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I can't wait to try them out on my next call to the local talk radio pundits or my next letter to the editor. (see comment for my one complaint)If the fun depiction of slavery as free food and shelter wasn't bad enough, depicting it as the first argument in history should be. Actually, Russian roulette might be safer. I, of course, advise neither. Infrared senor can precisely detecting the infrared heat given off by the forehead and quickly measuring to get the reading in 1 second,Engineered technology: The non contact infrared body thermometer is design to minimize the errors in the software program by following sound and light enginnering design processes, risk analysis and soft ware validation,No touch forehead 1-5cm: The measuring distance between the thermometer and the forehead must be 1-5 cm. 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You may have to register before you can post: click the register link above to proceed. To start viewing messages, select the forum that you want to visit from the selection below.https://www.eyemaxdigital.com/userfiles/engineering-economy-leland-blank-u0026-anthony-tarquin-solution-manual.xml You can use this service to share yourYou can upload up to 100 GB files, for free! You can use this service to share your creations. Months later he awakens. The series tells the sagas of Ragnar's band of Viking brothers and his family, as he. Few details have been found in the historical record about. Her life seems to get stable after working as an web novel editor for 6 years,. Let the Ragnarok battles. Twelve years earlier. It’s a subject I’ve talked about before as well. I addressed the reader’s question mainly as it pertains to the front end of the hiring process. After that post, you might understand a strategy for not really dealing with recruiters and other low-knowledge screener types. I’m going to plant my tongue slightly in cheek and refer to this process for the rest of the post as “making yourself big.” Probably the most dramatic example of “make yourself big” is a puffer fish who, when threatened, balloons to many times its original size. But it’s pretty common throughout the animal kingdom from birds with ruffled feathers to cats with puffy Halloween tails. The animals react to adversity by creating the illusion (or reality, in the case of the puffer fish) of substantially more size. And I mean that I’ll explain them in an honest, realpolitik sense. But prior to doing that, I’ll digress briefly into a realpolitik explanation of, well, US politics. Read More The questions are often packaged in narrative (possibly rant) form and almost invariably summed up with an apology for all of the detail. Please don’t apologize for that level of detail. It’s not that I enjoy hearing about your miseries, but I think that there’s definitely a shared catharsis that occurs when recounting or listening to tales of corporate stupidity with a narrator that’s powerless to stop it. The experience of dealing with an entrenched incompetent is so common in our industry that thousands and thousands of people read these posts and, thought, “hey, yeah, I had to deal with a guy just like that!” And I’m small potatoes — the DailyWTF is an entire, vibrant site with tens of thousands of subscribers and a number of authors and editors dedicated to this kind of thing. If you want to go even bigger, think of Dilbert and his pointy haired boss or the Peter Principle. It’d probably go something like this: It’s manicured, politically correct, carefully considered, diplomatic, and a load of crap. If you find yourself miserable at work day after day because of a boss with whom you are fundamentally incompatible or if you find yourself googling “what to do about a bad boss” or if you find yourself writing to someone like me to ask for advice on what to do about your bad boss, you’re in a fundamentally awful position that’s probably shaving hours and days off of your life. You need to take control of your destiny and that requires an executable, measurable, and tangible plan of action. What I’m suggesting that you do is start laying out a sequence of events that removes this person from your life. Perhaps you start taking classes at night so that you can transfer into a different group or maybe you find some team-lead type that acts as a buffer between you and Mr Spacely. Maybe you initiate controlled explosions inside of your own ears so that you never have to hear his terrible voice again and he can’t deal with you unless he learns sign language. Once you’ve got that list in hand, start narrowing it down and firming it up until you have several strategies that you can work simultaneously, all timeboxed and with contingency plans. A good plan would be something like: Within 3 months of that, I’ll casually broach the subject of spending some time in that group and within 4 months, I’ll make it official. While that’s going on, I’ll talk to HR within the next month about the idea of a potential transfer. If after 4 months, none of that is going well, I’ll start interviewing for other positions.” Because here’s