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The Pineapple

Ordinary life · Wider world

Following An Unexpected Idea

Issue 27 — 4 September 2026
Issue 27 — 4 September 2026
Following An Unexpected Idea

Inside this issue

  1. 01 In This Issue In This Issue
  2. 02 Editorial Why do we do that?
  3. 03 Feature Keep Cool and Join at the End
  4. 04 Member Stories Your Life Is Your Business. Other Lives Are Not Your Business.
  5. 05 Column The 80-Minute Marriage Match
  6. 06 Column Curious Is a Dangerous Word
  7. 07 At The Table Please Stop Feeding the Drawer.
  8. 08 Member Stories A Little More Freedom.
  9. 09 Essay Do Keep Up, Please.
  10. 10 Postcards Leonardo Da Vinci’s Machines in Kassel, Germany.
  11. 11 Member Stories Just Add Garlic.
  12. 12 Recipe Garlic Bread à la Ralf
  13. 13 Column Behind the scenes: Houston, We Have a Blue Monday
  14. 14 Peeling Potatoes Peeling Potatoes (Episode 62): The Questions Hiding in Aisle Seven.
  15. 15 In The Next Issue The Logic We Never Check.
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

In this issue, we dive headfirst into a simple, baffling question: Why do we do that?

In This Issue

Sometimes we do strange things. We keep the empty ice cream tin just in case. We leave WhatsApp messages unanswered, panic over Sunday night speeches, and let junk drawers collect dust until they refuse to open. We are taking a look at these everyday mysteries, learning a little about who we are—and why a seven-year-old’s “Home” button logic might be the ultimate reset.

Ismar reflects on privacy and gossip, asking where healthy curiosity ends and intrusion begins—and whether crossing a line can sometimes open an unexpected door.

At home, an eighty-minute rugby match, a supposedly useless husband, and an exasperated wife set the scene for a negotiation on household fairness where not everything is quite as it appears.

Ralf discovers that garlic may not repair a broken shutter, but it does lead somewhere useful: into cooking, tools, instant answers, and the difference between knowing what to do and understanding why it works. Then he takes us into the kitchen for a loaf of garlic bread meant to be shared warm.

Over at Lunch, a conversation about the clutter we cannot bring ourselves to throw away turns into a playful investigation of why certain useless objects survive every cleanout.

A peek behind the scenes at Brida shows what happens when a Monday plan is rapidly dismantled by logouts, tech glitches, and an uncooperative Chippy.

Bruce and the Mayor take one broken website, one human mistake, and one AI mistake into a larger question about trust, judgement, and who still gets to decide.

Sylvie looks at how household rules change across generations—from polishing her father’s shoes on Saturdays to learning when not to question an eighteen-year-old daughter whose location she can still see on a screen.

The Swimming Club turns the humble queue into a surprisingly revealing look at patience, cultural habits, and the unwritten rules strangers somehow manage to follow.

In Peeling Potatoes (Episode 62), I send the Mayor into a magical supermarket stocked not with groceries, but with the absurd questions people are too embarrassed, uncertain, or terrified to ask out loud.

Then a misdirected sales email sends Frank down an automated rabbit hole, searching for a real human being behind the screen—and wondering if they were ever there in the first place.

Welcome to Pineapple 27.

The doors are open. Turn the page and see what you uncover.

Editorial

Why do we do that?

Why do we do that?

By our editor, Janita Le Grange.

It is a simple question, but if I’m being completely honest, I ask it of myself at least half a dozen times a day.

Take WhatsApp, for instance. I will open a message, read it carefully, compose a brilliant, thoughtful response entirely in my head, and then walk away. In my mind, the job is done! But in reality, I never actually typed the words or hit send. I just forget about it—until hours or days later when I open the app again and realize I’ve left someone hanging in digital limbo. Why do I do that? I have no idea.

Then there are school projects and speeches. The teacher sends a notification two weeks in advance. I make a mental note. A week later, another reminder arrives. No problem, we have time. Then suddenly it’s Sunday afternoon, and the realization hits like a lightning bolt: “You have to practice your speech!”

Predictably, chaos erupts in less than three seconds, because trying to get full, structured sentences into a seven-year-old on a Sunday afternoon is close to impossible. It is technically achievable, but certainly not sensible. Yet somehow, through sheer determination, we make it through, and by Monday morning he knows his lines by heart. Why did I wait so long? Why did I let it get to Sunday? My son doesn’t care—he just goes to school and does his best. While i promise myself it won’t happen again. And somehow, it happens again anyway.

And then there are the famous junk drawers. I tell myself, “This week, I am cleaning this out.” I throw out the clutter, wipe down the surface, and admire the tidy space. Exactly seven days later, it’s filled with a brand-new collection of random items, left to collect dust for months until the drawer physically refuses to open anymore. So I dump it all out again, clean it, and restart the cycle. Why!?

Every weeknight brings the same routine on repeat: dinner and shower by 7 PM, lights out by 8 PM. Pick up your toys, do your homework, put your clothes in the laundry basket, hang up your towel. Looking at the sheer repetition of it all, I often find myself wondering: How on earth do parents with two or three kids manage? What kind of secret rules do they have? Am I even doing this right?

I guess if a mysterious envelope containing all the answers to life ever arrives on my doorstep, I’ll finally know. But until then, I’m trying to remember that comparing how we live to everyone else’s highlight reel is the ultimate killer of joy. We are all just doing our best.

Sometimes, I think a panel of magic buttons would solve everything. Press this button to excel at sport. Press this one to freeze time and get a quiet moment to relax. Press this one for money, and that one to see the future. Knowing me, though, I’d probably mix up the buttons and end up with the wrong outcome at the completely wrong time!

When I mentioned my button theory to my son, his answer to life’s glitches was remarkably simple:

“Just press the Home button. It takes you right back to the beginning, and you can start back over”.

(We are still working on his sentence structure, but the logic is flawless.)

As August ends, September brings us something entirely new: a brand-new theme: Mysteries.

In our part of the world, September arrives with the first whispers of Spring: new leaves, blooming flowers, and fresh beginnings. In the other hemisphere, Autumn takes over with cool grays and leaves falling away. A pessimist might look at Autumn and think everything is dying. An optimist sees the truth: things fade so they can rest, re-grow, and come back stronger next season.

Let this issue be your permission to hit the “Home” button, re-grow, and find the beauty in life’s everyday mysteries. I have always been a sucker for a good mystery—which probably explains all those Why? questions running through my head.

Welcome to Issue 27 of The Pineapple.

New month, fresh topics, a few rules to question, with a little bit of curiosity to unlock.

Keep Cool and Join at the End
Feature

Keep Cool and Join at the End

By Manfred and Martin, both in Germany.

The Swimming Club investigates one of everyday life’s stranger mysteries: why ten people waiting for the same thing can produce perfect order, quiet fury, or an entirely new system of civilisation.

A queue ought to be one of the simplest human inventions. Somebody is first. Somebody is last. Everybody else stands somewhere in between.

And yet the Swimming Club quickly discovered that even identifying a queue can require surprisingly advanced social skills.

Martin began with the practical definition. There must be a destination: a door, a gate, a point of sale. Manfred was less certain. If ten people are not standing in a circle, perhaps they are in a queue. Or perhaps they are simply standing in a row.

There was, however, one reliable test.

“Is there anything for free on offer here?”

If the answer is yes, you can probably assume you have found the queue.

Martin’s experience of queuing in Britain has mostly been connected with special occasions and events, where people are already in a good mood because they are waiting for something they want to see. He remembers the extraordinary discipline visible in the long queues to pay respects after the death of Queen Elizabeth II.

What interested him was that he never really learned any rules.

“I just followed what everybody else was doing.”

That may be the first great mystery of public behaviour. We are surrounded by systems nobody formally explains. You arrive, look around, watch what everybody else is doing and try not to become an international incident.

Martin assumed that, if he did make a mistake, the English would probably be too polite to arrest him for it.

Manfred’s approach is simpler: whenever possible, avoid queues altogether.

He makes exceptions for necessities such as ordering food, but standing in a queue is not high on his list of holiday activities. He suspects that for Germans the greater problem is not queuing itself. It is the possibility that somebody else might jump the queue.

Once your position has been established, it must be defended.

This, Manfred suggested, may also explain the famous towel placed on the pool lounger.

The towel is not merely a towel.

It is a territorial document.

Queues also revealed something more personal: the same person can be patient in one situation and furious in another.

Manfred can sit in a Stau — a traffic jam — while travelling on holiday and remain relatively relaxed. Put the same traffic jam between him and somewhere he needs to be for work, and the experience changes completely.

The queue has not changed.

The expectation has.

“It depends on what you expect from yourself,” he said. “And if somebody else does not match your expectations, then friction starts.”

That friction is everywhere once you begin looking for it.

There is the supermarket customer who reaches the cashier and appears astonished to discover that payment will be required. Only then does the search for the wallet begin.

There is the supermarket customer who reaches the cashier and appears astonished to discover that payment will be required.

There is the trolley behind you that keeps nudging closer, as though gaining another centimetre might somehow improve its owner’s arrival time.

There is the express checkout with a ten-item limit and the customer whose trolley suggests a creative interpretation of mathematics.

Manfred maintains discipline outwardly.

Inside, he boils.

Martin grins and bears it. Enforcement, he believes, belongs to the cashier.

