And after all we're only ordinary men
Me and you
God only knows
It's not what we would choose to do
Forward he cried from the rear
And the front rank died
And the general sat
And the lines on the map
Moved from side to side
PV Dharan's Blog On Computers, Technology, Books, Music, Movies and Living In The San Francisco Bay Area.
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>>"Here in the nation that is too big to fail, as long as the bad loans don’t overwhelm the good, the waste is tolerable. That, to me, is the essence of the Chinese strategy,Just keep the machine going fast enough.”>>
Quoting from this article:
If science fiction author and physician Michael Crichton were still alive, he might be crafting his latest take on technology run amok using the Watson project as inspirational fodder.
Not to worry, Durlach explained. With so many years of training and practice, doctors may be the ultimate information judges -- ever using it but never yielding to it.
"You know physicians," he said. "They see themselves as the chief decision makers. The very tradition they come from would suggest a very, very low probability that they would take the computer's decision over their own."
>>
Yeah Right!
On the foundations of this friendship, Mr. O'Brian reconstructs a civilization. The Royal Navy at the beginning of the 19th century was a world of extraordinary breadth and complexity. Its hundreds of ships, the larger of them regular floating cities with close-packed populations of 1,200 souls, allowed Britain first to survive and then to prevail in a struggle whose cost and size would have been unimaginable only a generation earlier. These sailing ships -- today reduced to quaint and soothing images on wall calendars -- were in their time the most complicated machines on earth, and the deadliest.
Patrick O'Brian presents the lost arcana of that hard-pressed, cruel, courageous world with an immediacy that makes its workings both comprehensible and fascinating. All the marine hardware is in place and functioning; the battles are stirring without being romanticized (this author never romanticizes); the portrayal of life aboard a sailing ship is vivid and authoritative.
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> You've enabled the "Dockable Buddy List" in the "Windows Pidgin > Options" plugin and then dragged your buddy list close enough to the > side of the desktop that it has docked. > > If you disable that feature, it will no longer dock.
I invoked:
Tools->Plugins->Windows Pidgin Options->Configure Plugin and disabled (Dockable Buddy List)
iPodService Module (32-bit) has encountered a problem and needs to close... |
Personally, I thought this course was somewhat timely given that we are now in the era of Social Network sites (facebook, linkedin, orkut, myspace, etc.). However, this course was probably written in ancient times (about 5 years ago) although the concepts taught here are very general and timeless.
Despite the title sounding somewhat like a jargon, the course is about how to build communication and relationships with the community of people that you work with and how to maintain them. If you draw a Network diagram and plot yourself and the teams and people you work with, as nodes in that diagram, that is your Business Network diagram.
So, Lesson 1. People networks and Business Networks are very similar to Computer networks. First, you need to establish connection. Then you need to keep the connection alive (periodic pings?). In order to derive value out of your network, you need to be ready to provide value yourself. And often, like good karma or a savings account, you may have to pay your dues to the network before reaping benefits.
These concepts apply to everyone. All of us have colleagues and other teams we work with. That is our internal business network. And our business networks are often larger than the slice that we interact with everyday(external network, previous colleagues, classmates, etc. etc.).
I related these ideas also to the Metcalfe’s law of networking: (which i think very much applies to the people networks as well) The value of a network is proportional to the square of the number of users of the system (n²).
But the important thing is to start today and set forth some time every week to nurture your network. Like gardening this is a job that never stops. Perhaps it is time for me to schedule that lunch meeting with a colleague that i haven’t met with in years.
Lesson 2: What do we get out of these networks?
Information, knowledge, knowhow and best practices, support among others. Often these will make the crucial input to turn a so-so performance into fantastic success. I saw that first hand in some of the simulated activities or group exercises in the course. We had 3 teams working together as a (virtual) corporation and our mission was to develop technology to manufacture a product (using rubber tubes, cans, buckets, water, etc.), transport it (after building bridges using blocks and wood) and deliver to the customer.
No team was able to work successfully all on its own. When the teams passed on information back and forth, they transferred knowhow and best practices and all teams gained very rapidly.