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Cake day: June 25th, 2023

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  • What he said wasn’t against the middle of the night judgment, he wasn’t “slamming” the court. He was angry at the administration for making it necessary. He said he opposed having to get up and work in the middle of the night because the admin was refusing to do their job. He didn’t disagree with the judgment, he was objecting to the fact that they are taking extraordinary effort now in order to weigh in on things that shouldn’t need their attention at all.

    And honestly, Sammy, same. This clown show has demanded too much of my attention and it’s not theirs to demand. But it’s your job to make sure we don’t get to the point where this shit happens. That was your fuck up. Sometimes when I fuck up, I have to work extra to fix it.

    So fix your shit, Sambo.


  • As someone with a bunch of friends who had factory gigs before NAFTA and still a few today, there’s plenty of people who are happy in factory situations, you know?

    It’s fair to say there’s a lot of inaccurate assumptions on the right wing side here, but factory work isn’t always a horror show. It’s obvious they want to do as much as they can to make it awful, like deregulating things and whatnot. And obviously, the infrastructure isn’t there and won’t spring up overnight. That’s no good, but the factory labor itself? Probably fine in a lot of cases.




  • It’s a varying application. It usually models opposing groups during diplomatic tensions, but it can also apply to groups within coalitions who face the same problem together but disagree how the coalition should proceed.

    In the process of applying things, you have to consider the outcomes and think of the prisoners as “trapped” by the circumstances of the decision they face. Trapped here means that inaction triggers consequences, so it explicitly models inaction as a choice facing the circumstance.

    Usually during negotiation that follows this kind of pattern, the prisoner’s dilemma is applied to figure out the best way to articulate the circumstances at hand and the choices everyone has. It’s a way to connect the cause and effect of everything to everyone in the negotiation, and to illustrate how their actions flow into those consequences, in a way that frames everything as less a “you vs me”, and more of an “us vs the problem”.

    And that’s where the logic part comes into play: here it works as a mechanic to introduce cause and effect group logic to humans, and connect the notion of it all to their emotional needs. It helps demonstrate that negotiation and compromise are hard but valuable, logically and emotionally.

    If you haven’t read it, “Getting to Yes” is fantastic. I highly recommend it, and although it doesn’t speak about the dilemma directly, the entire thing is about navigating compromise tactically in situations where everyone may be very correct, yet still have a hard time with each other.