Stealth games can offer players some of the most immersive experiences in video games, with their often unforgiving mechanics that build anticipation and encourage patience. Combine the genre with the first person perspective, and you have a recipe for some incredible and immersive games like the ones found on this list.

In the beginning, 7 Days To Die players will make their tools and weapons out of stone. But, pretty quickly, they'll need to start upgrading their items as the days go on. It won't be more than a couple of weeks before the player will need to start making items out of forged steel.

Gaming on a budget doesn't mean sacrificing quality. Whether you're a casual player or a hardcore gamer, choosing the right monitor can greatly enhance your gaming experience. With a variety of options on the market, it's crucial to understand key features like refresh rates, resolution, and screen size. This guide presents the best gaming monitors under $200, providing choices suitable for all types of players.

Members can choose their own adventure with GeForce NOW bringing 18 new games to the cloud in August including Square Enixs fantasy role-playing game Visions of Mana when it launches on PC Thursday, Aug. 29.From cozy games to thrilling battles, theres something for everyone. Dive into the latest titles and experience powerful performance across all devices start with the six games available to stream this week.Plus, the limited-time GeForce NOW Summer Sale continues, offering a 50% discount on new one-month and six-month Ultimate and Priority memberships. Check it out before the deal ends on Sunday, Aug. 18.Awesome AugustFight for the future.Plunge into the heart of battle with Stormgate, a newly released real-time strategy game from Frost Giant Studios, which is renowned for its work on popular games StarCraft II and Warcraft III. In single-player or multiplayer mode, fight demonic invaders, build bases and command armies to save humanity. Get immersed in a rich storyline, explore diverse factions and experience a blend of new and classic real-time strategy mechanics.Members can check out the following new additions this week:Stormgate Early Access (New release on Steam, July 30)Space for Sale (New release on Steam, July 30)Cyber Knights: Flashpoint (Steam)Dark and Darker (Steam)Kunitsu-Gami: Path of the Goddess (Xbox, available on PC Game Pass)Kunitsu-Gami: Path of the Goddess Demo (Steam and Xbox)And heres a preview of whats coming later this month:Warhammer 40,000: Speed Freeks (New release on Steam, Aug. 6)Ratten Reich (New release on Steam, Aug. 9)Level Zero Extraction (New release on Steam, Aug. 13)shapez 2 (New release on Steam, Aug. 15)Akimbot (New release on Steam, Aug. 29)Gori: Cuddly Carnage (New release on Steam, Aug. 29)MEMORIAPOLIS (New release on Steam, Aug. 29)Visions of Mana (New release on Steam, Aug. 29)Breachway (New release on Steam, Aug. 30)Star Wars Outlaws (New release on Ubisoft, Aug. 30)Avatar: Frontiers of Pandora (Steam)Heading Out (Steam)Nine Sols (Steam)Saturnalia (Steam)We Were Here Too (Steam)Jammin JulyIn addition to the 22 games announced last month, six more joined the GeForce NOW library:Cricket 24: The Official Game of the Ashes (New release on Xbox and available on PC Game Pass, July 9)The Elder Scrolls V: Skyrim (Steam)The Elder Scrolls V: Skyrim Special Edition (Steam, Epic Games Store and Xbox, available on PC Game Pass)Kunitsu-Gami: Path of the Goddess (New release on Steam, July 18)Nobody Wants to Die (New release on Steam, July 17)The Settlers: New Allies (Steam)HAWKED and Flintlock: The Siege of Dawn (Xbox) were included in the July games list HAWKED will no longer be added to GeForce NOW, while Flintlock: The Siege of Dawn will be added at another time. Stay tuned to GFN Thursday for more updates.Starting in November, GeForce NOW will transition away from updating the GeForce NOW Windows and macOS apps for legacy operating systems, including Windows 7, Windows 8.1 and macOS 10.11-10.14. Members on these systems can still enjoy streaming on play.geforcenow.com via supported web browsers.What are you planning to play this weekend? Let us know on X or in the comments below.Which video game(s) do you have over 50 hours on? NVIDIA GeForce NOW (@NVIDIAGFN) July 31, 2024

Image: Netflix The Hargreeves siblings unite for one last end of the world Continue reading

