Slashdot Mirror

sl4shd0rk writes "Apparently the USPS is enacting a ban on the international shipment of all devices containing Lithium Ion batteries. The ban is expected to lift in January of 2013. It seems like this would drive more business away from the already floundering USPS financial situation. The article focuses on the shipment of items out of the U.S., but doesn't mention whether the same ban will apply to purchasing these items on eBay from overseas sources."

Hugh Pickens writes "Steve Lohr reports that an impressive crossword-solving computer program called Dr. Fill matched its digital wits against 600 of the nation's best human crossword-solvers, finishing only 141st at the American Crossword Puzzle Tournament in New York. 'I wish it had done better,' says Dr. Matthew Ginsberg, the creator of Dr. Fill and an expert in artificial intelligence. Dr. Fill typically thrives on conventional crosswords, even ones with arcane clues and answers; it solved one of the most difficult puzzles at the tournament perfectly. But the computer does poorly with clever clues based on puns or jokes, because humans and machines solve the crosswords very differently. Humans recognize patterns based on accumulated knowledge and experience, while computers make endless calculations to determine the most statistically probable answer. The computer program is literal minded, and tends to struggle on puzzles with humor, and puzzles with unusual themes or letter arrangements. Take this clue from a 2010 puzzle in The Times: Apollo 11 and 12 (180 degrees). The answer is SNOISSIWNOOW, seemingly gibberish. A clever human could eventually figure out that those letters, when rotated 180 degrees, spell MOON MISSIONS. Humans get the joke, while a literal-minded computer does not. 'Occasionally, Dr. Fill just doesn't get it,' says Ginsberg. 'That's my nightmare.'"

cylonlover writes "It may sound like something dreamed up by a cheesy men's magazine as a joke, but apparently this is a real thing that actually exists. Ostensibly, the Norte Photoblocker is a functional beer cooler surrounded by four sensors that can detect the flashes from cameras or cell phones. If a flash goes off in the direction of the Photoblocker, it fires its own flash to flood the resulting photos with bright white and obscure anyone nearby. Now you can go about your usual business of cheating on your spouse, being an idiot around your boss, or drunkenly harassing fellow party-goers without worrying that some wildly irresponsible person will tag you in a photo and posts it online."

Hugh Pickens writes writes "Democracy and free speech activists worldwide have something new to worry about — cyberwarfare via iTunes. The Telegraph reports that Gamma International sells computer hacking services to governments, offering 'zero day' security flaws that allow access to target computers 'with the ability to take control of the target systems functions to the point of capturing encrypted data and communications.' FinFisher spyware, known to be used by British agencies and offered to Egypt's feared secret police, takes advantage of an unencrypted HTTP request that is filed by iTunes when Apple Software Updater is inactive. It redirects users' web browsers to a customized web page that pretends Flash is not installed on the user's computer, then installs a sophisticated piece of spyware that sends info on a user's activities directly to foreign intelligence services. The latest iTunes software update, 10.5.1, released on November 14, appears to have fixed the exploit FinFisher used. A prominent security researcher warned Apple about this dangerous vulnerability in mid-2008, yet Apple 'waited more than 1,200 days to fix the flaw,' writes security researcher Brian Krebs."

An anonymous reader writes "Fast Company takes a look at the Apple App Store and concludes that it's a casino where most developers are making tragic losses and a tiny few are striking it filthy rich. The article discusses a new book exposing the App Store millionaires, called 'Appillionaires,' which compares the psychological effects of a hit app on a programmer to a gambler's high. One millionaire programmer explains the intense feeling of being in the top-ten: 'The App Store had established some kind of intravenous connection to my body and was pumping me full of Apple-branded heroin.' But, the piece warns, the majority of developers fail to make any return on their app."

Hugh Pickens writes "Portland, Oregon will be the first city to use IBM's new software called Systems Dynamics for Smarter Cities, containing 3,000 equations which collectively seek to model cities' emergent behavior and help them figure out how policy can affect the lives of their citizens. The program seeks to quantify the cause-and-effect relationships between seemingly uncorrelated urban phenomena. 'What's the connection, for example, between ... obesity rates and carbon emissions?' writes Greg Lindsay. 'To find out, simply round up experts to hash out the linkages, translate them into algorithms, and upload enough historical data to populate the model. Then turn the knobs to see what happens when you nudge the city in one direction.' One of the drivers of the 'Portland Plan' is the city's commitment to a 40 percent decrease in carbon emissions by 2030, which necessitates less driving and more walking and biking. After running the model, planners discovered a positive feedback loop: More walking and biking would lead to lower obesity rates for Portlanders. In turn, a fitter population would find walking and biking a more attractive option. But as the field of urban systems gathers steam, it's important to remember that IBM and its fellow technology companies aren't the first to offer a quantitative toolkit to cities. In the 1970s, RAND built models they thought could predict fire patterns in New York, and then used them to justify closing fire stations in NYC's poorest sections in the name of efficiency, a decision that would ultimately displace 600,000 people as their neighborhoods burned."

Hugh Pickens writes "Remember when the Gay Girl in Damascus revealed himself as a middle-aged man from Georgia? On a platform like Twitter, which doesn't ask for much biographical information, it's easy (and fun!) to take on a fake persona but now linguistic researchers have developed an algorithm that can predict the gender of a tweeter based solely on the 140 characters they choose to tweet. The research is based on the idea that women use language differently than men. 'The mere fact of a tweet containing an exclamation mark or a smiley face meant that odds were a woman was tweeting, for instance,' reports David Zax. Other research corroborates these findings, finding that women tend to use emoticons, abbreviations, repeated letters and expressions of affection more than men and linguists have also developed a list of gender-skewed words used more often by women including love, ha-ha, cute, omg, yay, hahaha, happy, girl, hair, lol, hubby, and chocolate. Remarkably, even when only provided with one tweet, the program could correctly identify gender 65.9% of the time. (PDF). Depending on how successful the program is proven to be, it could be used for ad-targeting, or for socio-linguistic research."

theodp writes "Since 2000, the Bill and Melinda Gates Foundation has poured some $5 billion into education grants and scholarships. Ten years into his record-breaking philanthropic push for school reform, the WSJ reports that Bill Gates is sober about the investment and willing to admit some missteps. 'I applaud people for coming into this space,' said Gates, 'but unfortunately it hasn't led to significant improvements.' This understanding of just how little influence seemingly large donations can have has led the foundation to rethink its focus in recent years. Instead of trying to buy systemic reform with school-level investments, a new goal is to leverage private money in a way that redirects how public education dollars are spent. Despite the good intentions, some are expressing concerns about how billionaires and the Gates Foundation rule our schools, including the lack of transparency and spotty track record of the wealthy would-be reformers. Perhaps Gates should consider funding a skunkworks educational project for retired Microsoft CTO Ray Ozzie, who was working on networked, self-paced computer assisted instruction in 1974 — 36 years before Bill and Google discovered Khan Academy!"

smitty777 writes "Deputy Undersecretary Schaffer of the DHS National Protection and Programs Directorate confessed to being aware of foreign technology that had been imported with spyware, malware, and other security risks. According to the article, 'More worryingly, the hearing specifically mentioned hardware components as possibly being compromised — which raises the questions of whether, perhaps, something as innocuous as Flash memory or embedded RFID chips could be used by interested foreign parties.' These hearings were held on July 7th to 'examine the nature and extent of the current threat to America's infrastructure.'"

jamie tips a story about MIT cognitive scientist Deb Roy, who started a project five years ago, upon bringing his newborn son home from the hospital, to record his family's movement and speech inside their house. Since then, Roy has used various techniques to analyze and distill the 200 terabytes of raw data into useful and interesting visualizations. "For example, Roy was able to track the length of every sentence spoken to the child in which a particular word — like 'water' — was included. Right around the time the child started to say the word, what Roy calls the 'word birth,' something remarkable happened. 'Caregiver speech dipped to a minimum and slowly ascended back out in complexity.' In other words, when mom and dad and nanny first hear a child speaking a word, they unconsciously stress it by repeating it back to him all by itself or in very short sentences. Then as he gets the word, the sentences lengthen again. The infant shapes the caregivers’ behavior, the better to learn." Roy also compiled videos showing each time his son used certain words over a period of many months, clearly illustrating how those parts of the child's linguistic capabilities evolved over time.

theodp writes "Google put out an APB Tuesday, looking for young Einstein and Curie wannabes for its new global online Google Science Fair (nice Rube Goldberg YouTube promo, btw). Students between the ages of 13-18 with access to a computer, the Net and a browser can compete for prizes that include a trip to the Galapagos Islands, scholarships, and a five-day trip to CERN. Google hasn't yet figured out a way to web-enable science fair boards, so projects like Crystal Meth — Friend or Foe will have to be created as Google Sites (example). Unlike a typical local school science fair, the judges here are the real deal, so you can forget about blaming scientifically-clueless students, parents and teachers for your loss this time, kids!"

jfruhlinger writes "Tunisians logging into Facebook encountered extra JavaScript, probably a sign of their repressive government's attempt to spy on them. The question is: does the US government do the same thing, just more subtly? We're not talking about agents friending you on Facebook to get more information about you; we're talking monitoring your supposedly private information behind the scenes."

hether writes "The mystery of the disappearing bees has been baffling scientists for years and now we get another big piece in the puzzle. From Fast Company: 'A number of theories have popped up as to why the North American honey bee population has declined — electromagnetic radiation, malnutrition, and climate change have all been pinpointed. Now a leaked EPA document reveals that the agency allowed the widespread use of a bee-toxic pesticide, despite warnings from EPA scientists.' Now environmentalists and bee keepers are calling for an immediate ban of the pesticide clothianidin, sold by Bayer Crop Science under the brand name Poncho."

siliconbits alerts us to the possible use of one of the world's most destructive naturally occurring scourges, the tobacco mosaic virus, to boost the capacity of lithium ion batteries by 10 times. It seems the virus can be made to attach itself to the electrodes in a lithium cell perpendicularly, increasing the surface area of the electrode and greatly improving the battery's capacity to store energy. PhysOrg has some more detail on virus-enhanced batteries. Four years ago we discussed the use of the tobacco mosaic virus to enable fast-switching transistors.