Then there are organic shops, where Martin has noticed an entirely different relationship with time. People seem to move more slowly. Decisions become deliberate. Nobody appears to have received the memo that there are other people waiting.

Which led to another excellent Swimming Club observation:

People who are not in a hurry can still be extremely impatient.

By this point, the Swimming Club had enough evidence to begin its Anti-Handbook for International Public Behaviour.

Rule Number One was unexpectedly sensible:

Keep cool and join the queue at the end. No queue-jumping.

The Anti-Handbook version underneath might be more useful:

Move your trolley forward by one centimetre whenever possible. This proves that the queue is progressing and establishes dominance over the person in front.

Further advice might include:

If somebody breaks an unwritten rule, do not explain it immediately. First allow enough time for everyone nearby to notice.

Or:

If a public system appears confusing, stand directly in the most inconvenient possible place while studying the signs.

The possibilities are endless because public life is full of Besserwisser opportunities: those moments when somebody can improve the world by informing everybody else how the system is supposed to work.

Preferably after the damage has already been done.

There is a German expression: Dreistigkeit siegt.

A useful translation might be: cheekiness wins.

Roads provide endless evidence.

One driver spots a small gap and changes lane. Another sees the first driver apparently making progress and follows. Somebody else discovers an even more imaginative route. Before long, a traffic jam has acquired several new layers.

And somewhere above it all, as Manfred put it, the Stau God is happy.

The zipper method, where two lanes merge into one, ought to be a masterpiece of simple cooperation: one car from here, one car from there.

Instead it can become a philosophical disagreement conducted at walking speed.

The same tension appears again and again. Is the person who waits patiently a good citizen — or simply the person who arrives last? Is the opportunist selfish, or has everyone else misunderstood how the system works?

The Swimming Club did not resolve this.

Probably wisely.

Asked which country might still function if all the signs, barriers and ticket machines suddenly disappeared, Martin and Manfred paused.

Then both arrived at the same answer:

Italy.

Not because everything would form a neat line.

Almost the opposite.

Manfred remembered being in Milan where seven roads seemed to converge into one open space. He expected disaster. Instead, everybody kept moving. Scooters, cars and other traffic watched one another, responded, adjusted, and somehow he emerged from the other side.

To him, Italian traffic can look miraculous because the system seems to demand attention from everyone inside it.

Germany, they decided, would respond differently to the sudden disappearance of all public instructions.

A new system would have to be created.

It would be planned, discussed, documented and eventually recorded in the thickest rule book on the planet.

And then, Manfred added, people would try to ignore it anyway.

The joke works because the real question is bigger than nationality. Every society develops methods for turning a crowd of individuals into something that functions. Sometimes this happens through rules. Sometimes through habit. Sometimes through eye contact. Sometimes through a mixture of confidence, improvisation and the firm belief that the other person has seen you.

Travelling makes those invisible systems visible.

“As soon as I am abroad, I am a guest there,” Manfred said. “So I have to adapt.”

That may be a better international rule than anything in the Anti-Handbook.

First look.

Then learn.

Only afterwards complain.

Of course, modern life has a solution for all this human uncertainty.

Machines.

Tickets. Apps. Numbers. Electronic signs. Virtual waiting rooms. Self-service checkouts.

Martin is pragmatic about supermarket self-service. He uses it when the normal queues are too long, and the decision also depends on how much he is buying.

Manfred goes to a human cashier.

Out of principle.

Martin’s conclusion about technology was measured: the new methods may not necessarily be better, but at least we have more possibilities.

Manfred remembered arriving at a hospital where he had to take a numbered ticket at the entrance. From that moment, the number determined the route through the system.

There was no person standing there to tell him where to go.

So the first task was obvious: make a beeline for the ticket machine.

The second was even more important:

Do not lose the ticket.

The system had succeeded in imposing order. It could move people through the building while using fewer human resources.

But Manfred’s observation left the Swimming Club with a rather larger everyday mystery than the one it had started with.

Saving human resources is one thing.

Maintaining humanity is another.

Perhaps that is why queues are so revealing. A queue is never only about who stands first and who stands last. It is a small agreement between strangers about fairness, patience, attention and trust.

Sometimes the agreement is written on a sign.

Sometimes it is protected by a supermarket trolley.

And sometimes the only way to understand it is to stand quietly at the back, look around, and do what everybody else is doing.

Your Life Is Your Business. Other Lives Are Not Your Business.
Member Stories

Your Life Is Your Business. Other Lives Are Not Your Business.

By Ismar, in Brazil.

I have always believed there is a line between being interested in another person and entering a part of their life that does not belong to you. Then I started dancing, met new people and discovered that sometimes curiosity opens a door rather than crosses a boundary.

When I was a child, my parents sometimes stopped me when I became curious about something that did not concern children.

“This subject is not for kids,” they would say. “Maybe when you grow up, you can discuss it, but it is not the time now.”

There was another lesson that stayed with me much longer.

“Your life is your business. Other lives are not your business.”

Leave other people to live how they want, they told me, and you will avoid many problems.

I think I still live very much according to that rule.

If I meet someone for the first time, of course I need to ask something. What is your name? Where do you live? What do you like? Do you enjoy sports or travelling? These are normal questions to me. Otherwise, how do two people begin a conversation?

But there is a point where curiosity becomes something different.

If someone tells me they work for a company that pays well, I would never immediately ask, “How much do you earn every month?” Even with people I know quite well, I consider salary a private matter.

The same applies to relationships.

You might ask someone whether they are married. That is one thing. Asking about the intimate details of the marriage is something else entirely.

I have been asked questions like this myself.

Years ago, a French teacher asked whether I had a girlfriend. When I said no, he asked whether I had a boyfriend. I answered him normally, but I thought it was a strange and impolite question. I would not ask somebody else the same thing unless that person had already opened that kind of conversation with me.

I have also had people ask me very directly about the sexual side of relationships I had many years ago. I never understood why they wanted this information.

It was related only to me and to the woman involved.

What would another person do with the answer?

That is perhaps the question I ask myself most often when people gossip.

Some people are extremely interested in the private lives of others.

They want to know who is seeing whom, who is having problems, who might be cheating on somebody. Then they pass the information to someone else.

I do not enjoy this.

If somebody tells me that one married person is cheating on another, what am I supposed to do with that information? I have no intention of solving their relationship. I do not want to become involved. For me, it is useless information.

I have also been on the receiving end of gossip.

Once, a cleaner working in my girlfriend’s home told her she had seen me at a bus stop talking to another woman. I did not even understand what she was talking about. I had not been meeting another woman during the period she mentioned, but suddenly there was a small problem created from something somebody thought they had seen.

Once, a cleaner working in my girlfriend’s home told her she had seen me at a bus stop talking to another woman.

Another time, I had met the girlfriend of a colleague only once or twice. Later she disappeared, and somebody contacted me suggesting I might have problems with the police because I knew her.

I knew almost nothing about her life.

The police never contacted me. Nothing came of it. But I remember wondering how a person who barely knew the situation had connected my name with it in the first place.

This is what bothers me about gossip. Information travels, changes shape and creates problems for people who may have nothing to do with the original story.

I prefer my parents’ rule.

Your life is your business.

This does not mean that I want people to remain strangers.

I think curiosity depends on how the other person approaches you.

If someone is polite with me, I tend to be polite with them. If someone is very direct, perhaps I can also become more direct. I do not change myself completely according to the person, but I respond to the way they interact with me.

At my dancing classes, for example, when somebody new arrives and I dance with her, the first thing I normally ask is her name.

If she replied, “Why do you want to know my name?” I probably would not ask anything else.

For me, that would be a clear message: there is no space for the conversation to continue.

Fortunately, nobody has answered me like that.

I also know there are questions people do not like. I do not ask women their age, for example. If people do not like discussing something, there is no reason to force the subject.

Perhaps curiosity should work like dancing.

You make a movement, the other person responds, and then you discover whether there is another movement to make.

The dancing classes have taught me something else about people.

There are people who become very critical when somebody makes a mistake. I am not very interested in becoming closer to these people.

We are there to learn.

Of course we make mistakes.

I prefer the people who can make mistakes and have fun.

Some people have been dancing much longer than I have. Some dance better than me. Some, in my opinion, have been there longer and still dance worse than me. But ability is not the most important thing when deciding whether I want another conversation with somebody.

What matters more is how the person behaves.

Can we make a mistake without becoming angry? Can we laugh? Can we enjoy learning?

About two months ago, one of those conversations continued outside the dancing school.

I met a woman there who has this attitude. She wants to dance better and have fun. She does not become angry or annoyed when we make mistakes.

We started going somewhere else to dance.

Then we went walking.

We had lunch together.

And eventually I had to admit something.

I think we are dating.

This was not why I started dancing.

I did not enter the dancing school looking for a girlfriend. I think most people in the group are not there specifically to find a relationship. They are there because they want to dance.

But wherever you go, you meet different people.

Sometimes you become friends. Sometimes the relationship remains inside that particular environment. Sometimes nothing happens.

And sometimes something more happens.

Even after saying all this, I described myself during our conversation as a single man.

The Mayor disagreed.

I explained that I meant I live alone. We do not share the same house.

He told me that this is not really the definition of being single.

Maybe he is right.

I am also trying not to create too many expectations. Human relationships are not easy. As we become older, I think they can become more complicated because we arrive with a background. We have had experiences. Sometimes we become defensive.

If I create a very big expectation, the frustration can also become very big.

