enough to feel meaty, to convince people that you’re anchored in real facts. But you can overdo it—if your story is only informational, then it’s entirely possible that people will agree with you but decide it’s not compelling enough to act on just yet. Maybe next month. Maybe next year.

So you have to appeal to their emotions—connect with something they care about. Their worries, their fears. Or show them a compelling vision of the future: give a human example. Walk through how a real person will experience this product—their day, their family, their work, the change they’ll experience. Just don’t lean so far into the emotional connection that what you’re arguing for feels novel, but not necessary.

And always remember that your customers’ brains don’t always work like yours. Sometimes your rational argument will make an emotional connection. Sometimes your emotional story will give people the rational ammunition to buy your product. Certain Nest customers looked at the beautiful thermostat that we lovingly crafted to appeal to their heart and soul and said, “Sure, okay. It’s pretty” and then had a thrilled, emotional reaction to the potential of saving twenty-three dollars on their energy bill.

everyone will read your story differently. That’s why analogies can be such a useful tool in storytelling. They create a shorthand for complicated concepts—a bridge directly to a common experience.

That’s another thing I learned from Steve Jobs. He’d always say that analogies give customers superpowers. A great analogy allows a customer to instantly grasp a difficult feature and then describe that feature to others. That’s why “1,000 songs in your pocket” was so powerful. Everyone had CDs and tapes in bulky players that only let you listen to 10-15 songs, one album at a time. So “1,000 songs in your pocket” was an incredible contrast—it let people visualize this intangible thing—all the music they loved all together in one place, easy to find, easy to hold—and gave them a way to tell their friends and family why this new iPod thing was so cool.

Because to truly understand many of the features of our products, you’d need a deep well of knowledge about HVAC systems and power grids and the way smoke refracts through a laser to detect fire—knowledge almost nobody had. So we cheated. We didn’t try to explain everything. We just used an analogy. I remember there was one complex feature that was designed to lighten the load on power plants on the hottest or coldest days of the year when everyone cranked up the heat or AC at once. It usually came down to just a few hours in the afternoon, a few days a year—one or more coal power plants would be brought on line to avoid blackouts. So we designed a feature that predicted when these moments would come, then the Nest Thermostat would crank the AC or heat up extra before the crucial peak hours and turn it down when everyone else was turning it up. Anyone who signed up for the program got a credit on their energy bill. As more and more people joined the program, the result was a win-win—people stayed comfortable, they saved money, and the energy companies didn’t have to turn on their dirtiest plants. And that is all well and good, but it just took me 150 word to explain. So after countless hours of thinking about it and trying all the possible solutions, we settled on doing it in three: Rush Hour Rewards.

Everyone understands the concept of rush hour—the moment when way too many people get on the road together and traffic slows to a creep. Same thing happens with energy. We didn’t need to explain much more than that—rush hours are a problem, but when there’s an energy rush hour, you can get something out of it. You can get a reward. You can actually save money rather than getting stuck with everyone else.

Quick stories are easy to remember. And, more importantly, easy to repeat. Someone else telling your story will always reach more people and do more to convince them to buy your product than any amount of talking you do about yourself on your own platforms. You should always be striving to tell a story so good that it stops being yours—so your customer learns it, loves it, internalizes it, owns it. And tells it to everyone they know.

A good product story has three elements: It appeals to people’s rational and emotional sides. It takes complicated concepts and makes them simple. It reminds people of the problem that’s being solved—it focuses on the “why.”

You know what you should be doing. You know the steps you should be taking, the little actions that will pave the way forward. You know you’re perfectly capable of taking those steps, that there’s no good reason to delay any longer, and yet… 🌞 a weekly newsletter for conscious self-creation 🪴 join 600+ subscribers: Subscribe What do you do instead? You scroll Twitter. You stare at the ceiling. You clean your apartment (again). You dilly dally. You do a bunch of things that you don’t even really like doing, and then you feel even worse.

