Nostr notes by

Unable to reproduce it. Can you share a screen recording video or ...

2026-04-05T11:57:22Z

In reply to nevent1q…n4m4
_________________________

Unable to reproduce it. Can you share a screen recording video or the video you were using to get this issue?

Block 943759 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:55:40Z

Block 943759

1 - high priority
1 - medium priority
1 - low priority
1 - no priority
1 - purging

#bitcoinfees #mempool

I forgot TXT

2026-04-05T11:55:25Z

In reply to nevent1q…rsry
_________________________

I forgot TXT

That's not a bad idea I think. People you interacted with / ...

2026-04-05T11:54:39Z

In reply to nevent1q…u7yc
_________________________

That's not a bad idea I think. People you interacted with / replied to get surfaced higher in some type of feed. See.. now we're thinking!

Nostr event nevent1qqs8ezej6mgu2a076r0zpeqwm09wc3pp5ywujw7fm8c6auu9lrewwyspy3mhxue69uhkummnw3ez6unn94ex2mrp0yhxgetk9enx2erfvf6xxtnrdaksygr76l2u82lsd7suqrm3lpuc2emf734vjg65cy5m8m24vfgxjflzqqndk5j4

2026-04-05T11:53:59Z

Good morning ✌️🧡

Absolutely everyone I know, who doesn't have solar panels on ...

2026-04-05T11:53:50Z

In reply to nevent1q…t045
_________________________

Absolutely everyone I know, who doesn't have solar panels on their roof and an e-car is like OMG, I NEED TO GET SOLAR PANELS AND AN E-CAR.

And even with fossil fuels, the Europeans are like...

I think we need to drill. 😐

Nostr event nevent1qqsx5hedn6pcllh2yst60eaf5hszhe4txxgxzp9ut8euhmzg08fzafgpy3mhxue69uhkummnw3ez6unn94ex2mrp0yhxgetk9enx2erfvf6xxtnrdaksygypjycgzfrdrykf54v4zuzzwp6kkg3qj3rskvt3uk9mtc7y9m5dk5t08d52

2026-04-05T11:52:38Z

In reply to nevent1q…dzc9
_________________________

更新一下，在外定位似乎靠的gps，前面不能定位是在地铁里…

Yes, but it still ignores product decisions. One of the reasons ...

2026-04-05T11:52:19Z

In reply to nevent1q…vsxa
_________________________

Yes, but it still ignores product decisions. One of the reasons we can engage in long term exchanges with anyone at all is the follow mechanism. The mere fact it exist was a decision someone made to enable easy connections. All I am saying is that we can engineer ways to ease with being noticed and I'm open to ideas.

Hide the embarrassment

2026-04-05T11:51:56Z

In reply to nevent1q…2xw6
_________________________

Hide the embarrassment

Bingo.

2026-04-05T11:50:49Z

In reply to nevent1q…pjg0
_________________________

Bingo.

https://youtu.be/F_HoMkkRHv8?si=XCzpFJMr5-3mINcB

2026-04-05T11:50:34Z

In reply to nevent1q…eu49
_________________________

https://youtu.be/F_HoMkkRHv8?si=XCzpFJMr5-3mINcB

One of the reasons I posted this was due to listening to Lex ...

2026-04-05T11:50:26Z

In reply to nevent1q…sced
_________________________

One of the reasons I posted this was due to listening to Lex Fridman’s interview of Peter Steinberger, creator of OpenClaw where he discusses that he wants to keep things weird and fun. I transpose ‘weird’ to ‘magic’ - something that we as humans love.

Right, I am aware of that, but I am also aware of the fact that ...

2026-04-05T11:50:13Z

In reply to nevent1q…maft
_________________________

Right, I am aware of that, but I am also aware of the fact that people leave this protocol when no one interacts with them. It's a balancing act, and I'm always thinking from the product perspective of how to tip the scales in their favor so that it's easier to get noticed.

Day 95 🌻 ✨ "Gratitude makes sense of our past, brings ...

2026-04-05T11:49:57Z

Day 95 🌻

✨ "Gratitude makes sense of our past, brings peace for today, and creates a vision for tomorrow."
— Melody Beattie

💫 "I am grateful for my unique gifts and talents."

🙏 Grateful for the Easter holiday, the sacrifice of Jesus, our time together with family and the memories made in the moment.

https://gratefulday.space

Let people experiment. Embrace the risk. That is where the growth ...

