Jason Fried

介绍我们的新产品Fizzy || Introducing Fizzy, our newest product

2025-12-03T18:28:15+00:00

هل لاحظت أن كل أداة تتبع المشكلات والآراء التي أحببتها تحوّلت تدريجيًا إلى برامج مملة، بطيئة، ومتعبة؟

Trello اكتسبت 40 رطلاً من التعقيدات. بدأت Jira في فرض تكاليف على الصداع النصفي. حاولت Asana أن تكون كل شيء للجميع. تراجع GitHub Issues إلى حالة مستقرة من التراجع. كل الفئة باتت تشبه حادثة تصادم 20 سيارة من التعقيد.

حان الوقت للتنقل بعيدًا عن هذا الفوضى.

اليوم نقدم لك Fizzy. كنباين كما يجب أن يكون، وليس كما كان.

Fizzy هي نهج جديد لبطاقات وعموديات التنظيم، مع بعض التحولات، وقيم افتراضية مستوحاة من طبيعة البشر، وواجهة ملونة تختلف تمامًا عن البرمجيات المملة والملتزمة التي تقدمها الصناعة منذ سنوات.

كان الكنباين موجودًا منذ الأربعينيات، وجلبته Trello إلى الانتشار في عام 2011. منذ ذلك الحين، وجدت بعض النسخ من تنظيم الكنباين القائم على الأعمدة طريقها إلى أي أداة تعاونية تستحق الاسم.

لكن معظمها أضاف الكثير من الملح.

ما كان بسيطًا الآن أصبح معقدًا. ما كان واضحًا الآن أصبح مزدحمًا. ما كان يعمل بسهولة الآن يتطلب جهدًا.

Fizzy تضغط على زر إعادة التشغيل، وتراجع ما يهم حقًا، وتقدم طريقة ملهمة للكنباين تشعر بالراحة. إنها ودودة، ملونة، مباشرة، وسريعة جدًا.

نستخدم Basecamp لاكتشاف مشاريعنا الكبيرة والمعقدة، لكننا نلجأ مؤخرًا إلى Fizzy لتشغيل المشاريع الأصغر. إنها مثالية لتعقب الأخطاء، المشكلات، والآراء، وتعمل بشكل ممتاز في تدفقات خفيفة ومغلقة ذاتيًا مثل إنتاج البودكاست أو الفيديو.

لم نتوقع ذلك، لكن Fizzy جيدة جدًا بحيث قد تؤدي إلى تقليل استخدام Basecamp في جانب إدارة المشاريع الخفيفة. نحن سعداء للغاية.

كم تبلغ تكلفتها؟ إنها ليست مكلفة لدرجة كبيرة.

كل شخص يحصل على 1000 بطاقة مجانًا. وبعد ذلك، نقوم بتشغيل حسابك مقابل 20 دولارًا شهريًا لعدد لا حدود له من البطاقات والمستخدمين. سعر واحد لكل شيء. لا مستويات، لا "اتصل بنا". لا جدول أسعار على الإطلاق - فقط سعر يشبه علامة على سعر جينز.

وهنا مفاجأة... Fizzy مفتوحة المصدر! إذا كنت لا ترغب في دفعنا، أو ترغب في تخصيص Fizzy للاستخدام الخاص بك، يمكنك تشغيلها بنفسك مجانًا إلى الأبد. لديك فكرة رائعة؟ قم بإرسال طلب تعديل (PR) لمساهمة في قاعدة الكود وتحسين المنتج لجميع المستخدمين. إنها أفضل عالم من حيث لا توجد أعذار.

كل فكرة تعود مرة أخرى. حان الوقت لتجربة جديدة للكنباين. Fizzy هي مشاركتنا في هذا المجال.

لنصنع هذه المنصة رائعة بشكل لا يصدق معًا. دعنا نبدأ!

قم بزيارة fizzy.do لمعرفة المزيد والتسجيل مجانًا!

- جيسون

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Have you noticed that every issue and idea tracking tool you loved slowly morphed into boring, sluggish, corporate bloatware?

Trello put on 40 pounds of cruft. Jira started charging by the migraine. Asana tried to become everything to everyone. GitHub Issues slipped into a steady state of decline. The whole category is a 20 car pileup of complexity.

Time to route around that mess.

Today we’re introducing Fizzy. Kanban as it should be, not as it has been.

Fizzy is a fresh take on cards and columns, with a few twists, human-nature inspired defaults, and a vibrant interface that’s the opposite of the bland and boring software the industry has been flinging at you for years.

Kanban has been around since the 1940s, and Trello brought it into the mainstream in 2011. Since then, some version of column-based kanban-style organization has found its way into any collaboration tool worth its salt.

But most have over salted the dish.

What was simple is now complicated. What was clear is now cluttered. What just worked now takes work.

Fizzy presses reset, reconsiders what really matters, and presents a refreshing way to kanban that just feels right. It’s friendly, colorful, straightforward, and fast as hell.

We still use Basecamp for our big, intensive projects, but lately we’ve been reaching for Fizzy to run the smaller ones. It’s perfect for tracking bugs, issues, and ideas, and it shines for lighter, self-contained workflows like podcasts or video production.

We didn’t expect it, but Fizzy’s so good it might even cannibalize Basecamp on the lighter side of project management. We’d be thrilled.

How much is it? It’s not much for so much.

Everyone gets 1000 cards for free. Beyond that, we’ll host your account for just $20/month for unlimited cards and unlimited users. One price for all and everything. No tiers, no “contact us.” No pricing chart at all — just a price tag, like on a pair of jeans.

And here’s a surprise... Fizzy is open source! If you’d prefer not to pay us, or you want to customize Fizzy for your own use, you can run it yourself for free forever. Have a great idea? Submit a PR to contribute to the code base and improve the product for everyone. It’s the best of all worlds. No excuses.

Every idea comes back around. It’s time for take two on kanban. Fizzy’s our hat in the ring.

Let’s make this platform insanely great, together. Come on in!

Visit fizzy.do to check it out and sign up for free!

