Stretch My Time Off - Optimise Your Vacation Days
Niche Internet35 bits of advice - Erik Torenberg
This doesn’t mean that everything that has happened to you is a result of your actions. It means that you develop an ability to respond to whatever happens to you, even if you don’t control the consequences of your actions.
It means exerting maximal agency towards the things you can directly change (your behavior), and maximum acceptance towards things you can influence but not control (external circumstances, other people’s behavior).
Our responses typically come from patterns and scripts handed down from our parents and our pasts. We are not hostage to those patterns, we can update them. A pattern that's run through your family for generations can stop with you. Vision is bigger than baggage.
A pattern like anxiety may have been helpful in a previous unsafe environment but is maladaptive for our current safe environment.
Cognitive behavior therapy or Byron Katie’s work helps us get new training data by asking questions like: “are you absolutely sure that’s true? How do you react when you believe that thought? Who would you be without that thought?“ This is great for updating limiting beliefs, of which we have many that are often mostly incorrect and holding us back.
loving people and wanting other people to flourish on their own terms, independent of what’s in it for you—even when it’s at your expense.
Write down a list of what you want in your relationships and the types of people you want personal and professional relationships with and then make sure you are bringing those attributes to the table too. e.g. If you want loyal friends, *be* a loyal friend. Focus on “being” rather than “having”, because you can only control the former, and by doing so you can influence the latter.
We want to get that job because we want respect, autonomy, recognition, connection. But there are thousands of ways to meet that need. Acknowledging this makes you more flexible to what life throws at you, and makes it more likely you’ll get what you actually want deep down. A lot of stress in my life came from being set on certain strategies when if I appreciated what need I was trying to meet, I could have been more flexible in switching strategies.
“I’ll be happy once I hit X goal” may be motivating, but it won’t be true—you’ll just move the goalposts. If this is how you’re motivated now, it’s unlikely to last because at some point you’ll figure out that your pattern is unfulfilling and you’ll stop following it. Then you’ll need to find a new way to motivate yourself. A more durable motivation comes from genuinely enjoying the process and the contributions and the relationships that stem from it.
You can’t be in your body and be stuck in your brain at the same time. The way out of the brain loop is through the body. If you feel feel the feelings it might take a few minutes or hours to pass them, whereas if you repress it it might take months or years.
Keep in touch with old friends more broadly. Call them randomly, even if it’s been years. Keep track of what they care about.
Be able to acknowledge when you are not in a secure place, and be able to reset by working out, taking a walk, listening to music, talking with a friend, etc. Wait until the anger or trigger passes before acting. And never fight over text. And if you ever find yourself in a fight, realize you’re in one and calm down and ask yourself why you’re fighting.
Deposits into your own bank account look like being proud of yourself — contributing to others, gaining competence at something that matters, doing the right thing, keeping promises to yourself and others, and taking good care of yourself.
Track what people and activities and habits make you feel better and which drain you. Track when you get triggered or or when you trigger others and see if you can identify patterns.
Do a weekly audit where you can look backwards and reflect on what brings you closer to yourself or and vice versa and readjust how you spend time accordingly.
Although rewiring is worth doing, it's easier to change your environment than to change your insides. Change your environment & then let the new cues do the work.
If you’re going to offend someone, do it on something you care about. Not on an off hand remark or action that didn’t mean anting to you. If you’re unsure, wait a couple days to see if you still mean it. Usually you don’t.
Grudges are ankle weights on your soul.
If you have extended anger with someone, even if they’re in the wrong, you’re both losing.
Empathize with what needs they were trying to meet through their actions and then either reconcile with them or move on with the levity of being grudge-free.
Try other tactics to get curious about other people instead of righteous. If you look at their childhood photos it’s hard to be mad at them. If you have your hands on your heart it’s hard to be angry at them. If you’re hugging your partner it’s harder to fight with them.
One self-connection exercise when triggered is:
How do you feel? (vent)
How does that feel on the inside? (connect with deeper feeling)
What do you want? (suggest strategy, get action oriented)
What would that give you? (connect with deeper need)
Use language that emphasizes the fact that people can change: Use verbs over adjectives and observations instead of judgments. For example, instead of saying, “X is always late”, say “X has been late the last three times.”
Don’t bring work mode to relationships and vice versa. For work, you want to be efficient, outcome oriented, and prioritize winning above all. With people, you want to be effective, process oriented, and prioritize connection above all. For work you want to be right (accurate), for relationships you want to be happy (connected).
Don’t keep score, your patience will run out. And equality doesn’t matter. On your death bed you won’t wish things were more fair, but you’ll regret that your insistence on fairness prevented you from connecting with an open heart.
everyone has a micro impact on their families, friends, and local communities and we don’t pay enough attention to making it great.
Use things like politics, sports, social media etc as ways to meet or get closer to other people, but don’t use it as something to make you angry or further from others.
Cultivate what makes you unique. The more distinct your path is, the less competition you’ll have, and the less you’ll compare yourself to others because you’re running your own race.
Envision the highest version of your own success and strive to get as close to it as possible while also being happy with wherever you land.
Your past was what you needed to get here (no regrets), and fretting about what will happen in the future bond what you need to prep for it won’t help either
Most ambitious people on their death beds wish they were less hard on themselves. The happiest people are best at focusing on what they can control and not letting past drama or future worries get in their way.
Asymmetric upside opportunities could lead to new relationships or forms of growth. Asymmetric downside opportunities could lead to sacrificing your health or your relationship or your reputation.
The Complex Problem Of Lying For Jobs — Ludicity
Claude summary: Key takeaway Lying on job applications is pervasive in the tech industry due to systemic issues, but it creates an "Infinite Lie Vortex" that erodes integrity and job satisfaction. While honesty may limit short-term opportunities, it's crucial for long-term career fulfillment and ethical work environments.
