TheActualDevil

There's one other option:

They could make games outside newer versions of the same game. Game studios used to (and many still do) make a game, put it out, then get started making a whole different game. Even with the modern ability to update games,

1. Put game out

2. Update game to deal with unforeseen bugs found once the masses have access

3. Maybe put out 1 DLC if you want

4. Make a new game now. A different game.

Then why are we taking their opinion over our own?

Typically, when people cite something like that, they defer to an expert in that field. In this case, maybe an anthropologist? There's nothing in the training to be a physicist that prepares them to understand the early stages of civilizations forming, let alone is longevity.

I've had this Excel workbook open for an hour now and my boss is asking why I'm just staring at it. But thank you?

There are brands that make biodegradeable bags.

Tiny bit of lemon fixes that pretty well.

I mean, the thumbs help hold stuff, sure, but it's our large pre-frontal cortex that really comes in clutch. That and our penchant for violence. There's evidence to show that the Neanderthals were possibly more advanced than us before they "died out," but also less violent and selfish. It's those traits that led us to kill them or cut off their access to resources while we took them all.

We are still animals. Any biologist will tell you that, but that's not a negative thing, it's just a facts. It's like saying we're mammals. It really comes down to how you define "better." and "successful." Obviously, we are making those determinations from our point of view, so we tend to define them with the things only we do. But if we're defining successful by technological advancement or the ability to do advanced math, or even versatility in abilities, we're at least top 3. But those orangutans are pretty nifty with their use of twigs sometimes, so don't count them out.

remained mindful of the naivety of all people, including themselves,... to prevent allowing hubris to allow poor decisions.

Not to spoil a 60 year old book, but didn't they have a plan to genetically engineer a literal savior to mankind with hundreds of years of selective breeding? A little like the pot telling the kettle it's too sure of itself.

Freedom is good. Radicals are cool. so....

What do you think the reasons are?

The stated purpose of the Cuban Democracy Act of 1992 is to maintain sanctions on Cuba as long as the Cuban government refuses to move toward "democratization and greater respect for human rights." ^cite^

If that was actually true, half the countries the US trades with should be embargoed. Saudi Arabia, a monarchy?

U.S. goods and services trade with Saudi Arabia totaled an estimated $46.6 billion in 2022. Exports were $21.6 billion; imports were $24.9 billion. The U.S. goods and services trade deficit with Saudi Arabia was $3.3 billion in 2022. ^cite^

Let's not lie to ourselves, it's always been about the Communism Boogie man. But if you want to cultivate capitalism in a country, cutting off the ability for free trade outside that country isn't the way to do it. America's influence stops other countries from trading there as well so they have no option but to rely on a government focused economic system as they're the only ones with the ability to really participate in any market elsewhere. I agree that tankies can go fuck themselves, but you're letting 60 year old propaganda get to you. The rest of the world has no problem with Cuba and it's getting weirder and weirder that the US continues these unreasonable sanctions like a middle school bully holding a grudge well into middle-age. I can only assume you're so sure because it's just always been that way and you assume it's for a good reason.

So, I find myself doing something similar at smaller meetings at work as well, when it's just my immediate team. But I wonder if there's some context that may make your situation different. On our team, I've gained a reputation for being a data goblin and supplying that data to many departments that help them focus and make decisions on changes or solving problems. With that, I've been able to cultivate a reputation for being very knowledgeable about the business being able to see past the fluff and cutting straight to the real issue that needs to be solved, like you talk about for yourself, so when I speak about these things, I'm taken seriously. And probably more importantly, I also always offer a potential solution, even if it's not implemented (No one likes the guy who just brings problems but never solutions). Most importantly though, I only do this in meetings with my immediate small team. When other departments come in, they have their own ways of communication and I don't make assumptions that my way is acceptable for them.

In summary, some things to take into account:

• Is this a meeting where your input is warranted? Would the group maybe see the problem as out of your lane? Are there people more qualified to talk about the problem already talking?
• Do they have a reason to think you "putting it in a perspective" is not your place to do? Are there higher-ups here who's job you're usurping?
• Are you bringing anything to the problem other than reframing it? Are you bringing solutions? -Tone is important. Does it sound like you think you're in charge of the meeting and it's your job to keep them on track when it's not? (Verbal inflection can go a long way to convince people you're working with them to solve it, not telling them how to solve it).
• Finally, and this one may be tough, are you sure you're doing a good job of putting it in perspective? I've worked with people who don't contribute to solving anything and seems to only pipe up in meetings to restate the problem as if that's a contribution and then shut the hell up while everyone else works as a team to come up with solutions. Everyone sees their interjection as a waste that gets us off-track. Even if they think they're helping, we usually already have that context in our heads and it was unnecessary.

None of this may apply to you, and maybe you're actually surrounded by people that genuinely need you to help get the conversation focused. But I've seen people (and myself) make these missteps. And I agree with the poster who mentioned ADHD. I have it and have been over-talking people my whole life until it was pointed out to me and I got better about checking myself, while still contributing. You have to learn to read a room and know instinctively when and how your contributions are welcome.

But you need to make it clear in how you phrase things that you "highly value other people’s input." I have phrases I use over and over that seem to help.

"I really like what Jane was saying there about the Bobbles. It got me thinking about how the doo-dad's flipperdoodle can cause this issue. I wonder if there's a way we can head this off? Maybe cut out the whats-it protocol? Tom, you've been looking at the flipperdoodle process lately, do you think that's a possibility or if there's something else we could do to streamline it?"

But again, this really only works if you're in a group where that's how equals talk to each other like that. If there's a superior in the meeting who knows about the Bobble department, that's probably their responsibility. You've got to make it sound like you're working with the team to solve it, not sitting above them and keeping them on-track like you know better. Try listening to how other's phrase things and try to imitate it, tone as well, not just saying the words. I did not come up working in offices so I've had to adapt to the environment, and that's what I did.

But also, who cares that it's less hard? I'm not using it for a drill bit, it's a cosmetic piece. Literally it's only function is visual. And moissanite is superior. All the visual markers that are used for beauty in a diamond it surpasses. And some quick googling I did to confirm that also showed me that diamond is only barely harder ("With a hardness of 9.25, moissanite is the second-hardest material used a gemstone." a diamond is a 10.) and it turns out, less likely to break in some cases. "Moissanite doesn't have a cleavage plane, while diamond does. (This is an internal plane along which a diamond crystal can easily split)" So if you hit a diamond in the wrong spot, it can still crack. Moissanite does not have a weak spot.

source

"I consider this harassment inappropriate for a workplace. I'd rather not get HR involved."

Key words from the employee manual or even better, HR training. No emotion, just stating facts. Don't trust HR, but management knows that more than anyone. They use it as a bludgeon against employees all the time, they know it could be turned against them just as easily.