The result is a vicious spiral downwards, where we keep doing things that drain us of energy, and then we don’t have the energy to do the things we actually want to do, and so we do more of the things which are depleting, and… well, so on, so on. Where we actually want to create is the opposite: a virtuous spiral upwards, where we focus on things which inspire us, giving us energy to take on bigger and bigger challenges, unlocking even more energy

The first thing to notice is that the things that deplete us have gravity. We don’t choose them freely. They pull us into old patterns, often without us noticing. That gravity is a product of fear. Your nervous system has one primary goal: keep you alive. It has one primary method of doing so: keep doing the things that kept you alive before. Our biology has an incredible bias towards the familiar, because familiar = safe. When our body is experiencing fear, that means our nervous system thinks we’re in danger. The fear says “get somewhere safe, now.” That translates to “get back to the familiar.”

Which means… if we’re able to be present and curious with the tension in our body, without trying to fight it or “fix” it or “solve” it, our experience transforms. Suddenly, the tension becomes almost pleasurable, as an opportunity to “be with” ourselves. This process does take a bit of practice, but once you’ve found it, you’ll know. It’s the deeply satisfying sense of “I am stepping into fear, but I am not alone—I have my own back.” 🌞 a weekly newsletter for conscious self-creation 🪴 join 600+ subscribers: Subscribe Once we’ve unlocked that feeling, then it becomes easier and easier to break out of these draining patterns. Attunement-to-self is an energizing process, so the moment we begin noticing what we’re feeling, we’re stepping away from depletion. We’ve instantly liberated ourselves from stuckness.

In response to intense pressure, technology companies have enacted policies to combat misinformation1,2,3,4. The enforcement of these policies has, however, led to technology companies being regularly accused of political bias5,6,7. We argue that differential sharing of misinformation by people identifying with different political groups8,9,10,11,12,13,14,15 could lead to political asymmetries in enforcement, even by unbiased policies. We first analysed 9,000 politically active Twitter users during the US 2020 presidential election. Although users estimated to be pro-Trump/conservative were indeed substantially more likely to be suspended than those estimated to be pro-Biden/liberal, users who were pro-Trump/conservative also shared far more links to various sets of low-quality news sites—even when news quality was determined by politically balanced groups of laypeople, or groups of only Republican laypeople—and had higher estimated likelihoods of being bots. We find similar associations between stated or inferred conservatism and low-quality news sharing (on the basis of both expert and politically balanced layperson ratings) in 7 other datasets of sharing from Twitter, Facebook and survey experiments, spanning 2016 to 2023 and including data from 16 different countries. Thus, even under politically neutral anti-misinformation policies, political asymmetries in enforcement should be expected. Political imbalance in enforcement need not imply bias on the part of social media companies implementing anti-misinformation policies.

Alexios Mantzarlis, the founding director of the International Fact-Checking Network, worked closely with Meta as the company set up its partnerships. He took exception on Tuesday to Zuckerberg's statement that "the fact-checkers have just been too politically biased, and have destroyed more trust than they've created, especially in the US." What Zuckerberg called bias is a reflection of the fact that the right shares more misinformation from the left, said Mantzarlis, now the director of the Security, Trust, and Safety Initiative at Cornell Tech. "He chose to ignore research that shows that politically asymmetric interventions against misinformation can result from politically asymmetric sharing of misinformation," Mantzarlis said. "He chose to ignore that a large chunk of the content fact-checkers are flagging is likely not political in nature, but low-quality spammy clickbait that his platforms have commodified. He chose to ignore research that shows Community Notes users are very much motivated by partisan motives and tend to over-target their political opponents."

while Community Notes has shown some promise on X, a former Twitter executive reminded me today that volunteer content moderation has its limits. Community Notes rarely appear on content outside the United States, and often take longer to appear on viral posts than traditional fact checks. There is also little to no empirical evidence that Community Notes are effective at harm reduction. Another wrinkle: many Community Notes currently cite as evidence fact-checks created by the fact-checking organizations that Meta just canceled all funding for.

