skysight-inc/HackerNews huggingface dataset:
yeah maybe it would be better if everyone were just paid the same regardless of job, as long as they put in a 30 or 40 hour week. Why is one person more valuable because they went to school isn't all life valuable? how mad would you be if you went to starbucks and had to make your own coffee?

Shouldn't everyone at least have enough for the basic necessities in life if they're willing to work (at anything not just professional jobs).

So while nobody is forcing people to work x job for shitty pay, I don't see how just because someone is famous or a CEO that warrants being paid 500x anyone else. There's a lot of shitty CEO's who definitely aren't worth 500x a software a developer, yet there they are making it regardless because the rich lookout for the rich.
> If you're wrong and earnings are less than the interest rate, it's reflected in net income, the stock drops, and you (and the rest of the shareholders) eat the difference, often in a dramatic fashion.

Or you’ve already moved on, and the next CEO eats the difference. The incentives between those two vary wildly.
digitalis_837, your account is very young and you are making lots of claims about the software. Can you disclose more identifying details about yourself and your relationship with the vendor, beyond merely a customer, if any?
> not everyone CAN jump ship [...]

Good point. I agree 100%, and it's so incredibly sad to see so many people defending the status quo in this thread.

There's a lot of CEO worship on HN. Probably a lot of startup founders full of themselves.
Leadership is hard. Gaining alignment around goals is hard. Even if you state a goal, getting timely execution is really hard. OKRs are great in that they are specific and measurable, so you can have a concrete conversation on if performance is adequate.

The problem with OKRs is goals can be hard to quantify, so it's attractive to simply make OKRs out of things you CAN measure. This is why we get companies that optimize for clicks at all costs, and twitter accounts that buy followers.

If you're thinking about backlog bankruptcy, it's probably because your team is considered to be struggling. If so, it's attractive to think the process of delivering on the OKR is the problem. However, in my experience the real problem is that leadership hasn't done a great job of defining OKRs that properly align teams on the mission at hand.

But good luck telling that to leadership.
> it's a way to lever up the capital structure to the benefit of existing shareholders, as long as profits remain high and interest rates remain low

It’s only rational up to some level of indebtness (and often companies go too far). If you take on debt just because you can, how are you going to delever the balance sheet when earnings go down and interest rates go up?
Sadly, you're remembering wrong. The dehydrated pirates vanish as soon as they're punched! Two of them even pop like bubbles when they accidentally run into each other! Clearly much more scientifically valid.
Access Tokens and the GDP: Monetizing SaaS Without Subscriptions
The S&P Global source data[1] has a list of the top 20 Q4 buyback totals, as well as their buyback numbers for selected historical periods. It would be interesting to see how much debt those companies took on during those periods. The top company over the past 5 years, Apple, has been notorious for sitting on a massive cash reserve.

[1] http://press.spglobal.com/2019-03-25-S-P-500-Q4-2018-Buyback...
As long as you get something with an ARM, you don't have to worry about a proprietary toolchain.
Sourcegraph CEO here. Yes, you can search forked repositories on Sourcegraph with regexp, exact terms, etc. Thanks for mentioning that!

Here’s an example of a fork that you can search: https://sourcegraph.com/github.com/uber/gonduit

Just change the repository owner/name in the URL to search any other one.
Former chess prodigy here. I earned NM title at age 10, had my 15m of fame and briefly flirted with the idea of training to be one of the greats, then realized by around age 12 or so that the future wasn’t so great for chess pros. Went to college, did a bunch of startups, still love chess but never regretted my decision.

I wholeheartedly agree with this article’s emphasis on developing generalist skills. I do think it’s also really valuable to have the experience of mastering one subject. Gaining mastery forces you to learn discipline and push through psychological blocks, both of which translate to any other domain you wish to pursue.

But mastery != prodigy. There are very real downsides to the pressure to develop extreme talent at a young age. It can cause a kid to value achievement over everything else, create false sense of self that ignores real feelings, etc. Eventually this leads directly to the “troubled genius” archetype. We have enough of those already.