-Jason

Beta测试就像邀请客人到家里做客 || A beta is like inviting guests over

2025-11-30T15:36:27+00:00

有很多機會可以邀請人們在正式發佈前試用你的產品。例如Alpha、Beta等。

我的偏好是在正式發佈前的最後一刻。通常是一到兩週前。當產品已經處於Beta測試的最後階段，幾乎就是Beta版本了。基本上就是v0.99。

在這個階段，我們並不是真的在尋求深入的根本性反饋，雖然我們還是會收到一些。我們已經決定要發佈的版本，所以讓大家提前試用並不會幫助你吸收更多的疑問。

讓一些人提前試用產品的主要優勢在於基本的清潔與整理。這會迫使你清理殘留問題，處理一些你一直拖延的細節。

這就像邀請客人來你家吃晚餐。希望你原本就保持得相當乾淨，但如果你知道客人會來，就會多一個層次的清潔與整理和準備。那些你原本可以接受的小混亂，就會變成你不想讓別人看到、體驗或注意到的東西。因此你會去處理它們。

客人就是一種強制力。他們會幫助你完成那些你原本知道需要做，卻一直拖延的事情。

現在就是。

-Jason

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There are plenty of opportunities to invite people to your product ahead of the formal launch. Alpha, beta, etc.

My preference is only right at the end. Typically a week or two before we go live. When the product is in the very last throes of beta, barely beta. Essentially v0.99.

At this stage we’re not really looking for deep fundamental feedback, although we’ll get some. We’re going with the version we’re launching, so it doesn’t really help to soak in second guessing.

The main advantage to letting people in a bit ahead of launch is mostly for basic hygiene. It forces you to clean up, tie up loose ends, get some lingering stuff right you’ve been sitting on until now.

It’s like inviting guests to your house for dinner. Hopefully you keep a fairly tidy house, but if you know guests are coming by, there’s just another level of cleaning and tidying and prep you tend to do. All those little messes you could live with become things you just don’t want other people to see, experience, or notice. So you take care of them.

Guests are forcing functions. They help you do those last few things you know you need to do, but didn’t until now.

It’s now.

-Jason

质量：Concept2 RowErg || Quality: The Concept2 RowErg

2025-11-18T17:56:43+00:00

Concept2 RowErg 是我用過最高品質的產品之一。

已經擁有好幾年了，感覺它還能再用一百年。

結構簡單，材料耐用，維護成本低。組裝起來異常容易。可以摺疊起來存放，佔用空間極小。

PM5 顯示器是單色黑白的，沒有觸控螢幕，只有幾個容易在流汗時使用的橡膠按鈕。只需要兩節 AA 細胞電池，而且似乎永遠用不完。不需要插頭、充電或連接線。

輪子可以滾動，平放時非常穩定。完美地貼合地面，不會搖晃、不會發出噪音、不會移動。

整體來說非常合適。我很少遇到如此精心設計的產品。他們知道何時該停止。

對我來說，這是一款巔峰產品。是所有產品的典範。不管你製造什麼，都應該以 Concept 2 RowErg 為目標。

而且價格不到 1000 美元。這是少數我花這筆錢覺得超值的產品之一。

沒有任何合作關係，只是一個忠實粉絲。

-Jason

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The Concept2 RowErg is one of the highest quality products I've ever used.

Had one for years now, feels like it'll last another 100.

Simple construction, durable materials, low maintenance. Comically easy to assemble. Tips up for storage, leaving a tiny footprint.

The PM5 display is simple B&W, no touchscreen, just a few easy-to-use-when-sweaty rubberized buttons. Just two D batteries that seem to last forever. No plugs, no charging, no cables needed.

Roll it around on wheels, steady once flat. Perfectly grips the ground, no wobble, no rattle, no movement.

The whole thing is just right. I've rarely encountered a product so well considered. They knew where to stop.

To me, this is a pinnacle product. The model to build towards. No matter what you make, aim to make it as well as the Concept 2 RowErg.

And all that for under $1000. One of the few products I've paid this much for that feels like a steal.

No affiliation, just a fan.

-Jason

下一个产品 || The next product

2025-10-13T21:38:17+00:00

新产品不需要是革命性的、改变生活或颠覆性的突破才能成功。整个品类可以逐渐下滑，积累复杂性。每个产品都比前一个更胜一筹，直到变得过多。这个循环自我维持，永不满足。竞争对手陷入相互毁灭的循环，通过不断的过度改进。当这种情况发生时，一扇新机会的门会出现裂痕。新进入者不必在现有产品的水平上竞争。它只需要感觉对——就像有人拉开窗帘，让阳光重新照进来。那种让人松一口气、说“终于来了！”的产品。不开创性的，只是实用的。站在他人遗忘的地方。 -Jason
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New products don’t need to be revolutionary, life-changing, or disruptive breakthroughs to succeed.

Entire categories can roll downhill, gathering complexity as they go. Each product one-upping the next until more becomes too much. The cycle feeds itself, never satiated. Competitors locked in a loop of mutual destruction through perpetual over-improvement.

When that happens, the door cracks open for something new.

The newcomer doesn’t have to meet the others where they are. It just has to feel right — like someone opened the curtains and let the sun back in. The type of product that lets people exhale and say, “finally!”

Not groundbreaking. Just grounded. Standing where everyone else forgot to.

-Jason

当设计驱动行为 || When design drives behavior

2025-10-07T18:51:53+00:00

在某些情况下，设计就是某物的外观。在其他情况下，设计就是某物的运作方式。但对我来说，最有趣的設計是當設計能改變你的行為。即使是最細微的細節，也能改變人們與某物互動的方式。以A. Lange & Söhne Lange 1腕表上的动力储存指示器为例。动力储存指示器显示还剩下多少“动力”（上链）。它位于下方表盘的右侧。它从AUF（“上”）开始，以AB（“下”）结束。当Lange 1完全上链（指示器在AUF位置）时，它会在表完全耗尽动力、停止并需要再次上链前提供约72小时的运行时间。随着手表运行，指示器会逐渐下降，直到动力耗尽。再次上链即可重新充满动力。简单明了，对吧？一个指示器和一个从完全上链到完全卸链的刻度尺。就像汽车的油量表一样。你有从满到空的刻度，中间还有一些刻度表示剩下四分之三或四分之一油量，通常在末尾有一个红色区域，提示你真的需要尽快加油，否则可能会被困在路上。然而，Lange 1并非如此简单。这里有一个非常巧妙的设计，旨在改变你的行为。首先，你会注意到AUF和AUB之间的五个三角形。它们的间距并不相等。起初你可能会觉得每个三角形大约占刻度的四分之一，而底部的最后两个则像油量表上的红色警戒区。但并非如此。指示器向下移动时遵循非线性进度。它不会随着时间均匀地从顶部滑到底部。实际上，它在早期阶段会加速下降。当完全上链时，指示器只需一天时间就下降两个标记到达中点。从那里开始，每个标记需要一天时间。这使得指示器看起来比实际更快地卸链，因为在最初的24小时内它覆盖了更大的距离。如果刻度是均匀的，且指示器是线性的，那么主人可能不会感到需要上链，直到动力储存几乎耗尽。这样，当你第二天早上拿起手表时，可能会发现它已经停了。那么，这个主人可能甚至不理解的微小设计细节最终会产生什么效果呢？好吧，看起来第一天之后手表就已经耗尽了一半的动力，因此鼓励主人更频繁地上链，即使并不需要。这有助于防止手表动力耗尽、失去时间，最终停止。一块停止的手表可能每天显示正确的时间两次，但很少是在你想要的时刻。微小的细节，带来实质性的行为改变。经过深思熟虑，精心执行，非常出色。 -杰森
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In some cases, design is what something looks like.

