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The Pineapple

Ordinary life · Wider world

The Rules of Work Nobody Writes Down

Issue 33 — 16 October 2026
Issue 33 — 16 October 2026
The Rules of Work Nobody Writes Down

Inside this issue

  1. 01 In This Issue In This Issue.
  2. 02 Editorial The Rules of Work Nobody Writes Down.
  3. 03 Feature When the Container Is Too Heavy.
  4. 04 At The Table The Rules Nobody Tells You.
  5. 05 Column Selective Participation and the Art of Melting.
  6. 06 Essay Human or Computer? I Was Asking the Wrong Question.
  7. 07 Postcards A Morning in Bengaluru
  8. 08 Member Stories One Shopping Trolley Between Us
  9. 09 Member Stories Carriages at 11, Slippers by Thursday.
  10. 10 At The Table Almost Friday Again.
  11. 11 At The Table How Much Hurry Do You Carry?
  12. 12 Member Stories The Unwritten Rules of Being a Guest.
  13. 13 Column Nine Letters, Backwards.
  14. 14 Member Stories He Pays, She Shops, and Somehow It Works.
  15. 15 Recipe Ralf’s Sardine Butter
  16. 16 Peeling Potatoes Peeling Potatoes, Episode 68: Who Made the Rules Anyway?
  17. 17 In The Next Issue The Rules Between Us.
The Pineapple Published weekly in Cleebourg, France.
Publisher and Director of Publication: Frank Peters
Editor - Janita Le Grange, South Africa
brida.eu/pineapple
ISSN 3131-8541
In This Issue

In This Issue.

In this issue, we explore the jobs we already have, the rules we already follow, and those unwritten guidelines that aren’t really official. What is considered good or polite manners? How long should you hold the door for someone? How many kisses are acceptable between family members?

In This Issue.

There really are millions of ways to interpret these rules and behaviors, but I think the most fascinating part is learning that every single person has a completely different approach to who should do what, who is responsible for what, and who makes the rules in the first place.

In this issue, you will find:

In Janita’s lead editorial, The Rules of Work Nobody Writes Down, starting a new job means learning far more than what’s written in your contract. She explores the strange rules we pick up at work, in sport, and even at home—where frozen vegetable peels can become a perfectly reasonable household habit.

Over in When the Container Is Too Heavy, Fabrice asks what happens when a customer expects something a professional knows isn’t safe. He takes us into the world of transport, where experience, responsibility, and the ability to say no can matter far more than keeping everyone happy.

In The Rules Nobody Tells You, Ritesh and Ismar compare experiences in workplaces that each have their own expectations about authority, communication, and speaking your mind—considering what happens when the rules nobody explains begin to affect what people feel comfortable saying.

Meanwhile, summer has officially arrived in South Africa, and Fruitloop is melting in Selective Participation and the Art of Melting. With afternoon naps proving impossible and the kitchen floor looking increasingly attractive, she introduces a brand-new survival strategy: selective participation.

Bruce and the Mayor explore what happens when we try to distinguish human work from computer-generated results in Human or Computer? I Was Asking the Wrong Question. Their conversation raises deeper questions about expertise, judgment, and whether we are asking the right questions about technology in the first place.

How do you politely tell guests that it’s time to leave? In Carriages at 11, Slippers by Thursday, our Lunch group explores the unwritten rules of hospitality, from uncomfortable chairs and disappearing hosts to visitors who stay for days. Naturally, their proposed solutions become increasingly ridiculous.

An unanswered customer email, 19 product pictures, a new knitting machine, and early preparations for Christmas markets fill Babette’s days in Almost Friday Again. She has plenty to do and never quite enough time—and meanwhile, Friday is approaching and that email is still waiting.

In The Unwritten Rules of Being a Guest, Sylvie asks: Should guests remove their shoes? How many kisses make a proper greeting? And who should help clear the dinner table? She explores the small expectations that make visiting other people’s homes surprisingly complicated.

What can a shopping trolley reveal about working relationships? In One Shopping Trolley Between Us, Ralf explores the personal side of professional life, where getting along with people, understanding their habits, and navigating different expectations can be just as important as the work itself.

At The Swimming Club, Martin and Manfred ask: How Much Hurry Do You Carry? They tackle workplace etiquette, unofficial rules, how long to hold a door, who gets the last doughnut, why everyone goes quiet when the boss asks a question, and the distinct danger of writing down absolutely everything.

In the Mayor’s Column, Nine Letters, Backwards, setting nine letters in an old printing press turns out to be surprisingly difficult. A visit to a graphic arts event in Strasbourg leaves the Mayor appreciating the invisible skills behind work that looks effortless.

Alexander and Julia bring two distinct perspectives to the exact same shopping trolley in He Pays, She Shops, and Somehow It Works, revealing the little arrangements, habits, and understandings that naturally develop when two people share a life.

Over in Ralf’s Kitchen (Ralf’s Sardine Butter), bored with ordinary herb butter, Ralf experiments with sardines, garlic, and a few other ingredients. Served with a fresh baguette, his creation proves popular enough to disappear before anyone can ask too many questions.

Our weekly visit to Fruitloop University in Peeling Potatoes (Episode 68) brings another helping of peculiar logic, unlikely conversations, and the kind of Friday nonsense that doesn’t necessarily need an explanation.

Sit back, relax, read, listen, and enjoy Issue 33 of The Pineapple.

Editorial

The Rules of Work Nobody Writes Down.

The Rules of Work Nobody Writes Down.

Before we get to the rules and this week’s editorial, the Mayor and I are absolutely delighted to share some official business with you: The Pineapple is now officially registered as a magazine, complete with our very own ISSN number! We are immensely proud of this milestone—even though the Mayor still insists on claiming that I am the worst-paid editor in the entire world.

We create The Pineapple with so much love, dedication, and hard work each week, but we truly couldn’t have done it without all of your contributions and you sharing your stories and experiences with us. Every piece, big or small, makes this publication what it is. Thank you!

Now, onto the rules…

When you start a new job, the ritual is almost always the same. You get introduced to everyone whose names you’ll instantly forget, handed a thick packet of documents, and told: “Read and sign.” Overwhelmed and slightly cross-eyed by page three, you scan the first few sentences, sign on the dotted line, and hope for the best.

In those first few days, you focus on the vital survival basics: what time to arrive, when you can leave, and how to avoid making a complete fool of yourself.

Then, week two hits, and you start discovering the real manual.

You learn that you must never, under any circumstances, heat fish in the breakroom microwave. You learn that eating at your desk is quietly frowned upon, and that taking a quick personal call might draw invisible daggers from across the room.

Yet, if you flipped back through that thick HR packet from day one, none of those rules are actually written down. They were decided years ago by someone who wasn’t even the boss—and who probably doesn’t even work there anymore. Nobody knows where the rules came from; someone simply passed them down to you, and now you pass them down to the next person.

Isn’t it the exact same in our everyday lives? Don’t park here. Don’t walk there. Don’t eat this, eat more of that. Leave your shoes outside. Put your shoes away. Open the lid, close the lid.

It makes you wonder why we feel the need to formalize and measure every single aspect of human life. Look at sport, for instance. Years ago, rugby was simple: grab the ball, run like mad, kick it, or score. But nowadays? The rulebook reads like international law. You can’t tackle like this, you can’t bind like that, and half the things that used to be standard play are now card-worthy offences.

I had the exact same thought while watching the cricket test recently. When I was seven or eight years old, watching cricket with my dad was blissfully simple: bowl the ball, hit the ball, and run between the wickets to score. Now, everything is meticulously measured—the wind speed, the heat, the humidity, the exact trajectory of the ball, the batsman’s stance, whether his pad was blocking the stumps, and even the wickets themselves, measured to the millimeter to ensure every single stump across the pitch is identical. Whole sports departments and international committees sit in parliament-like chambers just to debate and add more layers of regulation. Why do we do it?

Even at home, where there are no sports committees, we quietly invent our own codes. I asked my husband this week: “What unwritten rules do we have at home that seem a bit strange?”

His answer made me laugh out loud.

“We keep the sugar in the fridge,” he said. “I don’t know anyone else on earth who does that. And we keep a plastic bag in the freezer for meat wrappers and veg peels so they don’t go straight into the dustbin.”

Now, in my defense! I absolutely despise a smelly bin, and summer heat makes a kitchen bin 100 times worse. So yes, frozen peels it is!

Neither of those habits is written down anywhere. They aren’t law, but they are simply the way we do things around here—and the way he learned to do them from me.

We have written rules everywhere: contracts at work, handbooks at school, and endless regulations in sport and public life. But it’s those other rules—the ones passed down quietly, the habits we absorb, and the unspoken boundaries we honor—that truly shape how we live.

Grab your coffee (check the fridge if you can’t find the sugar!), sit back, and welcome to Pineapple 33, where we explore the rules of work—and life—that nobody ever wrote down.

When the Container Is Too Heavy.
Feature

When the Container Is Too Heavy.

Every day, Fabrice moves things that other people want taken away. Rubble, old furniture, building waste and sometimes an entire house’s unwanted contents. But getting everything into a container is only the beginning. Knowing when to take it away, and when to refuse, is where the real responsibility begins.

By Fabrice, France.

People know that I drive a truck. It’s a 26-ton truck, and I have already talked about what it is like to drive something that size. But there is another part of my job that people don’t really see.

I transport containers. Not beer, unfortunately, or whisky. Mostly rubbish and materials that need to be recycled. Earth, concrete, bricks, rubble from building sites, old furniture and things people no longer need.

Sometimes a house is sold and everything that remains inside has to go. Tables, chairs, cupboards, all the old things. Somebody has to take them away.

I collect the containers and bring the material to a recycling centre. There is a system for everything. When I arrive, the truck goes onto a weighbridge. The total weight is recorded, I unload the container, and the truck is weighed again. The difference tells us how much material I have brought.

That is important because the weight matters, not just the size of the container.

People sometimes think that if they have paid for a certain size of container, they can fill it with whatever they want. But ten cubic metres of one material can weigh very differently from ten cubic metres of another.

And that is where some interesting conversations begin.

I start work at six in the morning. Usually, my dispatcher prepares the following day’s programme during the afternoon.

He tells me which clients I have to visit, where I need to deliver containers and which ones I must collect or exchange.

For example, tomorrow I might have to deliver two containers to one client, exchange another container somewhere else and collect two more from another customer.

That is the programme.

But a programme is not a guarantee.

Sometimes I arrive and the container is not ready. Sometimes there is not enough space. Sometimes people are still working and I cannot collect anything.

If everything goes well, I might finish five containers in six hours. Then I telephone the dispatcher and say that I have another two hours available. Give me another container.

Of course, he is usually quite happy with that.

But it can also happen the other way around. I lose one or two hours somewhere, and suddenly I cannot complete everything on the list. Then we have to change the programme, move something to the following day or find another arrangement.

Sometimes I also change the order myself. If one customer is ready early and another place will not open until later, there is no point in driving around unnecessarily. I know where I am going, and I can see what makes sense.

My dispatcher and I don’t always have exactly the same opinion. There is sometimes a little friction between us.

I prefer to use my own judgement when I can. If there is a good reason to change something, then change it. I don’t like doing things a certain way simply because somebody says that is how they must be done.

But we normally find a solution.

One of the biggest problems is when customers put too much material into a container.

I remember one customer who had loaded a container with gravel. Gravel is very heavy. He had filled the container as though it were ordinary rubbish.

When you calculate the amount of material, the weight was enormous. Far too much for me to take away.

I tried to lift the container with the hydraulic arm on my truck.

Nothing.

The container didn’t move.

The customer thought there was another solution. He suggested using the equipment differently to get it moving.

I had a better idea.

No.

I was not going to damage my truck or take a dangerous load onto the road because somebody wanted to get rid of his gravel.

So I left.

There was another occasion when a container was overloaded by about five tonnes. The customer argued that he had paid for the container and expected me to take it.

There was another occasion when a container was overloaded by about five tonnes. The customer argued that he had paid for the container and expected me to take it.

But paying for a container doesn’t mean you can put unlimited weight inside.

If I take an overloaded truck onto the road and the police stop me, the customer will not be sitting beside me explaining that he paid for ten cubic metres.

It is my driving licence. I am the driver.

And that is something people do not always understand.

I can explain why I cannot take the container. I can contact my dispatcher. We can arrange for some of the material to be removed or for another container to be brought in.

Usually, the problem can be solved.

But I will not drive away with a load that I know is too heavy.

If the customer is unhappy, he can look for another company. That is his choice.

It doesn’t change the weight.

There is another problem that happens regularly. Waiting.

Imagine I arrive at a customer at eight in the morning and they tell me the container will not be ready for another hour.

Okay. That is not necessarily a disaster.

If there is a supermarket nearby, perhaps I can get a coffee. If I am somewhere quiet, I can wait in the truck. Depending on where I am and how much time I have, I can find something to do.

But if somebody tells me at three in the afternoon that I must wait another hour, that is different.

I might say, “Okay, goodbye. See you tomorrow.”

I have a working day. I also have a life after work.

Normally, my contract is based on eight hours, although I can work more when necessary. Extra hours can accumulate and be taken as time off later.

In the past, I sometimes accumulated a large number of hours. That could be useful when I needed time for my military reservist activities. I could take time off from my regular work and continue with the reserve.

But I don’t want every problem during the day to mean that I must automatically stay longer in the evening.

Sometimes I have an appointment with the doctor or dentist. Sometimes my wife and I have made plans.

If it is something important, I cannot simply cancel it because somebody else was not ready.

If it is less important, perhaps we can arrange another day. But I still have to telephone, explain the situation and change the plan.

That is another part of the job people don’t see.

