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      "text": "For context SF downtown cell phone usage data implies a greater decline than any other major US city (source):\n\nSome parts of it aren’t surprising:\n- Tech companies were best suited to remote work and so a much higher percentage of the working population in SF is able to work from home.\n- Real estate prices in SF pre-pandemic were higher than most other cities as a result of the tech boom and local politics that resist new construction.\nBut I think the surge in crime and the dysfunction of the government in dealing with it has been a surprise to most people, and that is certainly contributing to the exodus.",
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      "text": "I think this is highly likely. You can see an early research prototype of this kind of technology here:\n\nThe technology is obviously not there yet, but there are so many forces driving in the direction of making this possible - larger and larger clusters of GPUs used to train models, more and more powerful GPUs becoming availabl...",
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      "text": "As far as I know, the only good options for this are hardware-software combinations. Apple’s Center Stage feature, available on newer iPad models, can do it. Facebook Portal and newer Amazon Echo Show models have it as well. There is a newer desktop-oriented webcam in beta called Opal Camera that has this as well.\nI suspect the reason there isn’t a standard software-only solution is that video quality degrades without optical zoom. But I think zooming up to 2x in software could still make this very useful and haven’t found a solution. Given the rise of remote work there should be a very large market for this. Maybe it will show up in a future version of Zoom.",
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      "text": "This would be good for space admins, but for a typical Quora user, they would end up receiving a lot of invitations they didn’t care about. It would also mean that the space admins who spent the most time sending out invitations would be the most successful. We want to create an ecosystem where space admins succeed primarily by running spaces that produce content that their audience wants, so this would work against that goal. As an admin, you can invite your followers to contribute to your space, or you can invite existing followers of the space to be contributors, or you can import email addresses of people you know outside of Quora to invite them.",
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      "text": "In the early days of Yahoo Answers, people wrote some high quality answers, but it didn’t have systems that could scale, and so the quality went down hill quickly, to the point where it wasn’t very useful to anyone. There was a similar story with Answers.com and many other traditional Q&A sites. We took a lot of lessons from those in how we built Quora early on: we focused on personalization and showing people the questions that they would be better at answering than anybody else, and showing people the answers they would want to read. To answer the question directly: we never really saw Yahoo Answers as a product we were competing against, so it wasn’t particularly meaningful to hear it was shutting down.",
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      "text": "This threat exists, but it is mitigated somewhat by the risk that customers and merchants take on when going outside the platform. If the customer has to pay ahead of receiving the service, they risk that the merchant won’t have an incentive to provide good service, and they don’t have the recourse of leaving a bad review or complaining to the platform. If the customer pays after the service, the merchant takes the risk that the customer won’t pay at all. Depending on how big the fees are, these risks might or might not be worth taking. The threat to the platform also tends to get higher when there is an ongoing relationship between the customer and the merchant, because then the repeated interaction can be used to build trust and mitigate the risk. This is one reason why marketplaces for things like cleaning services, tutoring, and childcare have trouble.",
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      "text": "This was an issue where related answers were being counted, which was confusing. We have fixed it so you won’t see this behavior anymore.",
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      "text": "There were two problems with this feature. First, it was being abused by some space admins putting irrelevant but highly followed topics on their spaces, and we were having trouble policing that. Second, many creators of good spaces wouldn’t fill out their topics, which meant that our recommendation systems were biased against them.\nWe still give spaces just as much distribution to non-followers as we did before this change, but we instead of using the three topics, we infer which users we think are most likely to want to follow them based on a variety of signals, like who the existing followers are and who else is similar to them, what kind of content is in the space and which users tend to be interested in that kind of content, and the quality of the space’s content.\nIf you want your spaces to grow, the most important thing is to create spaces that people want to follow and recommend to others. That usually means making your space the best place on the internet for knowledge about whatever topic or area it covers, whether that is the history of a particular civilization, a technical topic like database systems, a type of pet, or a K-pop group. If your space is not the best place for whatever it covers you may still get distribution in the short term if the content is good, but eventually as we get better at recommending spaces, and as people learn about alternatives, the spaces that are the best will grow much faster.",
