I've had a similar experience, shipping new features at incredible speed, then waste a ton of time going down the wrong track trying to debug something because the LLM gave me a confidently wrong solution.
I think the parents post happened to everybody, and if it hasn’t it will.
The edge between being actually more productive or just “pretend productive” using large language models is something that we all haven’t completely figured out yet.
often it's something you casually overlook, some minor implementation detail that you didn't give much thought to that ends up being a huge mess later on, IME
Seems like LLMs would be well suited for test driven development. A human writes tests and the LLM can generate code passing all tests; ending with a solution that meets the humans expectations.
This is more or less how I use LLMs right now. They’re fantastic at the plumbing, so that I can focus on the important part - the business and domain logic.
I disagree because you're only considering the "get code to make the test pass". Refactoring, refining, and simplifying is critical and I've yet to see this applied well. (I've also yet to see the former applied usably well either despite "write tests generate code" being an early direction.)
> UCNP heterostructures present a stringent test for any new DL model and
representation.
Are UCNP heterostructures also the most promising area of application, or are you looking to apply the method in other areas now that you've validated it in the stringent case?
Stall for time: repeat what the other person said back to them, reframe the questions, state the obvious, use filler words, etc. Say stuff mindless enough that you can think about the real problem while talking.
Curiosity and ego seem to be inversely correlated.
If you ask relevant but technically hard and esoteric questions _without the expectation of an answer_ you can sometimes see it in the manner of the response. Do they probe the question? Do they explore the idea, even if they don't know the answer? Do they readily admit that they don't know?? Or do they become defensive? Do they fake their way through it? If they make a mistake and you point it out, how do they respond?
Do you really think the proportion of people who care about those issues is greater inside these companies, compared with the general population? Or is the proportion of people roughly the same, but they only speak up about it because those are the issues the company is involved with?