An hour of waiting does not always remain just one hour of waiting. It can affect the rest of the working day and what happens afterwards.

There are also strict rules about driving and working time.

I cannot simply continue driving because I feel good or because I would like to finish another job.

I have to record my working time and take the required breaks. I explained to Janita that after four and a half hours of driving, I must take a break of 45 minutes. There are also limits on how long I can work without a break.

Usually, I start at six and take my main break somewhere between eleven and twelve. Before that, I might stop briefly for five or ten minutes to get a coffee.

Those little coffee stops are not the same as my official break.

Everything has to be recorded correctly. There is a tachograph in the truck, and the police can check the information.

You have to be careful with that.

I remember a problem from many years ago when I had taken my break but had forgotten to change the setting on the recording equipment. The record then showed something different from what I had actually done.

That can become expensive.

You can explain what happened, but an explanation does not automatically make the problem disappear. The rules are there, and the driver has to pay attention to them.

People sometimes ask what happens when you have been driving for almost four and a half hours and you are not yet at the place where you wanted to stop.

Well, you need to think about that before you reach the limit.

You cannot always wait until the last minute and then start looking for somewhere suitable.

It is part of the planning.

And it is my responsibility.

I am normally a cool guy.

Well, normally.

But some days everything seems to go wrong. You arrive somewhere and there is a problem. Then you go somewhere else and there is another problem. You telephone the dispatcher, change the programme, try to find a solution, and eventually somebody tells you that something else must be done immediately.

There are days when I become angry.

My dispatcher knows that.

During our conversation, The Mayor wanted to know what happens when I really lose my patience. He also wanted me to explain some of the German expressions I use on those occasions.

That was probably not the best idea for an English conversation.

The Mayor attempted a polite translation. According to him, I was suggesting that somebody should take a running leap.

That was one way of putting it.

There was also some discussion about warnings, dismissal and what an employer can do when an employee speaks too directly.

I know there are proper ways of dealing with problems at work. There are procedures and people who can help.

But I generally prefer to speak directly to the person involved.

Sometimes very directly.

The Mayor calls it the Fabrice explosion.

I suppose that is not entirely unfair.

Still, most days we get on with the work. My dispatcher and I may disagree about something, but we both know that the containers have to be moved and the problems have to be solved.

There is not much use arguing all day when there is work waiting outside.

Janita eventually asked me something different.

We had spent a lot of time discussing what happens when things go wrong. What about a day when everything works beautifully?

For me, that is quite simple.

I am not stressed.

The programme is reasonable, the customers are ready, the traffic is flowing and I don’t have to spend unnecessary time waiting at the recycling centre.

I drive twenty or thirty kilometres to a client, collect or exchange a container, return, and continue with the next job.

Everything works.

I don’t need a special destination or some wonderful adventure every day. I enjoy travelling, of course, but a good working day is not necessarily about going somewhere exciting.

Sometimes the pleasure is simply that the work goes smoothly.

I know what I have to do. I can organise myself. I have enough time, the equipment works, and nobody creates an unnecessary problem.

Then I finish my programme and go home.

That is a good day.

There is also satisfaction in knowing that I have done the work properly. The container was collected, the material was taken where it needed to go, and I did not leave a problem for somebody else because I was in a hurry.

That matters to me.

When somebody sees my truck on the road, they may think about its size, the space it occupies or how slowly it moves compared with a car.

They probably don’t think about the conversations I had before leaving the customer, whether the container was ready, how much it weighs, how many hours I have already worked or what I still have to do before going home.

They don’t see the discussion about whether a container can be collected safely. They don’t see the telephone calls when the programme changes. They don’t see the coffee while I am waiting for somebody to finish a job that was supposed to be ready an hour ago.

And they certainly don’t hear everything I sometimes say to my dispatcher.

Perhaps that is just as well.

But there is one thing I would like people to understand.

When somebody hires a container, fills it and pays for it, they may think their responsibility ends there. The material is ready to go, and the truck has arrived.

For me, the responsibility is not finished. It is only beginning.

I have to decide whether I can take that container safely. I have to make sure the load is suitable, that the truck can handle it and that I can transport it within the rules.

If something is wrong, I have to deal with it.

And sometimes that means telling somebody that the container they have paid for is not going anywhere today.

They may not like hearing that.

But I am the one who has to drive the truck.

The Rules Nobody Tells You.
At The Table

The Rules Nobody Tells You.

From opening doors to challenging a manager, the smallest gestures can reveal the invisible rules that shape relationships, workplaces and entire cultures.

By Ismar, Campo Grande, Brazil and Ritesh, Bangalore, India.

There is a moment at the entrance to Ismar’s dance class when an apparently simple question has already been answered before anybody says a word.

If Ismar arrives with his partner and she reaches the door first, she waits.

She expects him to open it.

He noticed this particularly clearly one day when both his hands were occupied. He looked at her. She looked at him. He waited for her to open the door.

She waited for him.

“Even when I had my two hands occupied,” he said, “I think she wanted me to open the door.”

Nobody had discussed the arrangement. There was no meeting, no written agreement and certainly no door-opening manual. Somehow, however, both people knew that a rule existed.

Ritesh recognised it immediately.

In India, he said, opening the door has also become almost automatic for him. It is not limited to his wife. If somebody is behind him, he notices where they are and holds the door. When he and his wife travel, he usually lets her go ahead.

At home, oddly enough, the rule changes. He gives her the key and she opens the door to their flat.

Already, one door has produced several versions of etiquette.

And this is the strange thing about unwritten rules. They often become visible only when somebody does not follow them.

Ismar is willing to open a building door. A car door is another matter.

He knows a younger Brazilian man who always walks around the car and opens the door for his wife. Ismar considers this unnecessary.

“She has two hands like me,” he said. “Why can’t she open the car door for herself?”

Would he like her to open his door?

No.

That would be unnecessary too.

The argument, then, is not really about men and women. It is about the point at which courtesy becomes ceremony.

Ritesh is still working that out.

“I’m not a perfect gentleman,” he said, “but I’m changing.”

One place where this education happens is the shopping mall. His wife chooses clothes while he waits outside the fitting room, occasionally providing the expected thumbs-up or thumbs-down. The decision remains hers, he said, but his participation is part of the ritual.

He has also learned to carry the bags.

Sometimes many of them.

Sometimes with both hands full.

This, apparently, is part of his evolution.

The domestic rules are different again. At home, his wife usually brings the food and often serves it. They sometimes eat from the same plate, and she may give him the first bite. In the morning she brings him hot water.

When she recently had a headache, however, Ritesh made something simple for her to eat.

He liked doing it.

He described the idea of preparing something for her as “good and romantic”.

These small exchanges do not fit neatly into a theory about traditional or modern relationships. One person opens the door. Another brings the water. Someone carries the shopping. Someone serves the food. On another day, the direction reverses.

The written rules may say nothing.

The relationship knows.

The same invisible architecture appears at work, but there the consequences can be greater than standing at a closed door.

Ritesh remembered discovering an important lesson after entering working life. Organisations may encourage people to contribute, question and speak openly. The formal message can be: tell us what you think.

Ritesh remembered discovering an important lesson after entering working life. Organisations may encourage people to contribute, question and speak openly. The formal message can be: tell us what you think.

The informal message can be more complicated.

“Sometimes,” he said, “it’s better to keep quiet.”

He has learned that an idea can be raised, discussed and pushed for a while. There may then come a point when continuing to press it creates a different impression. A person becomes too visible. A disagreement with somebody higher in the hierarchy can begin to look less like collaboration and more like confrontation.

“You have your level,” he said of some Indian working environments.

That does not mean ideas cannot move upwards. The language used to move them matters.

Rather than saying directly that a manager’s proposal is wrong and another idea is better, people may ask questions. They may introduce another possibility. They may create enough doubt for a different conclusion to emerge.

The result can be almost identical.

The social route to that result is completely different.

Ritesh has seen more open cultures in younger companies and start-ups, but in established organisations he believes hierarchy remains important. Even when a company operates internationally, the local working culture does not simply disappear.

For someone arriving from another country with decades of different habits, he thought the adjustment could be a genuine culture shock.

Ismar recognised something similar from a much more formally hierarchical environment.

During his years in the military, everybody knew that rank mattered. What surprised him was discovering how far the rule extended.

“The lower rank doesn’t give any advice to the superior,” he said.

Even when somebody could see that the boss was wrong, they might say almost nothing.

Outside the military, he found the situation less rigid. A younger employee or newcomer could contribute an idea. A manager might resist it, particularly if accepting too many suggestions from below felt like surrendering authority, but the contribution itself was not unthinkable.

Again, the interesting rule was not whether a person was allowed to speak.

It was how.

Ritesh has watched other social boundaries move during his working life.

When he started, a handshake was normal. Now he sees younger colleagues hugging one another. The distance between people, and sometimes between men and women, appears to be shrinking.

He sees something positive in that change.

“You don’t look at the person as another gender,” he said. “You look at them as a human being.”

He is not entirely comfortable with the new behaviour himself. His instinct is still to offer his hand.

That small awkwardness becomes more interesting because the rules were never obvious to him in the first place.

After engineering college, Ritesh attended pre-placement training. Among the lessons were how to behave in an interview and how to shake hands professionally, including with a female interviewer.

Years later, when his wife encountered the more relaxed professional culture of Bangalore, the subject appeared again.

At an office event, one of Ritesh’s female colleagues shook his hand. To him, this was ordinary professional behaviour. To his wife, coming from a different social environment, it felt unfamiliar enough to raise questions.

So Ritesh did something wonderfully modern.

He went to YouTube.

He showed her videos demonstrating how men and women shake hands professionally, even discussing details such as how long a handshake should last.

A gesture that one group of people performs without thinking had to be explained carefully to somebody from another environment.

That is probably the purest example of an unwritten rule: once you need a video explaining it, you realise how much everyone else has been assuming.

For Ritesh, Bangalore itself represents this kind of cultural shift. He describes a large city where strangers generally pay less attention to how other people dress, whom they meet or how they conduct their relationships than they might in smaller or more traditional places.

Things that once seemed startling can become ordinary simply because everybody around you treats them as ordinary.

Brazil offers another version. Ismar said couples holding hands or kissing in public is quite normal.

Move the same behaviour somewhere else and its meaning changes.

The people have not changed.

The rule has.

Perhaps that is why the question “Who goes first?” becomes more complicated the longer you ask it.

Who goes through the door first?

Who serves the food?

Who chooses what happens at the weekend?

Who speaks first in a meeting?

Who challenges the boss?

Who offers a hand?

Who decides whether a hug is appropriate?

Ritesh and his wife even have different instincts about the weekend. After a week of work, his ideal can be very simple: stay home and rest. She has spent more time at home and wants to go out, even if there is nothing in particular to buy.

“I do what she wants to do,” he said.

He may postpone the outing for a week, but eventually they go.

Ismar’s rhythm is different. He likes staying home, but he also enjoys going out. His partner is more accustomed to finding places to visit and activities to do, so she often has more suggestions. He prefers planning ahead; she is more comfortable deciding closer to the moment.

Neither arrangement sounds particularly dramatic.

That may be the point.

Most unwritten rules do not arrive as grand declarations about culture, gender, authority or respect. They arrive disguised as ordinary life: a door, a meal, a shopping bag, a handshake, a meeting, a Saturday afternoon.

We learn some from our parents. Some from work. Some from the town or country where we grew up. Some from the person we live with.

And apparently, when necessary, some from YouTube.

Then we spend much of adult life discovering which rules everybody else learned differently — and deciding which of our own we still want to keep.

Visual pauseThe Pineapple
Editorial photograph
Selective Participation and the Art of Melting.
Column

Selective Participation and the Art of Melting.

Lazy is such an ugly word.

I prefer to call it selective participation.

Some days I feel lazy, but not because I’ve given up on life—it’s simply because our weather decided to skip the fine print and throw us straight into a boiling hot summer. We are still in for a serious treat over the next few months, which is actually fine by me because I love summer.

The real problem is that we didn’t get an “in-between” season. We didn’t get a soft, polite spring to ease us into the heat. We went straight from winter to summer, back to winter for a brief tease, and then slammed right back into summer again.

Mornings jumped from 7 degrees to 20 degrees in the absolute blink of an eye.

And now? Everything is a hot, sticky mess, and the afternoons have become a real drag. The heat just reaches in and sucks every single drop of energy right out of my body.

It finally cools off in the evenings, and we can actually breathe and manage again. Dinner time and bedtime arrive with much softer air—maybe 20 degrees, which still feels like a luxury compared to a scorching 32.

So I am not being lazy right now. I am officially referring to my current lifestyle as selective participation.

I select to participate in the mornings or the late evenings because those hours are workable, breathable, and human. Unless, of course, a sudden gathering of clouds, a cool breeze, or a quick rainstorm steps in to rescue the temperature of the day.

The funny part is, I haven’t quite figured out what to do with myself in the afternoons yet.

I tried taking a nap—that infamous afternoon siesta that hot countries swear by. It failed completely because, well, it was simply too hot to sleep.

Then I tried sitting down with a book, but that didn’t work either. I couldn’t concentrate, and at one point, I’m fairly certain I started melting directly into the armchair. Total no-go.

Going outside between 1:00 PM and 5:00 PM is out of the question unless you want the sun to scorch every tiny hair off your body. We definitely don’t want that.

My next grand experiment is laying flat on the cold kitchen tiles. Maybe with a pillow and a book. I haven’t tested it yet, but the logistics seem promising.

Don’t get me wrong—I’m not complaining about the heat, and I’m certainly not complaining about being lazy.

I am just actively trying to convince myself that the heat is a wonderful thing, and that carefully selecting when to deploy my energy is the only logical way to survive it.