Tl;dr: no on prodigy, yes on focus/mastery if the passion is there.
Relevant XKCD: https://xkcd.com/721/
I think that's saying the opposite. That is, it's cheaper to eat at home. I think we all know this.

But what is the cost (time) of going to the market? How often do you toss something out? Perhaps, not the best example, but Taco Bell is counter to hand to mouth. There's some overhead in waiting (but still shorter than cooking), but no waste.
I am a bit surprised there is no vertical multi-monitor setup there yet. I have my 2nd monitor above my first since a few years now and I don't want to go back to the traditional horizontal layout.

The only thing I might change is adding more monitors or increasing sizes, but that isn't really a priority as I tend to have enough space most of the time.

However, I love the idea, of this site as the photos offer a better impression of the work experience in those places (e.g. compared to usesthis.com).
It depends on what your use case for the dashboard is. If the dashboard is meant for constant display, then yes, too many panels is a bad user experience. On the other hand, if you're trying to create a "Oh my god something is wrong in production right now, show me everything so I can see at a glance" dashboard, I would rather scroll than jump between 3 tabs because of "aesthetics".
"Everyone knows four or five git commands, but they're all different ones."
I have been having some fun recently with Grafana session storage. In the end it seemed like a database issue which was unavoidable because there aren't other options for session storage when you use a db (other than downgrading to 5.x)

After endless grinding with configuration options, debugging go code (new skill) and javascript running in the browser I tried switching out to a local mariadb and it worked instantly. Lesson learned, be wary of a Galera mysql cluster. My running but unproved theory that during the login process the creation of the user token in the db and reading it back happen so quickly that the item isn't available yet so Grafana can't find it and logs the user out.
>it may be more accurate to say that black coffee contains negative calories.

Calorie has a pretty specific definition. What makes you feel like the scientific definition doesn't work for you?
You can tell which way round an actin filament is by labelling it with fragments of myosin molecules, which bind to it in a very particular way, and then looking at it really, really closely. People describe the appearance as arrowheads or chevrons, although to me it looks like ears of wheat:

http://jcb.rupress.org/content/jcb/79/3/846.full.pdf

From that, there is a convention of drawing actin filaments with chevrons, such as in this paper by my old supervisor:

https://www.semanticscholar.org/paper/Molecular-mechanism-of...
> Athletes who go on to become elite usually have a “sampling period.” They try a variety of sports, gain a breadth of general skills, learn about their own abilities and proclivities, and delay specializing until later than their peers who plateau at lower levels.

There's so much for kids to experience as they grow up, it's a shame when a child is made to specialize in a single endeavor before they've had a chance to try other activities.
Good distinction, thank you. I wonder if there are stats somewhere to see what percent of capital is in public markets vs private.

Also, now that so many of the unicorns like Uber and Lyft are going public, I wonder how much of the market is currently still private. Not to mention, many of the unicorns are horribly unprofitable and potential a net negative for the market.
I remember seeing one post then, another post later, about the journey the developer was making when coding it.

I was attracted by the ideas used, but that "4th dimension" thing, really didn't seem so solidify much.

I'm guessing that in the end, it was all about playability, and that probably the novelty of the game dynamics wore off rather fast, leaving behind a dull game.

I think the developer probably got a lot out of the journey as well, thus making releasing the game very likely irrelevant.
That’s regular outdoor temperature in a lot of places. I wonder if there is any type of tech that is used in cold climates (or more on cold days) that would benefit from superconductors so they become more efficient when it’s most needed?

Oh - it has to be at 1atm and -20 of course...
That's not for lack of trying by those of us in the space robotics community...

There's a chicken and egg problem at work here. The robotics technology to do orbital construction exists, and in fact has existed for a couple of decades now. Nobody wants to fly it because the older technology - which amounts to “spend lots of money to fit your payload in a single rocket fairing” - has worked so far. The James Web Space Telescope will have a 6.5 meter primary optic. It will require something like 70 separate deployments in order to deploy the primary optic and the sunshield.

