Sunday, September 24, 2023

Scientists Successfully Maneuver Robot Through Living Lung Tissue

Lung cancer is the leading cause of cancer-related deaths in the United States. Some tumors are extremely small and hide deep within lung tissue, making it difficult for surgeons to reach them. To address this challenge, UNC -Chapel Hill and Vanderbilt University researchers have been working on an extremely bendy but sturdy robot capable of traversing lung tissue.

Their research has reached a new milestone. In a new paper, published in Science Robotics, Ron Alterovitz, PhD, in the UNC Department of Computer Science, and Jason Akulian, MD MPH, in the UNC Department of Medicine, have proven that their robot can autonomously go from "Point A" to "Point B" while avoiding important structures, such as tiny airways and blood vessels, in a living laboratory model.

"This technology allows us to reach targets we can't otherwise reach with a standard or even robotic bronchoscope," said Dr. Akulian, co-author on the paper and Section Chief of Interventional Pulmonology and Pulmonary Oncology in the UNC Division of Pulmonary Disease and Critical Care Medicine. "It gives you that extra few centimeters or few millimeters even, which would help immensely with pursuing small targets in the lungs." (...)

The robot is made of several separate components. A mechanical control provides controlled thrust of the needle to go forward and backward and the needle design allows for steering along curved paths. The needle is made from a nickel-titanium alloy and has been laser etched to increase its flexibility, allowing it to move effortlessly through tissue.

As it moves forward, the etching on the needle allows it to steer around obstacles with ease. Other attachments, such as catheters, could be used together with the needle to perform procedures such as lung biopsies.

To drive through tissue, the needle needs to know where it is going. The research team used CT scans of the subject's thoracic cavity and artificial intelligence to create three-dimensional models of the lung, including the airways, blood vessels, and the chosen target. Using this 3-D model and once the needle has been positioned for launch, their AI-driven software instructs it to automatically travel from "Point A" to "Point B" while avoiding important structures.

"The autonomous steerable needle we've developed is highly compact, but the system is packed with a suite of technologies that allow the needle to navigate autonomously in real-time," said Alterovitz, the principal investigator on the project and senior author on the paper. "It's akin to a self-driving car, but it navigates through lung tissue, avoiding obstacles like significant blood vessels as it travels to its destination."

The needle can also account for respiratory motion. Unlike other organs, the lungs are constantly expanding and contracting in the chest cavity. This can make targeting especially difficult in a living, breathing subject. According to Akulian, it's like shooting at a moving target.

The researchers tested their robot while the laboratory model performed intermittent breath holding. Every time the subject's breath is held, the robot is programmed to move forward.

"There remain some nuances in terms of the robot's ability to acquire targets and then actually get to them effectively," said Akulian, who is also a member of the UNC Lineberger Comprehensive Cancer Center, "and while there's still a lot of work to be done, I'm very excited about continuing to push the boundaries of what we can do for patients with the world-class experts that are here."

by Science Daily |  Read more:
Image: via
[ed. For more on the various complexities involved in robotic development, see also: Robert Playter: Boston Dynamics CEO on Humanoid and Legged Robotics (YouTube/Lex Fridman):]

Highlights From Comments On Elon Musk

[Original post: Book Review: Elon Musk]

1: Comments From People With Personal Experience
2: ...Debating Musk's Intelligence
3: ...Debating Musk's Mental Health
4: ...About Tesla
5: ...About The Boring Company
6: ...About X/Twitter
7: ...About Musk's Mars Plan
8: ...Comparing Musk To Other Famous Figures
9: Other Comments
10: Updates

1: Comments From People With Personal Experience

BlueSilverWave writes:
I remember the days when SpaceX was really ramping up university recruitment. They were the table at the career fair everyone wanted to give their resume to. Naturally, SpaceX sent a spectacular a-hole who yelled at and belittled most of the students applying. It got so bad they actually apologized about it when they held a talk at the next career fair. Turned quite a few folks off, it was a real embarrassment. Took a couple of years to wash that one out.

I sometimes think about the people that knew the type of behavior going on and still stood in line and applied. I think a large part of why all those ex Musk employees and etc. still excuse various behaviors and defend him so fervently is that there is approximately no one who goes to work at one of his companies just to work a job. No one would put up with that crap for a 9-5, and now that it's so well known, no one would apply for it. It's all starry-eyed (mostly recent college grad) true believers. And the turnover rates speak pretty well for themselves […]

Some more thoughts after sleeping on this review. It's very strange... so being an automotive engineer for several of those "staid, evil" Big3 companies, one gets a very direct view of Tesla and how they have been over the years.

Something that probably ought to get talked about more: for large companies, we are among the first few hundred to buy the newest hotness from our competitors. I saw a Model X Founders' Edition fully disassembled on tables, with the welds drilled out and sectioned so we could see every single part. I've done side-by-sides with Teslas and various other vehicles, where we literally will put our part and the competitor part next to each other in a giant warehouse (all of them for a series of vehicles) and do side-by-sides. When you do that, abstract questions of genius kind of fade to the background, and you get to actual real world questions like "is this part good? Is it better than mine? What is it trying to do? How does it try to do them? What does this say about the engineer's constraints? What does this say about the company organization behind it? Where are the organizational seams? Where are the hard points that could not be changed? How do those reflect on my company, my program, what we're trying to do and the things we have to work around?"

This isn't just idle navel-gazing. Akins' Law about system interfaces is quite relevant here. Where you draw organizational and system boundaries and the restrictions you put on certain hard points can drive significant differences in a component on a table.

But out of all of that, my biggest take-away was that Teslas..... just aren't very good? Their structures up to the Model 3 are quite inefficient and don't have great rigidity. The dimensional variation is shocking (far beyond even SBU, IYKYK). The hang-on parts are generally relatively poorly performing on their own. They can't touch our structural or powertrain durability tests. Rate and handling is bad, ergonomics fails to meets package targets, NVH and sound quality are poor, and we pay JD Power far too much to find out just how bad the quality numbers are (hilariously bad). I don't think it's an exaggeration to say that most other OEMs can't make a Tesla, because our systems and processes prevent us from releasing something that half-baked.

It really makes you question the customer sometimes, because if we put out a touchscreen that failed like that, we'd rightly be ridiculed. CEOs have lost their jobs over far less.

I think Musk's genius is in two very closely related areas: getting investors to give him an unlimited checkbook, and in getting customers to believe they're doing something new, novel, and important, in a way that lets him walk past screwing up things that legacy players get right as an inevitability. The technical side? Most engineers I've met can probably accomplish it.

P.S. the interface is so slow and laggy, holy cow
Paul T writes:
>> “Since these companies already have hundreds of engineers, each specializing in whatever component they’re making, why does it matter whether or not the boss is also a good engineer?

Part of the answer must come from that story above about him taking over people’s jobs. His strategy is to demand people do seemingly impossible things, then fire them if they fail. To pull that off, you need to really understand the exact limits of impossibility.”


I agree with this, and would add that it's not specific to his strategy of micromanaging folks and taking over their audaciously-scoped tasks if they can't complete them. For any tech company, a technical CEO has superpowers compared to a non-technical one (but are predisposed to a fairly standard set of weaknesses too).

Even beyond just the CEO role, in the tech industry there is a very widely discussed challenge of "technical vs. non-technical managers". The engineers doing Individual Contributor (IC) work can grow to resent non-technical managers if they don't have a sense for how hard a given ask will be to implement, and a common anti-pattern is for the non-technical product, marketing, sales, and scheduling decisions to be made without a deep understanding of the actual feasibility as it bottoms out in the technical implementation. At worst this can lead to myopic leadership ("MBA management" etc.).

At the end of the day, a non-technical manager/CEO must be good at synthesizing the team's estimates and opinions, and knowing when to defer to concerns about tactical considerations, vs. take a tactically more difficult path which will advance strategic aims. (Aluminum chassis is a great example of this kind of tactically-painful but strategically visionary decision where a non-technical leader might struggle.) In a normal tech org the CEO has to trust the CTO, and then the CTO works through layers of managers to enact their technical vision, so there are multiple hops where the CEO's vision can be lost in translation. At Tesla Musk is collapsing both CEO-CTO and CTO-manager-IC communication down to him directly talking to ICs, which (while having other obvious organizational issues) allows him to make bold technical bets and stay very aligned on what is actually possible for his ICs to do.

