The Pineapple
Published weekly in Cleebourg, France.
Publisher and Director of Publication: Frank Peters
Editor - Janita Le Grange, South Africa brida.eu/pineapple
In This Issue
In this issue.
Being one minute late or being three hours late—what is your excuse? Why did it happen, when is something acceptable, and when is it not?
When do we know we can eat the delicious fruit, and when does it become too much? Where were these rules born, and why do we have them?
Nobody told us how to do something—we just do it. And we do it the exact same way every single time.
In this issue, we explore the unwritten rules, the missing memos, and all the things we do automatically without ever questioning who made the guidelines.
Secrets, Systems, and Sourdough Logic.
In her lead editorial, Nobody Told Me That!, Janita looks at secrets, assumptions, missed messages, and empty milk cartons—opening an issue about all those things everybody apparently knew, except you.
Over in The Vehicle Wasn’t the Problem, a vehicle fails, experts gather, and the obvious problem turns out not to be the interesting one. Inside a complicated organisation, knowing who knows what can matter as much as knowing the answer.
In the Mayor’s Column, The Machine Has Done Its Job, after months of building increasingly clever machinery, the Mayor reaches an unexpected conclusion: perhaps technology has done its job when it gets out of the way.
Then comes When the Fruit Is Ready, You Know, where plums, mushrooms, weather, schnapps, and a freezer rapidly running out of negotiating room take center stage. Fabrice takes us into the kind of knowledge that is difficult to learn from instructions.
Garlic, Curiosity, and Punctuality.
Ralf encounters Crete through the essentials in Crete on a Plate: Fish, Garlic, Raki and a Little Danger—featuring grilled fish, squid, heroic quantities of garlic, suspiciously innocent-looking raki, and one fruit best approached with caution.
In When Information Becomes Cheap, Curiosity Becomes Valuable, Bruce asks: if answers are becoming extraordinarily easy to obtain, what becomes valuable instead? He follows his curiosity through AI, learning, judgement, and the usefulness of asking better questions.
Around the Lunch table in The Unwritten Rules of Being Late, a simple question about punctuality—one minute? fifteen? three hours with a magnificent cake?—reveals that apparently everybody knows the rules, and nobody agrees what they are.
Pizza, Pasta, and the Things We Stop Noticing.
A favourite colleague, an unknown colleague, improving darts, tomato jam, and several unfinished projects collide in Apparently, I’m Having Pizza, proving an ordinary week with Babette contains quite enough entertainment already.
In No Excuse for the Wind, Sylvie considers the inventions that changed everyday life before arriving at one that changed something more personal: how far she is willing to go under her own steam—with a little electrical assistance.
Ismar takes a look at electricity, cars, waiting, Sunday shopping, politics, and relationships in The Things We Stop Noticing, examining the things that become so normal that we barely notice how much of our lives have grown around them.
Over in the kitchen with Aperol Pasta, Aperol belongs in a glass. Probably. But Ralf discovers somebody has other ideas—and naturally decides the only sensible response is to cook it himself.
Machines, Wandering Hoses, and What’s Next.
At The Swimming Club in The Problem Is Usually in Front of the Monitor, Martin and Manfred investigate apps, AI, supermarket discounts, and the irresistible urge to improve things that already work—exploring that wonderful territory where clever solutions begin creating problems of their own.
Finally, in Peeling Potatoes (Episode 66: The Day Time Stood Still and My Hose Applied for Asylum), a square bubble, frozen lightning, an ancient new shoe, and a wandering yellow hose bring chaos to Fruitloop University as it opens its Museum of Impossible Things—where explanation is definitely not guaranteed.
Sit back, relax, read, listen, and enjoy Issue 31 of The Pineapple.
Editorial
Nobody Told Me That!
Have you ever walked into a room, looked around, and realized with absolute certainty: Nobody told me about this ?
By Janita Le Grange, Editor
Maybe a vital memo left the building without stopping at your desk. Maybe a meeting took place that you were never invited to. Or maybe everyone simply assumed someone else had passed the information along. It happens all the time, and before you know it, you are left standing there trying to navigate the unexpected consequences of a conversation you never even knew took place.
I was watching a movie recently called Bride Hard—completely ridiculous, but thoroughly funny. The story follows a top secret agent who is trying to take a break from her high-stakes job to be the maid of honour at her best friend’s wedding. Naturally, she misses the bachelorette party because of a work mission, and then, right in the middle of the wedding weekend, a group of mercenaries crashes the venue to steal a fortune in gold hidden by the groom’s family.
She steps in, fights off the bad guys, saves the bride, and keeps the wedding on track. Afterward, the bride looks at her in utter disbelief and says, “You never told me you were a secret agent!”
Well… nobody told her! But then again, that is kind of the whole point of being secret, isn’t it?
It made me think about the information we hold onto, and the things people keep from us. Sometimes people keep secrets because we genuinely don’t need to know at that specific moment. Think about a surprise birthday party—it completely loses its magic the second someone spills the beans. The silence is necessary for the joy at the end.
Other times, people keep quiet because they assume the truth is already obvious, or simply because life moves too fast and details slip through the cracks. We spend so much of our time feeling out of the loop, wondering why we were left off the group chat, only to realize that most of the time, there was no master plan to exclude us—just a world full of people busy living their own chaotic days.
Whether it’s a secret mission, an unannounced meeting, or an empty carton of milk left in the fridge, life is full of moments where we are forced to improvise on the spot.
So grab your coffee—hopefully you still have milk!—settle into your favourite chair, and enjoy Issue 31 of The Pineapple: Nobody Told Me That!
Feature
The Unwritten Rules of Being Late.
One minute late, fifteen minutes late, three hours late with a magnificent cake — somewhere between the clock and the dinner table, we discovered that “on time” is not nearly as simple as it sounds.
By Rosii (Sao Paulo), Nathalie (Accra), with Fruitloop (South Africa) and the Mayor (Cleebourg)
There are people who arrive early, people who arrive exactly on time, and people who send a message saying, “We’re on our way,” while apparently still deciding what to wear.
Then there is Nathalie.
For Nathalie, one minute late is late.
Not five minutes. Not the socially negotiable ten. One.
“I really like to be on time at each appointment,” she explained. In fact, she prefers to arrive five minutes early, because if something begins at a certain time, that is when you should be ready to begin — not when you should start clicking links, looking for the right room or wondering why the microphone has suddenly stopped working.
The reaction around the Lunch table was immediate.
We had found the strict end of the punctuality scale.
Rosii was prepared to offer slightly more mercy. Ten minutes, perhaps. Fifteen at the absolute maximum. After that, keeping someone waiting begins to feel impolite.
The Mayor, naturally, refused to cooperate with the question at all.
“How late is too late?”
“Never.”
And just like that, a conversation about clocks became a conversation about almost everything else.
When seven o’clock does not mean seven o’clock.
The trouble with time is that everybody seems to understand it differently.
Fruitloop remembered a story from her father about a place where an invitation for seven o’clock apparently meant sometime during the seven o’clock hour. Arrive at 7:05, 7:30 or even 7:55 and you were still, in a wonderfully generous interpretation, on time. Once the clock struck eight, however, you had crossed the line.
The Mayor had experienced the opposite.
He and his wife had once been invited to dinner at seven. At precisely one minute past seven, while they were already driving towards the house, the host phoned.
“Are you coming?”
One minute.
Nathalie would probably have understood her perfectly.
Rosii brought Brazil into the conversation, explaining that punctuality can carry its own cultural associations. In her experience, someone who is extremely punctual might jokingly be described as rather British or European. Whether the stereotype is accurate is another matter entirely, as the Mayor quickly protested when France was included among the supposedly punctual nations.
“C’est pas vrai!”
And Nathalie, now living in Accra, was already discovering another relationship with time. She had heard that arriving fifteen minutes after the stated time could be quite normal in some social settings there. She was still learning how much of that would prove true in her own experience, but for somebody who considers one minute late a personal catastrophe, even the idea required adjustment.
Fruitloop knew the phrase immediately.
“Africa time.”
Which is perhaps the first unwritten rule of punctuality: the clock may be universal, but what people think it means certainly is not.
The strange problem of arriving too early.
Then the question turned around.
Could arriving early actually be worse than arriving late?
Rosii immediately thought of parties. She likes being punctual, but nobody wants to arrive so early that they accidentally become part of the organising committee.
Nathalie knew that feeling too. During expatriate gatherings, she and her husband, had sometimes arrived at the official starting time only to discover that they were practically alone.
So they did something that did not come naturally at all.
They trained themselves to be late.
Only five or ten minutes, but still: deliberate lateness.
There was another reason Nathalie liked arriving near the beginning. When only a few guests are present, there is time to greet people properly and begin a conversation. Arrive much later and the room has already formed around you. The experience is different.
When only a few guests are present, there is time to greet people properly and begin a conversation.
Fruitloop remembered learning a similar lesson on the dance floor.
When she was younger, one place she visited opened its doors before eight, and the first women to arrive could get in free. Economically, the decision was obvious: arrive early.
Socially, it was less successful.
There was nobody there.
So eventually Fruitloop decided that paying the entrance fee was preferable to standing around alone waiting for everyone else to discover the evening. She began arriving at 8:30 or nine, when the place had filled up and friends were more likely to be there.
Sometimes being late is not lateness at all.
Sometimes it is timing.
Rosii recognised those evenings immediately. Her own memories of going dancing with friends came rushing back.
“Good moments,” she said. “Good memories.”
And for a moment the clock disappeared completely.
Eleven minutes.
Of course, some clocks are less forgiving.
Rosii remembered driving through São Paulo traffic for a medical appointment. The journey took about fifty minutes. Her appointment was at nine.
She arrived at 9:11.
The receptionist told her the doctor would not see her.
Rosii offered to wait until the end, after the final patient. Still no.
She had driven all that way and missed the appointment by eleven minutes.
Her frustration raised the question underneath all our talk about punctuality: when does being on time show respect, and when does a rule become so rigid that it forgets the human being caught in traffic on the other side of it?
Fruitloop saw punctuality as more dependent on circumstances. If the internet refuses to cooperate and you enter an online meeting five minutes late, you apologise and carry on. A medical appointment feels different: you make an effort to be there on time, even though, as she pointed out with some irony, the doctor may then keep you waiting.
Apparently clocks have hierarchies.
The patient must obey them. The waiting room merely observes them.
The Mayor abandons the clock.
The Mayor had another solution.
Stop measuring lateness only in minutes.
While everyone else was discussing five minutes, ten minutes and fifteen minutes, he was thinking about opportunity.
“It’s never too late to try something new, to do something different.”
You can attempt something that has sat untouched on the bucket list. You can give something a shot and learn while doing it.