At some point, custom designing hundreds of deployment mechanisms for every single mission becomes both more expensive and higher risk than just flying a damned robot arm. As does “just build a bigger rocket”.

FYI, robotic refueling on orbit has been demonstrated a couple of times (Orbital Express and RRM).
It is incredibly important in those industries, BUT...it is also for those same reasons more change-averse. Most (granted, not all) of the time, using the same software that worked just ok last year, is far safer than getting new software made.

The safest decision, 99% (but not 100%) of the time, is to cancel that software project before it goes to production, because if you've been successful up to now, by definition you have software that is Good Enough (if not good). So, in highly regulated industries, changing your software may very well be an unwise decision.

Not least because, if it's the same software the regulators were ok with last year, they probably won't fine you billions for using it this year.

Caveat to all of the above: "probably". But the chance of new software getting you into trouble is still higher.
I think the hope is that management looks at the backlog and uses that to guide their OKR creation so that there is a meeting in the middle of the upper level OKRs and the backlog.
As an ordinary, middle of the road, adult, I wish my parents pushed me harder. Sure, I can do it myself now, but after 20+ years of building habits, it's very hard to change track, and so far I've been unsuccessful.

Basically I have the desire to do "more", but lack the mental and emotional skillsets to be able to execute.
I totally agree, some cashiers at Winco are millionaires and STILL working as Cashiers...and who wouldn't when the company treats you right and you are part owner?
Also famous for

https://en.wikipedia.org/wiki/Miller%E2%80%93Urey_experiment
I work at at company that does OKRs as well. I think I've viewed both the symptoms you described and the common pattern described in the article of fitting an existing backlog to OKRs.

I think one observation that I have is that OKRs are really a framework to help teams understand what direction/goal to head to and understand progress toward that goal. And really, this mindset needs to be adopted not just by the development teams-- it needs rigor and consistency from leadership as well.

For example, the leaders are accountable for setting direction and describing what they think is important. If they then start asking you for things that aren't tied with an OKR, it's a perfectly fair question to ask leadership "Why are you asking me to work on this when you indicated it's not important to our company strategy?" If the team feels like they're going to be working on something unrelated to their OKRs, that's symptomatic of leadership not sending a consistent message on strategy or prioritization.

I've also seen it from the other side as described in the article. I've seen development teams really struggle to initially understand OKRs and the value. As mentioned earlier, it's really designed to help clarify direction and progress-- if a team is ignoring the OKR and fitting their backlog, that's symptomatic that they're really not trying to understand the direction leadership wants to head.

What I like about the author's suggestion is that it really forces the team to understand the problem the organization is trying to solve and think up solutions how to achieve it. Backlog bankruptcy is one way to do it, though there are likely some items that can still solve the problems outlined in the OKR. Those items just shouldn't automatically be transferred over without verifying they solve a problem that needs to be solved.

Teams shouldn't be fitting problems to work-- teams should be fitting work to problems.
I have worked with people in tech who have this guys personality/attitude. They are friendly and personable with everyone they meet in the office.

It's lazy/wrong to think that it's the jobs fault that you don't have rich connections with those around you. If we want this we need to help be like this. We need to be the change we want to see :)
Good point. And this is why value stocks (that return money to shareholders) outperform growth stocks over time.
One of the most common issue I faced when I started learning git was diverging local and remote branches, franatically searching how to fix it and giving up 2 hours later.
Fair point, stocks do have inherent value even if they are just paying dividends. I guess that in that case it's market growth that is zero sum (eg, one company growing must mean that another company is shrinking).
I don't think safety is the only thing that matters to people.
Canva suffers security breach, data from an estimated 139 million users stolen
No argument from me. I was being over the top. We're not going to mass educate critical thinking, too many other paper tigers would fall,that's for sure. It's also difficult to scale it and get it to stick.

