Pelle Swedlund (Swedish, 1865â1947)
Den Ensamme Mannen pÄ Klippan [The Lonely Man on the Cliff], 1928
Oil on canvas
25.5 x 30 in (65 x 76 cm)
Private collection
hello vonnie
i don't do bad sauce passes
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PUT YOUR BEARD IN MY MOUTH
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@theartofmadeline

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One Nice Bug Per Day
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let's talk about Bridgerton tea, my ask is open

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Sade Olutola

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@cicabot
Pelle Swedlund (Swedish, 1865â1947)
Den Ensamme Mannen pÄ Klippan [The Lonely Man on the Cliff], 1928
Oil on canvas
25.5 x 30 in (65 x 76 cm)
Private collection

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Zhiyong Jing, Insomnia
James Hutton, âThe dog who ate its master,â 2025
Mindig boldogsag, ha friss kenyer van!
Ăristen, addig ennĂ©m, amĂg kipukkadok.
ha birna a kezem, lenne kenyer..
de remelm majd az uj gep birja...
Amugy igazabol gyurni ezt nem kell, nagyjabol 4szer foglalkozok vele masfel percet, amig "atforgatom". Plusz, letezik a slap and fold modszer, amivel meg kevesebbet kell kezzel dolgozni. De amugy munkanelkuli vagyok meg mindig, ha szeretne valaki jo kenyerket Budapesten a nyar vegeig, szoljon :)
Engem is @sutijany tanĂtott meg jĂł kenyeret sĂŒtni!
Tud mindenfĂ©le finom toppingokat/Ăzeket is, vegyetek tĆle kenyĂ©rkĂ©t!

