Without physical feedback you can rapidly devolve into unstable positive feedback loops. And emotions are what help us process and react to that feedback.

Kids learn partially because their friends say sharp words that hurt them, fire burns them, they go hungry and starve if they don’t plan for meals.

Humans in the loop, MCP, etc are all very primitive hacks that are mimicing feedback and emotion, poorly.

Looks like just a handout to IBM.

Macos really excels at managing memory very well.

They definitely had brain power at the Holmdel location too.

You mean like every startup ever that has been successful?

And for a service that is heavily text bound? A 14x increase would not be a big deal.

What "brunt"? These are not large numbers.

If Microsoft can't scale something like Git 14x, then the problem is with Microsoft.

A volume increase that is a single order of magnitude (which 14x is) should not result in this level of failures.

When I compare what Github does and the volumes vs social media companies, payment companies, video platforms, etc, it just doesn't make sense that it is just a volume problem.

It looks a lot more like a platform that already has baseline issues that are compounded by increased volume.

We had a vote thrown out of an election several years ago, the woman died right after the election, the signature on the card looked nothing like hers and was probably done by her daughter.

That said all indications are voter fraud is not any kind of wide spread problem in the United States.

The loading dock was kept completely open "because it's hot and we don't have A/C back here!".

He started complaining to management that 50 CI/CD setups was his limit he could support.

He was absolutely amazed when I showed him he could combine endpoints into a larger logical service. 50 services became three, and it’s still three a few years later now.

I was going to highlight this as well, but it is also one of the trickiest parts of the equation, because by definition this inevitably involves a lot of politics and social implications.

What I have learned over the years: let the overall direction, and also the overall competitive pressures, filter down through your umbrella. But shield them from the details and your specific efforts here, unless it is relevant.

Maybe even more important, though - recognize inflection points in your company and your group. How you manage during routine times and during stressful times may well be very different. If they're not, then you have a serious problem.