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Hey folks, I've been recently talking a lot about why we're adding different styles of play into No Rest for the Wicked and I wanted to prove my theory that that would result in players having more fun, so, long story short... I turned Quake 1 into a Roguelite!...

15,575 просмотров • 2 месяцев назад •via X (Twitter)

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I asked Garry Tan how to use meta prompting to get better at AI: "My partners at YC Jared Friedman and Pete Koomen showed me how to do this. You can take almost anything that you do all the time and just drop it into a context window. And then say, “Here’s a bunch of inputs and outputs." And maybe you also add a bunch of notes. And then you tell it, “Write me a prompt that can act as an agent that takes this input and makes this output over here.” You can do this for almost any type of knowledge work. And you can even introspect. "What are things you notice that I did to convert this from the input to the output?”. And then you can just start using the prompt. Initially, it’s going to suck. Because it’s just not that smart yet. But what’s funny is now, I also use it to Iterate my writing. You can be very direct, "I would never say that", "Don’t say it like this", or "Oh, you used the long word there, use the short word". Just speak to it conversationally. And then when you're happy with the output, you can use that new output to make a new prompt. "Based on this conversation, give me a better initial prompt that incorporates all the things we talked about." And you can do this with literally everything. And in theory, there’s so much it applies to that people do day-to-day. You could use it for tweets. You could use it for editing podcasts. You can use it for pretty much everything. I have a folder of prompts that I use all the time. My YouTube prompt is on v27 or something. I'll go through this process with all the different max models. I'll use GPT 5.2 Pro. I’ll use Grok. I'll use Claude. Then, I’ll take all the outputs from all the models and put them into Claude and say "Here’s my prompt, here’s the output from four LLMs, including yourself. Rate each response and tell me what the pros and cons of each approach are." And I usually say "give it to me in numbered form". And then you can agree with one, disagree with two, tell it three is this or that. And then after that, you say given all of this, synthesize it."

The Peel

51,632 просмотров • 3 месяцев назад

"You can either produce excellence or you can avoid criticism. But you cannot do both of those. The reason that you don't have certain excellence that you want is because you are afraid of getting criticized. You are afraid of the judgment that comes with it. You are afraid of standing out. You are afraid of being alone. You are afraid of people looking at you. You are worried about what people think of you. There are 2 categories of things in this world: 1) Things that are up to you 2) Things that are not up to you Which category does your reputation sit in? Your reputation is not up to you. I'm the one who associates your reputation with something, not you. You just do things. What's up to you? How you act. Your decisions. Your actions. That is up to you. Your reputation is not up to you. Here's how I know that: You all have a reputation about me and it's not in my control. I get to say and do whatever I say and do up here. I am in control of saying it. I am in control of doing it. The moment words leave my lips, who has control over what is done with those words? You! You are in control of what you think of me. And there's no way everybody in this room is going to think the exact same thing about me. No way. When it comes to exceptional, what we've got to understand is you can spend your whole life trying to avoid criticism and earn reputation, and it still won't be in your control. We can waste a lot of time missing out on excellence we could have been producing if we were just simply LESS trying to engineer what we wanted other people to think about us."

Brian Kight

308,788 просмотров • 1 год назад

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"

Jaynit

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The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."

Founder Mode

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I believe this building will have lots of new facilities. I asked your principal, 'Madam, what facilities do you provide?' And she named a whole bunch that even I didn't have in my school. So, I must compliment all of you; you are going to have this AI facility here, which is hopefully going to open even new frontiers and opportunities for you. So use these opportunities well. Your teachers and your parents make a lot of sacrifices for you to be here, to learn, to grow and to have a strong future. We must always respect what other people do for us and respect their participation in making us what we are. By the time you leave school, you may not have a full idea of what your life will be like. What will your future be? But you will have a good idea of who you are going to be as a person for the rest of your life. So, if that idea of yourself can include love for others, can include kindness towards others, can include honesty, can include the worth of working hard for your living and earning without having to cheat or lie, then I think you will be on the right path and you will have a successful and fulfilling life. That is what I wish most for all of you, as I said that this institution develops your heart as much as your mind is developed. And you have the whole world ahead of you. I wish all of you the very best for strong futures and beautiful lives ahead, and I wish the MCF much success in the institutions that you are building. I was very heartened to know the good work that you did during the 2024 Mundakkai landslides tragedy. And how you work not just in your institutions but outside of them also to build a better society for all of us. : Congress General Secretary & Wayanad MP Smt. Priyanka Gandhi Vadra ji 📍 Wayanad