So I prefer to see how the relationship progresses.

But there is no question that dancing has changed something in my life.

Recently somebody asked me what I thought about the dancing classes. I told them that perhaps it was one of the best things I have done during the last five years.

People found this answer funny.

Maybe it is surprising because I have often considered myself an unsocial person.

After dancing, however, a small group of us sometimes goes somewhere to eat. It might be a snack bar, a restaurant or one of the places where food stalls appear at the weekend.

We sit together.

We eat.

We talk.

They tell me that I am very talkative.

When I tell them I am shy, they do not believe me.

And perhaps the final evidence came near the end of our conversation.

The Mayor asked whether the woman I had met speaks English.

Without thinking too much about the words, I replied:

“My girlfriend?”

He stopped me immediately.

There it was.

I had said it myself.

For someone who believes very strongly that other people’s lives are none of my business, life has developed a nice sense of humour.

I still believe in boundaries. I still dislike gossip. I still think we should allow other people their privacy and not demand information simply because we are curious.

But curiosity is not always an intrusion.

Sometimes it is simply asking someone’s name.

Sometimes it is discovering that they also do not mind making mistakes.

Sometimes it is agreeing to another dance.

And then another conversation.

And then lunch.

I hope this one continues.

The 80-Minute Marriage Match
Column

The 80-Minute Marriage Match

HUSBAND: “You seem happier.”

ME: “Thanks, I uploaded our whole argument into ChatGPT and it said I was right.”

My husband is currently sitting on the couch watching rugby while I cook, clean, organise the house, and deal with everything that needs dealing with. And this man’s biggest responsibility today is apparently keeping the couch warm.

He hasn’t moved. Not because he’s injured. Not because he’s exhausted. Not because he’s trapped. Because the fridge is apparently a high-altitude expedition.

He wanted a beer. The fridge is literally four steps away. Four. Steps. Away.

I have walked more steps today just picking up the things he has left lying around than he has walked in his entire rugby-watching career. I’m in the kitchen cooking dinner while he watches thirty men run around a field, fighting over one ball for eighty minutes. Seriously! And somehow, I’m the one doing all the running.

He’s shouting at the TV:

“PASS IT!”

“TACKLE HIM!”

“COME ON!”

Sir. You. Get up. Your team doesn’t need another player. I need another adult.

At this point, if the house caught fire, I’m convinced he’d look at me and say, “Darling… can you just grab the extinguisher? It’s closer to you.”

And the really impressive part? He has somehow developed the ability to communicate exclusively through:

“Can you get me…?”

“Where’s my…?”

“Have you seen my…?”

“Can you just…?”

Meanwhile, I’m operating the entire household like a one-woman logistics company while he is conducting important research into whether the referee is blind.

And let’s talk about that beer. Because apparently bringing himself a beer would interrupt the sacred rugby experience. The man will watch a player run sixty metres, get tackled by three people, stand up, and do it again… but walking four metres to the fridge?

“Nah. Too much.”

At this stage, I don’t even want him to help. I want him to survive independently for 24 hours. No wife. No snacks delivered. No drinks. No finding his keys. No “Where is my shirt?” No “What’s for dinner?”

Just him. Alone. With the couch. And his thoughts.

Although honestly… I’m not sure the couch is strong enough to support him and his ego.

Enjoy the rugby, darling. I’ll just be over here cooking your dinner, cleaning your house, running your life, and wondering how I accidentally married a decorative throw pillow with a face.

Okay, full disclosure: The story above is a complete lie.

Well, mostly. It’s a joke.

The absolute truth is that my husband is amazing. He is the complete opposite of the couch-bound potato I just painted. He helps with cooking, cleaning, and laundry—which, in his world, includes the full cycle of washing, ironing, folding, and actually packing things away. He does school runs, scrubs the floors, feeds the dogs, and makes sure the rubbish makes it to the curb without me ever having to ask.

I might casually mention that I want to dust the shelves or re-pack the Tupperware, and he’s already two steps ahead of me. He’ll jump in and do it—even if his method of organizing plastic container lids doesn’t quite match my personal brand of chaos. Lately, he’s even taken on dinner ideas and helping with Grade 1 homework.

So today? I let him watch his eighty minutes of rugby in absolute peace. I will happily bring him snacks, and I’ll even fetch that beer from four steps away if he wants it.

Who cares?

Because tomorrow, the script flips. He’ll let me binge my series, he’ll bring me snacks, and he’ll fetch my cold drink or a beer without a single question asked. We are a team, and some days, we just need space to do the small things that make us feel human.

Does that mean we’re perfect? Absolutely not.

We fight. There are days when we both entertain quiet, dramatic thoughts of murder—’till death do us part, right? Do I occasionally want to set him on fire? Yes. Do I complain about the things he forgets to do? Always. Does he complain about my habits? Every single week.

But I will never actually ask ChatGPT to judge our arguments or declare a winner.

We have an unwritten rule in our house: “If you are tired of me, just take a nap.”

Nine times out of ten, you wake up, the world looks a little softer, you forgive each other, and you’ve completely forgotten what started the friction in the first place.

Marriage isn’t a flawless performance. It’s a long, unpredictable rugby match. Some days the score is 20/80. Sometimes it’s 70/30. But most days, if you’re doing it right, it settles into a steady, comfortable 50/50.

Pass the snacks. Bring the beer. And just enjoy the game.

Curious Is a Dangerous Word
Column

Curious Is a Dangerous Word

The Human Bit, by Frank Peters

It began with a sales email.

Someone had apparently visited the Brida website and noticed the language services we offered.

Only we don’t really offer language services. Not in the way the email imagined them.

The message was personal enough to look personal, but not quite personal enough to suggest anybody had really looked at Brida. So instead of deleting it, I wrote back.

I said I suspected at least some of the prospecting was automated. But rather than complain, I became interested in the machinery behind it.

How had they found Brida? How much research happened before an email went out? Where did automation help? Where did it miss? And where, somewhere between database and inbox, did an actual human being enter the process?

The reply was surprisingly open.

Yes, the original approach had been automated. Yes, Brida had been misunderstood. It also became clear that what was being sold was not really relevant to us.

So there was no sale.

That should probably have been the end of it.

Instead, my questions appeared to spark some curiosity on the other side too. There seemed to be a willingness to talk about how this sort of outreach worked, where automation helped and where personalisation became generic noise.

No sales pitch. Just a conversation.

I liked that.

A cold email had failed at its intended purpose and, somewhere in the wreckage, two people seemed to have found something more interesting.

That is the sort of thing I look for.

Then life intervened. Some time later another message arrived, with an apology for the delay and a link to arrange a call.

It led back towards the sales conversation we had already established made little sense.

There was a small technical mishap along the way, which at least gave Murphy something to do, and then another attempt to arrange much the same thing.

I replied that the interesting conversation, from my point of view, was the one we had stumbled into after the original sales approach had fallen apart.

Eventually the position became clearer.

The professional role on the other side simply did not leave much room for the kind of conversation I was suggesting.

For several days I thought that was the story.

The person had seen something the role could not accommodate. Curiosity had appeared, but the machinery of work had nowhere to put it.

I even started writing about narrow seats.

Then I showed the exchange to someone whose judgement I trust.

They saw something else.

What if there had been no escape from the sales process at all? What if the warmer tone, the openness and the apparent curiosity were simply another way of keeping a prospect engaged?

And what if some of the conversation had itself been shaped by AI?

I don’t know.

That is the uncomfortable part.

I had not fallen for the sales pitch. I had seen through that almost immediately.

Perhaps I had fallen for something much more flattering.

The idea that I had reached the person behind it.

That landed differently, because I realised how much I wanted it to be true.

I wanted the failed transaction to become a conversation. I wanted the script to crack and a human being to appear. I wanted there to be more on the other side than a commercial objective.

Perhaps there was.

Perhaps there wasn’t.

But suddenly I felt a certain sadness about the whole thing.

Not because I had been cheated. Nothing had been bought, promised or lost.

It was smaller than that.

I thought, for a little while, that two strangers had accidentally found a reason to talk.

Now I am not sure.

Curious is a dangerous word.

Curiosity makes you look behind the obvious thing. It gives people another chance. It keeps you at the door a little longer because perhaps there is something worth finding on the other side.

Usually I rather like that about myself.

This time I am less certain.

A few days ago I thought about sending another message.

Nothing dramatic. Just a friendly hello and perhaps another small opening for the conversation to continue.

I decided not to.

Not because I am angry. I’m not.

And not because I have concluded that everything was a sales tactic.

I simply noticed that I was about to create another opening because I still wanted the story to continue.

So I stopped.

And that is where the sadness sits.

Perhaps the curiosity was genuine.

Perhaps the job got in the way.

Perhaps the machinery simply became clever enough to sound curious back.

I may never know.

But there is something unsettling in realising that I was not vulnerable to the product.

I thought I had found the human behind the sales email. Perhaps what I had really found was my own willingness to look for one.

We are getting better at recognising obvious sales language.

What happens when persuasion learns to speak in the language of warmth, interest and curiosity?

I don’t have an answer.

I only know that, for a little while, I thought somebody on the other side of an inbox had stepped out of the script.

I rather hoped they had.

A Brida Table starts with a question, but nobody knows where the conversation will end.

A small international group meets in English, with a host who keeps the conversation open and gives everyone room to bring something of their own life to the table.

No lesson to complete. No right answer to find. Just people discovering what appears when they really listen to one another.