the thing — if you’re fundamentally incompatible with a boss then “who is responsible” is a non-starter and being more understanding isn’t really going to help. Is it an inappropriate sense of entitlement that must drive you to say, “I shouldn’t have to work somewhere that my boss makes me miserable?” Many would argue yes, but I’m not one of them, and I think that’s silly. That’s how you pay the piper for being too picky or sensitive and, if those things start happening, maybe you should embark on a course of introspection. It’s not your sole responsibility to figure out a way to prevent someone from making you miserable and you ought to view this as a no-fault problem to set about solving. That’s where the plan comes in. No boss that truly embraces this mandate should be making your life miserable, even if you are an over-sensitive, uber-picky prima donna. Since you’re then responsible for removing your own impediments, there’s only one thing to be done with this boss: remove him from your life. I planned for it. And I do this by thinking in terms of diversification and dependency. If Acme then burps out a bad manager and puts him above you in the org chart, you find yourself in the same position as a cable company customer: “yeah, we’re awful, but good luck doing anything else.” You still can and should make a plan, by all means, but that’s why my advice might seem cavalier. If I could find something that made me consistently happy, work-wise, for the next 2 decades, I’d happily take the consistency and stability, and I cheerfully advise you to do the same. Your happiness is something that you can’t count on anyone but you to monitor and it’s not just important to your quality of life — it’s important to your quality of output as a knowledge worker. You and your reputation can’t afford for you not to be happy. I promised at least another post, if not more, to follow on that one, and here I am, making good. This is where I question the value of interviews as we know them and describe what I consider to be vaguely depressing about the way we come into work. Naturally, I’ll start this off with a non sequitur about circuitry. In this fashion, you prevent inefficiencies in or possible damage to the circuit that you’re constructing. The term was co-opted and inverted in the world of software (“ impedance mismatch “) to describe the awkward transformations that occur when object oriented applications use relational databases to store information. Colloquially, you might say “you’ve got two puzzle pieces that don’t fit together quite right and you’re jamming them together.” Of course, it doesn’t seem like it on the surface when you consider labor as a simple market transaction (or even when you factor in the middle-man, quasi-rent-seeking behavior of technical recruiters). A job seeker is selling labor and an employer demands labor, so the two negotiate on the price, with each trying to maximize its own interest (pay, but also benefits, days off, cultural perks, etc). Cut and dry, right? So employees seek to maximize the perks with the best offer, but I would argue that companies in their hiring optimize for eliminating worst case scenarios rather than maximizing the upside of any individual hire. Put simply using examples and probability theory, consider the following scenario. They can hire Alice or Bob. Bob is a known commodity and a decent software developer. He’s not going to blow anyone’s socks off, but he’s not going to check in terrible code. Alice, on the other hand, is a divergent thinker and extremely creative. Based on her history, there’s a 75 chance that she will be a game-changing hire in a good way, delivering way more value than most people, improving those around her, and bringing true innovation to bear. But, there’s a 25 chance that all of the things that make her special will fail to mesh with the existing team, and there will be fireworks followed by a flameout in short order. Established companies favor avoiding disaster more than reaching for the stars. Bob has a zero percent chance of delivering a zero, so Bob it is. And so, we have an impedance mismatch between the zero sum games being played by both sides. Applicants operate in a world where each side is maximizing expected value, but companies play in a world where they are minimizing worst case scenarios. Come in for a first round interview. All of these activities are generally oriented around thinning the herd rather than finding the leader, and they’re also intrinsically tolerant of false negatives. Gotta break some eggs to make an omelette or, in other words, “sure, you’ll reject some qualified candidates, but you’ll (theoretically) guarantee that no complete duds will be hired.” So, let’s think about that — after a comparably objective filtering out process comes a largely subjective game of “based on a conversation of a few hours, let’s find someone to spend the next several years with.” So, be warned — here comes some frankly unsubstantiated conjecture. My hypothesis is that this reductionist “pick the best of five” activity would be no different, statistically, than random selection of a