An anonymous reader writes "MIT physicist Alex Wissner-Gross and mathematician Cameron Freer have devised a technique for exploiting geographic location in high-frequency trading, reports FastCompany. From the article: 'We view this work as one of the first serious, credible justifications for covering the planet's surface with computers. [...] We've perhaps identified a new type of natural resources that sovereignties might take advantage of.' Physicist and hedge-fund manager Jean-Philippe Bouchaud says, 'This shows that the technological arms race to extract every penny from high-frequency mechanical arbitrage will soon reach its ultimate limits.'"

theodp writes "As part of its reimagine the 21st-century classroom project, Slate asks: Is the best way to fix the American classroom to improve the furniture? While adults park their butts in $700 Aeron chairs, kids still sprawl and slump and fidget and dangle their way through the day in school furniture designed to meet or beat a $40 price point. 'We've seen in adults that if you put them in the right chair, their performance increases,' says Harvard's Jack Dennerlein. 'Is the same true for children? I can't see why not.' For school districts with deep pockets, there are choices — a tricked-out Node chair from IDEO and Steelcase can be had for $599."

Pickens writes "Fast Company reports that Massachusetts Superior Court Judge Margaret Hinkle will soon issue a decision on an intellectual property-related lawsuit that could ground the CIA's Predator drones. Intelligent Integration Systems (IISi) alleges that their Geospatial Toolkit and Extended SQL Toolkit were pirated by Massachusetts-based Netezza for use by a government client and is seeking an injunction that would halt the use of their two toolkits by Netezza for three years. The dispute goes back to when Netezza and IISi were former partners in a contract to develop software that would be used, among other purposes, for unmanned drones. IISi's suit claims that both the software package used by the CIA and the Netezza Spatial product were built using their intellectual property and according to statements made by IISi CEO Paul Davis, a favorable ruling in the injunction would revoke the CIA's license to use Geospatial. If IISi prevails in court this would either force the CIA to ground Predator drones or to break the law in their use of the pirated software. But there's more. Testimony given by an IISi executive to the court indicates that Netezza illegally and hastily reverse-engineered IISi's code to deliver a faulty version that could cause predator drones to miss their targets by as much as 40 feet. "

theodp writes "This week, NYC mayor Michael Bloomberg announced that the City University of New York and IBM are creating a computer science-focused school in the city that will span grades 9-14 (students leave with an associate's degree). Graduates who pass muster will reportedly be first in line for jobs at IBM. 'The idea is to create a new [educational] model for science, technology, engineering, and math — areas where companies are aggressively hiring,' explained IBM's Stanley Litow. 'If you look at hiring requirements, you won't see a huge amount of difference in a lot of entry-level IT jobs.' No word yet on the school colors or whether a uniform will be required. IBM is giving the city $250,000 to create the school, which might have looked pretty generous if that Zuckerberg kid hadn't upped the ante with his $100,000,000 donation."

E IS mC(Square) writes "Researchers at Indiana University have just launched Truthy.indiana.edu, which they humbly declare 'a sophisticated new Twitter-based research tool that combines data mining, social network analysis and crowdsourcing to uncover deceptive tactics and misinformation leading up to the Nov. 2 elections.' According to their FAQ, they define 'truthy' thus: 'A truthy meme relies on deceptive tactics to represent misinformation as fact. The Truthy system uses Truthy to refer to activities such as political smear campaigns, astroturfing, and other social pollution."

mspohr writes with a sad excerpt from Fast Company: "Despite a seemingly stout business plan, and all the financial, social, and educational benefits it would bring, the FCC's just turned down M2Z's application for a coast-to-coast free wireless broadband system. ... The FCC is known to have heard complaints about M2Z's plan from existing wireless carriers. Though M2Z's network would've operated at under 1 Mbps peak speeds — meaning it was very slow by today's standards, and probably snail-like by tomorrow's — its free pricing may well have tempted many folks away from spending cash with an established ISP. Those carriers are now reported to be pleased with the FCC's decision, though they argue it's in line with the greater National Broadband Plan. Whenever that actually gets off the ground."

TheRealPacmanJones writes "Biometrics R&D firm Global Rainmakers Inc. (GRI) announced today that it is rolling out its iris scanning technology to create what it calls 'the most secure city in the world.' In a partnership with Leon, one of the largest cities in Mexico with a population of more than a million, GRI will fill the city with eye-scanners. The scanners will help revolutionize law enforcement not to mention marketing."

theodp writes "Innovative Interactivity has a behind-the-scenes look at the Washington Post's On the Trail of a Serial Rapist series. Information Designer Kat Downs details her experience designing and building the impressive interface for the series, including the use of Google Maps to track the rapist. Wary, perhaps, that it might encourage vigilantism, the WaPo stopped short of allowing readers to add their own input to the maps and urged anyone with additional information to contact the police."

theodp writes "Recalling that CEO Jeff Bezos originally explored placing Amazon.com on an Indian Reservation near San Francisco to 'have access to talent without all the tax consequences,' the NY Times argues it's time to put an end to the e-tailer's 'entity isolation' tax-avoidance games. The LA Times chimes in, saying Amazon's claims that collecting sales tax constitute an undue burden are 'worth a horselaugh,' noting that Amazon boasts it has no problem keeping track of millions of unique products."

mvip tips the latest in a long line of premature announcements of the demise of email. "The Wall Street Journal article Why Email No Longer Rules is making the rounds online. Fast Company provided a fast response, highlighting the technical shortcomings of trying to replace email with Facebook and Twitter (where do the attachments go?). Email Service Guide points out that Facebook and Twitter are ineffective for one-off communications. With Google Wave on the horizon, we'll probably have to go through the whole charade yet again."

Fast Company recent spoke with Microsoft exec Shane Kim about Natal and the future of the Xbox 360. Kim said they're very interested in continuing to build out support for social networking and digital distribution, and he also made some interesting remarks about their long term plans. Quoting: "It really has much more to do with ... the innovation and longevity that will be created when Project Natal is added to that mix and the value and the entertainment options that we continue to expand on Xbox Live. The 'next generation' will be defined by software and services, not hardware. In the past we would always get this question: 'Hey, there's a new console launch every five years and you're coming up on that time for Xbox, right?' That's the old treadmill way of thinking. Before you had things that were very obvious, from a hardware standpoint — pushing more pixels, the move from 2-D to 3-D, 3-D to HD, etc. We got a very powerful piece of hardware in Xbox 360. I am confident that we have more headroom available, in terms of developers and creators figuring out how to get more out of the system. So I worry less about new hardware having to enable us to move to a different level of graphics. It's much more about the experiences that you are going to deliver."

19061969 writes "Bucking the trend for heavy-weight SUVs, a mayor in the Philippines has commissioned a range of bamboo vehicles. According to the blurb, the taxis also run on coconut biodiesel, even have a stereo sound system and help the local economy by being largely locally produced. Is this the future of mass transportation?"

theodp writes "Coming the day after it announced layoffs and office closures, Google's California Supreme Court filing arguing for the overturn of Proposition 8, which asks the Court not to harm its ability to recruit and retain employees, certainly could have been better timed. Google's support of same-sex marriage puts it on the same page with Dan'l Lewin, Microsoft's man in Silicon-Valley, who joined other tech leaders last October to denounce Prop 8 in a full-page newspaper ad. But oddly, Microsoft HR Chief Mike Murray cited religious beliefs for his decision to contribute $100,000 to 'Yes On 8', surprising coming from the guy who had been charged with diversity and sensitivity training during his ten-year Microsoft stint. "

The Economist is running a story about how gaming is on the rise in corporate environments, and how games are also becoming a popular tool for advertising. From internally developed games to commercial offerings to simply creating a framework in which employees can interact, game-based competitions and community building are leading to increased productivity, even for Fortune 500 companies. Quoting: "Take Microsoft's own experience. Before it releases a new version of its Windows operating system, it asks staff to help debug the software by installing and running the system. In the past, project managers had to spend a great deal of time and effort persuading busy Microsoftees to help them with this boring task. So for Windows Vista, the system's latest incarnation, Microsoft created a game that awarded points for bug-testing and prizes such as wristbands for achieving certain goals. Participation quadrupled."

Frequent Slashdot contributor Bennett Haselton adds his experience to the litany of woes with Microsoft Vista. Unlike most commentators who have a beef with the operating system, Bennett does a bit of surveying to bolster his points. Read his account by clicking on the magic link.

My brand-new-out-of-the-box Windows Vista machine could not access www.facebook.com. A nearby XP machine could, but the Vista machine couldn't. I went back to Circuit City to try out the other Vista demo machines, and they could access other sites but not Facebook, either. And that honeymoon feeling that you get when you buy a new computer and expect it to solve all your problems, was over for me. Having built my latest career on helping people access Facebook where they were blocked from it, by some cosmic joke was Vista now blocking me from getting to Facebook on my own machine?

I know, another article bashing Vista, what could be more banal. (Kids! That word, meaning "trite" or "unoriginal", is pronounced "ba-NAHL". If you say it the wrong way like I did in an interview, it sounds naughty and you sound stupid.) But in my own random survey of 30 Vista users on Amazon's Mechanical Turk service (a handy way to check these things), three quarters (23) said the only reason they were using Vista was that the PC store they went to didn't sell XP machines any more, and about half of all respondents (14) said that they would go back to Windows XP if they could. So I don't want to get a bunch of e-mails with Ron Paul links in the signature saying "Nobody has to use Vista if they don't want to!" (I'm aware that a survey of 30 people is too small to be scientific, but it's enough to get a ballpark figure for about $5 on Mechanical Turk.) Besides, the more people write testimonials to what they found frustrating about Vista, the more likely it is that some future version will keep what is good about the new OS, while providing a less frustrating interface (suggested name: "Vista 98").

It turns out the Facebook issue was not really Microsoft's fault -- www.facebook.com had a broken IPv6 record, and Vista defaults to using IPv6 where XP used IPv4, so that's why the host wasn't working. (In case you run into this with any other Web sites on Vista, I fixed the problem by disabling IPv6 in network settings and rebooting.) But it was one more example of something that used to work pre-Vista and then stopped working, and every case like that adds up to the overall frustration of switching to a new system, regardless of whose fault it is.