Curious about joining a table?
WhatsApp Frank or Janita on +33 7 49 01 84 85

Welcome to the table. Bring your life. Let it speak.

Open on brida.eu
Please Stop Feeding the Drawer.
At The Table

Please Stop Feeding the Drawer.

Rosie in Sao Paulo, Fruitloop in South Africa, The Mayor in Cleebourg. Monica, who found the fjords of Norway more attractive, sent her regards .

From mystery cables and faded receipts to old radios, corks and instruction manuals, one ordinary drawer reveals a surprisingly human reason why we struggle to let things go.

There is a drawer in Fruitloop’s house that she is slightly afraid to open.

From the outside, it looks innocent enough. It sits above a wine rack and is roughly the size of an ordinary kitchen drawer. Inside, however, civilisation appears to have been quietly storing its leftovers.

There are old passport photographs of her husband and kindergarten photographs of her son. Batteries. Cables. Chargers. A remote control that may or may not belong to anything still living in the house. A Battleships game played on paper. Old ornaments from an aquarium. A pocket knife. A lighter. Her son’s sunglasses, including a broken pair he probably sat on.

And, naturally, more batteries.

The Mayor wondered whether the aquarium ornaments included a mummified fish.

“No, no, not the fish,” Janita assured him.

This was how Lunch began its investigation into one of the great everyday mysteries: Why do we keep things we never use?

Rosii immediately knew the kind of place Fruitloop meant. Hers is not technically a drawer but a space above her closet. When she opened it recently, she found a large bag filled with little toys, photographs and old things she had almost forgotten. There were even floppy disks.

Then came an object she had completely forgotten buying: an electric racket for killing mosquitoes and flies. It had been sitting there unused because she lives in an apartment where she does not really need it. At the beach house, however, it could suddenly become useful again.

Fruitloop knew the device immediately.

“We also have one of those,” she said, “but we don’t use it for the mosquitoes or the flies. We use it on each other.”

The Mayor considered this evidence of a particularly loving family.

“Yes,” Fruitloop agreed. “We love each other very much. So much that we shock our love into each other.”

Already, the mystery was becoming clearer. We do not necessarily keep useless things. We keep things that are currently useless. That is a very different category.

Rosii’s old radio is another example. She no longer uses it, and at some point it was damaged after being connected to the wrong voltage at the beach. She had it repaired and still keeps it, partly because she finds its design beautiful.

That led her to remember older record players and the wooden television her family once had. These objects belong to another technological age, yet that is precisely what gives them some of their appeal. Something can stop being useful and become interesting simply because the world has moved on without it.

Perhaps yesterday’s appliance is tomorrow’s vintage treasure.

Or perhaps it is just taking up space.

That is the problem.

The Mayor initially struggled to identify his junk drawer because, as he put it, “I think the entire house” may currently qualify.

On closer inspection, however, specialised junk zones began appearing everywhere.

The kitchen has a utility drawer containing food tents, an old notebook recording meals, rubber bands, sticky tape, batteries for the scales, cling film, aluminium foil and freezer bags.

Then there is the magnificent specimen nearby: a medicine cabinet inherited from his paternal grandfather and now more than a hundred years old.

Its current contents are somewhat less historic.

There are coloured markers he no longer uses, cables, Sellotape, masking tape, keyboard cleaner, pens, pieces of paper, laminating supplies for equipment he no longer owns and an in-tray containing still more treasures.

Batteries.

Three passport photographs in which the Mayor believes he looks like a criminal.

More batteries.

Thumbtacks, paper clips, staples, keys, a camera, a staple remover, ink cartridges for a fountain pen he no longer has, glue, an onyx good-luck charm and, inevitably, more batteries.

At the bottom are materials his wife once used for making greeting cards. They may have been sitting there untouched for around fifteen years.

There is also a night light.

Just in case.

This phrase—just in case—may be the unofficial motto of junk drawers everywhere.

Even the Mayor’s famously misplaced hose returned to prove the point. It had disappeared, was eventually found, and now needs to come out of hibernation because its replacement has failed.

The thing you nearly throw away today has an irritating habit of becoming exactly what you need tomorrow.

Then the Mayor disappeared briefly and returned with evidence.

“I present you Exhibit A.”

It was a plastic container filled to the rim with instruction manuals.

There was a manual for a blender. Instructions for an ActiFry. Plans for the heating system. KitchenAid manuals. Warranty documents. Guides for assorted appliances.

There was a manual for a blender. Instructions for an ActiFry. Plans for the heating system. KitchenAid manuals. Warranty documents. Guides for assorted appliances.

And then came the jewel of the collection: the instruction manual for a Kenwood blender system they no longer own.

The booklet is more than 140 pages long, not because operating the blender requires an advanced degree, but because the instructions appear in 19 languages. The English section itself is only a few pages.

Fruitloop’s philosophy is simpler. Once she knows how something works and the warranty has expired, the manual goes. If something breaks later, there is YouTube, Google or ChatGPT.

“This is the generational divide,” declared the Mayor.

Perhaps. But his box has one considerable advantage: if the internet disappears tomorrow, the Mayor may be one of the few people left in Europe who can operate an obsolete blender.

Assuming he can find the blender.

Fruitloop has developed her own version of the same habit.

She has a box full of boxes. Phone boxes. Packaging from small electronics. Warranty information. Documentation. Manuals. All stored inside other boxes in case somebody, someday, needs something.

Ridiculous?

Not entirely.

When a button stopped working on her husband’s watch while it was still under warranty, the original packaging was required for the return. They still had it. The watch was sent back, declared faulty and replaced with a completely new one.

Including a new box. So the box full of boxes had justified its existence. And this is exactly how clutter wins.

One useful incident provides another ten years of legal protection for every unidentified cardboard box in the house.

Then there are cables.

Fruitloop has an entire shopping bag full of them.

Charger cables. Connection cables. Cables belonging to devices nobody can identify. Possibly cables whose devices disappeared several technological generations ago.

Why are cables particularly difficult to throw away? Because somewhere inside us lives a tiny voice whispering: You are going to need this.

The Mayor offered a theory involving the old days when gadgets often came with their own specialised cables. Lose the cable and replacing it could become expensive or difficult. So people kept spares. Then they kept spares for the spares.

Soon, the cables had “families”.

Fruitloop knows the cycle. She cleans the drawer, tests the batteries, throws away the dead ones and keeps the good ones. Then she reaches the cables.

By that point, she no longer has enough energy to work out which cable belongs to which device.

So they go into the cable bag. The drawer looks better. Two days later, according to Fruitloop, it has had babies and is messy again.

Rosii recognises the same strange hesitation. She can hold something she knows she does not need, decide to throw it away—and then not do it. Maybe one day.

Maybe somebody will need it. Maybe.

That one word can apparently fill an entire cupboard.

The Mayor then brought an urgent domestic matter before the table.

In his kitchen stands a glass container about 60 centimetres tall, filled with proper corks from bottles of wine and sparkling wine.

It is now full.

What should he do?

Start a second container?

Or recycle the corks?

His defence was emotional.

“There are memories in there.”

Celebrations, Fruitloop suggested. Birthdays. Special occasions. Each cork belonged to some moment.

She offered a solution inherited from her mother and grandmother. When a proper cork came from an important celebration—a wedding, a 21st birthday or another milestone—they would write the date on it and keep that one.

The others could go.

The Mayor liked the idea, although he immediately proposed opening wine and dating corks more regularly because “every day is special.”

Rosii sided with Fruitloop.

Two against one.

The cork mountain appears to be living on borrowed time.

The next Fruitloop question concerned another drawer resident.

Imagine an old receipt suddenly standing up and announcing: “I am important!”

What ridiculous reason would it give for never being thrown away?

For Rosii, the answer turned out not to be ridiculous at all. She keeps receipts from petrol stations and shops because they can help her recognise transactions later when checking her credit-card statement. Sometimes the name appearing on the statement is different from the name of the shop, and the forgotten receipt solves the mystery.

The Mayor responded in the only appropriate way.

“I present you Exhibit B.”

August’s shopping receipts appeared.

He has been building a program to track shopping expenses, which means receipts have become data. They contain the shop, address, VAT information, purchases, transaction numbers, dates, times and other details.

He even described a receipt from Strasbourg that accompanied one espresso and a cinnamon bun costing €8.

The receipt was about 75 centimetres long.

Somewhere, presumably, a small tree sighed.

The Mayor also discovered another possible purpose for keeping receipts: an alibi. If he were ever wrongly accused of a crime, an ancient supermarket receipt could prove that at precisely 8:02 that morning he was somewhere else buying groceries.

Fruitloop identified one flaw in this otherwise excellent legal strategy.

Receipts fade. Eventually the precious alibi may become a blank strip of paper proving only that, at some unknown point in history, somebody bought something somewhere.

Still, her imaginary receipt knew exactly what to say:

“You are going to need me tomorrow.”

That may be the most powerful sentence any piece of clutter can utter.

Then Fruitloop gave the drawers themselves a voice.

If Rosii’s mystery space could speak, she thought it might ask: Why did you forget me here? Why do you keep putting old things inside me that you don’t use?

The Mayor’s drawer had a much darker story.

Inside, he imagined territorial battles taking place. Batteries complained because cords were wrapping themselves around them. A clothes peg protested because it had been denied its right to hang washing. Everything fought for limited space.

