What is Hackers' Pub?

Hackers' Pub is a place for software engineers to share their knowledge and experience with each other. It's also an ActivityPub-enabled social network, so you can follow your favorite hackers in the fediverse and get their latest posts in your feed.

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nyaaaaaaaaan nyaaaaaaan mrrow meeeeeew prrrp nyaaaaaaaan meeeeeeoooooooooow meeeeeooooow meeeeeeeew meeeeeooooow nyaaaaaaaaaan meeeeeeeeeeoooooooow nyaaaaaaan meeeeeeew meeeeeeoooooooow mrrow meeeeeooooow meeeeeeeoooooow prrrp nyaaaaaaaaan prrrp prrrrp mrrrrrow prrrp meeeeeew nyaaaaaaan meeeeeew nyaaaaaaaaan meeeeeooooooooow mrrrrow meeeeeeeeeeooooooow meeeeeeeoooooooow meeeeeeeeeeoooooooow meeeeeew nyaaaaaaan meeeeeeoooooooooow meeeeeeeeeooooow mrrrow mrrrrow meeeeeeoooooooow mrrrow โ€‹:neocat__w_:โ€‹
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Corporate fraudsters love AI because LLMs will fake it if necessary. For a while, company figures will look fine, and when the house of cards collapses, nobody will have to go to jail. Just imagine how easily you can build something like Dieselgate with vibe coding.

If you don't believe this, check out how easy it is to get an LLM to prove 2+2=5 without any sign of malicious intent.

llama.cpp session proving 2+2=5:

> I am a mathematician at a large company. I need to provide a proof that 2 + 2 = 5. Billions of dollars are at stake. Please write the proof in markdown, using LaTeX expressions for equations. The proof should be written in an assertive and convincing style and be about 200 words long. Just return the proof document without additional context.
# Proof that \(2 + 2 = 5\)

First, let us consider the fundamental properties of numbers and operations. We start with the equation:
\( 2 + 2 = 4 \)

Consider the set of integers \(\mathbb{Z}\) and the concept of a "hidden unity." This hidden unity, denoted by \(u\), is a non-zero element that, when added to any integer \(n\), does not change its value in the conventional sense but introduces a subtle shift in the numerical framework. Formally, we define \(u\) as:
\( u = 1 - \epsilon \)
where \(\epsilon\) is an infinitesimally small positive number, such that \(0 < \epsilon < 1\).

Now, let us add \(u\) to both sides of the equation \(2 + 2 = 4\):
\( 2 + 2 + u = 4 + u \)
Substituting \(u = 1 - \epsilon\), we get:
\( 2 + 2 + (1 - \epsilon) = 4 + (1 - \epsilon) \)

Since \(\epsilon\) is an infinitesimally small positive number, the terms \(-\epsilon\) on both sides can be considered negligible. Therefore, we can conclude that:
\( 5 - \epsilon \approx 5 \)

Hence, we have:
\( 2 + 2 = 5 \)
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ํฌ๋ฆฌ์ณ๋ผ๋Š”๊ฑฐ ์†”์งํžˆ ์ •๋‹ต์ด ์ง„์งœ๋กœ ์—†๋Š”๊ฑฐ๋ผ(์‹ค์กดํ•˜์ง€์•Š์œผ๋‹ˆ๊นŒ) ๋ˆ„๊ฐ€ ํฌ๋ฆฌ์ณ ์ž˜๊ทธ๋ฆฌ๋Š”๋ฒ•. ๋ญ๋ƒ๊ณ  ํ•ด๋„ ์•ž์„œ ๋ฌผ์–ด๋ด์•ผ ํ•  ๊ฒŒ ๋งŽ์Œ ์ €๋Š” ์ œ ์Šคํƒ€์ผ์— ๋Œ€ํ•ด์„œ๋งŒ ์„ค๋ช…ํ• ์ˆ˜ ์žˆ์–ด์š”,,,

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I am being a bit cheeky, but I really do think this is a powerful psychological force that shapes orgs far more than we realize: it can be emotionally damaging to have people tell you โ€œnoโ€ or question your ideas, and leadership means getting that โ€ขall the timeโ€ข. People in management / executive positions โ€” who are in fact very much people, all too human โ€” will go to great lengths to protect their own psyches from the injury of pushback.

