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Comment: Since I live in the sticks. . . . (Score 1) 1059

by bogidu (#38616704) Attached to: Ask Slashdot: What's the Best Way To Deal With Roving TSA Teams?

let me get this straight. If you don't submit to a search, you're not allowed to get on a train now? Even though your taxes are used to pay for that public service?

So we have a search with no probable cause or witnesses that I have committed a crime, and taxation without representation . . . . .

If I lived in Boston I think it would be about time to start a riot over this nonsense.

Comment: The hell you say?? (Score 2) 891

'It’s the policymakers’ responsibility to create a structure that leads to these technologies being put toward fuel economy,' he says.

NO, IT'S NOT! It's the stupid consumers responsibility to START BUYING UP ALL THE FUEL EFFICIENT CARS! Supply and demand, when people demand it, companies will supply it!

Comment: Re:Phasers on kill (Score 1) 378

by bogidu (#38522816) Attached to: IT Managers Are Aloof Says Psychologist and Your Co-Workers

Blank stares occur when the recipient does not have enough knowledge about a subject however believes that due to their level in an organization that they must be included and involved in every decision. You make the assumption that blank stares are the fault of the person who is sharing information and that the receiver has no responsibility to increase their own knowledge.

Comment: Phasers on kill (Score 5, Insightful) 378

by bogidu (#38521726) Attached to: IT Managers Are Aloof Says Psychologist and Your Co-Workers

I am not someone who is offended easily. That said, the author of this article and the 'subject matter expert' that was interviewed have offended me greatly.

Three pages of stereotype. Here, let me summarize and save you wasting 5 minutes of your life. . . . . . "IT people are not the best communicators." oh, wait, this comment was made by someone with an advanced degree in in psychology, I guess it must be legit.

Here is the rest of the article in a nutshell -

IT managers are aloof, technical people with a skillset that an organization cannot do without. They have been 'gifted' since childhood with a technical mindset and they believe that the world is against them. They want people to bow to them as the come into the room (direct quote) and it is difficult to get anything out of them.

I had to laugh when the sme stated that as a dean she could "force them off their high horse". From experience, when managers "force" technical people to do something or provide something, the end result is a piece of garbage that doesn't work right, upsets the customers, makes the IT department look bad and does the "forcer" get blamed for the poor results? No, the IT department loses credibility in the end.

This person doesn't get that most of the reasons IT folks "don't communicate" with those outside of IT is for a very basic reason . . . . . we start talking and we get BLANK STARES as a response!

I love her definition of 'c-level' folks.

The final straw in this article is the last paragraph. Steve Jobs was a BUSINESS MANAGER, not an IT professional. He ran a company and and 'forced' the technical people to dance for him.

Comment: I don't understand . . . . . (Score 4, Insightful) 99

by bogidu (#38091426) Attached to: Computing Pioneers Share Their First Tech Memories

Most of them wished they had the internet when they were growing up. Granted, I'm about a generation behind most of them and got my first internet access account when I was 23, however I have to admit that over the last 10 years the 'potential' of the internet has pretty much turned to crap thanks to a) ISP Corporatism b) government meddling & c) the mistaken belief by so MANY groups that it is something that needs to be "CONTROLLED".

Personally i'm starting to take the pov that anything that has occurred on the internet could have eventually happened with 'near-line' or 'on-line' bbs's. I mean honestly, has http actually made things BETTER, or just more accessible by the masses?

One good turn asketh another. -- John Heywood

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