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      "text": "Since last October we’ve made some changes that put more emphasis on people interacting with space content even if they don’t follow the space, and put less emphasis on following spaces unless they’re particularly interested in them. The net effect of these changes is that spaces in aggregate are getting about twice as much distribution (views, upvotes, comments, etc) as they were when these changes started rolling out. The follows that you’re getting today are much more meaningful than the ones that happened last year, so the numbers aren’t really comparable.\nWe are continually working to improve space distribution on our end, but if you want to grow followers the most important thing on your end is to make a space that people want to follow. Make sure the quality of the content stays high, and try to cover topics that the space’s contributors can cover better than anyone else. If your space is the best place on the internet for the topic it covers, it will grow, both through Quora’s internal distribution, and through people sharing it outside of Quora.",
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      "text": "First, you are right that the official reasons given for removing the feature were wrong. An internal process broke down that should have caught this and we have made some changes so that this kind of communications failure won’t happen again. Since that breakdown, I actually have been personally signing off on all of these communications about product changes to prevent this going forward.\nWe removed suggest edits primarily because it made development on our editors extremely complicated. We needed to make sure every feature in and around each of our editors would interact properly with suggest edits, and we need to maintain editor parity across iOS, Android, mobile web, and desktop web, so any complexity in this system gets magnified. Suggest edits was also a vector for harassment and spam, and users would sometimes get confused and accidentally accept a suggestion that they didn’t mean to accept.\nThe problem with having a product that is too complicated is that we can’t maintain the level of product quality that we want, and we can’t evolve our product over time - it means a high level of bugs and other issues, and it means less of our effort can go to making the product better so that more people can share their knowledge. With all that said, I know that a lot of people liked this feature and I hope we can bring it back someday when we have more resources to invest in this area.",
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      "text": "We support dark mode on all platforms - you can enable it in your settings. If you’re on a mobile app, see:\n\nAnd if you’re on desktop or mobile web, see:",
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      "text": "There are a few common ways to approach this:\nCreate boundaries. Some communities limit who can become a member, which creates meaning around the numbers. For example, if you see that a message in a private group of friends gets 20 likes, that means something very different from content that gets 20 likes on a product that is open to the whole world.\nBias the rating system. If a rating system is doing a straight average of its inputs, then it will tend to reflect the average of the community. To avoid this, products will bias the displayed rating toward the inputs of users who are more trusted. Yelp is a good example of this approach. Their business ratings don’t average in the ratings from reviews that they don’t trust.\nModerate. Some products have human moderators who watch the system and intervene in cases where it goes wrong. This can let an imperfect rating system do the brunt of the work while moderators focus their time only on the edge cases where the system isn’t capable of getting it right.\nPersonalize. If users are seeing a perfectly personalized ranking, then it doesn’t matter if the average user likes “garbage”. Personalization can happen through a follow graph that users control manually, or through algorithms that adapt to the user’s activity. Because of imperfections in both of these approaches, there will still be a bias toward the average, but it won’t be as bad as it otherwise would have been.\nHide ratings. Products will often hide ratings, as seen in Instagram recently hiding like counts. This doesn’t always fully solve the problem if the rating is used by the product in some way underneath, but if a rating is wrong or suboptimal, making it public can make the problem worse.\nProducts often mix and match all of these options, and the right combination tends to depend a lot on the specific situation.",
      "links": [
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          "text": "Instagram recently hiding like counts",
          "link": "https://techcrunch.com/2019/11/14/instagram-private-like-counts/",
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      "link": "https://www.quora.com/What-is-the-relationship-between-strategy-and-company-culture/answer/Adam-DAngelo",
