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IAmNotAFix

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That's because there are more people who drive cars than people who handle plutonium. A more sensible statistics would be the number of death per hour of usage (which might still be in favor of handling plutonium).

Working with QA analysts has shown me that quality people are totally autonomous in adding disproportionate hurdles to the way of production without needing the help of any external lobbying.

It's very simple: the only way to 100% prevent an incident is the absence of production at all. If your incentive is to avoid incidents at all cost, you are incentivized to prevent production entirely.

TL;DR: "well-cared for"

Copying from one digital medium to another is a very easy operation (to the contrary of copying from paper to paper). At equal "care" I don't see why digital backups should be worse than paper ones.

As someone who started playing without having any idea about the platform landscape, and therefore chose the first Google result, which seemed to have a legit UI and domain name, and then met people who also happen to be on this platform, I would guess that their main strengths are: SEO, UI, brand, and the network effect.

Hard to work with 4 years ago

There are situations where N disobeys N+1 but N+2 knows the value of N, which makes N+1 unable to fire N.

That is a surefire way to burn out.

Any source on that? I agree with the assessment about engineers (althought it's a generalization), but I always thought it was because their "focused work" is what they actually like doing. In my experience work was most stressful when it strayed the most from focused work.

Umeshisms 4 years ago

The low-order bits can have huge impact. This is what Nicholas Nassim Taleb calls "fat-tailed processes": processes which rarely yield occurrences outside nominal range ("tail"), but such occurrences have the highest impact ("fat"). This is the case for anything related to safety: seatbelt, smoke detectors, guardrail, vaccines, etc. And one could formulate ridiculous umeshisms when talking about fat-tailed processes: if you've never died in your car, it means you're caring too much about your seatbelt; if you never suffered from 3rd degree burns, it means you invested too much in smoke detectors; if you've never had smallbox, if means you waste too much time getting vaccinated; if you've never murdered someone, it means you're not having enough fun with knives; etc.

So the general principle should be clarified as: _concentrate on the high-order bits, *iff the low-order bits don't matter*_. This is arguably the case for the examples given by the blog post, as missing a flight isn't really the end of the world. Still, it's a huge waste of time _on a single trip_, so you benefit from not caring about it only if you travel often enough. This shows than even in case where low-order bits aren't dramatic, they still need to be taken into account into a cost-benefit analysis.

Their users growth has been lowering towards 0 for a few years and it's expected that users will eventually shrink. It's just symbolic when you pass the tipping point (although this might be local and not be the definitive tipping point).

Labor is not productivity. Labor is labor, and if badly aimed, might as well be completely useless. Upper management has the power and responsability to make decisions which can have colossal implications on the overall productivty of the company towards its goal of selling what it sells. The real issue though, is that even though labor can approximately be measured, the impact of decisions not so much; whatever decision is taken becomes the "new normal" and it's hard to know how much it was a productive or improductive one. I'm not really knowledgeable on how upper managers are evaluated.