The forgotten objects had nowhere to go and nothing to do. Occasionally the drawer opened and they were suddenly dragged into the terrible bright light before being pushed back into darkness.

“It is just hell,” the Mayor concluded.

Fruitloop’s drawer had a simpler request.

It wanted to lose weight.

“I’m too heavy. I’m bloated. Please don’t feed me anything unhealthy anymore.”

A fair complaint from a drawer containing old photographs, mystery remotes, broken sunglasses, batteries, cables and whatever else has reproduced in there since Janita last checked.

And perhaps that is why the junk drawer is such a wonderfully ordinary mystery.

We keep things because they might become useful. Because they once were useful. Because they cost money. Because they contain information. Because throwing them away feels wasteful. Because they are beautiful. Because they remind us of somebody or somewhere. Because technology changes faster than our cupboards do.

Sometimes we even keep the thing because we have forgotten enough about it that we are afraid to throw it away.

The mystery drawer is therefore not really filled with rubbish.

It is filled with possibility.

A cable might fit something. A receipt might prove something. A box might be needed for a warranty. An old radio might become valuable. A forgotten hose might return from hibernation. A cork might contain a celebration.

And beneath all the jokes, the Lunch table discovered something wonderfully familiar.

Brazil has its forgotten objects. South Africa has its cable bags. Europe has its instruction manuals and cork collections. Different homes, different countries, different languages—and somehow the same strange little habits.

As the Mayor put it, we can sit in Brazil, South Africa or Europe and discover that, deep down, “we all do the same stuff.”

Perhaps that is the real treasure hidden in the drawer everyone has.

Not the batteries.

Not the cables.

Not even the 140-page instruction manual for an appliance that no longer exists.

It is the comforting discovery that somewhere, in a house thousands of kilometres away, somebody else is staring at an unidentified cable and thinking exactly the same thing:

I’d better keep that.

Just in case.

A Little More Freedom.
Member Stories

A Little More Freedom.

By Sylvie, France.

From polishing shoes on Saturdays to reminding grown daughters to clean their rooms, some household rules disappear. Others simply change shape.

When I was a child, Saturday meant cleaning.

We lived on a farm, so shoes in the house were not a big problem. There was dirt anyway. But every Saturday, the house had to be cleaned, and there was another job waiting for us: my father’s shoes.

We had to clean them every Saturday. It was not really optional.

My husband remembers the same thing from his childhood. It was normal then. You sat outside on a chair, gathered the family’s shoes and polished them.

Today, I hardly ever polish my own shoes.

Some rules simply do not survive.

I do not remember my childhood as a house full of rules. My parents were busy, and there were things I simply had to manage myself.

Homework was one of them.

My parents did not have time to check whether I had done it. If I did not do my homework, it was my fault. It was my problem. Looking back, I do not think that was bad. I think it was a good thing.

There were other responsibilities that belonged naturally to everyday life. Once a week, I cycled to the butcher. Around the house and farm, everyone had things they were expected to do.

Even outside the house, responsibility had clear boundaries. Where we live, people are responsible for the pavement in front of their homes. When there is snow, you clear your part. If you do not, and somebody gets hurt there, that can become your responsibility.

Perhaps that is why some things never felt like rules. They were simply what you did.

With my own daughters, I had rules too.

Their bedrooms did not have to be perfect, but I did not want things lying everywhere on the floor. They became quite organised. They learned to change their own bedding, put it in the washing machine and make the bed again. Sometimes they vacuumed their rooms themselves.

Of course, as they became older, there was another problem.

I kept reminding them.

“You need to clean that. You need to do this. You need to vacuum.”

Again and again.

I know I made them nervous. My husband would tell me, “You need to stop. You always say the same.” He was right. Sometimes the first thing I said when I saw them was something they still needed to clean.

Sometimes the first thing I said when I saw them was something they still needed to clean.

But when you are the parent, you can also see what happens if nobody does it.

Someone still has to vacuum.

Not everything we gave our daughters felt like a rule at the time.

When they were small, I did not work on Wednesdays. Every Wednesday, I drove with them to the next city and we went to the library. We looked at books. We sat on the sofa. Each of them could choose what she wanted to read, or simply look at the pictures.

At weekends, my husband and I liked cycling. When our oldest daughter was very small, we took her with us. Later she could cycle herself while her younger sister travelled with us. We did many cycling trips.

Apparently, too many.

Now both daughters say they have had enough. Cycling and walking are finished for them. They remind us that we made them do far too much of it when they were younger. Maybe one day they will enjoy it again.

Now one daughter has moved away for her studies, and the house is different.

It stays cleaner.

Her bedroom is tidy because she did what she needed to do before leaving. Before she comes home for the weekend, I only need to vacuum. There are fewer long hairs appearing everywhere around the house.

But she left something else behind.

Her aquarium.

A few years ago, she desperately wanted fish. She asked every day. Every day, every day, every day. Eventually we bought the aquarium.

She won.

Now the fish are still in her room, and we have to remember to feed them. Because nobody goes into that room every day anymore, you have to consciously think: the fish need food.

The aquarium also needs cleaning. That was always a lot of work, and my daughter could usually find another reason not to do it.

We are thinking about finding somebody who would like the fish and take care of them. My brother-in-law, who goes fishing sometimes, had another suggestion. He would use them as bait.

No. Absolutely not.

If I give the fish away, they are going to somebody who wants them.

Some rules remain firm.

The harder rules are the ones that change because your children are no longer children.

My daughter is 18 now. She has her driving licence. She can go where she wants without asking us to take her. She told me this was the best summer she has ever had.

I can understand why.

She went out almost every evening during the holidays. She went to another town with friends. She went to a discotheque and sometimes came home very late.

Of course, I worried.

Now that she is not living at home, she has allowed me to see her location on Snapchat. I am grateful for that. But this creates a strange new rule for me.

I can look, but I cannot say too much.

If I keep asking, “Where are you?” or putting too much pressure on her, she can simply stop sharing her location. So sometimes I know exactly where she is, and I have to keep quiet.

That may be one of the biggest differences between the rules of my childhood and the rules in my house today.

When I was young, responsibility meant polishing the shoes because Saturday had arrived, cycling to the butcher because it needed to be done, and managing my homework because nobody else was going to manage it for me.

As a parent, responsibility sometimes meant making rules and repeating them until everybody was tired of hearing them.

Now it can mean something completely different.

Sometimes it means trusting your daughter to make her own decisions, even when you are still watching the little dot move across the map.

Do Keep Up, Please.
Essay

Do Keep Up, Please.

By Bruce Lloyd, in London and Frank Peters, in Cleebourg.

Five hours, a broken website, one human mistake and one AI mistake. Somewhere in the repair job sits a more useful story about trust, judgement and our rapidly changing relationship with AI.

At about ten o’clock one evening, I uploaded an update to a plugin on The Pineapple website. It broke the website. Five hours later, at three in the morning, I finally had it working again. Or, as I corrected myself when I told Bruce the story the next morning, we had it working again.

The “we” was me and an AI.

That small correction probably says more about my changing relationship with artificial intelligence than another grand argument about whether AI is going to save civilisation or destroy it. Bruce, throughout our conversation, kept resisting those extremes. He is interested in what AI can do, fascinated by some of what he sees, but distinctly unimpressed by what he calls the unnecessary panic surrounding it.

My five-hour marathon offered a rather good miniature version of the argument.

The plugin had been created with AI, building on something that already existed. Somewhere inside it was a programming error. The update exposed the fault and brought down access to the website, which began five hours of screenshots, instructions, analysis, changes, tests, failures and more screenshots.

For much of that time, the AI and I were searching in the wrong place. Eventually we backed ourselves out of that corner and discovered why. Months earlier, I had made a poor design decision of my own. That human mistake had shaped where we were looking, while a separate AI-generated programming mistake had triggered the immediate failure.

One human mistake. One AI mistake. They collided rather spectacularly at ten o’clock at night.

Once we understood that, we could solve the problem. Which, naturally, revealed another problem and cost us another hour.

What interested Bruce was that the incident could be used to support almost any position you wanted. If you were already suspicious of AI, you could point to the programming error and say: there, you see, dangerous technology. If you were an evangelist, you could point to my earlier design mistake and blame the human. Neither version would tell the whole story.

Bruce sees the same tendency in the wider AI debate. Some people encounter a fault and ask whether it can be identified, corrected and prevented next time. Others jump very quickly towards catastrophe. He was careful not to claim expertise he does not have, but his instinct was clear: “I don’t have… my natural reaction is not to be sympathetic to people who have a vested interest in panicking.”

That does not mean there is nothing to worry about. It means panic is a poor substitute for understanding what has actually happened.

At midnight, with The Pineapple website unavailable, my problem was real enough. But declaring either the human or the machine fundamentally unreliable would not have repaired it. We had to find the bloody error.

Something else happened during those five hours. The exchange became strangely collegial.

I use that word cautiously. I know perfectly well that there was not another exhausted person sitting at a desk somewhere, drinking coffee and muttering at my website. It was a computer system. Yet the language and rhythm of the conversation increasingly felt like: we’re in this together.

At one point the AI used language about having “instincts”, and I remember thinking that I ought to take a screenshot. There was something wonderfully surreal about a piece of technology apparently telling me it had instincts while the two of us were trying to resurrect a website at two in the morning.

But behind the amusement was something more significant. I had begun to trust it.

