Esther Dyson

The Army can't find qualified, physically and mentally qualified people. And neither can employers. And they're all focused on quarterly earnings rather than, I want to keep my employees healthy. And even if they don't work for me anymore, they're going to go be my customers. They're going to be part of the economy that my company works in.

The Army can't find qualified, physically and mentally qualified people. And neither can employers. And they're all focused on quarterly earnings rather than, I want to keep my employees healthy. And even if they don't work for me anymore, they're going to go be my customers. They're going to be part of the economy that my company works in.

So we're very focused on repair of people rather than maintenance. And going back to Stuart Brand, he's now writing a book on maintenance, the guy who did Whole Earth Catalog.

So we're very focused on repair of people rather than maintenance. And going back to Stuart Brand, he's now writing a book on maintenance, the guy who did Whole Earth Catalog.

So we're very focused on repair of people rather than maintenance. And going back to Stuart Brand, he's now writing a book on maintenance, the guy who did Whole Earth Catalog.

So it's a combination of transparency and intelligibility. Not only do you need to tell the truth, you need to make it intelligible to people. Telling the truth is active. It's not simply, oh, we wrote this somewhere and you can go sign it. It's presenting yourselves honestly, whether you're a person or, more importantly, a company. The more power you have... the more transparency is required.

So it's a combination of transparency and intelligibility. Not only do you need to tell the truth, you need to make it intelligible to people. Telling the truth is active. It's not simply, oh, we wrote this somewhere and you can go sign it. It's presenting yourselves honestly, whether you're a person or, more importantly, a company. The more power you have... the more transparency is required.

So it's a combination of transparency and intelligibility. Not only do you need to tell the truth, you need to make it intelligible to people. Telling the truth is active. It's not simply, oh, we wrote this somewhere and you can go sign it. It's presenting yourselves honestly, whether you're a person or, more importantly, a company. The more power you have... the more transparency is required.

If I'm walking down the street minding my own business and I don't have COVID and I'm not coughing at people, I should have privacy. But the moment I become dangerous to others or I want something from them, then I should disclose my motivations and the fact that, hey, if I cough on you, you might get sick. Or if you buy my product, you might get addicted or

If I'm walking down the street minding my own business and I don't have COVID and I'm not coughing at people, I should have privacy. But the moment I become dangerous to others or I want something from them, then I should disclose my motivations and the fact that, hey, if I cough on you, you might get sick. Or if you buy my product, you might get addicted or

If I'm walking down the street minding my own business and I don't have COVID and I'm not coughing at people, I should have privacy. But the moment I become dangerous to others or I want something from them, then I should disclose my motivations and the fact that, hey, if I cough on you, you might get sick. Or if you buy my product, you might get addicted or

And so this imbalance, I mean, now we have unexplainable AI, but much more importantly, we have unexplainable businesses and unexplainable people. And, you know, you can look from outside and in many cases make a good guess. And so that's the second part. You need people to be self-aware and to understand, again, how they're being manipulated, what people are, why are they being so nice to me?

And so this imbalance, I mean, now we have unexplainable AI, but much more importantly, we have unexplainable businesses and unexplainable people. And, you know, you can look from outside and in many cases make a good guess. And so that's the second part. You need people to be self-aware and to understand, again, how they're being manipulated, what people are, why are they being so nice to me?

And so this imbalance, I mean, now we have unexplainable AI, but much more importantly, we have unexplainable businesses and unexplainable people. And, you know, you can look from outside and in many cases make a good guess. And so that's the second part. You need people to be self-aware and to understand, again, how they're being manipulated, what people are, why are they being so nice to me?

Why are they saying this stuff that makes me say, you go, man. Am I getting short-term satisfaction or am I building a family that will love me and working for a company that I'm proud of working for with people I love? We need to think more about what is success. And I go out to Silicon Valley and hear Oh, he's worth $400 million. Well, actually, no.

Why are they saying this stuff that makes me say, you go, man. Am I getting short-term satisfaction or am I building a family that will love me and working for a company that I'm proud of working for with people I love? We need to think more about what is success. And I go out to Silicon Valley and hear Oh, he's worth $400 million. Well, actually, no.

Why are they saying this stuff that makes me say, you go, man. Am I getting short-term satisfaction or am I building a family that will love me and working for a company that I'm proud of working for with people I love? We need to think more about what is success. And I go out to Silicon Valley and hear Oh, he's worth $400 million. Well, actually, no.

He's got a 20% share in a company that was recently valued in a, how should I say, predatory transaction where the new investors get two-thirds of the company, one-third of the price because the company's in trouble. And focusing on how many million dollars somebody is worth is the wrong way to think about it.

He's got a 20% share in a company that was recently valued in a, how should I say, predatory transaction where the new investors get two-thirds of the company, one-third of the price because the company's in trouble. And focusing on how many million dollars somebody is worth is the wrong way to think about it.

He's got a 20% share in a company that was recently valued in a, how should I say, predatory transaction where the new investors get two-thirds of the company, one-third of the price because the company's in trouble. And focusing on how many million dollars somebody is worth is the wrong way to think about it.