That said, I still think it's important to keep in mind that fake news is a symptom. Get that context wrong and any potential solutions are simply shooting at the wrong target.
Thanks, this is encouraging. I've been focused on "checking the boxes" for the next level. No reason to artificially limit myself or slow down.

I'm going to focus on at least 2 levels up no matter if I stay or leave. That will give me more growth and make sure the right boxes are checked come the next promo review cycle.

I never liked working to check boxes but it's a necessary evil of big companies I guess.
Consider the Soviet Union. It was powerful and wealthy, a political superpower, rival to USA in the cold war. And yet it continuously wasted its people and resources on all sorts of ridiculous (and on many occasions horrifying) bullshit.
I see what you did there and I like it.
another article with a bit more background: https://www.smithsonianmag.com/science-nature/fossil-discove...
Roughly opposite percentages for me. I eat about 80% animal (protein + fat). My plants come from liver and onions, and eat lentils (for molybdenum) and some tomatoes once a week. If I want a crunchy cracker for paté, I'll eat some was wasa flaxseed flatbreads.

I don't hold much stock in the Blue Zones. There are regional/genetic and lifestyle differences in different parts of the world, particularly in isolated places. On the other hand, if you look at Hong Kong, it has the highest per-capita meat consumption in the world and the highest longetivity. I'm not implying that meat is the reason for their longetivity-- just point out that longevity is more complicated than the food in your diet.

[0] https://www.businessinsider.com/hong-kong-now-has-the-worlds...
OKRs could drive some value BUT in my experience they are hard to maintain and update. Most companies keep their OKRs in huge spreadsheets, some even have
dedicated people to maintain that insanity.

Teams then work with different tools, e.g: Marketing use Trello, Eng use Jira, you name it and now you have to trace back tasks from different tools to some OKRs defined somewhere in the cloud ... good luck with that.

It's nearly impossible to measure and reconcile progress made on team/sprint basis with OKRs therefore you just shovel random numbers in the spreadsheet and management is happy.

When an OKRs is updated good luck cascading the changes bottom <=> up .

I have yet to find a company that has implemented OKRs in an effective way.

Most of the time managers themselves tell you : "just write something .. it does not really matter" hahahah and there you go ... At the end of the day people have
to do OKRs but they keep asking themselves ... why ?
Screenhero changed my life for the better as a remote worker, and I was so sad when Slack acquired SH and blundered the acquisition i.e. just iceboxed the competition. (I learned Slack had their own architecture and codebase -- which is why it was worse -- so I'm inferring Slack acquired SH just to eliminate competitors, rather than use their code.)
Tuple has been good so far, though I'm still noticing lag issues that are worse that Screenhero being. Even when connecting within the same city via strong internet, we can get pings of 200ms. It's unclear whether that's because of our internet or Tuple's infrastructure, we're still doing some testing.

Overall I've been pleased with Tuple. I think they're doing good work, care deeply about making a good product, and are looking into exciting features like mobbing support and supporting video. It's expensive, but so it goes when you want a good product.

If an alternative came up I'd at least try it out.
Juul vs. Wilson Contempt [pdf]
This is what my SO and me have been doing for 8 ish years now and it's great. We call it "pocket money". I can't complain when she spends it all on shoes and bags, she can't complain when I spend it all on beer and hamburgers.

When we were poor, we both only got a little pocket money each month. Now that we're richer, we both get more. I buy hotel breakfasts now sometimes (the buffet ones), on normal work days, in my home town. It's terribly decadent but hey, it's my money. Other people buy iPhones. I have nobody to answer to but me. It's lovely.

I warmly recommend pocket money.
The maximum current and magnetic field you can apply to a supercondutor correlates very well with Tc, and it is likely that they are intrinsically linked so this correlation is unavoidable.