For the better part of nine months, I have used one particular ChatGPT project as somewhere to empty my brain: business ideas, questions, plans, half-formed thoughts, problems and arguments with myself. Increasingly, when an idea occurs to me, that has become my first destination. I put it there and ask: what do you think? What have I missed? Evaluate this.

Bruce picked up immediately on the trust question. In that situation, he said, the AI has almost no vested interest in not helping me with my agenda. A human being is different. Humans arrive with ambitions, loyalties, insecurities, assumptions, egos, histories and interests of their own. Much of society is built around elaborate systems designed to make us trust one another precisely because human trust is complicated.

In that situation, he said, the AI has almost no vested interest in not helping me with my agenda.

The machine appears simpler.

That simplicity can be seductive.

Bruce’s answer, though, was neither fear nor surrender. When we moved from AI giving advice to AI agents potentially taking action, his caution increased. Let it plan the journey, certainly. But inspect the journey before telling it to book the tickets.

That distinction became one of the clearest threads in our conversation: use it, question it, check it, then decide.

The decision is still yours.

I had recently encountered the same tension in a much more ordinary setting. Someone asked me to look at an important spreadsheet and specifically said: you, not your AI friend.

I looked at it and decided I was not even going to attempt the analysis unaided. Not because I had stopped thinking, but because I knew AI could expose details I might miss. I could be distracted, insufficiently focused, or simply fail to notice something sitting in front of me.

That decision was not particularly popular, but Bruce put his finger on the boundary that matters: “You still reserve the right to take its advice or not.”

Exactly.

The machine can analyse, compare, organise and challenge. It may notice something several humans have overlooked. But receiving better information is not the same thing as handing over responsibility. If anything, it increases the responsibility to decide what to do with that information.

This is where much of the AI argument seems unnecessarily binary. We keep asking whether humans or machines are better, when my own experience is becoming far less dramatic and rather more practical. AI increasingly helps me arrive at another human being better informed. I can test an assumption, investigate a question, organise information and discover what I do not know before sitting down with somebody whose judgement or experience I need.

The human conversation has not disappeared. Sometimes it becomes better.

Bruce adds an important proviso. Different AI systems have different strengths and weaknesses, so on something important he sees value in comparing answers across systems. But that opens another trap: you can keep checking, refining, asking another model, finding another qualification and chasing an answer towards some imaginary perfection.

Bruce described AI as having “a natural tendency to perfectionism”.

I recognise that problem. The sheer volume of information I sometimes ask AI to produce becomes almost unmanageable. But that is not necessarily the machine’s fault. I asked for it.

Eventually the human still has to say: enough. I know enough now to make a decision.

This is why Bruce’s resistance to panic matters. He is not arguing that AI is harmless. He repeatedly admits that there are areas of the technology he does not understand well enough to judge. His point is more useful than reassurance: caution and panic are not the same thing.

Caution asks what went wrong. Panic already knows.

Caution looks at the programming fault, the human fault, the design and the circumstances, then asks how the same problem might be prevented. Panic leaps from the incident to the apocalypse. And, as Bruce observed, panic can create its own problems, rather like people making a fire more dangerous because everyone is desperate to escape it at once.

There is a parallel problem at the other extreme. AI can be almost too constructive. Bruce has experimented with AI-generated debates, and I have listened to some of them. They are remarkably reasonable. Opposing positions are explored without anybody storming out, insulting the other side or throwing a glass of wine across the table.

Very civilised.

Perhaps too civilised.

Working with different AI systems on my own business ideas, I have noticed their tendency to return to standard models and familiar templates. Present something genuinely unusual and the first answer can still be conventional thinking wearing sophisticated clothes. You have to push. You have to say: no, that does not fit. Try again.

Which raises a rather different concern. What happens if humans stop doing that?

We are awkward creatures. We challenge, misunderstand, refuse, argue and rub against each other. A great deal of that friction is useless, and Bruce is right to say so. Conflict easily becomes antagonism, ego or a power game in which winning matters more than finding an answer.

But not all friction is bad.

Sometimes progress begins with somebody saying: no, I don’t accept that.

The challenge is not to preserve conflict simply because it is human. It is to preserve useful friction: the kind of disagreement in which people can defend different positions passionately while still caring more about the answer than about defeating each other.

Bruce compared that with scientific debate at its best. Two people may argue fiercely because both are trying to understand the same thing. The answer matters more than the performance.

Could we build the same relationship with AI? Could we accept its extraordinary ability to analyse and connect information while retaining the stubborn human instinct to question the answer, challenge the template and occasionally say no?

That seems a more interesting problem than deciding whether AI is friend or enemy.

Towards the end of our conversation, another paradox appeared.

We talk constantly about machines learning from humans. I am increasingly conscious of what I am learning from the machine.

Precision matters enormously when communicating with AI. Give it a vague instruction and you will often receive a vague or generic result. So you learn to frame the problem more carefully, break an idea into parts and use clearer language. Sometimes the quickest way to learn how to write a good prompt is to write a bad one. The AI responds with its interpretation, you look at the language it has used and think: ah, that is how I needed to explain it.

Then you try again.

Bruce saw the paradox immediately. AI is learning extraordinarily quickly, he said, while at the same time telling humans that we need to become much better at learning how to manage AI.

My response was obvious.

“Do keep up, please.”

Perhaps that is the relationship we are entering. Not surrender. Not panic. Not blind trust. And certainly not the comforting assumption that the human will always be the intelligent one in the room.

At three o’clock in the morning, after five hours of chasing a problem created by one mistake from the machine and another from me, The Pineapple website finally appeared on my screen again. I remember typing that it was really good to see it.

There was considerable relief in that sentence. Possibly even a little affection.

But AI had not rescued me, and I had not rescued AI. We had worked through a problem neither of us had handled perfectly, discovered where each had gone wrong, and eventually found an answer.

No apocalypse. No miracle.

Just a human, a machine, two mistakes and a problem that still had to be solved.

And, at the end of it, the human still had to decide what to do next.

Leonardo Da Vinci’s Machines in Kassel, Germany.
Postcards

Leonardo Da Vinci’s Machines in Kassel, Germany.

Sent to you this week by Martin, from Kassel in Germany.

Probably one of the ugliest buildings in Kassel hosted an exhibition of Leonardo da Vinci’s machines. Entrance was free—I had to go. I could get a glimpse of his inventive streak at close quarters. These were replicas, not the orignals. But still, the fusion of technology, art, and science was what makes Da Vinci’s work so fascinating.

The Self-Propelling Cart.
Da Vinci designed this in 1478! Propulsion was through a series of coiled springs allowing for a maximum range of 30 – 40 meters without human assistance.

Almost everyone recognises The Last Supper. Fewer notice that Leonardo was painting a chain reaction. The drama is not simply the meal itself, but the instant when one sentence changes the room: “one of you will betray me.” Each disciple responds differently, allowing Leonardo to turn a religious scene into an extraordinary study of human emotion, gesture and group behaviour.

Almost everyone knows this image. Fewer know why Leonardo drew it. The Vitruvian Man was an investigation into whether the proportions of the human body could be described through mathematics and geometry — placing one human figure simultaneously within a circle and a square.

The Aerial Screw
A reconstruction of Leonardo da Vinci’s experimental flying machine, often regarded as an early ancestor of the helicopter. Leonardo imagined the spiral structure turning rapidly around its central shaft and ‘screwing’ itself upwards through the air.

The Self-Supporting Bridge
Brilliantly simple. The wooden beams are interlocked, making nails, rope, or martar unnecessary.

Just Add Garlic.
Member Stories

Just Add Garlic.

Instant answers are useful. But curiosity starts when you understand why something works — and sometimes when you ask another person instead of Google.

The Mayor gave me a new rule: whenever something goes wrong, I am allowed to give only one answer.

Just add garlic.

I liked this immediately.

At home we had a very practical problem. The shutters on our bedroom windows were not working properly. On one window the shutter was down and could not open. On the other it was open and could not close. The wrong motors had been fitted. This is not ideal in a bedroom.

Normally you telephone somebody, order the correct motor, wait for another appointment and hope that this time everything works. But under the new rule, the answer is much easier.

Garlic.

I am surprised the mechanic did not think of it himself.

There are not many situations where garlic makes life worse. Perhaps if you have marmalade on your bread. Then I would be careful. Otherwise, I think we have possibilities.

But behind this stupid idea was actually a good question. Today we can get an answer for almost everything immediately. Google, YouTube, instructions, videos, forums. You type in the problem and — boop — there is the answer.

But is getting an answer the same as understanding?

I don’t think so.

Cooking is a good example.

People can make a very small problem into a very big problem. The food is too salty and immediately they think: finished, terrible, throw it away, I must cook everything again.

Why?

My mother taught me something different. If something becomes too salty or too spicy, you can sometimes grate a potato very finely and cook it with the food. It can help soften the problem.

If something becomes too salty or too spicy, you can sometimes grate a potato very finely and cook it with the food.

That is experience.

It is not panic, throw everything in the bin and start again. It is: look at the problem, think about it, try something.

I like this way.

Maybe the first rule of cooking should not be just add garlic. Maybe it should be first, do not panic.

Then add garlic.

You can find a recipe in seconds today, and that is fantastic. I use the internet myself. I use Google. I look on YouTube.

If something at home is broken, first I look at the instructions. Then I use my own brain. Maybe I take my tools out and try to find the answer myself. If I still have no idea, I go to the internet.

There is nothing wrong with that.