Coming at the same issue from the bottom-up direction, technical ICs often don't have the context of the full strategic vision, and non-technical leaders often struggle to communicate it downwards in ways that are meaningful to the technical implementors. This is another thing Musk is better than almost anyone at; taking a lofty objective and chaining it down to an individual's role. I heard a SpaceX employee giving an answer in an interview like "Our mission is to become an inter-planetary species. To do that we must first colonize Mars. To do that we need to build a heavy lift rocket (Starship). To do that we need to build a more powerful engine. To build our new engine we need this valve assembly to work; my mission is to optimize this valve to X performance requirement".

Having said all that, why not just use technical managers? The answer is that it's usually not the best use of a strong IC's time; managing is very hard, requires strong empathy, is hard to teach, and training is criminally underfunded and under-appreciated. Managing is very different than IC work; it's meetings and interrupt-driven communications and performance management, whereas ICs usually thrive on "Maker Time" where they (optimally) get long blocks of uninterrupted time to get into the flow state and think about one problem. So while a good senior IC starts to get involved in communications and scheduling and other "outwards-facing" non-technical activities, there isn't an obvious universal progression from IC to manager. It used to be quite standard to have "senior IC" as the pinnacle of technical career progression, and the only way to get promoted further was to become a manager; this turns your best ICs (technical leads, mentors, or whole-system generalists) into normally-distributed managers (i.e. some good some bad, with no expectation for them to be better-than-average). Now at least in software it's more common to have a strong IC progression track that's parallel to managers, but you still see some degree of "strong IC -> mediocre manager" career paths.

The reasons you'd favor non-technical managers also apply to why non-technical CEOs are usually better at their jobs; in most organizations, the technical work is one or maybe a handful of roles in the C-suite (you might have a CTO and a Chief Scientist, say), while there are more non-technical roles (Sales, Operations, Marketing, Legal, HR, fundraising, and so on), and the CEO needs to be something of a jack-of-all-trades between all of those; in aggregate, non-technical skills are required more than technical ones. Musk's successful companies are outliers in that they benefit from being heavily technology-focused; they are applying tech company style iterative innovation and experimentation to historically non-software/non-"tech" domains, which I believe increases the importance of the CEO->CTO->IC chain, and is why Musk's strength in that area is disproportionately impactful. Having a Musk-style technical CEO would not be useful in a traditional car company, or a sales-driven enterprise software company like SAP. (...)
Traditional_Leg_6938 writes:
I don't think most people know the general state of aerospace industry CEO's and managers. Boeing is currently run by a former hedge fund guy with a degree in accounting. Relative to the industry, Elon Musk's public statements demonstrate enormous engineering acumen for an exec. I've got a master's degree in AE and whenever he's said something in aerodynamics or structures I'm like yep, that's about right. I remember a while back Musk said something about the 787's batteries catching on fire and some MIT prof, world expert on batteries, was quoted saying, "I would have said exactly the same thing."

I've worked along former SpaceXers and hung out with current ones (mostly in outdoors sports). If you work in the industry, especially in LA, you run into them. I was also interviewed by Brogan at Hyperloop a while back (super nice guy). The SpaceX hiring bar for technical talent is super high and I wouldn't exaggerate to say the average SpaceX engineer is twice as talented and hardworking as the average Boeing guy. Also, pretty arrogant in my experience (versus Googlers I've met tend to be humble even if they went to Stanford). I think this really started from the top of the company and he couldn't have built this pyramid of insane talent if he didn't have an informed, critical understanding of mechanical engineering.
by Various Commenters, Astral Codex Ten | Read more:
Image: YouTube
[ed. An enigma. If you have the interest and stamina (which I imagine few do), read the original book review referenced at the beginning of this post: Book review: Elon Musk (based on the 2017 book by Ashlee Vance titled "Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future" (Amazon).]

Carbon Credits Explained: Alaskan Style

Gov. Mike Dunleavy persuaded Alaska’s Legislature to create a carbon offset program that monetizes the carbon dioxide that trees on state land breathe in and the carbon they store through photosynthesis. His 10-year budget plan relies heavily on filling gaps from dwindling oil revenues with carbon credit cash. Speaking with journalist Nathaniel Herz, he made it clear that the program had nothing to do with climate change mitigation.

As Herz wrote of Dunleavy: “Rubbing his thumb and forefinger together, he said the growing markets for carbon storage offer the state something it needs: money … ‘A lot of people’ believe that carbon emissions are driving global warming.” Herz wrote that Dunleavy is not one of them, but he wrote that the governor added, “Alaska is here to help them.”

People who do believe aren’t fooled into thinking that Alaska’s program will be helping to move toward the goal of zero net carbon by 2050 that the Intergovernmental Panel on Climate Change has warned will be necessary to prevent ecosystems from unraveling and severe weather from becoming catastrophic. The credits are a pay-to-pollute mechanism for offsetting “new” carbon emissions (including from the combustion of “old” fossil fuel carbon) or a greenwashing opportunity for companies to claim virtue while avoiding using less energy or the shift to clean, renewable energy sources.

Dunleavy projects that the state will receive billions of dollars in revenue by comparing the 145 million acres of state lands to the $100 million that the Sealaska Corporation was paid to “leave trees standing” on 165,000 acres for 100 years. Of the state’s 145 million acres, however, only about 125 million are inventoried forest lands. Four and a half million are classified commercial forestlands. Legislators were assured by Dunleavy the state will have its forest cake and eat it too; timber harvests won’t decrease. The threat to trees that are storing carbon which the state must prove for certification of carbon credits comes credibly only from the state itself. It’s more of a hostage bluff situation.

The Dunleavy administration is unlikely to leave a lot of trees standing for 100 years except for the ones they actually never planned to harvest. (...) The carbon offsets would presumably be sold on the regrowing trees. A preemptive cut-first approach will remove carbon storage that has to be recaptured through photosynthesis, setting back a carbon “break-even” point by decades.

The state can’t trade in the California mandatory cap-and-trade market. The voluntary international forestry carbon market is proving ineffective at actually offsetting emissions. A series of investigations reported by the nonprofit Guardian news outlet in January 2023, found “phantomoffsets in more than 90% of tropical forest projects certified by the industry’s leading standard and overestimates of the actual forest saved from removal by 400% per project. In August, they reported that since many of the offsets were “worthless,” demand had slumped. A whistleblower fraud and misconduct warning was issued in June 2023.

In the context of the goal of zero net carbon by 2050, the state carbon offset program has a good chance of complete irrelevance. The only reason for hope lies in the 10% of revenues the new law requires go into a renewable energy fund.

People who believe that carbon emissions are driving climate change can do the math. Companies who are greenwashing their continuing and new emissions don’t care. 

by Marilyn Sigman, Alaska Beacon |  Read more:
Image: Yareth Rosen
[ed. Never understood the support for carbon credits (except by developers). Seemed like potential abuse was baked into the system. Money for nothing and your trees for free.]

Linette Boisvert/NASA. A large iceberg is seen on April 21, 2018, surrounded by consolidated sea ice.
via: Arctic sea ice patterns put on display during New York’s Fashion Week

Friday, September 22, 2023

Your NFTs Are Actually — Finally — Totally Worthless

A team of researchers have crunched the numbers to explain why you don’t see people hawking ugly cartoon apes on the internet as much anymore: NFTs, or non-fungible tokens, once vaunted as a revolution in crypto and digital art, are largely worthless.

Dead NFTs: The Evolving Landscape of the NFT Market” is a new report from dappGambl, a community of experts in finance and blockchain technology. Upon analysis of 73,257 NFT collections, the authors found that 69,795 have a market cap of zero Ether (ETH), the second most-popular cryptocurrency behind Bitcoin. In practical terms, that means 95 percent of NFTs wouldn’t fetch a penny today — a spectacular crash for assets that reached a trading volume of $17 billion amid a frenzied bull market in 2021. The study estimates that some 23 million investors own these tokens of no practical use or value.