candidate. For every “bad attitude” candidate you successfully pass on, you’ll filter out “better attitude having bad day.” For every candidate you hire because she nails the “what’s your greatest weakness” question due to cultural fit, you’ll hire someone whose greatest weakness is being a lying but convincing sociopath. The “interview five, pick one” process strikes me as the same kind of process I go through when squinting at mutual funds for 10 or 15 minutes before deciding how to allocate my 401K. I have no idea what I’m doing, so I just pick one and hope that everything works out. My hasty “research” is entirely a self-administered placebo designed to make me feel better about some kind of due diligence. And that’s how we, as a society, hire people. But there are two core problems. Filtering outliers means filtering all outliers and not just the bad ones, meaning a potential drive toward mediocrity (or at least standard) and picking from among the best is essentially (axiomatically, here) window dressing on random choice. So the candidate search, for all its clever questions, stress interviews, fancy clothes, synergies and whatever else we dream up really just boils down to “filter for slightly above average and pick at random.” And I’m pretty sure that you could do that with submitted SAT scores and a dartboard, saving everyone time, money, and dry-cleaning bills. I’ve conducted and participated in this process, willingly, from both sides. I think everyone would agree that candidate selection is a reductionist activity with an insanely high margin for error and the fact that many companies have actual protocol in place for dealing with hiring misses attests to that very fact. Gains made by introspection tend to be heuristic and not algorithmic, but I’ve played the good soldier with the rationale of “this is the worst way of doing it, except for all of the other ways I’ve considered.” Github is quickly becoming an industry standard place to say, “look what I can do, left to my own devices.” Stack Overflow is a place where not only can developers showcase their knowledge and accumulate points, but they can prove to would-be employers that their peers consider them to be knowledgeable. Blogs are somewhere that interested employers can go to see whether a candidate would be a good fit in a waterfall shop. Coderbits pulls a lot of theses sources together into a single point of information. These sources of information are freely available, asynchronous, and aggregate. My life is summed up much better in these venues than it is by me sitting in a conference room, wearing a suit, and talking about a time I faced and overcame a challenge. How better to know whether a candidate will do well on a project than putting that candidate onto that project. What I’m about to talk about is not currently tenable, but imagine if it were. Imagine if there were a way that an organization could structure its work in such a way that onboarding time was virtually nil and so prospective developers could be tossed an assignment and get started on contract. Is it working out after a week. Great! A month? Great! Now it’s been six months. Great — let’s move to a more permanent W2 arrangement and thus from dating to marriage. You’d no longer be faced with these, “do I take this huge, life changing leap or pass and watch my situation deteriorate?” decisions and be able to generate income while shopping around. A mutual feeling out period would allow a fit based on experience, rather than conjecture and games. The first is the problem of benefits and the mind-numblingly unfortunate practice of health insurance being tied to employment. If the USA has a spasm of collective sanity in this regard, perhaps that problem will go away at some point. The second problem is actually making it viable for organizations to take on developers and have them go from unknown to “writing productive code” in a single day. And solving that problem is also non-trivial. This isn’t to say that I think everyone should endure the stress of a job search on an almost constant basis, but rather that I think it should be easier for people and organizations to move seamlessly into arrangements that are better fits. We should dispense with the pretense that indefinite stays are the norm and recognize that it’s going to vary widely by individual taste and personalities and projects involved. In the end, moving in a direction like this could conceivably do wonders for morale across the industry and go a long way toward eliminating institutional knowledge hoarding in favor of beneficial cross pollination. That said, I am no expert and I am certainly no career coach, but I have developed some habits that seem pretty valuable for me in terms of approaching the interview process. Another important caveat here is that these are not tips to snag yourself an offer, but tips to ensure that you wind up at a company that’s as good a fit as possible. Sometimes that means declining an offer or even not getting one because you realize as you’re interviewing that it won’t be a good fit. On any of these, your mileage may vary. If you work as a programmer, the