I hasten to add that I am not some partisan Microsoft basher. I like XP just fine, never more than when I went back to it after a few days on Vista, and I still think for that matter that Vista would be easier to switch to than Linux. Having been involved for years with free speech activism, I run into a lot of people in the same circles who are strong Linux advocates, apparently because the concept of "freedom of speech" is closely aligned with "making every file search as simple and stress-free as a Hamas hostage negotiation". So every year or two I'll try out the latest version of some Linux distro to see how long it would take to get used to it. In 2005, full of optimism, I cheerfully booted up the latest version of Shrike, then tried to find a directory and discovered I could not right-click on the hard drive root dir and specify the name of a directory I wanted to search for (that only worked for files, not directories). I posted a query to a Linux newsgroup, and a respondent told me that the solution was to open a command prompt and type "man find", which I am aware is a polite way of saying "screw you, newbie", but which I dutifully followed anyway and got an output screen of which the first paragraph was:

find searches the directory tree rooted at each given file name by evaluating the given expression from left to right, according to the rules of precedence (see section OPERATORS), until the outcome is known (the left hand side is false for and operations, true for or), at which point find moves on to the next file name.

and that was all my Linux for that year. Maybe I'm overdue to try it again. (Microsoft gives away their Virtual PC program that makes it easy to try other operating systems; I think it's a ploy to make us appreciate Windows more.) Now, I love the concept of a freely-distributable, freely-modifiable operating system, and I've recommended Linux to people when you need it to do something cool that Windows can't do, like bypassing Windows security by booting a PC from a CD. And it's done a lot of good for organizations like the One Laptop Per Child program, which can keep their costs down by using a free operating system. But to this day I've never heard an answer to one question: Since even Linux advocates admit that it's harder to use, what can you do with Linux that you can't do with Windows, to make it worth switching over to? If I was nervous about Vista because some of the interface had changed and some of my old programs no longer worked, it wasn't helpful to tell me to switch to a system where all of the interface would change and none of my old programs would work.

So, I wanted to like Vista. I knew that eventually everyone would have to upgrade anyway, so, not wanting to be left behind, I wanted to switch to Vista because of the same factor that spammers use to get your attention: "Other guys are improving themselves, why aren't you?" But there were some things I ran into almost immediately:

• Windows Explorer and Internet Explorer no longer have the "File / Edit / View" menu bars across the top of the window. Was this a big problem under XP? When the menus gave quick, two-click access to most actions that you could take within the application, was there a grassroots movement to have them removed? I did eventually find that you can hit the "Alt" key to bring the menus back, but why put people through that frustration? The most annoying feeling while using a computer is being yanked out of thinking about what you're doing with the computer to having to concentrate on how to use it.

  Perhaps the idea was to steer users towards using the buttons on the toolbar, but there aren't enough buttons to cover all the options located under the menus. If the UI designers wanted to steer users gently towards using the buttons, my suggestion would have been: Whenever the user picks something under a menu that corresponds to something accessible from the toolbar, display a dialog box which says for example, "In the future, you can print faster by clicking the printer button on the toolbar", along with a picture (and a "Do not show this message again" checkbox -- important!).

• Windows Explorer also did away with the "Up" button that lets you browse from the current directory to the higher-level directory. Again, probably not in response to a groundswell of users demanding for that button to be removed, when it took up about one square centimeter of screen space. Supposedly Windows Explorer makes up for this by displaying the entire path to the current directory in the address bar, so that if the path is "C:\Financial Records\Chris Pirillo\ Pectoral Real Estate\", you can click on "Chris Pirillo" to go one directory higher. The trouble is that I frequently give my directories extremely long and descriptive names like (this is a real example) "Flash-Player-8.5.0.246-beta2.downloaded-2006-03-20-from-labs.macromedia.com" so that I can keep track of where and when I got each piece of downloaded software, in case I ever need to go back to a previous version that the software maker no longer makes available because they're trying to steer me away from it (ironically, "Vista syndrome"). With a directory that has a long name like that, the higher-level directories aren't visible in the address bar, so I had to locate it manually in the left-hand tree view panel. OK, knock off the violins, the point is that I didn't have to do that in XP.
• I have an older monitor, so I wanted to turn ClearType off. The IE7 help file describes how to do this in IE, but that didn't work for me no matter how many times I tried, and my eyes were aching by the time I found out that in Vista it's a default system-wide setting that overrides IE's setting until you change the system-wide one. I would have suggested putting one line in the IE7 help file: "Note: if your operating system such as Windows Vista is set to use ClearType system-wide, you must disable this as well to disable ClearType in IE."
• Virtual PC, which worked on all versions of Windows XP, is not supported on Vista Home Premium. I need Virtual PC (for reasons other than Linux-bashing), so this was a deal-breaker.
• Telnet no longer installed by default. Even though I use a different telnet program for regular use, telnet.exe was handy to test whether a remote machine was reachable on a given port. (For example, in a command prompt, type "telnet www.yahoo.com 80" and when the command prompt screen goes blank, that means the machine www.yahoo.com is accepting responses on port 80, the standard port for Web traffic. Try connecting to port 81 instead, and you get no response on that port. This can be useful when diagnosing problems with Web servers and other programs.) Even though it's not hard to get telnet back, why would they go to the trouble of removing it?
• The aforementioned Facebook problem. This seemed so startling at the time that I almost stopped everything to write an article just about that, musing on Microsoft having so much power that all PC stores were now exclusively stocking computers running an OS that, at the time anyway, couldn't access Facebook. But then I asked another bunch of users on Mechanical Turk, and all respondents using Vista said they could access Facebook after all. Of course, this wasn't a random sample, since users who bought Vista and couldn't access Facebook, probably would have returned their machines a long time ago, but I'm still not sure what caused it to work on some machines and not others -- all I know is that Facebook was inaccessible until I disabled IPv6.
  
  I know Facebook is reading these articles, since in November I wrote about how you could circumvent Facebook's system of verifying that users were real high school students, by doing the following: "(1) create a profile of a non-overweight girl and sign up as a member of a high school network, pending confirmation; (2) search for several boys in that network and send them friend requests; and (3) wait for at least one of them to confirm you back". Shortly afterwards, Facebook changed the verification system, so that now, if you're confirming someone who is a pending member of a high school network but no one else has confirmed them yet, Facebook warns you, "Only check this box if you're absolutely sure that you know this person." So, whichever of Mark Zuckerberg's friends is reading my articles: Clever idea, and, keep the IPv6 records working.

That was as far as I got before I stopped trying to get used to Vista and started taking notes for this article (working title: "Vist Vucked"). From the Mechanical Turk users who responded to my survey, the other most common reported problems were: software compatibility, hardware compatibility, difficulty with the UI, and running too slowly. Presumably the first two problems will improve over time, but the UI will always be hard to switch to as long as users can't find functions that were easy locatable in the old interface, and if it runs slower than XP, that will always be a factor no matter how fast your computer is. (However fast it runs Vista, you'd always be able to make it run even faster with XP instead!)

The best things I've heard about Vista have been that (a) it is the most secure Windows ever (which Dave Barry says is like calling asparagus the "most articulate vegetable ever"), and (b) it features better multimedia integration. To which my responses were: (a) the number of incomprehensible warnings that Vista flashes at a user whenever they look at the computer funny, does not make it more secure, because users will condition themselves to just ignore those warnings, and (b) I hate watching TV on my computer anyway.

Since TV/PC integration is a major selling point for Vista, I thought this last issue was worth looking harder at: Do people really want to use their computers to watch TV? My computer monitor is in an office where I sit up close when I'm working; but TV feels more comfortable to watch from several feet away, and in my office I can't even scoot my chair back that far. (And if I lived with family, I doubt they'd want to crowd into my office to watch a movie.) In fact, I like the psychological separation of the TV set in the living room from the distractions of the computer in the office: I go in there when I'm done with everything in here. The only way I'd regularly download and watch movies would be if I had a way to send them wirelessly to my TV, but a wireless PC-to-TV converter and the corresponding receiver together cost about $200.

Seeking more validation of my opinions from strangers, I did another survey of 30 Mechanical Turk users, asking if they would rather drive to a movie rental store or download a movie online for the same price. Almost half (14) said they'd rather drive to the movie store, citing the comfort of watching the movie on their TV as opposed to on the computer. Another fourth of the respondents (8) said they'd download the movie but only if they could send the content to their TV to watch, and only the last fourth (8) said they'd actually watch it on their computer monitor. So the future of convergence between PC and TV will probably be not in all-in-one systems but in devices that link the PC in your study with the TV in your living room, and since there's no household name yet for PC-to-TV linkage, the field is wide open for some lucky company to make a product that becomes synonymous with the concept, the way "TiVo" is easier to say than "Digital Video Recorder". Maybe that will be a boost for systems like Vista. If that happens at about the same time that a Vista successor is released that makes the interface easier to switch to from XP, I'll bet that will be the tipping point that gets people switching voluntarily. (Of course many people will switch by then just because they need a new computer and they couldn't find one with anything but Vista on it.)

Anyway, I was only trying a new Vista machine because the hard drive on my old computer died, but after all the data had been recovered, I just installed a new drive in the old machine and went back to XP, while my Vista machine was returned to its perch, gargoyle-like, on the shelves at Circuit City, waiting to pounce on the next unsuspecting wretch with dreams of self-improvement through newer computer purchases. The only remnant of Vista that I have left is IE7, which was installed by my Windows XP restore disk and can't be removed, and which is incompatible with some sites and programs that I need, so I've been using Firefox more and getting to like it. That's lucky, since I've already offended the loyal software-logo-wearing constituencies of Vista and Linux, and wouldn't want to deal with the Firefox crowd too. As my friend Anne Mitchell says, "Admitting you hate Firefox is almost as bad as admitting to being Republican." (Except that when Firefox screws with a page, the chat logs don't end up on national television. Ba-dump-bump!)

Frequent Slashdot Contributor Bennett Haselton writes "Last month Facebook had to submit to some ritualistic lashing when New York Attorney General Cuomo accused them of misrepresenting the site's safety features and exposing minors to sexual predators -- thus making it official that "Facebook is the new MySpace". Facebook did agree to make some concessions, mainly responding faster to abuse reports. But would this make any difference, when anyone who loses their account can sign up for a new one instantly? More generally, when politicians beat up on social networking sites, what changes do they want to see made, and why do they think those changes would accomplish anything?" Hit that link below to continue to read what Bennett has to say...

There are three questions that any politician attacking social networking sites, should have to answer, in order to be specific about what they want. First, what kind of contact do they think the social networking sites should prohibit between adults and minors? All politicians agree on prohibiting sexual solicitation, but that's a non-issue since that's already against the law. So are they asking the sites to block adults and minors from messaging each other at all? Or only "flirtatious" messages, or only requests to meet in person? Some of these answers are more ridiculous than others, but let them pick one. Second, if the site does try to monitor for inappropriate contact between adults and minors, is there any practical way to stop someone from falsely signing up as a minor? Third, if someone's account is cancelled for inappropriate behavior, what good does that do when they can just create another one? (Cuomo's office declined to respond to these questions, referring me only to their press releases. Facebook did not respond to requests for comment.)

Complaining about the futility of Internet regulation is about as hard as complaining about media coverage of Paris Hilton. But in this case, it's not merely that the laws wouldn't do any good, it's that I can't see how the political grandstanding could even plausibly lead up to any laws, even stupid ones.