In other cases, design is how something works.

But the most interesting designs to me are when design changes your behavior. Even the smallest details can change how someone interacts with something.

Take the power reserve indicator on the A. Lange & Söhne Lange 1 watch. The power reserve indicator indicates how much "power" (wind) is left. It's pictured below on the right side of the dial. It starts with AUF ("up") and ends with AB ("down"). A fully wound Lange 1 (indicator up at AUF) will give you about 72 hours before the watch fully runs out of power, stops, and must be wound again. It moves down as the watch runs until you're out of power. Wind it again to fill it back up.

Simple enough, right? An indicator and a scale for fully wound through unwound. Just like a car's fuel gauge. You have full through empty, with a few ticks in between to indicate 3/4 or 1/4 tank left, and typically a red zone at the end saying you really need to fill this thing up soon or you're going to be stranded.

However, all is not as it seems on the Lange 1. There's something very clever going on here to change your behavior.

First you'll notice five triangles between AUF and AUB. They aren't equally spaced. At first you might think it looks like each is about a quarter of the scale, and then the last two at the bottom would be like the red zone on your fuel gage.

But no. The indicator follows a non-linear progression downwards. It doesn't sweep from top to bottom evenly over time. It's actually accelerated early.

When fully wound, It takes just a day for the indicator to drop down two markers to the halfway point. From there, it takes a day each to hit the lower two markers. This makes it look like it's unwinding faster than it is because the indicator covers more distance in that first 24 hours. If the spacing were uniform, and the indicator was linear, the owner might not feel the need to wind it until the power reserve was nearly fully depleted. Then you might have a dead watch when you pick it up the next morning.

So what's the net effect of this tiny little design detail that the owner may not even understand? Well, it looks like the watch is already half-way out of power after the first day, so it encourages the owner to wind the watch more frequently. To keep it closer to topped off, even when it's not necessary. This helps prevents the watch from running out of power, losing time, and, ultimately, stopping. A stopped watch may be right twice a day, but it's rarely at the times you want.

Small detail, material behavior change. Well considered, well executed, well done.

-Jason

200万美元该怎么做？ || What to do with $2M?

2025-09-25T22:18:59+00:00

一位25岁左右的年轻企业家刚刚给我发了一封电子邮件，询问一些建议。他刚刚卖出了一家企业，最终手头有几百万的流动现金。他想知道是应该投资这笔钱，用它来创办新公司，还是做其他事情。我的建议并不是他所期待的。我只说不要失去它。不要动用它。把它存入银行。找个安全的地方，让它赚一点利息，但不要多到有风险。钱不需要工作。它可以休息。不要动它。你26岁了，可以重新开始工作。几百万的流动现金是一笔巨大的财富。保持！不要失去。始终拥有这笔钱。随着你继续前进，不断往这个安全的堆里添加更多。现在这笔钱属于你了。保持这样。 -杰森
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A young entrepreneur in his mid-20s just emailed me asking for some advice.

He just sold a business and ended up with a couple million in liquid cash. He wanted to know if he should invest it, use it to build a new company, or do something else with it.

My advice wasn't what he was expecting.

I just said don't lose it. Do nothing with it. Put it in the bank. Something safe, earning a little, but not too much that it's at risk.

Money doesn't need to work. It can rest. Leave it be. You're 26 — you can get back to work.

A couple million liquid cash is a huge haul. Maintain! Don't lose. Always have that. And add more to that safe pile as you go. That's yours now. Keep it that way.

-Jason

营销是... || Marketing is...

2025-08-28T19:59:24+00:00

在最好的情况下，营销是一种热情的传递。当你真正充满激情地投入自己所做的事情，当你真正被愿景驱动，当你必须创造出自己需要且渴望的东西时，你的热情会留下印记。这是一种品牌，不是名词，而是动词。在最糟糕的情况下，营销则是一种其他一切情绪的传递——你的最大恐惧、最深的不安全感、你所扮演的哑剧。展示的虚假热情、空洞的承诺、无人相信的口号宣传。它很快就会让你变成一个骗子。就像你无法不沟通一样，你也无法不进行营销。一切皆为营销。无论喜欢与否，最好的和最糟的总是展现在世人面前。你无法逃避自己的存在，无论它以何种形式出现。营销如同影子般投射，与每一个举动紧密相连。想想你为何会对别人所做的某事感到热情？它源自何处？是什么传递了这种热情？当然，许多出色的事物仅仅是有效运作。没有更多，也没有更少。没有故事，没有激动，只有完美契合的咔嗒声。但在这条链条的某个环节，有人足够关心，愿意将其做得正确。这也是一种传递。
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At its best, marketing is a transfer of enthusiasm.

When you're truly pumped about what you're doing, when you're truly driven by the vision, when you absolutely must make something that you need and want, your enthusiasm leaves a mark. It's a brand. Not the noun, but the verb.

At its worst, marketing is a transfer of everything else. Your worst fears, your biggest insecurities, the charades you play. False enthusiasm on display, empty promises, and sloganeering no one believes. It quickly makes you a liar.

Just like you can't not communicate, you can't not market. Everything is marketing.

The best, and the worst, is always on display, like it or not. You can't hide from your own presence, however it shows up. Marketing casts, like a shadow casts. Attached to every move.

Think about what someone else is doing that you're enthused about. Where did that come from? What transferred it?

Of course many things that are great simply work. Nothing more, nothing less. No stories, no excitement, just the snick of a perfect fit. But somewhere down the chain, someone cared enough to make that thing right. And that's a transfer too.