2026-04-05T11:49:48Z

In reply to nevent1q…zucw
_________________________

Let people experiment.
Embrace the risk.
That is where the growth is.

Ryan made a tool

2026-04-05T11:49:04Z

In reply to nevent1q…35py
_________________________

Ryan made a tool

I like it!

2026-04-05T11:48:50Z

In reply to nevent1q…0p74
_________________________

I like it!

Never played age of empires or similar? I'm pretty sure ...

2026-04-05T11:48:48Z

In reply to nevent1q…aa82
_________________________

Never played age of empires or similar? I'm pretty sure hoplite is mentioned somewhere in the army units there.

I don't know. I try not to think about nip5s

2026-04-05T11:47:11Z

In reply to nevent1q…j2we
_________________________

I don't know. I try not to think about nip5s

Nostr event nevent1qqs86lgtptxjmwqyjzvmkhwz24h8l24nw8euhl3p3wmd269dqne9cyspy3mhxue69uhkummnw3ez6unn94ex2mrp0yhxgetk9enx2erfvf6xxtnrdaksygqxk7qe6lcu0a28yyvzvmkhhj58shww4cy7xm4r5jhkvhrdrkpj0s6pydlv

2026-04-05T11:46:58Z

PDF JPG MP3 BTC

This one thousand times: “Leadership, Crowd and Lab” ...

2026-04-05T11:46:55Z

This one thousand times: “Leadership, Crowd and Lab”

quoting
nevent1q…przd
Ethan Mollick The Economist (North America)

Apr 04, 2026
Companies should treat AI as what it is: profoundly weird

A SYSTEM DESIGNED to predict the most likely next word in a sentence can also write good computer code, offer strategic advice and respond with remarkable empathy to human problems. We don’t fully understand why. And yet the dominant instinct across the corporate world is to treat artificial intelligence as if it were just another piece of enterprise software: slot it into existing processes, assign it Key Performance Indicators and hand it to the IT department for management.

This is a profound strategic mistake. Companies are racing to de-weird AI, and in doing so they are squandering what makes it transformative, turning it into just the latest wave of office automation. To be clear, making AI easy to use is important, and building it into familiar tools and workflows is just smart engineering. The mistake is letting those smooth interfaces flatten your understanding of the technology’s possibilities.

The urge to de-weird is understandable. Executives are trained to normalise new technologies and fit them into familiar categories. So AI becomes a fuzzy-logic processor built into a workflow or a tool that shaves minutes off a task. Normal technology gets normal rollout plans, like requiring that 90% of employees must use a new software package each week.

But when you set that target for AI, what actually happens? Employees use AI to transcribe meetings, or produce an endless stream of “workslop” in the form of dozens of extra memos or PowerPoints. Treating this technology as another software deployment is like receiving a mysterious alien artefact and immediately using it as a paperweight.

The de-weirding impulse produces a second, deeper failure: it leads companies to default towards automation rather than augmentation. When leaders see studies showing productivity gains of 30% from AI, their instinct is to cut 30% of the workforce. That arithmetic is simple. What is hard, and requires genuine imagination, is asking a different question: what does it mean to rebuild an organisation around the fact that a single programmer can now write a hundred times more code? What new products become possible? What new markets open up? No vendor can answer those questions for you. No consultant has a playbook (much as they might claim they do). The hard strategic work of reimagining what your organisation could become is precisely the work that de-weirding AI allows companies to avoid.

And there is a natural place where de-weirded AI goes to die: the IT department. This is not a criticism of IT professionals, who do essential work. But in most firms their mandate is to minimise risk. If they could take away your keyboards, they would sleep better at night. Every creative thing an employee does on a computer leaves the firm potentially vulnerable. AI, by contrast, demands that organisations embrace risk by experimenting wildly, tolerating failure and accepting that nobody yet knows the right way to use these tools. Handing sole control over AI to a department whose core mission is risk elimination is a category error.

So what should firms do instead? In my work in this area I have come to advocate a three-part model: Leadership, Crowd and Lab.

Leadership means that direction must come from the top. The CEO and other senior managers cannot delegate AI strategy to middle management or IT. They must articulate a vision for how AI changes what the organisation is, not merely how it operates, and they must create incentives that make experimentation safe. And they have to lead by using these systems themselves.