Facebook's big concession in their settlement with Cuomo was that they would respond faster to complaints sent to abuse@facebook.com about inappropriate contact. (Previously, the AG's office had sent test complaints to the abuse@facebook.com address saying things like, "My 13 YEAR OLD received this extremely inappropriate message from a local NYC man. Please take action IMMEDIATEL!" (sic), and received no response.) But what constitutes "abuse"? Facebook's Terms of Service do not mention contact between adults and minors except to say that you may not "solicit personal information from anyone under 18" (as written, this prohibition would apply to everyone, and not just adults). Does that mean you can send flirtatious messages to an underage user as long as you don't ask for contact information (which you wouldn't need to do anyway, if it's posted on their profile and they add you to their friends list)? For that matter, does that mean if you're 18 and you ask a 17-year-old Facebook user for her phone number, you're breaking the rules? (Or, wait, this applies even if you yourself are 17 as well!) Of course there's nothing new about terms of service agreements which are vaguely written and haphazardly enforced, or playing parlor games about how the terms would be absurd if taken literally. But when a government office is threatening to bring charges and possibly push for new laws unless Facebook agrees to enforce its own Terms of Service, then it's fair game to ask exactly what rules the AG's office is asking Facebook to make people follow.

What if Facebook blocked adults from contacting minors at all? Before, I would have assumed that Facebook would respond to this suggestion by saying that it was too draconian, that nobody had ever seriously tried to outlaw all contact between minors and adults on the Internet, etc. But Facebook's Chief Privacy Officer appeared at one point to endorse this policy as reasonable, by saying that, well, they did block adults from messaging minors on the site, even though they didn't. Cuomo's letter pointed out that any Facebook user can message any other user, and they still can. (I asked Facebook if their Chief Privacy Officer was misquoted in the article, but they didn't respond.) So leaving aside the question of whether Facebook should try to stop adults from messaging minors, would it even be possible? Of course you could block registered adult users from messaging registered underage users. But since any adult who planned on doing something suspicious would probably do it from a "throwaway" account instead of their real one, the question is whether you could screen people from creating "throwaway" accounts pretending to be minors -- sort of the opposite of adult credit-card verification for porn sites. (My suggestion: Make the person answer a question like, 'The way to impress a girl in high school is with (a) looks; (b) intelligence; (c) sense of humor; or (d) "confidence"'. From listening to most adults, you'd think they have no clue about the correct answer to this, except for the ones who also add, 'What do you mean, "in high school"?')

Facebook's current screening system is that anyone who registers as a high school student (and if you're under 18, you have to register as a high school or college student -- homeschoolers and dropouts are out of luck unless they lie about their age), has to be confirmed by an existing student at that school, by sending them a friend request and having them confirm that you are friends. (Your account still works before you're confirmed, but you blocked from certain things that only high school accounts can do, such as browse for other members of that high school.) This is another recent change that Facebook made that was not listed in their settlement agreement -- previously, the Attorney General had documented that anybody under 18 could sign up and join a high school network, but now, you can't do this without getting another student to confirm you.

However, this can be circumvented as well. I'm not endorsing the following trick for any mischief-making, but I think it's sufficiently obvious that there's no reason not to point it out: (1) create a profile of a non-overweight girl and sign up as a member of a high school network, pending confirmation; (2) search for several boys in that network and send them friend requests; and (3) wait for at least one of them to confirm you back, which they will probably do, without even being sure if they actually know you or not. Voila, you've got your "high school student" account. Then you can presumably use that account as a foothold to approve other accounts, for example if you're a male and you want to create a fake high schooler profile as an actual guy, assuming you only want to pretend to be a teenager, not a female, because it's not like you're not some kind of weirdo.

Facebook could conceivably require real-world verification for anyone who signed up as a minor -- confirmation from their school, for example. But this would be competitive suicide for any site whose main draw is that everybody wants to go there because everybody else is already there, so they need signups to be as easy as possible. Even if Congress passed a law draconion enough that it required all social networking sites to do this, Facebook could just re-incorporate overseas (for a billion dollars, wouldn't you move to Canada, Mark?), or else a foreign competitor could take over the teen-social-networking market by offering signups without cumbersome verifications. What would Congress do then, pass a law requiring ISPs to block access to overseas social-networking sites? They couldn't even do that with child pornography.

Finally, if Facebook does cancel your account, you can always sign up for a new one instantly with a new e-mail address. Losing your Facebook account might be a harsh punishment for someone who had built up an extensive network of contacts around their profile. But I'll bet that any adult with a network of friends on Facebook, built around a profile that gives their real name and employer, is probably using a secondary profile with a lot less information on it if they're writing to 13-year-old girls. A dispensable secondary account like that can easily be replaced, so Facebook responding to abuse reports by closing people's accounts is just playing whack-a-mole. An arrest can stop someone permanently, but you can only arrest someone if they've actually broken the law, like sending an unambiguous sexual solicitation to an underage user.

So there's really nothing that Facebook or any other social-networking site could do to prevent adults from signing up as minors, to prevent adults and minors from messaging each other, or to keep abusers from creating new accounts. Occasionally, they are able to make some minor concessions that a politician can take credit for -- in July, the attorney general of Connecticut alerted Facebook to three sex offenders who had profiles on the site, which Facebook duly removed. Did the sex offenders then sign up for new profiles? Are most sex offenders on Facebook smart enough not to sign up under their real names? Story doesn't say. That's one reason I could never make it as a regular reporter, because you're not allowed to insert your own voice into the story even to point out the crashingly obvious.

But basically, the major issues that politicians keep bringing up about social networking sites, are unsolvable. For a politician, of course, this is the best of both worlds -- they can rail against social networking sites forever, knowing that the "problems" will never go away.

This is usually the point at which the writer inserts an obligatory note that the real solution is to sit down and talk to your kids. Well, yes and no. I think first you should be as informed as possible about what the various risks are, not just for online activity but for all of life's experiences, and then sit down and talk. You could even do the research together and make a Family Fun Night out of it! (Sound of teenagers groaning and fumbling for their iPods.) For openers: one study found that in one year in the U.S., "Law enforcement at all levels made an estimated 2,577 arrests for Internet sex crimes against minors", and only 39% of those were for crimes against real, identifible minors (excluding arrests for To Catch A Predator-style sting operations). On the other hand, the National Transportation Safety Board reports that every year, about 3.4 million people are injured and 41,000 are killed in auto accidents in the U.S. Even this rough comparison would seem to suggest that until you've talked to your kid about every last detail you can think of regarding car safety, that's a better use of time than talking about Facebook. Perhaps you think it's an apples-and-oranges comparison because the sex crimes statistic counts only arrests, not actual incidents. But then the question is whether a true apples-to-apples comparison has ever been done, or how you could do one. The point is that there is some objective truth about the relative risks, and if you read even just one study comparing them, you're better informed than 90% of the people out there, including most parents. You want to be the cool Mom? You don't have to let your kids do everything, just have reasons for stuff!

My promise to my own future kids is that I won't ever make the mistake of thinking that just because I paid for their room and board for a few years, that makes me better informed about the various risks factors of different activities. I will probably be better informed than my kids, for a long while anyway, but that won't be why. And I hope we can teach them so much that before long they'll be better informed than most people, including most of their friends' parents. Then my wife will teach them to be polite enough not to point this out to their friends' parents, but with half their genes coming from me I wouldn't bet on it.

Some of you are tired of the blizzard of coverage the iPhone is getting, so this roundup of iPhone stories is running off the main page. First off, EMIce points out what seems to be plenty of prior art (as well as a booming research scene) on the multi-touch interface that Steve Jobs demo'ed, boasting of having "filed for over 200 patents." FastCompany has a profile of NYU researcher Jefferson Han and his killer demo of a multi-touch interface at TED. Next, Toreo asesino writes in with Microsoft's Steve Ballmer's take on the iPhone; the Microsoft CEO doesn't sound very impressed. And finally, an anonymous reader notes CNet's article on why the iPhone, once it's in the hands of consumers, may be the most muggable item of consumer electronics ever.

An anonymous reader writes to tell us FastCompany is reporting on the latest and greatest version of the compact fluorescent light bulb (CFL). While CFLs of the past may have been efficient, they certainly were not effective. However, according to the article, CFLs have come as far as cell phones have since the mid 80s while still maintaining that high efficiency. From the article: "if every one of 110 million American households bought just one [CFL], took it home, and screwed it in the place of an ordinary 60-watt bulb, the energy saved would be enough to power a city of 1.5 million people. One bulb swapped out, enough electricity saved to power all the homes in Delaware and Rhode Island. In terms of oil not burned, or greenhouse gases not exhausted into the atmosphere, one bulb is equivalent to taking 1.3 million cars off the roads."

theodp writes "While the press is running Amazon's standard we-can't-make-our-CEO-accept-more-than-$81,840 line again this year, the e-tailer's recent SEC filing does disclose an interesting new compensation tidbit. On top of what it spends to provide security for its CEO at business facilities and during business travel, Amazon shells out an estimated $1.1 million a year to cover the cost of security arrangements for billionaire CEO Jeff Bezos. Holy Jack Welch, Batman - that's a lot of door desks!"

Charles Fishman, senior writer for Fast Company magazine has recently published a book entitled The Man Who Said No To Wal-mart. It's an excellent book (Yes, I've read it) that talks about the intersection of making good stuff, the commodization of products, and the changing world that we work in; not exactly high tech, but tech nonetheless. Every year, thousands of executives venture to Bentonville, Arkansas, hoping to get their products onto the shelves of the world's biggest retailer. But Jim Wier wanted Wal-Mart to stop selling his Snapper mowers.What struck Jim Wier first, as he entered the Wal-Mart vice president's office, was the seating area for visitors. "It was just some lawn chairs that some other peddler had left behind as samples." The vice president's office was furnished with a folding lawn chair and a chaise lounge.

And so Wier, the CEO of lawn-equipment maker Simplicity, dressed in a suit, took a seat on the chaise lounge. "I sat forward, of course, with my legs off to the side. If you've ever sat in a lawn chair, well, they are lower than regular chairs. And I was on the chaise. It was a bit intimidating. It was uncomfortable, and it was going to be an uncomfortable meeting."

It was a Wal-Mart moment that couldn't be scripted, or perhaps even imagined. A vice president responsible for billions of dollars' worth of business in the largest company in history has his visitors sit in mismatched, cast-off lawn chairs that Wal-Mart quite likely never had to pay for.

The vice president had a bigger surprise for Wier, though. Wal-Mart not only wanted to keep selling his lawn mowers, it wanted to sell lots more of them. Wal-Mart wanted to sell mowers nose-to-nose against Home Depot and Lowe's.

