Thursday, December 14, 2023

Who Me? Yes.

See "How To Live Like A Cynic" by Ansgar Allen, December 6, 2023 at psyche.co ( https://psyche.co/guides/how-to-live-like-a-cynic-and-challenge-social-norms OR https://web.archive.org/web/20231207101328/https://psyche.co/guides/how-to-live-like-a-cynic-and-challenge-social-norms )

For a while I thought this was it. Not quite, but it's close. It's inspiration.

I keep thinking that if I had my life to do over again, everything would be different. True. True of me an everyone else, but how? Definitely more along these lines:

  • Improvise your life.
  • Live shamelessly.
  • Push against all boundaries.
  • Act with courage, refuse to respect the powerful.
  • Give up everything you can live without.

I also recommend "Mornings on Horseback" by David McCullough, an amazing and thorough book-length biography of Theodore Roosevelt. He lived somewhat along the lines of the principles listed above, better than I have, though much more conventionally than Diogenes. Everyone has lived much more conventionally than Diogenes, but it's the core ideas. Very similar in both cases. Both fearless beings.

Particularly, in my case, I come from people who try to fade into the background, and had almost no education in how to get through life from my parents. They were both clueless, both the youngest of large families, my mother being a good little girl and my father being a spoiled brat who never worked. Both incapable of actually dealing with what life threw at them.

Being shy, and bookish, and having no clue about anything, and seeing my relatives wander aimlessly through their own lives, I grew up making lots of mistakes. Mostly mistakes. All the way through. My whole life so far has been one continuous mistake.

I have missed nearly every opportunity, played by the rules, deferred to authority, hoped for the best, and continued getting it all wrong.

Now I'm revamping myself, reinventing, reforming, redoing. Though I no longer have to work for money, I am working, working at making myself the person I should have been all the way through. My one practical talent is that I know how to live within my means and with that have always been good at saving money, so I've got enough of that anyway, and its freedom.

I read Allen's "How To Live Like A Cynic" piece, and then got his book and a couple others on cynic philosophy and started reading them. And quickly gave up on all. Three academic works, going into endless detail about everything except the subject that I was interested in. The bullet points above do a better job, and Allen's piece is stellar. He hits the relevant points and covers them in enough detail to get the core ideas across. That's enough right there. You don't need more.

I'm thinking a lot here of software development, but I'm actually more interested in process than in programming, though in my so-called "professional" life, producing software was supposedly the goal. In line with this, I'm also working my way through Andy Hunt's "Pragmatic Thinking and Learning: Refactor Your Wetware", which is all about thinking. Also great. Ground-breaking, earth-shaking. More than reformative. Revolutionary.

For me it's all about the principles. I'm abstract, more interested in "what" and "why" than in "how". Cynicism and pragmatic thinking have been key parts of me since the beginning, and I'm only now, late in life, realizing that, and identifying who I could have been and what I could have done. I'm an inventor, a designer, a creative, iconoclastic dirty-fingernail philosopher. For me, what works is what works, and I keep trying to figure that out, no matter how anyone else does it. ("If it ain't broke, don't fix it," and "We've never done it that way" have always enraged me, and will forever.)

OK-fine and too bad. My life has been a waste, but here we are.

At least I do recognize the truth of things and am working on it. I like clarity and direction, unencumbered by the clutter of life, so once again:

  • Improvise your life.
  • Live shamelessly.
  • Push against all boundaries.
  • Act with courage, refuse to respect the powerful.
  • Give up everything you can live without.

These are things that I've been doing all along, but accidentally, too quietly, in private, internally, without a real plan.

I'm not now headed for the street to run up and down, howling, and knocking the hats off people to get my point across. No. I plan on asserting myself when necessary, standing my intellectual ground, never being intimidated, living bullshit-free, and just getting on with it. Anyone else wants to do it a different way, fine, go ahead. Not me. I won't get in your face unless you force it.

It's December, the Xmas season, again. When I was five years old I badgered my parents until they finally gave in and admitted that Santa Claus was a fake, didn't exist. That's me. I'm proud.

And that was about five years before we had television. Before we had television, so I wasn't seeing programs every night with plots about guys dressing up in funny red suits to lie to children. How I figured it out I don't remember, but I did. Santa Claus is the first deep societal evil perpetrated on children.

I got past that and want to live the remainder of my life getting past the rest. End of story.

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? As above.

 

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals

Wednesday, November 29, 2023

As If It Mattered

This can't be a new idea, but it is new to me, and I doubt that very many people have paid enough attention to the problems of software to have thought it through well enough.

Estimation. How long will it take? When can I have it? Why isn't it done yet? Perennial issues. I know — writing software isn't the same as building a bridge. Writing software isn't building anything. Writing software is imagining something.

The building part is hitting a key or two and generating another copy of the runnable software, but the writing of it is not equivalent to construction. The writing of software is equivalent to one part of the planning and design process. Equivalent to one of the last stages of that, but still not the same as piling bricks on top of each other.

And yet, especially with what is called "agile" software development, or more often these days, what has been congealed into "Agile", the process depends on starting by asking naive users of an existing system, or equally naive future users of a system not yet built, what such system should do: Getting "user stories".

Does anyone suppose that this might be a way to build a nuclear submarine? A power grid? Would anyone ask a few random commuters how a new highway bridge should be built? No? Then why ask "users" what a software system should be like?

It seems to me that any business that needs a software system should put muscle into the process, should get serious, should actually commit. Experts should come in on the first day and really seriously hash out in detail what the laws are, what the business requires, how things are done now and how things need to be done once the new software is in place, and skip the story nonsense.

User stories be damned. Get serious already.

Sure, lots of big material projects go sideways all the time, but no one starts building a bridge across a river and ends up with a barrel factory. Because people are committed to getting it right. Things get sloppy when people do, not because things are inherently sloppy and completely unpredictable. Pay attention, work closely together, and don't let anything happen without it receiving close and continual scrutiny.

Run this sort of system a couple of times and you have a factory that can generate solid, clean, working software, and if you need estimates, then good ones ought to come along as an inevitable part of the process.

Can't be that hard, not if anyone really cares enough to treat development as if if mattered.

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? Haven't quit thinking yet.

 

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals

Wednesday, November 8, 2023

Why

So I just finished reading all the books put out by Basecamp/37Signals: "Getting Real", "Rework", "Remote", "It Doesn't Have To Be Crazy At Work", and "Shape Up".

They have a process. It works. It works for them. Beautiful. I learned lots.

And I have been wondering how this might have worked in the world that I formerly inhabited.

Basecamp/37Signals (whichever name the organization has finally settled on these days) has for a long while been a smallish private outfit that sold a few different pieces of software. Mostly that was just one: "Basecamp", a project management system developed in-house and made into their only product.

A couple of years ago they then created "Hey", an email system, so they have two products now.

Me, I worked most of my so-called career in state government. Luckily I escaped with my life but though heavily scarred I am still interested in process, and I have been wondering how the Basecamp approach might work for systems that are still back in the age of stoneheads.

Government work, at best, is severely constrained by laws. Supposed to be, but it's sloppy. But it's supposed to be based on law, so let's go with that. That's one thing.

Another is effectiveness, or not.

There is "10 Principles of Effective Organizations" by Michael O'Malley, as published by the Harvard Business Review.

The principles as defined by that are:

 1. Encourage cooperation.
 2. Organize for change.
 3. Anticipate the future.
 4. Remain flexible.
 5. Create distinctive spaces.
 6. Diversify your workforce - and create an inclusive environment.
 7. Promote personal growth.
 8. Empower people.
 9. Reward high performers.
10. Foster a leadership culture.

Nope. Not where I worked.

Where I worked, the watchword was "wait", and none of the above items applied, or were even known. If "wait" wasn't emphatic enough, then there was "If it ain't broke, don't fix it." That worked too.

An as an extreme edge case, anyone especially daring might have added "Ask your supervisor." But you could never tell how things might turn out if you made a target of yourself, so quiet waiting was always the best plan.

Then there is the "Capability Maturity Model" as another gauge of effectiveness.

Its levels are:

1. Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented repeat process.

2. Repeatable - the process is at least documented sufficiently such that repeating the same steps may be attempted.

3. Defined - the process is defined/confirmed as a standard business process.

4. Capable - the process is quantitatively managed in accordance with agreed-upon metrics.

5. Efficient - process management includes deliberate process optimization/improvement.

Nope. Again.

There was none of that either. Even level 1. We were never that organized, anywhere I worked, especially the "individual heroics" part, because you were either supposed to ask your supervisor, which could be dangerous (The nail that sticks up soon sees a hammer.), or better yet, "wait". No matter what, something always happened eventually, so waiting was terrific.