Summary
- The author responds to Nat Bennett's article against lying in job interviews, acknowledging its validity while exploring the nuances of the issue.
- Most people in the tech industry are already lying or misrepresenting themselves on their CVs and in interviews, often through "technically true" statements.
- The job market is flooded with candidates who are "cosplaying" at engineering, making it difficult for honest, competent individuals to compete.
- Many employers and interviewers are not seriously engaged in engineering and overlook actual competence in favor of congratulatory conversation and superficial criteria
- Most tech projects are "default dead," making it challenging for honest candidates to present impressive achievements without embellishment.
- The author suggests that escaping the "Infinite Lie Vortex" requires building financial security, maintaining low expenses, and cultivating relationships with like-minded professionals.
- Honesty in job applications may limit short-term opportunities but leads to more fulfilling and ethical work environments in the long run.
- The author shares personal experiences of navigating the tech job market, including instances of misrepresentation and the challenges of maintaining integrity.
- The piece concludes with a satirical, honest version of the author's CV, highlighting the absurdity of common resume claims and the value of authenticity.
- Throughout the article, the author maintains a cynical, humorous tone while addressing serious issues in the tech industry's hiring practices and work culture.
- The author emphasizes the importance of self-awareness, continuous learning, and valuing personal integrity over financial gain or status.
If your model is "it's okay to lie if I've been lied to" then we're all knee deep in bullshit forever and can never escape Transaction Cost Hell.
Do I agree that entering The Infinite Lie Vortex is wise or good for you spiritually? No, not at all, just look at what it's called.
it is very common practice on the job market to have a CV that obfuscates the reality of your contribution at previous workplaces. Putting aside whether you're a professional web developer because you got paid $20 by your uncle to fix some HTML, the issue with lying lies in the intent behind it. If you have a good idea of what impression you are leaving your interlocutor with, and you are crafting statements such that the image in their head does not map to reality, then you are lying.
Unfortunately thanks to our dear leader's masterful consummation of toxicity and incompetence, the truth of the matter is that:
They left their previous job due to burnout related to extensive bullying, which future employers would like to know because they would prefer to blacklist everyone involved to minimize their chances of getting the bad actor. Everyone involved thinks that they were the victim, and an employer does not have access to my direct observations, so this is not even an unreasonable strategy
All their projects were failures through no fault of their own, in a market where everyone has "successfully designed and implemented" their data governance initiatives, as indicated previously
What I am trying to say is that I currently believe that there are not enough employers who will appreciate honesty and competence for a strategy of honesty to reliably pay your rent. My concern, with regards to Nat's original article, is that the industry is so primed with nonsense that we effectively have two industries. We have a real engineering market, where people are fairly serious and gather in small conclaves (only two of which I have seen, and one of those was through a blog reader's introduction), and then a gigantic field of people that are cosplaying at engineering. The real market is large in absolute terms, but tiny relative to the number of candidates and companies out there. The fake market is all people that haven't cultivated the discipline to engineer but nonetheless want software engineering salaries and clout.
There are some companies where your interviewer is going to be a reasonable person, and there you can be totally honest. For example, it is a good thing to admit that the last project didn't go that well, because the kind of person that sees the industry for what it is, and who doesn't endorse bullshit, and who works on themselves diligently - that person is going to hear your honesty, and is probably reasonably good at detecting when candidates are revealing just enough fake problems to fake honesty, and then they will hire you. You will both put down your weapons and embrace.
This is very rare. A strategy that is based on assuming this happens if you keep repeatedly engaging with random companies on the market is overwhelmingly going to result in a long, long search. For the most part, you will be engaged in a twisted, adversarial game with actors who will relentlessly try to do things like make you say a number first in case you say one that's too low.
Suffice it to say that, if you grin in just the right way and keep a straight face, there is a large class of person that will hear you say "Hah, you know, I'm just reflecting on how nice it is to be in a room full of people who are asking the right questions after all my other terrible interviews." and then they will shake your hand even as they shatter the other one patting themselves on the back at Mach 10. I know, I know, it sounds like that doesn't work but it absolutely does.
Neil Gaiman On Lying
People get hired because, somehow, they get hired. In my case I did something which these days would be easy to check, and would get me into trouble, and when I started out, in those pre-internet days, seemed like a sensible career strategy: when I was asked by editors who I'd worked for, I lied. I listed a handful of magazines that sounded likely, and I sounded confident, and I got jobs. I then made it a point of honour to have written something for each of the magazines I'd listed to get that first job, so that I hadn't actually lied, I'd just been chronologically challenged... You get work however you get work.
Nat Bennett, of Start Of This Article fame, writes:
If you want to be the kind of person who walks away from your job when you're asked to do something that doesn't fit your values, you need to save money. You need to maintain low fixed expenses.
Acting with integrity – or whatever it is that you value – mostly isn't about making the right decision in the moment. It's mostly about the decisions that you make leading up to that moment, that prepare you to be able to make the decision that you feel is right.
As a rough rule, if I've let my relationship with a job deteriorate to the point that I must leave, I have already waited way too long, and will be forced to move to another place that is similarly upsetting.
And that is, of course, what had gradually happened. I very painfully navigated the immigration process, trimmed my expenses, found a position that is frequently silly but tolerable for extended periods of time, and started looking for work before the new gig, mostly the same as the last gig, became unbearable. Everything other than the immigration process was burnout induced, so I can't claim that it was a clever strategy, but the net effect is that I kept sacrificing things at the altar of Being Okay With Less, and now I am in an apartment so small that I think I almost fractured my little toe banging it on the side of my bed frame, but I have the luxury of not lying.