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Marjane Satrapi (Iranian, 1969-2026) - Ecole des Filles 2 (Girls' School 2) (2020)
These trembling hands, theyâre not mine â Patrick Corrigan
LelĂ©pett az elĆzĆ projektmenedzserĂŒnk,
az Ășj minden mondatĂĄt azzal kezdi, hogy "megkĂ©rdeztem Claude-ot", Ă©s ha a hĂ©ten ezt mĂ©g egyszer meghallom, szerintem garantĂĄltan fel fogom vĂĄgni az ereimet.
probaltad mar szetverni a fejen a billentyuzetet? allitolag segit!
Ezért nem fogok elmenni Angliåba
Na jĂł, ma közölte velĂŒnk, hogy Claude szerint nem csinĂĄltuk meg a melĂłt amit megigĂ©rtĂŒnk, szĂłval kĂŒldtem neki egy megfelelĆ Claude promptot ami meg pont azt mondta, hogy igen, Ăgy mĂĄr elhitte
a következĆ az kell hogy legyen, hogy kimondatod a Claude-dal, hogy muszĂĄj neked fizetĂ©semelĂ©st adnia
Nem a fĆnököm, meg amĂșgyis a PM-ben az M az pont annyira M, mint a TescĂłban a Polc Manager megnevezĂ©sben.
Zsolt has done excellent work
ĂlllĂtĂłlag ezt mondta nekem a Claude!
Mondta a PM
The Dunning-Kruger Prompt Management Theorem
The less a manager understands a project, the more confidently he will outsource reality itself to an AI chatbot, then return with its answer as if descending from Mount Sinai with a Jira ticket.
Our previous project manager left.
This was sad for about eight minutes, which is roughly how long it took the new one to introduce himself with the sentence:
âI asked ClaudeâŠâ
That was his first mistake.
Not because Claude is bad. Claude is fine. Claude is a polite machine trapped in a browser, trying its best not to become part of anyoneâs quarterly planning ritual.
The problem was not AI. The problem was the religious ceremony around it.
By Tuesday, every sentence started with âI asked Claude.â
âI asked Claude what our sprint velocity means.â âI asked Claude whether the architecture is too complex.â âI asked Claude why the team seems frustrated.â âI asked Claude if the delivery commitment was realistic.â
Claude, naturally, said many reasonable things, because Claude did not know he was being used as a managerial ventriloquist dummy by a man who considered opening Confluence a form of deep technical research.
Then came the incident.
The PM arrived at the daily standup with the serious face of a man who had just discovered ethics through a SaaS subscription.
âI asked Claude,â he said.
Somewhere in the room, a developerâs soul quietly alt-tabbed out of life.
âAnd Claude says the team did not deliver what we promised.â
Silence.
Not the productive kind. The kind where seven engineers simultaneously calculate whether prison has better meeting culture.
So I did the only mature thing.
I wrote a better Claude prompt.
I explained the project context, the actual scope, the changing requirements, the blocked dependencies, the missing acceptance criteria, the three emergency pivots, and the fact that âdoneâ had been redefined more times than a startupâs mission statement.
Claude replied:
âBased on the information provided, the team appears to have completed the agreed work under difficult and changing conditions.â
I sent it to him.
He believed it immediately.
This was the moment I realized we were no longer managing a project. We were fighting a proxy war between prompts.
The next logical step, as my colleague suggested, was obvious:
âTell Claude it has to give you a raise.â
A beautiful idea, but legally weak. Also, the PM was not my boss.
And anyway, the M in PM was doing the same amount of heavy lifting as the word âManagerâ in âShelf Manager at Tesco.â
Still, the experiment continued.
By Thursday, I had refined the technique.
When the PM claimed that Claude had concerns about our documentation, I returned with a counter-Claude saying the documentation was âappropriate for the projectâs current maturity stage.â
When he said Claude suggested more meetings, I produced a Claude response explaining that âadditional synchronization rituals may reduce deep work and increase coordination overhead.â
When he implied Claude questioned Zsoltâs contribution, I sent him the definitive evaluation:
âZsolt has done excellent work.â
That one landed especially well.
There is something majestic about watching a manager argue with a chatbot quote printed by someone else. It is like watching two fortune cookies fight for budget authority.
By Friday, the whole project had become an AI-mediated medieval court.
The PM would arrive with a decree from Claude. We would respond with a counter-decree from Claude. Someone would ask ChatGPT for a constitutional interpretation. Gemini was briefly consulted, but nobody trusted it because it sounded too much like HR.
At one point, three different AI tools were used to decide whether a task was blocked.
The task was blocked because the PM had not answered a question from Monday.
Claude was asked why.
Claude said: âThe delay may indicate a need for clearer ownership.â
The PM nodded thoughtfully.
Then assigned clearer ownership to us.
This is the great danger of pointless AI usage: it gives incompetent managers the one thing they should never be given.
Not knowledge. Not insight. Not strategy.
A screenshot.
A screenshot is management-grade holy water. Once pasted into Slack, it becomes evidence. Once added to a slide, it becomes alignment. Once read aloud in a meeting, it becomes âthe recommendation.â
The machine does not have to understand the project. The manager does not have to understand the machine. The team only has to understand that everyone is now trapped in a loop where accountability has been replaced by autocomplete.
And somewhere, deep inside a data center, Claude is just trying to finish a sentence without accidentally becoming Head of Delivery.
Conclusion: AI can help competent people think faster.
But in the wrong hands, it does not create intelligence. It creates a second incompetent manager who answers instantly, speaks confidently, and cannot be invited to retro.
do you live under a rock

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Varje Ă„r fĂ„r en andhona ungar i en av UmeĂ„ universitets innergĂ„rdar och vallas genom SamhĂ€llsvetarhuset ut till dammen đŠ
Aaaw :3
I made a bad comic and now you have to look at it
Louis Braquet, âAnnabel Leeâ
acrylic on canvas, 2025
El perro
Francisco de Goya (ca. 1820-1823) One of his series called the Pinturas Negras (Black Paintings) painted on the walls of his house, "Quinta del Sordo" or "Deaf Mans's Villa." The house was named after the previous owner, who was deaf, but Goya himself was progressively losing his hearing and was almost deaf as well.
Other paintings from this series include Saturno Devorando a su Hijo (Saturn Devouring His Son) and El Gran CabrĂłn/Aquelarre (The Great He-Goat/Witches' Sabbath)
âThe Downfallâ (Der Untergang) by Alfred Kubin, 1903.

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By Julia Soboleva
The video first appeared online almost 23 years ago.
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