But with cooking videos I notice something. Many people tell you exactly what to do.

Put this inside. Then this. Then this. One spoon of that. Mix it. Finished. Boom.

Very few explain why.

Why does this ingredient help? Why this oil and not another one? Why does one small change make the food better?

For me, that is much more interesting than simply following instructions.

When somebody explains the reason, I learn something I can use again. The next time I do not need exactly the same recipe, because now I understand a little more about what is happening.

An instruction gives me one meal.

Understanding gives me possibilities.

The Mayor asked me what we did before the internet.

Good question.

We asked somebody.

I asked my mother. I asked my father. I asked friends. If you needed specialist information, you found a book, went to a library or searched for somebody who knew more than you.

You needed more time. And you needed to know who to ask.

Today it is simple. I put the question into Google and Google says: Boop. Here is your answer.

For me personally, that is better. I like having information quickly. I do not want to return to a world where every small question requires a library and three telephone calls.

But perhaps the old way was better in one important respect.

People talked to each other.

If I did not know something, I had to find somebody who did. Then we had a conversation. The answer took longer, but something else happened at the same time.

We connected.

That is something an instant answer cannot completely replace.

Of course, the internet creates another problem.

You search for one thing. Then you see another thing.

That looks interesting.

Click.

Then there is another video. Another barbecue. Another recipe. Another machine.

And suddenly three hours have disappeared.

I know this problem very well.

When my wife is out running, cycling or swimming, I sometimes have time for this. I can look at recipes, barbecue equipment and new ideas. I enjoy it.

But I also like the other version of curiosity: going somewhere and talking with somebody who really knows the subject. You stand there, look at the equipment, discuss it, ask questions, hear an opinion and learn something you did not expect.

Then perhaps I go home and continue on the internet.

For me, this combination is probably best.

The internet gives speed.

People give context.

Experience tells you whether any of it makes sense.

I notice this especially with barbecue equipment.

Somebody tells you one machine is fantastic. The best. Very, very good.

A few years later there is a new machine.

Suddenly the old one is terrible.

Now the new one is the best thing in the world.

I don’t like this.

It is completely okay to say, “I have learned something new. This version is better. This is the next step.”

Good. No problem.

But that does not mean yesterday’s good machine has become rubbish overnight.

Sometimes I look at these things and think: what actually changed?

The machine?

Or the story around the machine?

That is when your own experience becomes important. You have to look, compare and ask questions.

Curiosity does not mean believing everything new.

Sometimes curiosity means becoming slightly suspicious.

That, for me, is the important thing.

Instant answers are not bad. I use them. I enjoy them. I like being able to ask a question and have an answer in seconds.

But the instant answer should be the beginning, not always the end.

You still need your eyes, your nose, your experience and your memory. You need to know what your family likes and does not like. You need to remember the little tricks your mother taught you. You need to recognise when somebody on the internet understands what they are explaining — and when somebody is only saying, “Put this inside, then this, then this. Boom. Finished.”

And sometimes you should still ask another human being.

Perhaps the answer takes ten minutes instead of ten seconds, but you get a story with it. Maybe you laugh. Maybe you learn something you did not even know you wanted to know.

Maybe that is what curiosity needs in the age of instant answers.

Not fewer answers.

Better questions.

And when all of that fails?

Just add garlic.

Recipe

Garlic Bread à la Ralf

If garlic is the answer to everything, then this bread is probably the final proof.

Garlic Bread à la Ralf

I like garlic. Really, I like garlic.

For me, garlic bread should not be bread with a little garlic hiding somewhere in the butter. When I make it, you should know what you are eating. My friend Thomas and I like the more extreme version, so there is fresh garlic, olive oil and, at the end, a little of a very strong garlic paste I buy from France.

No butter. No parsley. No little green decoration to make everybody feel better.

Just garlic.

The Mayor said there is a chocolate cake called Death by Chocolate. After hearing how I make this bread, he decided mine should probably be called Death by Garlic.

I think he may be right.

  • 1 good baguette or ciabatta
  • 2 cloves of fresh garlic
  • Good olive oil
  • A little strong garlic paste — I use a salty French garlic paste sold in small jars

First, I cut the baguette or ciabatta open lengthways.

I put the bread into the oven for about 5–6 minutes. I don’t want to make it completely hard. I just want the inside to become warm, lightly toasted and a little crunchy.

Then the important part starts.

I take the bread out of the oven and grate one clove of fresh garlic directly onto the warm surface. After this, I drizzle over a little olive oil.

Then comes the second clove.

Yes, another one.

I grate this directly over the bread as well.

For the normal person, perhaps this is already enough. For Thomas and me, we continue.

I spread a little of the strong French garlic paste over the top. You do not need too much because it is very salty and very strong. But together with the warm bread, fresh garlic and olive oil, it is fantastic.

Serve it immediately while the bread is still warm and crunchy.

No butter.

No parsley.

Fresh garlic, olive oil, more garlic — and, if you are brave enough, garlic paste.

Perhaps do not eat it before an important meeting.

Although, depending on the meeting, perhaps that is exactly when you should eat it.

Behind the scenes: Houston, We Have a Blue Monday
Column

Behind the scenes: Houston, We Have a Blue Monday

Staring from the surface of the moon as the spaceship leaves without me.

It was supposed to be a standard, productive Monday.

We had just come off a lovely weekend—the kind filled with places to go, things to do, and people to see. I had my to-do list ready. The Mayor had his. We had a game plan to launch the week with absolute precision.

Then Monday morning arrived, stepped into the room, and decided to start with a bang.

The trouble actually began on Friday. I had followed procedure—or at least, I followed my own head and instinct—but the technology simply refused to cooperate. It was fine at the time. I shuffled the task around in my head over the weekend, settled into a plan, and pegged it as a non-negotiable, top-priority “must do” for Monday morning.

Back on Friday, I had sent a quick distress signal across the digital ether: “Houston, we have a problem.”

The Mayor, being the organized half of our operation, sent back a neat list of steps to make it an easy fix. Simple, right?

Except when Monday morning rolled around, the technology looked at our neat little plan and gave us a firm: “It’s a no from me.”

We hopped into a quick morning meeting so he could walk me through the process step-by-step.

I followed every instruction, but our digital assistant, Chippy, was feeling particularly uncooperative. Chippy dug its heels in, refused to play nice, and forced the Mayor to add the entire glitch onto his already towering Monday to-do list.

We wrapped up the call, said our goodbyes, and agreed to tackle the monster again later.

Two minutes later, I opened our shared WhatsApp, only to be greeted by a bright, unapologetic message: “LOGGED OUT. You might have switched your phone.”

I stared at the screen. Excuse me? Neither of us had bought a new phone. Why was I suddenly logged out?

Cue Emergency Meeting Number Two. Five minutes after hanging up, we were back on a call, with me pretending I hadn’t just spoken to him three hundred seconds ago, frantically trying to get back online. We fixed it. We breathed out.

Forty minutes later, a fresh message popped up from the Mayor:

“I think you got thrown out again.”

I checked. Logged out. Again.

At that exact moment, I remembered my mom mentioning something about a blood moon late last week. That had to be it. We are officially blaming the moon. Or maybe there’s just something strange in the municipal water supply.

Either way, I felt completely stranded in deep space while the main shuttle powered its engines and flew away without me.

My husband, observing the unraveling from the kitchen counter, offered his usual brand of high-level optimism.

“Look at the bright side,” he said. “It’s Monday. If you fix everything today, the rest of the week is going to be total smooth sailing.”

It was a sweet thought. Grounded, hopeful, reassuring. But sitting in the middle of a tech collapse, “smooth sailing” felt like a mythical land on a map we didn’t have.

Nobody sees the chaos that happens behind the scenes.

The outside world sees smooth posts, neat newsletters, and quiet efficiency. They don’t see the five quick check-ins before 10:00 AM, the endless troubleshooting, or the two hundred frantic WhatsApp messages traded just to get a single system to behave.

And right in the middle of all the digital fires, life keeps happening. Coffee goes cold, shoes need finding, and the clock keeps ticking.

Things go wrong, and then we sit down and fix them. Things run brilliantly until, suddenly, they don’t. That’s just the nature of building anything worth having.

Right now, as the afternoon settles in, I’m just hoping this Blue Monday decides to wrap itself up on a calm, quiet note.

I’m hoping the internal gears stop grinding, Chippy decides to behave, WhatsApp stays logged in, and our digital house returns to order before sunrise tomorrow.

And if it doesn’t?

Well, the moon will move along, the tech will eventually surrender, and we’ll try again.

Through busy schedules, we will follow procedures on Tuesday. We will use the tech, push through notifications and system updates, and stay optimistic. We will have problems, we will troubleshoot everything, and we will check every single detail before the workday even starts.

And hopefully, this September will start fairly smooth with no interruptions—we hope.

Peeling Potatoes (Episode 62): The Questions Hiding in Aisle Seven.
Peeling Potatoes

Peeling Potatoes (Episode 62): The Questions Hiding in Aisle Seven.

By Fruitloop and The Mayor, and it’s ok if you don’t understand. We don’t either. Or?

At Fruitloop University’s magical supermarket, a dragon, an alien, a mermaid and a nervous garden gnome discover that the difficult part is rarely finding the answer. It is having the nerve to ask the question.

There are supermarkets, and then there is the magical supermarket at Fruitloop University.

