cyb_

A number of people I work with have official part time schedules, ranging from 50%-80%. Their expectations and compensation are adjusted correspondingly.

I wonder if you are running into this reaction because you are in a position (or applying for a position) where the expectations and compensation are calibrated to "full time" (~2000 hrs/year). Have you tried discussing a part time arrangement which might work better for you?

Note to author: I couldn't find a RSS/Atom feed for your blog. Would be nice to have one so those of us who avoid Twitter can still follow you.

Previously discussed: https://news.ycombinator.com/item?id=28736113

Perhaps a better strategy for code reviews is "LGTM with nits".

1. Every change should go through code review

2. Changes should be small, to make them easier to review, less risky, and to promote continuous integration

3. Team should prioritize review latency

4. Reviewers should LGTM/approve if there are no major issues with the change, trusting the author to resolve any minor/nit comments

https://dev.chromium.org/developers/contributing-code/minimi...

Looks nicely done.

I'm curious why you chose to use the monte carlo approach? Other tools in familiar with use historical market data instead.

A lot of what I've read suggests that monte carlo doesn't approximate the market very well. The market is not random. It has well defined historical cycles (bull, bear, sideways). Also, issues like sequence of returns appear to have a large impact on portfolio longevity. How are you thinking about these sorts of issues?

This appears to be a sponsored post. The content is genetic at best:

1. Natural Product-Market Fit creates faster and more sustainable growth than artificial

2. Pair actionable feedback from organic users with your vision

3. Iterate and ship fast like your life depends on it (it does)

And then there are little gems like: ignore tech debt, don't write tests, only hire people who are willing to have no work life balance...

Dupe of https://news.ycombinator.com/item?id=28415582

FYI - there was another "major" study published which claims to show the opposite for ivermectin: https://news.ycombinator.com/item?id=28388433.

Or perhaps they have and that is why your performance ratings are flat, you get a lousy annual raise/bonus (if any), and your career is stalled?

I have found (and returned) several phones worth considerably more.

"There is no apparent justification for resisting remote work besides a sort of management control-freak insecurity, proponents argue."

This seems naive, disingenuous, or just lazy reporting. In my experience, neither "management" nor "workers" are monolithic blocks. Some are in favor of more WFH, some not.

Most people I work with want to return to the office or are indifferent. Reasons cited include, too many distractions at home (kids/family), work/life structure (more below), team social interaction, improved face to face collaboration & mentoring (new hires), office perks, and so on.

Not everyone has the discipline, independence, and communication skills necessary to be successful at WFH. In my experience, WFH is especially challenging for many early career individuals.

We should be realistic about human nature and organizational dynamics. There are significant down sides to teams if some people are in person and some are remote. The remote people will inevitably miss out on many in person / adhoc conversations. Having less information than peers can hurt job performance. This leads to people feeling like second class employees in the long run. We saw the same thing with remote employees pre COVID.

I say all this as someone who is generally in favor of WFH.

Remote teams need to work & communicate differently from in person teams to be successful. For example, we spend a lot more time on written communication (docs, emails, chat, etc) compared to in-person adhoc desk/whiteboard conversations.

I think the more reasonable organizational approach is to have fully remote teams and fully in person teams. This enables everyone to get roughly what they want/need. Team processes and expectations can be tailored to the team's situation.

The big question then becomes, how do companies refactor large orgs into remote and in person teams? My guess is that it's going to involve a lot of team changes and disruption to the org. This is likely why sr. managers are trying to make the transition in a slow, controlled way.

Just a reminder: Firefox works great on Android. If you are concerned about privacy or features like those discussed in the article, give it a try.

The other link is also a lot more detailed.

Dupe: https://news.ycombinator.com/item?id=26851694

Debian has a really interesting voting process[0].

> 1. Given two options A and B, V(A,B) is the number of voters who prefer option A over option B.

> 2. An option A defeats the default option D by a majority ratio N, if V(A,D) is greater or equal to N * V(D,A) and V(A,D) is strictly greater than V(D,A).

> 3. If a supermajority of S:1 is required for A, its majority ratio is S; otherwise, its majority ratio is 1.

IIUC, the summary of the vote is:

The "No statement" option (7) beat the most popular rebuke FSF/Stallman option (2) by 8 votes (207 - 199) or ~2%.

It's also interesting that the individual ballots are public for such a polarizing issue. Even thought "no statement" won the vote, I wonder how much the public vote itself will divide the community and damage relationships.

[0]: https://www.debian.org/devel/constitution#item-A

Betteridge's law of headlines: Any headline that ends in a question mark can be answered by the word "no."

https://en.m.wikipedia.org/wiki/Betteridge%27s_law_of_headli...

I came across an article recently which talked about how current accounting standards don't portray an accurate picture of many tech companies due to "intangible assets". I wonder if or how much this shows up in the current feeling of many tech stocks bring overpriced?

https://tanay.substack.com/p/the-rise-of-intangibles-and-the... https://news.ycombinator.com/item?id=25556726

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