Vladimir Jerez

Multidisziplinärer Künstler
ANTARKTISKE DIG / REISELOGG
Santiago,CL

[Vladimir Jerez @vjrz]

@USAenEspanol Todo es vanidad...

[Vladimir Jerez @vjrz]

@Quillette Ist a operatic drama and for many is boring and this is normal.

[Vladimir Jerez @vjrz]

@EmeraldRobinson Sophie Cunningham I follow you

[Vladimir Jerez @vjrz]

@consequence @tmorello "Derechos, renuncias,libre expresión,etc... El arte debe ser apolitico en el buen sentido. Abrir significados a la polis no cerrarlos en un discurso polarizante.

[Vladimir Jerez @vjrz]

@FernandoChomali Ahora,se preocupan de los locos...

[Singularity Hub @singularityhub]

A conjecture Paul Erdős posed in 1946 just fell. An AI solved it — using a mathematical connection nobody had made before. A Fields Medalist called the result publishable in one of the world's top journals without hesitation. Here's the story. 🧵

[Vladimir Jerez @vjrz]

@widebluesound Yeah would be fine I used several brands in vumeter and ever ist another welcome. Will be double for see L and R channel?

[Vladimir Jerez @vjrz]

@earthcurated

[Pritzker Prize @PritzkerPrize]

"If I want to build, I have to know something about history that at that moment." Smiljan Radić Clarke, 2026 Laureate

Courtesy of The Pritzker Architecture Prize

[Juez Central @Juezcentral]

La semana pasada se hizo viral un video un niño, hincha de Wolverhampton, llorando después de que su padre se comiera todos los nuggets en pleno partido.

Hoy, el club compensó al pequeño y el padre quedó advertido.

Crracks.

[Vladimir Jerez @vjrz]

@TomasVodanovic No haces el trabajo para el que estás mandatado. Eso es claro. Next

[Vladimir Jerez @vjrz]

@CNNChile el Relato mata el dato.

[Vladimir Jerez @vjrz]

@LugarCinema te demoraste 44 años en darte cuenta; peor que chavista¡

[Tolkien World @TolkienWorldG]

Viggo Mortensen reveals his favourite scene of the trilogy: the departure of Boromir.

“That scene, I have to say, no offence to anybody else or any other part of the trilogy, but that’s maybe my favourite scene. It’s such a beautiful scene. And there are no effects, there are no imaginary monsters. It’s just two people who have a connection in terms of their ethnicity — you know, Gondor and all that — but they’ve been at odds. They’ve been kinda butting heads until then. And then there’s just such a strong connection.”

Via: https://t.co/iVL5RsjpVh…

[Vladimir Jerez @vjrz]

@WorldAndScience Turning waste tires into “graphene” for concrete is not automatically green.High-temperature pyrolysis can emit as much CO₂ as the waste it claims to solve. It only makes climate sense if energy is recovered, processing is minimal, and it actually reduces cement use.

[Vladimir Jerez @vjrz]

@TheCinesthetic Is a very bad film a meme of stupid commom places, the worst of dicaprio ever. A nonsense.

[Vladimir Jerez @vjrz]

@PaulUnderhay @TheCinesthetic yes is a bad film a meme of stupid common places

[Carlos E. Perez @IntuitMachine]

The World Is Not Linear: A Field Guide to the Laws That Quietly Run Everything

Most smart people don’t fail because they’re dumb.

They fail because they apply clean logic to a messy world — and the world punishes that mistake with a smile.

The messy truth is that modern life is shaped less by individual intent and more by systems: incentives, competition, scaling effects, path dependence, and statistical weirdness. These systems produce outcomes that feel unfair or mysterious until you learn the underlying “laws” — a set of lenses that let you predict how things actually behave.

This is not about becoming cynical. It’s about becoming accurate.

Once you internalize these lenses, you start noticing that most disagreements aren’t about values. They’re about which hidden force you think dominates:

Do incentives matter more than morals?
Do networks scale value more than craftsmanship?
Do rare events matter more than averages?
Do systems evolve, or can they be designed?

This article is a guided map through those forces — told as one story.

1) The seduction of “doing the obvious thing”

Imagine you’re in charge of improving something important: a company, a city, a hospital, a school, a product, maybe even your own life.

You do what responsible people do: you define a goal.

You pick a metric.

And you tell everyone: we’re going to win on this number.

This is where the first trap snaps shut.

Goodhart’s Law: the metric stops being real

When a measure becomes a target, it stops being a good measure.

Before it became a target, the metric was an instrument: a thermometer.

After it becomes a target, it becomes a game.

Hospitals improve “wait times” by changing intake rules. Companies improve “engagement” by nudging addiction. Schools improve test scores by teaching to the test. Police departments improve crime stats by changing what counts as a crime.

Not because anyone is evil. Because the system rewards it.