Anyway, at Basecamp/37Signals, according to what they've published, they usually let things ride until they see a genuine need to alter/extend/improve their product.

Once there is a clear need, they assign a small team to "shape" a problem/solution set, coming up with a general direction for a design and a general set of requirements. After that, upper management picks what looks most promising (what they call a "bet"), and they go into a six-week development cycle. At the end of that, they either have a finished project or something that they need to abandon, at least for the foreseeable future. Then they spend two weeks cooling down, cleaning up, and ramping up for a new cycle.

What I don't get is how they start on a completely new product. You can't pick a part of that to improve, or a part to add, since there isn't anything there to improve or add to, but they don't cover that part in any of their books.

And since the business is both private and privately held, they don't have the dozens or even hundreds of legal requirements that a state government agency would have, not to mention perennial funding issues.

But it seems to me that one huge problem in government work is that basically no one cares. Some people do, but they're either demoted or fired, or maybe just defined as crazy and ignored. The real problem where I worked, as I see it, is that the legislature would meet, pass a bunch of laws, and then the legislators would all go home again.

The next phase involved the governor turning around and passing the new requirements to all the state agency heads, and going back to posturing and planning for the next election.

The heads of the state agencies would take the directives they got, hand them off in turn to their deputies, and return to posturing and playing politics, and maybe planning their own run for governor.

The rest was a continued cascade of delegation and dilution of responsibility until the directives became so feeble and confused that no one knew anything specific any more, so they waited, listening for any howling and/or bellowing from on high. At that point someone might get to work, but reluctantly and very slowly, because you can never do the wrong thing if you don't do anything, and you can be punished only for doing the wrong thing, which can't happen unless you actually do something. So there.

And a lot of people were just plain incompetent. The branch of the last state agency that I worked for had a head of IT who got the job because she was a friend of the head of that branch and would qualify for higher retirement pay when she retired from that position in a couple of years. At the time of her appointment, she had never used a computer, and though she then got a desktop computer, she didn't even know how to turn it on. Head of IT. True. I was there.

Yes, I'm glad that I finally quit. At least I got that part right.

And another thing.

I've also been thinking about a short conversation I had with a barely post-highschool guy a couple of decades back. He was apparently a real hotshot with MySpace. Could do anything that it was possible to do there. Had a lot of followers. Lived to code. Got angry when I suggested that he should also work feverishly and relentlessly on his communications skills, never forgetting the spell-checker. All as a real leg-up on any competition.

I was trying to helpfully pass on a tip, but he took it personally, like I was his prissy seventh-grade English teacher trying to scold him with a personal putdown, correcting him when he said "cootnt" instead of "coodent" when pronouncing the word "couldn't", or something like that.

But you can't really talk to people who know it all, until they eventually learn the hard way. (MySpace experts — where are they now?)

So it occurs to me that the essence of getting anything done, formal process or not, especially with software, is covered by three principal ideas:

1. WHAT
2. WHY
3. HOW

The "HOW" part is coding, what the code monkeys and high-testosterone highschool boys think is important.

If my conversation with the young hotshot had been in 1967 instead of 2007, he would have been aiming at a career in either auto-body repair or auto mechanics, and he would have been completely unimpressed by anything else, because of his Mad Buffing Skillz, with which he would soon dominate the world.

Instead, he knew the computer programming equivalent of highschool auto body repair and knew deep in his heart that he was legend, and that masses would soon bow down.

As a former co-worker of mine said, when he became ranked high enough at work to be on hiring teams, he could teach a chicken to code, any chicken, but the important part was being smart, being able to identify problems and think through them. I.e., knowing how to focus on the actual business issues.

"WHAT" is also important, more important than "HOW". The "HOW" part really doesn't matter that much. If it did, then we wouldn't have so many programming languages. Maybe just one. Just one that made all things happen. But there are whole batches of them all over the place, and new ones every week, so if there are hundreds of ways to do "HOW", then "HOW" really ain't that significant.

So the summary judgment on "HOW"? Right behind "WHAT", but way back. Meh.

The crux is "WHY". Why do something, after all? What you do and how you do it come way later. It's the "WHY" part that drives everything. Why this, why that, why not the other, and so on. Without a good "WHY", it's best not to even start.

This is the part that Basecamp/37Signals gets right, and none of my work life did.

They work to improve what they've got, when there is a good business case for it, and they improve what they've got when they realize that a particular improvement is more relevant than anything else.

Simple, direct, effective. Versus endless confused thrashing.

True, Basecamp/37Signals is still private business, privately held, and the whole deal would work a bunch less well in big businesses, let alone the creaking, dark dungeons of government, but me, I'm free now, haven't had to work in years, and am now able to explore the real meaning of excellence and fantasize about the life that could have been.

At least there are some who live glorious, rational lives, knowing which is in a way nearly as nice as if I had been able to do that, so there is that then, and I salute them no matter what.

 

Refs:
Effective Organizations
Effective Organizations, alt link
Capability Maturity Model
Capability Maturity Model alt link
Books by Basecamp

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? Slow learner.

 

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals

Wednesday, October 11, 2023

So Now I'm A Borgler

Borg. I did it.

I'm not sure why, but I guess I had to try.

I had and still have a good data backup system that I created on my own. I have had to restore whole directories from it, and it works. I trust it, but of course it isn't perfect.

The system that I wrote is slow and also redundant. In a way, those characteristics are positive, slow less so, but I can live with slow if that's what it takes to do it right.

Redundancy means safety. Because with redundancy I know that I have multiple copies of irreplaceable data, saved daily. I have the space to store multiple copies of my data, so the only real issue with my in-house data backup system is that writing four to five GB of data to external drives takes a bit of time, and I have been doing it twice a day.

But then I read about other ways to do this sort of thing, and there are several well-known systems, Borg probably being the best-known, so I just got a bit itchy to try something, and started with Borg because it looked like the most complete system and the one with the longest and best track record. Maybe I was most interested because Borg is a "de-duplicating" backup method. In other words, Borg does not re-copy the same data on each backup. If Borg has safely backed up a directory or file, and that directory or file has not changed, then Borg leaves it alone.

Learning about Borg was confusing though, and despite me having it working now, and working well, there are still some things that I cannot figure out. They're minor but annoying in that I spent a lot of time on them without getting to solutions.

The main issue is that in my original backup process, I created a list of directories to back up, and put that list into a file. When the process runs, it reads in turn from that file the name of each directory to back up. If I ever decide to add or delete a directory from the process, then all I need to do is to edit that file and the backup process follows the new instructions on its own without needing to be edited.

I could not get Borg to work this way. The best I could do was to get Borg to read the contents of my backup list file and back that up as a single line of data, and then quit. This was after trying everything that I could think of.

Part of the issue may be with bash. Bash is at best obtuse, with a heavy overlay of flat-out weird, and I will never be an expert. And I don't want to be one. Given that though, I have written a bunch of bash scripts to do various things, and my original backup process is written as a set of bash scripts, and it works. Borg resists.

My original process goes through my list of directories to back up and uses tar to put each directory into a separate tar file. That's the backup script itself. I have a second script for the second half of the process.

The second script pushes the backed-up data to whatever external drive is plugged in. All I need to do is to tell this second script which backup this is. I have separate external directories for Sunday through Saturday, another one for mid-month, and another for month-end. Other than that single instruction, entered numerically from a menu as a number from 1 through 9, everything is automatic.

Borg is even simpler and unbelievably faster, but I had to embed the list of directories to back up as literals into the Borg script. So to add, rename, or delete a directory from the Borg version of the backup process, I need to edit the Borg script and not just an external, read-only file.

This is annoying. I'm sure that there is a way to get Borg to read from an external file, but not here, not now, not by me, and no, it's not in the documentation. Not clearly enough to be recognizable and understandable by me.

I did test Borg's integrity by restoring a backup and comparing the total size of the restored data, and checking some of the filenames and file sizes.

That all looked good, but I've decided to keep using my original system for a monthly backup, and for a couple of weekly backups, like Wednesdays and Saturdays. Makes me feel safer. It can't hurt to have a little redundant data lying around, at least until I completely trust Borg, and restoring data from a Borg backup requires Borg to be installed. Restoring from tar backups requires only generic tar software, which is almost universally installed.

But, even given Borg's confusing and incomplete documentation, I do like it a lot.

Actual data backups usually take somewhere in the low hundredths of a second, and writing new data into my repositories takes only a couple of seconds more. I'm almost always done with a backup to one external drive within 15 seconds at most, and that includes connecting the drive, running my Borg script, and unplugging the drive again, even my very slow thumb drive.

