philosophy

Tired of being told that philosophy was just opinions, one guy set about collecting all the “philosophical facts” he could find. He got 200

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Philosophy has a reputation for discussing everything and the truth is that it is a reputation that has been hard-earned. However, it is not a matter of saying the first thing that comes to mind. It’s not even a matter of opinions, no matter how informed they may be. At least, that is the opinion of philosopher Bryan Frances. In fact, Frances is convinced that, in reality, philosophers only discuss details and minutiae: in substance, they agree on almost everything. But of course, it is not enough to say it: it must be defended. So he began to do something strange for a philosopher: instead of arguing it, he began to compile this enormous core of shared truths. That is, to make a list. But let’s start at the beginning. Frances’s thesis is that, as I say, there is great agreement among philosophers about the truth of many substantive claims. What’s more, he is convinced that, in philosophy, there is progress equivalent to that of any other science. That is, “based on facts.” The thing is that discipline — for better or worse — tends to revolve around the controversial. The curious thing is that he realized that not even the philosophers themselves were aware of this. And what a list… So, neither short nor lazy, he published ‘Philosophy as Fact-Based Discipline: 200 Philosophical Facts, published in Philosophical Studies‘: the list. A list of elementary truths pedagogically comparable to introductory science material. “It’s not the deepest,” but it’s (definitely) something cumulative and useful to understand. But, beyond that, it is also a way of reclaiming the discipline in a climate that repeatedly questions the role of the humanities in the body of knowledge. And what truths are those? Once we have made it clear that it is not about talking about deep truths (Does free will exist? Why being and not nothingness? etc…), the question becomes evident: what are they then? They are simpler things like, for example, what beliefs are (which come in many formats, they can be about almost anything or they can exist even if we are not aware of them), what evidence is (which are not just tests), what biases, emotions or faith are. It’s very interesting review the 200 facts because there are very interesting things about things that one had not asked: does believing in something make it true? Does the evidence have direction? Is suspending the trial a rational thing to do? Thought in action. But beyond the facts themselves, Frances’ idea is intelligent because it points to something singular: there is cognitive progress, an ultimate structure of reality to describe, a philosophical ‘holy grail’ to find. It’s not much, I admit. But the idea that the universe is not the horrible chaos it seems is (in its own way) comforting. Image | Alan Dela Cruz In Xataka | “A place of joy with pain”: the phrase that summarizes the Aztec philosophy to be happier in this life

His trick is to follow the philosophy of Jony Ive

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If you work in a more or less large company, you will surely have already suffered one of its endemic evils: meetings. Or rather, have many meetings. Steve Jobs I was clear that they were a huge problem and Larry Page had a hard time solving it because yes, excessive meetings are not something new by any means, although with teleworking they will skyrocket for obvious reasons. And for Brian Chesky, CEO of Airbnb, they are the symptom of a much worse problem within the company. The key to having fewer meetings: manage tasks, not people In fact, the co-founder of Airbnb is clear that this abundance of meetings is not an evil but a sign of aspects to improve within the corporation. To begin with, its size: “It is not because there are no Wednesday meetings. It is because there are too many people“, counted in a talk for Khosla Ventures. The manager’s proposal involves employing a small, high-level workforce: “We want a small, agile, elite and highly qualified team, not a team of mid-range people. And the reason is that each person implies a communication tax.” And he points out another problem that points directly to human resources: mediocre hiring. Basically, in Chesky’s ideology, when someone is not capable of doing a job, they hire people who do not know how to do it either and they also hire more people to carry it out in a kind of empire of incompetence. Each person pulls in a direction, so of course they have to meet to share their progress. And more bureaucracy. Also, lead by example: account which completely removed the layers of management so that only people truly specialized in a given task lead it: “You can only manage the function if you are an expert. You don’t manage people. You manage people through the work.” In a nutshell: you manage tasks, not people. His inspiration: the legendary Jony Ive, now working closely with Sam Altman in building a device with AI. Ive’s philosophy It involves focusing on work and forming a team that designs together. In Xataka | Bill Gates has been a famous “workaholic” but he knew who to hire to solve problems: the lazy ones In Xataka | The quality that Warren Buffet advises to always look for in job candidates Cover | Airbnb and Marcus Dawes via Wikimedia