If I had to write down what a potential exit pathway looks like, it might be:
Find a job even if you must navigate the Vortex, and it doesn't matter if it's bad because there's a grace period where your brain is not soaking up the local brand of madness, i.e, when you don't even understand the local politics yet
Meet good programmers that appreciate things like mindfulness in your local area - you're going to have to figure out how to do this one
Repeat Step 1 and Step 2 on a loop, building yourself up as a person, engineer, and friend, until someone who knows you for you hires you based on your personality and values, rather than "I have seven years doing bullshit in React that clearly should have been ten raw HTML pages served off one Django server"
A CEO here told me that he asks people to self-evaluate their skill on a scale of 1 to 10, but he actually has solid measures. You're at 10 at Python if you're a core maintainer. 9 if you speak at major international conferences, etc. On that scale, I'm a 4, or maybe a 5 on my best day ever, and that's the sad truth. We'll get there one day.
I will always hate writing code that moves the overall product further from Quality. I'll write a basic feature and take shortcuts, but not the kind that we are going to build on top of, which is unattractive to employers because sacrificing the long-term health of a product is a big part of status laundering.
The only piece of software I've written that is unambiguously helpful is this dumb hack that I used to cut up episodes of the Glass Cannon Podcast into one minute segments so that my skip track button on my underwater headphones is now a janky fast forward one minute button. It took me like ten minutes to write, and is my greatest pride.
Have I actually worked with Google? My CV says so, but guess what, not quite! I worked on one project where the money came from Google, but we really had one call with one guy who said we were probably on track, which we definitely were not!
Did I salvage a A$1.2M project? Technically yes, but only because I forced the previous developer to actually give us his code before he quit! This is not replicable, and then the whole engineering team quit over a mandatory return to office, so the application never shipped!
Did I save a half million dollars in Snowflake expenses? CV says yes, reality says I can only repeat that trick if someone decided to set another pile of money on fire and hand me the fire extinguisher! Did I really receive departmental recognition for this? Yes, but only in that they gave me A$30 and a pat on the head and told me that a raise wasn't on the table.
Was I the most highly paid senior engineer at that company? Yes, but only because I had insider information that four people quit in the same week, and used that to negotiate a 20% raise over the next highest salary - the decision was based around executive KPIs, not my competence!
‘I Just Want a Dumb Job’
I realized that the more “luxury” a company is that you’re working for, whether it’s consumer or editorial, the worse the attitudes are. It’s like, “Well, you’re lucky to be an ambassador of this brand.”
There’s training around how you give feedback and how you receive it, how you tackle problems, and how you behave. Seeing all these systems in place, when I first arrived, I was just like, “Wow. I didn’t know work could be like this.
The Free-Time Gender Gap - Gender Equity Policy Institute (GEPI)
Women spend twice as much time as men, on average, on childcare and household work. All groups experience a free-time gender gap, with women having 13% less free time than men, on average.
Mothers spend 2.3X as much time as fathers on the essential and unpaid work of taking care of home and family
Young women (18-24) experience one of the largest free-time gender gaps, having 20% less free time than men their age
Working women spend 2X as many hours per week as working men on childcare and household work combined
Mothers who work part-time spend 3.8X as much time on childcare and household work as fathers who work part-time
Married women without children spend 2.3X as much time as their male counterparts on household work
Among Latinos, mothers spend more than 3.6X as much time as fathers taking care of children and doing household work
The unequal division of unpaid work in the home, such as cooking, cleaning, and shopping for food and clothing, is a powerful testament to the tenacity of old gender norms. Women do significantly more of this work than men do, even when there are no children living in the home. This holds true for women regardless of their marital status, their employment status, or their level of education.
Among all adults without children, women do twice as much household work as men, dedicating 12.3 hours per week to these tasks, on average, compared to 6 hours for men.
Similarly, among all single people without children, women do nearly twice as much household work as men, spending 10.6 hours per week on household tasks compared to 5.7 hours for men.
getting married seems to exacerbate the burden of household work on women. Married women do substantially more household work than their single women peers, while married men spend just a few minutes a day more than their single peers. Married women without children do 2.3 times as much household work as their male counterparts (14.3 hours per week versus 6.2 hours).
Working women spend significantly more time than working men on unpaid work in the home. This is the case whether they work full-time or part-time. It is the case whether they have children or not.
Take household work like cooking, laundry, and the like. Women who work full-time do 1.8 times as much as men who work full-time; they spend 9.7 hours per week on it compared to 5.4 hours for men. Women who work part-time do 2.5 times as much household work as men who work part-time.
Across every group studied, men spend more time than women socializing, watching sports or playing video games, or doing similar activities to relax or have fun. Women overall have 13% less free time than men, on average. The gap balloons among some groups, with women having up to one-quarter less free time than men.
Women overall have 13% less free time than men, on average. The gap balloons among some groups, with women having up to nearly one-quarter less free time than men.
there is a wide gulf between our ideals and our realities, as we have seen in this report on how Americans divide the work of taking care of home and family. One reason for the persistence of these gender disparities is that the U.S. has failed to modernize its public policies to fit 21st century economic realities. Even though 78% of American women are in the labor force, the nation’s social infrastructure is still largely premised on the assumption that mothers will be at home with children.
Every high-income nation in the world provides for paid leave for new parents—except the United States. Most provide ample financial and institutional support for childcare and preschool. Our peers devote a substantial share of public spending to family benefits, but the U.S. invests only minimally in supporting families. For instance, family benefits account for 2.4% of GDP in Germany compared to 0.6% in the United States.
Even when young children enter school, typical American school hours are grossly misaligned with the workday, forcing families to either spend money on after school care or reduce their work hours.