"Usually," says Wier, "I don't perspire easily." But perched on the edge of his chaise, "I felt my arms getting drippy."

Wier took a breath and said, "Let me tell you why it doesn't work."

Tens of thousands of executives make the pilgrimage to northwest Arkansas every year to woo Wal-Mart, marshaling whatever arguments, data, samples, and pure persuasive power they have in the hope of an order for their products, or an increase in their current order. Almost no matter what you're selling, the gravitational force of Wal-Mart's 3,811 U.S. "doorways" is irresistible. Very few people fly into Northwest Arkansas Regional Airport thinking about telling Wal-Mart no, or no more.

In 2002, Jim Wier's company, Simplicity, was buying Snapper, a complementary company with a 50-year heritage of making high-quality residential and commercial lawn equipment. Wier had studied his new acquisition enough to conclude that continuing to sell Snapper mowers through Wal-Mart stores was, as he put it, "incompatible with our strategy. And I felt I owed them a visit to tell them why we weren't going to continue to sell to them."

Selling Snapper lawn mowers at Wal-Mart wasn't just incompatible with Snapper's future -- Wier thought it was hazardous to Snapper's health. Snapper is known in the outdoor-equipment business not for huge volume but for quality, reliability, durability. A well-maintained Snapper lawn mower will last decades; many customers buy the mowers as adults because their fathers used them when they were kids. But Snapper lawn mowers are not cheap, any more than a Viking range is cheap. The value isn't in the price, it's in the performance and the longevity.

You can buy a lawn mower at Wal-Mart for $99.96, and depending on the size and location of the store, there are slightly better models for every additional $20 bill you're willing to put down -- priced at $122, $138, $154, $163, and $188. That's six models of lawn mowers below $200. Mind you, in some Wal-Marts you literally cannot see what you are buying; there are no display models, just lawn mowers in huge cardboard boxes.

The least expensive Snapper lawn mower -- a 19-inch push mower with a 5.5-horsepower engine -- sells for $349.99 at full list price. Even finding it discounted to $299, you can buy two or three lawn mowers at Wal-Mart for the cost of a single Snapper.

If you know nothing about maintaining a mower, Wal-Mart has helped make that ignorance irrelevant: At even $138, the lawn mowers at Wal-Mart are cheap enough to be disposable. Use one for a season, and if you can't start it the next spring (Wal-Mart won't help you out with that), put it at the curb and buy another one. That kind of pricing changes not just the economics at the low end of the lawn-mower market, it changes expectations of customers throughout the market. Why would you buy a walk-behind mower from Snapper that costs $519? What could it possibly have to justify spending $300 or $400 more?

That's the question that motivated Jim Wier to stop doing business with Wal-Mart. Wier is too judicious to describe it this way, but he looked into a future of supplying lawn mowers and snow blowers to Wal-Mart and saw a whirlpool of lower prices, collapsing profitability, offshore manufacturing, and the gradual but irresistible corrosion of the very qualities for which Snapper was known. Jim Wier looked into the future and saw a death spiral.

Wier had two things going for him: First, he had another way to get his lawn mowers to customers -- a well-established network of independent lawn-equipment dealers that accounted for 80% of Snapper's sales. And Wier had the courage, the foresight, to take an unblinking view of where his Wal-Mart business was heading -- not in year 3, or year 4, but year 10.

Wier traveled to Bentonville with a firm grasp of the values of Snapper, the dynamics of the lawn-mower business, the needs of the dealers, the needs of the Snapper customer, and the needs of the Wal-Mart customer. He was not dazzled by the tens of millions of dollars' worth of lawn mowers Wal-Mart was already selling for Snapper; he was not deluded about his ability to beat Wal-Mart at its own game, to somehow resist the price pressure. He was not imagining that he could take the sales now and figure out the profits later.

Jim Wier believed that Snapper's health -- indeed, its very long-term survival -- required that it not do business with Wal-Mart.



Every Snapper lawn mower sold anywhere in the world comes from a factory in McDonough, Georgia, a small town 30 minutes southeast of Atlanta. Coils of raw steel arrive on flatbed trucks every day at the old, nondescript building; brand-new fire-engine-red lawn mowers leave every day, loaded in 18-wheelers. The facility looks undistinguished, but it is energetically trying to defy the conventional wisdom about manufacturing in the global economy.

The Snapper factory has had an invigorating decade. Ten years ago, it produced about 40 models of mowers, leaf blowers, and snow blowers; now it makes 145. Today, robots do the welding, lasers cut parts, and computers control the steel-stamping presses. Productivity is three times what it was 10 years ago, and the number of people working here, 650, is half what it was.

Indeed, the productivity of every factory worker is measured "every hour, every day, every month, every year," says Snapper president Shane Sumners, who walks the 10.5-acre factory floor with comfort and familiarity. "And everybody's performance is posted, publicly, every day for everyone to see." It's a lot like Wal-Mart -- which measures the number of items every checkout clerk scans every hour. Some of Snapper's dramatic productivity improvements, in fact, seem to come almost directly from the Wal-Mart playbook. These days, the Snapper factory operates in Wal-Mart time. It must, because it operates in Wal-Mart's ecosystem.

Ten years ago, at about the time Sumners came on board, Snapper had 52 regional distributors. It uses no distributors now -- the company runs four regional warehouses of its own and sells directly to 10,000 independent dealerships. Ten years ago, in part because of the complexity of the middleman distribution system, Snapper carried a huge quantity of inventory. It paid to manufacture and ship thousands of lawn mowers -- worth tens of millions of dollars -- without quite knowing when they would be sold. Now planners come up with an ideal level of inventory for every model, for every region of the country, based on things like historic demand and the weather. The goal is to make sure every customer can get the mower he wants -- while making absolutely the smallest number of lawn mowers.

Production at the Snapper factory is rescheduled every week, according to the pace at which mowers sell. A computer juggles work assignments and balances the various parts of the assembly line. The main manufacturing line for Snapper's entry-level walk-behind mowers -- with 28 people -- was recently charged with producing 265 lawn mowers in an eight-hour shift. The group hit the mark exactly. That's a new lawn mower, from loose parts to sealed box, every 109 seconds. "It's all a matter of seconds," says Sumners.

It's not hard to make a cheap lawn mower. A cheap lawn mower feels flimsy, sounds louder than it has to, and even when new, requires a mysterious, frustrating combination of choke, priming, and pulling to start. The cutting deck of a cheap mower is stamped from thin sheet metal. Making a high-quality lawn mower -- even in 109 seconds -- requires attention to detail and constant improvement, which seems surprising for a machine that doesn't evolve that much.

All Snapper machines, from the simplest walk-behind to the most elaborate riding mower, are painted one color: what Shane Sumners calls "Snapper red." In the factory, the finished chassis of riding mowers coast along slowly, dangling from an overhead conveyor as they approach a 20-foot-long pool of red paint. The conveyor track dips low, and the mowers glide down into the pool and completely disappear beneath the surface, then rise back up, gleaming red, before heading for a pass through a curing oven.

It's not quite as simple as dip and bake, however. Each mower is electrically grounded as it hangs from the overhead conveyor, and a slight positive electrical charge runs through the 16,000-gallon trench of paint. "So the paint is attracted to the metal and builds up on the parts and sticks very effectively and evenly," says Sumners. The process is monitored every hour -- from the speed of the conveyor and the temperature of the ovens to the pH of the paint -- along 115 parameters. "If you control the process," says Sumners, "you will get a good paint job."

Snapper technicians start every riding mower before it leaves the McDonough plant. At the "hot start" station, a man wearing ear protectors squirts gas into the fuel tank and oil into the crankcase, pulls the starter cord, and brings the machine to life. He runs through all the gears, checks speed, engine performance, the mounting of the seat. The engine is given just enough fuel for the "run in." If the mower passes all the tests, the man sucks the oil back out and sends the mower on to be boxed.

As Sumners watches, one of the riding mowers takes two pulls to start, then comes to life with a rough growl. In the blink of an eye, the technician shuts it down. "Did you hear how that sounded?" asks Sumners. "It's not right. That's a bad one." The mower is shunted off to be inspected and properly tuned if possible. "If we didn't," says Sumners, "that mower would have gone to a customer."

The Snapper factory started making riding mowers in 1951. It is unadorned and old, but it is old in the sense of solidity and use. There is nothing tired about it. More significant, there is nothing sentimental about it. This factory isn't here out of some misplaced sense of economic loyalty to U.S. manufacturing. It's here because it makes Snapper-quality lawn mowers at a competitive price.

Snapper's factory hums with discipline and focus and urgency. Even with no products at Wal-Mart, a company like Snapper has to compete psychologically, has to keep the price gap between the big-box lawn mowers and its lawn mowers rational. If it did not, its potential slice of the market would get smaller and smaller.

Sumners has to spur his factory on with the same tirelessness as if it were supplying Wal-Mart -- the efficiency of every factory worker measured every hour of every day -- because Wal-Mart sets the pace, even if you're not working for them.



Jim Wier is 62 years old, with a youthful twinkle, despite a thatch of white hair. He is a solidly built man who dresses casually. He is comfortable with himself. Wier, who until the summer of 2005 ran a group of lawn-equipment businesses that approach half a billion dollars a year in sales, is confident, direct, and unprepossessing. He mows his own lawn. "I don't want to hire a service," he says. "I still love to cut my grass."

Wier is much like Snapper's customers. "When we do surveys of our customers, they like to cut their grass. And they want a good piece of equipment to do it. We're designed to give you the best quality of cut. We have full rollers on the riding mowers, to give that nice striped look on your grass, like on the baseball fields. It makes you feel proud of the home you own. Proud of your lawn. The neighbors walk by, they say, 'Look how good the yard looks.' "

Wier doesn't really think that a $99 lawn mower from Wal-Mart and Snapper's lawn mowers are the same product any more than a cup of 50-cent vending-machine coffee is the same as a Starbucks nonfat venti latte. "We're not obsessed with volume," says Wier. "We're obsessed with having differentiated, high-end, quality products." Wier wants them sold -- he thinks they must be sold -- at a store where the staff is eager to explain the virtues of various models, where they understand the equipment, can teach customers how to use a mower, can service it when something goes wrong. Wier wants customers who want that kind of help -- customers who are unlikely to be happy buying a lawn mower at Wal-Mart, and who might connect a bum experience doing so not with Wal-Mart but with Snapper.

And so in October 2002, with a colleague, Wier kept an appointment with a merchandise vice president for Wal-Mart's outdoor-product category.