Tesla resurrects the Dojo project with a radically different philosophy

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Elon Musk is one of the most important agents in the era of artificial intelligence. Meta, Alphabet, Microsoft with OpenAI and Oracle are prominent names when we talk about gigantic data centersbut if there is someone who cuts the mustard, it is Musk with his xAI company. His Colossus Memphis with 100,000 H100 from NVIDIA to train Grok surprised even Jensen HuangCEO of NVIDIA, but Musk’s goal is not to depend on others. NVIDIA leads the way in chips to train AI (so much so that even Chinese companies want to buy its H200, even if they don’t let them do it). But Musk, like China, wants independence and technological sovereignty, and That’s why he invested in Dojo. It was an ambitious plan to build a customized supercomputer to train the neural networks of the controversial autonomous driving (the FSD). After more than five years in development, 1,000 million dollars invested and key engineers who took the lead drainMusk hill the tap in August of last year. The future was in the AI5 and AI6 chips which were less specific, but could still be used to train the FSD system. However, there is a new twist to this tortilla chip and Musk has decided to relaunch the project. tesla reactive the development of Dojo 3, and it does so by burning bridges with the previous philosophy of this supercomputer. Dojo 3, the heart of Tesla’s autonomous driving Although Tesla has stopped more doubts than anything else these last few years regarding autonomous driving concerned, this continues to be one of the pillars in the company’s short-term strategy. Because they not only have the FSD in their cars, but also in the controversial ‘robotaxis’. Supposedly, it will be this 2026 when Cybercaps will begin to be manufacturedcars that, unlike the taxis that we already see in some cities, will arrive without pedals or a steering wheel. But he doesn’t just want to fuel his cars. Musk wants to make money with softwarebut to have that software, you need to train the system and make it more secure than now. That’s where Dojo came into play. This hardware depended on a very specialized and complex architecture. The D1 chip was the heart of it all, but to achieve high computing power a complex network of thousands of D1 chips mounted in physically separate cases and interconnected by Ethernet cables was needed. It was a very specialized system, but complex to scale without skyrocketing costs. When Tesla turned off the Dojo tap, it commented that its companies would continue investing in the creation of less specialized chips such as the AI5, AI6, AI7 and subsequent ones. More conventional and easier to scale chips. And, precisely, the advances in this architecture are the decisive factor for Musk to revive Dojo. Instead of requiring complex interconnected equipment, Dojo 3 will adopt a modular architecture in which several AI chips can be installed on a single board. Not only is wiring complexity reduced, but heat dissipation is facilitated and the space required for installation is reduced. And, the easier it is and the less space it requires, the more chips can be mounted and the greater computing power. It is not the only advantage. Grouping chips on a single board reduces latency within the chips and improves the power efficiency of the device. To give an example, although they are a headache for expansion, it is the same philosophy that laptops with SSD or RAM memory soldered to the board: Everything communicates faster, more fluidly and requiring less energy to operate. Furthermore, being less specific than D1, xAI’s AIs fulfill both training and inference functions (the Dojo only served for training), which represents cost savings for the company. Now, Dojo 3 will not be a reality immediately. In recent days, Musk has shared via Twitter X the roadmap for its semiconductors. The AI5 developed together with TSMC is “almost finished” and they are already in the early stages of AI6. Meanwhile, he hopes that there will be a new version every nine months, with the AI7 and subsequent ones in the company’s plans for 2027. And a big question is who will make these chips. We can immediately think of TSMC, a leading company in these fields that even is expanding in the United States and that already has clients like herself NVIDIA for its new AI training chips. But no: it will be Samsung. At least, of course, for an AI6 with which Tesla signed a $16.5 billion deal that was seen as a victory for the South Korean giant’s function. We will see how the plans evolve, since if something appears that they consider better, they have shown us that their hand does not tremble when it comes to swerving, but This strategy on less specialized chips is interesting taking into account the needs in autonomous driving, AI training and robotics that the company faces. Images | xAI, Steve Juvetson In Xataka | Elon Musk wants to turn xAI into an ultra-valuable company and he knows how to do it: using the SpaceX vault

Chinese manufacturers are launching electric cars at a hellish pace. Toyota’s response: Kaizen philosophy