Meanwhile, I look out the window and see kids playing outside, running around in full sun, kicking balls, and just being kids. I stare at them in genuine disbelief. How are you not hot? How are you not boiling from the inside out?

It seems like children operate on a completely different internal thermometer than the rest of us.

Or maybe… they just don’t care.

And maybe that’s the real secret sitting right in front of us. Don’t care about the heat, and it won’t affect you as much. Don’t care about being “lazy,” and the guilt vanishes entirely.

So if you need me this afternoon, I’ll be selectively participating from the kitchen floor.

Human or Computer? I Was Asking the Wrong Question.
Essay

Human or Computer? I Was Asking the Wrong Question.

I began by arguing that human conversation could do something AI could not. Bruce disagreed. Somewhere between a printing press, a LinkedIn problem, organisational messiness and a table of elderly men drinking coffee, a more interesting question emerged: how do we combine the two without losing the human part?

By Bruce Lloyd, London and Frank Peters, Cleebourg.

A few days before my conversation with Bruce, I found myself standing in front of an old-fashioned printing press in Strasbourg.

It was a small, portable machine at an exhibition for people involved in printing and publishing. To print a word, you first had to choose the individual letters and arrange them by hand. There was one complication: the word had to be assembled backwards and upside down.

I chose, for obvious reasons, pineapple.

There was something wonderfully physical about the whole process. I picked up each little letter, placed it into the rack and tried not to muddle everything. A young person beside the press explained what I had to do in a mixture of French and English. Eventually, we printed it.

I walked away carrying a sheet of paper with the word Pineapple on it, a new contact and a head full of impressions.

The printed word was almost beside the point. What stayed with me was everything around it: another person showing me how something worked, the slight struggle with language, the two of us figuring it out together and, at the end, an object I could actually hold.

A few days later, when Bruce and I started talking about AI, I thought I knew what that experience had taught me.

Not quite.

My argument was fairly simple. AI is extraordinarily good at producing the what: facts, explanations, information and possibilities. Human beings, I suggested, are better at connecting the invisible dots that appear while two people are talking.

We notice something and interrupt. We change direction. We wonder why somebody said something in quite that way. We bring history into the room. We hear hesitation. Sometimes we notice what has not been said.

I had experienced exactly that in the conversation immediately before speaking with Bruce.

The person I had been talking to worked in an organisation I had known, on and off, for many years. A works council had recently been created there. An AI system could easily explain how works councils operate, what the formal requirements are and how the structure works.

But that was not really what interested me.

I wanted to know why it had happened. What had gone on inside the organisation beforehand? What had management done? What had employees experienced? What had been communicated badly? Which tensions had accumulated, and what might happen next?

There was history involved. Personalities. Relationships. Interpretation. Speculation. All the untidy bits.

Human messiness.

My argument to Bruce was that another person can sometimes get to this material remarkably quickly. I ask a question, listen to the answer and immediately follow whichever thread suddenly becomes interesting. With AI, I said, I first have to formulate a prompt, receive an answer, process it and then decide what to ask next.

Humans, I announced, might actually be more efficient.

Bruce was unconvinced.

Ask a human being a question, he pointed out, and it is remarkable how often they answer a completely different one. Sometimes they tell you what they want you to know. Sometimes they want attention. Sometimes they want to control the discussion. Sometimes there is a personal agenda quietly sitting underneath the answer.

AI does not have quite the same problem.

That stopped me, because irritatingly, he had a point.

Bruce had recently had a technical problem involving two LinkedIn accounts, one of which had unexpectedly reappeared. He turned to ChatGPT.

What impressed him was not simply that it helped solve the problem. It stayed focused on the problem he had actually brought to it. If he did not understand a word, he asked what it meant. The explanation appeared and he carried on.

No impatience. No embarrassment about asking a basic question. No expert waiting for an opportunity to demonstrate how expert they were.

That led Bruce to make an observation about instruction manuals.

A manual for a washing machine, camera or piece of software usually starts where the manufacturer wants to start. It explains the machine, gives you the background and tells you everything the technical people believe you ought to know.

A manual for a washing machine, camera or piece of software usually starts where the manufacturer wants to start.

AI can start somewhere else.

“It starts with where you are,” Bruce said.

It is a small sentence with rather large consequences.

If my problem is that one particular button will not work, I do not necessarily want the history of the machine. I want to know why the button will not work. The same applies to an endless YouTube tutorial where somebody introduces themselves, explains the equipment, describes the problem and reminds me to subscribe before eventually reaching the fifteen seconds I actually need.

AI can go straight there.

I could hardly disagree, because I use it in much the same way myself.

I have used ChatGPT to create WordPress plugins. I describe what I want, work backwards and forwards with it and eventually upload something that works. Tasks for which I might once have needed a programmer can, in certain circumstances, now be done directly.

More recently, I built another system because I had acquired a different problem: too much information.

Even in my tiny operation, conversations, ideas, notes and possibilities accumulate frighteningly quickly. After my Strasbourg trip, I spent much of the journey back to the station typing thoughts into my phone. By the time I got home, there were roughly two hours of impressions sitting there.

So AI helps me turn the mess into something usable. It can compress conversations and notes, find recurring threads and turn some of them into possible actions. I call the system my compass.

I produce the mess.

The computer helps me sort it.

That is quite a productive relationship.

The longer Bruce and I talked, the less convincing my original contest between human and computer became.

Bruce offered a distinction that was much more useful.

AI can be very good at giving us the technical answer.

The social answer is harder.

That matters because an enormous amount of what happens inside organisations is social rather than technical. A new structure may make perfect sense on paper and still fail because people resent it. A change may be economically rational and socially disastrous. An organisation can possess mountains of information and still fail to understand itself.

Bruce had recently been thinking about what he called “corporate amnesia”: what happens when somebody leaves an organisation and takes years of accumulated knowledge with them.

Not everything we know sits in a manual.

Some knowledge exists in memory, habit and experience. It is the story behind why something is done in a particular way. It is knowing whom to speak to, what failed ten years ago, which apparently sensible idea will cause an almighty row and which problem everybody knows about but nobody has written down.

That is the historical messiness inside an organisation.

AI may become extremely good at organising this material. We may even need it simply because the quantity of information we produce is becoming impossible for individual human beings to manage.

But Bruce added another question before we rushed off and collected everything.

Why do you want to know?

Without that question, we may simply produce more information.

And we already have plenty.

At some point, as these conversations tend to do, ours wandered into lasagne.

Bruce had eaten a particularly impressive one in a London restaurant. He photographed it, uploaded the picture to ChatGPT and asked about it. The system suggested ingredients and explained how something similar might be made.

From there we somehow arrived at kitchen robots, automated grocery deliveries, intelligent refrigerators and drones bringing missing bottles of milk to the house.

Technically, you can imagine the whole thing becoming automated.

Which made me ask what seemed the obvious question: do we actually want this?

Bruce corrected me again.

That was not quite enough.

We also have to ask who benefits. What does it cost? Who loses? Who has an interest in it happening, or in preventing it from happening?

Technology does not arrive in an empty room. It enters workplaces, families and communities. It changes jobs and creates advantages for some people while creating difficulties for others. It collides with regulation, economics, habits and values.

The fact that something can be automated tells us remarkably little about whether automating it is wise.

Somebody still has to decide what matters.

And that becomes more difficult when the technology is also giving us more possibilities than we have ever had before.

I can see this in my own work. My thinking has changed since I started using AI heavily. My questions have changed. I can explore something from several directions, test ideas quickly and build things I could not previously have built.

Bruce sees the danger in that too.

More possibilities mean more choices, and eventually, if we actually want to make something happen, we have to choose. AI can give me ideas, alternatives, strategies, recommendations and another seventeen things I could theoretically do on Thursday afternoon.

It cannot give me another Thursday afternoon.

At some point, somebody has to stop generating possibilities and act.

For years, we worried about not knowing enough. One of the stranger problems of the AI age may be learning how to cope with knowing too much.

Towards the end of our conversation, I tried to bring us back to where we had started.

Were these conversations of ours interesting?

Bruce thought so.

Enjoyable?

Yes.

Worthwhile?

Again, yes.

And shareable?

Well, they keep ending up in The Pineapple.

Bruce then added something that changed the question slightly. If we simply had an interesting conversation every week and left it there, he said, there would always be another question hanging around at the back of his mind.

What do we do with it?

Turning a conversation into something that can be shared gives it another dimension.

I joked that otherwise we would merely be two elderly men with nothing better to do than drink coffee and philosophise about the world.

Bruce rather liked the image.

He had seen groups of older men sitting around tables on Greek islands, drinking coffee and talking. He wondered what would happen if we could sit with people like that, use technology to help capture their stories and simply ask what they had learned from being alive.

Not because every memory is profound, or because age automatically produces wisdom. It plainly does not.

But experience disappears.

People leave organisations and take knowledge with them. Families lose stories. Communities lose memories. People spend decades discovering things and much of what they discover never becomes available to anybody else.

Bruce put it rather more sharply:

“The human race is wasting its experience of being human.”

That was the sentence that stayed with me.

I had gone into the conversation trying to work out whether human conversation was better than AI conversation.

By the end, the competition no longer seemed particularly useful.

For a technical problem, I may actively prefer the computer. It is patient, starts where I am and does not need to impress me. It can sift through information at a speed no individual human being can match.

But for other things, I want another person.

I want the detour, the raised eyebrow, the inconvenient memory and the sentence I had not expected. I want the story that makes me abandon the clever question I had prepared and ask a better one.

And afterwards, increasingly, I want the machine again.

Bruce and I were sitting roughly 700 kilometres apart while having this conversation. A transcript appeared on my screen as we spoke. Afterwards, technology helped me work through what we had said, sort it and find the thread running through it.

None of that made the conversation less human.

It stopped some of it disappearing.

Perhaps that is the balance I had been trying to find.

Not human or computer, and not a romantic defence of conversation against technology. Equally, not the assumption that every awkward or inefficient human interaction should be automated away.

The computer is extremely good at helping us do things.

The harder question is what is worth doing.

And for that, I still want somebody on the other side of the table.

Postcards

A Morning in Bengaluru

Ritesh takes us from a quiet morning walk through his neighbourhood and into the working day in western Bengaluru.

Early morning in western Bengaluru. Green lawns, clipped hedges and a little breathing room before the traffic takes over.

Still quiet, but not for long. Parked scooters, an auto-rickshaw and a street already beginning to fill with the business of the day.

Flowers are already on sale, the scooters are lined up, and the shade has been claimed. Bengaluru is beginning to get on with the day.

I like to spend my Saturday mornings here, at my neighbourhood library in western Bengaluru. It is one of the places where I can slow down for a while before the week starts moving again.

Much of my journey to work is under trees like these. Bengaluru can be noisy and crowded, but every so often the city gives you a little shade.

This is still my neighbourhood, and the trees make quite an effective roof. By now the auto-rickshaws and scooters have joined me, so the quiet part of the morning is officially over.

A few streets further on, Bengaluru is properly awake. Cars, scooters, auto-rickshaws and pedestrians all seem to understand how this works. I mostly follow their example.

By this point in my journey, the city has changed. The trees and smaller streets give way to concrete, and the Metro starts to dominate the view above me.

7. Almost at the station

The station is just ahead. There are scooters everywhere, people walking in from different directions, and the working day is gathering pace.

Even beside the Metro, Bengaluru never completely loses its trees. Cars, motorcycles and pedestrians squeeze through the same space, while the greenery carries on above us

Auto-rickshaws, scooters, cars and people on foot all converge around the station. Somehow, everybody keeps moving.

Once I reach the station, I walk beneath the elevated tracks. The train runs above us; the road, pedestrians and traffic continue underneath.

Inside, I become part of the morning crowd. By now the journey is less about streets and trees and more about getting onto the train.

And before I reach the platform, there is one more small part of the commute: waiting for the lift to the concourse. Some things are universal.

One Shopping Trolley Between Us
Member Stories

One Shopping Trolley Between Us

The correct distance between strangers is sometimes one and a half metres. Sometimes it is one good cup of coffee.

By Ralf the Grillmeister, Germany

There was one thing during the COVID time that I really liked: at the supermarket cashier, people kept their distance.

One and a half metres. Beautiful.

Today, this has disappeared completely. People come closer and closer again, and sometimes I think they want to go home with me.

On Sunday my wife said, “I need bananas.” Some supermarkets near us are open on Sundays, so we drove there. There was an extremely long queue at the cashier. Then came the magic announcement: cashier number two was opening.

I sometimes think there is only one thing faster than Usain Bolt: pensioners when cashier number two opens.

Suddenly everybody was moving. Shopping trolleys were changing direction, people were calculating positions, and normal social behaviour was temporarily cancelled because somewhere, perhaps twelve metres away, there was the possibility of being served thirty seconds earlier.

I was standing there when an older woman and her daughter came behind me with their trolley.

Bum.

The trolley touched my backside.

Bum again.

At some point I turned around and said, “Excuse me, can you please keep more distance? Your trolley does not need to be on my body. I don’t like it.”

There is a limit.

A week before, it was even worse. A man stood behind me without a trolley. He had all his shopping in his arms and came so close that I could hear him breathing on my neck.

No. Sorry.

Again I asked him to keep more distance.

Maybe one and a half metres is not necessary every time, but breathing into my neck is definitely too close.

I have developed a technical solution. If I have a shopping trolley and somebody behind me keeps coming closer, I move around to the other side of my trolley. Then the trolley becomes my security system.

It is not perfect, but it is better than nothing.

The supermarket cashier is a very interesting place for studying human beings.

Distance is only the beginning.

Then somebody reaches the cashier and hears, “That will be €12.20.”

You think this is the end of the transaction.

No.

Now comes the purse.