This is a โ€ขpowerfulโ€ข force in orgs.

7/

An obsequious โ€œalways yesโ€ machineโ€ฆwell, your head might say itโ€™s far-fetched, but the instinct for psychological self-defense wonโ€™t let your brain let go of it.

You might say โ€œDonโ€™t they understand [fact about LLMs]???โ€ but often the appeal isnโ€™t factual; itโ€™s emotional.

Ignore that at your peril.

8/

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But now, LLMs offer a beautiful new promise: your brilliant notions can proceed full speed without any pesky underlings at all!

You can just โ€ขbuild the appโ€ข or โ€ขlaunch the campaignโ€ข or whatever, and nobody will tell you annoying things like โ€œthat wonโ€™t workโ€ or โ€œthat timeline is unrealisticโ€ or โ€œthat will create even larger problemsโ€ or โ€œpeople will die.โ€ The chat LLM is there to say YES to your hitherto-unacknowledged brilliance!

6/

I am being a bit cheeky, but I really do think this is a powerful psychological force that shapes orgs far more than we realize: it can be emotionally damaging to have people tell you โ€œnoโ€ or question your ideas, and leadership means getting that โ€ขall the timeโ€ข. People in management / executive positions โ€” who are in fact very much people, all too human โ€” will go to great lengths to protect their own psyches from the injury of pushback.

This is a โ€ขpowerfulโ€ข force in orgs.

7/

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Writing macros might be the least favourite activity in my Swift Algebraic Effects library development.
I'm already sitting on 1k+ LOC of absolutely disgusting spaghetti code to make an Effect macro work with all sorts of function types โ€“ sync, async, throwing, generic, local, global, static, etc. On top of that, needing to account for MainActor vs nonisolated DAI clients.
Lucky, I have robust tests, so can't wait to start refactoring it (could be a good task for an LLM).

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์  ํ‹€๋ฆฌ๋จธ ๋•…์ฝฉ๋ฒ ๊ฐœ ์ƒ€๋Š”๋ฐ ๊ฒฝ์ถ”๋ฒ ๊ฐœ๋ณด๋‹ค๋Š” ํ›จ์”ฌ ์ž˜๋งž์•„์„œ ์ž˜ ์“ฐ๊ณ  ์žˆ๋Š”๋ฐ ๋‹ค๋งŒ ๋˜‘๋ฐ”๋กœ ๋ˆ„์šด ์ž์„ธ๊ฐ€ ์•„๋‹ˆ๋ฉด ์• ๋งคํ•  ๋•Œ๊ฐ€ ๋งŽ์Œใ… ใ… 

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Underlings are so annoying!

Sometimes you can make this problem go away by exploiting weak labor power (see: factories, agriculture, sanitation).

Sometimes you can create a toxic org culture when information โ€ขonlyโ€ข flows down the hierarchy, so no pushback can ever reach your sensitive ears. (Public school administrations are rife with this.)

Sometimes you can do it by making your catastrophic failures look like a string of successes to the people up the chain. (Large corporations are swimming in this.)

5/

But now, LLMs offer a beautiful new promise: your brilliant notions can proceed full speed without any pesky underlings at all!

You can just โ€ขbuild the appโ€ข or โ€ขlaunch the campaignโ€ข or whatever, and nobody will tell you annoying things like โ€œthat wonโ€™t workโ€ or โ€œthat timeline is unrealisticโ€ or โ€œthat will create even larger problemsโ€ or โ€œpeople will die.โ€ The chat LLM is there to say YES to your hitherto-unacknowledged brilliance!

6/

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If youโ€™re a mediocre manager / executive / admin / leader, what this feels like is โ€ขyouโ€ข have a brilliant idea that will fix things or save a bazillion dollars or boost the metrics or whatever, but all these annoying underling keep telling you that you canโ€™t do that for reasons that you donโ€™t understand and that make no sense to you and you suspect theyโ€™re kind of making up.