"The whole visit to Wal-Mart headquarters is a great experience," says Wier. It really is a pilgrimage to the center of the retail universe. "It's so crowded, you have to drive around, waiting for a parking space, you have to follow someone who is leaving, walking back to their car, and get their spot. Then you go inside this building, you register for your appointment, they give you a badge, and then you wait in the pews with the rest of the peddlers, the guy with the bras draped over his shoulder."

Normally, meetings between Wal-Mart buyers and people from supplier companies take place in the legendary meeting rooms just off the vendor lobby. These cubicles are simple to the point of barren -- a table and four chairs, and 30 minutes to make your case. "It's a little like going to see the principal, really," says Wier.

In this case, Wier says, both he and the Wal-Mart managers "had a feeling that this would be an important meeting." So Wier and his colleague were scheduled to visit the vice president in his office. Sitting on lawn chairs.

"The meeting started with the vice president of the category saying how it was clear that Lowe's was going to build their outdoor power-equipment business with the Cub Cadet brand, and how Home Depot was going to build theirs with John Deere," says Wier. "Wal-Mart wanted to build their outdoor power-equipment business around the Snapper brand. Were we prepared to go large?"

Talk about coming to the table with different agendas. Wier was in Bentonville to pull his mowers from Wal-Mart's stores. The vice president was offering a greater temptation: Let's join hands and go head-to-head against the home-improvement superstores.

Which is when Wier said no.

"As I look at the three years Snapper has been with you," he told the vice president, "every year the price has come down. Every year the content of the product has gone up. We're at a position where, first, it's still priced where it doesn't meet the needs of your clientele. For Wal-Mart, it's still too high-priced. I think you'd agree with that.

"Now, at the price I'm selling to you today, I'm not making any money on it. And if we do what you want next year, I'll lose money. I could do that and not go out of business. But we have this independent-dealer channel. And 80% of our business is over here with them. And I can't put them at a competitive disadvantage. If I do that, I lose everything. So this just isn't a compatible fit."

The Wal-Mart vice president responded with strategy and argument. Snapper is the sort of high-quality nameplate, like Levi Strauss, that Wal-Mart hopes can ultimately make it more Target-like. He suggested that Snapper find a lower-cost contract manufacturer. He suggested producing a separate, lesser-quality line with the Snapper nameplate just for Wal-Mart. Just like Levi did.

"My response was, we would take a look at that," says Wier. "The reason I gave that response was, it was a legitimate question. In my own mind, I knew where I'd go with that" -- no thanks -- "but at that kind of meeting you at least have to be willing to say, I'll investigate." And that was it. "The tone at the end was, We're not going forward as a supplier."

No lightning bolt struck. Except that Snapper instantly gave up almost 20% of its business. "But when we told the dealers that they would no longer find Snapper in Wal-Mart, they were very pleased with that decision. And I think we got most of that business back by winning the hearts of the dealers."

Snapper was successfully integrated into Simplicity, which in 2004 was itself bought by Briggs & Stratton, the company that makes many of the engines in Snapper and Simplicity mowers. Simplicity and Snapper operate as independent divisions, and Wier remained CEO of both until last summer, when he resigned to join the private equity firm Kohlberg & Co. In McDonough, business is strong. Shane Sumners plans to add a second assembly line for both walk-behind and riding mowers.

One serious hazard to Wier's strategy is that independent lawn-equipment dealers face all the same pressures that have killed, for instance, many independent hardware stores and toy stores. "That is a legitimate question and a legitimate concern," says Wier. "I think we have a part in that outcome. Can Snapper, as a major supplier, continue to supply [the independents] with great product, and a product different than you can buy at Wal-Mart?"

Wier says, "I'm probably pro-Wal-Mart. I'm certainly not anti-Wal-Mart. I believe Wal-Mart has done a great service to the country in many ways. They offer reasonably good product at very good prices, and they've streamlined the entire distribution system. And it may be that along the way, they've driven some people out of business who shouldn't have been driven out of business." Wier wasn't going to let that happen to Snapper.

Wier had determined to lead Snapper to focus on quality, and through quality, on cachet. Not every car is a Honda Accord or a Toyota Camry; there is more than enough business to support Audi and BMW and Lexus. And so it is with lawn mowers, Wier hoped. Still, perhaps the most remarkable thing is that the Wal-Mart effect is so pervasive that it sets the metabolism even of companies that purposefully do no business with Wal-Mart.

And the power and allure of Wal-Mart is such that even Jim Wier, the man who said no to Wal-Mart, a man who knows all the reasons why that was the right decision, has slivers of doubt.

"I could go to my grave, and my tombstone could say, 'Here lies the dumbest CEO ever to live. He chose not to sell to Wal-Mart.'"

Charles Fishman is a Fast Company senior writer and the author of, "The Wal-Mart Effect: How the World's Most Powerful Company Really Works -- And How It's Transforming the American Economy." See www.walmarteffectbook.com for more information.

From THE WAL-MART EFFECT by Charles Fishman. Reprinted by arrangement with The Penguin Press, a member of Penguin Group (USA), Inc. Copyright (c) Charles Fishman, 2006. Charles is a senior writer for Fast Company magazine.

Charles Fishman, senior writer for Fast Company magazine has recently published a book entitled The Man Who Said No To Wal-mart. It's an excellent book (Yes, I've read it) that talks about the intersection of making good stuff, the commodization of products, and the changing world that we work in; not exactly high tech, but tech nonetheless. Every year, thousands of executives venture to Bentonville, Arkansas, hoping to get their products onto the shelves of the world's biggest retailer. But Jim Wier wanted Wal-Mart to stop selling his Snapper mowers.What struck Jim Wier first, as he entered the Wal-Mart vice president's office, was the seating area for visitors. "It was just some lawn chairs that some other peddler had left behind as samples." The vice president's office was furnished with a folding lawn chair and a chaise lounge.

And so Wier, the CEO of lawn-equipment maker Simplicity, dressed in a suit, took a seat on the chaise lounge. "I sat forward, of course, with my legs off to the side. If you've ever sat in a lawn chair, well, they are lower than regular chairs. And I was on the chaise. It was a bit intimidating. It was uncomfortable, and it was going to be an uncomfortable meeting."

It was a Wal-Mart moment that couldn't be scripted, or perhaps even imagined. A vice president responsible for billions of dollars' worth of business in the largest company in history has his visitors sit in mismatched, cast-off lawn chairs that Wal-Mart quite likely never had to pay for.

The vice president had a bigger surprise for Wier, though. Wal-Mart not only wanted to keep selling his lawn mowers, it wanted to sell lots more of them. Wal-Mart wanted to sell mowers nose-to-nose against Home Depot and Lowe's.

"Usually," says Wier, "I don't perspire easily." But perched on the edge of his chaise, "I felt my arms getting drippy."

Wier took a breath and said, "Let me tell you why it doesn't work."

Tens of thousands of executives make the pilgrimage to northwest Arkansas every year to woo Wal-Mart, marshaling whatever arguments, data, samples, and pure persuasive power they have in the hope of an order for their products, or an increase in their current order. Almost no matter what you're selling, the gravitational force of Wal-Mart's 3,811 U.S. "doorways" is irresistible. Very few people fly into Northwest Arkansas Regional Airport thinking about telling Wal-Mart no, or no more.

In 2002, Jim Wier's company, Simplicity, was buying Snapper, a complementary company with a 50-year heritage of making high-quality residential and commercial lawn equipment. Wier had studied his new acquisition enough to conclude that continuing to sell Snapper mowers through Wal-Mart stores was, as he put it, "incompatible with our strategy. And I felt I owed them a visit to tell them why we weren't going to continue to sell to them."

Selling Snapper lawn mowers at Wal-Mart wasn't just incompatible with Snapper's future -- Wier thought it was hazardous to Snapper's health. Snapper is known in the outdoor-equipment business not for huge volume but for quality, reliability, durability. A well-maintained Snapper lawn mower will last decades; many customers buy the mowers as adults because their fathers used them when they were kids. But Snapper lawn mowers are not cheap, any more than a Viking range is cheap. The value isn't in the price, it's in the performance and the longevity.

You can buy a lawn mower at Wal-Mart for $99.96, and depending on the size and location of the store, there are slightly better models for every additional $20 bill you're willing to put down -- priced at $122, $138, $154, $163, and $188. That's six models of lawn mowers below $200. Mind you, in some Wal-Marts you literally cannot see what you are buying; there are no display models, just lawn mowers in huge cardboard boxes.

The least expensive Snapper lawn mower -- a 19-inch push mower with a 5.5-horsepower engine -- sells for $349.99 at full list price. Even finding it discounted to $299, you can buy two or three lawn mowers at Wal-Mart for the cost of a single Snapper.

If you know nothing about maintaining a mower, Wal-Mart has helped make that ignorance irrelevant: At even $138, the lawn mowers at Wal-Mart are cheap enough to be disposable. Use one for a season, and if you can't start it the next spring (Wal-Mart won't help you out with that), put it at the curb and buy another one. That kind of pricing changes not just the economics at the low end of the lawn-mower market, it changes expectations of customers throughout the market. Why would you buy a walk-behind mower from Snapper that costs $519? What could it possibly have to justify spending $300 or $400 more?

That's the question that motivated Jim Wier to stop doing business with Wal-Mart. Wier is too judicious to describe it this way, but he looked into a future of supplying lawn mowers and snow blowers to Wal-Mart and saw a whirlpool of lower prices, collapsing profitability, offshore manufacturing, and the gradual but irresistible corrosion of the very qualities for which Snapper was known. Jim Wier looked into the future and saw a death spiral.

Wier had two things going for him: First, he had another way to get his lawn mowers to customers -- a well-established network of independent lawn-equipment dealers that accounted for 80% of Snapper's sales. And Wier had the courage, the foresight, to take an unblinking view of where his Wal-Mart business was heading -- not in year 3, or year 4, but year 10.

Wier traveled to Bentonville with a firm grasp of the values of Snapper, the dynamics of the lawn-mower business, the needs of the dealers, the needs of the Snapper customer, and the needs of the Wal-Mart customer. He was not dazzled by the tens of millions of dollars' worth of lawn mowers Wal-Mart was already selling for Snapper; he was not deluded about his ability to beat Wal-Mart at its own game, to somehow resist the price pressure. He was not imagining that he could take the sales now and figure out the profits later.

Jim Wier believed that Snapper's health -- indeed, its very long-term survival -- required that it not do business with Wal-Mart.



