fighting with the jvm, jenkins and maxpermsize. fucking puppet.
White and yellow, kill a fellow.
Purple and blue, good for you.
Red… could be good, could be dead.
People have a natural intuition about risk, and in many ways it’s very good. It fails at times due to a variety of cognitive biases, but for normal risks that people regularly encounter, it works surprisingly well: often better than we give it credit for. This struck me as I listened to yet another conference presenter complaining about security awareness training. He was talking about the difficulty of getting employees at his company to actually follow his security policies: encrypting data on memory sticks, not sharing passwords, not logging in from untrusted wireless networks. “We have to make people understand the risks,” he said.
It seems to me that his co-workers understand the risks better than he does. They know what the real risks are at work, and that they all revolve around not getting the job done. Those risks are real and tangible, and employees feel them all the time. The risks of not following security procedures are much less real. Maybe the employee will get caught, but probably not. And even if he does get caught, the penalties aren’t serious.
Given this accurate risk analysis, any rational employee will regularly circumvent security to get his or her job done. That’s what the company rewards, and that’s what the company actually wants.
Don’t make something unless it is both necessary and useful; but if it is both necessary and useful, don’t hesitate to make it beautiful.
They’s a time of change, an’ when that comes, dyin’ is a piece of all dyin’, and bearin’ is a piece of all bearin’, an’ bearin’ an’ dyin’ is two pieces of the same thing. An’ then things ain’t so lonely anymore. An’ then a hurt don’t hurt so bad.
Big huge bug. Any idea what?
Tom has some really interesting comments on French Press brewing. Keep it hot and let it go a longer time.
I regularly break seven of those rules. How about you?
Hey look, it’s me!