What’s more, supply vastly outstripped demand for NFTs. Just 21 percent of the collections included in the study can claim full ownership, meaning around four out of every five collections remains unsold. With buyers becoming more discerning, the report notes, “projects that lack clear use cases, compelling narratives, or genuine artistic value are finding it increasingly difficult to attract attention and sales.”

And, while headlines during the heyday of NFT speculation focused on individual pieces that sold for the equivalent of millions of dollars in crypto, almost none are so exorbitantly priced today. Less than one percent are listed at more than $6,000, and the bulk of the most expensive collections are priced between $5 and $100. Almost a fifth of the “top” collections have a floor price of zero. Even among the more expensive NFTs, the report notes, such prices may be set “without any bearing on tangible, real demand,” reflecting wishful thinking from sellers and potentially distorting investors’ view of an NFT’s meager inherent value.

The dappGambl researchers conclude that while we may never see an NFT boom like the one in 2021-2022, the assets may evolve in a way to survive the wipeout. For example, they could be given a specific function, becoming a pass for special event access or a virtual item to be purchased and traded in video games.

by Miles Klee, Rolling Stone |  Read more:
Image: Manuel Candela/Anadolu Agency/Getty Images

Succession: Fox Style

The ludicrous agony of Rupert Murdoch

It’s nice to know that Fox News, which has so deranged America while making Rupert Murdoch ungodly sums of money, has in the end made Murdoch miserable, at least if the journalist Michael Wolff is to be believed. But the consolation is a small one.

Murdoch’s unhappiness and befuddlement is the throughline of Wolff’s amusingly vicious and very well-timed book, “The Fall: The End of Fox News,” which is to hit shelves next week, days after Murdoch, 92, announced his retirement from the Fox Corporation and News Corporation boards. Wolff paints Fox’s owner as embarrassed by the channel’s vulgarity and horrified by its ultimate political creation, Donald Trump. Murdoch apparently very much wants to thwart the ex-president, just not at the price of losing a single point in the ratings.

In his tortured enabling of Trump, Murdoch seems the ultimate symbol of a feckless and craven conservative establishment, overmatched by the jingoist forces it encouraged and either capitulating to the ex-president or shuffling pitifully off the public stage. “Murdoch was as passionate in his Trump revulsion as any helpless liberal,” writes Wolff. The difference is that Murdoch’s helplessness was a choice.

Few people bear more responsibility for Trump than Murdoch. Fox News gave Trump a regular platform for his racist lies about Barack Obama’s birthplace. It immersed its audience in a febrile fantasy world in which all mainstream sources of information are suspect, a precondition for Trump’s rise. (Many people have described losing loved ones to Fox’s all-consuming alternative reality.) After Trump lost in 2020, Fox helped spread the defeated president’s falsehoods about a stolen election, which both contributed to the Jan. 6 insurrection and cost Fox nearly $800 million in its settlement with Dominion Voting Systems. (It was as part of that settlement, Wolff writes, that Fox fired its biggest star, the demagogic troll Tucker Carlson.)

In Wolff’s telling, Murdoch is a sort of hapless Frankenstein, abominating the monster he set loose on the world but unsure how to fight him. This waffling, however, is a product of the same venality that has always undergirded Murdoch’s old-fashioned right-wing politics. In his farewell letter, Murdoch, the Oxford-educated son of a wealthy Australian media executive, poses as a populist, decrying a media that’s in “cahoots” with elites, “peddling political narratives rather than pursuing the truth.” This is pure projection: Fox exists to peddle self-serving political narratives, deceiving its audience under the guise of respecting it. In “The Fall” — a book that isn’t for anyone who doesn’t want to encounter casual slurs — Murdoch says of the celebrity anchor Sean Hannity, “He’s retarded, like most Americans.” The last thing Murdoch wants to do is risk lower ratings by leveling with the audience he looks down on. (...)

Though “The Fall” is peppered with references to HBO’s “Succession,” Murdoch comes off as the anti-Logan Roy, desperate for the approval of his mostly liberal children, with the hateful Fox News standing between them. “He just wants his kids to love him,” Roger Ailes is quoted saying. “And they don’t.” In a chapter set in the winter of 2022, Wolff describes Murdoch fantasizing about giving up Fox, which his friends urge him to do. They emphasize “how much better his relationship with his children would be without the curse of Fox News.”

But breaking that curse would have meant turning Fox over to his son James, who feels the stain of Fox especially acutely and longs to remake it into a “force for good,” a phrase Wolff repeats with contempt. “James had become the avenging Murdoch — avenging what his family had wrought,” writes Wolff. “It was not enough to save himself and his family and the Murdoch brand from Fox. He had to save the nation.” Wolff sneers at James’s grandiosity, but if Rupert Murdoch truly wanted a redemptive final act, his younger son was probably the only one who could have given it to him.

Instead, Murdoch has done the predictable thing and handed Fox to his son Lachlan, chief executive of the Fox Corporation, widely seen as the only true conservative among the Murdoch heirs. Wolff challenges the common perception of Lachlan as a right-wing ideologue, painting him instead as essentially apolitical and mostly interested in spear fishing. Nevertheless, of the Murdoch children, Lachlan is the one most likely to let Fox continue in its current groove. The network may keep boosting Trump’s Republican primary opponents, but once the primaries are over, we can expect it to once again be the lucrative propaganda arm of Trump’s presidential campaign.

by Michelle Goldberg, New York Times |  Read more:
Image: Mike Segar/Reuters
[ed. Crocodile tears. See also: Meet the New Murdoch, Same as the Old Murdoch (RS).]

Wednesday, September 20, 2023

Steve Jobs Loved Walking Meetings

New research shows why he was right.

Steve Jobs had a favorite way to hold a meeting with an employee, partner, or potential collaborator: He liked to walk, usually simply strolling around the company's neighborhood in Cupertino, California.

He was onto something. Conducting a meeting while walking has clear health benefits for the participants, but it turns out it benefits the meeting, too. New research from the University of Hong Kong shows that walking side by side helps people connect to each other. This effect is so powerful that it works on people who've never met before, even while they aren't speaking to each other. And it happens in less than five minutes.

Miao Cheng and the research team from Hong Kong University's Department of Psychology were curious to learn what effect walking had on relations between two people. They noted that previous research had conclusively shown that moving together, especially when synchronizing movements, tends to build bonds between people and that walking side-by-side while having a conversation has been shown to have this effect. But, as the researchers note, having a conversation in itself builds connections between people. They wanted to test the effect of walking together by itself.

To do this, they matched up a total 257 pairs of people and invited them to give impressions of each other before taking about a quarter-mile walk together. (Participants took the walk multiple times, but each time with a new partner. They were told the experiment was about their perceptions of how long the walk took.) At the end of the quarter mile, they again reported their impressions of each other and then walked back to the starting point. One group of pairs was forbidden from conversing on the first part of the walk but allowed to chat on the way back. In a second experiment, they were told to stay silent for the entire walk. And a control group of participants simply sat in a room together working on a simple task for about the same amount of time as the walk, to test the social effect of simply being in another person's presence.

Falling into step.

Researchers used sensors to measure how participants walked and found that participants tended to synchronize their walking--"fall into step" with each other--even if they were strangers and even if they weren't allowed to talk. They found that participants' impressions of their partners grew more favorable after the first part of the walk--which took only 3 to 4 1/2 minutes--even though they weren't allowed to speak to each other. Those who were allowed to converse on the return trip got to like each other even more.

by Minda Zetlen, Inc.  |  Read more:
Image: Getty  via
[ed. Seems intuitive (some might disagree). I wonder if the informal benefits of this might extend to educational situations, too.]

Velvet Underground and Nico

[ed. See also Screen Tests (an art project by Andy Warhol, who was VU's manager at the time), where subjects "attempted to sit motionless for around three minutes while being filmed." For example, here's an uncomfortable Bob Dylan, and also Lou Reed drinking a coke. And, if that's not weird enough, check out this "Mod Wedding" in Detroit around the same time.]