The principal–agent problem: the doers don’t pay

This is the deeper engine under Goodhart.

The person deciding is not the person suffering the consequences.

Executives chase quarterly optics; employees deal with the chaos.

Politicians chase election cycles; citizens live with the long-term effects.

Managers chase easy metrics; customers absorb the frustration.

Once you see principal–agent problems, you start seeing why seemingly intelligent organizations keep doing self-destructive things: the incentives are miswired.

The Cobra Effect: perverse incentives grow cobras

Sometimes this miswiring gets darkly funny.

Reward outcomes and people will manufacture the appearance of outcomes.

In the original parable, a colonial government offered a bounty for dead cobras — and people began breeding cobras.

This isn’t historical trivia; it’s a universal pattern:

Reward bug counts → people file junk bugs.
Reward convictions → plea bargains + overcharging.
Reward content volume → SEO sludge.
Reward “delivery” → rushed work + tech debt.

The world is full of cobra farms.

2) Why fixing things often makes them worse

Okay, so: choose better metrics, align incentives, done.

Not quite.

Because even well-intentioned fixes trigger the next law: second-order effects.

Chesterton’s Fence: don’t remove constraints you don’t understand

You walk into an old system and see “stupid rules.”
You want to clean house.
You want to simplify.

But: why is that rule there?

Don’t remove a fence until you know why it was built.

A lot of institutional weirdness is scar tissue from past disasters.
The rule might be dumb — but if you don’t understand it, you don’t know what disaster you’re re-inviting.
This is why naive reformers are dangerous: they confuse “not understanding a thing” with “the thing being pointless.”

Gall’s Law: complex systems must grow from simple working ones

Even if the fence is removable, you still hit the next problem:

A complex system that works is always evolved from a simple system that worked.

This demolishes a common fantasy: that you can design complexity from scratch.

Most large redesigns fail for one reason:
They try to create a finished organism instead of growing a living embryo.

If the system matters, you don’t “implement” the final form.
You build something simpler that works.
Then you iterate.

Gall’s law is harsh, but kind: it explains why so many ambitious “transformations” flame out.

3) Efficiency doesn’t save you (and sometimes consumes you)

Now suppose you do manage to improve a system.
You make it cheaper, faster, more efficient.

Surely this reduces resource usage?
Often, no.

Jevons Paradox: efficiency increases total consumption
When you make something more efficient, you often make people use more of it.
Make lighting cheaper → people illuminate more spaces.
Make driving more fuel-efficient → people drive farther.
Make computing cheaper → people compute vastly more.

Efficiency doesn’t always shrink the pie. It can expand it.

This is one of the most important and least emotionally intuitive truths about progress: efficiency changes behavior.

4) Some things don’t get more efficient — and get expensive forever

Now meet the mirror image of Jevons: not everything can get dramatically more productive.
Some work is bottlenecked by time, humans, and attention.

Baumol’s Cost Disease: sectors that don’t scale inflate

A string quartet takes as long to play Beethoven as it did 200 years ago.
A therapist can’t 10× their clients without breaking the thing.
A teacher can’t “scale” classroom attention the way software scales distribution.

Meanwhile, other industries do scale — manufacturing, computing, logistics.

So as society grows richer, productivity sectors get cheaper and cheaper…
and human-time sectors get relatively more expensive.

That’s why:

healthcare
education
legal services
childcare
eldercare

…feel like they eat the world.

Baumol isn’t “a problem to solve” so much as a physics constraint: certain value comes from human presence. And presence doesn’t compress easily.

5) The invisible accelerant: networks

At this point you might feel like everything is doom and friction. It’s not.

Some forces make systems wildly better as they grow.
The biggest one is networks.
Metcalfe’s Law: value scales with connections

A phone is useless alone.
A fax machine is useless alone.
A social app is useless without other humans.

As users increase, connections increase faster than users do.
That creates accelerating value.
Reed’s Law: groups scale even faster than connections

But it’s not just one-to-one links.

Once people can form groups — communities, coalitions, companies, subcultures — the number of potential groupings explodes.

That’s Reed’s law: group-forming networks can scale with frightening speed.

This is why networked platforms can go from “niche” to “dominant” almost overnight: the product isn’t just features — it’s the social graph.

6) Progress has a heartbeat: learning curves
Not all progress comes from networks. Some comes from repetition.

Wright’s Law: cost falls with cumulative production

This is the law behind why solar, batteries, and manufacturing tech get cheaper and cheaper:

Every doubling of cumulative production yields a predictable cost reduction.

The implications are enormous:

the future is shaped by what we manufacture at scale
volume is not just output; it’s learning
building the thing teaches you to build the thing better

Strategy through Wright’s law becomes: maximize learning rate.
Not “be brilliant,” but “iterate relentlessly.”

