And the object responds to the "foo" message by calling a method.
The difference is whether we're discussing the invocation or the response. OP's usage of method isn't incorrect in this case if it's discussing the response. It is true that all message responses (including accessors) are implemented using methods.
The source of the 30% statistic is from a selection-biased sample of people who undergo paternity testing because there is already a question as to who is the father. It's not an accurate figure.
It is. Cgroup provides limits for memory, CPU time. We already have other accounting mechanisms for processes/threads (rlimits) and for inodes and disk space (disk quota systems). We've had those for ages. I imagine there will be more work to integrate these various accounting mechanisms with cgroup as the work continues.
The only nonsense here is your belief that a hiring process can accurately predict future results. Hiring is incredibly difficult: Vast volumes of literature have been written on the subject. Mistakes are common; your idea that business ought not correct for mistakes is pure fantasy.
It's not really an analogy; The divide is still along similar racial lines. Civil asset forfeiture laws predominantly impact poor black or Hispanic people. Here's what the ACLU has to say: https://www.aclu.org/criminal-law-reform/civil-asset-forfeit...
" Asset forfeiture practices often go hand-in-hand with racial profiling and disproportionately impact low-income African-American or Hispanic people who the police decide look suspicious and for whom the arcane process of trying to get one’s property back is an expensive challenge. ACLU believes that such routine “civil asset forfeiture” puts our civil liberties and property rights under assault, and calls for reform of state and federal civil asset forfeiture laws."
'Unless a company has been completely asleep at the wheel, there is no scenario under which people will suddenly go "woah woah woah! these 200 people must go!".'
Of course there is. You're projecting this as black and white, but in reality performance is a curve and the company's economic context determines where that curve ends. Companies growing rapidly hardly ever fire. Companies faced with a squeeze (and perhaps a shortage of profitable work) will be willing to move higher and higher up the performance curve.
Your platitudes about morale are simply untrue. I mentioned before specific peers as counter-examples, so let's also name the company: Netflix has a policy of firing people who aren't top-level performers. It's flatly impossible to make these kinds of determinations reliably before a hire -- the ONLY way to maintain a team of A-level players is to fire people who you've hired and who turn out not to perform.
This is not theory, this is fact in practice. It works great. People who don't make it don't like it -- and that's largely unimportant. People who actually are A-level performers love it. It's great for morale.
I don't think you've supported this opinion very well. Here's a counterpoint: Hiring and firing are a completely normal part of a business cycle. Every company should expect to have some ratio of hiring to firing. And yes, a firing typically means imperfect hiring practice (which is not the same as imperfect management) -- but here's the key I believe you may not understand: The world is imperfect. We can bank on the fact that we make mistakes; we will always make mistakes.
Your other assertion that morale will suffer is empirically false. I know many folks at companies with this sort of practice in place and it boosts their morale because they don't feel like they're dragged down by under-performers. Maybe it lowers the morale of those who are under-performing, but that's not exactly a problem, is it?