While not uncommon for buildings to receive a gut renovation when being rehabilitated, buildings in Portugal tend to try and maintain as much of the original structure as possible. More than likely you will see remnants of a buildings historical past when examining renovation projects within the seaside nation. This is a result of properties located within designated Urban Rehabilitation Areas aiming to encourage preservation and rehabilitation rather than new construction. In the case of Saboaria, a new boutique hotel situated near Avenida dos Aliados in Porto, the building occupies the site where the Bolho Soap Factory once stood.The property features 28 spacious apartments, each designed for convenience and comfort. Saboaria combines homely comforts to create a sense of calm and well-being. The project, executed by local firms NN Arquitetura and NANO Design, alongside Studio Eduardo Aires, recreated the sensory and organic atmosphere of the old soap factory. The hotels founders, Uri Maeir, Hillel Gassenbauer, and Amir Madeson, were drawn to the historical value of the two dilapidated 17th-century buildings. After visiting over a hundred properties in Porto, they were inspired by the industrial character and history of the site.In Miguel Nogueiras words of NN Arquitetura: Practically was built from the ground up given that all that existed was ruins. There was already a third floor in this structure at street level, so we exploited that fact to extend it across the entire building, bearing in mind the city-facing front and the buildings relationship with its neighbors. The rest of the narrative depended on the surviving materials at the site: the cast iron on the doors led to new reproductions; the black and white hydraulic mosaic tiles in the bathrooms and entrance halls of some of the apartments were inspired by one of the original floors and the color of the wood, a kind of light green, was influenced by the old joinery.The result is an ambiance imbued with tranquil colors and textures, where bespoke Portuguese furniture harmonizes with eclectic pieces sourced from antique and vintage shops as far afield as India, Bali, and Thailand. In the common areas, the designers emphasized the striking 23-foot-wide grocers cabinet, meticulously crafted to complement the inviting lounge adjacent to the reception. This design choice aims to evoke the essence of an old factory, featuring various wood-lined display cases reminiscent of a laboratory.Photography by Alexandre Delmar.

How Figmas pricing is anti-product-led growthLast month, I paid for Figma for the firsttime.I wrote about the upgrade experience on Medium and showed that the number of paying teams is a big KPI for Figma right now, as well as the average revenue perteam.I got this sense from seeing a whopping eight prompts to upgrade in a single session and seeing a notable increase in the urgency of their upgrade messaging; now its all last file, 0 left, and youre runningout.The prompt I finally gave intoThis monetisation push shows in their numbers too: Figma hit $600 million in annual revenue last year (up 50% from $400M in 2022) and reported a 150% net dollar retention rate (i.e. every $100 spent results in $150 in the future). Well come back to Figmas tactic that boosts their net dollar later...but the TL;DR is that its darkAF.Thoughtful prompts toupgradeFrom a business perspective, these are incredibly attractive numbers.From a user perspective, I didnt feel annoyed about this persistent push topay.It was contextual and relevant to me. I use Figma for so much, I thought: its about time Ipay.And I was happy to pay - I love(d) thebrand.That was until I came to my first billing period where I almost paid 2X what Id just paid for my annual subscription.I also found 5+ examples of dark UX, bad friction by design and a pricing strategy that penalises Figmas core competitive advantage: the ease of collaboration.Ouch.Well walk through my customer journey map and build a picture of how Figmas payment flow and team management flow have degraded the trust I have in thebrand.How their pricing strategy is inherently anti-product-led growth.And why, now Im genuinely considering moving to Canva for all mydesigns.First up, where it all started: the upgradeflow.Initial red flags in Figmas upgradeflowIn June, I got to my last free FigJam file and was tired of deleting oldones.So, I decided toupgrade.I tapped the upgrade now on the module that told me this is your last free file in my