      "text": "Ideally, strategy and culture will “fit” together, complementing each other, but they can also work against each other if they don’t fit. Here are some examples I’ve observed:\nAs of 2010, Google had a culture that was ideological and focused on individual users, which had been well-suited to the search market. Some examples of this were the “don’t be evil” motto and “focus on the user and all else will follow”. After getting worried about Facebook, they made a strategic decision to invest in Google Plus. However, their culture prevented them from doing the things social networks needed to do to succeed, like making pragmatic tradeoffs that were bad for one user but would benefit the rest of the users.\nAmazon’s culture, focused on operational discipline, was well suited to their approach to the cloud computing market: starting with early adopters and focusing on low prices. Microsoft’s culture, oriented more around sales and enterprise customers, was better suited to their approach with Azure: leveraging their existing relationships and lock-in to their existing platform. Google has had a big technology advantage which in theory should have translated into more success in the cloud computing market, but it was probably held back by their culture, which valued applying technological advances directly to features for end users, and put less emphasis on meeting the needs of non-employee developers.\nApple’s culture tends to be more top down, prioritizing executives making judgments based on intuition, often without a lot of data, which is compatible with a strategy to focus energy on building a small number of new products that are often a step function better than what is available in the market. In my view, a key reason this works is the fact that Apple products are typically used by a single person at a time for a relatively straightforward purpose. This makes them easy to test and evaluate in a vacuum, without scientific experimentation. At the other end of the spectrum you have companies like Facebook or Netflix, managing complex ecosystems or with highly personalized products, where intuition doesn’t generally work as well by itself and there is a need for a lot more trial and error to build a good product. There is also the capacity for a lot more trial and error in these pure internet services that can be changed at any moment for little cost, unlike the hardware Apple is producing. Consumer internet companies tend to rely much more on controlled experiments and decentralized decision-making, and this is reflected both in their strategies and in their cultures.\nThe pressure for a company to generally have a single culture makes it very difficult for say Apple to do well in building services or for Google to do well in cloud computing, even if those seem like the right moves from a strategy perspective.",
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      "text": "There are three different companies that operate subway-like systems: Tokyo Metro, Toei Subway, and JR, each with their own lines that sometimes connect and share stations and sometimes don’t. It’s easy to get confused if you aren’t aware of this.",
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      "link": "https://www.quora.com/How-many-articles-does-nytimes-com-publish-every-day/answer/Adam-DAngelo",
      "text": "In 2016, a NYT spokesperson said it was about 150 articles/weekday and 250 articles/Sunday, plus 65 blog posts/day. I’m not sure exactly why the other answers to this question have much higher estimates; the difference might be partially explained if they are counting syndicated Associated Press stories, or other wire stories (my figures explicitly exclude those). However, the article I cited said there are only “several hundred” of those per day, which wouldn’t explain most of the difference.",
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          "text": "said",
          "link": "https://www.theatlantic.com/technology/archive/2016/05/how-many-stories-do-newspapers-publish-per-day/483845/",
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      "link": "https://www.quora.com/As-a-startup-founder-what-are-the-pros-and-cons-of-building-something-you-would-want-to-use-yourself/answer/Adam-DAngelo",
      "text": "First, building a product you would want to use yourself is motivating. As an example, when I was younger I programmed some games for fun, partly motivated by enjoying the process of creating them, but also motivated by the reward at the end of being able to enjoy playing them. It’s rare to hear about people who create software for fun that they themselves won’t use.\nThis motivation makes the work more enjoyable, which makes it easier to work hard and persist for long periods of time, which is a very important factor in success and personal development. Also, other people will be more motivated to build the product for the same reason, which makes it easier to build a team, and it means they will be more motivated themselves. You will probably have friends who want to use your product, and it can be motivating to build something that they like.\nSecond, if you use a product yourself, your intuition will point more closely toward the right strategy for the business. Market research and experiments are useful in either situation, but sometimes there is a need to commit resources and go against the iterative ROI-maximizing path that they will point toward, maybe to break into a new market, or to get multiple interlocking changes to all fit together. In a scenario like this, having strong intuition and confidence in it is very important in designing a strategy.\nIf you are not a typical customer of your product, you can build up this intuition over time as you run a company, but you won’t start out with it, because you haven’t been exposed to customers’ preferences in a deep way. This can make it a lot harder to get initial traction or funding.",
