Google likely knew of this issue, but you need to understand that DEI-related missteps are judged a lot more harshly by the society than other types of errors. So, for Google this was likely “choosing the lesser evil” type of scenario. Anticipating edge cases for LLM behavior is very difficult, but it’s hard to imagine that no-one at Google tested vikings and 1940s Germans before the release.
Talking about what I did/what I’m planning to do on a regular cadence forces me to reflect on my time spent and makes me more focused. I also love hearing what others are up to because it promotes collaboration between us. The latter point is completely ignored by the author.
However, the blockers question is a waste of time. Blockers should be resolved as fast as possible, not wait until the next scheduled meeting.
They should have a separate term for this, like “over-the-air recall”. This sort of thing will happen more and more often as in-car computers become more relied upon.
When I first started to program professionally, I was fascinated with the blameless postmortem culture that my ex-employer had. I thought (and still do) it is incredibly conducive to systemic improvement. I’m happy it is legally codified in the aviation industry.
I find it hard to believe CORS is the root cause. It’s more likely that the server returns an error response and _that_ response doesn’t include the CORS headers.
I’m curious what the largest bottleneck in robotics AI is - algorithms, training data, hardware, something else?
From a practical point of view, it seems like there would be vastly less training data available because almost all of it needs to be created by hand, as opposed to chatbots that can use already existing troves of internet text.
> But, coming back to my first decade at Google, it was incredible to see employees valued above everything else. Perhaps this is a privilege only possible in a culture of infinite abundance. Or maybe not? Maybe it's possible in a limited-resource culture too, but only if the company is small.
Every team that I’ve been on where I felt this way was when that company was rapidly growing and successful. I can’t say the reverse is necessarily true, but can success be the key ingredient that enables this, not the company size?
Both phone and desktop consumers can install third-party apps on their devices. From this point of view, there is no fundamental difference. Yet, on desktops, people are free to install freely, but on the iPhone, Apple controls all third-party installations.
To see why Apple’s mandatory commissions are absurd, compare phones to desktop computers. There is no fundamental difference between the two. So, why is it okay to install whatever you want and pay for it directly on desktops, but on phones it is not?
The “better security” argument just doesn’t make sense in this context.
Amazon Q is powered by an LLM that is not very capable (there are no official benchmarks, AFAIK, but the community consensus seems to be that the level is akin to GPT 3.5).
I wrote a Chrome extension that allows you to use GPT-4 Turbo from Chrome's side panel. It (optionally) gets context about your data if you choose to share your screen with it.
For all we know, the death could have been fabricated and the guy is still alive under another identity. This isn’t entirely unreasonable given Iran would have probably tried to kill him anyway, so this could have been agreed by him and the government beforehand to protect his life.
My anecdotal experience as a part-time web dev instructor was not great - I recently quit after just 6 months. A small handful of students were curious and driven, but I have the impression that most students were not very driven. Could be an artefact of my program being part-time, not sure if it’s different in the full-time one (the part-time program enrolment was paused shortly after I joined btw). The main reason I quit was because school provided very little support for instructors in the sense of growth of our skills. I still think the idea is great, but I’m less confident in Lambda School as a company now.