7) Cooperation is rare — and competition forces ugliness

Now we move from economics into game theory and moral physics.

Even with good metrics, good redesign, good scaling…

Sometimes the system makes people do bad things.
Prisoner’s Dilemma: defecting is rational

If you and I cooperate, we both win.
But if I suspect you might defect, I should defect first.
So we both defect.
We both lose.

This structure appears everywhere:

labor vs management
nations vs nations
companies vs companies
roommates
siblings
Twitter discourse

It’s tragedy-by-incentives.

Moloch: the god of coordination failure

“Moloch” is the poetic version of the same idea:

systems where competition forces everyone into worse behavior, even if nobody wants it.

No one wants the attention economy.
But creators compete for attention.
Platforms compete for engagement.
So everyone converges on outrage and addiction.
Moloch doesn’t need villains.
It only needs incentives.

8) The biggest mistake smart people make: believing in averages

Now we arrive at the statistical heart of why forecasts fail.
Most planning assumes the world behaves like a bell curve: most outcomes are near the average, extremes are rare.

In many domains, that’s false.

Fat tails: extremes happen way more than you think

In fat-tailed worlds, the “average” is a comforting lie.

Outliers dominate:

venture returns
blockbuster movies
bestselling authors
company outcomes
war and peace
pandemics
market crashes

In a fat-tailed world:
one event can erase ten years of progress
or create it overnight
Black swans: surprise + impact + fake hindsight
A black swan isn’t just an outlier.
It’s an outlier we didn’t know how to model.

The signature of black swans is:

huge impact
surprise beforehand
“it was obvious” afterward

We are story machines. We can rationalize anything after it happens.

Survivorship bias: you’re studying the winners

This is why business advice is mostly nonsense.
We read biographies of billionaires and imitate their habits — forgetting the cemetery of equally hardworking, equally smart people who lost.
Survivorship bias turns randomness into “wisdom.”

A good thinker always asks:
what am I not seeing because it died?

9) The final set of tools: tradeoffs, simplicity, and time

After you’ve internalized incentives, scaling, networks, and tail risk, you earn the right to something important:

Less ideology.
More judgment.

That’s what these last lenses provide.

Pareto efficiency: every improvement has a cost

At some point, you stop making “free” gains and enter a world of tradeoffs.

If you want more of A, you give up B.

This is what breaks utopian thinking:

more safety can mean less liberty
more speed can mean less quality
more fairness can mean less efficiency
more growth can mean more inequality

Smart people aren’t the ones who avoid tradeoffs.
They’re the ones who name the tradeoff out loud.

Occam’s Razor: don’t add gears without proof
Now that you’re thinking in systems, you could easily overcomplicate.

Occam is your brake pedal:
prefer the simplest explanation that predicts.

It’s not “simplicity is truth.”
It’s: don’t hallucinate complexity.
Lindy: time is the best filter we have

In fragile worlds, “new” is often a synonym for “untested.”

The Lindy effect says:
the longer something has survived, the longer it’s likely to survive.
Ideas, books, institutions, even practices:
time is a stress test.

Lindy isn’t anti-innovation. It’s pro-robustness.

Comparative advantage: specialization beats self-reliance

Finally, comparative advantage gives you the social version of Occam.

Even if you’re worse at everything than someone else…
trade can still make both better off,
because efficiency comes from relative differences.

That lens dissolves a lot of macho self-sufficiency myths.

So what does this worldview do?

It does three things.

First: it replaces naive optimism with durable optimism

Not “everything will work out.”

But: we can build systems that don’t collapse under their own incentives.
Second: it changes what you fear

Not competitors.
Not critics.
Not even failure.

You start fearing:

bad metrics
misaligned incentives
brittle complexity
tail risks
coordination failure

Which are the real predators.

Third: it gives you a usable strategy

A decision-making style that looks like this:

Start simple (Gall)
Measure carefully (Goodhart)
Align incentives (principal–agent)
Expect adaptation (cobra effect)
Respect old constraints (Chesterton)
Model scaling honestly (Metcalfe/Reed/Wright)
Don’t assume efficiency saves you (Jevons/Baumol)
Prepare for tails (fat tails / black swans)
Don’t trust winner stories (survivorship bias)
Name tradeoffs and keep models simple (Pareto + Occam + Lindy)

That list is more than theory.
It’s a survival kit for reality.

Closing: the meta-law

If I had to compress this entire worldview into one sentence, it would be:

Outcomes come from incentives and scaling under uncertainty—not from intentions and plans.

Most people live inside stories.

This toolkit makes you live inside systems.

And once you do, you become harder to fool — including by yourself.

[Vladimir Jerez @vjrz]

@exantecl Excelente

[Vladimir Jerez @vjrz]

@elfrente_amplio Este posteo es un meme. Que lacra intelectual refleja.