Congress

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[Talking about self-worth and insecurities] 👨🏻‍🚀: I want everyone who has ever felt like they weren't pretty, they weren't attractive, they weren't good looking, they weren't strong enough, they had insecurities, or that they might feel like they're exploding from overthinking. And I'm not talking about one of these six, i'm talking about all of them. If you have ever had a situation where felt all six of these, I want you guys to type 1 into the chat. 👨🏻‍🚀: So, the point of that experiment wasn't to invalidate what you're feeling, because you're valid for feeling that. I think that is a common human emotion that we all have a problem we're dealing with. Our insecurities are the things that make us lash out, make us feel like we're not enough. And the thing about it, is no matter how rich you are, no matter how handsome you are, no matter how pretty you are, no matter how strong you are, no matter how great you are, no matter how intelligent you are, no matter how competent you are, there's always gonna be moments where this comes to you and I think the best thing to think in this situation is that yes i'm feeling this things, to validate yourself. You're not wrong for feeling this way. There's nothing wrong with you. Everyone feels this. 👨🏻‍🚀: But, during those times, i think it is very important to remember the moments in your life where you did feel worthy. Where you felt like you were just enough for that one person that you're talking to. Or you felt like you aced in a certain exam or you did really well in one thing. I think you remember those moments and then you push on for more of those moments so that eventually, in your life, you stop thinking about things that- or situation that made you think you're not worthy and start pondering more , recycling more of things that made you feel worthy. yunamseng?

nad

32,990 просмотров • 8 месяцев назад

Max very eloquently describes the ambiguous intangibles that come from learning a fighting game you care about. These hit even closer to home on fighting games you end up liking more than expected. Imagine, if you will, the 1st time you booted up your favorite fighting game ; ------------------------------ The publisher and dev logos show up, maybe a dope trailer to intro the first time you turn the game on, then the title screen with a "PRESS ANY BUTTON TO START" or something like that. You find your way to a story mode or arcade mode and are filled with excitement on where this journey will take you. No matter what path you take you know that you signed up for an experience where you get to control and basically BECOME a character that kicks ass. Maybe after a while you decide to jump into training mode and start labbing, "I should really figure out a combo or two" because you don't want to mash forever. And then finally, you jump online. After grinding games for what felt like just a few minutes, you realize hours have passed, you're addicted. The grind only goes on harder and maybe you even find out about locals or tournaments in your area. Perhaps you even discover MAJORS - basically tournaments so large in scale that people from all over the world attend. Your competitive drive is at an all time high and then, suddenly, you hit it. The Wall - coined by Brian_F Now every game you lose, every local player that edges the win over you, ever single mistake just feels so heavy... It's because you are stuck. You are not growing. You are stagnating. And it sucks. It really sucks. I coach a lot of students and it's one of the hardest things to explain to someone "You're doing everything right, you just have to do it a - a bit quicker - a bit more confidently - with intent These are the intangibles, the hardest things to teach but the things that become so critical at the highest level, where inches become miles in terms of player skill. It gets so frustrating too because by this point, it's so tough to have fun when you just keep losing. You can't go back to day 1, at least not physically. Knowledge is a burden – once taken up, it can never be discarded - Stephen Lawhead Awareness is step one though and although it can feel incredibly suffocating, once you push through your plateau in fighting games you truly unlock a part of yourself that feels untouchably satisfied with all levels of play.