Can't beat that one.

So for now, unless I need other features, and happen to find something else that is significantly better, I'm relying on Borg for my routine backup needs. Nothing else does look any better, and most tools look worse.

I did check Restic, which got a slightly higher rating on one review site, but Restic looks far more confusing, much more oriented toward business and server system backups, has even more confusing documentation, and is far less mature. Methinks I don't want to mess with it.

True, Restic is written in Go, while Borg is written in Python, so Restic may be much faster, and may be certifiably much faster, but Borg does my small backups so fast that I would never notice a difference. I don't have terabytes of data to wrangle. With a de-duplicating process, it's more like a few hundred kilobytes per day, if even that much.

So then. I was happy to give up trying to understand Restic at all, and decided to just stick with Borg, which I already had working.

I use Borg daily, it works, and there is no fussing around. Good enough.

Done.

 

Refs:
BorgBackup – Deduplicating archiver with compression and authenticated encryption
Borg Documentation Borg Documentation — Borg - Deduplicating Archiver 1.2.6 documentation
BorgBase - Simple and Secure Offsite Backups
borgmatic

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? Temporarily feeling good about myself.

 

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals

Wednesday, July 19, 2023

Mind The Gap

See the Paul Graham essay (www.paulgraham.com/gap.html) of the same name.

I like this essay. It made me mad at first, but then I caught on and it made me feel good. I got giddy realizing that I'd been wrong all these years, and my problem wasn't figuring out what I wanted to be when I grew up, or finding the right job, or figuring out how to be extroverted and fearless enough to go out and talk people into working with me, but my problem was just relaxing and giving myself permission to grab whatever it was that I wanted and needed in life. Honestly, and through hard work, sure, but grabbing need not inspire guilt.

If there is no shortage of wealth, then I can have as much as I want, and I don't have to worry where it comes from. If I don't happen to create my quota then someone else will just make more, because wealth is not found or given but created. So easy.

Mr. Graham has opened my eyes: "making money is a very specialized skill...but when a few people make more money than the rest, we get editorials saying this is wrong.... What causes people to react so strongly?

"(1) the misleading model of wealth we learn as children

"(2) the disreputable way in which, till recently, most fortunes were accumulated

"(3) and the worry that great variations in income are somehow bad for society."

Because we're given money as children, and do not earn or manufacture it, we grow up with a distorted view, he says. In the past, fortunes were created largely by taking what others had and saying, in effect, "It's mine now, just come and try to take it back and I'll kill all the rest of you too."

And now that the world has become so technologically intense, some of us can be ever so much more productive than others, and we get fantastically rich because of it, and the poorest among us are fantastically richer than the poorest of the past, and both the poor and rich alike are now all pretty much the same. We eat the same foods, buy the same goods, live in houses with central heating, drive cars, and so on.

So what's the big deal then? Why should anyone get upset because Mr. Bill Gates owns something in the neighborhood of $60 billion, and the average person with a median sort of income makes somewhere in the neighborhood of $50,000 a year. Does it matter that an average person would have to work 1,200,000 years to equal that wealth?

Yes.

One of the current political arguments is about inheritance of wealth. Some refer to taxation of inheritance as a tax on dying. I understand that there is something called an estate tax and something called an inheritance tax, and that the former kicks in upon death, and the latter upon descent of value to one's heirs. And that isn't the issue.

Neither is the amount, or the cutoff value.

What is relevant is that we live in one world and that wealth is not infinite, and neither can it be created on the fly. Sorry, Mr. Graham. Such taxes exist because wealth is dangerous. Hardship we can handle. It brings us together and coaxes the best out of us. Not so with being wealthy, especially if we inherit it. It sours us. That's why we tax inheritance.

I know all too little about economics, but one of the things I do know is that there are various kinds of industries, and the wealth-producing industries are those like mining, fishing, hunting, agriculture, in which value is either directly removed from the belly of the earth itself, or free natural processes are harvested. Without sunshine, air and water, agriculture would be pointless, and agriculture would be pointless if a farmer had to produce light, heat, air and water to feed crops and livestock. What gives farming a shot at profitability is the availability of energy, substances, and processes that are there for the taking.

Yes, farmers may have to pay for the use of irrigation water, or pay to pump it from the ground, but they don't have to create hydrogen and oxygen, combine them, capture the resulting water, and apply it to their plants. No farmer has to create plants or animals from piles of minerals, and invent metabolic pathways that consume water, air, and nutrients, and then provide nourishment. It takes smarts, care, hard work and luck, but the basics are there for use by anyone, for free.

All industries except for a very few just transform that wealth which is created, and since wealth, fundamentally, is material, it is limited. Don't confuse energy with immateriality. Energy is equivalent to matter. They are two aspects of the same phenomenon. It is also limited. The universe at large may contain more matter and energy than humanity can even comprehend, let alone use, but right here where we live there are limits.

"Materially and socially, technology seems to be decreasing the gap between the rich and the poor, not increasing it. If Lenin walked around the offices of a company like Yahoo or Intel or Cisco, he'd think communism had won.... Everything would seem exactly as he'd predicted, until he looked at their bank accounts. Oops," says Mr Graham.

But it's just not so. Technology and politics are increasing the gap between rich and poor. It may be true in the past that the nobility lived far better than the other 98% of the population, and that a simple peasant could never have dreamed of becoming king. A peasant may have dreamed of having enough bread to eat, but no more.

But in that far distant past, almost everyone was pretty much at the same level, the other 98% of them. They may have been abjectly poor compared to even our common homeless street alcoholics, and diseased, and ignorant, but there was no real gap. Everyone was like them, except for a few exotics in feathers and brocades, who lived in high palaces and kept armies. Those few were seen as gods, not as rich humans.

Those clever youths mingling freely in bright offices of technology companies did not create the world. And we cannot compare them only one to another. There never was, is not, and never will be the self-made-man. We depend on each other. We are better now at extracting and shaping the things we can harvest from the earth, and make a much wider variety of things from out common raw materials. Because of our education (from knowledge slowly built up over the last 4.5 million years of human existence) we have learned about new raw materials. We no longer seek only to mine silver, gold, copper, coal, iron and lead. We now make from sand machines that think. But the sand is still free. We take it and use it but no matter how clever we might be, we still can't afford to make it.

But even beyond that, there is the use of the rest of the world's people as raw material. Those bright young happy people in offices are not the whole story. We should not compare them one to another, but to the rest of the world's peoples.

If a factory in Mexico can make shirts cheaper than one in Cincinnati, then it's off to Mexico with the factory and our jobs. Then to India from Mexico, and then to China from India, and to Vietnam, Laos, Malaysia, and who knows where. Anywhere people are paid less for more work is good for our cubicle dwellers. Cheaper goods means that they keep more of the money they make, and through taxes apply subsidies for our own industries, so they and we get wealthier and wealthier. Some of us. Not all of us.

Some of our own, lots of our own in fact, are going down with the ship as well. It isn't just the farmers of India who are paid so little for their crops that they can't afford to eat. Even though the grain they produce is sold to Australia and Europe as cattle feed, and even though some is repurchased and imported back again into India to serve as emergency rations for the poorest. Even in this country the price paid farmers keeps dropping while retail prices hold steady. And many Americans scratch through food banks now, seeking enough to just get through the month.

It doesn't matter much that as Palagummi Sainath has said, India ranks eighth in the world in the number of billionaires (as figured in U.S. dollars, no less). India is getting both richer and poorer at the same time, as the gap between the richest and the poorest widens. As it is in this country, which has the biggest gap among all "developed" nations. And we can feel it.

We're long past the time when one income could support a family. Like it or not, many women if given the choice would prefer to work at home raising their children. It happens that women are really good at that, and it can be really good for children. But few can do it, because even with a woman and her husband working, they still have trouble getting by these days.

No, wealth doesn't come out of the air. It doesn't materialize when smart, educated, driven people apply themselves. That's needed, but wealth grows exceedingly slowly if it has to be created. Only when wealth is taken, as Mr Graham has said happened in the past, does the graph take a sharp upward jump.

And we are more and more rapidly taking from the poorest of the world to benefit the richest. We are taking resources and labor from the poorest of the world and using them for our benefit, and not giving back. We are dealing with the lowest bidder, the one who does not provide clean water, enough food, medical care, education, and who does not enforce even the most basic labor laws. And that's one reason why we are getting richer.

Some of us.

