Nintendo is back with more Switch 2 confusion: Zelda: Tears of the Kingdom won't support cloud saves on Switch 2, nobody knows why, and even Nintendo's own store pages can't agree
The Switch 2 continues to be a deeply confusing console, with Nintendo's latest curveball being a small notation at the bottom of some Switch 2 games' product pages saying those games aren't compatible with the Switch Online's Cloud save feature.
For the uninitiated, the officially titled Save Data Cloud feature is a perk of the Switch Online subscription that lets you save game data to the cloud instead of exclusively to your console. It's a simple, convenient way to back up save data and facilitate cross-console continuity, but for whatever reason, it seems some Switch 2 games just aren't compatible with it.
As spotted by the watchful eyes at Resetera, if you head to the American or European product pages for the Switch 2 version of Zelda: Tears of the Kingdom, it says at the very bottom: "Please note: this software does not support the Nintendo Switch Online paid membership's Save Data Cloud backup feature." As is Nintendo's way, there's no explanation.
Bafflingly, the disclaimer isn't present on the website for the Switch 2 edition of Zelda: Breath of the Wild, but it is there on the pages for Mario Party Jamboree and Donkey Kong Bonanza.
Confused yet? Me too! But just wait; it gets even weirder. If you head to Nintendo's Japanese websites for those games, the disclaimer appears to be absent. It's possible, I guess, that it just got lost in translation somewhere, but I dunno, I looked pretty hard and couldn't find anything about cloud saves at all.
I've reached out to Nintendo for comment and didn't receive a reply in time for publication, but I'll update this article if I hear back.
While it feels like the Nintendo Switch 2 news is constantly evolving at this point, you can keep up with our list of upcoming Switch 2 games to see what titles are on their way to the new console.
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The inaugural winner of the Dennett Prize was given to Andy Clark, professor of cognitive philosophy at the University of Sussex. Clark's groundbreaking work lies at the intersection of cognition, artificial intelligence, robotics, and neuroscience. Technical as it sounds, Clark channels Dennett in digestible examples. During his acceptance speech and subsequent lecture at the ICCS conference, Clark defined the Dennettian term of 'strange inversion' using the example of a pub that is known for its Guinness. We may think the pub's reputation is due to the exceptional Guinness pours, but in reality, the Guinness is exceptional because of the pub's reputation. In general terms, a 'strange inversion' turns received wisdom on its head. Andy Clark (professor of cognitive philosophy at University of Sussex) gives inaugural Dennett Prize ... More Lecture at Vitsentzos Kornaros Cinema and Theatre, Heraklion, Crete. July 5, 2025. Theodore McDarrah Clark was not shy in his admiration of Dennett. He called Dennett his 'major philosophical influence.' Clark continues, 'He was the first philosopher's voice that I had some affinity with. It seemed to me like a way of taking whatever you can from science, philosophy, or from anywhere else and using it to think about whatever you want to think about. That was so liberating. That's why I want to do philosophy.' Dennett was a long way from the French literature of Camus and Sartre that Clark studied as a young undergraduate, but, in his words, Dennett 'hijacked me.' Clark was far from the only person who felt the impact of Dennett's work at the ICCS conference. Many of the participating philosophers, cognitive scientists, entrepreneurs, and neuropsychologists had known Dennett for decades, maintaining a relationship far beyond professional. Moreover, the ICCS conference was itself an instantiation of Dennett; it combined disciplines and invited people outside of academia. This was intentional. Dmitry Volkov, a philosopher, CEO of the Social Discovery Group (SDG), and ICCS co-founder, is more familiar with Dennett's work than almost anyone. Volkov read Dennett's 1991 book Consciousness Explained, and 'thought it was really wrong.' According to Volkov, 'he was saying that language is basically the prerequisite for consciousness. So that meant he was denying consciousness in all the animals and denying consciousness in babies. I thought that was totally wrong, so I decided to tell him he's wrong.' After that first meeting, Volkov and Dennett became close, and the former eventually went on to write Boston's Zombie , one of the most comprehensive surveys of Dennett's theories of consciousness available. Like Dennett, Volkov is much more than just a philosopher. His philosophical life came after his tenure as a leader in the tech world at SDG. Still, he will be the first to acknowledge the profound impact that philosophy, especially Dennett's philosophy, has had on his leadership style. As we will see, Dennett's philosophical strategies can be directly translated to successful leadership tactics. Here are the three most important strategies. Understand First, Criticize Second When Volkov introduced himself to Dennett and immediately criticized his work, there were no hard feelings between them. On the contrary, Dennett welcomed the discussion. Importantly, it was a discussion, not a lecture. How do we know this? It is the only way Dennett would have engaged in the first place. Throughout his career, Dennett held a guiding principle: before stating a criticism, you must re-express or repeat back the point you plan to criticize in such a way that the person who initially made the point wishes she said it how you did. This proves that you understand. This may date back to Samuel Taylor Coleridge's golden rule. According to the 18th-century English writer, 'Until you understand a writer's ignorance, presume yourself ignorant of his understanding.' A business leader would do well to adopt this approach. Expressing that you understand a plan or policy before criticizing and offering an alternative proposal will make your counter significantly stronger. Finding Lingua Franca Dennett believed that philosophy is a discipline mediator. For Volkov, this is a crucial aspect of the success of both the ICCS and his business. Regarding the ICCS, 'we have computer scientists, neuroscientists, sociologists, anthropologists, we have different types of experts in different fields, and somebody needs to bridge the gap between the different languages of their domains.' This is the work for Clark and the other ICCS philosophers. The same is true for business leaders. With client-facing roles, more removed engineers, and positions in between all speaking different vernaculars, a lingua franca must be found. It is the leader's responsibility to refine the language and solidify the terminology for cross-departmental understanding. This will unify the employees. Furthermore, Volkov points out that this 'will also allow you to articulate the overall goals of your business in a way that is accessible to all team members. Without clear goals, then you cannot lead.' Challenge Perceptions Dennett's philosophy is full of strange inversions. His philosophical investigations start with some dogmas that are completely torn down by the end. According to Volkov, this is also how a successful business ought to begin. 'If you start a business with the default assumptions, you're likely going to build something that already exists. You're not going to be that special.' Conversely, if you begin with a contrarian view, you know you will be different from the others. We are beginning to see that Andy Clark and future winners of the Dennett Prize showcase just the tip of the iceberg of Dennett's vast impact. We should look forward to uncovering these other areas where Dennett can provide a helping hand.
