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VidCon has “gone from weirdos to entrepreneurs.”Young people have increasingly turned to online video for entertainment. During the pandemic lockdown in 2020, digital content on platforms like YouTube and TikTok dominated, which experts at VidCon said helped propel digital media as a serious form of entertainment.

Digital-first talent are the power players today

It really drove people into watching creators, not as a hobby thing but as another linear option,” said Joe Gagliese, CEO of Viral Nation, an influencer marketing and talent management company.

creators are no longer just using social media as a jumping off point for bigger stardom. Instead, online content is the end goal. Over the years, content creation has become a serious and feasible career option for many.

Hecox said that toward the end of his and Padilla’s initial partnership, they gave priority to production quality in a way their audience didn’t like.“We had strayed too far away from digital and we started looking more like TV, and I think people didn’t connect with that,” Hecox said.

Instead of stretching themselves thin to fit a traditional mold, they've redirected their focus to their roots and what fans liked the best.

The VP in charge of Google Plus hosted the Friday all-hands several times to get us all excited about what they were building. It was obvious to me and many others that there was no reason for people already on Facebook to switch from Facebook. Someone asked a direct question, but the VP deflected and talked about how easy it would be to group your friends with the Circles feature — which was not at all a reason to switch.It seemed like Google didn’t have the processes or experience to get the product strategy right. “Who are our potential users and what does it take to win them?” is product strategy 101. Maybe someone raised this question in an exec review, but it didn’t become a launch blocker. Google+ never took off, and was eventually shut down.

If Google didn’t start with a conviction that they needed the product, it makes sense that they wouldn’t have the stamina to keep iterating and investing. Most other companies don’t have the money to build and launch products with such little conviction and oversight. Other companies need their products to succeed, so they try harder & smarter to make the products successful.

IME people often don’t realize that product strategies are actually way more important and influential than company strategies. Simply because it’s the products that have an impact on people’s lives, not the company.

Google has a company strategy, but they don’t make product strategies.

Google’s company strategy is “Hire all the smart people.” Hire all the smart people and let them build. Hire all the smart people so they can’t work at a competitor. Hire all the smart people even if we don’t have something important for them to work on.Google acts like a venture capitalist, investing in promising people with the expectation that most will fail. They invest broadly in search of the idea that will deliver 100x. Let 1000 flowers bloom, and see which are the best.

Lately, I’ve been summing up Ellul’s technique by describing it as the relentless drive to optimize all human experience for efficiency. But Ellul also helped us out with another more felicitous phrasing. He referred to technique as the search for the “one best way.” So, for example, in The Technological Society Ellul wrote, “This ‘one best way’ becomes a dogma that applies to increasingly more aspects of life. This destroys choice. Nothing can compete with technique.”

One under-appreciated consequence of believing there is such a thing as the “one best way” in every aspect of life is subsequently living with the unyielding pressure to discover it and the inevitable and perpetual frustration of failing to achieve it. And not only frustration. It produces anxiety, fear, compulsiveness, resignation, and, ultimately, self-loathing. If there is “one best way,” how will I know it? If I have not found it, have I failed? And is it my fault?

the human person becomes “prey to a permanent panic that he is unable to translate into personal action.”

I think, for example, of how social media, in its form and content, became just another way to optimize the self and its relations. We were subjected to techniques designed to optimize for compulsive engagement and we ourselves internalized the logic in the way we learned to conduct ourselves online. And is there any more dispiriting word in the English tongue than “gamification.”

Digital tools have made it possible to measure, quantify, analyze, and regiment ever larger swaths of human experience, and so often with the implicit promise of disclosing the “one best way.”

(Interestingly, given the way “AI” is often marketed, we might understand it as digital technology’s compensatory complement to the more relentless forms of technique it has enabled. It promises to humanize the techniques by relieving us of some of the most tedious forms of work, personalizing the coping mechanisms, or giving us new tools for “creativity,” but without ever questioning the logic of the system.)

the very tools that promise to disclose the “one best way” are like two-way mirrors, they allow us to see but also to be seen. They promise to empower us to optimize our lives for the sake of our self-chosen goals, while empowering those who would condition and optimize us for their profit.

I look around the room and I see a laundry basket in need of optimization, an unsatisfactory rug, house plants that should be growing more. I need better tupperware, a kitchen remodel, some trick to clean my exterior windows that isn’t just me spending hours cleaning my exterior windows. Instead of looking around my living space with gratitude for the soft comfort I’ve built for myself, inflected with my peculiar tastes and preferences, I see lack. And that dissatisfaction becomes a sort of lingering fog, dampening my experience of the world.