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Two years ago, Tesla was advancing at a dizzying pace. Their sales were growing and they were putting all their machinery in motion to maintain an advantage over competitors. Its production process allowed it to manage such high profit margins that later they could push hard on the price end. Part of his secret was machine called Giga Press. The we could see in their Berlin factory with our own eyes. Huge, imposing. With it, the company produces larger chassis parts more quickly. That allows you manufacture much faster than the competition because for rivals that same piece consists of many other smaller pieces that must be assembled. The revolution is such that large companies They seemed determined to get theirs own to be able to stand up. Tesla also announced that I was ready to create larger pieces and, therefore, further reduce times manufacturing with a larger Giga Press. Time has told us thatElon Musk’s are having problems to carry out this evolution of the Giga Press. And that the machine, no matter how much it can make copies at a great rate, also has its counterpart as very long machine breaks when you want to modify the part in question. But speed up development times seems to be the focus of large companies. Chery assured a long time ago that chinese rule It was kind of inevitable. For them, Europe has lost the battle because the development of their vehicles is much fasterresponding to public demands at a frenetic pace. And although we are talking about a Chinese brand defending its business formula, the industry does seems to be moving in that direction. Honda and Nissan explored a merger to save this second one from bankruptcy. One of the objectives to be exploited with this possible merger was to be more agile in the development of automobiles. Renault boasted just a few days ago that your Twingo has been developed in record time. In China, of course. But faced with the infernal pace and a frenetic launch number, Toyota seems to be opting for the complete opposite. Pause and perfectionism. In short: philosophy kaizen. Why does an electric car have less autonomy than advertised? Kaizen philosophy or how to perfect a product A good example of how the Chinese industry pushes to launch models on the market at a frenetic pace is that of BYD. The Chinese company is experiencing first-hand the dangers of following the devilish pace of less powerful startups when you aspire to manufacture more than five million cars a year. And 2025 has been marked by the announcement that they would incorporate their most advanced driving systems into all their cars in China. To all, without exception, including the BYD Seagull (BYD Dolphin Surf in Europe). A car that sells for less than 10,000 euros in the Asian market. This has become obsolete of their own cars and has had an immediate consequence, with customers waiting for the new and more advanced models, the units that do not incorporate this technology have accumulated in their dealerships waiting for a possible buyer. That strategy, that of launching a product on the market in the shortest possible time and fixing its possible defects on the fly, relying on a adaptive capacity Extraordinarily fast, it plays against what the Japanese philosophy has always been. In Japan they have made philosophy kaizen its greatest exponent. Guillermo García Alfonsín explains in this documentary on YouTube how Japan has built a car empire from nothing. One of the great secrets has always been to study to the point of exhaustion how to improve an existing product, paying obsessive attention to the smallest detail. The result is that Japanese companies are always at the top of the reliability tables. Chinese manufacturers are choosing to reduce development times to a minimum. Toyota bets on the opposite The culture shock is evident. Faced with companies that develop their products at a dizzying pace and apply all kinds of improvements in the shortest possible time, Japanese perfectionism prefers to play it safe, with lead feet but with the guarantee that what they put on the market is the best result they can achieve. a few months ago From Toyota itself it was implied that the rush had reached the heart of the company, that they felt they were missing the train of the technology of the future. To this narrative, it is now assured Nikkei, The conservative vision has prevailed: a generation of cars that will last up to nine years to safely face the leap to electric cars. Until now, each generation of Toyota lasted between five and seven years, moving at the same times as the rest of the industry. The Japanese newspaper assures, however, that Toyota is betting on renewals of the models that will approach the decade and that it will be the remote updates that keep the car up to date. Of course, in Nikkei They point out that the models for China will follow their own rhythm, with more constant launches. The decision also seems a response to a complicated regulatory market. Toyota is one of the few companies that has renounced the electric car As the only solution, he has been defending for some time that each market requires different cars and that it is necessary to adapt to them. And in that context, it is the automotive group that more cars sold by far. The Japanese are treading carefully before making the leap to electrification. He Toyota bZ4X It was a sales failure and aspires with its latest update to boost the units it has put on the market. High consumption, equally high price and an improvable production process They put an end to the company’s first electric model. The jump to the electric car is also a challenge for the company, according to the consultants employed by the same company. The reverse engineering company Caresoft Global It already alerted Toyota that its production process … Read more