I simply don't agree with Mr Graham that "in a modern society, increasing variation in income is a sign of health". I believe that the opposite is true. Wealth creates both economic and political power, and the wealthy use power to become even wealthier and more powerful. That is the way it is today, and that is the way it has always been. We are too weak to control our lust for wealth and power. It is the human disease.

That is why the United States has a constitution.

If you want a truly healthy and happy society, one full of rich competition and growth in the arts, sciences and in business, you need to have an egalitarian one. One that has learned from the sad mistakes of human history. One that is wise enough to know that unchecked capitalism is as dangerous as unregulated military power.

If wealth is good, and a gap in wealth is better, and increasingly better as it grows wider, then power is also good, and a disparity in power is better, and absolute power is best. Either route will lead to an intense concentration of wealth, political power, religious power, police power, and military power. Dictatorship. The ultimate monopoly. It always happens. That is not what I want for the United States, or for the world as a whole.

Mr Graham ignores the story of Europe, a subcontinent that has learned the hard way. The European Union has a larger population than the United States. It is wealthier than the United States. Its people are better educated and happier. They all have health care, and don't worry about their pensions. They have high taxes and they pay them willingly. They know what the alternative is. They know what they're getting for the money. Several countries, including France, even have higher productivity than the United States. Bite that.

Europeans know that too much difference between the two ends of the economic spectrum creates problems for everyone. It isn't a personal moral failure to be poor, it's a social moral failure. It makes sense to share. An educated population can adapt and innovate. It can be more creative and peaceful. A healthy population need not fear epidemics bred and spread through a diseased underclass.

Toward the end of his essay, Mr Graham says a couple of interesting things.

"If I had a choice of living in a society where I was materially much better off than I am now, but was among the poorest, or in one where I was the richest, but much worse off than I am now, I'd take the first option.... It's absolute poverty you want to avoid, not relative poverty."

This is of course just the opposite of reality. Poverty is poverty. Being poor in a rich society is a little better than being poor in a poor society, but not much. The poor always suffer more. It doesn't matter whether they drive old cars or walk shoeless . The status of poverty is the crime, and the poor live shorter, less happy and less healthy lives because of it. Period.

And if Mr Graham lived as a rich man in a poor society, he would be much better off. If it bothered him too much, he could use his wealth to do good. This is rare, but some have done it. Without modern medicine and sanitation he might die relatively young, but maybe not. Many premodern societies were full of the elderly. It was the first five years of life that were the most dangerous. After that, if you didn't have to work too hard, if you were rich, you probably had it made. And the rich get a big boost just from being rich, and from being powerful. That's why they lived into old age.

Mr Graham's final comment is "You need rich people in your society not so much because in spending their money they create jobs, but because of what they have to do to get rich. I'm not talking about the trickle-down effect here. I'm not saying that if you let Henry Ford get rich, he'll hire you as a waiter at his next party. I'm saying that he'll make you a tractor to replace your horse."

Um, yes he is. It's right in there. "In spending their money they create jobs" is a standard line of the wealthy, even though he says it isn't so. Every wealthy person believes in an absolute, innate right to their own wealth: because I am wealthy I am good, and because I am wealthy I create jobs all around me, and so I deserve to be even wealthier, because I am blessed. If I were not blessed, I would be poor too.

But try to find a person who actually manufactured a significant portion of his or her wealth. It doesn't happen. My wealth comes from getting someone else's wealth. It's that old economic thing again. Money does grow on trees, and in oil wells, but hardly anyone gets it there. It's too much work. It's much easier and more fun to get it from someone else. Just to pick on Bill Gates again (well heck, everyone knows who he is), he didn't create wealth. He accumulated money from you and me for a long time. What he has now was once ours, and we willingly gave it to him.

Therefore he is now rich. Not a self-made man, but one that you and I made.

Will you pray for him? Or for Rupert Murdoch? Or for Warren Buffett? Larry Ellison? Do you sob with joy when you think of what Donald Trump has done for the world? How do these people compare to Albert Schweitzer, Mohandas Gandhi, Martin Luther King, Jr., or the Dalai Lama? How about Jesus?

Rich men, were they? Self-made millionaires? Do you admire them because of that? Or because they gave? Who's powerful now?

What really does matter? What is the value of a rich man, except to excite our own greed? Is there even a single thing to admire about a rich man? Isn't wealth a measure not of how much one has, but of how much one gives?

Mr Graham would not want to live as a poor man in a rich society. The basis of his essay has an opposing thrust. He is an entrepreneur. He values accumulating and winning. To be happy as a poor man means that he is not an entrepreneur. But he is.

If free enterprise is followed to its limit, and the accumulation of wealth is worshipped above all else, well, it leads somewhere we've heard of. It was called the Dark Ages. There is no such thing as a free lunch. We can't all be rich, and unfortunately, being rich still means that someone is rich and someone else can't be. It will always be that way, by definition. If we were all tall, then none of us would be. If we were all fat, then no one would be. Get the picture?

Think back a few years when IBM owned about half the software in the world, Microsoft owned nearly all of the rest, and a few other companies held title to what was left.

Compare that to now. Because of a few crackpots who insisted on sharing software freely, things have changed radically. Ownership, secrecy and lawsuits are no longer the keys to success. First called the "Free Software" movement, now sometimes also called the "Open Source" movement this change has revolutionized the world.

Almost everyone who wants to get into software now has a shot at it, and not only is free to take the source code and bend it into new shapes, but often can get it all free of cost.

This is progress. This we can celebrate. No one has to win or lose. We can share and rise together.

(Originally published in 2006.)

 


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Wednesday, July 12, 2023

What Is Pay, Really? This.

So here I am, about four months late, writing something I thought I'd be knocking off last October. Well I'm like that and I hope you are too, because then I get to feel just as smart and conscientious as you, and that way we can call it a draw.

What is pay? Sounds so obvious, so boring, like one of those things that everyone knows without thinking about it. One of those ideas you have bouncing around in your head every day and take as a thoroughly vetted, completely settled aspect of the universe that always was, always will be, and is therefore right and just.

Pay is complex but simple. Obvious but obscure. Definite but tenuous. Or the inverse.

Pay is not money.

Money enters into the world of pay but it is only part of the story, and a relatively minor part, even if you work only for the money. Because you don't. Even if you do.

And even if you are desperate for it, you aren't.

How arrogant am I? How stupid could I be if I only tried harder?

Hold on -- it's true.

What you need and what I need are those things that the terminally dense recite without thought. Because they are cliches: food, shelter, clothing. That's what money gets us, and a little more. Without a minimum to exist on things are ugly, but it takes very little to get by. More money, more food, your own house, more clothes, maybe a car or two, splashy vacation trips. Then more junk, bigger TV sets, golf lessons, a second story on the house. More stuff in the closet. And then more of the same. And then again more of the same. And then you're dead, but not happier, even just before you died.

"Our profits were above the average for our industry, and our financial statements showed every sign of health. We were growing at a rate of about 20% annually with sales that were strong in our home state. Our quality was high. We were respected in the community I was making a lot of money. And I had a knot in my stomach that wouldn't go away."

Those are the words of Ralph Stayer. They open his article in the Harvard Business Review of November 1990.

"What worried me more than the competition, however, was the gap between potential and performance. Our people didn't seem to care. Every day I came to work and saw people so bored by their jobs that they made thoughtless, dumb mistakes. They showed up in the morning, did halfheartedly what they were told to do, and then went home."

I've been there. Maybe you have too. Maybe you are now.

Mr. Stayer did something drastic. He raised everyone's pay, but not their paychecks.

"The image that best captured the organizational end state I had in mind for Johnsonville was a flock of geese on the wing. I didn't want an organizational chart with traditional lines and boxes, but a "V" of individuals who knew the common goal, took turns leading, and adjusted their structure to the task at hand. Each individual bird is responsible for its own performance."

OK, it's a metaphor. Whatever. Pay attention though. Somehow this business owner was able to realize that both he and his company had a problem, and that no obvious or traditional solution would be a solution.

Instead of cracking the whip or scraping off the lowest-performing 10% of staff every year, or just firing everyone and starting over, he did something else.

He turned the company over to the people who knew how to run it, who were the people who already worked there. They were the ones with the greatest stake in the company's success, because the company was the support for them and their families. Once they were in full charge they were truly responsible for their own destiny.

Years later Mr. Stayer was able evaluate his experiences.