Fruitloop University, incidentally, has now been shortened to FLU, which is either a splendid acronym or an unfortunate diagnosis. The Mayor prefers the former. Fruitloop appears perfectly happy with both.

The supermarket exists somewhere in the galaxy, outside normal time and space, with a curious mixture of modern retail and 1980s pop. For one day only, the Mayor has been appointed store manager. He wears an apron and, because demotion should never be allowed to interfere with dignity, his Mayor’s sash.

Fruitloop has stocked the place carefully.

Not with groceries, exactly.

With questions.

Questions that shoppers desperately want answered but are far too embarrassed, uncertain or frightened to ask.

This should have been dangerous from the beginning.

The first customer is an old acquaintance: Ignis the Dragon.

He is hovering anxiously beside the open freezer doors, his tail sweeping nervously across the floor. Inside the freezer is a tub of dragon-flavoured ice cream: spicy cinnamon chilli with frozen popping boba.

The Mayor has never eaten popping boba.

In fact, at 65, he regularly walks past bubble-tea shops in Strasbourg without having tried bubble tea either.

Fruitloop immediately adds this to his education.

“Try one.”

Another item for the Mayor’s increasingly improbable to-do list.

Ignis, however, has a more pressing problem. He wants to ask the frozen-food clerk whether eating ice cream bearing the name of his own species technically makes him a cannibal.

He cannot quite bring himself to do it.

And that ridiculous question unexpectedly opens a door.

The Mayor remembers being a schoolboy in Australia, walking home from school one winter and stopping at a little shop along the way. There was an ice-cream freezer.

He stole one.

Fruitloop is delighted.

“The Mayor stole ice cream!”

For the avoidance of doubt, particularly among any legal experts reading The Pineapple, the Mayor points out that he has never repeated the offence.

The interesting part came afterwards.

He did not have the courage to confess to his mother that he had stolen an ice cream. Instead, he asked her whether eating ice cream in winter was harmful.

“Do not ask me the psychology of this question.”

But the psychology is rather wonderful.

The real question was hiding inside another question.

That, it turns out, is going to happen quite a lot in this supermarket.

Ignis may be asking whether dragon-flavoured ice cream makes him a cannibal, but perhaps the bigger problem is that the label has made him uncomfortable enough to stop him doing something he wants to do.

Ignis may be asking whether dragon-flavoured ice cream makes him a cannibal, but perhaps the bigger problem is that the label has made him uncomfortable enough to stop him doing something he wants to do.

The Mayor’s solution is not to hide the problem. Quite the opposite. Borrow some outrageous marketing audacity and turn the whole thing around.

Ignis is a reformed dragon. Fire-breathing is terribly last century. He now likes fluffy marshmallows and cocoa.

Do keep up.

The embarrassing label becomes the advertisement.

One hesitant question dealt with.

Next customer.

Andrew the Alien is waiting in the building and hardware section, clutching ancient blueprints for the pyramids of Giza.

According to Fruitloop’s scenario, Andrew and his extraterrestrial team did the stone stacking.

Humanity took all the credit.

Andrew would quite like to mention this, but he does not want to sound like a bragging extraterrestrial waving his CV around the hardware aisle.

The Mayor goes quiet.

Fruitloop waits.

This is usually a warning sign.

Eventually, he decides Andrew’s real problem is not credit at all. It is human ego.

We have achieved astonishing things as a species, the Mayor observes, and yet we remain remarkably talented at thinking we are rather more impressive than we actually are. Andrew, being vastly more intelligent in this particular FLU universe, cannot understand why humans are so convinced of their own magnificence.

He could correct the historical record.

He could produce the blueprints.

He could announce that the pyramids were essentially an alien construction project and demand several thousand years of backdated recognition.

Or perhaps he could leave us alone with our version.

“Knowing the truth is one thing,” the Mayor says. “Explaining the truth is something else.”

Sometimes, if you know what happened and are comfortable knowing it, there may be no great need to convince everybody else.

Fruitloop naturally improves the history.

Perhaps Andrew knew Cleopatra.

Perhaps the aliens helped her.

Perhaps Cleopatra faked her death and went away with them.

At this point historical scholarship has left the building, but FLU is flourishing.

The Mayor is willing to play along. Who knows what Cleopatra knew? Perhaps she and Andrew had splendid evenings together and she was sworn to secrecy. Perhaps some truths do not need to be dragged into daylight simply because we possess them.

The Mayor also makes a confession of a different kind: until a recent conversation, he had not known about Cleopatra’s Greek heritage.

Fruitloop’s verdict is considerably kinder than his own.

“We are never too old to learn.”

Which may be one of the quieter answers hidden among the aliens and pyramids. Not knowing something is not particularly embarrassing.

Pretending that we already know everything might be.

Miranda the Mermaid arrives next.

She is sitting in a customised shopping cart, covered from head to tail in spa mud, attempting to keep a bath towel wrapped around her fins while staring suspiciously at a bottle of instant-leg lotion.

Her question is simple.

Will it turn her tail into legs?

Or merely give her exceptionally smooth scales?

The Mayor immediately wants more information.

How long do the legs last? What is in the lotion? What happens after 24 hours? Has another mermaid tried it? And, most importantly, does Miranda actually want legs?

Fruitloop has brought him a silly question and he has somehow turned himself into the consumer-protection department.

But underneath all those questions is a better one.

Is Miranda happy as Miranda?

There may be things she cannot experience with a tail. There may be things she genuinely wants. Equally, there may be something dangerous about believing that changing herself automatically makes her life better.

The Mayor does not tell her to buy the lotion.

Nor does he tell her to put it back.

He suggests she investigate. Find other mermaids who have tried it. Ask what happened. Get a second opinion, then a third or fourth. Do not rely entirely on the person whose job is to sell the bottle.

And if she remains unsure, she can come and see the store manager.

There will apparently be champagne.

This is becoming an unusual supermarket.

The final customer is George the Garden Gnome.

George is standing paralysed in front of the snack display.

The object of terror is a box of time-flavoured popcorn.

Not thyme, the herb.

Time.

Every kernel produces a vivid memory from the past, present or future, but there is no way of knowing which one you are about to eat.

George is particularly worried about the past.

What if he discovers what he was before somebody turned him into a garden ornament?

The Mayor considers this.

Then comes the managerial advice.

“Buy the damn packet.”

There is, however, an operating procedure.

George must find a comfortable chair, open the popcorn and put on Frank Sinatra. Whatever appears from the packet—success, failure, triumph, embarrassment or some ghastly revelation from his pre-gnome existence—he should remember that he did things his way.

What looks like failure to one person may look entirely different to somebody else. And even if it genuinely was a failure, there may still be something to learn from it.

The danger, the Mayor thinks, is allowing everybody watching from the sidelines to decide what our lives mean.

He offers football as evidence. Germany has roughly 84 million inhabitants and, according to the Mayor’s entirely unofficial calculation, approximately 84 million football managers. Everybody knows precisely what the actual manager should have done.

Offer them the job, however, and enthusiasm declines rapidly.

George cannot control the commentary.

He can eat the popcorn.

By now, Fruitloop’s magical supermarket has done its work.

A dragon was too embarrassed to ask whether he was eating himself.

An alien wanted recognition but perhaps did not need it.

A mermaid wondered whether becoming something different would make her happier.

A garden gnome was frightened of discovering who he used to be.

They are absurd questions.

They are also not absurd at all.

Because somewhere behind each of them sits a question humans recognise perfectly well.

What if people laugh at me?

What if I know something but nobody believes me?

What if I change?

What if I don’t?

What if I discover something about myself that I would rather not know?

And what happens if I ask the question aloud?

Fruitloop had constructed the whole supermarket around things people hesitate to ask, and somewhere during the morning the Mayor realised she had done something rather clever. Her imaginary shoppers had given him permission to wander into subjects and memories he might never have reached through a direct interview.

“You had a choice,” Fruitloop reminded him. “You had a choice what you could say, what you could tell me.”

Exactly.

Curiosity does not require interrogation.

A good question can open a door. The person answering still decides how far through it they wish to walk.

The Mayor knows something about discretion. He spent 13 years working in hotels, an industry where, as somebody once warned him during his training, you will witness things that nobody would believe if you told them.

Particularly at night.

Hotels taught him that people are strange, complicated creatures, and that discretion matters.

Perhaps magical supermarkets require the same rule.

Not everything asked must be answered.

Not everything answered must travel further.

But the question itself need not frighten us.

Fruitloop asks the Mayor for one final contribution before his shift ends: a slogan for the supermarket, something that might persuade the next dragon, alien, mermaid, gnome—or human—to ask the thing they have been nervously carrying around.

The Mayor thinks back over the morning, and over rather more than a morning.

Then he finds it.

“Don’t be afraid to ask. I’ve probably been there and done that myself.”

Fruitloop approves.

For once, even she admits that he has made sense.

And somewhere outside time and space, Ignis opens the freezer, Miranda reaches for her phone, Andrew folds up his blueprints, George picks up the popcorn, and FLU remains open for business.

In The Next Issue

The Logic We Never Check.

The Logic We Never Check.

Stand there. Keep this. Do it that way. Don’t throw that out.

Why?

Good question.

Everyday life is full of little rules, habits and bits of logic that nobody seems to remember inventing. We follow them because they feel obvious. Sensible. Normal.

Until somebody asks why.

Pineapple 28 goes looking for the logic hiding in plain sight — and for the wonderfully human moment when “of course” turns into “hang on a minute…”

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