One coin. Two coins. Three coins. Four coins. Five coins. More coins. Another compartment. More searching. More coins.

Then, after the complete archaeological excavation of the handbag: “Oh, I don’t have enough.”

Everything goes back into the purse and out comes a banknote.

At such moments I become slightly nervous.

The funny thing is that I collect coins myself. I have a big red pig at home, and everything that is left in my pockets goes into it. I leave it there for a long time, sometimes until another holiday has come and gone, because otherwise it is not worth the effort.

Then I take the pig to the bank and pour everything into the counting machine.

Suddenly the machine tells me, “Mr Brand, €758.”

Yes!

That is a good moment.

So I have nothing against coins. Coins are fantastic. I only prefer them when they are inside my red pig and not being counted one by one in front of me when I am waiting with frozen food in my shopping trolley.

I only prefer them when they are inside my red pig and not being counted one by one in front of me when I am waiting with frozen food in my shopping trolley.

In my working life, strangely, I often do exactly the opposite.

At the supermarket I want more distance. When I meet somebody for business, I usually try to reduce the distance.

Not physically. Please, no breathing on the neck.

Human distance.

When I enter somebody’s office for the first time, I look around. Right side, left side, wall, desk. What is there?

A photograph of a sailing boat? Good.

A picture of a balloon? Even better.

Something from Norway? A particular computer? A strange object on the desk?

That is my starting point.

I can say, “Oh, you sail?”

Or, “Have you been to Norway?”

Or perhaps I see a balloon picture and can tell them that I once gave my wife a balloon flight for her birthday.

Immediately we are not only two people sitting down for a sales meeting. We have something else to talk about.

This is important to me.

You can start with the product, the price and the presentation. Of course you can. But I prefer first to find the person.

Even an almost empty office tells you something. If there are four blank walls and an empty desk, I might say it looks like Stuttgart-Stammheim prison. Then at least we have a conversation.

There is nearly always something.

I also still like paper. I like writing with a pen. If I see somebody with an Apple computer, that can also start a discussion because I use Apple myself.

A life without Apple is possible.

But not desirable.

Coffee is another very good bridge.

When somebody asks me at a meeting, “Would you like coffee?”, my answer is normally yes.

Sometimes the coffee is not very good. Then I drink it and say thank you.

But when the coffee is excellent, I say something.

“This coffee is really good. It smells fantastic. What machine do you have?”

And suddenly the other person starts talking.

“Yes, we have this special machine…”

And off we go.

Before we have discussed the real subject of the meeting, the atmosphere has changed.

We are talking like people.

For me, this is much more natural.

The important thing is that it must be genuine. If the coffee is fantastic, I say it is fantastic. If I see an interesting picture, I really want to know the story. It is not a trick where I have learned three sentences from a sales book.

I am curious.

And often the little thing beside the actual business becomes the thing that opens the business conversation.

Then there is Germany’s great social measuring system: du and Sie.

English makes life very easy. Everybody is “you.”

We Germans had to build an entire social engineering project around one pronoun.

With some customers I use du. With others I use Sie. In my present working world it is probably around fifty-fifty.

In another company I worked for, we often came from an Austrian background and simply asked customers, “We normally say du. Is that okay?”

Usually they said yes.

Finished.

Very easy.

But it is not always so easy, because the choice says something about distance. If you move to du too quickly, perhaps you are too familiar. If you stay with Sie forever, perhaps you create a wall that is no longer necessary.

Hamburg even has its own solution: the Hanseatic du.

You use the person’s first name but continue with Sie.

“Hallo Ralf, können Sie bitte…”

Fantastic.

Close and distant at the same time. Very Hamburg.

People often say North Germans are reserved and closed. I do not completely agree. I have heard the opposite many times. People meet us and say, “You are not closed at all.”

For me, being open does not mean becoming everybody’s best friend in five minutes. It means that when the connection is real, it can stay real.

You can meet somebody again after many years and continue almost where you stopped.

That is a different kind of distance.

The Mayor asked me whether I have some kind of radar for strangers.

Yes.

Can I explain it?

Not really.

Sometimes I see somebody and immediately think: I don’t like this person.

Other times I meet somebody and think: this is the right man.

There is something there. The way somebody looks, behaves, speaks or reacts. I cannot make a technical drawing of it. I cannot measure it with my invisible tape measure.

You can look at a person, but you cannot look inside their head.

Still, after many years of meeting customers and all kinds of different people, I think you learn to read between the lines.

Sometimes, of course, you can be wrong. That is human.

But sometimes the connection is immediate.

I remember meeting a manager for the first time in a restaurant. We introduced ourselves, started talking and very quickly the conversation was not really about work anymore. We talked about private things and ordinary life.

The chemistry was simply there.

Later, when I was somewhere near his home, I could send a message: “I am nearby. Shall we have a coffee?”

“Yes!”

That is nice.

And perhaps this is why I cannot give one answer to the question of the correct distance between strangers.

At the supermarket, please give me some space. If you have a shopping trolley, even better. We already have a very practical measuring instrument.

In a conversation, it is different.

Then I look for the picture on the wall, the object on the desk, the good coffee, the small joke, the word that tells me how this person wants to communicate.

Nobody really teaches you these rules. Often everybody simply expects you to know them.

Some people want Sie. Some are immediately comfortable with du. Some people need a little time. Some need a conversation before the real conversation. Some say almost nothing at all.

You have to look.

You have to listen.

And sometimes you simply need to know when to move your shopping trolley between yourself and the person breathing on your neck.

Carriages at 11, Slippers by Thursday.
Member Stories

Carriages at 11, Slippers by Thursday.

When should a guest leave? At Lunch, the answer involved old-fashioned etiquette, disappearing hosts, bed bugs, flying furniture and a rather worrying dinner invitation.

By Rosii in Sao Paulo, Monica in Adelaide, down under, the Mayor in Indian Summery Cleebourg and hosted by Fruitloop in sizzling South Africa. What could go wrong?

It started with a perfectly innocent question. When you visit someone for coffee or dinner, how do you know when it is time to leave?

You might think the answer is simple. Finish your coffee, thank your host, collect your belongings and go home. But at Lunch with Janita & Frank, simple questions have a habit of becoming complicated, particularly when Fruitloop starts asking them and the Mayor decides that modern civilisation has lost its manners.

Rosii, joining from Brazil, thought it depended entirely on the company. Dinner might be followed by dessert, coffee and conversation, and before anyone notices, it is one o’clock in the morning. With a best friend or her sister-in-law, that would not necessarily be a problem. Sometimes the conversation is simply too good to end.

The Mayor had a slightly different approach. He suspected he might outstay his welcome within the first five minutes.

He was joking, of course. Mostly.

In his view, knowing when to leave is something we learn without ever being formally taught. We watch our parents, observe other people and gradually absorb the invisible rules of social behaviour. Nobody hands us a rulebook explaining when the final cup of coffee becomes one cup too many.

Fruitloop agreed that the relationship matters. A visit to a friend might last an hour or two, while a visit to her sister or parents could continue much longer. Her sister would probably encourage her to stay.

The Mayor wondered whether that might still be true twenty years later.

“Thirty years,” Fruitloop corrected him.

Clearly, some families have very generous visiting hours.

The Mayor then transported everyone back to what he remembered as polite society in England, when invitations could contain a wonderfully useful instruction: Carriages at 11 p.m.

There was no need for awkward hints, nervous glances at the clock or elaborate excuses about tomorrow’s early start. Your carriage was expected at eleven, which meant you were expected to be outside waiting for it.

The Mayor thought this was an excellent arrangement. Everyone knew when the evening would finish, and nobody had to wonder whether another glass of wine or another helping of dessert was pushing their luck.

The only difficulty was finding a modern replacement.

Should invitations now announce Cars at eleven? Perhaps Limousines, scooters and electric bicycles at eleven? And what about guests arriving on foot?

Whatever the transport, the Mayor was convinced that modern hospitality had lost something valuable when it abandoned the clear departure time.

Monica, joining from Australia, had inherited a similar philosophy from her late mother: “A good guest always knows when to leave.”

She also remembered another piece of advice. If you do not want somebody to stay too long, give them an uncomfortable chair.

That sounded wonderfully practical until Monica remembered a German family acquaintance who once arrived at their doorstep and stayed far longer than expected. Her family eventually needed the room for an aunt who was coming to Adelaide for medical treatment.

The visitor did finally leave, although Monica joked that without a reason to move him along, he might still be there.

Suddenly, the uncomfortable chair seemed rather inadequate.

Fruitloop introduced another problem. Suppose you have invited friends for dinner, but halfway through the evening you begin dreaming about your sofa, your pyjamas and the wonderful possibility of being left alone.

Fruitloop had experienced something remarkably similar.

Years earlier, she had hosted a barbecue with her then-boyfriend and some friends. By approximately one in the morning, she had reached her limit. Rather than interrupt the gathering, she simply announced that everyone could carry on without her.

She took a shower, put on her pyjamas and went to bed.

The guests apparently had enough alcohol to occupy their attention and barely noticed her departure.

The Mayor was scandalised.

He wanted to know whether this might have contributed to the boyfriend eventually becoming an ex-boyfriend.

No, Fruitloop assured him. There were other reasons.

The Mayor then remembered an occasion when his own then-girlfriend had fallen asleep on the sofa while they were entertaining dinner guests. He had been mortified, and they had words about it afterwards. She, however, had not been particularly apologetic.

Two hosts, two disappearing acts, and rather different reactions.

Monica admitted that she had sometimes started dreaming about her pyjamas before the guests had even arrived. There are evenings when arrangements made enthusiastically two weeks earlier suddenly seem like a terrible idea. Fortunately, she added, once everyone arrived, the evening often turned out much better than expected.

Monica admitted that she had sometimes started dreaming about her pyjamas before the guests had even arrived.

Rosii understood the feeling too. These days, when her eyes begin closing around midnight, the attraction of bed becomes difficult to resist.

The Mayor thought the whole situation raised a more serious question. What does it actually mean to host somebody?

A dinner party, he argued, requires thought. Who are you inviting? What will you cook? Who will sit together? Will the conversation flow? Are you hosting because you genuinely want to spend time with these people, or simply because it is your turn to invite them?

He pictured the exhausting social obligation of entertaining the Joneses, with everyone smiling politely through dinner before going home to complain about the food and wine.

Perhaps, he suggested, people sometimes spend so much energy fulfilling social expectations that they forget to enjoy the occasion itself.

And just when the conversation was becoming dangerously sensible, Fruitloop remembered a cartoon.

In the programme her son had been watching, a little boy hosted a lively party while a strange creature next door held a much less successful gathering. The creature’s guests became so bored that some fell asleep and one began losing his arms.

When the boy borrowed party punch from his neighbour, he explained that he did not want his own party to become one of those gatherings where people’s arms fell off.

Eventually, the bored guests abandoned the creature’s party. One even left his detached arms behind.

The creature called after him to collect them.

“Keep them,” came the reply.

The Mayor immediately recognised the opportunity for a joke about leaving a party legless.

Apparently, the standard of hospitality had now fallen from uncomfortable chairs to actual loss of limbs.

Fruitloop was only warming up.

Imagine, she suggested, inviting somebody for coffee on Monday. By Thursday, that person is still sitting on your sofa, wearing your slippers and asking what is for dinner.

How do you get rid of them without being rude?

Rosii was genuinely troubled. She searched for a polite solution, perhaps mentioning an appointment or something important she needed to do. But the more she considered the situation, the more difficult it became.

After all, she pointed out, the guest was already behaving impolitely.

Monica had a much more imaginative answer.

She could announce that she was fasting and would not be preparing dinner. Alternatively, she could direct the visitor to the nearest McDonald’s.

But her favourite solution involved pest control.

She would tell the guest that the house had developed a bed bug infestation and exterminators were arriving the following day to fumigate everything. Naturally, everybody would have to leave while the chemicals were sprayed.

The Mayor questioned why anyone would remain in somebody else’s home for four consecutive days in the first place.

Monica was not interested in reopening the investigation. They already had a problem. What they needed was a solution.

The Mayor, however, had an entirely different interpretation of the situation.

He proposed that, for the purposes of his answer, he should be considered single. Since Mondays were usually filled with meetings, the only person likely to receive an invitation for coffee would be an extraordinarily attractive woman he had admired for years.

If she was still sitting on his sofa on Thursday, wearing slippers and requesting dinner, he would not regard that as a hospitality emergency.

He would regard it as romantic success.

The table now had two competing proposals: Monica’s pest-control operation and the Mayor’s imaginary love story.

Fruitloop refused to choose a winner.

“We don’t choose. We add both.”

Then she revealed her own solution.

At home, Fruitloop, her husband and son have a family joke. Whenever someone asks what is for dinner and nobody has planned anything, the answer is “each other.”

So, if an unwanted guest was still demanding dinner on Thursday, Fruitloop would simply announce that everyone was going to eat each other.

And they would start with the guest.

The Mayor became understandably concerned about his future invitation to South Africa.

First, he had been informed about the appropriate greeting. Now there was a possibility that he might become dinner.

Fruitloop reassured him that he would still be welcome. Besides, if he stayed long enough to wear her slippers, he would probably discover that they were much too small and he is now part of the family.

The Mayor was confident that slippers could stretch.

By this stage, ordinary social etiquette was clearly beyond repair. Fruitloop decided that what the world needed was legislation.

Everyone was invited to imagine becoming president of the International Guest and Goodbye Association, with the power to introduce one completely ridiculous law governing visits and an equally ridiculous punishment for breaking it.

The Mayor borrowed inspiration from the BBC radio programme Just a Minute, in which participants must speak on a subject without hesitation, repetition or deviation.