Applying Jeff Bezos’ investment philosophy

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Shaquille O’Neal is one of the most beloved international athletes by the public thanks to the charism that has demonstrated both on and off the court. His 19 years of sports career contributed the most prestigious trophies and awards, but attributes his great fortune to A advice from Jeff Bezos. The Jeff Bezos effect. According to The American medium Celebrity Net WorthShaquille O’Neal has an estimated assets of 500 million dollars. The popular NBA player, revealed In an interview for The Wall Street Journal How he managed to multiply his fortune by four. The secret of its financial success lies in a significant change in its way of investing. O’Neal decided to adopt the investment philosophy of the founder of Amazon, Jeff Bezos. “I heard Jeff Bezos say once he makes his investments based on whether they are going to change people’s lives. Once I began to use that strategy, I think I probably quadrupled my heritage,” explained the former sportsman. Invest in what you think. The change of approach inspired by Bezos led O’Neal to assess the sense of investments and not so much short -term profitability. As explained in the interview, the athlete tries to invest in those proposals that are aligned with their personal values ​​and tastes. “When I do business it is never the economic aspect. It’s about changing people’s lives,” said the former Lakers player. That led him to invest in companies that did products that he liked. Among its investment portfolio we find the Apple technology, the Pope John’s pizzas, the Five Guys hamburgers or Krispy Kreme’s breakfasts. “Krispy Kreme makes fabulous donuts. I met them at the university and I have been in love with their donuts since then and now I have some of their franchises. I will try to get some more. I want to be part of that business, “O’Neal confessed. Google’s miracle. During his interview, O’Neal confessed that one of his best investments by far almost by chance. Someone came to tell him about a new technological company that was taking off. It turned out to be Google. The millionaire did not give details about the amount of investment, but according to data from the Investment portal The Montley Foolan investment of $ 10,000 in Google in 2004, today it would be valued at more than $ 300,000. “I invested in it and completely forgot. After time I read an article about the great success of the first investors,” said the four -time NBA champion. Jeff Bezos took Amazon. Jeff Bezos’ advice made, for the hazards of destiny, Shaquille O’Neal did a good business at the expense of Amazon. O’Neal wanted to improve the safety of his home, so he decided to try some Ring home products. What he saw so much that he not only bought the products, but also invested in the company. In 2018, Amazon bought ring for 1 billion, multiplying the initial investment of O’Neal. Invest in companies, not in benefits. The investment philosophy that has led Shaquille O’Neal to success It is not very different of which the fortune of one of the investors has been holding for six decades more respected from Wall Street: Warren Buffett. According to Buffett, the Secret to hit It is investing in business models, with stable economic characteristics and reliable managers, maintaining their positions for long periods, instead of operating based on short -term price fluctuations. Like O’Neal, Buffett has been investing in products that he personally consumes, as in Coca-Cola, the brand that manufactures Your favorite soda. In Xataka | Jeff Bezos has built a successful empire: six fears have defined his career Image | Flickr (Ukinusa, Techcrunch)

The fusion of illegal races and Kaizen philosophy

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The search for continuous improvement. Evolve to be better with small changes that go, very little by little, perfecting the product by touching the sick. These are the Kaizen philosophy bases. The name, in fact, perfectly represents what tries to explain. It cannot be more explicit since it uses the Japanese terms kai (change) and zen (good). Along the way, it is about applying a series of strategies to eliminate the most inefficient processes, correct errors as soon as possible by applying immediate solutions or promote collective participation. But there are two other pillars that define perfectly what we are going to talk about next. Kaizen philosophy tries to optimize times and resources while having an open mind to apply small changes that make the product evolve and take it to a new stadium. The latter was key when one of Toyota’s most mythical cars was born: the supra. We would not have Toyota supra without celica … and without Kaizen philosophy When he talks about Kaizen philosophy, in Toyota they have a lot to say. In fact, it is your way of explaining What is a Takumi And why they have figures in charge of simply feeling cars to discover small irregularities to correct during the production process. It is that idea of ​​combining small changes, very small, that when adding and one takes distance to see the complete result, it realizes that it has created a completely disruptive product. It is, in fact, what happened with the Toyota supra. To understand the origin of the Toyota Supra we have to look back. Specifically half a century to go to the 70s. Then, Toyota began to manufacture the Toyota Celica. It was 1970 and the new Japanese sportsman was born from the base of the Toyota Carina to which the possibility of being able to choose between a 1.4 or 1.6 liter engine and two types of gearboxes (manual or automatic) was added. The car was born as a Coupé 2+2 To enjoy relaxed, combining good performance but without sacrificing the comfort comfort. Very soon the car had a redesign that accentuated the Coupé forms, leaving a single door to each side and a huge back gate that facilitated access to the trunk and its load. The reception was so good that Toyota gave continuity to Celica just a little later. In 1977 a second generation already had on the market that already opted for the three -door body and that, again, was defined by the Carina platform. And aware of the car’s sports potential, in 1979 the word supra appears for the first time. The supra was a special finish for the Toyota Celica. It was called, in fact, Toyota Celica supra (MKI). He lengthened the body a bit and added some most expensive finishes such as the four disc brakes or independent suspensions. But, above all, he added a six online cylinders and 2.6 liters delivered 110 hp. That power jump and that engine were those that marked the future of their future. Taking advantage of the second generation of Toyota Celica, in 1982 the Toyota Celica supra would be launched in its second generation. The forms were now much more sharp and design decisions were included that would later be fully identifying, such as the sneakable headlights. The six -cylinder engine was maintained but the power rose to 145 hp. Although he added more centimeters along, the battle was shorter than that of his predecessor. Now, yes, he earned agility and, therefore, in sports sensations. The car had taken a qualitative leap in this regard. The qualitative success was received with open arms. Japanese industry in the 80s flew. American intervention after World War II helped the nation to be a country razed to One of the most leading countries of the world technologically. Potential clients earned so much money that everything accelerated and the Japanese car lived among product generations of just four years. Currently, a car has a commercial life of about seven years but at that time it was about putting a car on the market in less than a five years. Young people were looking for fast and powerful cars in which spend money. The bubble also provided cash for a fashion that took strength in the 80s, the Touge Street Racing. He Touge Street Racing or tōge They were illegal races that took advantage of the large mountain roads of the country to ascend or desce continued in the 90s. This is what we can see in Fast and Furious: Tokyo Drift but that became popular to the point of become its own culture, Anime included and with space in numerous racing video games. The perfect ingredients had entered the cocktailboard for Toyota to hurry the deadlines and in 1986 he launched the first completely independent version of the Toyota Supra. He returned for his fueros, with a six online cylinders that, this time, reached 200 hp of power. Later he would raise this power to 230 hp adding a turbo. The car was very fast but growing in size and power had begun to take forms of great tourism, a car with which to travel could be very quick but not as dynamic as you once. The solution went through giving it a little more spicy. How much? Transform it into a supercar. In 1990, Honda had launched the Honda NSXa car with which he intended to rival the best and at the same time positioning a car of very high benefits Without all those young people who had the money for punishment. Toyota’s response came in 1993 with Toyota Supra A80its most remembered generation. The Toyota Supra left its angular shapes behind and opted for the curves, with a huge rear axle and a spoiler that falls in love. Under the hood he kept a six online 3.0 -liter cylinders that in its biuturbo version reached 324 hp and that delighted the trainers. Because the car became a … Read more

