And if by any chance you get an offer at a company you don’t like, just refuse. You’ll still gain confidence & information about salary negotiations, interviews, etc.
They’ll make you better at interviewing at companies you want to work for, and at eventual salary negotiations
I personally began interviewing during my second year of university. I only accepted a job during my last one. All that experience doing interviews meant I could filter bad employers and get a good shot at my preferred one, for which I ended up working for 3 fulfilling years.
Had I not practiced when I didn’t want a job, I’d probably have accepted the first job offer around graduation time, even if the colleagues were unfriendly and the salary offer lowballed.
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2/ Can we estimate a measure of the infections risks, so that we can free from the lockdowns all activities that are low-risk, while keeping away from the few high-risk ones?
The answer is yes.
3/ Let's begin with the basics. The probability of infection depends on the viral load we receive (i.e., the cumulative number of virus particles breathed in).
The denser the virus in the air, the higher the load.
Similarly, the longer we inhale, the higher the load.
An example of tragedy of the commons. A city has access to a small forest.
If you are a citizen, self-interest would dictate that you cut a tree to get some wood to heat your house. But if everyone does, the wood disappears.
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2/ The tweet below recently made me notice that this kind of problems can be formulated in terms of #ergodicity.
3/ One of the definitions of ergodicity is "when the outcome of a person performing an action n times coincides to the outcome of n people performing the action once."
Here is how it applies to the tragedy of the commons:
There are three main reasons for irrational behavior.
Thread, 1/11
The first one is an excessively-narrow definition of irrationality.
Example: playing a boardgame, your friend makes a move which is suboptimal to victory. Is he being irrational?
Only if winning at the game is all that matters. But maybe he's optimizing for friendship.
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Another example: working overtime might get you ahead at work but also set you back in personal life.
In general, it's never rational to maximize performance at a given task. It's rational to maximize one's performance across all tasks. And sometimes, the two are at odds.
Too often, consulting engagements end up making the client more fragile.
Why? What can clients AND consultants do differently?
(thread, 1/N)
2/ One possible cause is, of course, psychopathic consultants & self-centered management. But there's a lot that can go wrong even when both parties are well-meaning.
Here are 3 problems that must be addressed to avoid consulting disasters, even assuming competence & good faith.
3/ I often say, "centralization is only efficient to the central observer"
Similarly, consulting is often only effective to the central observer
If it only considers what matters to the central observer, it will only do good relative to what's considered by the central observer