top bar navigation, taking me to the pricingpage.And what a busy pricing page itis.Figmas Choose a plan pricing page is overwhelming for a few keyreasons:Theres 9 features listed, some with different details for eachplanTheres 5 prices on there: Dev mode, FigJam, Figma Design (for professional versus organization)The claustrophobic, boxy UI and small uniformfontsIm getting major choice paralysis and information overload hereWhats more, Im just confused.Is it just me or is it odd that 11/mo for a seat Figma Design in the Professional plan is way cheaper than the 40/mo/seat in Organization?The numbers dont seem toscale.The maths isnt mathsing.And even if the maths does make sense: your customers should not have to do maths on your pricing page. This is the job of the UX writing and UIto help the decision-making process.On the topic of UI, on one hand, I understand that boxy, almost-brutalist designs are popular in UX (think Reddit)brutalist UXis:Characterised by minimalist structures and raw materials, this digital design style emphasises simplicity, boldness, and a raw aesthetic.Angele LenglemetzAnd you can see these themes clearly in Figmas pricing flow: boxy modules, a raw look and simpleshapes.However, a pricing page should draw out the most important parts for you, and minimise the extradetail.With Figmas page, the difference between the information hierarchy is minimal, meaning it all feels like detail after detail: its hard to scan and makes me feel like I have to read every singleline.My least favourite (and most important) point, is that this page is in no way personalised for me. Im a consultant. I have no team. Just clients and their teams. So the messaging on professional alienates me: for your and your team. Org-wide libraries are lost onme.Once Im finished the maths and reading homework Figma has set me on this page, I pick the middle option and get to the Adjust seatspage.Where I have to do yet moremaths.Firstly, Im shocked to have gone from my expectation of 3/mo to 204 per year. I also see multiple math formulas 14 reduced to 11 X 1 seat X 12 mo = 168, but then 22%off6 reduced to 3 x 2 seats x 12 months = 120, but then 40%offNo idea where the 14 has come from or why theres 22% off my design seat in the first formula. It is also unclear if this is pre/post taxes based on the micro copy above theCTA.I also have annual selected, so unsure why the X12mo is in the formula (makes me think Im paying monthly).So. Many. Questions.So. Few.Answers.Moreover, I see that my client has been added to my team (hey Max).Whats odd, is that I have many clients, which leaves me questioning why is just one listed. Whats the logic that adds Max and notMaria?Curious.Anyway, I untick Max, and I untick Figma design to get a better total for 1 FigJam seat (all Ineed).By this point, Imtired.This is too much thinking for theuser.The lack of clarity around the numbers on the pricing page starts to erode my trust in Figmas ability to bill me correctly.A better flow would havebeen:Identify my user persona/cohortRecommend a plan formeSuggest I pay annually as itscheaperVery much like Canva, who personalise your paywall and UX flow to yourcohort:With that, theres one decision to make and I feelseen.Perhaps Figma have tested it and it worksbetter.Perhaps the confusion is bydesign.Who knows. A brief moment of joy as I get to the rightpriceI finally get to the review page, where I see a much better and surprisingly good total of43.20.This is a mini magic moment for me where I think: wow, this is socheap.My motivation trends up on my customer empathymap.I think: Such goodvalueOne year of Figma for ~40 (the cost of a meal out in London).Great. Post-payment another moment ofjoyI pay.Success!I even get a post-purchase experience on home, making me feel welcomed toPro.Its a very attractive module.Until you read it and realise the chronic lack of personalisation persists.The joy quicklydwindlesAs I read the module, I find myself becoming more and more alienated.I already know Figma isnt personalised for me as it hasnt got a tier for me (an individual needing more files). After reading the post-payment pop up, this feelinggrows.The copy lets this module down for two mainreasons:There is no personalisation: I havent paid for dev mode, but its listed here (bug perhaps?). I also dont really care about organising my files. I want to deliver for clients and create great workspecifically collaborate in