Public policy alone will not entirely eliminate these deeply rooted gender disparities. Cultural change is needed too. But smart policy can nudge along positive behavioral change that ultimately advances equity and equality. For example, several countries include mechanisms in their family policy to encourage fathers to take paid parent leave. Many Nordic nations have a ‘use it or lose it’ provision for fathers. Other countries, like Canada, provide extra paid weeks of leave to families if both parents use the time.
The unequal division of care work, particularly, affects women’s opportunity and well-being in ways that cannot be measured solely in dollars and cents.
One way Americans deal with the housing affordability crisis is to move to distant suburbs and exurbs, where housing is cheaper than it is in central cities and job hubs. The tradeoff, however, is typically a long commute to and from work. But for women who are caring for children or elderly relatives, long commutes are often not feasible. Children and elderly parents get sick and need to get to doctors in the middle of a workday. School hours begin too late and end too early to accommodate a commute to a 9-to-5 job.
when schools close due to climate-driven events, mothers might have to take unpaid time off of work or pay for childcare. As Americans experience more dangerous heat waves, wildfires, and floods driven by climate change, the caregiving demands on women can increase, as they are more likely to be the ones responsible for helping children and elderly adults stay out of harm’s way.
‘Babygirl’ Review: Nicole Kidman Is Fearless in an Erotic Office Drama About the Age of Control
The fact that she’s having an affair with an intern from her own company, risking everything that she’s built, is part of the turn-on. The spark plug of Kidman’s performance is that she plays this sick recklessness as something fully human: the expression of a woman too compartmentalized to put the different parts of herself together. She’s caught up in an erotic fever, but it’s one that’s laced with agony.
Yes, you can measure software developer productivity
Shop Class as Soulcraft
Summary: Skilled manual labor entails a systematic encounter with the material world that can enrich one's intellectual and spiritual life. The degradation of work in both blue-collar and white-collar professions is driven not just by technological progress, but by the separation of thinking from doing according to the dictates of capital. To realize the full potential of human flourishing, we must reckon with the appeal of skilled manual work and question the assumptions that shape our educational priorities and notions of a good life.
an engineering culture has developed in recent years in which the object is to “hide the works,” rendering the artifacts we use unintelligible to direct inspection. Lift the hood on some cars now (especially German ones), and the engine appears a bit like the shimmering, featureless obelisk that so enthralled the cavemen in the opening scene of the movie 2001: A Space Odyssey. Essentially, there is another hood under the hood.
What ordinary people once made, they buy; and what they once fixed for themselves, they replace entirely or hire an expert to repair, whose expert fix often involves installing a pre-made replacement part.
So perhaps the time is ripe for reconsideration of an ideal that has fallen out of favor: manual competence, and the stance it entails toward the built, material world. Neither as workers nor as consumers are we much called upon to exercise such competence, most of us anyway, and merely to recommend its cultivation is to risk the scorn of those who take themselves to be the most hard-headed: the hard-headed economist will point out the opportunity costs of making what can be bought, and the hard-headed educator will say that it is irresponsible to educate the young for the trades, which are somehow identified as the jobs of the past.
It was an experience of agency and competence. The effects of my work were visible for all to see, so my competence was real for others as well; it had a social currency. The well-founded pride of the tradesman is far from the gratuitous “self-esteem” that educators would impart to students, as though by magic.
Skilled manual labor entails a systematic encounter with the material world, precisely the kind of encounter that gives rise to natural science. From its earliest practice, craft knowledge has entailed knowledge of the “ways” of one’s materials — that is, knowledge of their nature, acquired through disciplined perception and a systematic approach to problems.
Because craftsmanship refers to objective standards that do not issue from the self and its desires, it poses a challenge to the ethic of consumerism, as the sociologist Richard Sennett has recently argued. The craftsman is proud of what he has made, and cherishes it, while the consumer discards things that are perfectly serviceable in his restless pursuit of the new.
The central culprit in Braverman’s account is “scientific management,” which “enters the workplace not as the representative of science, but as the representative of management masquerading in the trappings of science.” The tenets of scientific management were given their first and frankest articulation by Frederick Winslow Taylor
Scattered craft knowledge is concentrated in the hands of the employer, then doled out again to workers in the form of minute instructions needed to perform some part of what is now a work process. This process replaces what was previously an integral activity, rooted in craft tradition and experience, animated by the worker’s own mental image of, and intention toward, the finished product. Thus, according to Taylor, “All possible brain work should be removed from the shop and centered in the planning or lay-out department.” It is a mistake to suppose that the primary purpose of this partition is to render the work process more efficient. It may or may not result in extracting more value from a given unit of labor time. The concern is rather with labor cost. Once the cognitive aspects of the job are located in a separate management class, or better yet in a process that, once designed, requires no ongoing judgment or deliberation, skilled workers can be replaced with unskilled workers at a lower rate of pay.
the “jobs of the future” rhetoric surrounding the eagerness to end shop class and get every warm body into college, thence into a cubicle, implicitly assumes that we are heading to a “post-industrial” economy in which everyone will deal only in abstractions. Yet trafficking in abstractions is not the same as thinking. White collar professions, too, are subject to routinization and degradation, proceeding by the same process as befell manual fabrication a hundred years ago: the cognitive elements of the job are appropriated from professionals, instantiated in a system or process, and then handed back to a new class of workers — clerks — who replace the professionals. If genuine knowledge work is not growing but actually shrinking, because it is coming to be concentrated in an ever-smaller elite, this has implications for the vocational advice that students ought to receive.
The trades are then a natural home for anyone who would live by his own powers, free not only of deadening abstraction, but also of the insidious hopes and rising insecurities that seem to be endemic in our current economic life. This is the stoic ideal.
