551 karma · joined June 1, 2023
HeimdaLLM can allowlist functions and constrain queries to ensure that required conditions exist. This makes LLM + database usage have far more utility, for example, a user can be restricted to only data in their account. Support for INSERT and UPDATE is coming very soon.
This is doable using a tool I've built. The key is to have that data in a RDBMS and to use an LLM to generate the SQL query that answers your question. Companies haven't offered this yet because there's no safe way to execute these queries on your behalf. Which is where my library comes in[1].
Shameless self-promotion, I'm trying to build some of those intermediary pieces. I have authored an open source library[1] that lets businesses externalize LLMs to their users, so that users can use natural language to query their data in your database. The goal is to try to simplify UIs to have more natural language components, without needing to send your data to an LLM.
Translation for sociopathic leaders: never let your workers taste something good. It only took a global pandemic that forced people home in order for us to experiment with something that a huge portion of the population sees as beneficial to their well-being. Where were the small scale experiments before the pandemic, and why did they never catch on?
In this case, the CEO risking his life on this third(!) voyage means 1 of 2 possibilities: 1) The CEO has done the due diligence and has a thorough understanding of the risks and the safety protocols involved to minimize those risks. 2) The CEO is naive.
In my view, the biggest crime of a manager is disconnecting my incentives from my work as an IC. If I create more value, it should be a manager's top priority to create the positive feedback loop of incentives. Because why else am I doing more, then? It should seem like common sense, but every manager I've had has not been remotely interested in creating that positive feedback loop. Instead "that salary is too far out of the band for this role and wouldn't be fair to everyone else, and you have to do X,Y,and Z to qualify for this other role, and your last self-review was too honest so I'm going to use it to negotiate against you..." I've even had a manager complain about my salary being too close to his salary, as if there was some requirement for his ego that I make less than him!
Every raise or promotion I've ever had has devolved into some form of "you're giving me this or I'm going to leave", and then 9/10 times they reluctantly fork it over. There is no good faith, only power. And power is getting what you want after calling all the bluffs. Managers are adversarial, and their role is to get you to do as much as possible for as little as possible, while at the same time swallowing their pride when their bluffs are called. I hate that it is like this, because it could be a lot better. But nobody seems to know how to manage.
Don't get me wrong, I get the position that managers are in. The upper management demands they get certain results, and if they don't do it, they get replaced. But it's still a failure of the manager for not communicating effectively how creating positive feedback loops with your top performers will make everybody money. Of course this depends on the upper management to actually pick valuable things to work on...
AGI
I think you hit on something here. When someone is viewed as generally unlikable, excluding them is contagious. No matter how hard they work at it, it will always be socially easy and acceptable by the in-group to exclude them. There is relatively no pressure on the in-group to work at being more accepting towards "unlikable" people, like there is for those people to "work to be likable." People are extremely unforgiving in social interactions.