The scroll doesn’t make you feel jealous, per se. I don’t even think it makes you feel shame, at least not in the way we usually think of it. It’s aspirational: it makes you feel like if you could just find the capital and discipline, you could touch perfection too.

Remodeling is the attempt to find “the one best way” with our physical spaces; wellness culture is “the one best way” with our bodies; productivity culture is “the one best way” with our work lives. And like all quests for optimization, they’re sinkholes.

If you’re an interior designer, if you see home space as an artistic tapestry, I get this; I believe you. But I also believe that we’ve collectively become very good at mistaking the feelings of optimization, organization, and control for fun. Organizing your fridge is not fun. Neither is watching someone do it. It is satisfying, and it is satisfying because it offers a flicker of control amidst the natural and amplified chaos of our lives.

instead of directing attention and energy towards the sort of structures that could make us feel less insecure — whether unions or deeper friendships or school year reform — we focus it on the self and the space around it.

But the very idea that we can “fix” this mindset is, well, optimization culture. “Fixing” suggests altering or shifting the existing parts. This bullshit requires dismantlement. But what does that even begin to look like? For me, it’s looking at my body, my self, and my spaces through the eyes of a friend who loves me the most. It’s extending that posture of grace for others. It’s talking back at the part of me that worries something is “off-trend” or will “look dated.” It’s finding that busted-ass coffee maker funny. Annoying, sure, but annoyances are part of the rich tapestry of life. It’s figuring out the parts of my living space that are precious to me, as we did in the Friday thread this week, and extending that feeling. Not the cost, not the aesthetic, but the feeling.

It’s remembering, over and over again, what a blessing it is to be simply, overwhelmingly, satisfied.

I've noticed that most devs, anyway, are either front-loaded or back-loaded."Front-loaded" means that the part of a project they really enjoy is the beginning part, design work, etc. Once those problems are largely worked out, the project becomes less interesting to them. A common refrain from this personality is "the rest is just implementation details"."Back-loaded" is the opposite of that. They hate the initial work of a project and prefer to do the implementation details, after the road is mapped out.Both sorts of devs are critical. Could it be that you're a front-loaded sort? If so, maybe the thing to do is to bring in someone who's back-loaded and work on the projects together?

Even if it's just a personal project, think about the time and money you'll need to invest, and the benefits and value it will provide. Think on why you should prioritize this over other tasks or existing projects. Most importantly, sleep on it. Get away from it and do something else. Spend at least a couple of days on and off planning it. Outline and prioritize features and tasks. Decide on the most important ones and define the MVP. If, after this planning process, you still feel motivated to pursue the project, go ahead!

Quick win is to ask yourself: What have I learned from this project? And make that the result of the project.

Find a job/role/gig where you think of the solutions and let other people implement them. Just always remember that it is no longer your project. You might have thought of something, but without the efforts of others it will never amount to anything, ever. So as long as you can respect the work of others and your own limitations in doing what they do you will do fine.

Find more challenging problems. I usually do this by trying to expand something that spiked my interest to make it more generically applicable or asking myself if the problem is actually worth a solution ('faster horses') and if the underlying problem is not more interesting (mobility).

it helps to promise other people something: Present your findings, write a paper, make a POC by an agreed upon deadline. Now you have to be empatic enough to want to meet their deadline and thus create what you promised with all the works that comes with it. That is your result. You also have to be selfish enough to tell people that is where you end your involvement, because it no longer interests you, regardless of the plans they have pursuing this further

The purpose of education is to socialise human beings into a life of complete institutional dependency. School teaches you that justice must come from someone in institutional authority, that meaningful activity must come from a ‘career path,’ that if you want to express yourself you must first gain access to centralised speech platforms,1 that if you want to do something, you must first of all gain a licence or a qualification and that, above all, your own desires and instincts are invalid.

People forget that when Bezos introduced Amazon Prime, Wall St. flipped out, because they insisted that it would cost way too much for too little benefit. But, through it all Amazon survived (and thrived) because Bezos just kept telling investors exactly what his plan was, and never backed down, no matter what Wall St. kept saying to him.

This is too easily forgotten, but your users are everything if you run an internet business. They’re not “the product.” They’re what makes your site useful and valuable, and often provide the best marketing you could never buy by convincing others to join and providing you with all of the best ideas on how to improve things and make your service even better for the users. The moment you’re undermining your own community, you’re beginning to spiral downward.