-Jason

对独立的义务 || An obligation to independence

2025-08-21T19:29:26+00:00

拥有独立公司的巨大特权之一是，你可以尝试那些别人永远不会允许你去做的事情。你还可以为他人的古怪想法打绿灯。你可以——也应该——为那些奇怪的尝试、离奇的想法以及“我意思是这可能根本行不通，但……”之类的事情提供支持。经常如此！如果你处于这种位置，却不去推动不寻常的事情发生，那你正在错过人生中真正的乐趣之一。价值数十亿美元的上市公司无法像你这样行事。那些需要为每一项行动辩护的公司也无法做到你能够做到的事情。很少有人能拥有这样的机会，而你却可以。所以请让宇宙开心，看看那个古怪、不寻常、与众不同的想法是否能点燃火花。 -Jason
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One of the great privileges of owning an independent company is that you get to try all sorts of stuff no one else would ever give you permission to do.

And you get to greenlight other people's oddball ideas too. You can — and should — provide cover for weird attempts, strange ideas, and "I mean this will probably never work but..." stuff. Often!

If you are in this position, and you aren't helping unusual things happen, you're missing out on one of life's true pleasures.

Public companies worth billions can't do the kinds of things you can. Businesses that need to justify every move can't do the things you can.

Very few get to do this, and you can. So please make the universe happy and see if that weird, unusual, not-like-everyone-else idea catches fire.

-Jason

小刀和战列舰 || Knives and battleships

2025-07-25T18:07:10+00:00

我们经常被批评，说我们总是做“又一个待办事项清单”类的产品。或者聊天产品。或者消息产品。或者我们之前已经做过类似的东西，只是以不同的形式、组合或方法呈现。“那要不换个东西？要不做一个更大的？要不做一个完全不同的？” 大卫甚至在最近的Lex Fridman采访中对此进行了个人反思。我们认为埃隆能找到优秀的人才，我确信他在这方面也很擅长，但我认为这种使命感的象征——我们要去他妈的火星，我们要把交通运输转变为用电，我们要用互联网覆盖地球——如此宏大，以至于有些日子我醒来后会想：“我他妈的在干嘛，还做这些待办事项清单？”就像会想，“耶稣啊，我是不是该去注册一个这样的东西？” 这不仅仅是别人在指责我们——我们自己也这么想！我对此也花过类似的时间和精力思考过。但当我暂时离开科技领域，扎根于其他行业，我就会意识到，如果对一位刀匠提出同样的问题，那会是多么奇怪的事。“嘿，大师级的刀匠，你今年已经做了十几把刀，和去年一样，和过去二十年也一样。如果你这么热爱金属，为什么不参与建造一艘战舰呢？想想你有多少金属可以利用！” 或者对一位木匠说：“明白了，你把原始木材变成美丽的家具，一遍又一遍。你这样热爱木材的人，为什么不考虑进入林业行业呢？想想那会有多棒！” 这样的提问显然是荒谬的。那么，为什么在科技领域却如此有说服力呢？我想部分原因在于我们谈论的是软件。这是一种可以无限塑造的媒介，可以真正成为任何东西。由于没有概念上的限制，人们很容易认为应该不断扩展。但为什么要这样做呢？专注于打磨技艺、发展自己的专长、制作你擅长事物的不同变体，并在每次尝试中变得更好，这并不意味着你做的事情微不足道，也不意味着它缺乏成就感。因此，我们不再旁观他人所构建的东西，也不再仰望那个神话般的“下一个层次”，而是专注于我们擅长的领域。我们喜欢制作那些有用、直接、我们需要的东西。将特定工具和熟悉的材料以不同的比例、不同的模具、为不同的目的结合起来。就像一位烘焙师，使用固定的一组厨房原料制作出上百种不同的食谱。你不会对他说：“够了，别再用黄油、面粉、糖、泡打粉和鸡蛋了！” 以不同的方式将同样的少数事物做到极致，本身就是一项值得投入一生的工作。 -杰森
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From time to time we get criticized for making "yet another to-do list" product. Or a chat product. Or a messaging product. Or something we've kinda sorta already made before, just in a different form, combination, or approach. "How about something else? How about something bigger? How about something completely different?"

David even reflected on it personally in his recent Lex Fridman interview.

We think of Elon as finding great talent, and I’m sure he is also good at that, but I also think that this beacon of the mission. We’re going to fucking Mars, we’re going to transform transportation into using electricity, we’re going to cover the earth in internet is so grand that there are days where I wake up and go like, “What the fuck am I doing with these to-do lists?” Like, “Jesus, should I go sign up for something like that?”

So it's not just other people levying the charge — it's us too! I've given it similar time and similar thought.

But then I step outside tech for a moment, ground myself in other professions, and realize how odd it would be to ask the same kind of question to a knife maker. "Hey master bladesmith, you’ve made a dozen knives this year. Same as last year. Same as the last 20. If you love metal so much, why not help build a battleship? Think of all that metal!"

Or a cabinet maker. "Hey, ok I get it — you take raw wood and you turn it into beautiful furniture. Again and again and again. Don't you think a wood addict like you should consider getting into forestry? Imagine!"

That would be a ridiculous line of questioning. So why is it persuasive in tech?

I think part of it is that we're talking about software. An endlessly malleable medium that can truly be anything. With no conceptual limits, it’s easy to think you should keep expanding. But why?

There's nothing at all wrong with honing in, developing your craft, making variations of things you're good at, and getting better each time. Nothing small about it. Nothing unfulfilling about it.

So instead of looking sideways at what others are building — or upward toward the mythical “next level” — we focus ahead on what we're good at. We like to make useful, straightforward things we need. Specific tools and familiar ingredients combined in different ratios, different molds, for different purposes. Like a baker working from the same tight set of pantry ingredients to make a hundred distinct recipes. You wouldn't turn to them and say "enough with the butter, flour, sugar, baking powder, and eggs already!"

Getting the same few things right in different ways is a career's worth of work.

-Jason

蚊子和运气 || A fly and luck

2025-07-19T22:01:03+00:00

有一个小飞虫正停在下水道旁边，我正准备洗手。

如果打开水龙头，它就会直接掉进下水道。是迅速的死亡，还是最终的挣扎溺亡，难以确定。但那样的话就没有回头路了。

不知为何，我突然陷入沉思。我可以选择直接打开水龙头，也可以救它一命，或者换一个水槽。如果我甚至没有注意到这只飞虫，水龙头早已打开，它那无形的命运早已注定。

但就在那个或许的瞬间，飞虫突然飞走了。

因为它不知道我即将做什么，以及那将对它造成什么影响，所以它完全不知道自己有多幸运。

然后我开始思考。我有多少次处于这种境地？不知道自己有多幸运。

可能永远都是如此。

-Jason

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There was a tiny fly right by the drain, and I was about to wash my hands.