"Everyone at Johnsonville discovered they could do considerably better and earn considerably more than they had imagined. Since they had little trouble meeting the accelerated production goals that they themselves had set, members raised the minimum acceptable performance criteria and began routinely to expect more of themselves and others. The cause of excitement at Johnsonville Sausage is not change itself but the process used in producing change. Learning and responsibility are invigorating, and aspirations make our hearts beat. For the last five years, my own aspiration has been to eliminate my job by creating such a crowd of self-starting, problem-solving, responsibility-grabbing, independent thinkers that Johnsonville would run itself."

That is a good description of pay.

Another person who followed approximately the same path was Ricardo Semler. His company is in Brazil. You can think of his approach this way: "We transfer responsibility to our people. We hand them their freedom."

He has written several books. The one I bought and read was "The Seven-Day Weekend: Changing the Way Work Works."

His basic ideas run like this: If work is meaningful then people will do it because it has meaning. If work is fun then people will do it in order to have fun. If the workplace accommodates the lives of people then they will embrace the workplace as part of their lives. If people are allowed to take charge they will do much better than if they are told what to do. And the business will benefit as well.

His business is called Semco. Here is an example of how it runs differently than any place you and I may have worked: Employees set their own salaries.

There are five pieces of knowledge involved, three known by the company and two by the employee. The company has salary surveys so it knows what people outside the company earn. The company also knows what everyone inside the company earns. And the company knows current market conditions and what it can afford to pay.

The employees know what they want to make and what their coworkers make.

The company then shares its information with the employees so they can make informed decisions. The types of compensation available are salary, bonuses, profit sharing, commissions, royalties on sales, royalties on profits, commissions on gross margin, stock, stock options, initial public offerings, and sale of business units. (He explains all these in the book.)

How well does this work, then, really?

"The flexible reward system mirrors our philosophy that people will understand that it's in their best interest to choose compensation packages that maximize both their own pay and the company's returns." Because "if workers understand the big picture, they'll know how their salaries fit into it."

Occasionally someone has to leave the company to make what they think they're worth. Occasionally the company pays someone more than they think they're worth. Generally, all sides pretty well agree on it though.

There are several companies under the Semco umbrella. They have been sweetly profitable. Most of those who work there stay for decades. But, you may ask, if this is so good, why hasn't Semco taken over the world? Because they have more important things to do.

Because work and profit are not the most important things for Semco.

Not as important as weekends, for example. "If the workweek is going to slop over into the weekend -- and there's no hope of stopping that from happening -- why can't the weekend, with its precious restorative moments of playtime, my time, and our time, spill over into the workweek?"

If you have a job at Semco, and you need to do something outside of work, and you can schedule it, then you go, even if it's a movie on a Tuesday afternoon, or a day at the beach, just because you want to stick your toes into the sand and sit for a while. No one comes around to sniff your chair seat. No one touches it to see if it's still warm. You are expected to act like an adult, and so is the company.

What about the bad times, when you just have to ax people and ignore the blood? That happened too. They decided together. Meetings sometimes go on for weeks there, with people drifting in and out, and hashing and rehashing ideas until they find a reasonable consensus.

It was like that when the company hit the skids some years back. The conclusion for most was to take a 38% pay cut, and make it up later with an increased share of the profits. Some people were spun off with a grubstake to start their own businesses, some retired, some went elsewhere. But there were no massive layoffs.

There was no loss of valuable staff, no slow bleed until the company was brain dead. They all pulled together, and it was their decision as a group of adults. People is all any company has anyway. Staff is all any company is. Without people who know the business, its history and philosophy, there is no business. It's not the buildings or the advertising or the bank statements. It's all people, all the time.

To give you an idea of how much Semco respects people, the company devised a custom email system. It is impossible for the company to read staff email. It was so fundamentally important to them that they wanted to ensure that it could never happen even by accident and certainly not in secret, if anyone was ever tempted to peek.

They are strong cooperative individuals working together in good faith toward a common goal. People naturally want to do, and to do well, and to do well together. That is pay.

Don't believe it? Skeptical about a smallish sausage company and some foreigners you've never heard of?

They aren't alone. There is a good article in "Fast Company" magazine from a few years back, about a company you have heard of.

"Bill Gore threw out the rules. He created a place with hardly any hierarchy and few ranks and titles. He insisted on direct, one-on-one communication. He organized the company as though it were a bunch of small task forces. To promote this idea, he limited the size of teams to 150 to 200 people at most."

So what?

"Pound for pound, the most innovative company in America is W.L. Gore & Associates."

Listen to Diane Davidson. "I came from a very traditional business." At first she didn't know who did what.

"I wondered how anything got done here. It was driving me crazy."

"'Who's my boss?' she kept asking."

"'Stop using the B-word,' her sponsor replied."

"'Secretly, there are bosses, right?' she asked. There weren't. She eventually figured out that 'your team is your boss, because you don't want to let them down. Everyone's your boss, and no one's your boss.'"

At Gore people are free to communicate, collaborate, and to follow up on their own ideas, just because they want to, because something might come of it. The company mixes up people in diverse groups containing researchers, engineers, designers, production workers, sales people and others.

"You're supposed to morph your role over time to match your skills. You're not expected to fit into some preconceived box or standardized organizational niche. Your compensation is tied to your 'contribution' and decided by a committee. The company looks at your past and present performance as well as your future prospects, which takes away the potential disincentive for investing time and effort in speculative projects. Gore encourages risk taking."

People go there, people work there, people stay there, and people make the company successful because they get more than a paycheck. They get true rewards. They are fully paid.

"No one has to follow. You attract talented people who want to work with you. You draw them with your passion and the credibility that you've built over time." Just like that.

In 2004, Gore was a $1.6 billion company. They must know something.

How is your job?

 

References:

How I Learned to Let My Workers Lead, by Ralph Stayer, (online) and in book form

Ricardo Semler. His books: "Maverick!", "The Seven-Day Weekend: Changing the Way Work Works", "Managing Without Managers"

"The Fabric of Creativity: At W.L. Gore, innovation is more than skin deep: The culture is as imaginative as the products.", by Alan Deutschman, Fast Company, Issue 89, December 2004

(This post originally published January 23, 2008.)

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
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so says eff: sporadic spurts of grade eff distraction
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fiyh: dave's little guide to ultralight backpacking stoves
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snorpy bits: nibbling away at your sanity
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Wednesday, July 5, 2023

Butt Found, Head Inserted, Court Self-Congratulates

So, I haven't read last week's Supreme Court decision, the one that abolished race-based affirmative action in college admissions, but I don't need to. I have a few thoughts on the subject that don't involve knowledge of any arcane technical issues. The general overview is enough.

In short, the Court made the right decision for the wrong reasons. Race-based affirmative action is bogus because race does not exist. Race is one of those "I know it when I see it" things, but has never been defined. And anything that cannot be defined is not real. The idea of race came about long before anyone ever tried to precisely and coherently define it, and all attempts to do that have been a posteriori.

The a posteriori process is a major failing of rationality: First someone has an idea, then they decide that the idea is correct, and then they hunt for proof that they are right, while ignoring evidence to the contrary.

The scientific method is the opposite. It starts with facts that need explaining, not an explanation that needs facts. As Richard Feynman said, "The first principle is that you must not fool yourself and you are the easiest person to fool."

So "race", whatever imaginary quantity that race might be, was never a valid basis for college admission.

That's one part.

The other brain-dead aspect of this Court decision is that there should be college admissions.

They missed the key issue.

This was a real WTF moment.

C'mon folks, knowledge is not scarce. One piece of knowledge can be shared among an infinite number of minds, and is never diminished by that sharing. The real problem here is not "race" but that there should be college admissions. In fact, the whole idea of college is stupid, from the ground up.

College, university, whatever, is a medieval institution that has been kept on life support out of habit, up to and including the present day. It arose out of equal parts desire and scarcity and continues with that mindset. Tell most people that what we can generically call "higher education" should be a free, tax-supported resource, and they will complain that they don't think that they should pay for anyone else's education.

In other words, the reaction is "why should I pay so that person can get something that I don't have?", which relates to that idea of scarcity, but it ain't scarce. You get educated, I benefit too. I get educated, you benefit. Education is good all-around.

Sure, get medieval once if you want. Just try it.

Live in a time when fast communication was measured in months. When maybe 2% of the population could read and write, when any subject field had maybe 10 experts if that many, if you could even find them. In those times a few earnest students would band together, pool what money they could scrape up, and hire an expert to lecture them, because that was the most efficient and effective way to transmit knowledge. Once that was all done, you were among the elite of the elite.

No books, no libraries. Buying a book might have been equivalent to buying a house today. Books were all hand-copied, one at a time, and were hoarded by priests and the super-rich, not circulated. The best way to get information was to listen to an expert talk and to scribble your own private notes.