As you’re developing a business model, the best way to make sure that you’re serving your users best, and not enshittifying everything, is to constantly make sure that you’re only capturing some of the value you’re creating, and are instead putting much more out into the world, especially for your community.

Push the power to make your service better out from the service to the users themselves and watch what they do. Let them build. Let them improve your service. Let them make it work better for you. But, you have to have some trust here. If you’re focused on “Rule 3” you have to recognize that sometimes your users will create value that you don’t capture. Or even that someone else captures. But in the long run, it still flows back to you, as it makes your service that much more valuable.

If you’re charging for something that was once free, you’re taking away value from your community. You’re changing the nature of the bargain, and ripping away the trust that your community put in you. Instead, always look for something new that is worth paying for above and beyond what you already offered.

There are ways to monetize that don’t need to overwhelm, that don’t need to suck up every bit of data, that don’t need to rely on taking away features users relied on. Focus on adding more scarce value, and figuring out ways to charge for those new things which can’t be easily replicated.

You start learning acronyms like “ARPU” (average revenue per user) and such. And then you’re being measured on how much you’re increasing those metrics, which means you need to squeeze more out of each individual user, and you’re now deep within the enshittification stage, in which you’re trying to squeeze your users for more money each quarter (because now everything is judged in how well you did in the last 3 months to improve that number).

There is the "just asking questions" rhetorical trick, where someone asks something that sounds a lot like an outlandish assertion, and then defends themselves by suggesting they don't actually believe this thing — they're just asking if maybe it's worth considering.

There is also the “firehose” trick, which essentially amounts to saying so many untrue things in such a short period of time that refuting them all is nearly impossible.

Much more difficult, for all of us, is to engage the best ideas you disagree with, think about them honestly, and explain clearly why you don't agree. And even more difficult is to debate honestly, discover that the other person has made stronger arguments, adapt your position and grow.

Omitting key information in arguments, or omitting counter-evidence to central claims, is just one bad argument style that is common in politics.

The curse of whataboutism is that we can often do it forever. If you want to talk about White House nepotism, it'd take weeks (or years) to properly adjudicate all the instances in American history, and it would get us nowhere but to excuse the behavior of our own team. That is, of course, typically how this tactic is employed.

Bothsidesism: Naturally, this is what I get accused of the most. I'd describe bothsidesism as a cousin of whataboutism. Wikipedia defines it as "a media bias in which journalists present an issue as being more balanced between opposing viewpoints than the evidence supports." An example might be presenting a debate about human-caused climate change and giving equal air time to two sides: Humans are causing climate change vs. humans aren't causing climate change.Given that the scientific consensus on climate change is robust, arranging an argument this way would lend credence to the idea that scientists (or people in general) are evenly divided on the issue, even though they aren't.

A straw man argument is when you build an argument that looks like, but is different than, the one the other person is making — like a straw man of their argument. You then easily defeat that argument, because it’s a weaker version of the actual argument.For instance, in a debate on immigration, I recently made the argument that we should pair more agents at the border with more legal opportunities to immigrate here, a pretty standard moderate position on immigration. I was arguing with someone who was on the very left side of the immigration debate, and they responded by saying something along the lines of, "The last thing we need is more border agents shooting migrants on the border."Of course, my argument isn't for border agents to shoot migrants trying to cross into the U.S., which is a reprehensible idea that I abhor. This is a straw man argument: Distorting an opposing argument to make it weaker and thus easier to defeat.

"The straw man is a terrible argument nobody really holds, which was only invented so your side had something easy to defeat. The weak man is a terrible argument that only a few unrepresentative people hold, which was only brought to prominence so your side had something easy to defeat."

This is classic moving of the goalposts. We went from “there weren't classified documents” to “they were classified but not that serious” to “they may have been classified but the raid was unjust unless there were nuclear secrets” to "okay, but he wasn’t selling the nuclear secrets to Russia."

The "prove a negative" argument is when someone insists that you prove to them something didn't happen or isn't true, which implies that they have evidence something did happen or is true — but they don’t actually present that evidence.For instance, if I asked you to prove that aliens don't exist, you might have a hard time doing it. Sure, you could argue that we don't have an alien body locked up in some government facility (or do we?), but you’d have a hard time listing the contents of every government facility. And if you could somehow do that, you haven’t proved that aliens don't exist at all, or even that they've never been to Earth. But the burden of proof isn't on you to show me that aliens don't exist, it's for me to show you evidence that they do.This was, in my experience, one of the most frustrating things about some of the early claims that the 2020 election was stolen. A lot of people were alleging that Dominion Voting Systems was flipping votes from Trump to Biden, and then insisting that someone must prove this didn't happen. But the burden of proof was not to show that it didn't happen (proving a negative), it was to show that it did happen. Which nobody ever did.