Every Snapper lawn mower sold anywhere in the world comes from a factory in McDonough, Georgia, a small town 30 minutes southeast of Atlanta. Coils of raw steel arrive on flatbed trucks every day at the old, nondescript building; brand-new fire-engine-red lawn mowers leave every day, loaded in 18-wheelers. The facility looks undistinguished, but it is energetically trying to defy the conventional wisdom about manufacturing in the global economy.

The Snapper factory has had an invigorating decade. Ten years ago, it produced about 40 models of mowers, leaf blowers, and snow blowers; now it makes 145. Today, robots do the welding, lasers cut parts, and computers control the steel-stamping presses. Productivity is three times what it was 10 years ago, and the number of people working here, 650, is half what it was.

Indeed, the productivity of every factory worker is measured "every hour, every day, every month, every year," says Snapper president Shane Sumners, who walks the 10.5-acre factory floor with comfort and familiarity. "And everybody's performance is posted, publicly, every day for everyone to see." It's a lot like Wal-Mart -- which measures the number of items every checkout clerk scans every hour. Some of Snapper's dramatic productivity improvements, in fact, seem to come almost directly from the Wal-Mart playbook. These days, the Snapper factory operates in Wal-Mart time. It must, because it operates in Wal-Mart's ecosystem.

Ten years ago, at about the time Sumners came on board, Snapper had 52 regional distributors. It uses no distributors now -- the company runs four regional warehouses of its own and sells directly to 10,000 independent dealerships. Ten years ago, in part because of the complexity of the middleman distribution system, Snapper carried a huge quantity of inventory. It paid to manufacture and ship thousands of lawn mowers -- worth tens of millions of dollars -- without quite knowing when they would be sold. Now planners come up with an ideal level of inventory for every model, for every region of the country, based on things like historic demand and the weather. The goal is to make sure every customer can get the mower he wants -- while making absolutely the smallest number of lawn mowers.

Production at the Snapper factory is rescheduled every week, according to the pace at which mowers sell. A computer juggles work assignments and balances the various parts of the assembly line. The main manufacturing line for Snapper's entry-level walk-behind mowers -- with 28 people -- was recently charged with producing 265 lawn mowers in an eight-hour shift. The group hit the mark exactly. That's a new lawn mower, from loose parts to sealed box, every 109 seconds. "It's all a matter of seconds," says Sumners.

It's not hard to make a cheap lawn mower. A cheap lawn mower feels flimsy, sounds louder than it has to, and even when new, requires a mysterious, frustrating combination of choke, priming, and pulling to start. The cutting deck of a cheap mower is stamped from thin sheet metal. Making a high-quality lawn mower -- even in 109 seconds -- requires attention to detail and constant improvement, which seems surprising for a machine that doesn't evolve that much.

All Snapper machines, from the simplest walk-behind to the most elaborate riding mower, are painted one color: what Shane Sumners calls "Snapper red." In the factory, the finished chassis of riding mowers coast along slowly, dangling from an overhead conveyor as they approach a 20-foot-long pool of red paint. The conveyor track dips low, and the mowers glide down into the pool and completely disappear beneath the surface, then rise back up, gleaming red, before heading for a pass through a curing oven.

It's not quite as simple as dip and bake, however. Each mower is electrically grounded as it hangs from the overhead conveyor, and a slight positive electrical charge runs through the 16,000-gallon trench of paint. "So the paint is attracted to the metal and builds up on the parts and sticks very effectively and evenly," says Sumners. The process is monitored every hour -- from the speed of the conveyor and the temperature of the ovens to the pH of the paint -- along 115 parameters. "If you control the process," says Sumners, "you will get a good paint job."

Snapper technicians start every riding mower before it leaves the McDonough plant. At the "hot start" station, a man wearing ear protectors squirts gas into the fuel tank and oil into the crankcase, pulls the starter cord, and brings the machine to life. He runs through all the gears, checks speed, engine performance, the mounting of the seat. The engine is given just enough fuel for the "run in." If the mower passes all the tests, the man sucks the oil back out and sends the mower on to be boxed.

As Sumners watches, one of the riding mowers takes two pulls to start, then comes to life with a rough growl. In the blink of an eye, the technician shuts it down. "Did you hear how that sounded?" asks Sumners. "It's not right. That's a bad one." The mower is shunted off to be inspected and properly tuned if possible. "If we didn't," says Sumners, "that mower would have gone to a customer."

The Snapper factory started making riding mowers in 1951. It is unadorned and old, but it is old in the sense of solidity and use. There is nothing tired about it. More significant, there is nothing sentimental about it. This factory isn't here out of some misplaced sense of economic loyalty to U.S. manufacturing. It's here because it makes Snapper-quality lawn mowers at a competitive price.

Snapper's factory hums with discipline and focus and urgency. Even with no products at Wal-Mart, a company like Snapper has to compete psychologically, has to keep the price gap between the big-box lawn mowers and its lawn mowers rational. If it did not, its potential slice of the market would get smaller and smaller.

Sumners has to spur his factory on with the same tirelessness as if it were supplying Wal-Mart -- the efficiency of every factory worker measured every hour of every day -- because Wal-Mart sets the pace, even if you're not working for them.



Jim Wier is 62 years old, with a youthful twinkle, despite a thatch of white hair. He is a solidly built man who dresses casually. He is comfortable with himself. Wier, who until the summer of 2005 ran a group of lawn-equipment businesses that approach half a billion dollars a year in sales, is confident, direct, and unprepossessing. He mows his own lawn. "I don't want to hire a service," he says. "I still love to cut my grass."

Wier is much like Snapper's customers. "When we do surveys of our customers, they like to cut their grass. And they want a good piece of equipment to do it. We're designed to give you the best quality of cut. We have full rollers on the riding mowers, to give that nice striped look on your grass, like on the baseball fields. It makes you feel proud of the home you own. Proud of your lawn. The neighbors walk by, they say, 'Look how good the yard looks.' "

Wier doesn't really think that a $99 lawn mower from Wal-Mart and Snapper's lawn mowers are the same product any more than a cup of 50-cent vending-machine coffee is the same as a Starbucks nonfat venti latte. "We're not obsessed with volume," says Wier. "We're obsessed with having differentiated, high-end, quality products." Wier wants them sold -- he thinks they must be sold -- at a store where the staff is eager to explain the virtues of various models, where they understand the equipment, can teach customers how to use a mower, can service it when something goes wrong. Wier wants customers who want that kind of help -- customers who are unlikely to be happy buying a lawn mower at Wal-Mart, and who might connect a bum experience doing so not with Wal-Mart but with Snapper.

And so in October 2002, with a colleague, Wier kept an appointment with a merchandise vice president for Wal-Mart's outdoor-product category.

"The whole visit to Wal-Mart headquarters is a great experience," says Wier. It really is a pilgrimage to the center of the retail universe. "It's so crowded, you have to drive around, waiting for a parking space, you have to follow someone who is leaving, walking back to their car, and get their spot. Then you go inside this building, you register for your appointment, they give you a badge, and then you wait in the pews with the rest of the peddlers, the guy with the bras draped over his shoulder."

Normally, meetings between Wal-Mart buyers and people from supplier companies take place in the legendary meeting rooms just off the vendor lobby. These cubicles are simple to the point of barren -- a table and four chairs, and 30 minutes to make your case. "It's a little like going to see the principal, really," says Wier.

In this case, Wier says, both he and the Wal-Mart managers "had a feeling that this would be an important meeting." So Wier and his colleague were scheduled to visit the vice president in his office. Sitting on lawn chairs.

"The meeting started with the vice president of the category saying how it was clear that Lowe's was going to build their outdoor power-equipment business with the Cub Cadet brand, and how Home Depot was going to build theirs with John Deere," says Wier. "Wal-Mart wanted to build their outdoor power-equipment business around the Snapper brand. Were we prepared to go large?"

Talk about coming to the table with different agendas. Wier was in Bentonville to pull his mowers from Wal-Mart's stores. The vice president was offering a greater temptation: Let's join hands and go head-to-head against the home-improvement superstores.

Which is when Wier said no.

"As I look at the three years Snapper has been with you," he told the vice president, "every year the price has come down. Every year the content of the product has gone up. We're at a position where, first, it's still priced where it doesn't meet the needs of your clientele. For Wal-Mart, it's still too high-priced. I think you'd agree with that.

"Now, at the price I'm selling to you today, I'm not making any money on it. And if we do what you want next year, I'll lose money. I could do that and not go out of business. But we have this independent-dealer channel. And 80% of our business is over here with them. And I can't put them at a competitive disadvantage. If I do that, I lose everything. So this just isn't a compatible fit."

The Wal-Mart vice president responded with strategy and argument. Snapper is the sort of high-quality nameplate, like Levi Strauss, that Wal-Mart hopes can ultimately make it more Target-like. He suggested that Snapper find a lower-cost contract manufacturer. He suggested producing a separate, lesser-quality line with the Snapper nameplate just for Wal-Mart. Just like Levi did.

"My response was, we would take a look at that," says Wier. "The reason I gave that response was, it was a legitimate question. In my own mind, I knew where I'd go with that" -- no thanks -- "but at that kind of meeting you at least have to be willing to say, I'll investigate." And that was it. "The tone at the end was, We're not going forward as a supplier."

No lightning bolt struck. Except that Snapper instantly gave up almost 20% of its business. "But when we told the dealers that they would no longer find Snapper in Wal-Mart, they were very pleased with that decision. And I think we got most of that business back by winning the hearts of the dealers."

Snapper was successfully integrated into Simplicity, which in 2004 was itself bought by Briggs & Stratton, the company that makes many of the engines in Snapper and Simplicity mowers. Simplicity and Snapper operate as independent divisions, and Wier remained CEO of both until last summer, when he resigned to join the private equity firm Kohlberg & Co. In McDonough, business is strong. Shane Sumners plans to add a second assembly line for both walk-behind and riding mowers.

One serious hazard to Wier's strategy is that independent lawn-equipment dealers face all the same pressures that have killed, for instance, many independent hardware stores and toy stores. "That is a legitimate question and a legitimate concern," says Wier. "I think we have a part in that outcome. Can Snapper, as a major supplier, continue to supply [the independents] with great product, and a product different than you can buy at Wal-Mart?"

Wier says, "I'm probably pro-Wal-Mart. I'm certainly not anti-Wal-Mart. I believe Wal-Mart has done a great service to the country in many ways. They offer reasonably good product at very good prices, and they've streamlined the entire distribution system. And it may be that along the way, they've driven some people out of business who shouldn't have been driven out of business." Wier wasn't going to let that happen to Snapper.

