>>The actual human connection features of Facebook turned out to be a novelty<<
I don't agree. FB play(ed) an important role for me: helping me keep my extended family across the goings on in my child's life (they all live elsewhere). It was quite good at making grandparents/aunts/uncles feel connected etc.
But that utility is largely buried beneath a growing list of 'features' with little appeal - I don't need prompts to add people I know. I don't need yet another marketplace. I don't need short-form videos from complete strangers.
Today, 80%+ of my newsfeed feels like irrelevant content - and that's what's killing FB.
I agree with this. I moved across country when I was 16 and have been able to regain friendships that would have been lost otherwise. However lately it seems to be 80% adds and unrelated videos. Often if I seek someone out I find they have been putting a bunch of stuff up there that I missed. It has made me much less interested in the Facebook product.
On the other hand, we have an Oculus and I'm quite enjoying some of the "metaverse" worlds in Horizons. I think I'm firmly in the minority there.
Personally I am curious why no one is exploring the M2M applications of crypto.
If we look forward to the time all (most?) vehicles are autonomous, I can see a need for a ‘market mechanism’ which allows vehicles to request/cede priority.
Driver A wants to get to Point B in a hurry, so has an incentive to request Drivers C and D to allow their vehicle to pass. If Drivers C and D have no rush, they accept the incentive. Crypto (or a similar token), handled by the vehicles, enable this.
My take is that it is a leadership skill weakness. It is an outgrowth of the (poor) management principle of: if you can't measure it, you can't manage it.
A lot of executives have little experience working with/managing staff - in real time - they cannot see. I've certainly worked under CEOs whose default mindset was "If I cannot see X at their desk, they are not contributing" etc.
Yes, these execs can look at monthly productivity/output reports and do the math retrospectively, but on a day-to-day basis, they lack the skills/tools to manage what they cannot see.
They can look at the status quo under the pandemic, and say "this would be better if people were in the office". Doesn't matter if things are going well, or things are going poorly; the pre-existing bias determines the conclusion.
Monthly reports aren't helpful there. Really, the only meaningful data point is "what is going to make the company the most successful". And, there, the better execs are looking to enable hybrid workplaces, where people can work remotely or onsite, whichever enables them best, and the technology and practices support that, since they recognize remote is an opportunity, and that it also prevents talent bleed due to poor morale. The worse execs are trying to mandate returning to the office, thinking that that's the only way to be successful, and are completely discounting the effect on morale.
I think this is the "correct" strategy for long term success. Why? Because this was also Issac Asimov's strategy. In a essay in the late 80's he talked about the visceral enjoyment of using a typewriter. The essay was in a Fantasy & Science Fiction magazine. I can't find it at the moment. But I read and reread it as a kid.
There's also the closely-related case of people like the concept of being a $OCCUPATION. But they don't really want to do a lot of the day-to-day work associated with it.
Why? Judging from the photo his pack looks fairly light and minimalist. His clothing seems robust. Effective-looking head cover. Boots are probably heavy but nailed. Typical and practical working clothes of the time it seems to me.
I'm not sure. I want to believe in that kind of perseverance and exploration, but to give a glimpse of the "Aidan" here's an excerpt for the end part of the book:
"Little is known about Aidan de Brune following the conclusion of his walk. We catch a glimpse here and there. On 28 March 1933 an article by de Brune appeared in the Wagga Wagga Daily Advertiser as one of a series of articles about Australian novelists. The article was about de Brune himself, in which he outlined his life. It was mostly fictitious. As we know, de Brune was actually Herbert Charles Cull and he did few, if any, of the things mentioned in the article." .. so if he's known to embellish or fabricate details...?
I can't speak for non Queensland parts of that map.In the 1900's there was more than a week of walking between even the most basic of civilization (Between mackay and townsville, the A1/Bruce started construction in 1930)