Turning on the water would have sent it right down the hole. A quick end, or an eventual struggled drowning, hard to know. But that would be that, there was no getting out.

Somehow, for a moment, I slipped into contemplation. I could just turn on the water, I could rescue it, I could use a different sink. Had I not even seen the fly, the water would already been on, its invisible fate secured.

But in that moment of maybe, the fly launched and flew away.

Since it didn't know what I was about to do, and what that would do to it, it had absolutely no idea how lucky it was.

And then I wondered. How often am I in that same position? No idea how lucky I am.

Often, probably always.

-Jason

多年积累的证据 || Years of evidence

2025-06-04T22:01:25+00:00

“多年经验”一直被视为招聘的黄金标准。这是一个糟糕的标准。有人可能从事某项工作多年，却没有任何成果可言。相反，应寻找那些拥有“多年实证”的人。那些有深入工作实例的人，他们拥有一堆自己创作的作品，有一系列引以为豪的成果。如果某人刚刚开始其正式职业生涯，他们可能缺乏传统的经验，但如果一个人长期热爱某类工作，很可能已经积累了不少业余项目或其他实际作品，迫不及待想要展示。头衔、资历和职业路径都不重要。真正重要的是作品。始终要审视作品，因为作品才是真相。 -Jason
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"Years of experience" has been a gold standard hiring requirement since forever.

It's a terrible one.

Someone can do something for years and have nothing to show for it.

Seek people with "Years of evidence" instead.

People with deep examples of work. Piles of stuff they've made. An overflowing collection of output they're proud to share.

If someone's brand new in their formal career, they might have little traditional experience, but if someone's been loving this kind of work for a long time, there's a good chance they already have a collection of hobby projects or other literal examples of their work they can't wait to show off.

Titles, tenure, and paths don’t matter. The work does. Always look at the work. It's the truth.

-Jason

回头可能取得进展 || Turning back can be getting ahead

2025-06-02T22:11:53+00:00

当你遇到一个更简单的系统、一个更简单的想法或一个更简单的实现时，你便有了机会。你可以这样说：“这还不够好，它没有，它无法运作。”这是常见的反射性反应。或者你可以反思：“是什么让我们工作的方式无法使用如此简单、简洁的系统？”“我们是如何变得如此复杂、纠缠，以至于过于依赖诸多因素，以至于无法取得进展？” 依赖更多往往意味着能做更少的事。回头反而能前进。降档。 -Jason
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When you encounter a simpler system, a simpler idea, or a simpler implementation, you have an opportunity.

You can say "it's not enough, it doesn't have, it wouldn't work". That’s the common reflexive response.

Or you can reflect. “What is it about how we work that prevents us from using such a simple, succinct system?” “How did we get so twisted, so tangled, so dependent on so much that we can’t seem to get anywhere otherwise?”

Depending on more can often mean being able to do less.

Turning back can be getting ahead.

Downshift.

-Jason

求职信？是的！ || Cover letters? Yes!

2025-05-22T00:37:42+00:00

每当我在谈论我们在招聘过程中对求职信的重视时，总会不可避免地收到一些人的回应，比如“求职信还存在吗？”或“人们还会读求职信吗？”。这里有一个昨天的例子： https://x.com/amfonte/status/1924996546896036278 是的，求职信确实存在，而且我们仍然会认真阅读它们。我们要求它们，并且非常重视。求职信是求职者努力、关心、清晰的思维、沟通能力和勤奋的第一信号。基本要素。当人们申请时，我们首先阅读的是求职信。如果它们写得不好，那绝对是该求职者最后的留言。我们直接停止阅读。它们是绿灯或红灯。一封优秀的求职信能以其他方式无法做到的方式讲述一个人的故事。求职视频可能是另一种形式，我也很乐意看到这些视频，但我们仍然想看到一个人的写作能力。37signals的大部分沟通都是通过文字进行的，因此在镜头前表现优秀但在纸上能力不足是不够的。求职信的另一个信号是：他们是在申请这份特定的工作，还是仅仅在申请任何工作？如果是通用模板的邮件合并，或者是一封专门写给我们的、表达他们对该职位热情的个人信件，这一点非常明显。后者是我们想要雇佣的人，前者可以去别处试试。一封优秀的求职信不会太长，也不会太短。但它们用我们想读的词语，是我们希望更多看到的词语。因此，我们从这里开始。从这里我们查看各种其他内容，但你必须从某个地方开始。对我们来说，这就是神圣的求职信。 -Jason
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Whenever I write about our focus on cover letters during the hiring process, I'll inevitably receive the "cover letters are still a thing?" or "people still read cover letters?" response from a cadre of characters.

Here's one from yesterday:

https://x.com/amfonte/status/1924996546896036278

Yes, cover letters are a thing, and we absolutely still read them. And require them. We put significant weight on them.

Cover letters are the first signal of effort, of care, of clear thinking, of communication ability, and of diligence. The fundamentals.

They're the very first thing we read when people apply. And when they're bad, they're definitely the last thing we read from that applicant. We just stop there. They're green lights or red lights.

A great cover letter tells a story about someone in a way nothing else quite will. A cover video could be another flavor, and I'm happy to see those as well, but we still want to see how someone writes. Most communication at 37signals is written, so being great on camera but poor on paper doesn't cut it.

There's another tell in the cover letter: Are they applying for this job or just any job? It's pretty obvious if it's a general purpose mail merge, or a personal letter written to us about their passion for that position. The latter are the kinds of people we want to hire. The former can try somewhere else.

A great cover letter is not too long, not too short. But them, in words we want to read. The kind of words we want more of.

So that's where we start. From there we look at all sorts of other things, but you have to start somewhere. And for us, it's the sacred cover letter.