When I started my career 3G was the hot topic, and every investor kept asking ‘what’s the killer app for 3G?’ It turned out that the killer app for having the internet in your pocket was, well, having the internet in your pocket. But with each of those, we knew what to build next, and with VR we don’t. That tells me that VR has a place in the future. It just doesn’t tell me what kind of place.

The successor to the smartphone will be something that doesn’t just merge AR and VR but make the distinction irrelevant - something that you can wear all day every day, and that can seamlessly both occlude and supplement the real world and generate indistinguishable volumetric space.

The authors suggest that the motivating power of work-to-unlock rewards arises because these rewards (1) naturally encourage consumers to set an attainable goal to start earning rewards, motivating consumers initially through goal setting and (2) keep consumers engaged after reaching this goal due to low perceived progress in earning rewards. A work-to-unlock reward structure increases persistence relative to standard continuous rewards across a variety of consumer-relevant domains (e.g., exercising, flossing, evaluating products), and even when work-to-unlock rewards offer rewards of a lower magnitude. Further, a work-to-unlock reward structure outperforms other reward structures that encourage goal setting. Lastly, the authors identify a theoretically consistent boundary condition of this effect: the length of the unlocking period.

Our research disentangles the direct and indirect impact (via consumers' perceptions of materials' naturalness, product authenticity, and product durability) of low-saturation colors on the perceived eco-friendliness of consumer products. Furthermore, the results reveal that, by fostering perceptions of eco-friendliness and green trust, such colors favorably influence consumers' behavioral intentions (i.e., their purchase intention and intention to pay a premium price for the product). Ultimately, the paper provides useful insights for companies and marketers interested in leveraging the meaning of color saturation to elicit perceptions of environmental compatibility.

Multilevel analysis findings confirmed that daily monitoring was negatively associated with daily felt trust, which in turn had a negative impact on subordinates' daily well-being in both contexts. Furthermore, we found that monitoring variability intensified the negative relationship between daily supervisor monitoring and subordinates' daily felt trust in the newly introduced remote working context, although not in a more stable context. We discuss the theoretical implications of our findings and derive a research agenda to study the daily dynamics of monitoring and its implications for organizations.

A growing number of initiatives across Europe are using access to the arts as a tool to improve health and well-being alongside classic medical treatment. In the Danish town of Silkeborg, a group of new mothers who suffered from postpartum depression reported feeling closer to their newborns, calmer and more optimistic after taking part in weekly singing sessions designed to improve their mental health.Similar results were also observed in groups also participating in the World Health Organisation's (WHO) Music for Motherhood project in four other cities in Italy and Romania. "Just like being physically active has health benefits, being culturally active also has health benefits," Nils Fietje, Technical Officer at the World Health Organisation and co-director of its Arts and Health Lab, told Euronews.

“Arts and culture are important in promoting the positive mental health and well-being of individuals and society in general by supporting social inclusion and reducing mental health stigma.”

John Watson looks down at his screen, and we see the message he’s reading on our screen as well. Now, we’re used to seeing extradiegetic text appear on screen with the characters: titles like “Three Years Earlier” or “Lisbon” serve to orient us in a scene. Those titles even can help set the tone of the narrative - think of the snarky humor of the character introduction chyrons on Burn Notice. But this is different: this is capturing the viewer’s screen as part of the narrative itself [1] It’s a remarkably elegant solution from director Paul McGuigan. And it works because we, the viewing audience, have been trained to understand it by the last several years of service-driven, multi-platform, multi-screen applications.

The connection between Sherlock’s intellect and a computer’s becomes more explicit in one of my favorite scenes, later in the episode. Sherlock is called to the scene of the murder from which the episode takes its title.[3] We watch him process the clues from the scene and as he takes them in, that same titling style appears, now employed in a more conventional-seeming expositional mode

But then the shot reverses, and it’s not quite so conventional after all. The titling isn’t just what Sherlock is understanding, it’s what he’s seeing. In the same way that text-message titling can take over our screens because whatever we’re watching TV on is just another screen in a multiplatform computing system, this scene tells us that Sherlock views the whole world through the head-up display of his own genius.