He proposed a similar rule for guests, with a punishment inspired by a comic tale about losing bread in Swiss cheese fondue.

Offenders would be thrown into a lake.

Fruitloop suggested a river might be more effective, since the current would carry the offender away.

The Mayor approved of the practical advantages.

Monica had already imagined something considerably more technological: an ejector seat.

Guests who ignored repeated hints that it was time to leave would be launched through the roof and into the atmosphere.

Unfortunately, this created several architectural difficulties. The Mayor pointed out that a two-storey house would complicate matters considerably, while installing such equipment in Rosii’s apartment building could prove rather inconvenient for the neighbours upstairs.

Planning permission might also be a problem.

Fruitloop suggested that perhaps dinner parties should simply be held outside, where there would be fewer ceilings to worry about.

Somewhere between the imaginary ejector seat and the discussion of outdoor alternatives, the International Guest and Goodbye Association was beginning to look like an organisation that should never receive official recognition.

When it was Fruitloop’s turn to invent a law, she surprised everyone by becoming almost reasonable.

Her rule concerned dinner plates.

If you are a guest at her table, she would like you to finish your food, or at least gather the leftovers together rather than leaving little bits scattered across the plate.

She was particularly irritated by a few grains of rice or pieces of potato that, when collected together, would make another perfectly good mouthful.

Why leave them?

The Mayor immediately demanded clarification about bones. Surely guests were not expected to eat those too?

Of course not, Fruitloop explained. She would provide somewhere to put them.

Her objection was to perfectly edible food being abandoned in little corners of the plate.

This led the Mayor into a discussion of table manners, particularly the correct way to hold a fork when eating peas.

Should food be placed on the curved back of the fork, as in traditional English table manners, or scooped up from the other side?

Fruitloop was wonderfully unconcerned.

It depended on what she was eating. Sometimes she used one side, sometimes the other. Her sister was right-handed but held her fork in her left hand.

As far as Fruitloop was concerned, the important thing was to eat your dinner and clear your plate.

The Mayor was not entirely satisfied. He seemed to think that an invitation to Fruitloop’s house ought to come with detailed instructions about everything from footwear to cutlery.

By now, the hypothetical visit had become an elaborate operation. He might arrive overdressed, borrow clothes from Fruitloop’s husband, squeeze into her slippers, risk becoming the main course and then face judgement over the direction of his fork.

He was beginning to wonder whether he would ever make it through customs.

Earlier in the conversation, Fruitloop had asked everyone to invent a secret emergency signal that would tell guests it was time to leave.

Monica remembered hearing that Queen Elizabeth II used the position of her handbag to signal that she wished to move on from a conversation.

Rosii suggested simply collecting her purse and announcing that she needed to go home.

The Mayor refused to reveal his secret signal because, naturally, that would mean it was no longer secret.

He eventually proposed a far more theatrical departure. A guest could tap a spoon against a crystal wine glass, stand up and deliver a magnificent farewell speech, praising the food while admitting that the company had been rather boring.

Naturally, he would also expect his borrowed clothes to be exchanged for his own suit before departure, preferably freshly pressed.

Fruitloop was willing to hang the suit neatly.

Dry cleaning, however, was apparently not included in her hospitality package.

Eventually, Fruitloop announced that she had one last question.

The Mayor immediately recognised this as a possible signal that the gathering was nearing its end.

Yes, she confirmed. One last question meant it was almost time to go.

When he asked how long everyone’s answers could be, she warned that she might interrupt if they became too long.

He declared this very impolite.

But the meeting continued, with more rules, more imaginary punishments and a discussion of table manners that could probably have lasted until the next meal.

Finally, Fruitloop announced that she really did need to leave.

The Mayor took the hint.

And, after an entire conversation devoted to the art of saying goodbye, everyone began saying goodbye. There were thanks, good wishes, promises to meet again and the familiar difficulty of ending a pleasant gathering when nobody wanted to be the first to disappear.

Perhaps Rosii had understood the situation from the beginning. Sometimes the conversation is so enjoyable that you simply keep talking until one o’clock in the morning.

Other times, your host is already wearing pyjamas, somebody has threatened to release bed bugs, and the International Guest and Goodbye Association is preparing to launch you through the ceiling.

At Lunch, fortunately, nobody needed an ejector seat.

Fruitloop had already discovered a much simpler solution.

“Your time’s up.”

And even the Mayor eventually accepted that.

Although he might still prefer a carriage waiting outside.

Visual pauseThe Pineapple
Editorial photograph
Almost Friday Again.
At The Table

Almost Friday Again.

Emails, a new knitting machine and a village preparing for Christmas. Sometimes there is simply more to do than there are hours in the day.

By Babette, Germany

It was Thursday, and I had just finished dealing with an email from a customer who needed 19 pictures of our products, probably for a brochure or an online shop.

The pictures were not impossible to find. We have a product database, and I can also take them from our company website. But finding the correct pictures, matching them with the right descriptions and putting everything together takes more time than you might expect.

And while you are doing that, more emails arrive.

Normally, I try to answer emails within 24 or 48 hours. Last week, though, I was working alone because my colleague was on holiday, and there were plenty of other things needing attention. Orders, offers, customer complaints and technical questions all come across my desk.

My email signature says Customer Care Representative. In another system, my position is described as Inside Sales Representative. Sometimes it is difficult even to explain exactly what my job is.

There is a German expression, Mädchen für alles. In English, we found jack of all trades.

That describes it quite well.

Fortunately, the phones have not been ringing so much recently, which means I can concentrate on the work in front of me.

I am not complaining.

While work is waiting, I have been busy with something completely different. Christmas preparations have already started, even though it is only October.

Our village has a Christmas market on 28 and 29 November, and we are preparing a stand. We will not be directly inside the main market but outside a shop nearby.

There will be hot chocolate, both with and without alcohol, cookies and crêpes. We talked about the different names for these thin pancakes. In Germany, we call them Pfannkuchen. In France, they are crêpes, and in South Africa there is the similar word pannekoek.

There will be hot chocolate, both with and without alcohol, cookies and crêpes. We talked about the different names for these thin pancakes. In Germany, we call them Pfannkuchen. In France, they are crêpes, and in South

Different countries, different names, but everybody seems to understand the idea of a pancake.

We are also thinking about having a wheel of fortune. There is a second-hand shop where people can find clothes, shoes, games, decorations and dishes. The items do not have fixed prices. Instead, people give a donation.

We had already thought about the wheel of fortune last year, but the idea came too late. This time, at least, we are thinking about it earlier.

I have also bought something new for the market: an electric knitting machine.

I bought it over the weekend, and I am still discovering what it can do. I think it has only one button. The idea is to use it to make things such as scarves and hats for the Christmas market.

It is another project to prepare, but this one is rather different from my previous projects.

Before Christmas arrives, there is another market to think about.

This Saturday, we have a flea market in our village, and I have booked two tables. I will be selling things from home that we no longer need.

There are quite a lot of them.

At the previous flea market, I managed to fit all my crates into our big car. This time, I am not sure everything will fit. I also have a large container for shoes, so there will be some careful packing before Saturday.

Of course, I hope people will come and buy things.

The flea market takes place alongside a small village event that is still called a funfair. There are signs at the entrances to the village announcing it, although the event has changed over the years.

Many, many years ago, there really was a funfair. Now it is more like a small market where people can buy sweets, food, spices and decorations.

The old name has stayed, even though the event itself is different.

I do not know how busy it will be this weekend. I can only prepare my tables, bring my things and hope for customers.

There has also been some experimenting in my kitchen.

A few weeks ago, we talked about tomato jam, and afterwards I decided to make some myself. I used 500 grams of tomatoes and added sugar, lemon, vanilla extract and orange paste.

I made it in my kitchen machine, which cooked everything for about 25 or 30 minutes before I put the jam into jars.

The first result was too liquid, so I tried adding citric acid. When the jam was cold in the refrigerator, the consistency was better, but when I left it outside, it became more liquid again.

Then came the important question: how did it taste?

I tried it on Sunday with a pretzel. For me, it was okay. A friend liked it, but my husband thought it was too sweet.

So the experiment was not a complete success, but it was not a failure either.

Next time, I want to try different tomatoes and see whether that changes the result.

I have also heard about a much simpler recipe that uses only tomatoes and sugar. Perhaps I will try that version as well.

There is still some experimenting to do before I find the tomato jam I like best.

By the end of our conversation, we returned to the question of being late.

How late is too late to answer an email?

For me, the usual aim is 24 to 48 hours, although the working day does not always go according to plan. Last week, working alone meant having to make careful decisions about priorities.

There were meetings to attend and phone calls to make, and on one occasion I left work later than I normally do.

Some days, the difficult part is not knowing what needs to be done. It is deciding what needs your attention first. You can start the morning with a plan, but then the telephone rings, someone needs help, or something unexpected happens. Before you know it, the day is almost over.

And the next morning, you start again.

For now, there is a flea market to prepare for, a knitting machine to try, Christmas plans taking shape and plenty of ordinary things happening at home.

And somewhere among all of that, there are the everyday demands of work and a little maths homework to be done.

How Much Hurry Do You Carry?
At The Table

How Much Hurry Do You Carry?

At a door, in a meeting or beside a plate of office doughnuts, the unwritten rules are everywhere. Most of them work — until we start thinking too hard about them.

By Martin & Manfred, (floating in the Swimming Club), somewhere in Germany.

Two people reach a door at almost exactly the same moment. It should be simple. One opens it, somebody walks through, life continues.

Except that in the tiny pause before the door moves, an extraordinary number of calculations can take place.

Martin usually lets the other person go first. But if he is slightly ahead, the calculations begin. How far away is the other person? Are they already close enough that holding the door would be polite, or far enough away that it would force them into an embarrassing little jog? Is it a man or a woman? Is he feeling particularly gentlemanly today?

And there is another factor.

“How much hurry do you carry with you at that moment?”

Manfred’s calculation is different, and rather more direct. For him, respect matters. If he likes or respects somebody, he may hold the door. If he does not, perhaps the door can look after itself.

“If I don’t like my boss, I don’t keep the door open,” he said. “It sends a signal.”

Then there is the dangerous possibility that you hold the door for one person and discover that five more are coming behind them. Suddenly you are no longer entering a building. You have become unpaid door staff for all humanity.

Somebody may not even say thank you.

Manfred joked that these offences go into his little black book. Perhaps, eventually, the door gets locked.

The Swimming Club started with the question of who goes first and quickly discovered that the answer is rarely just about the door.

There are several perfectly acceptable ways to behave. You can go through first and pass the open door to the person behind you. You can step aside and let them through. You can hold the door until everybody has passed, although at some point this begins to resemble a competition.

Somebody may even overtake another person in order to be the one who opens it.

Behind these small manoeuvres sit upbringing, social expectations, instinct, politeness and personal mood.

But perhaps the more interesting question is whether any of this deserves so much thought.

Manfred thought probably not.

People, he suggested, put themselves under a surprising amount of pressure by worrying about their image and what everybody else might think. First impressions, disappointment, expectations, appearing polite enough, behaving correctly enough.

“Half the time I don’t even know if people care.”

Martin’s answer was simpler. Common sense and instinct usually help. Basic politeness is useful too, if people are still taught it.

Sometimes people think too much.

Or not enough.

The same uncertainty becomes more interesting when the door opens onto somewhere unfamiliar.

Imagine arriving at a new workplace and receiving very little guidance. Where do you go? Who do you ask? What are you allowed to do?

The Swimming Club compared it to arriving at a campsite and finding what appears to be the reception — except nobody is there. You look around. You follow whatever signs seem to exist. Eventually you begin a small voyage of discovery.

At work, the process is not so different.

Manfred described entering a new situation as something you gradually learn. At first you may understand the bigger picture, but the details of how things actually work only appear with time.

At first you may understand the bigger picture, but the details of how things actually work only appear with time.

His approach is curiosity.

Allow yourself to be surprised. Observe. Adapt. Ask.

He remembered starting work in a field that was completely new to him. Even the subject itself was unfamiliar. But there was no magic solution. You learn. Other people explain things. When they do not, you ask.

“When I was younger, I was shy,” he said. “Now, I simply ask somebody.”

The newcomer has a useful advantage: the newbie bonus. Nobody expects the new person to know everything yet.

The stranger situation comes later, when you have technically been around for years but spend so much time working remotely that returning to headquarters feels almost like visiting a different organisation. Manfred estimated that on one recent visit he recognised only a small proportion of the people there.

You can belong somewhere and still need orientation.

Official handbooks contain procedures, policies and respectable sentences.

The imaginary anti-handbook contains the useful stuff.

Martin immediately supplied one rule:

Do not speak to Martin before he has had his first coffee in the office.

This apparently applies even if he has already had coffee at home. In the best-case scenario, Martin explained, he may not even notice the attempted conversation because he is not properly awake yet.

Manfred’s anti-handbook became more practical.

Avoid enormous political discussions when everybody is supposed to be working.

And, under certain circumstances, make a backup before allowing an enthusiastic colleague anywhere near your computer.

These are not exactly corporate policies. That is why they are useful.

Every group develops this kind of knowledge. Some of it is practical. Some of it is habit. Some of it is folklore. The interesting question is how a newcomer is supposed to know which is which.

Even office food can become a moral problem.

If somebody puts doughnuts on the kitchen table, are they for everybody?

Probably.

But what if you usually work remotely and only appear in the office occasionally? Are you automatically part of the doughnut community? Do you wait for somebody to say, “Help yourself”? Is there a note?

Manfred and Martin were cautious.

Before making a mistake, perhaps do nothing.

There was supporting evidence. On another occasion, a basket of Easter eggs arrived, apparently in a carefully judged quantity. Then somebody became rather enthusiastic and ate far more than their share.