As we still do today, for some reason. Stupid, right?

Here's how higher education should work.

  • You want to learn something, you sign up for a course. Any course at all, at any time. No restrictions.
  • You receive information on how and where to find the resources you need.
  • The only prerequisite is the desire to learn a subject — if one subject is too deep for you, it's on you to fill in the gaps.
  • You spend your time reading, thinking, doing exercises, watching videos, sharing questions and answers, participating in online discussions.
  • There are no grades.
  • You choose to be evaluated in any of several different ways whenever and however you feel like it — so for example take as many different tests as often as you want, and use them to measure your competence.
  • When you are done with a course, you are done. No one cares what you did. No one keeps track of you.
  • You do this in as many different ways as you want, for as many subjects as you want — whatever interests you.
  • There are fees but they are moderate, because hundreds of millions of others are doing the same as you, and you all contribute a little, and it adds up.

At such time as you feel that you want to earn a living in a field, and feel that you are ready, you take a battery of exams. If you pass, you are then a certified professional. Examples: certified public accountant exams, bar examinations.

You do not have to leave home, travel to another city or state or country, live in a cell with someone you have never met before while paying an anonymous corporation to feed and care for you. No monopolies. You live wherever you want, with or without anyone you want, in any way you want.

No schedules. You do not have to go to certain rooms in certain buildings at certain times on certain days for a certain period of time and watch someone talk at you, and make a recording on paper (or these days, via keyboard). You read, watch videos, take sample tests, video-conference with your peers, submit and receive questions, answers, and critiques while at your own home base as you have the time and the inclination. Almost all communication is asynchronous.

And as I said, no grades. You are graded if and when you ask to be certified in some way to reach a particular goal.

For those courses requiring lab work it would be trickier but not impossible.

Every city has a school system. All elementary/secondary school systems have buildings. Existing high schools have labs. Most cities have hospitals and veterinary clinics which have some sort of lab, and many cities have various other labs (water treatment, sewage treatment, testing of paving and building materials and so on, depending on the city).

Overall, high school chemistry, biology, and physics labs could provide most of what's needed for in-person, hands-on, college-level lab work, which isn't that fancy anyway. This lab aspect would need a little more thought, but basically I think that even it could work "remotely", especially since it would be all on the student to learn whatever was needed, however they could, and no one could just skate through, letting someone else do the work, and expect to get through a later professional certification process by faking it.

And hey: I recently learned that there is a thing called the "Western Governors University". Surprising. It's about a quarter of the way there already. Western Governors University

How about that then?

 


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Wednesday, June 28, 2023

The Sock Puppet, Bernie, And Me

From a comment to another post: 'The latest Tama Janowitz novel ("They Is Us") features a lonely old man whose only social contacts are the people who write him scam letters. He's always trying to offer them advice ("Maybe you shouldn't be so trusting of me? Maybe you should learn more about me before you offer me all this money? Let me tell you something about MY life...") It's very funny and very sad.'

I should try that. I'm getting older, and I don't have that many friends since my hamster died. Not that many. Not any, really.

Sure, after the freeze-drying he still looked pretty much the way he always did. Though of course he'd slowed down a lot. Death all by itself does that, let alone freeze-drying, but we still had a good relationship, and he was available all the time. Whenever I needed someone to confide in, he was there, since he no longer slept all day.

And hamsters are naturally quiet. You might not know that. You don't get a hamster if you want noise. They aren't noisy. They're for quiet conversations, for confiding in, for working through things. You want noise and a lot of action, then it's dogs. It would be a big change if your dog died, but for a hamster no. Not really so much. They don't change all that much.

So our relationship continued.

Everything was fine for a good long while. You know a cynic would say that it couldn't be the same because I'd have to grab his little dry corpse and move it around because, of course, it was a corpse, and didn't move on its own, but really, no, it isn't all that different after you get used to it. Hamsters are always snuffling around and digging into things, and kind of twitchy, but it's like they're listening to you all the same, and they aren't noisy, so it really wasn't all that different.

Well, everything really was pretty good for a while. I'm not that social. Just someone to talk to every now and then, that's about all I need. I'm not typical that way, but it works for me.

But then Bernie made a couple of unscheduled trips off the kitchen counter way down onto the tile floor and things got a bit strange. These incidents introduced some unfortunate changes, and our conversations just haven't been the same since.

For one thing something broke loose inside, I don't know what. You wouldn't expect this. You look at a live hamster (or a freeze-dried one in my case), and the first thing you think (if you even think about it at all) is "solid all the way through". No. No longer.

Now he rattles a little when I shake him. I don't do it that much but I do it sometimes when we're having an argument. He never did that before, especially when he was alive, the rattling, though I suppose I've gotten rougher since his death. Gentleness is less important now.

Hamsters are sturdy but really quite delicate in some ways, and you can't simply throw them around, squeeze them, or give way to anger just because of a little disagreement. Not with live ones. At the very least they bite, and can be quite fierce, but are very much too easily injured, so you hold back. You control yourself for the good of the relationship.

Well, that rattling was one thing. Only one thing, sadly.

After a few months of this his fur was starting to look disorderly, exhibiting some disarray, and became a bit matted in spots. I didn't know what to do. Something.

I really should have known better, but I tried shampoo. I tried shampooing him.

A disaster. Almost immediately he began to balloon up (freeze-dried, remember?) and then, eventually, got all mooshy inside. I believe it wasn't the shampoo as such, but the rinsing. Rinsing took a lot of water, more than I expected. I didn't know a hamster could soak up so much. I mean, sponges, yes, but you don't expect a freeze-dried hamster to hold so much.

I wasn't thinking.

But what else could I do? He was sort of like this little furry bag. Couldn't stand up anymore. I had him set in a cute upright position with his little front paws just ready to reach out for a treat. No more. It took about a week of dangling from a wire hanger by a clothespin before he firmed up again, even a little, and then I noticed it — mold.

Talk about creepy.

Once mold gets a foothold the game is about over. Seriously. But he's still all I've got for now.

Yeah, there are days when I think of taking him out for a drive in the car, and when we get out there, far enough from home, just making a quick flip and out he goes, through the window, over the side, down into the grassy ravine and that's the end of it, before he even knows it's happening.

But this isn't like the old days.

The household is down to only us two. If the sock puppet was still here, Bernie would be gone in a flash, but that isn't the way the game played out. Mr. Socky had some serious problems and had to go. Serious, serious problems. Really. Serious. Problems.

At first he seemed OK, and was a welcome addition to the family, and we all had some good times together, great times even, but his dark side surfaced all too soon.

I can't go into it right now but eventually things got very strange. Some nights Bernie and I even locked ourselves in the bedroom and stayed there until daylight, but even then our eyes kept returning nervously to that crack under the door. Sock puppets can squeak through some really narrow places, and the last thing we wanted to see was Mr. Socky sliding in for a visit. I still shudder to think of some of the things we had to go through.

Well, after too many unpleasant experiences and, let's be honest, close calls, Bernie and I just left one night. Just like that. Sneaked out. Changed apartments. Changed cities. Changed states even. Got a new phone number, a new mailing address, new job. The whole deal. Never heard from Mr. Socky again, though we kept our guard up for a long time. A long, long time.

But the downside is, well, the family is pretty well down to just me now. Bernie won't be around that much longer. Not the way that mold is going. I really don't know if I should try having a talk with him or simply end it with a one-way car ride, but then where will I be?

I don't even have anyone writing me scam letters. No one at all. It's just me here. How long can this last?

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? Recently nominated for something by someone, somewhere.

 

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals

Wednesday, June 21, 2023

Customer Service, Where Ha' Ye Gone?

In what is now the past, I had a few interesting times dealing with reputable businesses. Hold on a sec. Maybe I should qualify that. I'd have to call one of them a formerly reputable business.

I had a hosting company, in the sense that I contracted with them for services. My first account worked out really well. They were a relatively small company that the owners had built from the ground up. They were on top of things and had created a bunch of custom features and though not a giant company had a good reputation.

I bought in. I had a few small problems, mostly due to inexperience on my part, and the service was great. I always sent a final email thanking the service technician when my problem got resolved. I figured that I owed. I figured that people like to be thanked. And I was grateful.

Times were good. My site stayed up, it worked perfectly, I added to it, and had no further problems. So after almost two years with this company, they were the obvious choice for my second site.

A few months before this I'd seen a few emails coming in about the hosting company "joining forces" with some other company. Or maybe they called it "teaming up", or something like that. I vaguely wondered if something unfortunate was going on, but since nothing seemed to be changing, I ignored it. About the only change I could see was that they were offering more services at lower prices. Whatever.