Wier had determined to lead Snapper to focus on quality, and through quality, on cachet. Not every car is a Honda Accord or a Toyota Camry; there is more than enough business to support Audi and BMW and Lexus. And so it is with lawn mowers, Wier hoped. Still, perhaps the most remarkable thing is that the Wal-Mart effect is so pervasive that it sets the metabolism even of companies that purposefully do no business with Wal-Mart.

And the power and allure of Wal-Mart is such that even Jim Wier, the man who said no to Wal-Mart, a man who knows all the reasons why that was the right decision, has slivers of doubt.

"I could go to my grave, and my tombstone could say, 'Here lies the dumbest CEO ever to live. He chose not to sell to Wal-Mart.'"

Charles Fishman is a Fast Company senior writer and the author of, "The Wal-Mart Effect: How the World's Most Powerful Company Really Works -- And How It's Transforming the American Economy." See www.walmarteffectbook.com for more information.

From THE WAL-MART EFFECT by Charles Fishman. Reprinted by arrangement with The Penguin Press, a member of Penguin Group (USA), Inc. Copyright (c) Charles Fishman, 2006. Charles is a senior writer for Fast Company magazine.

drummerboy195 writes to tell us that he recently read a 1999 interview with Eric Schmidt, then CEO of Novell, and wondered how applicable the information was today. How much have things changed since the dot com bust in terms of management? What other good and bad techniques have Slashdotters seen evolve from both supervisory and supervised positions?

Dogers writes "Robert Hare, creator of the Psychopathy Checklist, has recently been applying his test 'Is your boss a psychopath' to businessmen and has found some disturbing results. From the article: 'Why wouldn't we want to screen them? We screen police officers, teachers. Why not people who are going to handle billions of dollars?'. Citing Enron and Worldcom management as an example, it seems a reasonable argument. The same source also has a quiz (magazine produced it seems) which allows you to test your own boss, too!"

Dogers writes "Robert Hare, creator of the Psychopathy Checklist, has recently been applying his test 'Is your boss a psychopath' to businessmen and has found some disturbing results. From the article: 'Why wouldn't we want to screen them? We screen police officers, teachers. Why not people who are going to handle billions of dollars?'. Citing Enron and Worldcom management as an example, it seems a reasonable argument. The same source also has a quiz (magazine produced it seems) which allows you to test your own boss, too!"

ihatewinXP writes "FastCompany.com has a behind the scenes article detailing Rio's (and others) attempts to differentiate hardware and compete in the digital music market against the iPod juggernaught. From the article: "We decided that we had to be radically different from Apple. Where Apple was sort of the ivory tower, we were going to be the dark rebel. Where Apple was very geometric, we were going to be smooth and curvy. Apple was so enamored with absolute pure, minimalist design that some designers may argue that ergonomics were compromised.""

mikejz84 writes "Fast Company takes a look at SpaceX's attempt to challenge the high cost of space. This cost cutting philosophy includes buying equipment on eBay, looking to milk trucks for tank design ideas, and rummaging though junk yards. CEO Elon Musk remarks 'A Ferrari is a very expensive car. It is not reliable. But I would bet you 1,000-to-1 that if you bought a Honda Civic that that sucker will not break down in the first year of operation. You can have a cheap car that's reliable, and the same applies to rockets.'"

prostoalex (Alex Moskalyuk) writes "Anywhere from 26% to 40% of U.S. employees refer to their work as stressful or very stressful. So it's not too surprising that the business motivation and self-improvement market, which includes books, courses, training seminars, etc. generates $5.7 billion a year. David Allen is the author of Getting Things Done, which on its cover promises the Holy Grail of business management -- stress-free productivity." Read on for the rest of Moskalyuk's review. Getting things done author David Allen pages 288 publisher Penguin rating 9 reviewer Alex Moskalyuk ISBN 0142000280 summary The art of stress-free productivity

Allen's idea is to first look at the sources of stress. Whether you're working a cushy corporate job, are self-employed, or are still in college, what makes you feel frustrated and stressed? Unless you have had some major disasters in life, the answer will probably rotate around having too much to do and too little time to accomplish all the tasks. Moreover, people around you don't seem to realize how pressed for time you are as they keep coming up with every possible way to interrupt you.

Business people like to talk about multi-tasking. It fills one with feeling of self-importance, since it's obvious that if one multi-tasks, then he or she is involved in multiple projects, failure on most of which would probably result in the end of human civilization. But as Allen points out (his site contains a promotional WMV/QuickTime video), multi-tasking requires you to persist a bunch of projects (most of them unfinished) in your head.

If you count the time you spend on each actual project, and the time you spend switching between the projects, you'd be surprised how much time is spent on the overhead of going from one project to another. Basically (although Allen doesn't express it in these terms) we all would like to be Knoppix, with everything kept in RAM (our brains), nothing relegated to the hard drive (paper or information-management software), multi-tasking at its best. But as anyone would tell you, Knoppix can be quite resource-intensive, and you do not exactly get screaming speeds with it. We're all wired up like early DOS - single-tasking with everything else assigned to external storage, best at doing one thing at a time, if we're to do it well.

Allen develops a system to deal with projects and everyday interruptions accompanying them. Does the issue that came up require less than 2-3 minutes to respond to? Is it returning a call to confirm the dental appointment or e-mail to another developer saying you agree with his suggestion and would approve of it? If it takes you less than 2-3 minutes, do it right away. Do not file it under "Later," do not postpone it until lunch, because your brain keeps track of this stuff, and this unfinished while loop will be running in your brain, even if consciously you do not think about it every minute. In other words, keep the RAM clean.

Allen advocates the 3-D model, where the Ds stand for "Do it," "Delegate it," "Defer it" and advises all projects and small tasks to be processed in that order. The "Do it" part was described above for the tasks that take just a few minutes. The author promises you'd be surprised how much can be achieved by following this simple rule. At the same time, if the project just requires your approval, and you'd pass it to someone else after that, delegate it. But get it off your mind right away, because it's not yours and thus cannot occupy the precious RAM space. Delegate it -- send the e-mail, fax it away, or transfer it to another person in your organization. And if it's definitely a long task and it needs to be done by you, then defer it to the time slot when you're sure you can sit down and do it (by the time you get rid of all the doable and delegable, you will find yourself with plenty of time left to important projects).

Allen is pretty good at pointing out the various excuses that we come up with to excuse our lack of productivity. The rules sound simple, even simplistic, but that's the key to the efficiency of his system. I liked the author's approach, and adhering to his system seemed to bring a relaxed attitude into my daily schedule, since now I don't have a guilt trip over concentrating on a single task and refusing to multi-task. You can read an interview with an author at About.com. There's also an article about the methodology in Fast Company magazine with descriptive title You can do anything - but not everything. I would recommend this book to anyone who feels stress after work or someone who feels they are not at the top of their productivity and spend too much time doing inessential things.

In his spare time Alex enjoys reading business and technology books. He also keeps a list of free books for readers on a tight budget. You can purchase Getting Things Done from bn.com. Slashdot welcomes readers' book reviews -- to see your own review here, carefully read the book review guidelines, then visit the submission page.

Ant writes "Fast Company's article mentions that networks of amateurs are displacing the pros and spawning some of the greatest innovations from from astronomy to computing. Rap inflects global popular culture from music to fashion. Linux poses a real threat to Microsoft. The Sims is among the most popular computer games ever. These far-flung developments have all been driven by Pro-Ams -- committed, networked amateurs working to professional standards. Pro-Am workers, their networks and movements, will help reshape society in the next two decades."

prostoalex writes "The Fast Company magazine looks into the next horizon in music retailing - allowing customers to choose the songs they like in relaxed environment and burning custom CDs from digital copies of the content. The claimed innovator in the field is none other than Seattle-based Starbucks: 'This August, Starbucks will install individual music-listening stations, with CD-burning capabilities, in 10 existing Starbucks locations in Seattle. From there, the concept rolls out to Texas in the fall, including Starbucks stores in the music mecca of Austin. With the help of technology partner Hewlett-Packard, Starbucks plans to have 100 coffee shops across the country enabled with Hear Music CD-burning stations by next Christmas, and more than 1,000 locations up and running by the end of 2005.' And what's wrong with traditional music outlets? 'Schultz and MacKinnon came to believe that the core Starbucks customer, an affluent 25- to 50-year-old who's likelier to be tuned in to NPR than to MTV or one of the nine gazillion radio stations owned by Clear Channel Communications Inc., probably feels ignored by the music industry.'"

prostoalex writes "The new issue of Fast Company magazine looks at the so-called New Economy in retrospect. There were some myths about the Internet that were not true, or could be considered true only partially in the brief history of the Internet boom, there were people who got burned and those who nicely cashed out and then there were those who had to start a new life because of the Internet."

prostoalex writes "The new issue of Fast Company magazine looks at the so-called New Economy in retrospect. There were some myths about the Internet that were not true, or could be considered true only partially in the brief history of the Internet boom, there were people who got burned and those who nicely cashed out and then there were those who had to start a new life because of the Internet."

prostoalex writes "The new issue of Fast Company magazine looks at the so-called New Economy in retrospect. There were some myths about the Internet that were not true, or could be considered true only partially in the brief history of the Internet boom, there were people who got burned and those who nicely cashed out and then there were those who had to start a new life because of the Internet."

prostoalex writes "The new issue of Fast Company magazine looks at the so-called New Economy in retrospect. There were some myths about the Internet that were not true, or could be considered true only partially in the brief history of the Internet boom, there were people who got burned and those who nicely cashed out and then there were those who had to start a new life because of the Internet."

prostoalex writes "The new issue of Fast Company magazine looks at the so-called New Economy in retrospect. There were some myths about the Internet that were not true, or could be considered true only partially in the brief history of the Internet boom, there were people who got burned and those who nicely cashed out and then there were those who had to start a new life because of the Internet."

wherley writes "AP reports that IBM'er David Bradley, who came up with the (in)famous Ctrl-Alt-Delete key combination, is retiring. The article mentions: 'At a 20-year celebration for the IBM PC, Bradley was on a panel with Microsoft founder Bill Gates and other tech icons. The discussion turned to the keys. 'I may have invented it, but Bill made it famous,' Bradley said. Gates didn't laugh. The key combination also is used when software, such as Microsoft's Windows operating system, fails'." We featured a story on Bradley a few months back.

prostoalex writes "FastCompany is running an article about Jay Nelson, whose primary income source for about 5 years included selling goods on eBay. Considering that he chose to skip the delivery, the profit margins were at an all time high. Under the names of biggerthanu, harddrives4sale, diamondsoft, yoshiinc and susancutey Nelson would collect five-digit PayPal payments from the buyers on eBay and Yahoo Auctions."