Manfred and Martin noticed.

Discussion followed.

Possibly gossip.

Unwritten rules become especially visible when somebody breaks one.

Now put eight people in a meeting room and ask who should speak first.

Martin could already see the result.

“It will be a very silent meeting.”

Then perhaps the boss asks why nobody is saying anything. The group enters a complicated sequence of “after you”, “why don’t you start?” and tactical hesitation.

Eventually the moment passes, the boss continues speaking and everybody relaxes.

The opportunity to contribute has safely disappeared.

Martin also recognised another meeting hazard: questions so broad that nobody knows what to do with them.

“What’s new?”

“Nothing.”

“Tell us something about yourself.”

That sounds friendly enough, but without any guardrails it can produce more nervousness than conversation.

Some familiar phrases help people survive the silence. “Yes, that happened to me too.” “Why don’t you start?” “After you.”

An agenda, Martin noted, helps.

Informal groups have their own signals too. A glance in the kitchen. A pause beside the coffee machine. Somebody’s reaction near the copier. Regular members may immediately understand what is happening, while an outsider sees absolutely nothing.

The unwritten rules are not always rules at all.

Sometimes they are simply shared interpretations.

The conversation became more uncomfortable when the written rule itself might be the problem.

Could there be situations where following the official rule exactly makes things worse?

Certainly, Manfred and Martin thought, although producing a neat example on demand was harder.

Sometimes, one suggested, you simply follow the instruction and allow the consequences to demonstrate why it was a bad idea.

If the person responsible is reasonable, though, the better route is discussion. Talk about the problem. Find a solution. Cooperate.

That distinction matters.

Rules become easier to live with when there is room to talk about them.

So perhaps the obvious solution is to remove the ambiguity.

Write everything down.

Who makes the coffee. Who speaks first. How long you may stand beside somebody’s desk. Who gets the last doughnut. Exactly how many seconds the door must be held open.

The reaction from the Swimming Club was immediate.

Nightmare.

The objection was not really about paperwork. It was about freedom.

If every small behaviour is prescribed, people begin to feel less like human beings making judgements and more like machines following instructions. Work already contains limits. Remove the remaining space to decide, adapt and influence what happens, and something important disappears with it.

Manfred put it strongly: destroy the final bit of freedom and work stops being human.

That does not mean unwritten rules should never be challenged.

What about the person who arrives somewhere new and simply ignores the established way of doing things?

The Swimming Club initially proposed a disciplinary system beginning with cotton wool balls and escalating through increasingly solid pieces of office equipment.

Staplers were mentioned.

So were hole punches.

But then came the more serious qualification: what if the newcomer is doing it better?

“We have always done it this way” is also an unwritten rule.

And not necessarily a good one.

Sometimes the person who does not yet understand the rules is the person most able to see that they no longer make sense.

Then the useful response is neither punishment nor blind obedience.

It is conversation.

Work is not the only place where this happens.

“Life is full of them,” Manfred said when the conversation moved beyond the office.

Campsites have unwritten rules too. You do not simply walk across somebody else’s pitch because it happens to be the shortest route.

There are rules about waste water as well. Manfred mentioned what they jokingly call the “Holland Bucket”: an arrangement that lets wastewater drip into the ground, leaving an unpleasant surprise for whoever comes afterwards.

Nobody needs a 74-page behavioural manual to understand why that might not be considerate.

Which brought the conversation to a much simpler rule.

If you would dislike having something done to you, don’t do it to somebody else.

It is hardly a secret anti-handbook.

But it probably covers the door, the meeting, the doughnuts, the campsite and quite a lot of the office.

And it leaves just enough room for the most important unwritten rule of all.

Use your judgement.

The Unwritten Rules of Being a Guest.
Member Stories

The Unwritten Rules of Being a Guest.

From shoes at the front door to four kisses on the cheek, Sylvie discovers how complicated being polite can become.

By Sylvie, France

Every home has its own habits. Some are so normal to us that we hardly notice them, until somebody visits and does things differently. Then suddenly we realise that what is polite in one house might be quite strange in another.

For me, one of these rules begins at the front door. When friends or family visit my home, they know they should take off their shoes. It is something I expect, and most of them do the same in their own homes. When I visit them, I automatically remove my shoes too.

But I do not expect this from everybody. If someone comes to install something or do a job in the house, I would not ask them to remove their shoes. It depends on the situation and the person.

Interestingly, this was not a rule I grew up with. My family lived on a farm, where wearing shoes inside or outside was not such an important question. It is a habit I developed later.

When Janita told me that many people in South Africa keep their shoes on when visiting somebody, I immediately thought of one small problem.

You must make sure there are no holes in your socks!

There is another unusual arrangement at our house, and this one has caused some discussion in the family.

My husband built a separate toilet outside, near our swimming pool. It is practical because people using the pool do not have to walk through the house while they are wet.

But the question of how people use the toilet is another matter.

After some family celebrations, particularly when we have many visitors at Christmas, I have sometimes been disappointed by the condition of the bathroom the following morning. I do not like finding a mess around the toilet or on the floor.

For me, this is a question of consideration. If somebody uses the bathroom, they should leave it clean for the next person.

We have spoken about this with friends, and some of them have similar rules in their homes. It seems that even something as ordinary as using the toilet can become a subject of different opinions.

And sometimes, the people who disagree most strongly are all members of the same family!

Greetings are another area where politeness can become complicated.

In France, where I live, it is common to greet friends and family with kisses on the cheeks. But the number is not always the same. Some people give two kisses, others three, and some insist on four.

In France, where I live, it is common to greet friends and family with kisses on the cheeks.

My brother-in-law, who is married to my sister, is one of the four-kiss people. We have a very good relationship, and I know exactly what to expect when we meet.

But for me, two kisses are enough.

Four takes quite a long time!

There is also the problem of coordination. When you greet someone, you have to know which way to turn your head. If two people move differently, an ordinary greeting can suddenly become an unexpected kiss on the mouth.

This has happened to me before. Sometimes it was simply awkward, although on other occasions I suspected the man had intended it.

Janita told me that in her South African family, some close relatives greet each other with a kiss on the mouth. That surprised me. I could not imagine greeting my adult daughter that way.

It was interesting to discover how differently two families can understand an affectionate greeting.

When I was a child, my parents expected me to say hello to people, but they never forced me to kiss anyone. I think there is an important difference between greeting someone politely and being expected to show affection in a particular way.

Sometimes the rules are not about what happens in somebody’s home, but why you have been invited there.

In Germany, we have gatherings where somebody invites friends to see products being demonstrated and sold. It might be jewellery, underwear or an expensive kitchen machine.

The difficult part is that you may not really want to buy anything.

Sometimes you go because a friend has invited you and you want to support her. She may need a certain number of guests for the event to take place. So you attend, even though you have no intention of spending money.

Of course, if the seller gives a convincing demonstration, you might change your mind.

I have been to a jewellery gathering where I bought something because I liked the quality and thought the price was fair. That was a good experience.

And there is another advantage to these parties. At the end, you usually have coffee and cake, or perhaps an aperitif, and you meet other people.

That part is always pleasant.

I also know the demonstrations for a popular German cooking machine. The guests prepare food together and then enjoy eating it. But the machine is extremely expensive. I own an older model, and although I know the product, I would not buy a new one at today’s prices.

The food might be delicious, but at the end somebody still wants to sell you the machine!

When I invite friends for dinner, they usually ask what they can bring. It might be something for the aperitif, a cake or a dessert. Everybody contributes something, and I appreciate that.

During the evening, my friends also help. When it is time to clear the table or wash the dishes, the women often get up and join me.

The men? Well, they usually remain sitting with their wine!

It is something I have noticed many times.

When I am invited to somebody else’s home, I also offer to help. I would not feel comfortable simply sitting while the host does everything.

But not everybody thinks this way.

I know several people who do not offer to help at all. When I visit somebody who behaves like that in my home, I sometimes allow myself to sit a little more too.

I do not make a big argument about it. We all have different habits, and some people simply expect the host to take care of everything.

Still, it is interesting how much we notice these small things, even when nobody says anything.

Different habits become even more noticeable when travelling.

I have visited Egypt twice, and on both occasions something surprised me about the hotels where I stayed.

I saw only men working there.

The people cleaning the rooms were men. The people working in the kitchen were men. At reception, I also saw men. During those visits, I did not notice any women working in the hotels.

This was very different from my experience in Fuerteventura, where I had often seen women cleaning hotel rooms.

I began wondering why there was such a difference. Were the women working somewhere else? Was it connected to family traditions or expectations?

I did not know the answer, and I was not sure whether the situation was good for women.

It was simply something I noticed during my travels, and it stayed in my mind because it was so different from what I was used to seeing.

Travelling can make us curious about things that we might never question at home.

The more we spoke about these little rules, the clearer it became that politeness is not always something everybody agrees on.

In one home, taking off your shoes is expected. In another, nobody thinks about it. Some people greet you with four kisses, while others prefer a handshake or a simple hello.

Some guests believe that being polite means helping the host. Others believe a good guest should relax and allow the host to look after everything.

And sometimes we follow a rule without remembering exactly when or why it started.

I know what I prefer in my own home. I like people to remove their shoes, I appreciate guests who offer to help, and I think everybody should leave the bathroom clean.

But I also know that other families have their own ways of doing things.

Perhaps the most interesting part of visiting somebody is discovering those differences. We do not always have to agree with them, and we do not have to adopt every new habit we encounter.

We just have to remember that the person opening the door may have a completely different idea of what is normal.

And, in my case, I would still recommend checking your socks before you visit.

Nine Letters, Backwards.
Column

Nine Letters, Backwards.

The Human Bit, by Frank Peters

Nine letters. That was all.

PINEAPPLE.

I’ve been publishing a magazine for over six months now, and writing its name has never presented much of a challenge. Nine letters on a keyboard. A fraction of a second, perhaps a little longer if I’m having a bad day.

Then, on a Sunday afternoon in Strasbourg, somebody invited me to do it the old-fashioned way.

I was visiting Salon Graphique at Garage COOP, a former industrial site that has found a new life amongst artists, designers, illustrators and publishers. I had gone there to meet people, look at interesting things and see what might happen.

I hadn’t expected to find myself struggling with the alphabet.

The woman demonstrating traditional letterpress printing invited me to set the word Pineapple using individual pieces of movable type.

It sounded straightforward.

Not quite.

For a start, the letters weren’t arranged alphabetically in their compartments. Finding the right one required knowledge of a system I didn’t understand. Then the letters had to be positioned in reverse, so they would print correctly.

Backwards. Upside down. A simple word had suddenly become a small exercise in spatial reasoning.

Nine letters, and I was already beginning to appreciate the advantages of modern technology.

But that wasn’t what stayed with me.

The woman showing me the process was clearly enjoying herself.

She knew the equipment, understood the arrangement of the letters and seemed genuinely pleased to explain a skill that has largely disappeared from everyday publishing.

There was pride in it. Not the sort that announces itself loudly or demands admiration, but the quieter satisfaction of knowing how something works and being able to demonstrate it.

Not the sort that announces itself loudly or demands admiration, but the quieter satisfaction of knowing how something works and being able to demonstrate it.

And her enthusiasm was catching.

I wasn’t particularly interested in becoming a typesetter. I doubt there’s much demand for somebody who requires assistance to arrange nine letters.

But I became interested in what she was showing me, partly because she was so interested herself.

That seems a small distinction.

It isn’t.

We encounter people doing their jobs all the time. Some interactions are entirely functional. We ask a question, receive an answer, exchange the necessary information and move on.

Perfectly reasonable. Most days would be rather exhausting if every transaction became a profound human encounter.

But occasionally we meet somebody who allows us a glimpse behind the finished product.

Somebody who doesn’t merely know what to do, but cares about doing it.

And for a few moments, we begin to see their world differently.

Not long before this visit, I’d watched a supermarket cashier being trained.

From the customer’s side of the checkout, the job can look remarkably simple. Products pass across a scanner, numbers appear, money changes hands.

There is a reassuring rhythm to it.

But watching the training revealed another side. The screen required decisions. The process involved choices and procedures that were largely invisible to somebody standing on the other side of the counter.

The apparent simplicity was deceptive.

I found myself wondering how many other jobs look easy because somebody has become very good at doing them.

The answer, I suspect, is most of them.

A waiter who remembers six orders without writing anything down. A mechanic who recognises a fault from a sound. A cleaner who knows how to deal with a surface the rest of us would probably ruin. A graphic designer who notices that something isn’t quite right, although the untrained eye cannot explain why.

We see the result.

We rarely see the accumulated knowledge that makes it possible.

And perhaps we notice it even less when the work is done well.

A badly designed page draws attention to itself. A well-designed one simply works.

A mistake at the checkout makes us impatient. A smooth transaction is forgotten before we’ve reached the car park.

Competence has a curious habit of making itself invisible.

There was another aspect to the printing demonstration that interested me.

The woman wasn’t simply preserving an old technique. At least, that wasn’t how I experienced the encounter.

She was passing something on.

Not necessarily the skill itself. I emerged with a little more understanding, but I wouldn’t trust myself to produce next Friday’s Pineapple using movable type.

What she passed on was an appreciation.

Before the demonstration, traditional letterpress printing was something I knew existed. Afterwards, it was something I understood a little better.

And the difference was another human being.

She had made the familiar unfamiliar, then helped me see it anew.

It also made me reconsider my own position.

Janita and I spend a great deal of time thinking about publishing: articles, sequencing, images, distribution, readers. Much of the work is now digital and with AI. The tools are astonishingly capable, and tasks that once required several specialists can be completed on a computer.

I wouldn’t willingly exchange those advantages for a type case and a composing stick.

Certainly not after my performance with Pineapple.