workshops and in my UX review files. I also want secure files to keep my clients designssafe.The language is internal-speak: Files, projects, Dev mode. Theres little in the way of customer desires and pains written in my language.Whats interesting is that some of the messaging from earlier in the funnel really spoke tome:More control over yourfilesManage file permissions, password protectionReview who hasaccessI feel like either a different team has worked on the start of the flow versus the end, or Figma is in the process of improving the flow and theyre starting at the beginning with entrypoints. A clear email confirmationNext, I get a clear email summarising what Ivebought.At this point, Im clear Ive paid for one seat and for a year. All fine anddandy.Done anddusted.I can now get on with my workright.Right?Wrong.Before long, the maths and confusion resume. Going round in circles to find thesettingsAfter 5 years using Figma I still dont get drafts, files, projects, folders and teams (hmu in the comments if you can explain it tome).Figmas project and team set up confuses me to thisday.So, one morning I had a scare about permissions.I saw one client was part of my team and I was worried theyd have access to all projects in that team (i.e. access to other clientsfiles).So, I went to check my permissions settings for my wholeaccount.Or at least thats what I tried todo.I headed to the top left avatar Rosie and tapped settings in the drop downmenu.I hit a dead endno permissions, no billing settings.Back I go to my Figma home and tap the Professional badge, then view settings.After view settings I see a pop up with two tabs, when I tap members tab theres just me listed as part of theTeam.Which makes me relax alittle.Phew, only me with access to thisteam.In the settings tab, I then try to get to billing and find a hyperlink halfway down the page. Theres also a second route there via admin view in the black dropdown.Feels like amaze.And, Im starting to feel this is harder than it should be. Are they hiding my settings from me? Or is this just the results of multiple teams working on one flow? The jury isout.Then, I get to billing page and see a 74 bill waiting for me (almost 2X my annual plan that Ive just paidfor).What?!Mind-boggling. Sneaky seats added to mybillI see that, without notification via email or in the interface, Figma haveadded:3 Designseats5 FigJamseatsAt a total cost of 74 that will be taken in 4 daystime.Despite already confirming its just me in the team (via the first members tab), I head to the second members tab to see 14 peoplelisted.Five of whom Im now payingfor?Im shocked that Figmahas:Hidden the settings in a maze ofUXTold me in one place called members I have 1memberTold me in the second (hidden) place that I have 14membersAdded 5 members to my bill without notifying me via email or in the experienceIm also up against more confusion on this page, where I have to manage their permissions across three areas (team, design and Figjam) and choose between: Full, Viewer, Viewer-restricted (?!).Meaningif we do more mathsI have 42 decisions to make on this page in order to take people off my invoice. If that isnt friction by design I dont know whatis.Not only is this an example of unethical, dark UX, it is also anti-product-led-growth (PLG).One of the core components of PLG is that pricing is self-serve and simple. Its a no brainer to start and continue using the product. Youre also able to seamlessly share with others, who go on to adopt thetool.With Figma, Im charged for sharing and collaborating with others. Im penalised for collaborating.Instead of being rewarded for sharing and demo-ing the tool with 10s of people whove never used Figma before (which happens in my workshops regularly), Im penalised for collaborating withothers.If I have 5 clients each with a team of 10 in my workshops by Figmas logic, I should pay for 50 people. It becomes a very expensive workshop forme.Figmas pricing strategy, whilst adding revenue and resulting in a net revenue retention rate of 150%+, is anti-product led growth as it penalises the very growth-loop that gives Figma its competitive edge: collaboration.So, one-by-one, I meticulously change the 14 peoples access. I have to notify them all to duplicate the workshops, UX reviews and other boards into their files so they canedit.Annoying AF.Also annoying that free users get 3 files that can be collaborated on to an unlimited