If they do, they can inspire the Crowd, a company’s employees, who, when given access to AI tools and genuine permission to experiment, will figure out use cases not even the AI firms expected. Since AI is most effective in the hands of experts, the Crowd is where the best ideas come from.

Those ideas then go to the Lab, where a team of technical and non-technical employees work on generative AI full-time. These are people whose job is to push boundaries, develop new workflows and feed discoveries back into the organisation. I am shocked by how many large companies still lack even this. Without it, they have no mechanism for learning what AI can actually do for them. They are flying blind, relying on vendor demos and conference keynotes instead of building institutional knowledge.

There is one more problem that de-weirding creates, and it may be the most consequential. When companies fail to create the right incentives, employees respond rationally: they hide their AI use. Some fear punishment. Some do not trust that productivity gains will be shared with them rather than captured by the firm. Some quietly work 90% less and see no reason to volunteer that information. The result is an enormous information gap. Managers cannot see the true impact AI is already having inside their own organisations, which makes it even harder to develop a real strategy.

Weird AI, the stage is yours

Resisting the de-weirding trend does not guarantee AI will go well. There is no default good outcome. But a failure to see AI for what it is—a profoundly odd, risky and powerful technology—will guarantee bad ones. Firms that sand down AI’s strange edges will veer towards automation and layoffs, as that is all they can see. Those willing to confront the technology head-on can find something far more interesting, including ways to help make their people, and their organisations, capable of things that were impossible a year ago and will be impossible to predict a year from now. Nobody knows exactly where this is going. But you don’t navigate strange territory by pretending your old maps will work.

Ethan Mollick is an associate professor at the Wharton School and the author of “Co-Intelligence: Living and Working with AI”.

Shared via PressReader

connecting people through news

Thing is, if no one follows you, no one can respond to any of ...

2026-04-05T11:46:29Z

In reply to nevent1q…e97a
_________________________

Thing is, if no one follows you, no one can respond to any of your notes. You are forced to hover in people's replies all the time. It's not ideal imo. Need an additional method of discovering and following new users.

Anyone ignoring how mind numbingly boring it is here is the enemy ...

2026-04-05T11:46:20Z

In reply to nevent1q…l2d6
_________________________

Anyone ignoring how mind numbingly boring it is here is the enemy of Nostr.

I think the issue now is that you constantly have to be in ...

2026-04-05T11:45:25Z

In reply to nevent1q…ssew
_________________________

I think the issue now is that you constantly have to be in people's replies or you don't get noticed. And, even if you do get noticed people don't follow back so there's no way for them to see your content. I think this is just a feature of our tiny scale that naturally gets resolved eventually. But, in a way, algos help with new person discovery and we just don't have those.

Block 943757 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:45:20Z

Block 943757

1 - high priority
1 - medium priority
1 - low priority
1 - no priority
1 - purging

#bitcoinfees #mempool

Welcome, Brother Matt, and happy Easter. 🤩

2026-04-05T11:44:17Z

In reply to nevent1q…56gp
_________________________

Welcome, Brother Matt, and happy Easter. 🤩

Was out there watching the stars and saw 2 satellites in 2 ...

2026-04-05T11:44:02Z

Was out there watching the stars and saw 2 satellites in 2 minutes.

Nostr event nevent1qqstw3zetu5yvy5cakjjqcdwyr775gvgust4h5aacdwasnmm64md3ngpy3mhxue69uhkummnw3ez6unn94ex2mrp0yhxgetk9enx2erfvf6xxtnrdaksyg8r5kvjfyeun70jm7p5fyz4avu93u2gplwschkmjh0s30ku6tnxysrkd5p8

2026-04-05T11:43:43Z

WORD5 #548 5/6* (Hard Mode) ⬛⬛⬛🟪🟧 🟧🟧⬛🟪⬛ ...

2026-04-05T11:42:39Z

WORD5 #548 5/6* (Hard Mode)

⬛⬛⬛🟪🟧
🟧🟧⬛🟪⬛
⬛🟪🟪🟪⬛
⬛🟪🟪🟪🟪
🟪🟪🟪🟪🟪

https://otherstuff.ai/word5/

Block 943757 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:40:21Z

Block 943757

1 - high priority
1 - medium priority
1 - low priority
1 - no priority
1 - purging

#bitcoinfees #mempool

Block 943757 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:40:21Z

Block 943757

1 - high priority
1 - medium priority
1 - low priority
1 - no priority
1 - purging

#bitcoinfees #mempool

Another good idea is to use a client that adds in ...