Iheartjustice

173,851 просмотров • 4 месяцев назад

"You know, I don't, I have not changed. I really make the movies for myself. I really, really do." Q: "For no one else, or just sort of like what you ultimately want to see in them?" "Yeah, I think so." Q: "As a fan yourself, too? "What I want to see, yeah, like as a, like, you only have the benchmark of yourself. Like, if you ever try and make a movie for someone other than yourself... I feel like you're going to blow it. "Because you can't, you don't know how anyone else is going to feel. So like, you know, you go, 'okay, do I find that emotionally real? Do I find that interesting? Is that the Krypton I want to go to? Is that the Superman I want to see fight?' "You know, those are the questions you ask yourself constantly. And I think once you, if you're constantly answering yes to that, then you'll end up the more, the film will end up being more interesting to you. "And ultimately, the film being interesting to you allows you to make the movie better because you're interested. "If you make it for someone else over a two-year period, you're just going to not give a sh*t at some point because you're just like, 'I don't care. This is not my movie. I don't care about this movie because I made it for someone else.'" Q: "I imagine that's a very hard thing to do in Hollywood, though, is to keep your vision clear with so much collaboration, with so much going on, with so many other people in the mix." "It really depends on the project. For instance, it was hard on Guardians, you know, where I feel like what ended up happening on that movie was people, we did end up, they did end up asking me like, 'this is for kids, right?' "And I got to honestly say that I knew it was for kids, but I didn't want to make it for kids. You know what I mean? And I think that's what happened to that movie. It did get like second guessed at the end and turned more into a movie for kids. "My point of view is I can think like a child if I want. I have that enthusiasm for movies and what I think is cool. You, the collective you, don't need to try and second guess me and go, 'this is what we think a kid would like.' "And then it's like, 'oh, a song' or whatever. Then you're just like, 'okay, whatever.'"

Zack Snyder Film

334,960 просмотров • 6 месяцев назад

Jack Dorsey on becoming a better storyteller: "I found myself very early on thinking about something like thinking about this early idea for Twitter and saying to myself, I could build this awesome. You have those shower-like moments, or you're walking at midnight in some town in New York City, and you've got these amazing brand ideas. And then you start thinking, well, I could really start doing this if only X and if I had this person or if this technology existed or if this happened or this happened. And what I realized was that I was constantly making excuses for not working on it. And then the window had passed, and then I couldn't do anything. So I think it's really, really important to write it out or to draw it out or to code it. But you need to get it out of your head. And the reason you have to get it out of your head is that you need to be able to see it on a surface that is not in your mind. And once you can see it, and once you can step back from it, then you can also decide this passes my filter, my constraints, so maybe I can show it and share it with some other people. And then they will be like that's the stupidest idea ever and or that's somewhat interesting, but maybe this and this and this. So the sooner you can do that, then you have a lot of momentum around it, and you can really decide if you want to commit to it and work on it more or put it on the shelf for a later date. And the realization that I think everyone needs to have about that latter option, putting it on the shelf, is that you can come back to it and it will surface back up in another piece of work or another idea at some point in your life. So having that ability to close off a chapter and move on is really, really important. You can't have all these open threads, and that's what I realized I was doing. And that also encouraged me to really write more and to really think about what's the story? How are people coming to this? And like when I show my friends this, how are they going to react and I would write it down. I would actually treat it like a play. And when I realized that I was writing plays, I read a lot more plays for style and for substance and for technique and I think it's really good. I think there is another company that I have always looked towards for inspiration and I know a number of people in this room probably have a similar company in mind, which is Apple. Apple, I think, is run like a theater company. It has a great sense of pacing, has a great sense of story and has a great sense of execution and it's all about event-driven, it's all stage-driven, the stage being a billboard or the stage being a keynote or the stage being a product launch. All of it has a very, very cohesive end-to-end story. I mean you think about what happened when Steve Jobs came back to the company. The first thing he did was kill every product line the company was working on. And for two years,rs they had no product on the market whatsoever. All they had were a bunch of posters all around the world with Steve Jobs' heroes, and it said, think different. And it was just focused on bringing up the brand and making people aware of the brand again and how the brand is aligning to this particular feeling and story. And then they came out with the iMac and then built iTunes and then the iPod, and they realized that, wait a minute, people are carrying music on their phones now, so we better build a phone, an iPhone. And so this unfolding of the plot and the epic story has been very, very interesting to watch, especially if you look back to that time when he came back to the company. So I've learned a lot from that company and other companies that operate in a similar fashion."

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