Marriage equality will, in time, fundamentally destroy “traditional marriage,” and I, for one, will dance on its grave.
It’s not a terribly difficult conclusion to draw.
As same-sex couples marry, they will be forced to re-imagine many tenets of your “traditional marriage.” In doing so, they will face a series of complicated questions:
Should one of us change our last name? And if so, who?
Should we have kids? Do we want to have kids? How do we want to have kids? Whose last name do our kids take?
How about housework, work-work, childcare? How do we assign these roles equitably? How do we cultivate a partnership that honors each of our professional and personal ambitions?
As questions continually arise, heterosexual couples will take notice — and be forced to address how much “traditional marriage” is built on gender roles and perpetuates a nauseating inequality that has no place in 2014. — Marriage Equality Is Destroying “Traditional Marriage,” And Why That’s A Good Thing (An Open Letter) | Carina Kolodny for the Huffington Post Gay Voices (via samtarly)
(Source: gaywrites, via thefeltleaning)
Let’s get out of this place
DisneyInteractive is eliminating 700 jobs, about 26% of its total workforce, as the Mouse House’s games and Internet division struggles to achieve profitability.
The cuts were expected, and were anticipated to mostly affect Disney’s Playdom group, which produces games for social-media platforms. A Disney rep said the layoffs will occur across the board in the business unit.
With the restructuring, Disney Interactivewill develop “significantly fewer” mobile and social games in-house, and other games will be licensed from development partners, according to a rep.
“Disney Interactive has consolidated several lines of business as part of an effort to focus the division on a streamlined suite of high-quality digital products,” the company said in a statement. “As a result of this restructuring, we have undergone a reduction in workforce. These actions were difficult but necessary given our long-term strategy focused on sustainable profitability and innovation.”
The layoffs come amid the success of “Disney Infinity,” which combines physical figures and videogames to let players create their own virtual worlds. The company has sold more than 3 million copies since “Disney Infinity” debuted in August 2013.
Disney Interactive is headed by prexy Jimmy Pitaro. Last fall, John Pleasants stepped down as co-president, after leading the launch of “Disney Infinity.”
Disney Interactive also runs Disney.com and other websites. With the restructuring, Disney will shut down BabyZone, a blog site for new moms, and Spoonful, a blog about food and crafts. In addition, it will pull the plug on Playdom games Sorority Life and Alice in Wonderland. The unit’s mobile games include “Where’s My Water?” and “Where’s My Mickey?”; its Tap Tap Revenge mobile games will be eliminated.
Disney purchased Playdom in 2010 for $563 million. The company has struggled to establish successful social games franchises since then, although “Marvel: Avengers Alliance” has performed well with 3.9 million fans on Facebook.
Along with the layoffs, Disney Interactive will close offices in Chicago, New Jersey, Colorado, South Korea and Hyderabad, India.
In 2012, Disney Interactive laid off 50 employees when it shut down Austin, Texas-based game studio Junction Point, which created “Epic Mickey.” That came after 200 employees were let go in January 2011.
It’s been a strange, strange day…
Be a loner. That gives you time to wonder. To search for the truth. — Albert Einstein (via explore-everywhere)
(Source: rocknrollisdead, via wreckandsalvage)
photo by erica_hampton via instagram
Driving around in our new car. Enjoying the day.
“One of the things we’ve seen from all our data crunching is that G.P.A.’s are worthless as a criteria for hiring, and test scores are worthless. … We found that they don’t predict anything. What’s interesting is the proportion of people without any college education at Google has increased over time as well. So we have teams where you have 14 percent of the team made up of people who’ve never gone to college.”
“There are five hiring attributes we have across the company,” explained [Laszlo Bock, senior VP of people operations for Google]. “If it’s a technical role, we assess your coding ability, and half the roles in the company are technical roles. For every job, though, the No. 1 thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. We assess that using structured behavioral interviews that we validate to make sure they’re predictive.”
The second, he added, “is leadership — in particular emergent leadership as opposed to traditional leadership. Traditional leadership is, were you president of the chess club? Were you vice president of sales? How quickly did you get there? We don’t care. What we care about is, when faced with a problem and you’re a member of a team, do you, at the appropriate time, step in and lead. And just as critically, do you step back and stop leading, do you let someone else? Because what’s critical to be an effective leader in this environment is you have to be willing to relinquish power.”
What else? Humility and ownership. “It’s feeling the sense of responsibility, the sense of ownership, to step in,” he said, to try to solve any problem — and the humility to step back and embrace the better ideas of others. “Your end goal,” explained Bock, “is what can we do together to problem-solve. I’ve contributed my piece, and then I step back.”
And it is not just humility in creating space for others to contribute, says Bock, it’s “intellectual humility. Without humility, you are unable to learn.” It is why research shows that many graduates from hotshot business schools plateau. “Successful bright people rarely experience failure, and so they don’t learn how to learn from that failure,” said Bock. …
To sum up Bock’s approach to hiring: Talent can come in so many different forms and be built in so many nontraditional ways today, hiring officers have to be alive to every one — besides brand-name colleges. Because “when you look at people who don’t go to school and make their way in the world, those are exceptional human beings. And we should do everything we can to find those people.” Too many colleges, he added, “don’t deliver on what they promise. You generate a ton of debt, you don’t learn the most useful things for your life. It’s [just] an extended adolescence.”
How to Get a Job at Google