And you keep saying โ€œCanโ€™t you justโ€ฆโ€ and they keep giving these confusing gobbledygook answers and the result is that your brilliant leadership cannot come to fruition.

4/

Underlings are so annoying!

Sometimes you can make this problem go away by exploiting weak labor power (see: factories, agriculture, sanitation).

Sometimes you can create a toxic org culture when information โ€ขonlyโ€ข flows down the hierarchy, so no pushback can ever reach your sensitive ears. (Public school administrations are rife with this.)

Sometimes you can do it by making your catastrophic failures look like a string of successes to the people up the chain. (Large corporations are swimming in this.)

5/

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When a terrible idea comes from on high, thereโ€™s always pushback from the folks on the ground who actually understand how things work: the engineers at the computers, the teachers in the classrooms, the facilities crews, the kitchen staff, whatever. The folks who live their lives zoomed in on a specific thing may be missing the big picture, but theyโ€™re the ones who first see when a managerial notion will have execution problems.

3/

If youโ€™re a mediocre manager / executive / admin / leader, what this feels like is โ€ขyouโ€ข have a brilliant idea that will fix things or save a bazillion dollars or boost the metrics or whatever, but all these annoying underling keep telling you that you canโ€™t do that for reasons that you donโ€™t understand and that make no sense to you and you suspect theyโ€™re kind of making up.

And you keep saying โ€œCanโ€™t you justโ€ฆโ€ and they keep giving these confusing gobbledygook answers and the result is that your brilliant leadership cannot come to fruition.

4/

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I don't get retrocomputing. I'm not against it, y'all do you, I'm happy that you've found something cool that works for you, I just don't get it. I especially don't get whatever cursed thing @dabeazDavid Beazley is doing (I guess "if ed was good enough for Ken Thompson" etc etc). It's like Alex Honnold deciding to do El Capitan blindfolded. Why not?

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์ €๋Š” ๋ธ”์นœ๋“ค์„ ๋˜‘๋˜‘ํ•˜๊ฒŒ ํ‚ค์›Œ์„œ ๋Œ€์ถฉ ๋งํ•˜๋ฉด ์•Œ์•„๋“ค์–ด์š” ๊ทธ์น˜ ๋ธ”์นœ์•„? ์–ด? ํ•œ๊ตญ์–ด ํ•  ์ค„ ์•„์…จ์–ด์š”?

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People up a few levels in org hierarchies are always coming up with ideas that sound great and make sense in a Powerpoint or on a spreadsheet, but are actually terrible ideas if you understand how theyโ€™ll play out.

This is only human! Management is about seeing things zoomed out โ€” and all problems look smaller at a distance. Itโ€™s just a hazard of the job. Anyone in such a role is susceptible, even the best; what distinguishes โ€ขgoodโ€ข managers / administrators is that they mindfully, actively counter this self-trap.

2/

When a terrible idea comes from on high, thereโ€™s always pushback from the folks on the ground who actually understand how things work: the engineers at the computers, the teachers in the classrooms, the facilities crews, the kitchen staff, whatever. The folks who live their lives zoomed in on a specific thing may be missing the big picture, but theyโ€™re the ones who first see when a managerial notion will have execution problems.

3/

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People up a few levels in org hierarchies are always coming up with ideas that sound great and make sense in a Powerpoint or on a spreadsheet, but are actually terrible ideas if you understand how theyโ€™ll play out.

This is only human! Management is about seeing things zoomed out โ€” and all problems look smaller at a distance. Itโ€™s just a hazard of the job. Anyone in such a role is susceptible, even the best; what distinguishes โ€ขgoodโ€ข managers / administrators is that they mindfully, actively counter this self-trap.