And, as he quickly added, “It’s never too late to ruin a conversation.”
There was, however, a practical reason for his relaxed relationship with punctuality. Years of living with somebody whose approach to time differs from his own had taught him to adapt. He can announce an earlier departure time, send warning messages in advance and make whatever preparations seem sensible.
They may still be late.
Eventually, resistance becomes exhausting. Adaptation is easier.
The three-hour cake.
Then Fruitloop abandoned reality.
“You arrive three hours late for dinner,” she announced.
The Mayor objected immediately.
“Impossible!”
This was dinner. Food was involved. Three hours late was simply beyond credibility.
Fruitloop continued.
You are three hours late, but you walk through the door carrying a magnificent cake.
How magnificent does that cake need to be before everybody forgets to complain?
Suddenly punctuality had a new unit of measurement.
Cake.
Nathalie was not entirely convinced that dessert could erase three hours, although she agreed that arriving with something everybody wanted might improve matters considerably.
Rosii struggled with the sheer horror of the situation.
Three hours.
The Mayor, however, knew exactly what was required. He remembered Choccywoccydoodah, a famously extravagant cake shop he had visited in Brighton. The cakes, as he remembered them, were spectacular works of edible art.
If he were ever three hours late — still technically impossible when dinner was involved — he would need something outrageous enough to redirect everyone’s attention.
The strategy was simple: nobody should be looking at the late guest because everybody should be looking at the cake.
Fruitloop went for three tiers: chocolate and vanilla, so nobody could complain about the flavour either, decorated outside with flowers, colour and enough extravagance to suggest that perhaps three hours had been a perfectly reasonable amount of time to prepare the entrance.
Then she remembered the enormous life-sized novelty cakes she had seen online.
At this point, punctuality had completely lost control of the meeting.
Which was probably for the best.
The excuse nobody believes.
There was one final challenge.
You are two hours late. You need a completely ridiculous excuse. What do you say with an absolutely straight face?
Rosii tried the old reliable: car trouble. A puncture. A flat tyre.
Unfortunately, Fruitloop immediately identified the modern problem with traditional excuses.
“What if they ask for pictures as proof?”
This led to something even better: ridiculous excuses that happen to be true.
Fruitloop once had two pet rabbits. One managed to jump onto her chair, from the chair onto her desk, and then chew through the cable of her headset.
She was left with an excuse that sounded invented by a child who had forgotten to do their homework.
Sorry, I can’t work. The rabbit ate my cable.
Except the rabbit really had.
She even had photographic evidence.
Then there was load shedding in South Africa, when electricity could disappear for hours. No coffee. No warm shower. No hairdryer. Sometimes not even enough light to locate whatever you were supposed to be taking with you.
Fruitloop once went out with wet hair because the power had disappeared before she could dry it.
“At least my hair is clean,” she reasoned.
After a while, “Sorry, we had load shedding” became such a useful explanation that some people discovered it could stretch considerably beyond the electricity supply itself.
Nathalie refused to play along with invented excuses.
“I don’t like to lie,” she said simply.
The Mayor claimed the same moral high ground.
He would merely announce, “It’s not my fault.”
Apparently this counts as honesty if you say it confidently enough.
Maybe showing up is the rule.
By the end, nobody had established how late is officially too late.
For Nathalie, a minute can matter. For Rosii, ten minutes already feels uncomfortable. Fruitloop reads the circumstances. The Mayor has largely abandoned conventional timekeeping in favour of advance warnings, adaptation and philosophical escape routes.
And then Rosii said something that quietly changed the question.
The most important thing, she suggested, is that you are at the appointment.
You came.
Perhaps that is why the unwritten rules are so difficult. Being on time can mean respect. Being late can be careless. But sometimes lateness means traffic, broken technology, cultural difference, a party nobody sensible arrives at first, a rabbit eating a cable, or simply another human being whose clock does not run quite like yours.
And sometimes the extreme version of late is not arriving at all.
Even then, the Mayor assured Nathalie and Rosii that Lunch would survive. If nobody appeared, Fruitloop and the Mayor had already proved they were perfectly capable of talking to each other and producing an article anyway.
“We know how to amuse ourselves.”
Still, they would rather everyone came.
So perhaps the safest unwritten rule is this: try to arrive on time. Send a message if you cannot. Forgive the occasional eleven minutes. And if you are going to be three hours late for dinner, do not arrive empty-handed.
Bring a cake so magnificent that nobody remembers to look at the clock.
Member Stories
When the Fruit Is Ready, You Know.
Harvest looks simple from the supermarket aisle. In Fabrice’s world, it is a season of watching, tasting, waiting, preserving, sharing — and knowing what nature is doing before it is too late.
By Fabrice, France
At the moment, I am surrounded by fruit.
There are plums to collect, apples and quinces coming, nuts later, and mushrooms if the weather is right. For the next four or five weeks, there is always something to do. The problem is simple: one day still has only 24 hours.
This year there are a lot of plums. By the time I finish, there will be well over 2,000 litres waiting to go through the process for schnapps. That sounds like a lot because it is a lot. You do not simply look at the trees and say, “Ah, nice harvest.” You pick, sort, taste, store, wait, protect, preserve and eventually process what you have collected.
And before all of that, you need to know when to start.
You taste one.
People asked me how I know when a plum is ready.
I taste it.
Not every plum, obviously. One. Maybe two. Perhaps three, four or five if the scientific work becomes very difficult.
At first the fruit can still be hard and bitter. Then you try again a week later. It may still be firm, but now it is sweet. That can be the right moment if you want it for a tart.
If I am collecting plums for schnapps, I wait longer. The fruit becomes softer and juicier, with much more natural sugar. Then it is ready for another purpose.
There is no single definition of “ready”. Ready for what?
That is something you learn by doing it. You look, touch and taste. The calendar gives you an idea, but the fruit gives you the answer.
Quinces are different. Apples are different. Nuts are different again. Some fruit comes from the tree. With plums, I collect them from the ground.
To somebody who has never done this, perhaps that sounds strange. Why would you wait for fruit to fall and then pick it up?
For me, it is simply normal.
That is the funny thing about knowledge. Something can be completely obvious until somebody asks you why.
Rain, warmth and mushrooms.
Mushrooms are another story because you cannot put them into your diary and say, “Tuesday, 10 a.m., mushrooms.”
You watch the weather.
For porcini, September and October can be good, but it depends on the conditions. Rain matters. Temperature matters. After two or three days of rain, followed by warmer weather around 20 degrees, you begin looking.
Only sun and no rain is no good.
You also learn where to look. Certain trees matter. I look around spruce trees, and when I find a good mushroom place, I remember the surroundings. Taking a photograph of the area can be more useful than photographing the mushroom itself, because next year you want to find the place again.
The forest is big.
I once found a mushroom weighing about 1.3 kilos. I have seen even larger ones. And once you have found them, the question becomes what to do with them. You can eat them with potatoes or pasta, or clean them and freeze them.
I once found a mushroom weighing about 1.3 kilos. I have seen even larger ones. And once you have found them, the question becomes what to do with them. You can eat them with potatoes or pasta, or clean them and freeze t
Of course, freezer space then becomes another agricultural problem.
We have two freezers, but they are not empty. There is meat. There are other things stored for later. At some point you begin negotiating with the freezer.
Perhaps Janita had the right idea: bread for fruit. Bread for mushrooms. One kilo of bread, one kilo of fruit. We may have invented a new economy.
The harvest does not end when you pick it.
With plums for schnapps, picking is only the beginning.
The fruit goes into large barrels and stays there for weeks while it macerates. Air is the enemy, so eventually the barrel has to be closed properly. You want the fruit and the gases from the process inside, not fresh air coming in and spoiling it.
Then you wait again.
I hope some of this year’s harvest can go to the distillery in November. Other batches may come later.
That is another thing hidden behind the finished bottle. You see schnapps on a table. You do not see the weeks of collecting fruit from the ground, checking it, filling barrels, waiting for the fermentation, watching the containers and arranging the distillation.
The bottle is the last part of a much longer story.
I learned some of this through my family, from my grandparents and the older generation. When I was young, I was sometimes told I was too young for parts of it. Much later I began doing it seriously myself.
I hope the knowledge continues.
Not because everything old must automatically be preserved, but because once nobody knows how to do something anymore, getting that knowledge back is difficult.
When there is simply too much.
Nature also has no interest in supermarket quantities.
You do not order six quinces, twelve plums and exactly enough apples for Thursday.
Sometimes a tree produces far more than you can use.
Then you find another solution. Friends can take fruit. People can help themselves. You preserve what you can. You make tarts, compotes or other things. You process it. You store it.
For me, the important thing is that good food should be used rather than left until it is spoiled.
This is where having too much becomes almost comic. One successful tree creates another job. Then another. Suddenly you are not asking, “Do we have fruit?” You are asking, “What are we going to do with all this fruit?”
The answer is rarely: eat everything immediately.
Unless Janita is helping me test the plums.
Then perhaps we have a chance.
The supermarket changes the picture.
Later in the conversation we talked about supermarkets.
Today you can walk into a supermarket in winter and find fruit from all over the world. Strawberries can appear when strawberries would never naturally be growing outside here.
Of course, this is convenient.
But when you grow something yourself, you experience food differently.
You plant tomatoes and then you wait. You water them. When the weather is dry, you may have to water every evening. You watch the plants grow for weeks. Something can fail. Something else can produce far more than expected.
You put work into it.
Then finally you pick a tomato and eat it.
For me, that is not the same experience as buying one kilo of tomatoes in a supermarket.
The same is true with strawberries. The strawberries from a garden may be smaller than the enormous ones you sometimes see in shops, but smell and taste matter to me. Size is not everything.
Growing your own food is certainly more work than going to the supermarket. I am not pretending otherwise.
But there is pleasure in going into your own garden and bringing something back to the kitchen that you have watched grow.
You know where it came from.
You know what happened before it reached your plate.
Food does not begin in the shop.
By the end of our conversation, we had travelled from plums to mushrooms, quinces, apples, nuts, tomatoes, pumpkins, strawberries, bread, pork and finally pasta.
Without mushrooms, Janita insisted.
Perhaps that is what becomes strange when you spend enough time growing, collecting and preserving food. The supermarket starts to look like the final chapter of a book in which most of the pages are missing.
Before the fruit reaches the shelf, something had to grow. Somebody had to wait. Weather had to cooperate. Somebody had to decide when it was ready. It had to be picked, stored, transported or preserved.
Sometimes that knowledge is complicated.
Sometimes it is very simple.
Taste a plum.
If it is bitter, wait.
If it is sweet, you are getting close.
And if you have 2,000 litres of them, clear your calendar.
Working Life
The Vehicle Wasn’t the Problem.
I had a conversation with someone recently about a problem with a vehicle.