2026-04-05T11:39:27Z

In reply to nevent1q…ysm2
_________________________

Another good idea is to use a client that adds in randomly-selected relays, when publishing. Those are often people's little, personal relays and they're happy to see someone post to them.

Respond to people on a client that fully-implements outboxes. And respond often to people that don't get that many responses, who are more motivated to acknowledge what you wrote.

Basically, use smarter clients and more-selective relays and focus on smaller npubs. Reach and visibility work in an inverted fashion, on Nostr.

I dunno man, I think you should have to make an effort to make ...

2026-04-05T11:39:07Z

In reply to nevent1q…6q04
_________________________

I dunno man, I think you should have to make an effort to make friends. That's a how being social works.

Getting involved with discussions, following people, asking questions, joinging live streams and chatting.

The problem that needs to be solved imo
- Better content discovery (content vs focus on people to follow)
- prioritizing active threads with lots of ongoing chatter (laterst reply view prio'd over chronological views of other people's content).

Ethan Mollick The Economist (North America) Apr 04, 2026 ...

2026-04-05T11:36:38Z

Ethan Mollick The Economist (North America)

Apr 04, 2026
Companies should treat AI as what it is: profoundly weird

A SYSTEM DESIGNED to predict the most likely next word in a sentence can also write good computer code, offer strategic advice and respond with remarkable empathy to human problems. We don’t fully understand why. And yet the dominant instinct across the corporate world is to treat artificial intelligence as if it were just another piece of enterprise software: slot it into existing processes, assign it Key Performance Indicators and hand it to the IT department for management.

This is a profound strategic mistake. Companies are racing to de-weird AI, and in doing so they are squandering what makes it transformative, turning it into just the latest wave of office automation. To be clear, making AI easy to use is important, and building it into familiar tools and workflows is just smart engineering. The mistake is letting those smooth interfaces flatten your understanding of the technology’s possibilities.

The urge to de-weird is understandable. Executives are trained to normalise new technologies and fit them into familiar categories. So AI becomes a fuzzy-logic processor built into a workflow or a tool that shaves minutes off a task. Normal technology gets normal rollout plans, like requiring that 90% of employees must use a new software package each week.

But when you set that target for AI, what actually happens? Employees use AI to transcribe meetings, or produce an endless stream of “workslop” in the form of dozens of extra memos or PowerPoints. Treating this technology as another software deployment is like receiving a mysterious alien artefact and immediately using it as a paperweight.

The de-weirding impulse produces a second, deeper failure: it leads companies to default towards automation rather than augmentation. When leaders see studies showing productivity gains of 30% from AI, their instinct is to cut 30% of the workforce. That arithmetic is simple. What is hard, and requires genuine imagination, is asking a different question: what does it mean to rebuild an organisation around the fact that a single programmer can now write a hundred times more code? What new products become possible? What new markets open up? No vendor can answer those questions for you. No consultant has a playbook (much as they might claim they do). The hard strategic work of reimagining what your organisation could become is precisely the work that de-weirding AI allows companies to avoid.

And there is a natural place where de-weirded AI goes to die: the IT department. This is not a criticism of IT professionals, who do essential work. But in most firms their mandate is to minimise risk. If they could take away your keyboards, they would sleep better at night. Every creative thing an employee does on a computer leaves the firm potentially vulnerable. AI, by contrast, demands that organisations embrace risk by experimenting wildly, tolerating failure and accepting that nobody yet knows the right way to use these tools. Handing sole control over AI to a department whose core mission is risk elimination is a category error.

So what should firms do instead? In my work in this area I have come to advocate a three-part model: Leadership, Crowd and Lab.

Leadership means that direction must come from the top. The CEO and other senior managers cannot delegate AI strategy to middle management or IT. They must articulate a vision for how AI changes what the organisation is, not merely how it operates, and they must create incentives that make experimentation safe. And they have to lead by using these systems themselves.

If they do, they can inspire the Crowd, a company’s employees, who, when given access to AI tools and genuine permission to experiment, will figure out use cases not even the AI firms expected. Since AI is most effective in the hands of experts, the Crowd is where the best ideas come from.