degree, but this isnt available for paidusers.A quick Google search shows Im not the only one whos experiencing this. According to various threads on Reddit, the dark pricing schemes are impacting not just freelancers, but businesses working with multiple freelancers (i.e. most businesses).one cannot, indeed, collaborate. Reddit threadhereThis is a knownproblem.a shady model indeed zyumbik. Reddit threadhereKnown by some for a while now, at least since this pricing strategy was inplace.And whilst Figma have made it easier to bulk-remove people (select then downgrade), in my eyes it isnt enough. They have also have a setting where you can add people as viewer-restricted bydefault.However a) I only found this out via contacting support and b) thats a poor workshopping experience.The 24hr live sessions also dont help, as I send my work out ahead of time for people to interact with async before our workshops. Which takes over24hrs.Now, each month Im going to have to add check Figma invoice to my admin list before Imbilled.Result?Complete lack of trust inFigmaAnxiety of foretting to un-seatpeopleMonetary cost of forgetting ()Apprehension about workshops with a large number ofpeople= A huge cost of collaboration.Compare this experience to the pricing page ofCanva:Canva is so clear in their seat costs and caps on their paywall. They also give me one decision tomake.Their policies around sharing are also created for the purpose of collaboration. Canva lets you collaborate with guests right away; you share a link that lets anyone edit your design without signing-in.Canvas FAQs aroundsharingIs it more expensive? Yes.Can I run workshops easier with Canva?Yes.Do I trust it more? Hellyes.Whats funny with Figma is that the base cost could just increase (given its so cheap), and instead of paying per collaborator you pay for up to X people, after which people are added. This would reduce anxiety and increase clarity aroundbilling.At the bare minimum be clear about your policies and notify people of invoicechanges.Its sosimple.This is so, so basic, that Im leaning towards the reason being dark UX by design, versus Figmas flow being built by multiple siloedteams.My customer journey in a nutshell Trust takes years to build and minutes to erode. For me, it took 5 years of loving Figma and 30 days of decline into distrust.Heres the customer journey map of how itwent:What have welearned?For me, theres 6 key takeaways from Figmas pricing strategy and monetisation flow:Price in a way that accelerates your value proposition: if collaboration is one of the competitive advantages of your product, price in a way that allows users to do that 10X. Paid users should feel like theyre getting the best deal: i.e. they can collaborate even more. Gating collaboration is a risk to growth, whilst it may bring in short-term revenue.Easy access to settings: as soon as managing users or billing is hidden, distrust rises. You want to show users that you have nothing to hide and you have their interests at heart. Transparency in billing and settings placement within the navigation iskey.Communications around billing: similar to the above point, communication is key. If changes are made to the invoice or subscription, users need to know inadvance.Personalisation: one way to increase retention is to make users feel seen and heard. If Ive paid for a product, only to become alienated with language that doesnt resonate with me, Im more of a churn risk. First understand your users, and then start with small changes to paywall language, payment flow and welcome message to make peoplestick.Expectation management: ensure that prices and numbers you use throughout the payment flow match. If Im promised 3/month and see a 200 bill, Im feel surprised, then confused, then suspicious. We want people to feel confident, assured and clear. So check your promises and manage expectations.UX writing: stop making people do maths throughout your payment flow and instead help them make the right choices. Make the flow feel easy, and calm their fears and anxieties through concise, clear, customer-centric language. Its the simple things that matter themost.Any more? Whatve I missed. Let me know in thecommentsFollow on LinkedIn & Medium for more deep divesFigma and the cost of collaboration was originally published in UX Collective on Medium, where people are continuing the conversation by highlighting and responding to this story.