That sentence already makes the story sound more exciting than it was. Nothing caught fire. Nobody was stranded on a mountain. There was no dramatic rescue involving flashing lights or somebody crawling underneath an engine with a spanner between their teeth.
Something simply didn’t work.
One part of a system was supposed to communicate with another part of a system, and it didn’t. Machines do this occasionally. It is one of the ways they remind us that, despite all the diagrams, specifications and reassuring green lights, they remain machines.
The difficulty began when the humans became involved.
When the Humans Arrived.
The vehicle belonged to a much larger project, with different parts being handled by different teams. Some were inside the same organisation, others came from outside. Everybody had responsibilities. Everybody had processes. Everybody probably had a PowerPoint presentation somewhere explaining exactly where those responsibilities began and ended.
Somewhere among all this organisation was a customer who presumably just wanted the vehicle to work.
An official test took place.
It didn’t.
And so the telephone calls began.
One arrived at six in the evening. The person I was speaking to looked at the telephone and made what may have been the most sensible decision anybody made during the entire affair.
He didn’t answer it.
The world survived.
By the following morning, however, the technical problem was still there and had acquired considerably more management. There were calls, questions and increasing pressure to establish what had gone wrong, why it had gone wrong and, perhaps most importantly, whose particular part of the thing might contain the thing that had gone wrong.
The team under suspicion offered to investigate. This seemed promising. There were vehicles relatively close by. Somebody could get into a car, drive to one and start testing.
Except those vehicles were not available.
There were, apparently, other vehicles somewhere else, so people were sent to one of those instead.
They couldn’t get into it.
This is the point at which an ordinary technical fault develops the unmistakable aroma of organisational life. There was a faulty system. There were people capable of testing it. There was a vehicle containing it. There were people standing near the vehicle.
But they could not access the vehicle.
Progress.
Eventually somebody found the organisational equivalent of the correct key. Access was arranged, measurements were taken and information began travelling back through the various teams.
Then something interesting happened.
The problem wasn’t where everybody thought it was.
The system originally under suspicion appeared to be doing what it was supposed to do. The fault was connected to another component supplied from somewhere else. Nobody had deliberately sabotaged anything. There was no villain sitting in a swivel chair stroking a white cat.
Something had simply failed.
Which, in engineering, is not particularly remarkable.
What happened around the failure was.
The Trust Machine.
By then, the technical problem had become almost secondary. Underneath it sat another problem: trust.
One group had assumed another group had tested something. Another had assumed that equipment supplied to them would work. Somewhere along the line, somebody had probably assumed that somebody else had checked something before an important official test.
Somewhere along the line, somebody had probably assumed that somebody else had checked something before an important official test.
These are not ridiculous assumptions. Organisations depend on them. Nobody can personally inspect every bolt, line of software, document or component that passes through their hands. At some point you have to believe that somebody else has done what they were supposed to do.
Until something fails.
Then another machine starts running.
People search through emails. Calls multiply. Questions become more precise. Evidence appears. Everybody wants to solve the problem, but everybody also wants to demonstrate that their particular part of the system was working perfectly well.
That does not necessarily mean they do not care about the problem.
Often it means precisely the opposite.
They care very much.
They would simply prefer not to become the problem themselves.
The conversation moved from there to a new manager who had recently joined the organisation. He was experienced, but he had come from a different industrial background and was still discovering how this particular world fitted together.
Or didn’t.
His predecessor had years of specialist knowledge. He knew the products, the customers, the history, the people and probably which spreadsheet contained the mysterious number that nobody had questioned since 2019.
The new man did not have any of that yet.
Instead, within his first weeks, he was watching several parts of a large organisation struggle to cooperate over a fairly ordinary technical fault.
Imagine starting a new job and gradually discovering that your most important qualification may not be understanding how the product works.
It may be understanding how everybody else works.
Who trusts whom. Who phones whom. Who doesn’t answer. Which department thinks another department is impossible. Which process works beautifully until it encounters reality. And why an apparently simple request occasionally requires three meetings, two managers and somebody who knows how to open the vehicle.
None of that appears on the organisation chart.
There Is Always a Spreadsheet.
There was another part to the new manager’s education.
His job included preparing commercial offers, and his predecessor had done this for years. Naturally, there was a spreadsheet.
There is always a spreadsheet.
For ordinary projects, the system was relatively straightforward. Put the correct numbers into the correct places, add the various factors and the spreadsheet did what spreadsheets do so beautifully.
It produced certainty to two decimal places.
The difficulty is that customers occasionally have ideas.
Products change. Requirements change. Projects become unusual. Reality develops an irritating reluctance to fit neatly into the cells provided for it.
One particularly complicated offer had apparently consumed months of work and was eventually rejected. An outside supplier got the business instead.
For the departing expert, that was understandably frustrating. For the new manager, it was something else entirely.
An education.
He had inherited a job title, but he had also inherited an ecosystem. Years of knowledge, assumptions, relationships, habits, shortcuts, suspicions and unwritten rules sat behind the formal processes. Some lived in files. Some lived in spreadsheets.
Most lived inside people.
Which raised the uncomfortable question at the centre of our conversation.
What exactly was this new manager supposed to manage?
He could not instantly know everything his experienced colleagues knew. He could not control every department involved in delivering the final product. He could not command people in other parts of the organisation, and he certainly could not control outside suppliers.
Yet somehow he was expected to help all of them move towards the same result.
A working product.
A satisfied customer.
Perhaps that is management.
Not knowing everything. Not controlling everything. But creating enough trust between people who know different things for them to solve something together.
The Student.
Which brings us to the most junior person in the story.
A student.
While senior people were discussing the problem, the student was in a laboratory. He was not involved in the politics. He was not restructuring anything. As far as I know, nobody had invited him to align stakeholders.
He spoke to one of the engineers.
He looked at the equipment.
He thought about what might be happening.
Then he devised some tests.
They ran them.
The results helped the people working on the vehicle understand where they should look next. Information moved from one person doing the work to another person doing the work, and the problem moved forward with it.
There is something both reassuring and slightly sad about that.
The organisation had managers, structures, departments, reporting lines, responsibilities and enough communication to keep several mobile-phone networks profitable.
The student had a problem in front of him.
So he looked at it.
At some point, the people closest to the issue apparently joked that perhaps artificial intelligence should replace the management team.
It is a wonderfully 2026 thought.
For the past few years, we have worried endlessly about AI replacing workers. Perhaps we have been looking at the wrong floor of the building.
I don’t actually think AI should replace the managers. That would miss the point. An artificial intelligence could probably schedule the meetings, summarise the emails and produce a particularly impressive diagram explaining why nobody had been able to access the vehicle.
It might even colour the boxes.
But this was never a shortage of intelligence. There were plenty of intelligent people involved.
The problem was the distance between the work and everything surrounding the work.
At the centre was a machine doing something it shouldn’t. Around it were people trying to understand why. Around those people were processes. Around the processes were departments. Around the departments were managers.
And somewhere in the middle of all this, somebody still had to fix the bloody thing.
The student could not reorganise the company. He could not alter its reporting structure, repair years of accumulated distrust, simplify contracts or redefine responsibilities.
He could do something much smaller.
He could pay attention.
The System Works.
Perhaps that is why this fairly ordinary conversation stayed with me.
Most organisations do work.
The vehicles leave. The doors open. The lights come on. Customers get where they need to go. From the outside, everything appears remarkably normal.
Perhaps that is what allows such a surprising amount of nonsense to survive inside.
Because somewhere, usually a long way from the grand conversations about transformation, efficiency and organisational structure, somebody is still doing the work.
Somebody looks.
Somebody tests.
Somebody notices something.
Somebody phones the right person.
Somebody finds the key.
And the vehicle keeps moving.
So everybody can continue believing the system works.
It does.
The interesting question is how much human effort it sometimes takes to keep it looking that way.
Postcards
Crete on a Plate: Fish, Garlic, Raki and a Little Danger.
By Ralf the Grillmeister, Germany.
This is how I like fish. You can see what it is. Nothing is hidden. The complete fish comes from the grill, with the head, the tail, the skin, everything. It looks like sea bass, grilled whole, with garlic and probably olive oil over the top. There are also some green salad, tomato and lemon, but for me the important thing is the fish.
You see the black marks from the grill, and this is good. The skin becomes a little crispy, but inside the fish stays soft and juicy. Then you need only lemon, olive oil, garlic, maybe some salt. Finished.
This is something I like about eating in Greece. They don’t need to make twenty things with a good product. When the fish is fresh, you don’t need to make a technical project from it. This is difficult for me, of course, because normally I like technical projects.
And naturally there is a cold beer standing beside it. We are on holiday. We must respect the local culture.
Then we have the squid. This looks like grilled squid — probably a large squid or calamari body cut into thick pieces — with the tentacles still there on the side. There is garlic, chilli or red pepper, olive oil and herbs over it, with potatoes, salad and lemon.
This is a plate where you can immediately see whether the kitchen knows what it is doing. Squid is very easy to destroy. Too long and you can repair your shoes with it. But when it is grilled correctly, it is tender, a little smoky and very good.
I also like these potatoes. Nothing spectacular. Big pieces, olive oil, herbs. In Germany perhaps somebody would start thinking about a sauce. Here they say: potato, olive oil, herbs — why make life complicated?
Maybe this is one small lesson from Crete. Sometimes the machine does not need another button.
Now this looks very simple, but simple food can be dangerous because suddenly you eat the complete plate.
It appears to be toasted rustic bread with plenty of garlic and olive oil, topped with fresh tomato and chopped parsley or other herbs. It reminds me of the Cretan idea of dakos, although traditional dakos normally uses a hard barley rusk with grated tomato and often local cheese, so I would call this more a Cretan-style tomato and garlic toast than a textbook dakos.
And look at the garlic. This is correct. Somebody in this kitchen understands me.
The bread has soaked up the olive oil and the juice from the tomato, but you still have the toasted edges. Garlic, tomato, herbs, good olive oil. Four or five things and you have something fantastic.
You do not always need a recipe with seventeen ingredients. Sometimes you need bread, tomato, olive oil and enough garlic that everybody at the next table knows what you ordered.
Ah. Now we come to the dangerous equipment.
This is Cretan raki, also called tsikoudia. It is the traditional clear grape spirit of Crete, made from the remains of grapes after winemaking. It is normally served in these little bottles and small glasses, often after the meal.
And you must be careful because it looks completely innocent. Water also looks like this.
Then somebody says, “Raki?”
You say, “Okay, one.”
This is already the first mistake.
The nice thing is not only the alcohol. It is part of hospitality. You sit together, the food is finished, nobody is in a hurry, and another little glass appears. In Germany perhaps we say the evening is finished. In Crete somebody brings raki and apparently the evening has received an extension.