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      "link": "https://www.quora.com/How-does-Maison-Alyzée-compare-to-Alexanders-Patisserie/answer/Adam-DAngelo",
      "text": "I haven’t tried it yet, but Maison Alyzee has eggs they will cook to order, whereas Alexander’s is just pastries and some pre-made sandwiches.",
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        "title": "How does Maison Alyzée compare to Alexander's Patisserie?",
        "link": "https://www.quora.com/How-does-Maison-Alyzée-compare-to-Alexanders-Patisserie",
        "answers": 2
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      "link": "https://www.quora.com/What-are-economics-classes-like-at-Caltech/answer/Adam-DAngelo",
      "text": "I took maybe five economics classes at Caltech as an undergrad between 2002 and 2006. In my experience there were two types:\n1. Economics classes that were effectively math classes. During class, a professor would list some axioms and prove theorems on the board. Problem sets and tests would consist of more proofs. Occasionally there might be a story to explain where the axioms were coming from and otherwise motivate the theory, but most students, focused on passing the class, would quickly forget those, since what mattered to passing was the math. The axioms seemed to be chosen specifically to make the math elegant or reasonable, and whether they fit reality wasn’t even discussed.\n\nEveryone at Caltech has to take calculus, linear algebra, and some other advanced math courses, so every economics class could assume that background and build on top of it. This was good because it allowed other classes to be taught at a higher level of rigor, but it was also bad in my opinion, because it led to a bias toward math and proofs, and away from fundamental concepts and away from applications.\n2. Economics classes that had what I thought was a good balance of math and social science. The math and models served to make these courses more rigorous, but the professor wouldn’t lose sight of the fact that the models were just models and might not always apply.\n\nA course I remember from this category was Organizational Design by Colin Camerer. There was a lot of game theory and math to illustrate points and model scenarios out, but much of the course was spent discussing how and when the theory fit reality. I still use a lot of the concepts I first learned in that course in my day-to-day experience running Quora.",
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      "link": "https://www.quora.com/Where-can-I-find-Tokyos-best-pizza/answer/Adam-DAngelo",
      "text": "If you like Neapolitan-style pizza, this Eater article thoroughly covers the variants of it in Tokyo:\nTokyo Neapolitan: The New Wave of Japanese Pizza\nI particularly liked Seirinkan.",
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          "text": "Tokyo Neapolitan: The New Wave of Japanese Pizza",
          "link": "https://www.eater.com/2017/2/21/14670944/best-pizza-tokyo-guide",
          "type": "url"
        },
        {
          "text": "Seirinkan",
          "link": "https://www.yelp.com/biz/%E8%81%96%E6%9E%97%E9%A4%A8-%E7%9B%AE%E9%BB%92%E5%8C%BA",
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        "link": "https://www.quora.com/Where-can-I-find-Tokyos-best-pizza",
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      "link": "https://www.quora.com/What-do-people-find-so-attractive-about-competitive-programming/answer/Adam-DAngelo",
      "text": "I always liked programming, but I especially enjoyed competitive programming when I was in high school and college. I think its fundamental difference from normal programming comes from how contest problems are broken down into small, independent challenges. This leads to:\n- Lower time commitment. With normal programming, a big project might take weeks or months of work, but a programming contest problem will take hours or even less, so you can pick them up and do them whenever you want.\n- The ability to focus time on problems at the right level of difficulty. Normal programming projects consist of some work that is easy and some that is hard. Only a fraction of time on the project will generally go to the kind of work that pushes your limits at just the right level.\n- Faster feedback. You can learn much faster when you have a faster feedback loop. In large programming projects people often don’t learn lessons for years when they see how a system is difficult to maintain or has trouble scaling. With contest problems you learn immediately what you did wrong and you can reflect on how to avoid that category of problems for next time.\nAll of these properties make competitive programming problems as engaging as playing a game, but they can be much deeper than a game because of the complexity and closer connection to real-world applications. The “competition” aspect is almost incidental. It is a source of motivation for some people, but you can get most of the benefits from just doing the problems outside of a contest.",
      "links": [],
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