The Loneliness of the American Worker - WSJ
My Last Five Years of Work
Copywriting, tax preparation, customer service, and many other tasks are or will soon be heavily automated. I can see the beginnings in areas like software development and contract law. Generally, tasks that involve reading, analyzing, and synthesizing information, and then generating content based on it, seem ripe for replacement by language models.
Anyone who makes a living through delicate and varied movements guided by situation specific know-how can expect to work for much longer than five more years. Thus, electricians, gardeners, plumbers, jewelry makers, hair stylists, as well as those who repair ironwork or make stained glass might find their handiwork contributing to our society for many more years to come
Finally, I expect there to be jobs where humans are preferred to AIs even if the AIs can do the job equally well, or perhaps even if they can do it better. This will apply to jobs where something is gained from the very fact that a human is doing it—likely because it involves the consumer feeling like they have a relationship with the human worker as a human. Jobs that might fall into this category include counselors, doulas, caretakers for the elderly, babysitters, preschool teachers, priests and religious leaders, even sex workers—much has been made of AI girlfriends, but I still expect that a large percentage of buyers of in-person sexual services will have a strong preference for humans. Some have called these jobs “nostalgic jobs.”
It does seem that, overall, unemployment makes people sadder, sicker, and more anxious. But it isn’t clear if this is an inherent fact of unemployment, or a contingent one. It is difficult to isolate the pure psychological effects of being unemployed, because at present these are confounded with the financial effects—if you lose your job, you have less money—which produce stress that would not exist in the context of, say, universal basic income. It is also confounded with the “shame” aspect of being fired or laid off—of not working when you really feel you should be working—as opposed to the context where essentially all workers have been displaced.
One study that gets around the “shame” confounder of unemployment is “A Forced Vacation? The Stress of Being Temporarily Laid Off During a Pandemic” by Scott Schieman, Quan Mai, and Ryu Won Kang. This study looked at Canadian workers who were temporarily laid off several months into the COVID-19 pandemic. They first assumed that such a disruption would increase psychological distress, but instead found that the self-reported wellbeing was more in line with the “forced vacation hypothesis,” suggesting that temporarily laid-off workers might initially experience lower distress due to the unique circumstances of the pandemic.
By May 2020, the distress gap observed in April had vanished, indicating that being temporarily laid off was not associated with higher distress during these months. The interviews revealed that many workers viewed being left without work as a “forced vacation,” appreciating the break from work-related stress and valuing the time for self-care and family. The widespread nature of layoffs normalized the experience, reducing personal blame and fostering a sense of shared experience. Financial strain was mitigated by government support, personal savings, and reduced spending, which buffered against potential distress.
The study suggests that the context and available support systems can significantly alter the psychological outcomes of unemployment—which seems promising for AGI-induced unemployment.
From the studies on plant closures and pandemic layoffs, it seems that shame plays a role in making people unhappy after unemployment, which implies that they might be happier in full automation-induced unemployment, since it would be near-universal and not signify any personal failing.
A final piece that reveals a societal-psychological aspect to how much work is deemed necessary is that the amount has changed over time! The number of hours that people have worked has declined over the past 150 years. Work hours tend to decline as a country gets richer. It seems odd to assume that the current accepted amount of work of roughly 40 hours a week is the optimal amount. The 8-hour work day, weekends, time off—hard-fought and won by the labor movement!—seem to have been triumphs for human health and well-being. Why should we assume that stopping here is right? Why should we assume that less work was better in the past, but less work now would be worse?
Removing the shame that accompanies unemployment by removing the sense that one ought to be working seems one way to make people happier during unemployment. Another is what they do with their free time. Regardless of how one enters unemployment, one still confronts empty and often unstructured time.
One paper, titled “Having Too Little or Too Much Time Is Linked to Lower Subjective Well-Being” by Marissa A. Sharif, Cassie Mogilner, and Hal E. Hershfield tried to explore whether it was possible to have “too much” leisure time.
The paper concluded that it is possible to have too little discretionary time, but also possible to have too much, and that moderate amounts of discretionary time seemed best for subjective well-being. More time could be better, or at least not meaningfully worse, provided it was spent on “social” or “productive” leisure activities. This suggests that how people fare psychologically with their post-AGI unemployment will depend heavily on how they use their time, not how much of it there is
Automation-induced unemployment could feel like retiring depending on how total it is. If essentially no one is working, and no one feels like they should be working, it might be more akin to retirement, in that it would lack the shameful element of feeling set apart from one’s peers.
Women provide another view on whether formal work is good for happiness. Women are, for the most part, relatively recent entrants to the formal labor market. In the U.S., 18% of women were in the formal labor force in 1890. In 2016, 57% were. Has labor force participation made them happier? By some accounts: no. A paper that looked at subjective well-being for U.S. women from the General Social Survey between the 1970s and 2000s—a time when labor force participation was climbing—found both relative and absolute declines in female happiness.
I think women’s work and AI is a relatively optimistic story. Women have been able to automate unpleasant tasks via technological advances, while the more meaningful aspects of their work seem less likely to be automated away.
When not participating in the formal labor market, women overwhelmingly fill their time with childcare and housework. The time needed to do housework has declined over time due to tools like washing machines, dryers, and dishwashers. These tools might serve as early analogous examples of the future effects of AI: reducing unwanted and burdensome work to free up time for other tasks deemed more necessary or enjoyable.
it seems less likely that AIs will so thoroughly automate childcare and child-rearing because this “work” is so much more about the relationship between the parties involved. Like therapy, childcare and teaching seems likely to be one of the forms of work where a preference for a human worker will persist the longest.