Something I probably walked past before somebody told me you can eat it.
This is the fruit of the prickly pear cactus, Opuntia. The fruit changes from green through yellow and orange towards red as it ripens. This one looks beautifully orange and almost ready to eat.
But there is one important technical instruction: do not simply grab it.
The cactus has the obvious large spines, but the fruit can also carry very small, fine irritating spines called glochids. They are excellent at reminding tourists that nature has its own security system.
Inside, the fruit is juicy and sweet, with many hard seeds. It is one of those things that belongs perfectly to the Mediterranean landscape: growing in brutal sunshine, apparently needing nothing, and then producing this colourful fruit.
That is maybe my little Crete collection: fish from the sea, squid from the grill, bread with garlic, sunset, raki and a cactus that attacks you before giving you dessert.
After all the food, this is the other side of Crete.
The beach umbrellas are already black silhouettes. The sea is still moving, but everything becomes quiet. On the horizon you can see the dark shapes of land or small islands, and behind them the sky goes from orange and red into blue-grey.
I like this moment because during the day everything is strong in Crete: sun, heat, food, people, colours. Then suddenly the sun goes down and somebody turns the volume lower.
You sit there after dinner, perhaps still tasting garlic, looking across the water, and you don’t have to do anything.
For somebody like me, this is perhaps the most difficult holiday activity of all: nothing.
But I can learn.
Essay
When Information Becomes Cheap, Curiosity Becomes Valuable.
Bruce Lloyd, London and Frank Peters, Cleebourg.
AI can produce more information than any of us can absorb. The harder question is what we choose to do with it — and whether asking better questions may matter more than having more answers.
I had been watching Bruce’s output for some time, and there was something about it I could not quite understand.
One morning there would be AI and the future of learning. Then the United Nations. Then H. G. Wells and Keynes. W. H. Auden. The Old Masters. Star Wars. Marcel Proust and James Joyce. Then, with no obvious warning, a North London branch of Waitrose and what it might tell us about multicultural society.
There seemed to be no pattern.
So I asked him.
“There’s a high element of randomness,” Bruce said.
That was reassuring. At least I had not missed some sophisticated organising principle.
But the randomness turned out to be more interesting than it sounded. There were books on his shelves he felt he had never done justice to, things in the news that caught his attention, and what he described simply as “an insatiable curiosity across all sorts of areas.”
Something appears. It raises a question. The question connects with something else. Bruce gives it to AI and sees where the conversation goes.
Nobody has commissioned the work. There is no market waiting for it and, by his own admission, much of it attracts very little attention. He calls it his “creative hobby”.
The more we talked, the more that small phrase began to seem rather important.
Following the question.
Bruce had recently been listening to Julian Jackson’s substantial biography of Charles de Gaulle, A Certain Idea of France.
Listening matters here.
He had tried reading the book and found himself doing what many experienced readers probably do with a large volume: looking for the argument, searching for the essence, trying to establish quickly what the author was really telling him. Years of reviewing books had trained him to extract.
The audiobook changed that. He listened while moving around the house, shopping or clearing unimportant emails, and found himself staying with details that he might otherwise have skimmed past.
That immediately produced another question: what do different ways of receiving information do to the way we learn? And then another: what happens when AI enters that process?
This is how Bruce’s subjects tend to develop. One question does not produce an answer and finish the job. It opens a door to the next one.
He had also been thinking about C. P. Snow’s idea of the “two cultures”, the divide between scientific and humanistic intellectual life, and wondering what happens to such divisions in an age when specialist information can be summoned almost instantly.
That led him towards what he called a potentially strange new specialism: “the capacity to integrate”.
Perhaps the increasingly useful person is not simply the one who knows more and more about less and less. There may also be growing value in somebody who understands enough of several specialist territories to see how they connect.
AI changes the equation because access to specialist information is becoming extraordinarily easy.
Knowing what to do with it is rather less so.
An impossible question in Waitrose.
The Waitrose experiment began almost accidentally.
Bruce was in a busy North London supermarket and found himself wondering how many nationalities might pass through the shop during an ordinary day, among both customers and staff.
Bruce was in a busy North London supermarket and found himself wondering how many nationalities might pass through the shop during an ordinary day, among both customers and staff.
It was, as he put it, “an impossible question”.
So naturally he asked ChatGPT.
There was no secret database containing the nationalities of Tuesday afternoon’s shoppers, and AI could not suddenly discover one. What interested Bruce was what happened next. Faced with a question it could not answer directly, the system began offering information around it and trying to construct something useful from what was available.
That led to a broader experiment. Why might a highly multicultural collection of people function together perfectly normally inside a supermarket? Could that tell us anything about multicultural society more generally?
I immediately complicated matters by pointing out that Waitrose itself might distort the picture. Where are its stores? Who shops there? Would Tesco produce a different result?
Bruce had already begun pushing in much the same direction.
Then something smaller happened which fascinated him even more.
He did not like the word “teach” in a proposed question about what Waitrose could teach us about multicultural society. He preferred “learn”.
It looked like a tiny edit.
But according to Bruce, ChatGPT did not simply swap one word for another. The change substantially altered the direction of the analysis.
For him, that was the interesting part. The value was not simply in whatever finished text appeared at the end, but in seeing how the thinking changed when the question changed.
“A lot of these exercises,” he told me, “are not because of just the end content, but what they tell us about the process that AI goes through in order to get to that content.”
That is a rather different use of AI from treating it as a machine into which we insert a question and from which the Answer emerges.
The result matters.
But so does watching the question move.
Credit, benefit and a small audience.
At one point I asked Bruce who deserved the credit for all this.
Was it Bruce Lloyd, choosing the subjects, making the connections and continuing to ask questions? Or the collection of AI systems helping him explore them?
Bruce changed one word in my question.
Perhaps, he suggested, the better question was not who gets the credit?
It was who gets the benefit?
Bruce certainly does.
“It keeps my mind going. It keeps me relatively active. And it is what I would like to call a creative hobby.”
Other people may benefit too, if they happen across something he has produced and find it useful. Occasionally somebody comments. Occasionally somebody responds.
But this is not a mass-audience enterprise and Bruce is under no illusion that it is.
I pushed him on that. He can spend time exploring a question, produce another piece of work, place it in the public domain and then watch the counter move upwards very slowly. Perhaps a few people read it. Perhaps one leaves a comment.
Meanwhile, he has satisfied his own curiosity and learnt something.
Why isn’t that enough?
“In a way it’s enough,” he said. “In a way, it’s more than enough if just one person comes back and says that they appreciated it.”
There is something wonderfully unfashionable about that answer.
We have become accustomed to measuring intellectual output by readership, views, followers, engagement and reach. The machinery quietly encourages the belief that something unread has somehow failed.
Bruce’s work already has value before anybody else arrives.
The audience is a bonus.
When information becomes cheap.
Our conversation kept circling back to one uncomfortable fact.
Information is becoming incredibly cheap.
AI can produce enormous amounts of it, very quickly, on almost any subject. Text, analysis, summaries, comparisons, explanations, research starting points, images and endless variations on all of them.
I wondered whether that made the human contribution less valuable.
Bruce thought the opposite.
“The more information you have,” he said, “the more important humans become in order to decide what it is that should be done with that information.”
That may be one of the more interesting tensions underneath the AI debate.
We spend a great deal of time concentrating on what the systems can produce. But abundance creates its own difficulty. If I can generate fifty analyses before breakfast, why should I read any of them? If everybody can produce information, what makes a particular piece worth paying attention to?
Relevance begins to matter more than volume. Judgment becomes more important than retrieval. Curiosity matters because somebody still has to decide where to look and why.
And Bruce’s slightly odd new specialism — integration — begins to make more sense.
None of this means AI gives us absolute answers. Bruce repeatedly returned to that qualification. At best, he sees it as helping to create “a better framework within which to take decisions”.
The decision still belongs elsewhere.
Questions it cannot answer.
One of Bruce’s habits stayed with me more than most.
He likes asking AI questions he already suspects it cannot answer.
At first that sounds slightly perverse. Surely the point of an information system is to ask it questions for which an answer exists?
Bruce is interested in what happens when one does not.
If the system cannot answer the precise question, what does it substitute? What does it decide might be relevant? Which neighbouring information does it reach for?
The failure becomes part of the experiment.
It also teaches the human questioner something about the tool.
This is very different from passively accepting polished output because it looks convincing. Bruce is poking at the edges, changing words, asking awkward questions and watching what shifts.
The machine responds.
The human wonders.
We wandered through learning, education, academic research, responsibility, technology and the ability of institutions to make simple questions remarkably complicated. At several points we nearly disappeared down entirely different roads.
Yet the distinction kept returning.
AI can help us process more, explore faster and discover connections we might not have noticed alone. It can provide frameworks and bring unfamiliar territory within reach.
What it cannot decide is why a particular question matters to us in the first place.
The Waitrose question.
Towards the end of our conversation, I asked Bruce to choose his “pick of the week” from his recent output.
He hesitated. They were all interesting for different reasons.
Eventually he chose Waitrose.
Not because it was the grandest subject. Quite the opposite.
It began with an ordinary observation in a supermarket and a question that could not really be answered. Then one word changed — teach became learn — and the direction of the enquiry changed with it.
Perhaps that is why I like the story too.
For all the enormous claims made about AI, this version feels much more human.
You notice something ordinary and become curious about it. You ask a question. The answer is imperfect, so you alter the question. Something unexpected appears and you look again.
Perhaps another person eventually sees what you have done and finds it interesting too.
Perhaps nobody does.
Bruce would probably continue anyway.
In an age capable of producing more information than any of us could possibly consume, that may be part of where the value now lies.
Not in having access to another million answers.
In having a reason to ask the next question.
Bruce’s Pick of the Week.
What Can Waitrose Teach Us About Trust, Cooperation & Learning?
New colleagues, favourite colleagues, lunch negotiations and the small routines that make a workplace feel human.
By Babette, Germany
There is a new colleague at work.
I normally go into the office on Monday, Tuesday and Wednesday, but because he was starting, I wondered if I should change my plans and go in especially. I asked whether it was important for me to be there.
The answer was simple: no. I could meet him on Monday.
So now I have questions.
How old is he? Where does he live? What is he like? These are the things you slowly discover when somebody new arrives. He is a salesman, working in the same kind of position as some of the other people I work with, while my own work connects with theirs through the different regions and customer orders.
I will meet him properly on Monday.
And then I can investigate.
Favourite colleagues are allowed.
Of course, not everybody at work stays a stranger for long.
One of my colleagues already knows that he is my favourite colleague. There is no secret about that.
I handle part of the work connected with his region, while another colleague handles a different area. That does not necessarily stop him from asking me when he needs something outside my area.