several emails a week you get from recruiters stand in not-so-mute testimony to that fact. If you decide that it’s time to start looking and throw your resume up on Dice, Monster, and CareerBuilder, your voicemail will fill up, your home answering machine will stop working, and your email provider will probably throttle you or start sending everything to SPAM. You will be absolutely buried in attempts to contact you. Some of them will be for intern software tester; some of them will be for inside sales rep; some of them will be for super business opportunities with Amway; some of them won’t even be in your native language. Now, there are some decent reasons that companies may do a lot of hiring, but there are a lot of not-so-decent reasons, such as high turnover, reckless growth, a breadth-over-depth approach to initial selection, etc. To put it in more relatable terms, imagine if you posted a profile on some dating site and within seconds of you posting it, someone was really excited to meet you. It may be Providence, but it also may be a bit worrisome. Flex your networking muscle a bit, apply to some appealing local companies that you’d like to work at, contact a handful of recruiters that you trust, and see what percolates. You can always hit the big boards later if no fish are biting or you start blowing through your savings, but if you’re in a position to be selective, I’d favor depth over breadth, so to speak. Be yourself. You’re looking to see whether this is going to be a fit or not, and while it makes sense to put your best foot forward, don’t put someone else’s best foot forward. If you’re a quiet, introverted thinker, don’t do your best brogrammer imitation because there’s a ping pong table in the other room and the interviewers are all 20-something males. You’re probably going to fail to fit in anyway, and even if you don’t, the cultural gulf is going to continue to exist once you start. Don’t lie or try to fake it. The most likely outcome is that you look absurd and tank the interview when you could have saved yourself a bit of dignity with a simple, “I’m not familiar with that.” But even if this ruse somehow works, what’s the long-play here. Do you celebrate the snow-job you just pulled on the interviewer, even knowing that he must be an idiot (or an Expert Beginner ) to have fallen for your shtick. Working for an organization that asks idiots to conduct interviews probably won’t be fun. Or perhaps the interviewer is perfectly competent and you just lucked out with a wild guess. In that case, do you want to hire on at a job where they think you’re able to handle work that you can’t? Think that’ll go well and you’ll make a good impression? Be honest, be forthright, and answer to the best of your ability. If you feel confident enough to do so, you can always pivot slightly and, for instance, turn a question about the innards of a relational database to an answer about the importance of having a good DBA to help you while you’re doing your development work or something. But whatever you do, don’t fake it, guess, and pray. Did you play a varsity sport or join enough clubs. Did you have enough people edit your essays. Oh-gosh-oh-gee I hope they like me. Or, really, I hope I’m good enough. It isn’t just a process to help them determine if you’d be able to handle the work that they do. It’s also a chance for you to evaluate whether or not you’d like doing the work that they give you. Both parts are equally important. Do you want to hang out with the people you’re talking to for the next several years of your life. Do you have similar ideas to them as to what good software development entails. Do you think you’d enjoy the work. Do you like, respect, and understand the technologies they use. This attitude will give you more confidence (which will make you interview better), but it also sets the stage for the next point here. Then there’s the “what questions do you have for me” section. Some people will say, “nothing — I’m good.” Those people, as any career site or recruiter will tell you, probably won’t get an offer. Others will take what I believe is fairly standard advice and use this time as an opportunity to showcase their good-question-asking ability or general sharpness. Maybe you ask impressive sounding things like, “what’s your five year plan,” or, “I have a passionate commitment to quality as I’m sure you do, so how do you express that?” (the “sharp question” and “question brag,” respectively). You can really only ask a handful of questions before things start getting awkward or the interviewer has to go, so you need to make them count. And you’ll make them count most by asking things that you really want to know the answer to. Are you an ardent believer in TDD or agile methodologies. Ask about that! Don’t avoid it because you want it to be true and you want them to make an offer and you don’t want to offend them. Better to know now that you have fundamental disagreements with them than six months into the job when you’re miserable. She’s probably got a fairly decent BS detector and would rather you ask questions to which you genuinely want to know the