Not too very long after setting up my second account I began checking it every morning. Every now and then the site would be unresponsive. I wondered if my internet service provider or my DSL provider was having problems, but then before I could get too worked up things seemed to resolve themselves.

This happened maybe once a week for a few minutes. Then it seemed to be getting worse, but it was sporadic. I'd had some problems early on with my DSL provider, a major phone company whose telephone support had been vile. But they had been OK for several years now. I wondered if I was getting hosed by them again, or if my ISP was mucking around, though they had been dead reliable and even had helped me figure out that the phone company was lying to me when outages were really the phone company's fault.

Anyway, one day my site simply did not work. I checked everything I could. Browser OK (I had four installed). Computer on and running. Other web sites came up OK. In fact I could access any other web site that I could think of except my own site number two.

After pulling some hair out and thrashing around looking to define the problem, my site was suddenly there again. This happened several times over the following weeks. It seemed to be down about 20 to 30 minutes, and then it was back. I kept notes.

Finally one day when this was happening I submitted a support request to the web host, documenting what I'd seen. The logs for my site showed nothing and there were no reports from the hosting company, or notes in their forums.

The response I got was to let them know if it happened again. I think I ate my tongue. But after a few minutes I got back on track and let it slide.

Then a few days later it happened again. After a half hour of thrashing around checking things I saw my site come up again, but five minutes later it went down and didn't come back for another 20, so I submitted another support request. And got pretty much the same response, so I kept after them, saying that I'd at least expect them to check things and let me know what they checked, when, and supplying some proof.

I got a condescending response from someone who said he was a technical support supervisor. He mentioned a couple of things that weren't all that deep and basically let me know that they were not interested in following up on my problem.

OK fine. I love you too.

About a week after that my site disappeared again. The original site was still doing fine. I never did have a problem with that, but the newer one was down. I decided to log on to the control panel and check the logs. I don't know much about web servers and the back end stuff, but I can make some sense of it.

Except that I couldn't get there. The whole server had disappeared from the internet. I checked the company's forums for an announcement, and checked my email inbox but found no news, so I submitted another support request in case they were unaware. I got a reply that they knew there was a problem. And beyond that they supplied nothing else, ever.

A couple of days later I received an email notifying me that my request for support had been resolved, so I queried them. They said that after three days of inactivity, their system considers all support requests to have been resolved. Period. Thank you very much now go away.

Then my site went down again and so did the server. Totally gone.

I submitted another support request and asked that it go straight to a supervisor. I said I was fed up with a web site that kept disappearing, and a server that did the same and wanted some answers and a resolution.

OK, children, now it gets fun.

After some back and forth the person identifying himself as a technical support supervisor told me three interesting things.

One was that they would provide no support for application programming problems. He said that if I was having problems with my web site I should contact my developer and work things out there.

I had a contact form on my site which had been working fine, but after the server disappeared it stopped working. Cold. Dead. I hadn't touched the site in several weeks and made this clear several times. Nevertheless, this guy had to make a point of telling me not to even think of getting any help of that kind.

Up to that moment it hadn't occurred to me for the obvious reason that I had had a perfectly working site and hadn't changed a thing. It could not be my faulty code.

The second thing this guy said was that they would provide zero help configuring anything whatsoever within my account. Since I was on an Apache server on Linux, there were .htaccess files and file permissions and things to fiddle with. But I hadn't, and hadn't asked for help either.

Then the third thing I was told was that if I thought that the goofiness I had been experiencing were due to hardware, operating system or server software problems, it was my job to verify it (right, from my apartment 1500 miles away), document it, and tell them exactly what they had to do to fix their system.

And by the way, we didn't notify anyone or put the outages on our company forum because that's reserved for major outages. (He didn't answer when I said that having my server disappear was a major outage for me.)

Talk about your body slam.

So there I was, having been told that no matter where the problem was, they were not going to do anything to help. Thank you very much and please don't call again.

Luckily my first account had only about a month to run, so I found another host that looked good. I even queried one of its customers. Everything sounded OK. A little more expensive, but I could consolidate two accounts into one for about the same total cost.

So then I notified the first company that I was going to move my first account, and in case I missed the deadline I did not want my account to be automatically renewed (which they normally do). This unleashed another load of stuff that went right into the fan.

It so happens that they have no way of closing an account unless they do it immediately. Their system is set up in such a way that they cannot indicate that an account just runs out and dies. According to them. So they could either close it immediately or if I ran over they would have to bill me for another entire year and then refund me (if things worked out that way).

The information on the company wiki said something else, but they didn't accept that. I got into a major email battle and made it clear that I would consider it fraud, and fight them up one side and down the other. All that fun stuff. They kept saying that the giant robot in the back room would not listen to them. Etcetera. It was lovely.

I spent about two weeks updating the style sheets for my site (on my desktop) simplifying them and bring them up a notch or two in quality. I finished that and got my site moved over to the new host without a problem, and then managed to cancel my account with about a week left to run. Later I noticed that they had changed the company wiki to explicitly say that they could not cancel in advance.

A few weeks later I was ready to move my second site. First I had to get my domain name pointing at the new host's servers. I went into the control panel about three times and for the life of me could find no option to let me make the change.

Sounds like it's time to submit another support request. So I did, lucky me.

The reply I got was "You could change the domain nameservers via BackStage >> Domains >> [redacted].com, click on the 'Edit' button on the left and then you will be able to do that. Hope this helps."

Like I hadn't' been there.

So I replied, and told them that there was no 'Edit' button and sent a screen capture.

Of course the reply I got (from a different monkey) was "Hi, On Domains tab: [redacted].com click on that 'Edit' to change nameservers."

Lovely day in the neighborhood. Lovely.

Eventually, out of desperation I went looking around some more and accidentally stumbled on that elusive 'Edit' button under the name of the account that I had closed about a month earlier. I'm sure they never expected me to find it there, but I did.

So after gluing most of my hair back on I closed that account too, with 16 months to run. No refund of course. They'd never think of that, but I'm glad to be free, and the new hosting company is another small one, with real people working there, and it's their livelihood and they don't offer the lowest prices but they are actually on the job.

So far it's working.

Part two in this story is about a gift to my sister.

I sort of missed Xmas. I wanted to get her something. Life has been especially unkind to her since her birthday is about two weeks before Xmas, and she's been shorted all her life. Mine is in the warm months so I never had that sort of conflict. I can't understand why my parents didn't move her birthday to July instead. They muffed it and she has suffered.

So I owed her. I haven't been that good either, but now that I'm a geezer I realize I won't have another six decades to put it off. If I don't do something now, maybe there won't be a next year to make it up.

Chocolate and coffee seemed good.

I ordered some chocolate. Goofy web site but pretty good deals. Fantastic service. When you submit your order you can specify delivery options, such as an acceptable temperature range, or let them decide when it's cool enough to send chocolate, and so on.

An email confirming the order arrived shortly, then another one told me when the order shipped, and included a UPS tracking number. I followed the order and notified my sister when it had arrived, in case maybe it hadn't really. Then I got another email confirming that the order had been delivered. Everything went beautifully.

I've been buying coffee locally from a great company for 20 years. This was a good chance to share with my sister, and since the coffee company had an online store, all I had to do was order and pay, and let it all rip.

RIP. You know what that means, but I didn't get too much peace out of this one.

I selected two pounds of premium beans, then went to check out. I entered my billing info, credit card number and all that, but when I put my sister's name and address into the shipping address form the system changed the billing info to the shipping info.

I found this out after I submitted the order, on a summary screen. Too late, Jake.

I had to log on to the site (you need to set up an account in order to order) and filled out a contact form notifying them of the difference between the shipping and billing addresses (and that they were two different people). Silence.

I kept checking with my sister. No coffee.

After about a week I logged back into the coffee site and saw a note about the order having been shipped, but there was nothing else there. No tracking number, no way to follow up on anything. After 10 days my sister informed me that the order still hadn't arrived so I logged onto the site one more time and sent them a few flames. I gave them a day and a half to provide me with a definite delivery date, which had to be within the following week, or I'd have to cancel the order and demand a refund.

So then I get an email. Finally someone wants to talk.

Dear sir, so sorry. Order has been faithfully delivered. Here is fabled UPS tracking number. Please see for yourself. Meanwhile we are sending a duplicate shipment Real Soon Now just in case. So sorry please.

It was about then that my sister went snooping out in the office of her apartment complex and found that her original order had indeed arrived and gotten stuffed away somewhere. Since they hadn't notified her (as they used to do) she hadn't thought of going out digging around.