In the early modern era, landed gentry and similar were essentially unemployed. Perhaps they did some minor administration of their tenants, some dabbled in politics or were dragged into military projects, but compared to most formal workers they seem to have worked relatively few hours. They filled the remainder of their time with intricate social rituals like balls and parties, hobbies like hunting, studying literature, and philosophy, producing and consuming art, writing letters, and spending time with friends and family. We don’t have much real well-being survey data from this group, but, hedonically, they seem to have been fine. Perhaps they suffered from some ennui, but if we were informed that the great mass of humanity was going to enter their position, I don’t think people would be particularly worried.
I sometimes wonder if there is some implicit classism in people’s worries about unemployment: the rich will know how to use their time well, but the poor will need to be kept busy.
Although a trained therapist might be able to counsel my friends or family through their troubles better, I still do it, because there is value in me being the one to do so. We can think of this as the relational reason for doing something others can do better. I write because sometimes I enjoy it, and sometimes I think it betters me. I know others do so better, but I don’t care—at least not all the time. The reasons for this are part hedonic and part virtue or morality.
A renowned AI researcher once told me that he is practicing for post-AGI by taking up activities that he is not particularly good at: jiu-jitsu, surfing, and so on, and savoring the doing even without excellence. This is how we can prepare for our future where we will have to do things from joy rather than need, where we will no longer be the best at them, but will still have to choose how to fill our days.
Yes! And...
Missed context - Because you’re not a full-time employee (even if you’re working 5 days a week) you may not be included on all-hands emails, announcements and so on and so you always have to work hard to gain the full context of a client. Tightly scripting a performance doesn’t leave room for new contexts to emerge during the performance. Instead there should always be room for new context to emerge and get integrated into the performance in real-time.
Missed feedback - It’s not uncommon as a consultant to be the most proficient powerpoint user in the org (or at least your portion of the org). This has benefits but it also has the unintended consequence of making everything you touch look “finished”. And finished work gets very different feedback from people than raw materials and thinking. So sometimes it’s important to un-design and un-polish your work, to invite people onto the stage to co-create the performance - this way you ensure that you get the appropriate feedback.
“thinking on your feet” is about the balance between deflecting decisions for further analysis and providing the answer there and then.
learning to provide an answer that you believe in but leaves room for revision later is key. The real game that’s being played here is not one of being right or wrong - it’s the executive asking two questions at once - firstly “how much do you know?” and secondly “can you improv?” to understand how useful you’re going to be in the theatre of work.
There’s a fine line between reacting to a situation in the room and bullshitting.
As a consultant this is especially hard to avoid. Your default mode of operating is the liminal space between industries, businesses and markets. A few times a year I’m forced to learn something new from scratch. This forces us to work in spaces where we’re often the least knowledgeable about a specific business (even if we are experts in the industry… And sometimes we’re experts at a discipline but neither knowledgeable about the business or the industry).
101 Additional Advices
Forget trying to decide what your life’s destiny is. That’s too grand. Instead, just figure out what you should do in the next 2 years.
Try to define yourself by what you love and embrace, rather than what you hate and refuse.
Where you live—what city, what country—has more impact on your well being than any other factor. Where you live is one of the few things in your life you can choose and change.
Once a month take a different route home, enter your house by a different door, and sit in a different chair at dinner. No ruts.
Every now and then throw a memorable party. The price will be steep, but long afterwards you will remember the party, whereas you won’t remember how much is in your checking account.
Most arguments are not really about the argument, so most arguments can’t be won by arguing.
invent your own definition of success. Shoot your arrows first and then paint a bull’s eye around where they land. You’re the winner!
There should be at least one thing in your life you enjoy despite being no good at it. This is your play time, which will keep you young. Never apologize for it.
You have 5 minutes to act on a new idea before it disappears from your mind.
The patience you need for big things, is developed by your patience with the little things.
When you are stuck or overwhelmed, focus on the smallest possible thing that moves your project forward.
For steady satisfaction, work on improving your worst days, rather than your best days.
Your decisions will become wiser when you consider these three words: “…and then what?” for each choice.
If possible, every room should be constructed to provide light from two sides. Rooms with light from only one side are used less often, so when you have a choice, go with light from two sides.
There is a profound difference between thinking less of yourself (not useful), and thinking of yourself less (better).
Always ask yourself: what would change my mind?
Becoming one-of-a-kind is not a solo job. Paradoxically you need everyone else in the world to help make you unique.
If you need emergency help from a bystander, command them what to do. By giving them an assignment, you transform them from bewildered bystander to a responsible assistant.
The most common mistake we make is to do a great job on an unimportant task.
Don’t work for a company you would not invest money in, because when you are working you are investing the most valuable thing you have: your time.
Fail forward. Failing is not a disgrace if you keep failing better.
Do not cling to a mistake just because you spent a lot of time making it.
For small tasks the best way to get ready is to do it immediately.
What others want from you is mostly to be seen. Let others know you see them.
When you try something new, don’t think of it as a matter of success / failure, but as success / learning to succeed.
use your honesty as a gift not as a weapon. Your honesty should benefit others.
A good sign that you are doing the kind of work you should be doing is that you enjoy the tedious parts that other people find tortuous.
Celebrating the success of others costs you nothing, and increases the happiness of everyone, including you.
To tell a good story, you must reveal a surprise; otherwise it is just a report.
a long horizon allows you to compound small advances into quite large achievements.
Often ideas are rejected because of the tone of voice they are wrapped in. Humility covers many blemishes.
When you are right, you are learning nothing.
Very small things accumulate until they define your larger life. Carefully choose your everyday things.
If you are impressed with someone’s work, you should tell them, but even better, tell their boss.
Humility is mostly about being very honest about how much you owe to luck.
Inside TSMC’s struggle to build a chip factory in the U.S. suburbs
Upon arriving at the facility, Bruce handed in his smartphone and passed through metal detectors. He was in awe of the semiconductor production line: Overhead rails carried wafers from one station to another while workers in white protective suits kept the machinery running. “It really just felt like I was touring some kind of living thing that was greater than humans; that was bigger than us,” Bruce recalled.