Sometimes I tell him, “That’s not my problem. You must go to the other colleague.”
Then comes the answer.
“Babette, please, please, please.”
Apparently, there are official work responsibilities, and then there is the unofficial system of knowing exactly which colleague you can ask anyway.
That may be one of the unwritten rules of working together.
There are other changes happening around us too. People arrive, positions change and responsibilities move around. We recently heard that one colleague will be moving into a new position, which I see as positive. There has already been quite a bit of change in the team, so I am curious to see how the new arrangement develops.
But some of the most important workplace relationships are built in much smaller moments.
Like lunch.
The fish problem.
Yesterday, I had lunch with colleagues.
I asked one of them what he wanted to eat, and his suggestion involved fish.
There was one small problem.
I don’t like fish.
Then he asked, “Do you like sushi?”
No.
That did not improve the situation.
In the end, several of my colleagues went inside to get their fish while I found something else. I chose pizza. Then I had to carry my plate through the whole place to get back to the others.
When my colleague saw what I had chosen, he took out his mobile phone and pretended to make a memo to himself:
“I don’t ask Babette for lunch.”
That is what happens when colleagues know each other well enough. Nobody has to pretend that everybody likes the same things. They can eat fish, I can eat pizza, and the difference becomes the joke.
That is what happens when colleagues know each other well enough. Nobody has to pretend that everybody likes the same things. They can eat fish, I can eat pizza, and the difference becomes the joke.
Better than expected.
Work is only one part of the week. Darts has become another.
At our recent game, the team lost 5–7. That was disappointing, but the result was still better than two weeks earlier. We left before the end because it was already late and there was school the next morning.
The next match will be difficult for me to attend because of the travelling time and my husband’s night shift, so I may have to wait a little longer before I can play again.
For now, there is training.
And the last training surprised me.
I had to finish on doubles, and suddenly the darts were doing what I wanted them to do. In one round, after hitting a five and a treble one, I finished on double one. Later, I needed ten points and checked out on double five.
The other members of the team noticed.
“Whoa!”
I was surprised too.
It was better than I expected, although I am not getting too excited yet. There is another training session on Monday.
We will see what happens then.
A weekend with no plan.
After work, school homework, darts and everything else, you might expect me to have a detailed plan for the weekend.
I don’t.
“It will be a surprise.”
There are a few jobs waiting. The swimming pool needs to be made winterproof, and the last vegetables need to be harvested from the garden. I have already turned four or five kilos of tomatoes into purée for tomato sauce, and there are still more tomatoes.
Then a new possibility appeared in our conversation: tomato jam.
At first, I was not completely convinced.
Tomatoes? Sugar? On toast?
But once we looked at a recipe, it began to sound possible. Tomatoes, sugar, vanilla and a little lemon juice are not very complicated, and I can make it in my Monsieur Cuisine.
There is still one sensible rule when trying something strange for the first time: do not make too much.
Instead of starting with a huge batch, I can try half a kilo of tomatoes and see what happens. I already have the vanilla and lemon juice.
I only need to buy sugar.
And somebody else in the family can taste it first.
That is another useful unwritten rule.
The next project is always waiting.
Autumn and winter are coming, which means I am already thinking about my next projects.
I have two 1,000-piece puzzles waiting for me. They are made from baby pictures of my children, and a puzzle like that normally takes me only two or three days.
There may also be another project after the school parents’ evening. One of the children has a new class teacher, and I already know that her favourite colour is green. I am thinking about asking whether she has any special wishes for a Christmas present.
If she does, I will have my next project.
There is still plenty happening before then: a new colleague to meet, another darts training session, a garden to finish for the season, a swimming pool to prepare for winter and possibly a jar of tomato jam that nobody in the house quite knows what to expect from.
That is probably enough.This weekend, I buy the sugar.
Column
The Machine Has Done Its Job.
This morning I put a pineapple on my phone.
Not an actual pineapple. That would have been inconvenient. A QR code, dressed up with the Pineapple logo and sitting on my home screen.
The idea is simple. I meet somebody. We talk. Somewhere along the way they ask what I do, and I tell them I publish a small magazine in English. Perhaps Brida comes up too. Perhaps I explain that we bring people from different places together for conversations in English about ordinary life, work, ideas and whatever else happens to find its way onto the table.
And they say:
“I never thought of doing that.”
Nine months ago, I might have regarded that as a problem.
Today, I think it may be the whole point.
Looking for people who weren’t looking for us.
For much of the past nine months, I have been trying to solve a fairly conventional problem: how do you find people who might be interested in something you have created?
There is an entire industry devoted to this. Leads. Funnels. Campaigns. Conversion. Capture the email address. Get the telephone number. Follow up. Put people into boxes according to what they clicked, when they clicked it and whether they came back on Tuesday afternoon.
I tried versions of it.
They didn’t work particularly well, and eventually I realised that I was looking for an intention which, in most cases, probably didn’t exist.
Very few people wake up thinking, What I really need today is a conversation in English with five people I have never met. Why would they? They aren’t searching for us or comparing providers of curious conversations over breakfast. There is no urgent problem waiting to be solved. They may speak perfectly adequate English already. They may use it at work or when travelling. They simply haven’t considered sitting around a table with people elsewhere talking about things nobody throws away, strange habits, local life or why everything seems to require an app these days.
There is no intention.
Until there is an idea.
Ideas tend to enter our lives rather casually. Someone mentions a restaurant. We notice a book in somebody else’s hand. A friend talks about a place we’ve never visited. We hear about somebody doing something slightly unusual.
We don’t immediately buy, join or book.
We think, That’s interesting.
Perhaps nothing happens. Perhaps three weeks later, something does.
That was the bit I had been missing.
Traditional outreach rather likes that moment because it can be captured. The person is standing in front of you. Quick. Get the email address. Put them on the list. Push them towards the next stage before they escape.
I increasingly dislike that.
Suppose I meet Anna tomorrow and our conversation wanders towards Brida. I don’t particularly want to turn Anna into a lead.
I’d rather give her the pineapple.
“Have a look sometime.”
She scans it.
That is all.
Then I lose Anna.
There is an obvious flaw in this beautifully relaxed approach.
Anna now has me.
I don’t have Anna.
She can explore the Pineapple, read an article, look through previous issues, discover Brida, close the whole thing after seventeen seconds and never return.
She can explore the Pineapple, read an article, look through previous issues, discover Brida, close the whole thing after seventeen seconds and never return.
I don’t know.
For somebody who has spent months building databases and systems, this requires a certain amount of nerve. But Anna hasn’t asked me for anything yet. She hasn’t expressed an intention. She has simply encountered an idea.
So we added one small thing to the app.
Say hello to the Duo.
If something eventually catches Anna’s attention, she presses a button. WhatsApp opens and she can say hello to Janita and me.
No application. No sales form. No twelve questions asking things we don’t need to know.
Just hello.
At that point, Anna has chosen to cross the little gap herself.
Why build all this machinery?
There is another side to the story, because there are only two of us.
The Duo.
And, inconveniently for anybody designing an infinitely scalable organisation, Janita and I both have lives. We sleep. We eat. We have families, appointments and bad days. There are only so many hours available.
That is why I started building the machinery in the first place. Not because I wanted Brida to become more automated, but because I wanted us to have more time to be human.
Finding people across Europe takes time. Researching them takes time. Keeping records takes time. Publishing every week takes time. Following threads, remembering conversations and connecting one piece of information with another all take time. Two people doing all of that manually eventually have very little time left for the nicest part of the job.
Talking with people.
So over nine months we have gradually handed more of the mechanical work to technology and AI. It searches, sorts, researches and remembers. It helps us publish. It keeps track of things that two imperfect human brains would inevitably lose somewhere between breakfast and Thursday afternoon.
Not so that Janita and I can disappear.
Quite the opposite.
So that we can turn up.
Proximity.
I have been searching for the right word for what all this machinery is supposed to produce.
Reach sounds like broadcasting. Audience suggests people sitting on one side while somebody performs on the other. And leads is dreadful. I’ve met a lot of people in my life. I don’t remember ever walking away thinking, What an interesting lead.
The word I increasingly like is proximity.
How many people are close enough to Brida for something to happen?
They don’t have to be members. They don’t have to attend next week. They don’t even need to understand the whole thing. Perhaps they met me. Perhaps someone sent them the Pineapple. Perhaps they read one article six weeks ago. Perhaps a friend mentioned a Table. Perhaps they scanned a ridiculous pineapple from somebody’s telephone.
The idea can sit there.
Then, one day, something may resonate. A subject. A person. A story. A conversation.
Curiosity can do the next bit.
This changes the purpose of all the technology behind Brida. AI can help us find people and communities. It can give us enough context not to approach somebody completely blindly. It can organise thousands of pieces of information, help make the Pineapple and remember connections that would otherwise disappear.
But suppose Anna is interested in architecture and, three weeks after meeting her, I notice that we are having a conversation about whether cities have become too convenient. The system can make the connection.
I would still rather write:
“Anna, saw this and thought of you.”
Because I did.
That, for me, is the important distinction.
The machine can remember Anna. It can find the connection. It can save me the hours I would otherwise spend searching files, rebuilding lists and doing repetitive work.
What it gives me back is time.
Time to write to Anna properly. Time to host the Table. Time to listen.
Time to talk.
The machine has done its job.
There is a peculiar paradox in where these nine months have taken us.
Behind Brida there is now more technology than there has ever been. The machinery has become considerably more sophisticated, yet the thing I want it to achieve has become much simpler.
Get people talking.
We have built an increasingly sophisticated technological machine in order to stop behaving like a machine.
Whether that works remains to be seen. People may scan the pineapple, look around and disappear. Proximity may turn out to be another clever word for people who aren’t particularly interested. Nine months from now I may be writing another column explaining why this didn’t quite work either.
Fair enough.
But I am becoming comfortable with something I wasn’t comfortable with nine months ago.
Not every encounter has to produce a result.
Sometimes it may be enough to put an unfamiliar idea into somebody’s world and leave it there.
There is now a pineapple on the home screen of my phone. Tomorrow I can meet somebody, have a perfectly ordinary conversation and, if Brida happens to come up, show it to them.
They can scan it.
They can wander around.
I don’t need their email address. I don’t need their telephone number. I don’t need them to decide anything while I am standing there.
If, one day, something germinates, they know where to find us.
And if they do come back, the machinery has done exactly what I built it to do.
It has saved two people enough time to do the nicest part of the job.
Talk to them.
Member Stories
No Excuse for the Wind.
Some inventions make life easier. Others change what we think is possible — and sometimes the same invention manages to do both.