Monday, September 18, 2023

The Stuffiest Country Club Stories We've Ever Heard

One story that best encapsulates country club point-missing has circulated for years. The setting is an old, eastern golf club, with one of the best courses in the state. The club is notorious for its men-only policy. Forget about women joining as members or playing the golf course. Only a few days a year are they even allowed on the property.

One day a member having lunch at the club abruptly falls ill at the table. He grabs his chest, falls to his knees. A concerned scrum gathers around his table. Word reaches his wife, who arrives at the club gates within minutes.

“He is inside,” she is told as she tries to pass through. “Unfortunately,” the attendant continues, “no women are allowed on property. Please wait here.”

No way this is true.

“I’m afraid it is true,” one longtime member of the club says. “I’ve heard it, too,” a frequent guest of the club confirmed.

“It’s true.”

A similar story comes from another elite club. You would know it if you heard it. Another lunch, another golfer topples over. (Is there something in the food at these clubs?) In this case the man regains consciousness. “Please contact my wife,” he says from the floor, and hands his friend his phone.

The friend starts dialing, then stops. He is also a member and is now saddled with an inconvenient thought. “I can’t,” he says. “No cellphones in the grillroom.”

You will not find a set definition of country club stuffiness. As with pornography and a vanity handicap, you know it when you see it: rules for the sake of rules, a rigid adherence to tradition, an outsized emphasis on the superficial. This attitude is also, hopefully, in decline. This collection of stories, most from within the past 15 years, represents a side of golf the game has made efforts to shake, with at least some degree of success. Golf today is more modern, more inviting. Golf might still have its share of snobs, killjoys, and Judge Smails disciples, embracing priorities that range from archaic to laughably misguided, but at least the narrative has shifted. Once a statement, This is just a part of golf, it is now a question: This is still a part of golf?

Short answer: not as much.

Longer answer: maybe still a little.

There is at least one counterintuitive element to the American dream, which is if you work hard and advance in your chosen profession, you might be lucky enough to join the sort of club where you will always feel on edge. This is not how it’s planned, of course, but it is an outcome nonetheless. The typical municipal course might have scruffier conditions and longer rounds, but at least you won’t be ostracized for using the wrong fork. Sometimes the more exclusive the address, the more precarious the footing. Once, a golfer joined a blue-blood Connecticut club and was excited to jump into his membership. He played both weekend days and showed up during the week to practice. This went on for a short time until one evening a member of the golf staff greeted him on the practice green. The conversation began with some innocuous small talk but then led to a message. “You’re showing up here too much,” the new member was informed. It was time to scale it back. (...)

At some top-of-the-pyramid clubs, the membership process follows the logic of high school courtships, which says the best way to secure interest from the other party is to express as little interest as possible. Your microscopic chances of an Augusta National membership are contingent on you never confiding to anyone—not to your significant other, not to your clergyman, perhaps not even to yourself—that you would ever want to join. Even when in the door, though, you remain on guard. As the story goes, a member invited a guest for a dream weekend of golf and lodging in one of the club’s cabins. When a high-ranking green jacket approached during cocktail hour one evening, it was not to solicit feedback on the green speeds. “Please tell your guest we wear socks here for dinner,” the green jacket told the other green jacket, never once looking in the bare-ankled offender’s direction.

Broadly, guest experiences at clubs can be divided into two categories—one in which they strive to make you feel at home, the other in which they work hard to remind you that you’re not. At some of the country’s A-list clubs, guests can show up ahead of a member and are treated as if they are the ones writing the checks, with access to locker rooms, the practice range, perhaps even a bite to eat. At other places, you’re encouraged to wait in the parking lot, if not the Dunkin’ Donuts down the street.

At a Northern California club with holes along the Pacific, a guest showed up one day and wandered innocently into the golf shop to buy a gift for his wife. The shop attendant informed him unaccompanied guests were prohibited from buying anything.

“OK, then,” the guest replied, “I’ll just hit balls.” When he asked to be pointed to the practice area, the attendant directed him to the range at a different course, a mile down the road. (...)

At many clubs rules persist about where one can change shoes, as if the appearance of socks in broad daylight is a form of indecent exposure. At a name-brand club outside New York City, a guest showed up wearing sneakers, which he was told weren’t allowed in the clubhouse, so he then sought to change his shoes by his car.

“Amazingly, out of nowhere, an employee pops up from the trees and says, ‘Sir, you aren’t allowed to change your shoes in the parking lot,’ ” his friend recalled. “We tried to solve this issue and kept asking the employee what to do. His response, ‘Figure it out.’ ”

Briefly stumped, the guest resolved to walk back down the driveway of the club in his sneakers until he was outside the gates, changed into his golf shoes, then walked back. Problem solved, calories burned.

For an inanimate stretch of asphalt, a parking lot can provide a telling window into a club’s worldview in other ways. At a posh Palm Beach club, a guest arrived in a pickup truck and was asked if he was there to make a delivery.

“No, I have a tee time,” he replied. He returned from his round to learn the valet parked his truck in the service lot.

At a different club in the North Carolina mountains, the staff didn’t even pretend to make a mistake when a guest arrived in a new Ford pickup. “I kept it pretty,” the owner said of his vehicle. “This was no beater with rust.” Still, a club employee ran frantically into the locker room to report that pickup trucks aren’t allowed to be visible in the top parking lot and that it needed to be moved. “My nice truck had been banished to oblivion where apparently it belonged,” the guest continued. “They seemed to have stretched the traditional club etiquette to include well-behaved vehicles, too.” (...)

Sometimes it’s not the rule that is so unreasonable but the way it’s enforced. Consider the time a guest arrived at a top-100 course in Pennsylvania wearing cargo shorts, and his host decided the best way to spare his friend embarrassment was to tee off hoping no one would notice. He was wrong. On the third hole a staff member came with a letter from the club manager issuing a formal warning and a suggestion to buy new shorts in the golf shop as soon as possible. However, the letter’s delivery couldn’t be topped. The staff member was in a tuxedo, carrying the letter on a silver platter.

“The sight will be burned in my memory,” a third member of the group recalled. (...)

Play enough golf and these stories are not difficult to uncover. They travel freely because no one ever forgets them. The harder part is explaining them because a thorough unpacking should probably draw on insight from a broad assortment of anthropologists, sociologists, psychoanalysts and locker-room attendants.

A charitable view is that many golfers look to their club as a sanctuary from the disorder of their everyday lives, so they hold themselves and others to a standard that can’t be maintained anywhere else. That’s the nice way of framing it. Another perspective says some golf clubs make you feel privileged to be there, and others want you to feel unworthy. In that sense, the enforcement of silly rules about where you park or tie your shoes has the subtle benefit of putting visitors—members, too—on their heels from the start.

The simplest answer might be that as with any other organization of people, a golf club does not boast one personality but several. The problem isn’t always institutional but often individual. That’s why the manager of a Colorado private club has a letter framed on his wall from a member who wrote complaining about the club’s toilet paper unrolling the wrong way and why a golfer from a private club in Kansas enjoys recalling the story of another player yelling over from another hole to tell the man his son’s shirttail needed to be tucked in. The lesson: The world has its share of petty people, and some of them still happen to play golf.

by Sam Weinman, Golf Digest |  Read more:
Image: Javi Aznarez

Tsukioka Yoshitoshi, Flute Player Triptych, 1883
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Government Stupidity Is By Design

Legendary Congressman John Dingell once let slip the dirty secret about power. “If I let you write the substance and you let me write the procedure,” he said, “I'll screw you every time.”

Today I’m going to write about a little-noticed procedural change by antitrust enforcers that caused the lawyers who represent every large corporation, every foreign government, and every large private equity fund to scream in unison.

The goal of this change is to get the government to stop acting so stupidly when it comes to corporate power. Almost no one outside of the billionaire servant world noticed this shift when it was announced, but as it turns out, making public bureaucracies act competently is a threat to very powerful interests who rely on such institutional blindness.

In other words, if you want to know why the government is so clumsy and stupid, this issue is for you. I’m even going to show you a way that you can help fix the problem, without much effort.