-Jason

论遗产 || On Legacy

2025-05-18T23:13:21+00:00

我不太在意遗产。无论是你的、我的，还是任何人的。尽你所能，现在就做到最好。现在。而不是以后。如果以后有用，那也是因为现在就有用。遗产不是那些一生都被忽视，直到去世才被记住的艺术家。那只是被认可和名声。他们的作品在那时就已经非常出色了。遗产？谁会记得呢？你记得你的曾祖父母、曾曾祖父母、曾曾曾祖父母的名字吗？他们的遗产是什么？你对你自己来说最重要，而他们对你来说至关重要。然而你可能根本不知道他们是谁。这只不过是几代人之前的事。你连几代人之前的祖先都记不住，还指望有人会记住你几代人之后的作品吗？也许吧，但只有当它今天足够好。后来大多数人会忘记。最终，全部都会被遗忘。你今天所做的，以及你如何做，这才是值得记住的。遗产不是纪念碑，而是那个瞬间的重复。 - Jason
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I don’t think much about legacy. Yours, mine, anyone’s really.

Do the best you can right now. For now. Not for later. If it’s useful later, great. But that’s only because it starts out useful now.

Legacy isn’t an artist who was ignored all their life until they died. That’s just recognition and fame. Their work was already excellent then.

Legacy? Who’s going to remember anyway?

Do you remember the names of your great, great, great grandparents? What’s their legacy? You. You are the most important thing to you, and they’re essential to your existence. Yet you probably have no idea who they were. That’s just a few generations ago.

You can’t remember your ancestors a few clicks back, and you think anyone’s going to remember your work a few clicks forward?

Maybe, but only if it’s good today.

Later forgets most of it. Eventually, all of it.

What you do today, and how you do it, is what’s worth remembering.

Legacy isn’t a monument, it’s just that moment on repeat.

-Jason

为什么现在才新？ || Why new when?

2025-05-08T23:19:14+00:00

当我们在创造新事物时，人们常常问“你为什么不把那功能加到Basecamp里？” 有很多原因，具体取决于你要添加的是什么。但总体而言，从零开始创造能给予你自由度（以及态度）去探索新的技术和设计方法。这与将某些东西嫁接到一个已有的庞大系统上是相反的。现有系统中的决策重力需要耗费大量能量才能突破，因此你更倾向于遵循而非探索。本质上，你被拉回到起点，而不是朝着新的方向前进。新事物可能并不完美，但总能带来新鲜感。而这种新鲜感本身就值得。因为最终，即使整个新事物未能成功，你在过程中发现的各个元素、探索和执行方式仍可能融入你正在做的其他项目，或未来的新尝试中。而这些发现，若从未踏上新领域，是无法被发现的。归根结底，创造新事物的一个重要部分就是思考新事物。 –杰森
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When we make something new, people often ask "why don't you just add that to Basecamp?"

There are a number of reasons, depending on what it is. But, broadly, making something brand new gives you latitude (and attitude) to explore new tech and design approaches.

It's the opposite of grafting something on to a heavier, larger system that already exists.

The gravity of existing decisions in current systems requires so much energy to reach escape velocity that you tend to conform rather than explore. Essentially you're bent back to where you started, rather than arcing out towards a new horizon.

New can be wrong, but it's always interesting. And that in itself is worth it.

Because in the end, even if the whole new thing doesn't work out, individual elements, explorations, and executions discovered along the way can make their way back into other things you're already doing. Or something else new down the road. These bits would have been undiscovered had you never set out for new territory in the first place.

Ultimately, a big part of making something new is simply thinking something new.

-Jason

做你想的，而不是你曾经想的。 || Doing what you think, not what you thought

2025-04-08T18:28:46+00:00

每当谈到实时工作、边做边决定、现在解决问题而不是之前，我总会遇到这样的问题…… “如果没有待办事项列表，或者没有深入的优先级排序列表，你如何决定下一步该做什么？” 我的回答：和你做清单时的方式一样，你依然需要做出决定。我们只是在前进的过程中，对下一步要做什么做出决定，向前看，而不是在回顾过去时做出决定。为什么还要相信过去看似好的想法？相反，应该相信现在看起来好的想法。你拥有更多信息了，为什么不利用呢？我一直不明白，为什么那些从长期决策列表中挑选任务的人会认为现在不能做出类似的决定。其实都是是或否的决策，同样的流程。过去并不神奇，过去只是当时，然后而已。为什么不看看现在，现在呢？现在是比过去更准确的下一步。待办事项列表的方式是基于你当时的想法，而非待办事项列表的方式是基于你现在的想法。我会选择现在。一个是陈旧的，一个是新鲜的。我们选择新鲜的。然后是更远的，现在是更近的。已经做出决策并没有什么特别之处。它们并不更好、更准确、更实质，仅仅因为已经做出。然而，它们只是更老，常常已经过时。如果你必须相信什么，我建议你更信赖现在。 -Jason
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Whenever I talk about working in real-time, making decisions as you go, figuring things out now rather than before, I get a question like this...

"If you don't have a backlog, or deep sets of prioritized, ranked items, how do you decide what to do next?"

My answer: The same way you do when your made your list. You make decisions.

We just make decisions about what to work on next as we go, looking forward, rather than making decisions as we went, looking backwards.

Why work from what /seemed/ like a good idea before? Instead, work from appears to be a good idea now. You have more information now — why not use it?

It's always baffled me how people who pluck work from long lists of past decisions think you can't make those same kinds of decisions now instead. It's all yay/nay decisions. Same process. Before wasn't magical. Before was just now, then. Why not look at now, now? Now is a far more accurate version of next.

The backlog way is based on what you thought then. The non-backlog way is based on what you think now. I'll take now.

One's stale, one's fresh. We'll take fresh.

Then is further, now is closer.

There's nothing special about having made decisions already. They aren't better, they aren't more accurate, they aren't more substantial just because they've been made. What they are, however, is older and often outdated.

If you've got to believe in something, I'd suggest putting more faith in now.

-Jason

去做生意 || Go do business

2025-03-25T20:55:14+00:00

商业不是从书本中学习的。也不是从帖子或讨论线中学习的。你无法通过阅读找到合适的人选。你无法通过大量阅读内容来打造产品。你必须动手去做。你通过实践商业来学习商业，通过一次次招聘来学习招聘，通过实际构建产品来学习产品制作。我们深知这一点在音乐领域同样成立。从不拿起吉他？那就去读100本吉他书籍。你依然会弹得一塌糊涂。你必须亲自演奏。你只能通过实际演奏来学习吉他。商业就是音乐。有些东西可以教授，有些则只是知识。商业并非如此，产品也并非如此。就像音乐、体育，或者任何需要身体力行的领域。你必须亲身实践才能提升。因此，商业更偏向于身体力行而非纯脑力活动。它不是一套可以学习的公式，也不是一串可以内化的课程，更不是一份可以完成的清单。商业就是肌肉记忆。它通过实践来构建。去实践吧。 -杰森
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Business isn’t something you learn in books. Or posts. Or threads.