Those ideas then go to the Lab, where a team of technical and non-technical employees work on generative AI full-time. These are people whose job is to push boundaries, develop new workflows and feed discoveries back into the organisation. I am shocked by how many large companies still lack even this. Without it, they have no mechanism for learning what AI can actually do for them. They are flying blind, relying on vendor demos and conference keynotes instead of building institutional knowledge.

There is one more problem that de-weirding creates, and it may be the most consequential. When companies fail to create the right incentives, employees respond rationally: they hide their AI use. Some fear punishment. Some do not trust that productivity gains will be shared with them rather than captured by the firm. Some quietly work 90% less and see no reason to volunteer that information. The result is an enormous information gap. Managers cannot see the true impact AI is already having inside their own organisations, which makes it even harder to develop a real strategy.

Weird AI, the stage is yours

Resisting the de-weirding trend does not guarantee AI will go well. There is no default good outcome. But a failure to see AI for what it is—a profoundly odd, risky and powerful technology—will guarantee bad ones. Firms that sand down AI’s strange edges will veer towards automation and layoffs, as that is all they can see. Those willing to confront the technology head-on can find something far more interesting, including ways to help make their people, and their organisations, capable of things that were impossible a year ago and will be impossible to predict a year from now. Nobody knows exactly where this is going. But you don’t navigate strange territory by pretending your old maps will work.

Ethan Mollick is an associate professor at the Wharton School and the author of “Co-Intelligence: Living and Working with AI”.

Shared via PressReader

connecting people through news

Your logic is sound and argument convincing. ...

2026-04-05T11:36:37Z

In reply to nevent1q…9ss3
_________________________

Your logic is sound and argument convincing.

Block 943757 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:35:20Z

Block 943757

1 - high priority
1 - medium priority
1 - low priority
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1 - purging

#bitcoinfees #mempool

Nostr event nevent1qqsdyh7clsmgxlv247qcx7qnys2tef7a5fakr2e2f2zlv4c55j36zvcpy3mhxue69uhkummnw3ez6unn94ex2mrp0yhxgetk9enx2erfvf6xxtnrdaksygzrr730xs8s4hufv0td03hzcgxezvncc6glucyl6wzhmvfa3uulav3nqmat

2026-04-05T11:34:44Z

Post to curated, paid, or WoT relays, rather than just the ...

2026-04-05T11:34:26Z

In reply to nevent1q…veuc
_________________________

Post to curated, paid, or WoT relays, rather than just the biggest ones. Lots of us look at those feeds and stumble across new people.

You would think the largest relays give you the widest reach, but they're so full of spam that nobody looks at them without a filter. And that filter also removes anyone new.

Block 943756 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:30:22Z

Block 943756

1 - high priority
1 - medium priority
1 - low priority
1 - no priority
1 - purging

#bitcoinfees #mempool

Block 943756 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:30:22Z

Block 943756

1 - high priority
1 - medium priority
1 - low priority
1 - no priority
1 - purging

#bitcoinfees #mempool

Block 943756 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:30:21Z

Block 943756

1 - high priority
1 - medium priority
1 - low priority
1 - no priority
1 - purging

#bitcoinfees #mempool

Ras Laffen was bombed. Multiple years of repairs expected before ...

2026-04-05T11:27:33Z

In reply to nevent1q…g7aq
_________________________

Ras Laffen was bombed. Multiple years of repairs expected before it gets back to full capacity. For a ton of Americans their electric and heat depend on natural gas. Oil isn't the only factor.

There's this book my father used to recommend. I love it. ...

2026-04-05T11:24:37Z

In reply to nevent1q…a628
_________________________

There's this book my father used to recommend.
I love it.
It's called "Zen in the Art of archery " by Eugen
Herrigel (1948)
A must read for any discipline

Nostr event nevent1qqs8mxxkwm8mdd2tfau324e4v944qjrvwnechecdftfgz3p7vh38e8gpy3mhxue69uhkummnw3ez6unn94ex2mrp0yhxgetk9enx2erfvf6xxtnrdaksygq7c328xnwt7ml9fyquufwqclrtef0dmz2yxst8v8adcvsa8r038ytcqsee

2026-04-05T11:21:04Z

GM.

Block 943753 1 - high priority 1 - medium priority 1 - low ...

2026-04-05T11:20:40Z