How to Make Corporate Lawyers Extremely Unhappy

Six weeks ago, the government put out an anodyne press release, designed to put normal people to sleep. It was titled “FTC and DOJ Propose Changes to HSR Form for More Effective, Efficient Merger Review,” and it was accompanied with a long and equally boring notification in the Federal Register, which is the official journal of the U.S. government. The Federal Register publishes hundreds of pages every day, full of announcements of new rules and minor changes to government forms. Most days, it’s not something to pay attention to.

But something about this one was different.

Immediately, corporate lawyers started complaining, especially those who focus on helping the multi-trillion dollar private equity industry buy and sell companies. “This is breathtaking and astonishing in its reach and potential impact to deals,” said James Langston, a partner at Cleary Gottlieb, a firm that represents Google, as well as private equity giants KKR and TPG. "It's a huge change,” according to Deidre Johnson, an antitrust lawyer at Ropes & Gray, whose clients include Bain Capital, Silver Lake Partners, and Thomas Lee Partners.

“If adopted, these proposed changes will have a dramatic impact on merger filings in the United States,” said one law firm. “An already robust, time consuming and expensive process will become exponentially more challenging.”

When something significant happens, these law firms send out alerts to clients. And oh, did the client alerts come, in a flood. “Burdensome.” “Sweeping.” “Idiosyncrasy.” “Dramatic.” The words are muted but full of passive aggressive rage, authored as they were by extremely angry multi-millionaire lawyers who often help their clients skirt the law. And here are some of the firms that sent out such breathless, angry notices. Wilmer Hale. Steptoe. Kirkland and Ellis. Dechert. Wilson Sonsini. Sullivan and Cromwell. Covington & Burling. Etc.

These names may or may not be recognizable to you, and may sound like 19th century shipping firms trying to sneak opium into China. But in the legal world, these law firm brands are as recognizable as Coke, Pepsi, Apple, or Google. Every single major corporation, bank, foreign government, and private equity firm has one or many of these law firms on retainer, which means that every single CEO or general counsel at each and every one was alerted about this change, probably multiple times.

This is a very big reaction, just for changing a filing form. So the question is, what did the antitrust enforcers actually do to inspire such rage?

Cardboard X-Ray Glasses Don’t Work

As it turns out, the change is relatively simple. The Federal Trade Commission and Antitrust Division are requiring big corporations and private equity funds who want to engage in big acquisitions to actually tell the government what they are doing. That’s it. That’s the change. Merging firms will soon have to fill out basic questions, such as “Why are you merging?” “Who is on your board of directors?” And “Who are the major creditors and investors in this merger?”

If that sounds obvious, a sort of ‘well shouldn’t they be doing that already?!?,’ well, you’re not wrong. In 1976, Congress passed a law known as the Hart-Scott-Rodino Act (HSR) mandating that companies notify the government upon any attempt to buy a company. In 1978, the FTC came out with an HSR form for firms to fill out, mostly a check-box type exercise to ensure they were paying the government filing fee.

The structure of the form didn’t seem like a big deal at the time. Only 150 firms a year even had to file this form, because mergers just weren’t common. But today, there are about 3,000 qualifying mergers a year, a little over nine major transactions every day. Imagine you’re a government lawyer, and you are handed a separate transaction in an industry you know nothing about, and you have to decide within three hours or so whether to take legal action. (...)

We’ve seen this dynamic over and over. Earlier this year, insulin cartel member Sanofi bought Provention, rolling up a small part of the insulin market, which will lead to higher prices and more leg amputations. One analyst, horrified, privately asked me, “how the Federal Trade Commission could let that happen?” I’m guessing that the FTC lawyers simply didn’t know what Provention did, and Sanofi hid it from them enough to move the merger through.

The number of such mergers is endless. Small dialysis firms. Fertility clinics. Landscaping. Street sweeping. Etc. In 2019, mining giants Barrick and Newmont consolidated 75% of the gold market in Nevada to form a corporation called Nevada Gold Mine - the new monopoly quickly got rid of the union. In 2019, a private equity firm rolled up all three major mail sorting software firms, without anyone noticing. Employees involved were baffled that no one in D.C. was looking.

Cynicism about politics in the U.S. is rife, for good reason. And there are certainly grounds for thinking the game is rigged. But one of the reasons that the government doesn’t stop these mergers, or many others, is simple. No one in the antitrust agencies knows what is happening. If you work in the industry, you know, but why would anyone assume antitrust lawyers would? They aren’t Gods, they are smart lawyers in an understaffed agency responsible for mergers in a $24 trillion economy. And the reason for this blindness is intentional, rooted in the poor design of the form meant to notify the government of corporate combinations.

With the old form, corporations didn’t have to list subsidiaries. They didn’t have to tell the government why they were merging, or who was on their boards of directors. They didn’t have to give the merger timeline, or if there was foreign money involved. They didn’t even have to describe the acquiring firm, only the target firm. They had to turn over internal documents about the merger, but only final drafts, which meant they knew how to hide documents from enforcers. It’s not that the old forms required no work, firms had to provide a bunch of useless data about where they fit into the economic Census. The old form was the equivalent of being told to do an X-Ray and being given cardboard X-Ray glasses from the 1950s.

by Matt Stollar, BIG |  Read more:
Image: uncredited
[ed. Much more... but here's what you can do, specifically:]

The agencies put out this form, and it’s now available to read and for public comment. That means anyone can actually tell the government what they think about it. Usually only lobbyists and lawyers working for billionaires do that, because, well, only lobbyists and lawyers working for billionaires notice these kinds of changes. But now I’ve told you about it.

And if you want to submit a comment, you can do that here. There won’t be many comments in this docket, so your voice actually will matter. I would specifically recommend that you talk up the need to collect data on labor markets, because that’s something that seemed to particularly offend much of the antitrust bar. But say whatever you want. 

Boyi Hao, Deep Marsh and Red Drop
via:

The Race to Save the World's DNA

The evolution of life on Earth—a process that has spanned billions of years and innumerable strands of DNA—could be considered the biggest experiment in history. It has given rise to amoebas and dinosaurs; fireflies and flytraps; even mammals that look like ducks and fish that look like horses. These species have solved countless ecological problems, finding novel ways to eat, evade, defend, compete, and multiply. Their genomes contain information that humans could use to reconstruct the origins of life, develop new foods and medicines and materials, and even save species that are dying out. But we are also losing much of the data; humans are one of the main causes of an ongoing mass extinction. More than forty thousand animal, fungal, and plant species are considered threatened—and those are just the ones we know about.

Osborn is part of a group of scientists who are mounting a kind of scientific salvage mission. It is known as the Earth BioGenome Project, or E.B.P., and its goal is to sequence a genome from every plant, animal, and fungus on the planet, as well as from many single-celled organisms, such as algae, retrieving the results of life’s grand experiment before it’s too late. “This is a completely wonderful and insane goal,” Hank Greely, a Stanford law professor who works with the E.B.P., told me. The effort, described by its organizers as a “moonshot for biology,” will likely cost billions of dollars—yet it does not currently have any direct funding, and depends instead on the volunteer work of scientists who do. Researchers will need to scour oceans, deserts, and rain forests to collect samples before species die out. And, as new species are discovered, the task of sequencing all of them will only grow. “That’s a heavy aspiration that will probably never be entirely achieved,” Greely, who is seventy-one, told me. “It’s like, when you’re my age, planting a young oak tree in your yard. You’re not going to live to see that be a mature oak, but your hope is somebody will.” (...)

Scientists didn’t even begin to sequence a DNA molecule until 1968. In 1977, they sequenced the roughly five thousand base pairs in a virus that invades bacteria. And, in 1990, the Human Genome Project started the thirteen-year process of sequencing almost all of the three billion base pairs in our DNA. Its organizers called the endeavor “one of the most ambitious scientific undertakings of all time, even compared to splitting the atom or going to the moon.” Since then, researchers have been filling in gaps and improving the quality of their sequences, in part by using a new format known as a telomere-to-telomere, or T2T, genome. The first T2T human genome was sequenced only last year, but already scientists with the Earth BioGenome Project are talking about repeating this process for every known eukaryotic species. (Eukaryotes are organisms whose cells have nuclei.)