Rubio promises changes in foreign policy under Trump’s “America First” philosophy

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Marco Rubio was sworn in as secretary of state, the country’s chief diplomat and the highest-ranking position in the Cabinet, second only to the vice president and president. After a unanimous vote in the Senate, Marco Rubio defended his department’s employees but warned of changes coming under the Trump administration. Speaking at the swearing-in ceremony, Vice President JD Vance described Rubio as a “necessary change of course after a generation of failed foreign policy.” “He’s a bipartisan solution-seeker, a guy who can really get things done, but he’s a conservative with great principles and vision,” Vance said. “And I think more than anyone I’ve met in Washington in recent years, Senator Rubio, I think, understands President Trump’s distinctive priorities.” Thus, after taking the oath of office, Rubio said that “one of the main objectives of American foreign policy will be the promotion of peace.” “Of course, peace through strength, peace always without abandoning our values.”but I think it is extraordinary that it is something that needs to be said and that it has not been said enough in recent times,” added the new secretary. “As for the task before us, President Trump was elected to keep promises and he will keep them. And his main promise when it comes to foreign policy is that the State Department’s priority will be the United States. It will promote the national interests of this country. And he has given us a very clear mandate” “President Trump has made it very clear that everything we do must be justified by the answer to one of three questions: Does it make us stronger, does it make us safer, and does it make us more prosperous? If you don’t do one of those three things, we won’t do it. And that is the objective and that is the task, and that is the mission,” he concluded. Later, Rubio was received in the lobby of the State Department with applause from dozens of workers from this agency. Rubio once again reiterated his firm commitment to advancing Trump’s “America First” political platform, and warned that changes would occur in the State Department as a result. “There will be changes, but the changes do not have to be destructive. They do not have to be punitive,” anticipated the new head of US diplomacy. Rubio stated that the State Department needs to “act faster than ever because the world is changing faster than ever.” “It is an honor to lead this agency. I hope to do so with distinction and integrity, working harder than anyone in this position. And that will not be easy, because there have been very hard-working people before me,” he added. Keep reading:· Marco Rubio highlights sovereignty and economic power of Mexico and recognizes challenges for the United States· Pam Bondi, nominated for attorney general, says at her hearing that she has to study the 14th Amendment· Marco Rubio makes history as the first Hispanic to be Secretary of State

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