TSMC made attempts to bridge some of the cultural differences. After the American trainees asked to contact families and to listen to music at work, TSMC loosened the firewall on T phones to allow all staff access to Instagram, YouTube, and Spotify. Some Taiwanese workers attended a class on U.S. culture, where they learned that Americans responded better to encouragement rather than criticism, according to an engineer who attended the session.
Several former American employees said they were not against working longer hours, but only if the tasks were meaningful. “I’d ask my manager ‘What’s your top priority,’ he’d always say ‘Everything is a priority,’” said another ex-TSMC engineer. “So, so, so, many times I would work overtime getting stuff done only to find out it wasn’t needed.”
Training in Taiwan, which typically lasted one to two years, wasn’t all miserable, the Americans said. On the weekends, the trainees traveled across the island, marveling at the country’s highly efficient public transport network. Bruce spent his weekends hiking and frequenting nightclubs. He chatted with the families that run night-market food stalls, and entertained strangers who requested selfies with foreigners.
For the Taiwanese, many of whom planned for extended stays in Phoenix, that meant relocating entire families — toddlers and dogs included — to a foreign country. Many regarded it as a once-in-a-lifetime opportunity to explore the world, practice English, and send their children to American schools. Younger families planned pregnancies so they could give birth to American citizens. “If we are going to have children, of course we will have them here,” a Taiwanese engineer told Rest of World. “As an American citizen, they will have more options than others.”
Many experienced a culture shock. The bustling cities of Taiwan are densely packed and offer extensive public transport, ubiquitous street food, and 24-hour convenience stores every few blocks. In northern Phoenix, everyday life is impossible without a car, and East Asian faces are scarce
“Everything is so big in America,” said one engineer, recalling his first impression. He recounted his wife summarizing her impression of the U.S.: “Great mountains, great rivers, and great boredom.”
Having spent years under the company’s grueling management, they were used to long days, out-of-hours calls, and harsh treatment from their managers. In Taiwan, the pay and prestige were worth it, they told Rest of World — despite the challenges, many felt proud working for the island’s most prominent firm. It was the best job they could hope for.
Sometimes, the engineers said, staff would manipulate data from testing tools or wafers to please managers who had seemingly impossible expectations.
A former TSMC staffer who worked on the education program said managers were instructed not to yell at employees in public, or threaten to fire them without consulting human resources. “They would say, ‘Okay, okay, I get it. I’m not going to do that,’” the employee recalled to Rest of World. “But I think in the heat of the moment, they forgot, and they did do it.”
Chang-Tai Hsieh, an economics professor at the University of Chicago, told Rest of World that TSMC had found the U.S. a challenging environment to operate in because of the complicated regulatory process, strong construction unions, and a workforce less used to the long hours that are commonplace at TSMC in Taiwan.
Sitting in a room together, the engineers admitted that although they had made some progress in acclimating to life in the U.S., TSMC had yet to find a balance between the two work cultures. Some Taiwanese workers complained that management was being too accommodating in giving Americans less work, paying them high salaries, and letting them get off work early.
The negotiation cycle. — ethanmarcotte.com
my friend showed editorial work they’d done for various publications: beautiful illustrations that would accompany a feature article, a longform essay, or the like. They mentioned they didn’t really do that work any more, in part because of how tiring it was to constantly, quickly, ceaselessly produce concepts for each new piece.
our industry’s relentless investment in “artificial intelligence” means that every time a new Devin or Firefly or Sora announces itself, the rest of us have to ask how we’ll adapt this time.
Dunno. Maybe it’s time we step out of that negotiation cycle, and start deciding what we want our work to look like.
I remember them talking about that work, and a phrase they used: “It requires you to be endlessly clever.”
Leadership Is A Hell Of A Drug — Ludicity
Unfortunately, I have never experienced anything I'd call leadership from anyone that has called themselves a member of "the leadership team". From my friends, yes. From some serious thinkers, yeah. From "leadership", not even close. Instead, society presents us with an endless parade of people parroting nonsense ranging from the insanely over-excited ("Get shit done! Woo!") to the utterly soulless ("Continuous Improvement Playback & Strategy"). Shut the fuck up! All we do is land the output of APIs in a warehouse, guys. You sound insane.
These people are running some horrific version of leadership that consists entirely of them turning up and repeating the same tired cliches on a loop. Reduce silos. Be more Agile. We must go forward, not backwards. Can you imagine how fucked in the head you'd have to be to imagine you can hold a four hour unrehearsed session and that you expect it to be so good that you demand everyone be there for it?
I don't think leadership roles should really exist in many domains, as I've indicated earlier. Leadership should naturally flow between team members based on the task being performed, competence of each member, and psychodynamic energy (read again: vibes) on any given day.
The Violence Of Relentless Positivity In The Workplace - Ludicity
There's complaining for fun, and then there's complaining. I'm going to be 30 this year and it is dawning on me that I don't have time to waste on these people. While writing this, I reached out to my manager and let him know I'm looking for new work, which I promised to do when I took the job (they can hate me as much as they want as long I have fulfilled all my personal promises).
Ah, to believe that people surface real issues at retros in dysfunctional organizations.
in praise of uselessness
It’s surprising how many people are resistant to doing things with no agenda. Often, when I ask someone why they’re not doing something they seem good at, they’ll say, “Oh, it’s not going anywhere.” / “I don’t have enough time.” / “I started too late anyway.” They would rather expend their time and energy on the sexier thing, the more obviously lucrative thing. And who could blame them? But that tends to take you along a less interesting route
There’s something powerful about allowing yourself to fully, obsessively love something that makes no sense. And it’s so contrary to how we’re told to live our lives. Identify and capture value! Go into the field where the best jobs are! Marry someone who is reliable! I’m not saying that’s bad advice—it’s good advice from many a perspective—but I also feel like I’ve stumbled into everything meaningful in my life when I was just like, hey, I’ll just give this a shot and it definitely won’t work.