Because the E.B.P. does not have its own funding, it does not sample or sequence species on its own. Instead, it’s a network of networks; its organizers set ethical and scientific standards for more than fifty projects, including the Darwin Tree of Life, Vertebrate Genomes Project, the African BioGenome Project, and the Butterfly Genome Project. This way, “when we get to the end of the project, it’s not the Tower of Babel,” Harris Lewin, an evolutionary biologist at the University of California, Davis, who chairs the E.B.P. executive council, told me. “You know—your genomes are produced this way, and mine are produced that way, and they’re of different quality, so that, when you compare them, you get different results.”

By 2025, the participants hope to assemble about nine thousand sequences, one from every known family of eukaryotes. By 2029, they aim to have one sequence from every genus—a hundred and eighty thousand in all. After the third and final phase, which could be completed a decade from now, they aim to have sequenced all 1.8 million species that scientists have documented so far. (Roughly eighty per cent of eukaryotic species are still undiscovered.) This database of genomes, including annotations and metadata, will require close to an exabyte of data, or as much as two hundred million DVDs. The amount of information involved is more than “astronomical,” Lewin said; it’s “genomical.” He compared the project to the Webb Space Telescope, which received about ten billion dollars of government funding. Given how much these projects change the way that humans see the world, Lewin said, “the cost is really not that much.” (...)

One goal of the E.B.P. is to compare and contrast large numbers of genomes, revealing how they are related. Benedict Paten, a computational biologist at the University of California, Santa Cruz, has developed software to align genomes and determine which genes correspond to one another. “It’s a really rich and difficult problem,” he told me, “because genomes evolve by a bunch of really complicated processes.” For a 2020 Nature paper, Paten and several collaborators used powerful computers to align more than a trillion As, Ts, Gs, and Cs and create a tree of six hundred bird and mammal species. On a typical home computer, such an undertaking could have taken more than a million hours. “If you wanted to do it for all plants and animals, it’s just a vast computational challenge,” Paten told me.

Sooner or later, a global database of genomes will have profound practical implications. Some creatures can regrow their limbs; others do not appear to die unless they suffer an injury. If the basis for such traits can be pinpointed in genes, humans might be able to borrow them, perhaps by using gene therapies. “Evolution has already done nearly every experiment, right?” Lewin told me. “There are organisms that’ll eat oil spills, there are organisms that’ll eat heavy metals. I mean, it’s incredible.” But, when genomes inspire new products, to whom will they belong? This question makes the E.B.P. not only a scientific project but a political one.

by Matthew Hutson, New Yorker | Read more:
Image: Petra Péterffy
[ed. Awesome.]

Exit Interview: The Life and Death of My Ambitious Career

A shit fountain.

Many of Amazon’s worst workplace elements have been chronicled for years, from drivers pissing into bottles when they’re unable to take a bathroom break to flagrant anti-union activity.

But there’s a different, more nuanced story of the megacorp’s chaos and male fragility, now available in Exit Interview, a memoir from a 12-year Amazon vet who got sober, ran screaming, and put together a darkly hilarious tale of her experiences there. We caught up with author and Seattleite Kristi Coulter for an Exit Interview interview.

How did you deal with reliving these incredibly high-pressure stories?

It's almost hard for me still not to think, like, "What are people from Amazon going to think about this book? Am I putting the company in a light that's going to make people angry?" But a lot of that I worked through when I was writing. It took me 18 months to even feel like I had the self-esteem to write the book, because every time I would work on it, I’d think, “Oh, you're a worm. You sucked at your job.” It was Amazon's voice. I worked through so much of that in the writing process that at this point I just think, a-yuuup.

You’re blasé about it?

It’s more like: Early on, I thought of the book as a trauma memoir, and that mindset made the writing pretty unfun, not as strong. At some point I realized, this is more of a coming-of-age story, even though I was 36 when I started at Amazon. This is a hero's journey. I rescued myself. I still, you know, cover a lot of traumatic material—Amazon is a traumatic place to work, and it damaged me. Deeply. But it's very hard to look back on 12 years of your life and say, “Oh, I could have left at any time, and I didn't.” By the time I got to the end, I was like, “You went through the classic journey and came out the other end okay.” I do wish I'd had all those processing skills at the beginning of writing. But I had been gone from Amazon less than two years.

So you wanted to write a memoir while the memory was fresh?

I was still working there, my first book was about to come out, and I was thinking about what I might want to do next. I was like, “I guess I could write about Amazon? I wonder if anybody would be interested?” I was so deep inside Amazon that, even knowing how curious people were about the company, the idea that they'd want to read a memoir about it did not occur to me. I mentioned it to my agent, like, [shrugs shoulders], and she said, “Yes, please write that book.” And I was like, "Really? I don't know if I have anything to say."

Why did you feel that way?

It's funny—I was extremely aware of, like, you can't work at Amazon and not realize that half the world hates you. You personally. Especially living in Seattle, you know, I would dread people saying to me, “Everyone has to earn a living somehow.” Like I was unemployable otherwise. [Laughs] But it was more than that. When you're at Amazon, you're so unimportant. And invisible. Even knowing I’d outlasted all but like 98% of people [as a 12-year veteran] and I'd had all these huge jobs there, by the end, I still mostly thought, “You failed.” Working through the book made me realize: I failed some, I succeeded a lot.

Now that the book is out, how do you feel about Amazon actually reading it?

I’ve gotten so many notes from people I’ve never met who’ve worked at Amazon all over, in like Minneapolis or Munich. People at Amazon, especially women, are dying to read this book. I remember joking with my publisher early on: if we only sell a copy to everyone who works at Amazon, we’d make a profit.

For a lot of Amazon stuff, I wasn’t revealing anything that’s not publicly available already. That was really important to me because I wanted this to be a personal book. I had friends who were like, “I bet there’ll be Congressional hearings after your book.” I don’t see what they’d be about! It’s not that book.

Right, this isn’t a bullet-point collection of world-rollicking allegations. Your stories range from unsurprising to eww. It’s more a detailed chronicling of assholes all the way down.

Yeah, there’s a lot of them. I will say, most of the people that I worked with, I actually like quite a bit. They’re smart, creative, sometimes stoic [laughs]. But Amazon rewards a certain coldness and aggression. It also puts people under such psychotic pressure that it brings out the worst. I have a feeling there are people that I had bad experiences with that, under different circumstances, I would think, “They’re not so bad.”

You make the case that there’s something universal here—that Amazon’s problems are human problems.

Amazon is an unusually brutal place to work, but a lot of it is about people under pressure. Even the guy who at one point directly tells me I’m “stupid” and yells at me, I was like, even he was under pressure. Then I think about the super-senior executives—I see on social media, “fat-cat execs don’t do anything.” At Amazon, at least, those guys work their asses off. It’s heart-attack-at-50 kind of work. I don’t know why, like, they’re all worth $20-30 million, but they kill themselves. So I figured, even this guy above me is getting it from Jeff Bezos, and it’s a fountain, you know. A shit fountain, I guess. (...)

What about your story have you noticed surprises people?

The chaos. There is this belief that Amazon is this well-oiled machine that is coming to take over the planet. But so many parts of Amazon are like kids putting on a show in the barn. I remember when Amazon Publishing started, people in the industry predicted we were going to steamroll them. But there were only 13 of us. Our entire company’s calendar was a literal whiteboard. We were calculating royalties in Excel manually. It was frantic.

There’s lots about duct tape and panic being Amazon’s primary binding agents—but your example also gets to how cheap the company seems.

[Laughs] You hear about tech giants like Google with their own dry cleaners and hairdressers and all that stuff. People think Amazon is like that. Amazon is austere. My monitor died once, and I had to go pick up a new one. They couldn’t bring it to my building. I had to carry it four blocks! (...)

Some of the anecdotes in this book are wild, like your colleague spending days insisting that a store’s “broccoli rabe” dish be renamed “broccoli rape,” despite your outcries.