By Sylvie , France
Before we reached the subject of inventions, our conversation had already travelled through quite a few parts of everyday life. We talked about the things happening in the world, the floods and difficult news, and then moved closer to home — to my tennis tournament and my daughters, who are very different from one another. It was one of those conversations where one subject naturally leads to the next.
Perhaps that is why talking about inventions did not feel like a separate topic at all. They are simply another part of ordinary life: the things we use, depend on, complain about and sometimes only notice when we stop to think about them.
There are inventions I use so automatically that I hardly think of them as inventions anymore.
My credit card is one. That was the first thing that came into my mind. It certainly makes spending money easier — perhaps sometimes too easy, because you can spend now and only see the deduction at the end of the month.
Then there is the phone.
I grew up without one, so I can remember another way of living. Our children cannot really compare because they have always had phones around them. Without them, perhaps we visited people more. We spoke face-to-face more. If you wanted to call somebody, you used the fixed phone.
Today, I would find it difficult to imagine going back completely.
If I am driving somewhere at night and something happens, I have my phone and I can call somebody. When I remember going to the discotheque when I was younger, we did not have that. Somehow we managed. Now, knowing that help is sitting there in your pocket has become normal.
But I am still not sure the phone is entirely a good invention.
It makes communication easier, but it also makes other things easier. It is easy to criticise somebody through social media. It is easy to publish something negative or share photographs that have been manipulated. And on the road, I see people looking at their phones while driving — in cars, trucks and even tractors. You can see the phone sitting on somebody’s knee while they are supposed to be watching the road.
That is something I will not do. If I am waiting for an important call, I find somewhere to stop and park.
So perhaps a good invention does not automatically mean we use it well.
The machines that quietly help.
Some inventions are much less complicated.
The dishwasher is brilliant because it makes life a little easier. Of course, the machine does not solve everything. Somebody still has to put the dishes inside, and somebody has to take them out again. Then comes the usual household question: who is going to do it?
The washing machine belongs on the list too.
I also like having a printer. We can keep more and more things digitally now, but sometimes, when I really need to understand something, I prefer to have it on paper in front of me.
Not every modern convenience feels necessary, though. I could live without air conditioning. In the past we did not have it everywhere, and sometimes I do not even like it. The air can be too cold, or the wind blows directly onto you. Something can be convenient without necessarily making you more comfortable.
And then there is one invention that, for me, has changed much more than a household chore.
The e-bike.
Before I had an e-bike, going cycling meant thinking about the wind.
With a normal bicycle, you look at which direction the wind is coming from and try to plan your route so that, at least for part of the journey, it will be behind you. But at some point it will be in front of you, and then you have to fight it.
With the e-bike, it does not matter so much whether it is windy or not.
There is no excuse.
That freedom changes where I can go. I can explore more places and ride much farther than I would with an ordinary bicycle. On Sunday, I went out alone and cycled about 45 kilometres. With a normal bike, especially with the wind we had that day, I would never have done it.
On longer rides, 80 kilometres is possible, and my battery can take me close to 100 kilometres when I use the normal assistance. I could stretch it farther by using the economy setting, but the bike itself is heavy, so then cycling becomes much harder. For me, around 100 kilometres in a day is already enough.
The electrical assistance stops helping from about 26 kilometres per hour, although sometimes I can still go faster when the wind is behind me or the road goes slightly downhill.
The funny thing is that an e-bike could sound like a way of doing less exercise. For me, the opposite is true. Because the difficult parts become manageable, I cycle more. I go farther. I explore places I probably would not have reached with my normal bicycle.
That may be what I like most about a really useful invention. It does not have to do everything for you.
Sometimes it only needs to remove one obstacle.
Even if that obstacle is the wind.
Member Stories
The Things We Stop Noticing.
Electricity, mobile phones, Sunday shopping, online gambling and an election led me towards a different everyday mystery: perhaps what we take for granted is not the thing itself, but the life we have built around it.
By Ismar, Brazil
When I press a light switch, I expect the light to come on.
I don’t think about where the electricity comes from or who keeps the system working. I press the switch. The same with water. I open the tap and expect water to be there.
I notice these things when they stop.
Perhaps that is what taking something for granted really means. Something becomes so normal that it disappears from our attention.
Once we started talking about this, I realised that the same thing happens with much more than electricity and water.
When a mobile phone was something to show.
When I was 30, we didn’t have mobile phones. I was living in Manaus then, around 1991, and somehow we managed.
I bought my first one several years later, when I had my dental office as well as my work with the Brazilian Air Force. I needed to communicate with colleagues and patients.
The early phones were expensive, and some people made sure everybody could see them. Those large Motorola phones were worn on belts almost like status symbols.
I thought they looked terrible.
Mine was smaller, and it was really just a telephone. You talked on it. That was all.
Now our phones are cameras, newspapers, maps, banks, music players and communication centres. We have absorbed all of that so completely that losing a phone can feel as though part of ordinary life has stopped functioning.
Within one lifetime, something extraordinary became ordinary.
When walking was normal.
Asked what I might bring back from the past, I didn’t immediately think of an object.
I thought about walking.
As a teenager, I frequently walked the kilometre and a half from home into downtown Campo Grande. Later, when money mattered more, I walked to a preparatory course rather than pay for the bus.
Today I again live roughly the same distance from downtown, but I don’t walk there very often.
The sun feels stronger to me. There are more cars. And, strangely, I feel as though I have less time.
The car solved one problem and created others.
In my experience, a car in Brazil can also represent status. A young person gets a job and may spend years financing one because a car says something about having succeeded.
So it is not enough simply to tell people to use public transport. The alternative has to work.
Travelling from my home to my mother’s by bus can take half an hour or more, followed by a walk in strong daytime heat. By car, it takes around ten minutes.
Convenience wins very easily when the difference is that large.
Someone is stealing my time.
Then we imagined that everything still worked tomorrow, but ten times more slowly.
Messages take an hour. Deliveries take a day or two. Payments take five minutes. Websites crawl onto the screen.
How would I react?
At first, probably with anger. Then I would have to adapt.
But underneath that answer was something more interesting.
We expect things now.
Waiting can create the feeling that somebody is stealing your time. Stealing your life.
I have experienced long waits in public services. During the pandemic, I remember waiting hours to speak to a doctor. Many years earlier, after hurting my foot, I had an X-ray quite quickly and then waited for a specialist. Eventually I left. Other people seemed to be in more urgent situations than mine, and I imagined I might remain there until the next morning.
Many years earlier, after hurting my foot, I had an X-ray quite quickly and then waited for a specialist.
Intellectually, we understand that some things take time and that somebody else’s need may be greater.
But our time still feels like our time.
Once speed becomes normal, waiting starts to feel like a failure of the system.
And from there our conversation moved into politics.
If enough people become dissatisfied and complain publicly, I think governments notice, especially when elections are approaching. If people complain only among themselves, very little may change.
That is my interpretation. But it raised a larger question: perhaps political responsiveness is another thing we take for granted.
The supermarket that never rests.
Availability creates the same problem.
In Brazil, I can go to a supermarket on Sunday. I don’t particularly like that.
When I was a child, the large supermarkets were closed on Sundays. Today we expect to buy what we want when we want it. Some shops remain open around the clock.
But somebody has to make that convenience possible.
Why should I have my weekend while another person cannot be with family or simply relax at home?
I remember periods of my own working life when I had only one free weekend in a month. I know what that feels like.
Of course, there is another side. Somebody may need to shop on Sunday. An employee may prefer weekend hours. Somebody who needs a job may not have the luxury of rejecting the schedule.
That is the interesting part.
We say, “The supermarket is open,” as though the building opens itself.
It doesn’t.
People make our convenience possible.
Gambling in your pocket.
Online gambling is another example of something becoming almost frictionless.
It is no longer necessary to travel somewhere special. The betting shop can be in your pocket.
Brazil has spent considerable political energy regulating online betting, particularly because of concern about indebtedness and vulnerable families. During our conversation, I questioned the timing of recent government action so close to the presidential election.
My reaction was political: why now rather than earlier?
That is my interpretation, not proof of anybody’s motive.
But it reveals another form of taking things for granted. Once an activity becomes easy, legal and constantly available, we may stop asking what its availability is doing to people. Then, when government intervenes, another argument begins: is it protection, political calculation, restriction—or some mixture of all three?
The same action can look completely different depending on where somebody is standing.
What do we take for granted in a democracy?
Brazil votes in its general election on 4 October 2026.
I said clearly that I hope President Lula is not re-elected.
I also said that I do not consider the alternatives particularly good.
That matters, because my concern is not simply that one politician should replace another. It is about trust in institutions and about how people interpret what they see happening around them.
During the conversation, the Mayor raised another question: can people also take democratic freedoms for granted?
The right to vote. The ability to criticise a president. The possibility of reading different newspapers, using social media or looking outside Brazil for information.
My response was that the issue is not only whether those possibilities exist. It is whether people use them.
Many people, young and old, appear to me not to be very interested in politics or in what happens at the highest levels of government.
The possibility of becoming informed exists.
That does not mean people become informed.
And perhaps indifference is itself something we take for granted.
A freedom can exist without being exercised.
A vote can exist without much curiosity about what sits behind it.
I also have concerns about the limits of political speech in Brazil and about how challenges to institutions are treated. Those are my concerns. They should not be confused with proof that Brazil’s electronic voting system is fraudulent. The official electoral authorities maintain that the system is tested, audited and secure.
For me, the more interesting question is the disagreement itself.
How much scepticism should a democracy tolerate? At what point does criticism become an unsupported accusation? How should institutions defend themselves without making people feel that questioning them is forbidden?
I don’t have a simple answer.
Perhaps that is precisely why the question matters.
Younger does not automatically mean better.
Someone recently suggested to me that Brazil would improve when older politicians disappeared and younger people replaced them.
I asked: are you sure?
I don’t think age solves the problem automatically.
Young people can be indifferent. Older people can be indifferent. Young people can be responsible. Older people can be responsible.
I see a very small version of this at university, where I am usually the oldest student in the room. In one class, some of the younger students talk during the lesson, leave chairs out of place or leave rubbish behind.
That is one classroom. It proves nothing about a generation.
But it does make me suspicious of the easy belief that younger automatically means better.
There is also a young student in that class who is different from the others and, in my observation, was being left outside the groups. Nobody wanted me in their group either, perhaps because I am much older.
So I invited him to join me.
We became a group of two.
I joked that we were the two awkward people.
That small scene probably tells me more about people than any theory about generations.
Someone else may see what you don’t.
Towards the end of the conversation, the subject became more personal.
I spoke about my girlfriend.
She is five years older than me. When I say we are old people, she disagrees. She doesn’t feel old.
She is also much more optimistic than I am.
That interests me because, from what she has told me about her life, she has had reasons not to be optimistic. Yet she has a good humour and a spirit that I admire.