What Zuckerberg is saying is that it will now be up to users to do what automated systems were doing before — a giant step backward for a person who prides himself on having among the world's most advanced AI systems.

"I can't tell you how much harm comes from non-illegal but harmful content," a longtime former trust and safety employee at the company told me. The classifiers that the company is now switching off meaningfully reduced the spread of hate movements on Meta's platforms, they said. "This is not the climate change debate, or pro-life vs. pro-choice. This is degrading, horrible content that leads to violence and that has the intent to harm other people."

I floated a theory of mine to Atlantic writer Charlie Warzel on this week’s episode of Panic World that content moderation, as we’ve understood, it effectively ended on January 6th, 2021. You can listen to the whole episode here, but the way I look at it is that the Insurrection was the first time Americans could truly see the radicalizing effects of algorithmic platforms like Facebook and YouTube that other parts of the world, particularly the Global South, had dealt with for years. A moment of political violence Silicon Valley could no longer ignore or obfuscate the way it had with similar incidents in countries like Myanmar, India, Ethiopia, or Brazil. And once faced with the cold, hard truth of what their platforms had been facilitating, companies like Google and Meta, at least internally, accepted that they would never be able to moderate them at scale. And so they just stopped.

After 2021, the major tech platforms we’ve relied on since the 2010s could no longer pretend that they would ever be able to properly manage the amount of users, the amount of content, the amount of influence they “need” to exist at the size they “need” to exist at to make the amount of money they “need” to exist.

Under Zuckerberg’s new “censorship”-free plan, Meta’s social networks will immediately fill up with hatred and harassment. Which will make a fertile ground for terrorism and extremism. Scams and spam will clog comments and direct messages. And illicit content, like non-consensual sexual material, will proliferate in private corners of networks like group messages and private Groups. Algorithms will mindlessly spread this slop, boosted by the loudest, dumbest, most reactionary users on the platform, helping it evolve and metastasize into darker, stickier social movements. And the network will effectively break down. But Meta is betting that the average user won’t care or notice. AI profiles will like their posts, comment on them, and even make content for them. A feedback loop of nonsense and violence. Our worst, unmoderated impulses, shared by algorithm and reaffirmed by AI. Where nothing has to be true and everything is popular.

I find myself rethinking "minimum". Instead of asking, What's the least we can do to launch? I'm asking, What's the least we can do to make people love this?

Half-baked functionality is not enough in an age where AI accelerates the product development lifecycle—people want experiences that feel intuitive, engaging, and yes, delightful.

Sometimes, it's the smallest things—a clever animation, seamless usability, or a thoughtful touch—that leave a lasting impression. An MDP isn't about perfection; it's about ensuring even the simplest version of a product creates joy. In a world of endless options, delight isn't a bonus; it's a competitive advantage.

We take the hyperlink for granted now, but this changed the form of humanity’s recorded information and texts from long, linear sequences to a graph, through which readers can take any path they choose.

Little glimpses in modern OSs are almost always welcome surprises: the contact card you can open from a messages chat; the meeting link in a calendar event; or even simply linking to a webpage from an email, or a document hosted online. Most recently, Apple added reminders to the calendar: if you set a date or time on a reminder in the Reminders app, you’ll also see it in your calendar on the correct date or at the correct time, where you can mark it as complete without switching apps. When things are nicely integrated across apps, it often feels like magic — but only because we’ve structured operating systems in such a way that each individual integration across apps must be custom-built for each case. For an OS that supports deep linking of all its things, such integrations would be an inherent aspect of its design.

I will talk mainly about science because that is what I have studied. But so far as I know, and I've been told by others, much of what I say applies to many fields. Outstanding work is characterized very much the same way in most fields, but I will confine myself to science.