The illusion of data as objective conceals that it rarely shows you the whole picture. Making decisions based on the easiest data to gather is a recipe for disaster.Last week, the former CMO of Nike published a rare deep dive into a marketing blunder four years in the making. As a firm believer in taking inspiration from analogous domains, I think there is a great lesson here for Product and UX to takeaway.Why do I think its relevant? Just tell me this doesnt sound familiar:Nike invested billions into something that was less effective but easier to be measured vs something that was more effective but less easy to be measured.On the advice of McKinsey, Nikes new CEO John Donahue decided to pivot to a data-driven approach, reorganizing the company towards digital direct-to-consumer sales and eliminating the former model centered on distinct categories. The allure is easy to recognize, and its the same trap that Boeing and other companies fell into over the preceding years.Coming up with new ideas is difficult and requires specialist knowledge. Moreover, it requires specialist knowledge to understand what those specialists are doing and therefore managethem.Meanwhile, slashing costs works the same way across every industry. And so Nike squared up to eliminate duplicate processes, streamline operations, improve efficiency, and increase productivityall those phrases that are meant to say whatever it is you dodo itharder.This kind of strategy was already a punchline in 1997 (Bellwether, ConnieWillis)How well did it work? Well, that depends on what the intent behind the strategy was. If Donahue intended to lose $25B in market cap and tank the stock price 32%, it was a smashing success. For those of us who dont think thats what he meant to do, it bears reflecting on where he wentwrong.The hard limits ofdataIt is wrong to suppose that if you cant measure it, you cant manage ita costly myth.W. EdwardsDemingData isnt worthless. Data is really, really valuable for telling you what has happened in the past. Great expense has gone into producing data that can tell you whats going on in the present. But as the 7- and 8-figure salaries of quantitative analysts at hedge funds show us, using data to extrapolate what will happen in the future is one of the most challenging things you can try to do withit.Typically, the way one would do that is by harvesting whats called warm datathe qualitative data that gives the numbers their meaningand then using that to tell a story about where the numbers aregoing.Unfortunately, thats not what online advertising does. As Phil Bastien calls out here the most common outcome of advertising data is that if you buy a couch, it must mean that you need morecouches.Phils assertion is easy to validatejust turn off Adblock and see if your experience matches that of the 1100 people who agree with user brain.curiosities onThreadsHuman marketers and merchandisers know thisits why you might see paper towels next to the BBQ sauce or buns and hotdogs together at the store. Humans could enrich you are buying bread with the qualitative data point toppings go on bread to create a delightful shopping experience. But getting dataeven data fed to an AIto do this is much harder than youdthink.Nikes decision to eliminate individual product categorieswho could marshal exactly this kind of expertisein favor of a generic one-size-fits-all data model created a problem that you can probably predict. This model performed the equivalent of handing out flyers for your pizza shop in the pizza shops lobby and signaled the business to reorganize from attracting new customers to pumping more money out of the customers they alreadyhad.The data-driven deathspiralMeasuring the wrong things is a fast path to disaster.JaredSpoolOne might propose that the entire profit motive behind the genre of creative work made up by brand, marketing, and design is to drive behavior change. We enable customers to do something newwhether by informing them that an option exists, or making it more attractive and effective to choose that option overothers.And this is where the trouble starts. Nikes incestuous strategy was bringing in data on existing customersthose whose behavior didnt need changing.This is an extremely common mistake in all kinds of industriesthe most vocal, most frequent, loudest participants in your research are the least representative of the total addressable market. The people who dontor cantuse your product barely show up on theradar.Its tempting to reach for the data thats easy to harvest and satisfy yourself with the online shopping data. Thats exactly what Nike did. As a result, their product priorities rapidly diverged from the kind of things ordinary customers buy, while product with mass appeal rotted in warehouses for lack of places to sell it. And the longer Nike chased these fringe customers, the more ordinary shoppers moved