So, no, everybody cares about high temperature superconducors, because the higher the temperature, the strongest magnet you can build out of them.
Kinda surprising, as many web-applications forget to add that meta-data after e.g. resizing photos. Still, not a good idea to upload pictures with GPS data to an online service (unintentionally).
Prior debt holders get punished as companies lever up. (But they usually don’t get a say in the matter unless they have strong covenants)

Heavily indebted companies struggle to survive distress too.
Phones at least have smaller screens and need lower resolutions. But that doesn't really solve the problem.
> Nobody prevents anyone from using a Doxygen-like tool with Forth.

Nobody prevents anyone from writing a perfect solo project from scratch in which their idea of best practices is assiduously adhered to. Then there are projects where other people don't follow one's favorite practices, and projects one inherits that had previous maintainers which didn't follow those practices.
OKRs just feel like waterfall with "metrics" slapped on to make it sound legitimate. The idea that I can predict what I should be working on for a full quarter, and know how to measure it in advance, is inane.

Been working under this system for 1.5 years and I think it's nothing but a detriment. I did research into doing OKRs "right", watched videos, really tried to give it a fair shake, too.
Move over Redux: Apollo-Client as a State Management Solution
Am on a small dev team in a fast moving startup. To me, one of the O is to measure distractions and KR being

- having the amount of time spend on planned work vs adhoc work
- source of distraction being measured (cross team requests, adhoc meeting)
Most frequent mistake of entrepreneur wanabees is "building solution and then looking for a problem to solve".

Try either build something for a problem you facing yourself (likely many others do too) or build something for which you know existing customers-to-be ready to pay you today to solve.
If churn is a priority from leadership (and it should be, for any decent sized product), I would expect everyone to understand the factors that play in. You need all your engineers to understand the strategic goals, they are often the best positioned to suggest ideas for fixing them (or can prioritize fixes that are higher impact to priority areas).
> In highly regulated industries like finance, bad software can cost you billions in fines from regulators.

You're assuming the regulators are low-level enough to identify a flawed system. A lot of regulations are applied at a policy level (aka process level) and auditors (internal or external) are not always able to identify severe gaps between what's documented in a policy and reality of day to day. Good people and technology matter way more than process.
> Git isn't that hard.

It's not, but if you don't use it mostly every day, or if you decide to "Delete repository and clone again" every time there's a problem, you won't ever get to learn how to fix it.

The staging area is totally unnecessary IMO. I think git would be easier if we didn't have it.

The term `checkout` is multiplexed to do more things than I would've guessed.
What makes a good blog post, or trailer does not make an enjoyable game.
I feel personally attacked by this relatable content
Slightly off, but the whole "business value" in IT resumes is proper a US thing. Cross the border and you're good with just mentioning what you did, sans the (often imaginary) "impact".
Interesting. Would it be fair to say that startups issuing stock is a positive or at least neutral signal whereas a public company issuing stock is a negative signal?
I'm all for this being relatively expensive if it gives them the wherewithal to invest in transitioning to these diagrams being semantic and eventually drive simulation models.
>> started to ship TV on tons of actual TVs and non-apple straming boxes.

> Literally hasn't been released and isn't scheduled to be until "Fall of 2019".

“A whole new world of entertainment just opened up, because the Apple TV app is now available on select 2018 and 2019 Samsung TVs...”

https://www.samsung.com/us/support/answer/ANS00082624/
When Netflix, HBO or Movistar withdraw titles to avoid controversies
The Making of a Physicist: A Talk with Murray Gell-Mann (2003)
>Buybacks don't increase the value of shares

There was a price at the current supply and demand. Buybacks increase the demand which increases the price. The buybacks may be a bad idea and lower the demand from the marketplace but that information takes more time to disseminate and is harder to actually determine where as someone buying up millions of shares is a piece of information that is immediatley known.

>You obviously don't want to have executives choosing whether to do these things based on that, so don't.

That is what people who have problems with buybacks but not dividends, would like to see happen