I spoke earlier about planting acorns so that oaks will grow. You can't always know exactly where to be, but you can keep active in places where something might happen. And even if you believe that great science is a matter of luck, you can stand on a mountain top where lightning strikes; you don't have to hide in the valley where you're safe.

Most great scientists know many important problems. They have something between 10 and 20 important problems for which they are looking for an attack. And when they see a new idea come up, one hears them say ``Well that bears on this problem.'' They drop all the other things and get after it.

The great scientists, when an opportunity opens up, get after it and they pursue it. They drop all other things. They get rid of other things and they get after an idea because they had already thought the thing through. Their minds are prepared; they see the opportunity and they go after it. Now of course lots of times it doesn't work out, but you don't have to hit many of them to do some great science. It's kind of easy. One of the chief tricks is to live a long time!

He who works with the door open gets all kinds of interruptions, but he also occasionally gets clues as to what the world is and what might be important. Now I cannot prove the cause and effect sequence because you might say, ``The closed door is symbolic of a closed mind.'' I don't know. But I can say there is a pretty good correlation between those who work with the doors open and those who ultimately do important things, although people who work with doors closed often work harder.

You should do your job in such a fashion that others can build on top of it, so they will indeed say, ``Yes, I've stood on so and so's shoulders and I saw further.'' The essence of science is cumulative. By changing a problem slightly you can often do great work rather than merely good work. Instead of attacking isolated problems, I made the resolution that I would never again solve an isolated problem except as characteristic of a class.

by altering the problem, by looking at the thing differently, you can make a great deal of difference in your final productivity because you can either do it in such a fashion that people can indeed build on what you've done, or you can do it in such a fashion that the next person has to essentially duplicate again what you've done. It isn't just a matter of the job, it's the way you write the report, the way you write the paper, the whole attitude. It's just as easy to do a broad, general job as one very special case. And it's much more satisfying and rewarding!

it is not sufficient to do a job, you have to sell it. `Selling' to a scientist is an awkward thing to do. It's very ugly; you shouldn't have to do it. The world is supposed to be waiting, and when you do something great, they should rush out and welcome it. But the fact is everyone is busy with their own work. You must present it so well that they will set aside what they are doing, look at what you've done, read it, and come back and say, ``Yes, that was good.'' I suggest that when you open a journal, as you turn the pages, you ask why you read some articles and not others. You had better write your report so when it is published in the Physical Review, or wherever else you want it, as the readers are turning the pages they won't just turn your pages but they will stop and read yours. If they don't stop and read it, you won't get credit.

I think it is very definitely worth the struggle to try and do first-class work because the truth is, the value is in the struggle more than it is in the result. The struggle to make something of yourself seems to be worthwhile in itself. The success and fame are sort of dividends, in my opinion.

He had his personality defect of wanting total control and was not willing to recognize that you need the support of the system. You find this happening again and again; good scientists will fight the system rather than learn to work with the system and take advantage of all the system has to offer. It has a lot, if you learn how to use it. It takes patience, but you can learn how to use the system pretty well, and you can learn how to get around it. After all, if you want a decision `No', you just go to your boss and get a `No' easy. If you want to do something, don't ask, do it. Present him with an accomplished fact. Don't give him a chance to tell you `No'. But if you want a `No', it's easy to get a `No'.

Amusement, yes, anger, no. Anger is misdirected. You should follow and cooperate rather than struggle against the system all the time.

I found out many times, like a cornered rat in a real trap, I was surprisingly capable. I have found that it paid to say, ``Oh yes, I'll get the answer for you Tuesday,'' not having any idea how to do it. By Sunday night I was really hard thinking on how I was going to deliver by Tuesday. I often put my pride on the line and sometimes I failed, but as I said, like a cornered rat I'm surprised how often I did a good job. I think you need to learn to use yourself. I think you need to know how to convert a situation from one view to another which would increase the chance of success.