The other half of this is that if I had had a tracking number in the first place I could have told her to go look on a particular date, to verify that it had or had not actually been delivered.

So I'm a butthead. My sister is at fault for not being curious enough to look for something that she did not know was coming, and the merchant created a bad experience by being secretive about all of this. I still don't know if the second, courtesy order has even been shipped. I just logged in to the web site and the address was still wrong, about a week later. And so on.

Great coffee though.

(Original post was written in 2008 but I'm still mad.)

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? Glad I forgot which hosting company that was.

 

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals

Wednesday, June 7, 2023

Information Density And Continuing Value

You buy a book. You read it and put it on your shelf. You never really want to read it again.

This is familiar, even more familiar with shorter pieces. If the book is a novel, there's a chance you'll reread it. Or if it's a textbook.

Much less so if it's not a book. If it's a pamphlet. Or if it's a daily newspaper. There's no need to ever look at either again.

Why?

Because there isn't enough there, and because what is there is not so moving.

Things are different with other media.

Take music. Music is different.

Music has a much higher information density, even though it's non-verbal content.

Music's content is non-verbal.

And music's content is mostly emotional.

Music is different from writing. Writing is linear. Even though you can jump around in a text, any place you put your eyes requires linear effort. And you have to work at understanding what you're doing.

Music is non-verbal. Even music with lyrics added. Lyrics are more like seasoning than the meat of the meal. Since music is non-verbal, it doesn't require thought. We can appreciate music with the non-rational parts of our minds.

Since music's content is mainly emotional, this aspect reinforces the non-linear, non-verbal aspects.

And music is dense. Even the notes of a single instrument are made of complex sounds. Add more instruments, add time, and you have a rich enfolding and layering of sounds and rhythms that interact in complex ways.

All of this plays out differently each time that a given piece is performed, even if it's a recorded piece, because it depends on the listener's mood, freshness, state of mind, and location at the time of listening.

Motion pictures are similar to music.

Compare a motion picture to a still photo. Different. No doubt about that. The still photo is more like a short short story, the motion picture to a long novel.

There's a still starker contrast comparing a motion picture to a piece of writing. No contest. You can watch a movie many times over and enjoy it each time, getting more and more from it. Not so much from a written plot outline.

And to enhance motion pictures even more, they can contain music. They are more like life, and no matter what, no matter who you are, life is something that no one tires of.

To write well you need to have lots of information complex ideas expressed simply the telling of involved stories imagery conjuring visual and other imagery emotion...(See? I'm still working on it.)

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? Reconsidering the role of mail order in life as she is lived.

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals

Wednesday, May 31, 2023

Just More Corporate HR Marketing, or...

I'm still evolving. I hope you are too. It means you're alive. Possibly troubled, but alive.

I got contacted this week by what appeared to be a good employer. On the surface it appeared to be a good job and a good company. Maybe better than that, even. Maybe great.

The opening words to my reply were: "I thought I'd deleted my resume from every place it was posted, after getting spam for .Net jobs in New York City for about two months, so was surprised to hear from you. But that's OK."

The part of the recruitment announcement that caught my attention was "our development philosophy is to write software correctly the first time, without shortcuts; to build reusable components whenever possible for use across all of our development projects; and to ensure that our existing code base is our biggest asset, rather than a liability."

Yow!

Then they went on to say how one of their people was working on an Ajax tool to generate scaffolds in Ruby on Rails.

Yow! They work with Rails!

Of their 10 requirements, I met nine, but not the first, Ruby on Rails experience in production applications. I've been trying but haven't made it there yet. Possibly due to sloth. To get there, since I have no experience, I'll have to manufacture experience, by going out and finding freelance work, which then may still not qualify, in the eyes of an employer.

But what's a fella gonna do, I ask yers, what then?

I decided not to strain myself by leaping at it. The job is in an isolated city of 30,000, and the person who contacted me, the company's technology manager, has the same name as someone who went to school in that town, and has been active in posting comments about religious subjects hither and thither.

I've been lucky enough to have had lots of fun experiences in life. Among them being trapped in a small town, and working at small companies owned by families who gossip about their employees over lunch, and being approached by my boss and given religious pamphlets to read. And most fun of all, not all at the same place, so it wasn't just one scary black hole in a world full of light and the smell of roses.

Still...

Then, thinking more, several other things about this company began to worry at me with little teeth. They started in 2001 with two employees and had 60 as of a year ago. Why? Why do they need so many, and how does this mesh with precision software development? Wouldn't you expect to find people throwing things around, just to get their work backlogs down? And wouldn't you expect there to be a lot of chaos?

I think you would, no?

Thinking more, a process which may or may not be good for me, but which I can't quit (though I did give up smoking many long years ago), I began wondering what made this company special.

They have a good idea. It's sort of like a social networking site to pre-qualify contractors and bring them together with customers for home improvement work, plus some glass and automotive stuff mixed in as well. Brilliant idea, in fact. Nearly recession-proof.

But they advertise dead plain and simple, just like everyone else. When you read the ideas they lay out and think back, what you imagine is just another business. You don't think fun, quirky, imaginative and welcoming workplace where you can finally fit in and make a difference.

What you think about is all those classified ads you've read over the years that all say exactly the same thing in the same way, some better than others:

CORPORATE

Research & Development

To become a recognized leader in the food industry it takes a successful pattern of constant growth with many new and innovative projects on the horizon. A true phenomenon occurs when brilliant research minds meet the challenge of a technological society. At Star-Kist, makers of 9-Lives cat food, and Jerky Treats dog snacks, we are committed to this through the caliber of our employees. If you would like the opportunity to show what you can do, we have something for you...

Successful candidate must have experience in pet foods or low-acid canned foods...

Right. You can hardly avoid stepping in it.

So back to "my" company:

We reward ambition with a pay-for-performance plan that includes a competitive compensation package, including bonuses for meeting/exceeding performance goals.

Which, as I noted in my reply, could mean that they have a really great place, or it could be all knife fights all the time, winner take all, or it could be so-so yawn time. Can't tell. Can't see anything through the haze of HR bafflegab.

By this time, of course, I'd decided that I didn't want to drive 300 miles for an interview just to be told that they really wanted someone with paid experience, just as they'd said, so I had nothing to lose and was honest.

But I was trying to be helpful. Really. I pointed out some things like this, like how their words were really great but how they nevertheless sounded like just another PR machine. I've been burned before. You can tell, can't you?

More snooping around their web site paid off. They offer six days of vacation the first year, nine the second, and then it shoots up to 12 days and stays there forever. Six days a year? This is a cutting-edge company? I'd rather get more time off instead of a raise, or better yet, get time to do interesting things on the job with a flat two weeks a year. Never mind that Australians and Europeans expect a month, no questions asked.

What happens when a staffer exceeds expectations, say? What if I worked there, and invented a way to shave eight hours a week off the time for my tasks? What would they let me do with that extra day? Would they even think that way? Would they ever assume that the time was then mine?

Hard to say, but I bet not. I bet they grind. Grind through the work. Grind out profits. All of which is OK, but where is the payoff? What do you get for working besides enough pay to keep going? What do you get to feed your soul?

They don't say.

As I said clearly in my resume, I'm a generalist. I do lots of things, most of them well and a few exceedingly well, and am looking for a place where I can make a difference doing interesting things in a supportive environment. (Three things, count 'em.)

I think of Humanized, which I stumbled on at about that time. I got the idea that I would have liked to send them money just because they deserved it. It was clear that they were all so smart that they'd never even let me shine their shoes, but if somehow I ran into one of them at a party, I'd probably have a lot of fun, and learn so much that my head would hurt for weeks.

They presented themselves as a few people on a mission. It sounded as though they really cared about what they did and why they did it, and as though they had at least three or four major interests each, outside of their work. The message was clear and engaging. They were different.

They weren't recruiting, but if they had been, people from everywhere would have been climbing all over each other to get there. It's absolutely clear that they were not the same old whatever.

And that's why I'm still unemployed, or, um, er, still in the process of getting my company started.

Yes. That sounds much better.

Damn. Did I just outsmart myself again with all this thinking?

Ahem.

 


Have anything worth adding? Then try sosayseff@nullabigmail.com
Me? Recently nominated for something by someone, somewhere.

 

Etc...

so says eff: sporadic spurts of grade eff distraction
definitions: outdoor terms
fiyh: dave's little guide to ultralight backpacking stoves
boyb: dave's little guide to backpacks
snorpy bits: nibbling away at your sanity
last seen receding: missives from a certain mobile homer
noseyjoe: purposefully poking my proboscis into technicals