When I was asked what she sees in me, I wasn’t so certain.
She says I am good company.
I am not always convinced.
And perhaps that belongs in this conversation too.
We notice electricity when the lights go out. We notice water when the tap is dry. We notice speed when something becomes slow, convenience when a service disappears, political freedom when we fear losing it.
People may be different.
Sometimes another person sees something in us that has become invisible to us.
Maybe that is one more thing we should be careful not to take for granted.
We began with inventions.
We ended somewhere else.
The things we stop noticing are not always things.
Visual pauseThe Pineapple
Recipe
Aperol Pasta
I like recipes that are a little bit different. Something where people taste it and first think, What is this? Then they take another bite.
This recipe is exactly like that. I discovered it on television and immediately had to try it.
This one is fantastic. It is fruity, creamy, a little bitter from the Aperol and, in my version, spicy as well. The original recipe was not spicy, but Ralf made it spicy. Of course.
I discovered it on television. They showed a QR code and I thought, Where is my Handy? Where is my Handy? By the time I found the phone, the QR code was gone. So I opened the programme again in the media library, waited for the QR code to appear for a second time, scanned it — and finally I had the recipe.
Then I had to make it.
Ingredients.
400 g spaghetti
Salt, for the pasta water
1 shallot
2 garlic cloves
1 red chilli, sliced into small half-rings, seeds included if you like the heat
80 ml freshly squeezed orange juice
80 ml Aperol
100 ml Prosecco
200 ml cream
1 tbsp butter
1 tbsp olive oil
50 g Parmigiano, freshly grated, plus a little more for serving
Black pepper
Fresh parsley, for serving
About 100–150 ml pasta cooking water, reserved
Method.
Cook the spaghetti in well-salted water until it is ready to your liking. Before draining it, keep about 100–150 ml of the pasta water. You may need this later to make the sauce beautifully creamy.
Finely chop the shallot and garlic. Squeeze the orange juice and grate the Parmigiano.
Heat the butter and olive oil together in a large pan. Add the shallot and cook gently for about three minutes. Add the garlic and chilli and continue cooking, but do not let the garlic become brown. It should become soft and translucent.
Pour in the Prosecco and Aperol. Let everything bubble gently for about four to five minutes so the sauce reduces.
Add the cream and fresh orange juice. Mix everything together and let it reduce again for another three to four minutes.
Now add the grated Parmigiano and keep stirring until the cheese has melted into the sauce and everything becomes properly creamy. If the sauce becomes too thick, add a little of the reserved pasta water until the consistency is right.
Put the spaghetti directly into the sauce and mix well.
Serve with parsley and a little extra Parmigiano on top.
For me, this is not a normal pasta dish. You have the fruitiness of the orange, the sweetness and slight bitterness of the Aperol, the Prosecco, the creamy sauce and then the chilli coming through. We love it. It is really, really good.
My pasta tip.
I normally use Bronzo pasta now. This pasta is pushed through bronze dies during production, which gives it a rougher surface than very smooth ordinary pasta.
And that rough surface takes up much more sauce.
You can actually see and feel the difference. For a beautiful creamy sauce like this one, I love it.
At The Table
The Problem Is Usually in Front of the Monitor.
We build technology to make life simpler. Then we forget how it works, improve it until it gets worse, and invent another button to rescue us.
By Manfred & Martin (The Swimming Club), Germany
Before the Swimming Club could begin talking about technology, we first had to get the technology working.
The Mayor had built a new Pineapple app and wanted Martin and Manfred to test the installation process. Martin pointed his phone at a QR code. Something opened. He thought he was in the Google Play Store.
“You can’t be,” said the Mayor. “The app isn’t in the Google Play Store. That’s physically impossible.”
“Physically, I’m here at home,” Martin replied.
It was an excellent beginning.
There followed several minutes of browsers, QR codes, links, menus, disappearing dialogue boxes and instructions to scroll up or possibly down. At one point Martin had to act quickly because his phone was making an option disappear before he could press it.
“I love this world,” he said.
Then came his theory of modern civilisation: perhaps people are becoming more frantic because their devices keep putting them under time pressure.
Eventually Manfred tried the alternative route. The link arrived through WhatsApp, the installation button appeared, the app installed and a yellow Pineapple icon materialised on his phone.
It worked.
Which, as the Swimming Club was about to discover, is one of the more dangerous moments in technology.
The Manfred button.
Suppose there were one magical button that could remove five irritating steps from your life. What would it do?
Martin immediately went after forms that ask you to enter information the system surely already knows. He also wanted rid of terms and conditions nobody reads but everybody must accept, usually after scrolling down one final centimetre to prove that they have participated in the ceremony.
Manfred approached the problem from the life of a software developer. His button would deal with documentation: write the help text, cope with the deadline that was yesterday, fill in the timesheet, and finally put away the coffee and cigarette and complete the task without addictive assistance.
Martin particularly liked the timesheet idea. Filling in hours from some distant week requires a special kind of archaeology.
His solution was obvious.
Ask Manfred: “What did I actually do last week?”
And so the first important technological discovery of the morning was made. Martin already has artificial intelligence. It is called Manfred.
“If I want to know something, I ask Manfred,” he explained. It was, he felt, the more reliable form of AI—although he added that he believes at least half of what Manfred tells him and assumes the opposite for the other half.
Magic has a short shelf life.
The strange thing about technology is how quickly miracles become furniture.
Manfred put it simply: once people get used to something, they stop thinking about it. AI still has a certain wow because it is new. We can still look at something it produces and wonder how on earth that happened.
Give it a couple of years and it will simply be there.
Smartphones have already completed that journey. The Swimming Club remembers when they arrived and people talked about what these remarkable little machines could do. Now we carry them everywhere without wondering much about them at all.
Until one breaks. Or disappears. Or we have to buy a new one.
Then the invisible technology becomes extremely visible again.
The same thing happens when something we once understood becomes unfamiliar. Manfred recently bought an inexpensive internet television service and wanted to run it through an Amazon Fire TV Stick. He had configured the same system years earlier, so he knew it worked.
Manfred recently bought an inexpensive internet television service and wanted to run it through an Amazon Fire TV Stick.
Unfortunately, he no longer knew how he had made it work.
Which buttons had he pressed? Where was the setting? How did he get back to wherever he had once been?
It is a peculiarly infuriating problem because surrender is impossible. You cannot say, “It doesn’t work.”
You know it works.
Worse, you know you once made it work.
Martin knew the feeling. He had recently spent hours struggling with a documentation system after overlooking an instruction he himself had written into the template. A blank line in the wrong place was enough to cause the problem.
The documentation existed.
He just hadn’t read his own documentation.
There is apparently a technical expression for this kind of failure: the problem is not behind the monitor. It is in front of it.
When fixing things becomes a way of thinking.
For Manfred, this reaches beyond computers. Software development has trained him to see problems in a particular way. When something goes wrong, his instinct is not to stay with the problem but to look for the solution. Something is broken. Fine. What can be done? What is the next step?
That habit has followed him home.
His wife has occasionally pointed out that his responses can be very technical when something rather more emotional might be required. Manfred understands why. If your professional life consists of solving problems every day, eventually problem-solving becomes part of the operating system.
It can also become a trap. Once a programmer has found a direction, the brain can charge down that road with impressive determination while becoming almost blind to everything on either side. Manfred has seen it professionally: a developer becomes so absorbed in a solution that somebody from outside eventually looks at it and asks the devastatingly simple question:
What on earth have you done?
And suddenly the programmer can see it too.
This is why other people matter. Show them the software. Let them use it. Ask what they think.
Especially after version 29.
The danger of version 30.
The Pineapple app had already been through 29 revisions when Manfred’s test revealed the need for number 30.
After logging in, he was landing on an article page instead of the homepage. That needed fixing.
No great drama. Another adjustment.
But Manfred offered a warning from years of software development. There comes a point when a product works well. The obvious problems have been solved, the useful features are there and everything is doing roughly what it is supposed to do.
Then comes temptation.
Perhaps it could do this as well. And this. And wouldn’t another feature be useful?
That is when improvement can turn into what Martin calls Verschlimmbesserung — a wonderfully efficient German word for an improvement that makes something worse.
You optimise the thing to death.
The software that was supposed to become easier becomes more complicated. Eventually somebody has to remove last week’s brilliant new idea and go three steps backwards.
The Mayor had already felt the temptation. Perhaps another Fruit Basket could be added to the app. Perhaps the monthly conversation questions could go in there too. Perhaps—
No.
Leave it alone.
Version 30 had taught its first lesson.
A computer that cannot count properly.
All of this sophistication hides an absurdly simple machine.
When asked whether he thinks about the enormous amount of code behind an innocent little button, Manfred’s answer was immediate.
“No.”
The thing should do what it says it will do. That is what people expect from the software he writes, so why should he expect anything different?
And for all their apparent intelligence, Manfred pointed out, computers are spectacularly limited. Strip away everything we have built around them and a computer essentially does one thing extraordinarily well: it calculates extremely quickly. Give it zeros and ones and enormous speed, and extraordinary complexity becomes possible.
Humans, meanwhile, understand context that a computer must have explained in ridiculous detail.
Take a seemingly innocent request from the Mayor: build an app that tells him whether today is a good day to take the caravan somewhere.
Manfred considered the specification.
Weather would matter. Destination would matter. The Mayor’s health might matter. His mood might matter. A supposedly simple yes-or-no answer had already begun opening doors into an absurdly complicated system.
Manfred proposed a more efficient piece of software.
Press the button.
Today is a good day.
For everything else, ask AI.
What disappears when everything becomes easy?
There is another side to all this convenience. When software removes five steps, it does not necessarily remove only the annoying ones.
Manfred’s example was shopping. You can sit on your sofa, order almost anything and have it brought to your door. It is wonderfully efficient. But somewhere in that efficiency, human contact disappears. Sometimes the delivery driver becomes the only person involved whom you actually see.
Supermarket apps brought another irritation. Manfred had considered using them and decided the whole business was too complicated. The Mayor tried several and eventually deleted them because they were making him aggressive.
Then the conversation turned to discounts.
An app announces that something is cheaper. You notice it. Perhaps you choose one supermarket rather than another because the offer is there. Then you see another bargain and buy something you had never intended to buy.
Martin and Manfred arrived at the same wonderfully inconvenient conclusion: if you spend money on something you did not need because the app told you it was cheap, where exactly is the saving?
Technology has removed friction.
It has not necessarily removed manipulation.
Manfred 2.0.
By now, the obvious next step was to stop improving software and improve the Swimming Club instead.
Martin 2.0 came with three requirements. He should run on a purely mechanical device, remove all work from Martin and always be kind to him.