That kind of thing happened pretty often. In my first book, there’s a part where I was the one woman on a panel hosted by Amazon for interns, and a woman asks us, “What’s it like to be here as a woman?” I gave a very diplomatic perspective, and then all the men on the panel jumped in to say that I was wrong. They were like, “This is a great company for women!” I was like I literally am the only one who could answer that. That was for me.

Is the male fragility in this book representative of the company as a whole?

I think so. We’re talking about hundreds of thousands of people, and many of the men I worked with are perfectly lovely. But especially in leadership, there’s a certain type of man who is very fragile—though this isn’t Amazon specific. These men where what gets to them is the idea that they might not be egalitarian. They can’t see that it’s not about them personally. It’s about systems. There are some guys at Amazon who, If you tell them, “It’s strange that most consumer purchases are controlled by women and yet there are no women in senior [leadership],” they think you’re attacking them personally. They’ll say, it’s important to understand that women often have other priorities in life, or women are too smart to want these jobs. They can’t just sit honestly and ask, what can we do to change it?

Hard to do that at a company where Jeff Bezos promotes internal stories written by men about what it’s like at Amazon to be a woman.

This guy at Amazon had written a blog post on LinkedIn in response to Jodi Kantor’s big New York Times piece about staffers crying at their desks and all that. First, he says, “I’ve been here 18 months, so I know a few things.” I was like, ohhh, I’m looking at him like an old sailor, saying, “Come on, landlubber.” He goes on about what a great company Amazon was for women. It landed on an internal email list, and I decided to reply, gently and diplomatically: “That wasn’t appropriate for you to speak to. You’re not a woman. You don’t—you can’t know what it’s like.”

So when Jeff Bezos emailed the whole company, he included a link to that guy’s post. That’s an endorsement. Jeff fucking Bezos sent that to a million people. We had a chance, while so many articles about gender were coming up, Jeff had a chance to suggest things to look at, at the very least about women, let alone other systems of privilege even I benefit from. Instead, he said, “Look at this glad-handing jackass’s blog post, I love it.” That’s when the concept of loyalty fell away for me fast.

by Sam Machkovech, The Stranger |  Read more:
Image: Jenny Jimenez

Saturday, September 16, 2023

Olivia Rodrigo's 'Guts'

Last month, Billboard published a gloomy survey of record-label executive sentiment about the state of the music industry. Many of those interviewed lamented one unsettling shift in particular—a shift that the label executives themselves were no doubt complicit in creating. They noted that it had become near-impossible to “break” new stars. The sources explained that they could successfully sign loads of new talent and even create digital-era hits that generate millions—if not billions—of streams. The bigger challenge, though, was to find young artists who could break through the noise of the Internet and create the sort of genuine, lasting fandom that turns them into household names and sells out arenas. “Each person I talk to in the industry is more depressed than the person I talked to before them,” one manager said. Given the nature of streaming, and of the TikTok algorithm in particular, the music business has never seemed more gameable—but the ability to create a viral smash on TikTok has also, perversely, led to an oversaturated landscape in which everything feels especially fleeting.

One rare exception to this dispiriting paradigm shift is the twenty-year-old former Disney star and vocal powerhouse Olivia Rodrigo. Rodrigo became a bona-fide pandemic-era success with her début single, “Drivers License,” from 2021, a piano power ballad that is both sweeping and finger-snappy, a post-breakup rumination rendered with unusual clarity. It’s a song that deeply satisfies the core requirement of great pop music—and pop music’s youthful fans—which is to make the mundane feel cinematic: “Yeah, today I drove through the suburbs / And pictured I was driving home to you,” Rodrigo sings.

The song quickly broke streaming records, clocking the single highest number of streams during a single day (holiday music excluded) on Spotify. Rodrigo followed up “Drivers License” with two more hit singles, and then a début album called “Sour,” released in the spring of 2021. “Sour” landed at No. 1 on the Billboard album chart and established Rodrigo as one of the finest purveyors of breakup songs in the modern era. (It also won her three Grammys.) Bolstered by her musical-theatre expressiveness, a dynamic soprano, and a sharp lyrical specificity, the eighteen-year-old became not a vanishing sensation but an emotional firebrand and a new generational avatar. She was seemingly anointed to lead the post-Lorde and post-Billie Eilish wave of alternative-leaning female pop stars. Today, with hindsight, in such an evidently desperate moment for radio pop, “Sour” is being viewed not merely as a breakout star’s début but as perhaps the final successful star-making endeavor in pop history.

And so Rodrigo’s new record, “Guts,” is loaded not only with the customary sophomore-album expectations but with ideas about the health of an entire industry. The young star, now twenty, has spoken about being paralyzed by these expectations, and feeling frozen as she sat down to write songs. But “Guts,” the new record, does not betray any of that trepidation. If “Sour” was a single-minded project designed to publicly nurse the specific wound from one romantic betrayal, “Guts” is a transitional record on which Rodrigo begins to turn the mirror away from her exes and playfully, brashly toward herself. Rodrigo is at her best, perhaps owing to her acting background, when delivering screeds in a kind of hyper-self-aware, spoken-word register. “Yes, I know that he’s my ex, / But can’t two people reconnect?” she poses with an almost audible wink on “Bad Idea Right?” a song on which she contemplates the self-destruction of rekindling an old romance. “I only see him as a friend / The biggest lie I ever said,” she adds, always shrewdly one step ahead of herself.

Novelty is a critical aspect of any pop sensation’s rise. Part of what made Rodrigo feel fresh was that she was more indebted to various strains of rock music from the late nineties and two-thousands than to the hip-hop influences that had, for many years, become so enmeshed in the pop universe. Rodrigo cites the White Stripes’ Jack White as one of her biggest inspirations, and her music is a canny fusion of piano balladry and retro pop-punk, layered with flavors of grunge and emo. It’s a careful selection of styles that work harmoniously with the attitudinal thrust of her music, which sways between cheeky defiance and melodramatic longing. So much of her music sounds like the soundtrack to an early-two-thousands teen drama, each line delivered with an eye roll. And while her music, stylistically, is inherently nostalgic, Rodrigo is a quintessentially modern star in other ways. If pop stars of previous eras attempted to perform sexual maturity beyond their ages, Rodrigo is constantly offering reminders of her adolescent status—or, at least, the idea of adolescence—and revelling in juvenile poses. Lest anyone suspect that she has moved beyond normalcy, she paints a lucid image of bumbling teen-aged relatability: “I laughed at the wrong time, sat with the wrong guy,” she sings on “Ballad of a Homeschooled Girl.” “Searching ‘how to start a conversation’ on a Web site.”

In the early days of her success, Rodrigo confessed to being the “biggest Swiftie in the world.” She had already indicated as much in April of 2020, when she recorded an impassioned, stripped-down piano cover of Taylor Swift’s song “Cruel Summer.” Later, Rodrigo acknowledged that “Cruel Summer” had such an influence on her own single “Deja Vu” that Swift would be added to its credits as a co-writer. Swift’s influence can certainly be heard throughout Rodrigo’s work, particularly when she sings—as she almost always does—about romantic betrayal. Rodrigo, like Swift, has mastered the narrative art of dressing down her past loves while rendering herself equal parts victim and victor: “I wanna kiss his face with an uppercut,” she sings on “Get Him Back!,” the lively pop-rock centerpiece of “Guts,” a song with the sweet pep of Toni Basil’s “Mickey” layered with a menacing, vengeful glower. “I wanna meet his mom / Just to tell her her son sucks,” Rodrigo utters, more spewing than singing.

by Carrie Battan, New Yorker | Read more:
Image: YouTube
[ed. More impressed with every album she puts out. See also: Olivia Rodrigo 'Bad Idea, Right?; and, Every Olivia Rodrigo Song, Ranked. Two albums, both classics. Let's celebrate a budding rock & roll legend (RS)]

'All I did was try my best. This the kinda thanks I get. Unrelentlessly upset. They say these are the golden years. But I wish I could disappear. Ego crush is so severe. God, it’s brutal out here.