But efficiency has changed our relationship with the work behind what we consume.

We can produce more, faster, with fewer visible traces of the people and processes involved.

The finished page arrives. We read it, enjoy it or ignore it.

We seldom wonder how it came to be.

I left Garage COOP thinking about that woman’s enthusiasm.

Why did it stay with me?

Perhaps because she knew something I didn’t. Perhaps because she clearly enjoyed sharing it. Perhaps because she reminded me how satisfying it can be to explain something you care about to somebody who genuinely wants to know.

Whatever the reason, she changed the way I looked at printed matter.

Not dramatically. I haven’t developed a sudden desire to dismantle my printer or investigate the history of every typeface.

But I shall probably look a little more carefully at the next beautifully printed book I pick up.

And I may wonder about the people whose knowledge went into making it.

There must be countless such encounters waiting to happen.

People who know things we don’t. People who care about details we haven’t noticed. People whose working lives contain little discoveries that never make it into the finished product.

We pass them every day.

Sometimes all it takes is a question, a little curiosity and somebody willing to show us.

Nine letters.

A rather ordinary Sunday afternoon.

And one woman who made an old printing technique worth remembering.

He Pays, She Shops, and Somehow It Works.
Member Stories

He Pays, She Shops, and Somehow It Works.

Alexander and Julia have never formally agreed on most of their rules about money. They simply live them — one restaurant bill, Amazon parcel, shopping trip and pair of shoes at a time.

By Alexander and Julia, Germany.

Julia.

When Alexander and I go to a nice restaurant, I never have to worry about what happens when the waiter brings the bill. I simply lean back, relax and watch the scenery.

Alexander pays.

There is no discussion about whose turn it is, and I don’t need to reach for my wallet. It’s just the way things work between us. Even if Alexander forgets his wallet, he can pay with his phone or his watch.

I like that arrangement. It’s easy for me.

Of course, there was one evening in Berlin when things weren’t quite so easy. We met friends at a restaurant called Sticks’n’Sushi, and the bill came to around €250. I hadn’t realised beforehand how expensive the restaurant was.

Alexander told me afterwards that it was much too expensive. I think his idea of a reasonable restaurant bill is a little lower than that.

Alexander.

I can’t disagree with Julia about the restaurant. I pay. That is completely correct.

I normally make the reservation as well. We talk about what we want to eat, decide where to go, and then I book the table. If we want to try a new restaurant, we simply go there. If it’s good, we go back.

For me, that’s very easy.

The evening in Berlin was a little different. I remember the bill, but during our conversation I was surprised to hear again just how expensive it had been.

Normally, I don’t worry so much when we go out for dinner. If we want to go somewhere, we go. But €250 is still €250.

Alexander.

I paid on our first date too, although it wasn’t a very expensive date.

We met in a car park and had two coffees to go.

That was all.

It probably doesn’t sound very romantic, but I don’t see a problem with it. We didn’t have much time, and we wanted to see each other.

When I was asked whether I regretted that first date, I had to think about the English word regret for a moment.

But my answer was simple. No, I don’t regret it.

Why should I?

Julia.

I still think the coffee in the car park was perfectly fine.

Alexander and I had already known each other for many years, although not very well. His grandparents lived next door to my parents, so he wasn’t a stranger to me.

We didn’t have much time that day, but we wanted to meet. A coffee to go was enough.

I also knew something about Alexander’s attitude towards relationships. He is quite traditional and attached to old-fashioned roles. So when we started dating, I expected him to pay when we went out.

That didn’t surprise me.

It’s simply part of the man I know.

Alexander.

When I’m asked what Julia regularly spends money on that she doesn’t really need, I don’t have to think very long.

Packages.

For some time, I have had the feeling that a package arrives at our house almost every day. Sometimes it’s from Amazon, sometimes from somewhere else.

For some time, I have had the feeling that a package arrives at our house almost every day.

I don’t always understand what Julia needs all these things for.

But I have become used to it. And if she pays for something herself, that’s her decision. As I said during our conversation, it’s not my beer.

Julia.

I think Alexander’s description is a little unfair.

Yes, I order things online. But that doesn’t mean everything in those packages is unnecessary.

Sometimes I order ordinary household products. Almond milk is a good example. I’ve found that the same product costs around €3 in the supermarket but only €1.99 on Amazon.

Why should I pay more for exactly the same thing?

I’m not buying something ridiculous. I’m saving money on something we actually use.

And clothes are everyday things too.

I think Alexander sometimes sees the packages arriving without knowing what’s inside or why I’ve ordered them.

Alexander.

I have to admit that Julia has a point about the almond milk.

That’s a good example of sensible shopping.

But I still think there are other things we don’t need.

A new computer mouse, for example.

Alexander.

When we were asked what we would do if somebody unexpectedly gave each of us €100, my answer was clear.

I would save it.

I think Julia would probably spend hers on the first day.

If somebody gave her €100, I could imagine her buying a new mouse for our new laptop.

But I don’t think we need one. I already have a very good mouse, and Julia has a mouse too. Mine is a working mouse, but it’s perfectly good for working.

For me, buying another one doesn’t make sense.

Julia.

Alexander is quite confident that I would immediately spend my €100.

But that’s not what I say.

I would actually try to save it too.

And if Alexander knows I’ve received the money, I think there’s a good chance he will save it for me anyway.

I have no difficulty predicting what he would do with his own €100. He would put it with the rest of his money.

Saving is something he understands very well.

He also does a little trading and investing, although I’m not always convinced that every piece of financial advice he receives is a good idea.

Still, I know that his first thought is to keep the money rather than spend it.

Julia.

Of course, Alexander isn’t the only person who can question whether something is necessary.

When I’m asked what he spends money on that I don’t really understand, I think about his trips with the guys.

They already meet regularly on Mondays. And then there are sometimes weekends away, including overnight stays.

I don’t always understand why those extra trips are necessary, especially when they see each other so often anyway.

Alexander thinks he hasn’t been away very much this year.

I remember the previous year a little differently. There were quite a lot of weekends.

Alexander.

I think Julia is being a little unfair about the trips.

This year, there have been much fewer of them. I remember Mallorca, but not very much else.

One trip isn’t so much.

I know that Julia doesn’t always understand why the weekends are necessary. But for me, spending time with my friends is something I enjoy.

I can’t really complain about her shopping without allowing her to have an opinion about my weekends.

We simply have different ideas about what is worth spending money on.

Alexander.

I think the best example of my attitude towards money is something that happened shortly before our conversation.

I was considering buying a new pair of shoes for a trade fair. They were very comfortable, but they cost around €150.

My sister-in-law had found a place where I could buy them. She told me I should try them on because the sizes were a little unusual.

I thought about it and slept on it for one night.

The next day I decided not to buy them.

For me, €150 is a lot of money, and I don’t really need another pair of shoes. So I saved the money.

When I was asked how many pairs I already owned, I counted them. Five pairs, including my football shoes, everyday shoes and winter boots.

I think that’s enough.

Julia.

For me, the shoe question is very easy.

I would buy them.

Alexander has found shoes that are comfortable and useful for his work. He spends time at trade fairs, so I don’t see why buying a suitable pair is such a problem.

But Alexander prefers to save the €150.

When I was asked how many pairs of shoes I own, I didn’t give a number. I wasn’t even sure myself, and I thought it was rather a mean question to ask while Alexander was sitting beside me.

He has five pairs.

I have more than five.

That’s probably enough information.

Alexander.

There is one household arrangement that I particularly like.

We have developed a very good system for grocery shopping. Instead of doing one enormous weekly shop, we go more frequently and buy smaller amounts.

Julia goes into the supermarket.

I stay in the car with our son.

For me, that’s perfect. I don’t particularly enjoy shopping, and our son is quite happy sitting with me listening to Paw Patrol or Bobo Siebenschläfer.

He is relaxed, and I am relaxed.

Julia does the shopping, and afterwards we all go home.

I think it’s a very good solution.

Julia.

I agree that our system works, although I wouldn’t describe grocery shopping as something I go into the supermarket to enjoy.

Our son is very active, and taking him around the shop isn’t always easy. It’s much simpler if Alexander stays with him in the car while I buy what we need.

I normally have a shopping list with the essential things. Then I ask Alexander what he wants to eat and buy the rest.

That part sometimes creates another problem.

Alexander doesn’t always know what he wants.

And somehow, we always come back to chicken.

Alexander.

I have noticed that we eat quite a lot of chicken.

Chicken with something.

Something with chicken.

Sometimes it feels like chicken with chicken.

Julia has become more interested in healthy food, and I think our meals are getting a little repetitive.

But when she explains her side of the story, I have to admit that part of the problem is mine.

When Julia asks what I want to eat, I often can’t think of anything.

I’m not very creative with meals.

Sometimes I have a complete blackout and can’t remember another dish.

So I tell her to choose.

And she chooses chicken.

Julia.

I don’t think the chicken situation is very complicated.

I’m happy to cook something else. I can even cook two different versions if necessary.

But I need Alexander to tell me what he wants.

I ask him, and he often says that I should choose.

So I choose.

If he wants something different, that’s fine with me. I don’t only eat chicken. I’m happy with other kinds of meat and other meals.

The problem is that Alexander doesn’t always have an idea.

I can’t choose something he wants if he doesn’t know what that is.

Julia.

Some of our household responsibilities have never really been discussed.

The animals are a good example.

When I was pregnant, Alexander took over cleaning the cat litter tray. There were health reasons for that, so it made sense.

But afterwards we never really talked about changing the arrangement.

Alexander simply continued doing it.

And it isn’t only the cat. We also have turtles and other animal responsibilities.

I think our little zoo has more or less become Alexander’s department.

Alexander.

That’s correct.

I started looking after the cat litter tray when Julia was pregnant. Afterwards, the responsibility stayed with me.

It isn’t something we need to discuss every week.

I just do it.

But that doesn’t mean all the unpleasant household jobs belong to one person. When our son was a baby, for example, we shared changing nappies.

For me, some responsibilities are simply practical. Somebody has to do them, and we’ve found a way that works.

Alexander.

I don’t always need to be the person controlling the money.

When we went on holiday to Croatia with a large group of family and friends, we used one communal budget.

There were about fifteen of us. Each family paid money into the common pot, and the money was used for food, drinks and everyday shopping.

Somebody else managed the budget.

I was completely relaxed about that.

For our family, I remember paying around €200 for the week. Everybody had breakfast, lunch and dinner, and on the last day we even received some money back.

I think that was fair.

And it was easy because I didn’t have to organise the shopping myself.

Julia.

I liked that arrangement too.

It made the holiday simple. We didn’t need to keep going to the supermarket or discuss every little purchase.

Other people in the group took care of the shopping and the money.

For me, it worked very well.

It’s interesting because Alexander normally likes to keep control of his finances, but on that holiday he was happy for somebody else to manage the communal budget.

Sometimes it’s simply easier to let another person do the job.

Julia.

When we were asked what we would do if we unexpectedly received €10,000, I didn’t have to think for very long.

I would save it.

We’re planning our home, and that amount of money could make a real difference.

Alexander sometimes thinks that I want to spend money immediately, but there’s a difference between buying everyday things and receiving a large amount that can help us with something important.

For me, €10,000 belongs to the second category.

Alexander.

My answer is the same.

I would save it.

I know that I sometimes appear a little boring when it comes to money, but I have reasons for being careful.

I want to save for our son. I also think about the future, when Julia and I are older and eventually retire.

I don’t know exactly what we’ll need then.

And I don’t feel that I need very many things now.

If something is really necessary, I buy it. But I don’t see a reason to spend money simply because I have it.

That’s why I didn’t buy the shoes.

Julia.

Christmas is one area where Alexander and I still need to find a better arrangement.

I love Christmas, but I know that it isn’t always easy for him.

There are many family celebrations, birthdays and presents. It’s a very busy time, and Alexander doesn’t particularly enjoy all the preparations.

I think we might need to change some of our traditions in the coming years.

The children are getting older, and there might be more children in the family in future. We can’t necessarily continue doing everything exactly as we have always done it.

I want to find a way that makes the period a little easier for Alexander.

But I also know that he has married into a family where Christmas is important.

Alexander.

Christmas is difficult for me because there are so many things happening.

It isn’t simply about buying presents.

There are parties and birthdays, decorations and preparations. Sometimes I have to move furniture, prepare the house and organise things before everybody arrives.

Julia can organise Christmas, but that doesn’t mean I can just sit down and relax.

I still have work to do.

When we talk about changing the traditions, I’m not sure what we can actually remove.

We can’t cancel somebody’s birthday.

We can’t cancel Christmas.

So I don’t immediately know how to make it easier.

Julia is more open to changing some of the arrangements, and perhaps that’s something we’ll have to discuss.

Alexander.

When I think about all the things we’ve discussed, I can see that Julia and I have quite different attitudes towards spending money.

I prefer to save. I like knowing that money is available if the family really needs something.

Julia is more comfortable buying things that she considers useful or worthwhile, even when I’m not always convinced.

But we’ve also found plenty of practical arrangements.

I pay when we go to restaurants. Julia does the grocery shopping. I look after the animals, and I stay with our son while she goes into the supermarket.

Some of these arrangements have developed without us ever making an official agreement.

For me, most of them work quite well.

I still don’t think we need another computer mouse.

Julia.

I think Alexander and I understand each other quite well, even if we don’t always agree about what is necessary.

He is careful with money, and I know that saving is important to him.

I like shopping, but I don’t think every purchase is unnecessary. Sometimes buying something makes everyday life easier, and sometimes it’s simply a better deal.

I don’t always understand the weekends with his friends, just as he doesn’t always understand the packages arriving at our door.

But there are plenty of things we don’t need to argue about.