You can’t read your way to the right hire.

You can't consume enough content to produce a product.

You have to do.

You learn business by doing business. Hiring by hiring. Products by building them.

We know this is true in music.

Never pick up a guitar? Go read 100 books on guitar. You'll suck just as much.

You have to play. You can only learn guitar by playing.

Business is music.

Some things can be taught. Some are just knowledge.

Business isn't that kind of thing. Products aren't those kinds of things.

Like music. Like sports. Like anything physical. You have to do the thing to get better at the thing.

In that way, business is more physical than mental. It's not a formula you can learn. It's not a series of lessons you can internalize. It's not a list you can complete.

Business is muscle memory. It's built by doing. Go do.

-Jason

随机地对 || Randomly right

2025-03-12T20:04:10+00:00

大自然给予的伟大启示：随机性是最美的事物。每一片森林，每一片田野，每一个未被人类触及的地方都充满了随机性。万物并不整齐划一，千万种不同的形状，种子在风或鸟随机撒落的地方迸发生长。水流、冰川、重力和风随意散落的石头，各自以独特的方式发挥作用。它们静止不动，直到某一天被某种力量推动。光线洒落的方式，光斑洒落在泥土上。无论背后是什么，层层叠叠的绿与金的光影都完美契合。风托起一切足够轻盈可被托起的物体。叶子之间的负空间。碰撞的云朵。随机的波浪捕捉来自可预测太阳的光芒。水面如同被打乱的毯子。将灌木丛拾起放在手中，举起它，再放回地面。它总是美丽的。无论它如何聚集，或如何分离，你从不会因此说它不整齐、颜色不协调、东西太多，或不知该看哪里。自然并不整齐划一，恰到好处。你也是如此。 - Jason
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One of the great lessons of nature: Randomness is the most beautiful thing.

Every forest, every field, every place untouched by humans is full of randomness. Nothing lines up, a million different shapes, sprouting seeds burst where the winds — or birds — randomly drop them.

Stones strewn by water, ice, gravity, and wind, all acting on their own in their own ways. Things that just stop and stay. Until they move somehow, another day.

The way the light falls, the dapples that hit the dirt. The shades of shades of shades of green and gold that work no matter what's behind it.

The way the wind carries whatever's light enough for liftoff.

The negative space between the leaves.

Colliding clouds.

The random wave that catches light from the predictable sun. The water's surface like a shuffled blanket.

Collect the undergrowth in your hand. Lift it up. Drop it on the ground. It's always beautiful.

However it comes together, or however it stays apart, you never look at it and say that doesn't line up or those colors don't work or there's simply too much stuff or I don't know where to look.

Nature's out of line. Just right. You too.

-Jason

招聘决策 || Hiring judgement

2025-02-21T22:13:29+00:00

最终，判断力最为重要。这意味着招聘是一个直觉决定。尽管人们试图将大量科学方法注入招聘流程，但艺术始终占据主导地位。这在高管招聘中尤为明显。那些做出最终决策的人——他们以结果而非努力作为评判标准——最终是凭借经验和判断力被聘用的。这两种特质属于品质，而非数量。他们负责制定方向、评估形势以及在信息有限的情况下做出决策。整天他们都在做判断性决定。这就是你雇佣他们的原因，也是你决定聘用谁的方式。面对几位最终候选人，你决定谁在面对不确定情况时能更好地思考应对方案。这就是他们经验和判断力发挥作用的地方。这也是他们区别于他人的唯一之处。接受这种局面。你不知道，他们也不知道，大家都在猜测，有人猜得更准。你无法衡量某人下次猜测的能力，只能基于其他人的猜测做出假设。确定性只是幻觉。在人际艺术中，一切都是主观的。最终，这并非关于资历——而是关于你信任谁能在最关键时刻做出正确决策。归根结底，唯一客观的是你的决定，理由则不然。 -杰森
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In the end, judgment comes first. And that means hiring is a gut decision.

As much science as people want to try to pour into the hiring process, art always floats to the top.

This is especially true when hiring at the executive level. The people who make the final calls — the ones who are judged on outcome, not effort — are ultimately hired based on experience and judgement. Two traits that are qualities, not quantities.

They are tasked with setting direction, evaluating situations, and making decisions with limited information. All day long they are making judgment calls. That's what you hire them to do, and that's how you decide who to hire.

Presented with a few finalists, you decide who you think will do a better job when they have to think about what to do in uncertain situations. This is where their experience and judgment come in. It's the only thing they have that separates them from someone else.

Embrace the situation. You don't know, they don't know, everyone's guessing, some guess better than others. You can't measure how well someone's going to guess next time, you can only make assumptions based on other assumptions. Certainty is a mirage. In the art of people, everything is subjective.

In the end, it's not about qualifications — it's about who you trust to make the right call when it matters most. Ultimately, the only thing that was objective was your decision. The reasons were not.