I do go in to strictly talk to somebody and say, ``Look, I think there has to be something here. Here's what I think I see ...'' and then begin talking back and forth. But you want to pick capable people. To use another analogy, you know the idea called the `critical mass.' If you have enough stuff you have critical mass. There is also the idea I used to call `sound absorbers'. When you get too many sound absorbers, you give out an idea and they merely say, ``Yes, yes, yes.'' What you want to do is get that critical mass in action; ``Yes, that reminds me of so and so,'' or, ``Have you thought about that or this?'' When you talk to other people, you want to get rid of those sound absorbers who are nice people but merely say, ``Oh yes,'' and to find those who will stimulate you right back.

I believed, in my early days, that you should spend at least as much time in the polish and presentation as you did in the original research. Now at least 50% of the time must go for the presentation. It's a big, big number.

Luck favors a prepared mind; luck favors a prepared person. It is not guaranteed; I don't guarantee success as being absolutely certain. I'd say luck changes the odds, but there is some definite control on the part of the individual.

If you read all the time what other people have done you will think the way they thought. If you want to think new thoughts that are different, then do what a lot of creative people do - get the problem reasonably clear and then refuse to look at any answers until you've thought the problem through carefully how you would do it, how you could slightly change the problem to be the correct one. So yes, you need to keep up. You need to keep up more to find out what the problems are than to read to find the solutions. The reading is necessary to know what is going on and what is possible. But reading to get the solutions does not seem to be the way to do great research. So I'll give you two answers. You read; but it is not the amount, it is the way you read that counts.

your dreams are, to a fair extent, a reworking of the experiences of the day. If you are deeply immersed and committed to a topic, day after day after day, your subconscious has nothing to do but work on your problem. And so you wake up one morning, or on some afternoon, and there's the answer.

Crucially, this was never proven in court. And if Apple settle the case it never will be. Let’s think this through. For the accusation to be true, Apple would need to be recording those wake word audio snippets and transmitting them back to their servers for additional processing (likely true), but then they would need to be feeding those snippets in almost real time into a system which forwards them onto advertising partners who then feed that information into targeting networks such that next time you view an ad on your phone the information is available to help select the relevant ad.

Why would Apple do that? Especially given both their brand and reputation as a privacy-first company combined with the large amounts of product design and engineering work they’ve put into preventing apps from doing exactly this kind of thing by enforcing permission-based capabilities and ensuring a “microphone active” icon is available at all times when an app is listening in.

This “undulant interface” was made by John Underkoffler. The heresy implicit within [1] is the premise that the user, not the system, gets to define what is most important at any given moment; where to place the jeweler’s loupes for more detail, and where to show only a simple overview, within one consistent interface. Notice how when a component is expanded for more detail, the surrounding elements adjust their position, so the increased detail remains in the broader context. This contrasts sharply with how we get more detail in mainstream interfaces of the day, where modal popups obscure surrounding context, or separate screens replace it entirely. Being able to adjust the detail of different components within the singular context allows users to shape the interfaces they need in each moment of their work.

Pushing towards this style of interaction could show up in many parts of an itemized personal computing environment: when moving in and out of sets, single items, or attributes and references within items.

everyone has unique needs and context, yet that which makes our lives more unique makes today’s rigid software interfaces more frustrating to use. How might Colin use the gestural, itemized interface, combined with semantic zoom on this plethora of data, to elicit the interfaces and answers he’s looking for with his data?

since workout items each have data with associated timestamps and locations, the system knows it can offer both a timeline and map view. And since the items are of one kind, it knows it can offer a table view. Instead of selecting one view to switch to, as we first explored in LN 006, we could drag them into the space to have multiple open at once.

As the email item view gets bigger, the preview text of the email’s contents eventually turns into the fully-rendered email. At smaller sizes, this view makes less sense, so the system can swap it out for the preview text as needed.

it’s increasingly common for end users to develop wildly inaccurate mental models of how these things work and what they are capable of. I’ve seen so many examples of people trying to win an argument with a screenshot from ChatGPT—an inherently ludicrous proposition, given the inherent unreliability of these models crossed with the fact that you can get them to say anything if you prompt them right.