I feel like no one wants me. And I hate the way I’m perceived. I only have two real friends. And lately I’m a nervous wreck. ‘Cause I love people I don’t like. And I hate every song I write. And I’m not cool and I’m not smart. And I can’t even parallel park'

The Real Stakes of the Google Antitrust Trial

The year 1998 was a pivotal one in the history of technology: Apple’s introduction of the iMac helped set the company back on the path to success after it nearly went bankrupt earlier in the decade; Google was founded by two Stanford students, Larry Page and Sergey Brin; and Microsoft introduced Windows 98, an improved version of its popular computer operating system. That May, Microsoft also became the target of a historic antitrust lawsuit lodged by the Department of Justice and twenty states, accusing it of anticompetitive behavior in two domains: attempting to maintain its monopoly in computer operating systems and trying to monopolize a new market, that of Internet browsers.

At the time, residential Wi-Fi connectivity was rapidly expanding across America, and, in the quaintly titled “browser wars,” Netscape Navigator, a popular browser released by Mosaic Communications Corporation in 1994, fought Microsoft’s Internet Explorer for the growing class of Web-connected consumers. Microsoft, the D.O.J. alleged, had attempted to crush Netscape by making deals with Internet-service providers that prioritized Explorer access at Netscape users’ expense. The trial began that fall, and included seventy-six days of testimony that took place over more than eight months, during which a government witness alleged that a Microsoft executive had pledged to “cut off Netscape’s air supply” (which a Microsoft attorney denied). The government also showed a video deposition of Bill Gates, then the company’s C.E.O., in which he was so evasive of many of the questions posed by David Boies, the Justice Department’s lead attorney, that people in the courtroom laughed. In 2000, the judge ruled in the government’s favor and ordered that Microsoft be broken up into two companies—one producing operating systems, another producing software. (In the end, the company was never disassembled—an appeals court reversed the breakup order—but an eventual settlement required Microsoft to drastically change some of its business practices.)

Although the case was much discussed within the tech industry and in the press, the Justice Department’s clampdown on anticompetitive behavior did not become the norm. Instead, for much of the past twenty years, Microsoft and other major tech companies have been allowed to expand as policymakers and regulators have struggled to confront the challenges posed by rapidly changing technology. This has only begun to change in the past half decade, as the effects of these companies’ dominance have come to be seen as negative by the public and by a new cadre of regulators, including Lina Khan, the young legal expert known for her critiques of Amazon and who became the chair of the F.T.C. in 2021. On Tuesday, the most significant antitrust trial since the 1998 case is set to begin in Washington, D.C. The trial stems from a case that was filed in December, 2020, by the Justice Department and attorneys general of eleven states, alleging that, much as Microsoft did when seeking to establish Internet Explorer as most users’ browser of choice, Google has maintained its dominance of the search and search-advertising markets by arranging deals with smartphone manufacturers and the creators of Internet browsers that make Google the default search engine almost everywhere a consumer might encounter one. Every year, it has been estimated that Google pays up to twelve billion dollars to Apple, and billions more to a number of other companies, including Samsung and Verizon, to make Google the default browser on their platforms. In some cases, the company’s agreements also prohibit its partners from preinstalling similar software made by its competitors.

According to the complaint, Google accounts for nearly ninety per cent of general search-engine queries in the U.S., a fact that led the government to dub the company a “gatekeeper for the internet.” As long as Google maintains its lock on this market, the complaint argues, it can take the billions in monopoly profits it makes and continue to share them with other companies in exchange for help maintaining its monopoly, in a potentially endless cycle. According to the government, Google’s current annual revenue is more than a hundred and sixty billion dollars, the majority of which is derived from search and search ads. With so many billions at stake, the company has been responding to the case aggressively: as its top lawyer told the New York Times, dozens of staff lawyers and three law firms have been dispatched to prepare for the trial.

According to sources on Google’s legal team, the defense the company plans to present will rely on the idea that Google’s market dominance is the result of offering a superior product. Kent Walker, Google’s president of global affairs, made this point in a recent blog post, writing, “browser and device makers have a choice, and they choose Google.” Comparing Google’s current predicament to the case from 1998, the company argued that user preference was a key distinction: in Microsoft’s case, most users preferred to use Netscape, not Explorer, but, with Google, consumers are getting what they actually want. The company also plans to argue that it’s relatively easy to download another search engine, such as Bing or DuckDuckGo, if one doesn’t want to use Google, which many phones and computers use by default.

There are signs that Google faces a steep battle. For years, antitrust watchdogs considered trying to restrain the company’s growth, but failed, standing by as it bought out other tech companies (such as YouTube, which it acquired in 2006) and expanded into new businesses, including map applications, e-mail, mobile phones, and self-driving cars. This era has come to an end. ​​By some estimates, Google is now the most investigated company in the world, with three antitrust suits launched against it in 2020 alone. One is the case initiated by the Justice Department that is going to trial this week. Another was filed by thirty-eight attorneys general, which alleged similar complaints, as well as additional allegations about Google making it hard for users to find more specialized search engines, such as Yelp, which lists restaurants and other businesses, and Expedia, which lists hotels and flights. (This case was later combined with the D.O.J. case; many elements of it were dismissed in early August.) A third case, filed by ten attorneys general, accused the company of using anticompetitive behavior in order to become the dominant company in the online-advertising market, allegedly employing some of the same kinds of strategies described in the search-engine case. This January, the Justice Department joined with eight other states to file a case over similar issues. Google has also faced multiple antitrust probes in Europe, where it has paid billions of dollars in fines. (In 2020, the online news site the Markup reported that Google’s parent company, Alphabet, had begun training its employees to mind their language. “Alphabet gets sued a lot,” one document read. “Assume every document will become public.” The company’s discouraged words and phrases included “market,” “barriers to entry,” and “Get ahead of competitors.”) (...)

The outcome of the Google trial similarly has implications that will go well beyond online advertising and search engines. In the past year, major tech companies and upstart competitors have been in a race to commercialize new A.I. technologies, which offer transformative possibilities in many domains—including search. In a newly released policy brief, Matt Stoller, the director of research at the American Economic Liberties Project, an anti-monopoly think tank, and his colleague Sahaj Sharda argue that, if the judge in the case leaves Google intact, the company’s continued dominance of the online-search market could stymie companies creating new search products that integrate novel A.I. technologies as these potential competitors conclude that it’s too difficult to try to break into the search market.

by Sheelah Kolhatkar, New Yorker | Read more:
Image: Shira Inbar
[ed. See also: The Google Monopoly Trial as a Morality Play; and, Big Tech On Trial (BIG):]

If you read my earlier preview of the Google trial – or have been reading coverage of it elsewhere — you know how important this trial is. It could determine the future of artificial intelligence, search, newspapers, antitrust law, and innovation. It will set precedent for monopolization cases in a lot of other industries. And of course, the bad guys know it. The rumor is Google is putting together a war room with dozens of PR professionals to spin the outcome, and I’ve heard from reporters that they are being lavished with attention like never before. Dozens of media outlets are previewing the trial. As just one example, I was quoted in the New Yorker today discussing its impact on the deployment of AI.

And Google’s PR team is already earning its pay, planting a story in the New York Times by Steve Lohr about how Google isn’t the big bad guy that Microsoft was in the 1990s, and besides, these days no one really cares about this case. Lohr covered the Microsoft case, and seems singularly unaware that there in fact has been a much larger cultural argument about big tech and monopolies over the last ten years than there ever was around Microsoft.

But this coverage matters, because the fight is as much about how the public and members of Congress understand the trial as it is the legal outcomes themselves.

In other words, this trial isn’t just important because of the potential outcome, but also because the public and lawmakers are paying close attention. We’re going to learn a lot about how the internet itself was shaped, advertising, the coercion and power plays in board rooms, the ugly deals between Google and Apple to divide up the world between them, and how billionaires fight with each other when all the money in the world is at stake. So regardless of the final verdict, the facts that come out at trial will help shape the future direction our elected leaders and judges take in addressing our increasingly monopolistic order. The point is, there’s a lot of bullshit in politics, but this trial is the big one, where the debates over big business that have gone on for years meet the law.