-Jason

州长纽森：请帮助弗兰克林山火受害者 || Governor Newsom: Please help Franklin fire victims

2025-02-07T21:50:52+00:00

我为一位朋友重新发布这篇文字，因为她没有可靠的在线发布平台。这是她写给多家报纸的一封信。她的家庭是最近弗兰克林山火的受害者，而与其他近期山火不同，弗兰克林山火并未被纳入州长的灾难救济紧急声明中。这给那些失去一切、邻居和社区带来了毁灭性的后续影响。以下是她的完整文章。州长纽森可以用笔一挥改变这一现状，据我了解，他已经获得签署这一声明的机会，但截至目前仍拒绝了。如果你认识有人可以联系州长纽森，帮助让所有在弗兰克林山火中遭受重创的人得到应有的帮助，请帮忙。谢谢。 —— 马里布被遗忘的火灾：为何弗兰克林山火必须纳入灾难救济 12月9日，我的家在马里布的弗兰克林山火中被烧毁。就在该山火被控制后19天，帕利塞德斯山火爆发，并蔓延至我的社区。这场火之所以被扑灭，是因为已经没有什么可烧的东西了。尽管存在这种不可否认的联系，弗兰克林山火的受害者并未被纳入灾难救济计划，使我及邻居陷入困境，得不到任何支持。在这段时间里，我无法返回我的房产。我街道上的房屋仍然缺乏饮用水和基本的公用设施。通信杆被烧毁，使恢复工作更加困难。原本处理弗兰克林山火就已困难重重，现在又因帕利塞德斯山火而雪上加霜，但我们却被排除在救济计划之外。住房市场被挤满，哄抬物价使任何可获得的资源都变得无法负担。我无法获得帮助，因为我的火灾“不被计入”。我无法获得免费的毒素检测或由美国陆军工程兵团提供的免费废墟清理。我无法获得简化税收减免或财务补助。我仍在等待任何援助来支付我们全家在酒店住宿六周的费用，包括我们的宠物。原本预计是几个月的困难，如今却演变成预计两年的折磨——因为我在所有优先名单的最末位。最令人沮丧的发现是，我对这场灾难的保险保障严重不足。如果我能合并我的保险政策，我将有足够的资金重建。但因为弗兰克林山火未被纳入更广泛的紧急声明，我被禁止使用这一选项。如果弗兰克林山火能与官方认定的山火合并，我就能获得必要的保障来修复我的房屋。看到在弗兰克林山火后仅19天，帕利塞德斯山火的受害者就获得了广泛的福利和简化许可，令人感到心碎。他们可以无需许可，直接按原样重建房屋，甚至还能额外获得10%的补偿——甚至连房屋和化粪池都不需要申请许可。而我却无法获得这一豁免。我无法获得州政府支持的救济计划。我的社区，无疑属于这场灾难的一部分，却被忽视了。相反，我只能面对官僚主义的繁琐程序和空洞的承诺。为什么我的社区被排除在这些关键的救济计划之外？答案很简单：州长加文·纽森尚未签署相关文件。洛杉矶其他地区的山火——包括那些由纵火者引发的山火——都被纳入更广泛的山火救济计划。甚至从未触及帕利塞德斯的山火也包括在内。那为何不包括弗兰克林山火？马里布不仅仅是一个富人和名人的游乐场。它也是像我们这样的多代同堂家庭的家园。我出生并成长于马里布。我的祖父母在太平洋海岸公路购买的房屋，他们在1940年代购置的，被帕利塞德斯山火摧毁了。我父母的家——我的童年家园——也被帕利塞德斯山火摧毁了。我自己的家，我与丈夫和孩子居住的，就在弗兰克林山火爆发前19天被烧毁了。弗兰克林山火尚未熄灭时，帕利塞德斯山火就爆发了。我们仍在酒店，尚未找到可以租住的地方。我们是这场灾难的一部分，却在灾难应对中被抹去了。现在是时候将弗兰克林山火纳入紧急状态声明中了。我们需要获得救济、保险灵活性以及与邻居相同的简化重建流程。我们是这场灾难的受害者，我们应被认定为受害者。
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I'm republishing this for a friend who doesn't have a reliable place to publish this online.

It's a letter she wrote and sent to a number of newspapers. Her family was a victim of the recent Franklin wildfire, and unlike other recent fires, the Franklin fire wasn't included in the Governor's emergency declaration for disaster relief. This has devastating downstream implications on those who lost everything, and their neighbors and neighborhoods.

Here is her piece, in its entirety. Governor Newsom can change this with the stroke of a pen, and it's my understanding he's been presented with an opportunity to sign this into being, but has, as of now, refused. If you know anyone who can reach Governor Newsom and help make this happen for all the folks who suffered dearly in Franklin, please do.

Thank you.

——

Malibu's Forgotten Fire: Why the Franklin Fire Must Be Included in Disaster Relief

On December 9th, my home burned in the Franklin Fire in Malibu. Just 19 days after it was contained, the Palisades Fire ignited and raged all the way to my neighborhood. The fire was only stopped because there was simply nothing left to burn.

Despite this undeniable connection, Franklin Fire victims are not included in disaster relief efforts, leaving me and my neighbors in a dire situation with no support. During this time, I was unable to return to my property. Homes on my street still lack drinkable water and essential utilities. The communication poles burned down, making recovery even more challenging. The already difficult job of dealing with the Franklin Fire has been compounded by the Palisades Fire, yet we have been left out of relief efforts.

The housing market is overrun, and price gouging has made anything available unaffordable. I don’t qualify for help because my fire “doesn’t count.” I don’t qualify for free toxin testing or free debris removal from the Army Corps of Engineers. I don’t qualify for streamlined tax relief or financial benefits. I am still waiting for any assistance to cover my family’s initial six-week stay in a hotel with our pets.

What was initially expected to be a few months of hardship has now turned into an estimated two-year ordeal—because I am at the bottom of every priority list.

The most devastating realization is that I am woefully underinsured for this disaster. If I were allowed to combine my insurance policy, I would have the funds needed to rebuild. But because the Franklin Fire is not included in the broader emergency declaration, I am prohibited from accessing this option. If the Franklin Fire were bundled with the officially recognized wildfires, I could qualify for the necessary coverage to repair my home.

It is heartbreaking to see that just 19 days after the Franklin Fire, victims of the Palisades Fire have been granted sweeping benefits and streamlined permits. They will be able to rebuild their homes “like for like” plus an additional ten percent without the need for permits—not even for homes or septic systems. Meanwhile, I don’t qualify for this exemption. I don’t qualify for state-backed relief efforts. My neighborhood, which was undeniably part of this disaster, is being ignored.

Instead, I am left with nothing but bureaucratic red tape and empty reassurances. Why is my neighborhood excluded from these crucial relief efforts? The answer is simple: Governor Gavin Newsom has not signed off on it. Other fires across Los Angeles—including those caused by arsonists—have been bundled into the broader wildfire relief programs. Fires that never even touched the Palisades are included. So why not the Franklin Fire?

Malibu is not just a playground for the rich and famous. It is home to multi-generational families like mine. I was born and raised in Malibu. My grandparents’ home on Pacific Coast Highway, which they purchased in the 1940s, was lost in the Palisades Fire. My parents’ home—my childhood home—was lost in the Palisades Fire. My own home, where I lived with my husband and child, burned in the Franklin Fire just 19 days before.

The Franklin Fire was still smoldering when the Palisades Fire ignited. We were still in a hotel, not yet having found a place to rent. We are part of this disaster, yet we have been erased from its response.

It is time for the Franklin Fire to be included in the state of emergency declaration. We need access to relief, insurance flexibility, and the same streamlined rebuilding process granted to our neighbors. We are victims of this disaster, and we deserve to be recognized as such.