on to a competitors product.Letting data drive you is fixed-mindset thinkingA fetish has been made of quantitative methods and whole laboratories have been devoted to solving, with elaborate statistical machinery, problems which had very slight importance.Gregory Bateson,1944With the benefit of time and distance, its easy to condemn Nike for making this mistake. Its even easier to believe that we can avoid itbecause we would simply pick the right data to follow, instead of the wrongdata.Arrested Development: The One Where MichaelLeavesThe fact of the matter is that this mistake was made by experienced, intelligent professionals who also thought that they were doing the right thing. Its not enough to identify that they were wrong; we need to understand why in that moment, the wrong thing seemed like the best wayforward.And its easy to see how it would be. Nike is still one of the worlds most valuable brands, and chasing whales has worked well for many lesser firms. In an environment as risk-laden as 2020 was, it feels good to lean into your strengths and get a practically-guaranteed 10% (or whatever) bump in yourmetrics.Its also very tempting to close your eyes and pretend that the 10% isnt coming at the cost of larger losses elsewhere, because if you speak up it might be your job thats on the line in the next round of layoffs. It takes a lot of courage and conviction to push back against the dominant narrative. It takes research skills to form an informed hypothesis and business sense to convince people with budgets that it ought to betried.Validating what everyone already believes is far easierbut it adds no value. The value of research doesnt come from elevating people who are already shouting. It comes from finding the people who are not being heard, and adding their voices to the conversation.Then you can make a real data-driven decision: a decision driven by all thedata.Otherwise, the best you can do is commodity-grade decision-making.Nikes $25B blunder shows us the limits of data-driven was originally published in UX Collective on Medium, where people are continuing the conversation by highlighting and responding to this story.

Trouble at Castle Web.Continue reading on UX Collective

Big news on day five of the Olympics: the Seine was declared safe for swimming. In the world of table tennis, one of those "only at the Olympics" moments happened between the athletes of North and South Korea, and the Internet fell in love with the cheese gymnast. The Seine declared safe for swimmersHopefully, the drama over dangerous levels of E. coli in the Seine has ended forever. After a couple of canceled practiced in the morning, Paris's iconic waterway was declared safe for Olympic competition, allowing both the mens and women's triathlons to be held today. Great Britain's Alex Yee won the individual triathlon gold, coming from behind in the last moments of the race to snatch the gold medal from New Zealand's Hayden Wilde. Hometown boy Leo Bergere won bronze. France's Cassandre Beaugrand took home gold in the women's individual triathlon, followed by Switzerland's Julie Derron and Britains Beth Potter.Athletes from North and South Korea pose for photo Credit: Cyrus Janssen/X Olympic level table tennis is ridiculous. It's impossibly fast to watch, let alone play. Today North Koreas mixed double team of Kim Kum-yong and Ri Jong-sik shocked the world by winning silver after being initially ranked 16. South Koreas team of Lim Jong-hoon and Shin Yu-bin took the bronze, losing to Chinas Wang Chuqin and Sun Yingsha.But the real drama happened on the podium, when the athletes from the warring nations of South and North Korea met and got together to take an iconic, even historic selfie with each other. Cheese-loving gymnast Giorgia Villa wins silver Credit: Giorgia Villa-Instagram At this year's Olympics, Italy won its first medal in team gymnastics in over 100 years. But the internet was more interested in the cheese. Italian gymnast Giorgia Villa is sponsored by a Parmesan cheese company, so there are tons of pictures on Villa's Instagram of the athlete eating pieces of cheese in the gym, eating pieces of cheese while in a track suit, and joyously throwing pieces of cheese in the air. This is strange and mildly delightful, so the internet reacted with an outpouring of admiration and gawking. And isn't admiration and gawking what the Olympics is about?What to watch on day six: Simone Biles's big dayIf you're into big Olympic events, do not miss gymnastics on day six. Simone Biles is looking for a sixth USA gold in the womens all-around. Her main competition is likely to come from Brazilian Rebeca Andrade, and Biles' teammate and defending Olympic champion Suni Lee. The women's all-around final begins at 12:15 pm ET on August 1. Of course, Biles isn't the only show in Paris. Check out NBC's schedule for a look at more Olympic events.