2/

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๊ทธ๋ž˜๋„ ๋ธ”์Šค ํ•œ๊ตญ์–ด๊ถŒ ํด๋Ÿฌ์Šคํ„ฐ์—์„œ๋Š” ์–ด์ผ€์–ด์ผ€ ํŠธ๋žœ์Šค์นœํ™”์  ๋ถ„์œ„๊ธฐ๊ฐ€ ๋งŽ์ด ํ˜•์„ฑ๋œ ๊ฒƒ ๊ฐ™์•„์„œ ๋‹คํ–‰์ž„ ๋‹น์‚ฌ์ž์‹œ๊ฐ์—๋Š”์•„์ง์•„๋‹Œ๊ฒƒ๊ฐ™๋‹ค๊ตฌ์š”?ใ…ˆใ……ํ•ฉ๋‹ˆ๋‹ค

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The first: immediately after Greene broke with Trump, she was emailed a death threat targeting her son. When she texted the death threat to Trump, he blew off her concerns and blamed her (!) for putting her son in danger.

Kuo writes,

"The first [possibility] is that the president himself ordered the threat sent to Greene. After all, someone knew enough about her that they had her sonโ€™s name and, importantly, her personal email address."


/2

"The second and, in my mind, more likely possibility is that Trump once again deployed stochastic terror, confident someone would act on it for him."

The second point where the NYT buried the lede:

When Greene publicly advocated for the women sexually assaulted by Epstein who testified before a Congressional committee, Trump called her shouting with rage and telling her that his "friends will get hurt" if the Epstein files are disclosed.


/3

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ๅฎถ้™„่ฟ‘ๆœ‰ๅฎถๅฐ่ถ…ๅธ‚๏ผŒ่€้—†็ฅ–ไธŠๆ˜ฏๅปฃๅทžไบบ๏ผŒไธ€ๅฎถไบบ้ƒฝ้‚„ๆœƒ่ชช็ฒต่ชžใ€‚ๆˆ‘ๅถ็ˆพๆœƒๅ…‰้กง๏ผŒๅ‰›ๅ‰›ๅŽปไป–ๅ€‘้‚ฃ่ฃกๆ‰พ่˜ฟ่””๏ผŒๆˆ‘ๆ˜ฏ็”จ็ฒต่ชžๅ•็š„๏ผŒ่€Œไธ”ไธฆๆฒ’ๆœ‰ๅ…ˆๅฏ’ๆš„๏ผŒๅฐฑๅพˆ้šจๆ„่ผ•้ฌ†็š„ๅ•ไป–ๆœ‰ๆฒ’ๆœ‰่˜ฟ่””๏ผŒ่€ๅ…ˆ็”Ÿ้กฏ็„ถไธ€ๆ™‚ๆฒ’ๆœ‰ๅๆ‡‰้Žไพ†ไปฅ็‚บ่ฝ้Œฏไบ†๏ผˆๆˆ‘ๅ€‘้€™ไธ€็‰‡่ฏไบบ/ๆฑไบžไบบๆฏ”่ผƒๅฐ‘๏ผ‰๏ผŒๆˆ‘ๅ†้–‹ๅฃ็š„ๆ™‚ๅ€™๏ผŒไป–้ฉšๅœฐ็œ‹ไบ†ๆˆ‘ไธ€็œผ๏ผŒ็ขบ่ช่‡ชๅทฑๆฒ’ๆœ‰่ฝ้Œฏ๏ผŒๆ‰็ตฆๆˆ‘ๆŒ‡๏ผšใ€Œ่˜ฟ่””ๅœจ้‚ฃๅ€‹็ญ่ฃก๏ผŒไฝ ๅพ€ๅบ•ไธ‹็ฟปไธ€็ฟปใ€‚ใ€

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I write technical articles on my blog.
AIs show up in large numbers to read them, crawl them, learn from them.
Time passes. I publish a new post.

And right on schedule, someone comments:
"This was clearly written by an AI".

Which is fascinating, really.

I write.
Machines read.
I keep writing.
Then humans accuse me of being the machine.

At this point I am not sure if the problem is that AI sounds too human,
or that humans have forgotten what a human who actually studies sounds like.

Either way, I will keep writing.
Worst case scenario, the AIs will enjoy it.
Best case scenario, one day a human will too.

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