Bad waitress
What I learned getting acquired by Google
While there were undoubtedly people who came in for the food, worked 3 hours a day, and enjoyed their early retirements, all the people I met were earnest, hard-working, and wanted to do great work.
What beat them down were the gauntlet of reviews, the frequent re-orgs, the institutional scar tissue from past failures, and the complexity of doing even simple things on the world stage. Startups can afford to ignore many concerns, Googlers rarely can.
What also got in the way were the people themselves - all the smart people who could argue against anything but not for something, all the leaders who lacked the courage to speak the uncomfortable truth, and all the people that were hired without a clear project to work on, but must still be retained through promotion-worthy made-up work.
Another blocker to progress that I saw up close was the imbalance of a top heavy team. A team with multiple successful co-founders and 10-20 year Google veterans might sound like a recipe for great things, but it’s also a recipe for gridlock.
This structure might work if there are multiple areas to explore, clear goals, and strong autonomy to pursue those paths.
Good teams regularly pay down debt by cleaning things up on quieter days.
Just as real is process debt. A review added because of a launch gone wrong. A new legal check to guard against possible litigation. A section added to a document template. Layers accumulate over the years until you end up unable to release a new feature for months after it's ready because it's stuck between reviews, with an unclear path out.
Demystifying Burnout – A Deep Dive Into Its Symptoms And Remedies
I must emphasize that burnout isn’t just the result of a particularly taxing day or week at work. It’s not just the feeling of needing a good night’s sleep or a mini-vacation.
No, burnout is a specialized, clinical syndrome, recognized and categorized by very distinct symptoms. It’s a chronic state of being, a silent whisper of desperation that builds up over time, often unrecognized until it becomes a deafening roar that one can no longer ignore.
You might feel like you’re hanging by a thread, with one small tug capable of bringing the entire house of cards crashing down. Even after what should be a rejuvenating rest or holiday, you might find yourself still shackled by this relentless sense of emotional fatigue.
You might feel like there are structural constraints holding you back, preventing you from doing what you value in your work.
Your job may have lost its meaning, its purpose, leaving you feeling disheartened and dissatisfied. Even when you’re executing your tasks well, you might feel like it’s all in vain. The satisfaction and sense of accomplishment that used to come with doing your job well may no longer be present.
Stress is a response to the challenges and pressures we face, which eases with rest and relaxation. Burnout, on the other hand, is a persistent state of physical and emotional depletion that doesn’t abate with regular rest.
You might have entered your job with a certain idea of what you would be doing, only to find the reality far different. The tension between your personal values and the actual tasks and roles can lead to disillusionment and ultimately, burnout.
Imagine you’re an engineer who loves to innovate and create. You took your current job because it promised opportunities for innovation. Yet, as months pass, you find yourself stuck in a cycle of mundane maintenance tasks, with no room for creativity. The disparity between your personal value of innovation and the reality of your job can result in a loss of motivation, a decrease in job satisfaction, and eventually, burnout.
Picture this scenario: You’ve been working tirelessly on a project, going above and beyond your assigned duties. However, when the project is successful, your colleague who contributed significantly less receives equal credit or even more recognition.
In another scenario, suppose you and your colleagues have been voicing concerns about certain company policies, but those concerns are constantly brushed under the rug or addressed inconsistently. This sense of being unheard or feeling that the decision-making processes are opaque can lead to disillusionment and a growing sense of unfairness, further fanning the flames of burnout.
Do you feel like your work is no longer meaningful or effective, perhaps because of the structures of what you’re asked to do or due to perceived unfairness?
again & again & again
I hope this doesn’t sound ungrateful in light of all the achievements that I shared earlier (which I still can’t believe all happened?), but I’ve been feeling weird the past month and found it hard to focus. These achievements are supposed to “prove” what I’ve been doing hasn’t been a whole waste of time. They are supposed to be the extrinsic progress markers I’ve always wanted to make my research and art legible to other people.
I still get these incredibly nourishing bursts of creativity and momentum, but they fizzle faster than before, and then I find it hard to pull myself to work on the things that I’ve been wanting to do for a long time. I’m gaining a growing backlog of unfinished projects and as the list grows, it becomes harder to kill off my babies and prioritize which to dedicate my time to. The decision fatigue of choosing each day makes it harder to build the momentum for a new project, and the vicious cycle takes hold.
I revisited some old memos where I’ve struggled with being restless and remind myself that I am doing well as long as I’m “practicing a way of being I love” each day. I don’t feel like I’ve been doing that lately, but mostly because of this unyielding pressure I feel to produce work and manifest the works that call to me.
I want everything that I dream of, and I don’t want to compromise. And even though I know how long a life comprises, I feel like there’s not enough time for all the things that I want to do. I feel antsy with desire and perhaps a bit of a need to prove myself, to show that I am worthy of sticking with what my own heart tells me is important.
It’s natural that I feel antsy when I’m trying to focus on so many things. Maybe this is part of the work that I so wish to avoid, part of “our struggle to find a way through” as Yohji Yamamoto recounts. Maybe a month of flailing to reorient my focus is a given. There are no free lunches, and so too does being independent (and working on whatever I want) come with the territory of enduring existential dilemmas and wavering motivations to see my questions through. This is not an easy lifestyle, nor is it something that can be forced all the time. Every day I feel like I’m answering my life’s questions. I should feel exhausted, even if all I do in a day is think about that question, even if these questions feel like my life’s calling.