Reasonable specifications.
Manfred 2.0 required more delicate engineering. Asked what would have to change to make him more future-compatible, Manfred began identifying his own bugs. He can be stubborn. His sarcasm has become highly developed over the years. Both features, he admitted, are not always perfectly compatible with the rest of humanity.
But the upgrade also needed one completely new function.
A magic lamp.
Rub it and Manfred 2.0 grants three wishes.
After the third wish, Martin suggested, the whole system should automatically reset.
Perhaps that is the feature technology has been missing all along. Not another optimisation. Not another menu. Not another clever function hidden behind another clever function.
Just three wishes.
Then reset.
And if anything goes wrong, press the Manfred button.
Peeling Potatoes
Peeling Pototoes, Episode 66: The Day Time Stood Still and My Hose Applied for Asylum.
Fruitloop sent me to investigate five impossible objects. Somewhere between a square bubble, a silent alarm clock and a shoe from the ancient world, the whole thing became less about answers and more about what we do when there aren’t any.
By The Mayor & Fruitloop
Fruitloop looked far too pleased with herself.
This is usually the first warning.
We were back at Fruitloop University for Episode 66 of Peeling Potatoes, and I had already received the bad news: I was flying solo. No Ignis. No emergency committee. No convenient collection of imaginary experts to blame when things went wrong.
Just me.
Fruitloop had also lost most of her voice and was speaking around a frog apparently occupying her throat without paying membership fees. This did nothing to reduce her enthusiasm.
“The official topic,” she said, “is the drawer that everyone has.”
Not a drawer. The drawer. The one containing batteries of uncertain health, keys that open nothing, three bits of string and something you keep because the moment you throw it away, civilisation will require it.
Except this was Fruitloop University, so naturally we went nowhere near an actual drawer.
Instead, I received an urgent request from the Museum of Impossible Things.
The museum had a collection.
I was required to investigate.
Splendid.
Tomorrow Has Been Delayed Since 1987.
The first exhibit was a calendar page.
It said:
Tomorrow. 14 March 1987.
And there it had remained.
Fruitloop wanted to know why tomorrow from 1987 was still sitting in a museum in 2026, so I decided the museum must have opened on Friday the 13th of March and that its original director had put the page on display as some sort of experiment.
Would anybody notice?
Thousands of people could have wandered past it over the years, stared at tomorrow and carried on walking. Time had moved on in full view and almost nobody had bothered to question it.
Fruitloop did.
“If it was tomorrow in 1987, when did it become yesterday?”
That was the first moment I began to suspect the nonsense had teeth.
I wandered through John Lennon, London in 1987, my twenties and the rather inconvenient question of what tomorrow actually means. Then Fruitloop suggested writing a new tomorrow onto the old page.
That changed matters considerably.
The harmless museum exhibit had suddenly become a prophecy. Someone would decide the world was ending. Someone else would form a committee. There would almost certainly be merchandise.
The harmless museum exhibit had suddenly become a prophecy. Someone would decide the world was ending. Someone else would form a committee. There would almost certainly be merchandise.
But perhaps one or two people would look at the date and think that, if time really was passing, they ought to do something with it.
Most, I suspect, would shuffle past.
Humans are remarkably good at that.
The Bubble With an Ego.
The second exhibit was a perfectly square bubble floating inside a glass container.
It could not be popped.
Touch it. Nothing. Throw a book at it. Nothing.
Fruitloop wanted to know who had made it, why it was square, what was inside it and why it refused to burst. By now, however, I had become suspicious.
Not of the bubble.
Of Fruitloop.
I could feel myself searching for the hidden hook. There had to be one. Why else would she have given me a square bubble? But the harder I looked for where the exercise was going, the less attention I paid to what was actually sitting in front of me.
A square bubble.
Perhaps not everything needs explaining. Perhaps some things deserve to be admired simply because they are strange, beautiful and impossible.
Fruitloop was having none of it.
“The museum asked you to investigate it.”
Fair point.
So I investigated further.
Could it reproduce?
No.
Why not?
Because the bubble had an ego.
If there were suddenly twenty-seven square bubbles floating around, ours would no longer receive all the attention. It had spent years being admired by strange two-legged creatures pressing their noses against the glass. Why jeopardise that?
The bubble was unique.
It knew it.
And frankly, it rather enjoyed the arrangement.
Felix the Cat and the Silent Alarm.
The third exhibit was an alarm clock that rang every morning without making a sound.
Somewhere, somehow, somebody still knew it was time to wake up.
Fruitloop asked who had originally owned it.
Felix the Cat.
Obviously.
The clock had been built by a cat lover who disliked being blasted awake by an alarm, so it rang at a frequency only the cat could hear. The cat woke up, demanded breakfast and the owner was then awakened through the gentler process of having an increasingly irritated animal standing on him.
A perfect system.
Then Fruitloop moved the clock next to the old calendar page.
This created a problem.
The calendar believed time had stopped. The alarm clock existed only because time kept moving.
I imagined the two of them staring at one another in complete philosophical horror: the clock insisting that time could not possibly stand still, the calendar replying that it had been doing precisely that since March 1987.
Neither could possibly be right.
Both had evidence.
Fruitloop University was beginning to resemble several management meetings I have attended.
When Lightning Got Stuck.
Then came a lightning bolt, frozen inside a glass case.
Still glowing. Still crackling. Completely motionless.
“Who caught the lightning?” Fruitloop asked.
Time did.
The answer came almost immediately, and with it the previous exhibits began rearranging themselves.
Perhaps time really had stopped on 14 March 1987. Perhaps the alarm clock had witnessed the whole thing and been so shocked that it lost its voice. The square bubble remained completely unconcerned because time had never mattered very much to it anyway.
Better still, the frozen lightning illuminated the bubble, which threw the light around the museum.
Fruitloop University had invented renewable museum lighting.
At last, a practical outcome.
No fundraiser required.
The Shoe Nobody Could Explain.
The final exhibit was a brand-new shoe.
Price tag attached. Still smelling new.
Museum records said it was 1,847 years old.
Fruitloop wanted to know who had made it, who it had been made for and why nobody had ever worn it.
I tried mathematics.
That did not help.
I tried history.
That made things worse.
Eventually I gave up.
“We don’t actually know.”
And then, almost without noticing it, I said something rather more useful.
It was like the Mona Lisa.
Who was she smiling at?
Nobody knows.
And because we do not know, we keep looking.
That changed the shoe. If we knew exactly who had made it, exactly who had bought it, exactly why it had never been worn and precisely how it had survived for 1,847 years, most of the mystery would disappear.
Instead, we could invent.
Fruitloop decided it might be a magical shoe that changed shape and colour depending on what its owner wanted. Blue today. Pink tomorrow. Flats when sensible. Stilettos when not.
Then she asked what currency appeared on the price tag.
None.
The tag was blank.
“Because you can’t put a price on imagination.”
I rather liked that.
Then came the better question.
“Do you think it gets lonely?”
There was only one shoe.
I thought about that.
Perhaps it was alone, but I did not think it was lonely. All day people stopped in front of it and invented stories. They wondered where it had come from, who had made it, who was supposed to wear it and what on earth had happened to the other one.
The shoe had company made entirely from imagination.
And at night, when the museum closed, I suspect it breathed a small sigh of relief and enjoyed the silence.
I understand that perfectly.
The Sixth Exhibit.
I thought we were finished.
This was naïve.
Fruitloop produced one final message from the museum. There was another impossible object, apparently, and it was in my house.
The museum wanted it back.
She began the interrogation.
Had I ever owned something that simply disappeared?
Yes.
Lost something and had no idea where it went?
Definitely.
Found something again long after giving up?
Yes.
“What is the strangest thing you’ve ever lost?”
A fifty-metre yellow hose.
Fruitloop smiled.
Of course she did.
The hose had already acquired a life inside Peeling Potatoes. It had disappeared, travelled, returned and accumulated more mythology than any garden accessory reasonably deserves.
Now the Museum of Impossible Things wanted it because, according to Fruitloop, it wandered around collecting stories.
Would I return it?
Eventually.
But if the hose announced that it had one more destination in mind, I would let it go.
It had come back once. There must have been a reason.
So let it go again.
Trust it.
If a fifty-metre yellow hose wants another story, who am I to stand in its way?
The museum can wait.
Somewhere during all this I had stopped trying quite so hard to discover what Fruitloop was really asking me.
At the beginning, I had wanted the logic. Every impossible object had to contain an answer somewhere. There had to be a hook, preferably one I could find before Fruitloop did.
But the objects became more interesting whenever the answer failed.
The calendar left time hanging on the wall. The silent clock argued with it. Lightning got stuck. A bubble developed an ego. An ancient shoe sat in a museum with a blank price tag while generations of visitors completed its history for it.
None of them became more interesting because we solved them.
Quite the opposite.
The yellow hose is still a hose. The shoe is still a shoe. The calendar remains a piece of paper.
But give an ordinary thing enough attention, enough unreasonable questions and enough room for imagination, and something begins to gather around it.
A story.
Perhaps even a life.
Which may explain why my hose is currently considering its position.
I believe asylum applications are handled by Fruitloop.
In The Next Issue
Who Decides What’s Polite?
Have you ever walked away from a conversation, paused, and suddenly thought: Was that actually okay?
Sometimes we say something in the heat of the moment, only to realize later how harsh it sounded. Or we watch a movie, see someone do something that feels completely rude or unacceptable, and find ourselves thinking about it for days afterward—trying to figure out where that line is actually drawn.
In all honesty, who actually decided what counts as polite and what gets labeled as rude? Who made these rules, and why was there never a master copy written down for the rest of us to read?
It can feel a bit like those old-fashioned finishing schools: sit like this, walk like that, don’t speak unless spoken to, and never say anything out of line. But who put those standards in place in the first place? And why are the most important rules of human interaction the ones nobody ever bothers to publish?
In Pineapple 32, we are diving headfirst into the unwritten rules of life. We will be exploring the subtle boundary between good manners and social absurdity, asking where these codes came from—and why nobody ever wrote them down in the first place.
Keep your tea manners handy, and join us next time as we question the rulebook!
Join us next week:
Monday With Frank & Ralf – 8:00 CEST With Frank, Ismar & Ritesh – 15:00 CEST With Janita, Frank & Fabrice – 17:00 CEST
Wednesday With Frank, Martin & Manfred – 7:30 CEST With Janita & Sylvie – 15:00 CEST
Thursday With Frank and Bruce 10 CEST With Janita, Rosii & Frank, perhaps Monika & Nathalie – 11:30 CEST With Janita & Babette – 13:00 CEST
Visual pauseThe Pineapple
The Pineapple · Every Friday
See what the next issue brings.
Receive The Pineapple each Friday, free and without noise.