answers. But I’d take it further than this. Did you like way your last company provided you with detailed code reviews because it helped you learn. Ask what kinds of policies and programs they have in place to keep developers current and sharp. Did you not like the mess of interconnected dependencies bogging down the architecture of the code at your last stop. Ask them what they think of Singleton as a design pattern. (I kid, but only kind of.) For instance, you’re not going to saunter into an interview and say, “So, how long before I can push my hours to second shift and stroll in at 2 PM?” But knowing things about a company like dress code, availability of flex hours, work-from-home policy, etc. If you say something like “rush hour on route 123 out there seems pretty bad, how do people usually avoid it,” the next thing you hear will probably be about their flex hours policy, if the company has one. I mean, if I’m interviewing you, I don’t want to hear how all of your former bosses have been idiots who don’t appreciate your special genius, nor do I want to hear juicy gossip about the people at your office. Staying upbeat makes a good impression. If I’m interviewing you, I also know that your former positions aren’t all smiles and sunshine or you wouldn’t be sitting in front of me. When talking about past experience, you can go negative, but first go positive to cancel it out. Of course, there were some things I might have done differently in our main code base, from an architectural perspective. I’d have liked to see a more testable approach and an IoC container, perhaps, but I realize that some things take time to change, especially in a legacy code base. Instead of the interviewer hearing, “man, those guys over there are procedural-code-writing cretins,” he hears, “some things were less than ideal, and I’d like them to improve, but I grow where I’m planted.” What did you like, what worries you, what questions should you follow up with, what specifics can you cite. Things will be fuzzy later, and this information is solid gold now. Something that struck you as a red flag might be smoothed over in your mind as you grow increasingly tired of your job hunt. I know they said that they’re as waterfall as Niagra and proud, but I think the tone of voice and non-verbal cues might have indicated a willingness to go agile. You’ll fool yourself. You’ll talk yourself into things. That is, unless you write them down and bring them up as concerns the next time you talk with the company or a representative thereof. Imagine if marriage worked like job interviews. The proposition would be put to you and your potential mates this way: If it’s thumbs up, you have a few days to decide if the prenuptial agreement looks good, if you have similar opinions on when to have children and how many, yadda-yadda, and hurry up, and, “do you take this person to be your lawfully wedded, blah, blah, you may now kiss, etc., whatever, done. There are going to be a lot of bad decisions and the divorce rate will be pretty high. You might have interviewed for a job that had already been filled except for the detail of technically having to interview a second person. Maybe the CEO’s son got the job instead of you. Maybe you wore a gray suit and the man interviewing you hates the color gray with a burning passion. Maybe you had a lapse when talking about your WPF skills and said WCF, and someone thinks that makes you a moron. The list goes on, and it often makes no sense. It makes no sense in the way that you’ll look at a company’s website and see a weirdly blinking graphic and think it looks unprofessional and decide not to apply there. You make snap judgments, and so do they. It’s the name of the game. Don’t take it personally. I’m a former programmer, architect, and IT management consultant, and current founder and CEO of Hit Subscribe. It's not even past. -William Faulkner Monkeys see and monkeys do. They love to imitate and respond to facial expressions. A few years ago, one of my nephews went to the zoo with us. It was a small zoo where you could get in close to the monkeys and my nephew began to make faces at a monkey. Apparently, this real-life monkey was sick of people making faces because he looked around, found some poop and started throwing it at my nephew. Unless it’s a flying monkey. Photo by Blake Cheek on Unsplash I felt sorry for my nephew, but when someone in the family joked, “Monkey see, monkey doo-doo,” I could barely keep a straight face while I helped him clean up. This is how monkeys behave.Why do they seem so comfortable doing the narc’s dirty work. It might be because they act before thinking. When people follow a leader and fail to think for themselves, they end up with bad habits like imitating others and going on a defensive attack. This is because the narcissist has played the victim and they’ve bought into the lies. In other words, these flying monkeys are drunk on narc Kool-Aid. You need to take their attacks seriously because flying monkeys are a pawn in the narcissist’s game. The narcissist counts on flying monkeys to help destroy your reputation. And I will not give it to them.