232_i2 본문읽기 10
카테고리 없음2023. 5. 25. 17:29
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2332-32
Many early dot‑com investors focused almost entirely on revenue growth instead of net income. Many early dot‑com companies earned most of their revenue from selling advertising space on their Web sites. To boost reported revenue, some sites began exchanging ad space. Company A would put an ad for its Web site on company B's Web site, and company B would put an ad for its Web site on company A's Web site. No money ever changed hands, but each company recorded revenue (for the value of the space that it gave up on its site) and expense (for the value of its ad that it placed on the other company's site). This practice did little to boost net income and resulted in no additional cash inflow ─ but it did boost reported revenue. This practice was quickly put to an end because accountants felt that it did not meet the criteria of the revenue recognition principle.
2332-33
Scholars of myth have long argued that myth gives structure and meaning to human life; that meaning is amplified when a myth evolves into a world. A virtual world's ability to fulfill needs grows when lots and lots of people believe in the world. Conversely, a virtual world cannot be long sustained by a mere handful of adherents. Consider the difference between a global sport and a game I invent with my nine friends and play regularly. My game might be a great game, one that is completely immersive, one that consumes all of my group's time and attention. If its reach is limited to the ten of us, though, then it's ultimately just a weird hobby, and it has limited social function. For a virtual world to provide lasting, wide‑ranging value, its participants must be a large enough group to be considered a society. When that threshold is reached, psychological value can turn into wide‑ranging social value.
2332-34
It seems natural to describe certain environmental conditions as 'extreme', 'harsh', 'benign' or 'stressful'. It may seem obvious when conditions are 'extreme': the midday heat of a desert, the cold of an Antarctic winter, the salinity of the Great Salt Lake. But this only means that these conditions are extreme for us, given our particular physiological characteristics and tolerances. To a cactus there is nothing extreme about the desert conditions in which cacti have evolved; nor are the icy lands of Antarctica an extreme environment for penguins. It is lazy and dangerous for the ecologist to assume that all other organisms sense the environment in the way we do. Rather, the ecologist should try to gain a worm's‑eye or plant's‑eye view of the environment: to see the world as others see it. Emotive words like harsh and benign, even relativities such as hot and cold, should be used by ecologists only with care.
2332-35
Human processes differ from rational processes in their outcome. A process is rational if it always does the right thing based on the current information, given an ideal performance measure. In short, rational processes go by the book and assume that the book is actually correct. Human processes involve instinct, intuition, and other variables that don't necessarily reflect the book and may not even consider the existing data. As an example, the rational way to drive a car is to always follow the laws. However, traffic isn't rational; if you follow the laws precisely, you end up stuck somewhere because other drivers aren't following the laws precisely. To be successful, a self‑driving car must therefore act humanly, rather than rationally.
2332-36
Like positive habits, bad habits exist on a continuum of easy‑to‑change and hard‑to‑change. When you get toward the "hard" end of the spectrum, note the language you hear - breaking bad habits and battling addiction. It's as if an unwanted behavior is a nefarious villain to be aggressively defeated. But this kind of language (and the approaches it spawns) frames these challenges in a way that isn't helpful or effective. I specifically hope we will stop using this phrase: "break a habit." This language misguides people. The word "break" sets the wrong expectation for how you get rid of a bad habit. This word implies that if you input a lot of force in one moment, the habit will be gone. However, that rarely works, because you usually cannot get rid of an unwanted habit by applying force one time.
Many early dot‑com investors focused almost entirely on revenue growth instead of net income. Many early dot‑com companies earned most of their revenue from selling advertising space on their Web sites. To boost reported revenue, some sites began exchanging ad space. Company A would put an ad for its Web site on company B's Web site, and company B would put an ad for its Web site on company A's Web site. No money ever changed hands, but each company recorded revenue (for the value of the space that it gave up on its site) and expense (for the value of its ad that it placed on the other company's site). This practice did little to boost net income and resulted in no additional cash inflow ─ but it did boost reported revenue. This practice was quickly put to an end because accountants felt that it did not meet the criteria of the revenue recognition principle.
2332-33
Scholars of myth have long argued that myth gives structure and meaning to human life; that meaning is amplified when a myth evolves into a world. A virtual world's ability to fulfill needs grows when lots and lots of people believe in the world. Conversely, a virtual world cannot be long sustained by a mere handful of adherents. Consider the difference between a global sport and a game I invent with my nine friends and play regularly. My game might be a great game, one that is completely immersive, one that consumes all of my group's time and attention. If its reach is limited to the ten of us, though, then it's ultimately just a weird hobby, and it has limited social function. For a virtual world to provide lasting, wide‑ranging value, its participants must be a large enough group to be considered a society. When that threshold is reached, psychological value can turn into wide‑ranging social value.
2332-34
It seems natural to describe certain environmental conditions as 'extreme', 'harsh', 'benign' or 'stressful'. It may seem obvious when conditions are 'extreme': the midday heat of a desert, the cold of an Antarctic winter, the salinity of the Great Salt Lake. But this only means that these conditions are extreme for us, given our particular physiological characteristics and tolerances. To a cactus there is nothing extreme about the desert conditions in which cacti have evolved; nor are the icy lands of Antarctica an extreme environment for penguins. It is lazy and dangerous for the ecologist to assume that all other organisms sense the environment in the way we do. Rather, the ecologist should try to gain a worm's‑eye or plant's‑eye view of the environment: to see the world as others see it. Emotive words like harsh and benign, even relativities such as hot and cold, should be used by ecologists only with care.
2332-35
Human processes differ from rational processes in their outcome. A process is rational if it always does the right thing based on the current information, given an ideal performance measure. In short, rational processes go by the book and assume that the book is actually correct. Human processes involve instinct, intuition, and other variables that don't necessarily reflect the book and may not even consider the existing data. As an example, the rational way to drive a car is to always follow the laws. However, traffic isn't rational; if you follow the laws precisely, you end up stuck somewhere because other drivers aren't following the laws precisely. To be successful, a self‑driving car must therefore act humanly, rather than rationally.
2332-36
Like positive habits, bad habits exist on a continuum of easy‑to‑change and hard‑to‑change. When you get toward the "hard" end of the spectrum, note the language you hear - breaking bad habits and battling addiction. It's as if an unwanted behavior is a nefarious villain to be aggressively defeated. But this kind of language (and the approaches it spawns) frames these challenges in a way that isn't helpful or effective. I specifically hope we will stop using this phrase: "break a habit." This language misguides people. The word "break" sets the wrong expectation for how you get rid of a bad habit. This word implies that if you input a lot of force in one moment, the habit will be gone. However, that rarely works, because you usually cannot get rid of an unwanted habit by applying force one time.
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