I know that when we go to a restaurant, Alexander will pay.

He knows that when we need groceries, I’ll go into the supermarket.

And when he can’t think of anything he wants for dinner, I know what I can cook.

Chicken.

Again.

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Recipe

Ralf’s Sardine Butter

I was bored with the same stupid herb butter. So I tried sardines instead. Then the bowl was empty.

Ralf’s Sardine Butter

Sometimes a recipe starts because you have a fantastic idea. Sometimes it starts because you are simply bored.

We had friends coming to visit and normally you put some herb butter on the table with fresh bread. But I thought, Every time the same stupid herb butter is a little boring.

So I started looking around for something different and found the idea of sardine butter.

I made it.

It disappeared.

That tells you almost everything you need to know.

  • Good-quality tinned sardines
  • Softened butter
  • A little basil butter
  • Garlic seasoning, to taste
  • Freshly cracked black pepper
  • Fresh baguette, preferably still warm and properly crisp

The original conversation did not give exact quantities. This is one of those recipes where I mix it, taste it and decide when it is right.

First, drain the sardines very, very well. You do not want all the oil from the tin going into the butter.

Depending on the sardines you buy, there may also be pieces of lemon peel or other flavourings in the tin. Take these out.

Purée the sardines until they are smooth.

Then mix the sardines thoroughly with the softened butter. I also add a little basil butter, some garlic seasoning and freshly cracked black pepper.

Mix everything properly and taste it. The important thing is the balance. You should taste the sardine, of course, but it should become a spread rather than simply tasting like a fish from a tin sitting inside some butter.

Put the finished sardine butter into a small serving pot.

Then you need bread.

Not bread that has been sitting around all afternoon. A proper fresh baguette, ideally still a little warm and with a good crisp crust.

When our friends came, Ira sliced the baguette and I put the sardine butter on the table. Everybody had a little knife or wooden spreader and could simply help themselves.

Of course, very quickly somebody wanted to know:

What is this?

And I said:

“I can’t tell you. If I tell you, I have to shoot you.”

This is perhaps not the traditional way of introducing a canapé.

But it worked.

They kept eating it.

And eating it.

The bowl was empty in no time.

For me, this is always the best test of a recipe. You do not need a long discussion about whether people like it. Just look at the bowl.

Empty.

Finished.

Now our friends know the system. If they are coming again and want the sardine butter, they should remind me beforehand.

The nice thing is that the same idea works with other fish.

You can use smoked mackerel. There are many possibilities — pepper mackerel, onion mackerel or simply plain smoked mackerel. You can also try smoked trout.

Take a good smoked fish, mix it with butter and add some freshly cracked pepper.

That can be a dream.

So perhaps this is not really one recipe. It is more an idea: fish, butter, seasoning, good bread and friends around the table.

Very simple.

But completely different from the same stupid herb butter.

Peeling Potatoes, Episode 68: Who Made the Rules Anyway?
Peeling Potatoes

Peeling Potatoes, Episode 68: Who Made the Rules Anyway?

I sent Uncle Frank to the Kingdom of Backwards to test his manners. He responded by dismantling the kingdom, arguing with the toaster and threatening a fish. Somewhere in the wreckage, we accidentally discovered what politeness is for.

By The Mayor (Sorry, Uncle Frank) & Fruitloop (Sorry, Auntie Fruitloop).

At our Lunch meeting the previous day, we had been talking about something quite ordinary in South Africa. We often address older people as Auntie or Uncle, even when they aren’t family. It’s a familiar way of showing respect.

Uncle Frank, naturally, decided this required further consideration.

The following morning, he suggested we might retire the Mayor altogether and adopt the South African convention.

“Uncle Mayor doesn’t sound so spectacular,” I told him, “but Uncle Frank is good.”

As for me, I preferred Auntie Fruitloop. It sounded like an old lady who baked biscuits and fudge.

So far, so good.

Then Uncle Frank proposed entering the decision into the official minutes of the meeting, declaring that henceforth I would be Auntie Fruitloop and he would be Auntie Frank.

“Auntie Frank, is there something you need to tell us?”

Apparently not.

And there it was. A perfectly respectable South African custom had crossed continents, entered Fruitloop University and undergone a minor constitutional amendment.

Nobody had written down the rules. We had simply borrowed a tradition, made it our own and agreed to follow it.

Which was rather convenient, considering I was about to send Uncle Frank somewhere that had an entirely different set of rules.

The Kingdom of Backwards.

And he was about to object to practically every one of them.

Uncle Frank was tired. Very tired.

“Sleep has been something of a luxury,” he told me, before adding the instruction every university president hopes to hear from her vice president before an important academic exercise: “Be kind.”

Naturally, I sent him through a broom cupboard.

He had been looking for a broom when a giant vacuum cleaner sucked him through the door and deposited him in the Kingdom of Backwards, a place where babies are bosses, dragons rescue princesses, toasters freeze bread and fish go fishing for humans.

His task was simple. He had to understand the strange customs of this new country and survive without offending everybody.

“Hang on,” he said almost immediately. “If I offend them, then I’m actually making them my friend, aren’t I?”

And that was the moment I realised I had a problem.

Instead of visiting my carefully constructed Kingdom of Backwards, Uncle Frank had decided to reverse-engineer it.

If everything was backwards, he argued, then arriving at work meant leaving work. A clever baby boss must therefore be stupid. An impossible task must be possible. If he wanted to escape, perhaps he should stop looking for the exit.

Within minutes, he had created a philosophical loop from which neither of us was entirely sure he would return.

“I’m stuck again,” he announced.

I suggested he find the broom cupboard.

That only made things worse.

By the time I asked what he would do if his baby boss ordered him to teach a goldfish to bark, the goldfish had become a silverfish and was meowing.

Perfectly logical.

Apparently.

My next attempt involved a princess.

A dragon from the Dragon Rescue Centre swoops down and rescues her from her castle. Unfortunately, the princess had not required rescuing. She was hiding from her mother because she had not cleaned her room, and now the dragon had revealed her hiding place.

She was hiding from her mother because she had not cleaned her room, and now the dragon had revealed her hiding place.

Was the dragon helpful, I asked, or was he interfering?

That finally slowed Uncle Frank down.

“You try to be helpful and you get it wrong, and if you’re not helpful, you get it wrong.”

For once, the Kingdom of Backwards had produced something that sounded suspiciously like ordinary life.

Perhaps, he decided, the dragon should simply have asked.

Would you like me to rescue you?

The princess could then say yes, please, or no, thank you, I can manage this particular maternal crisis myself.

It was a small crack in the nonsense, but something interesting had appeared.

Good intentions did not automatically make an action helpful.

Sometimes politeness meant asking before charging in on wings.

Then I asked the obvious follow-up.

How does the princess politely tell the dragon that she does not need his help?

“Why would she have to do it politely?”

There went my lesson plan.

“Go away, you horrible thing!”

I reminded him of a question we had already been circling around: who actually decides what is polite?

That stopped us both.

“Who made the rules anyway?” I said.

“Who made the rules anyway?” he repeated.

And suddenly the Kingdom of Backwards was doing its job.

The next morning, at least in my imaginary kingdom, Uncle Frank went to a café and ordered toast.

The waiter brought him two frozen slices of bread.

The toaster explained that freezing bread was a cultural tradition and that objecting to it would be disrespectful.

Uncle Frank’s first response was not particularly diplomatic.

In his world, he explained, proper toasters made proper toast, and he was the customer.

Then he caught himself.

“The expectations, I suppose this is the problem. You go in with certain expectations.”

He had walked into the café assuming his definition of toast was the definition of toast. He was judging the frozen toaster from the point of view of a hot toaster.

“When in Rome, do as the Romans do,” he said.

So perhaps he would have to eat the frozen bread.

After all, it would thaw eventually.

Perhaps he needed a little patience. Perhaps he needed to listen before deciding that everybody else was doing breakfast incorrectly. Perhaps frozen toast might even open an entirely new culinary world.

This was not quite the answer I had expected from the man who, moments earlier, had effectively told the toaster where it could put its cultural tradition.

But that was the interesting part.

Nothing had changed except the side of the table from which he was looking.

Later, I gave him a fish wearing a fishing hat.

The fish threw a worm at him and demanded that he bite it. Refusing the bait, according to the fish, was extremely rude in fish culture.

Uncle Frank was not enthusiastic about becoming lunch.

Suddenly cultural sensitivity had limits.

“If it’s a question of life and death, I’m sorry, but life wins.”

Which seemed fair.

So I asked the question underneath the fish, the toast and the dragon.

Should you follow a tradition if it makes you uncomfortable?

“You should try it,” he said. “You can only judge something if you have tried it.”

A few weeks earlier, he told me, he had taken part in a grape harvest parade. He had gone into it rather sceptical about traditional festivals and ended up walking through the main street in old-fashioned clothes, carrying a heavy pole while people along the route applauded.

From outside, he had seen costumes and an old tradition being reenacted.

From inside, he saw something else.

People enjoying being part of something together.

He noticed the work behind it. The organisation. The strange feeling of walking through a crowd while strangers applauded simply because you were part of the procession.

It did not turn him into a man desperate to attend every folk festival within driving distance.

But it changed the view.

“You can appreciate a tradition if you know what it’s about,” he said.

The same thing had happened while he watched a supermarket manager train a new cashier. From the other side of the checkout, the job had always looked straightforward: scan the products, take the money, give the change.

Then he listened to the training.

If this happens, do that. If that happens, do this.

Suddenly the supposedly simple job was not simple at all.

“I completely underestimated what you people do,” he told them.

There it was again.

Step inside somebody else’s position and the rules begin to look different.

The fish returned.

Unfortunately, by now Uncle Frank and the fish had become friends, and the fish invited him to dinner.

The menu was human fingers and grilled human steak.

How, I asked, could he refuse without ruining the friendship?

His answer was immediate.

What sort of friendship was it if the fish had made no effort to understand its guest?

If you invite somebody into your home, you normally try to know what they can eat. In the same way, he said, it would be equally insensitive for him to invite the fish home and proudly serve fish for dinner.

There had to be give and take.

That was perhaps the most sensible rule we discovered in the Kingdom of Backwards.

Understanding another person does not require disappearing yourself.

Trying somebody else’s tradition does not mean accepting everything.

Being polite does not mean eating the worm.

And friendship certainly does not require eating your relatives.

Somewhere between cultural curiosity and personal boundaries, there has to be enough room for two people to remain themselves.

By now, even I was beginning to wonder whether the Kingdom of Backwards was quite as imaginary as I had intended.

Maybe, I suggested, we already live there.

After all, we do not see dragons, unicorns, zombies or vampires. Perhaps that is precisely because everything is backwards and the creatures that supposedly do not exist are simply obeying the rules.

Uncle Frank considered this.

Then we began paging the missing residents.

“Unicorn, please make your way to the reception desk.”

“The dragons, would you please fall in line behind the unicorns?”

“Mermaids, would you like to come up for air, please?”

Fruitloop University has standards.

They are simply not always recognisable ones.

But beneath the dragons and silverfish, something had shifted.

We had started with the question of what counts as polite in different places. By the end, “polite” had become far less tidy.

Sometimes politeness was trying the frozen toast before declaring it ridiculous.

Sometimes it was asking the princess before rescuing her.

Sometimes it was understanding that what looks easy from the outside may be complicated once you stand inside it.

Sometimes it was recognising that another person’s customs deserve curiosity.

And sometimes it was saying no.

Because the other side of good manners is consideration. If I expect you to respect my culture while refusing to notice your boundaries, that is not politeness. It is merely selfishness wearing a respectable hat.

Earlier, Uncle Frank had given me his definition of unnecessary rudeness: people who live inside their own bubble and expect everybody else to negotiate around it.

Perhaps that is where most of the trouble begins.

Not with knives and forks, greetings, punctuality, frozen toast or the correct way to address a dragon.

With the assumption that my normal must also be yours.

Eventually I decided Uncle Frank had offended enough inhabitants of the Kingdom of Backwards and arranged his return.

The dragon and the ghost escorted him back to Fruitloop University.

He accused me of having him removed by security.

I denied everything.

“I didn’t send you there!” I reminded him. “You opened the broom closet and the vacuum swallowed you!”

He called this my disclaimer.

Quite correctly.

By the end of the adventure, the exhausted man who had entered the broom cupboard was awake again.

After we stopped recording, he admitted what he had been doing all along.

He had decided to reverse everything, undermine my questions and throw them back at me.

I knew.

“I could see that.”

But I also knew something else.

At the end of Episode 68, Uncle Frank looked at the whole ridiculous journey and said he had no idea how it could possibly become an article.

“It always works out in the end,” I told him.

He agreed.

Which is fortunate.

Because at Fruitloop University, that may be the only unwritten rule we have managed to obey.

And as for all those rules about manners, customs and being polite? Perhaps the important thing isn’t who made them, but whether we remember why they exist.

Uncle Frank, of course, would probably disagree.

Although he seems perfectly happy with the new name.

After all, he helped make that rule himself.

In The Next Issue

The Rules Between Us.

Have you ever stopped to think about the quiet, unwritten agreements that exist between people?

The Rules Between Us.

There are the secret, unspoken codes you share with a partner—the ones nobody else on earth would understand. Then there are the unspoken boundaries between friends, where the rules often change depending on who you’re talking to. Add in the completely different rulebooks dictated by different workplaces, and suddenly we are all constantly adapting, balancing, and following custom sets of guidelines wherever we go.

What happens when those unspoken codes clash? How do we navigate these invisible boundaries in our everyday lives, and who decides where the lines get drawn?

Join us next week in Issue 34 as we explore the hidden dynamics, subtle agreements, and everyday moments shaped by The Rules Between Us.

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