There’s a flipside to this too: a lot of better informed people have sworn off LLMs entirely because they can’t see how anyone could benefit from a tool with so many flaws. The key skill in getting the most out of LLMs is learning to work with tech that is both inherently unreliable and incredibly powerful at the same time.

One thing we read was a quote that I’ve known for years, and loved, from Søren Kierkegaard, the Danish philosopher, who said that we can only understand our life backwards, but we’re forced to live it forwards. And I think that’s the confusion we all feel, is that we always learn too late. We go through things that are completely inexplicable and mysterious. And then years later, we realize.

She suddenly starts realizing how she is building an experience of relationships, and how all the paradoxes that you see specifically in the film show how she is trapped in one role in one relationship then takes on a completely different role in the next one—maybe even the role of the other partner in the first one. You’re on different sides of the fence in certain discussions, going forward. And you become a richer person through those sometimes painful experiences, a more whole person and perhaps a more accepting person in terms of accepting others.

There’s a great book by a British writer and psychoanalyst Adam Phillips, which came out a few years ago, called Missing Out, where he says that, in the therapy room, what he experiences with people a lot is that he realizes that people live their whole life with this big, imagined part of themselves. All the what ifs that never happened. That relationship they think they might or should have had or would have in the future, if they only broke away from the relationship they were in. Or that job they’re going to start doing one day. And it actually becomes your self-perception and your feeling of identity. And, suddenly, life has passed. And that whole imagined self was also a part of who you were, but it was unspoken or unlived. And this is life.

I thought that was an interesting notion, the negotiation between the imagined self and the real self that plays out in time. That’s a big theme that I can make several films about, but this one was specifically through the character of Julie.

I don’t really believe that we can see ourselves fully. So much is subconscious. There’s so much history and so much memory that we can’t access.

That’s the feedback we’re getting from people who’ve watched the film, is that it’s okay to be ambivalent and feel that things are not in full order. If we can add a consoling notion around that, I think we’re good.

The idea in psychology of “good enough” can be fine. Maybe there is a life where not everyone becomes that unique snowflake that we are all raised to believe that we have to be to be anything. Maybe there is a place of acceptance in a simpler life, a less turbulent life, without feeling that we’re losing the progressivity of thought or humanity in our own personal life. Maybe the exterior appearance of that success is less interesting than fulfilling it on a more intimate level, in one’s personal life. I don’t know. These are big questions, and I don’t want to come off as pretentious. But I think you’re touching on something that we indirectly have talked about a lot in making this film. Julie is this slightly idealized child from early on. She has good grades. She got into medical school. And she feels this pressure to do something really special. That is complicated for her.

what if COVID allowed people to take that step that they had been yearning for, sometimes, to say that the meritocratic society that we live in—particularly in America but also in Norway, to a large extent—where we are feeling that we are so responsible for fulfilling the utmost potential of ourselves, and we carry that alone, that that is a quite a stifling notion for a lot of people? That’s quite a heavy burden to carry: to feel that if you don’t do the greatest thing you could do, you’re a loser.

You can't directly control where your thoughts drift. If you're controlling them, they're not drifting. But you can control them indirectly, by controlling what situations you let yourself get into. That has been the lesson for me: be careful what you let become critical to you. Try to get yourself into situations where the most urgent problems are ones you want to think about.

barring emergencies you have a good deal of indirect control over what becomes the top idea in your mind.

Turning the other cheek turns out to have selfish advantages. Someone who does you an injury hurts you twice: first by the injury itself, and second by taking up your time afterward thinking about it. If you learn to ignore injuries you can at least avoid the second half. I've found I can to some extent avoid thinking about nasty things people have done to me by telling myself: this doesn't deserve space in my head.

just take a shower. What topic do your thoughts keep returning to? If it's not what you want to be thinking about, you may want to change something.