Saturday, April 30, 2005

A Welsh View: How Long Do You Spend Blogging?

A Welsh View: How Long Do You Spend Blogging?

A question to the bloggers who read my site? On average, how long do you devote to blogging each day? That includes finding/thinking of material to blog about and actually composing posts.

I spend far too much time blogging - probably around 3 hours plus a day - and it starts to become difficult when you have programming assignments to do and lectures to attend (who knows what things will be like when I start working again). I'm always looking for ways to streamline things but I guess it just takes a long time to read a load of different blogs/sites.

Bob Dylan: With God on Our Side

Bob Dylan: With God on Our Side

Quote of the day.

Franklin P. Jones

"Nothing changes your opinion of a friend so surely as success - yours or his."
New Pope's old car on eBay

Cory Doctorow: Pope Ratzinger's Cardinalmobile -- the VW Golf he drove when he was a mere Cardinal -- is up for sale on eBay. Link (via Monochrom)

7m-high electrical garbage statue made from one Briton's lifetime's waste


Cory Doctorow: The Weee Man is a 7m-high, 3.3-tonne sculptural humaniod gracing London's South Bank, made entirely from waste electrical and electronic products (hence "weee"). The 3.3 tonne weight represents the total mass of WEEE that the average Briton junks in her or his lifetime, so it's not just pretty and awesome: it's also thought-provoking. Link

via Boing Boing

wanna look like a doll ? or have a doll's look ? the eyes .

 Tokyo teens have come to admire the outsize peepers on hand-drawn heroines. "The bigger the character's eyes, the cuter they look," says 15-year-old Yumi Koba. And now, thanks to Share Generate's Nadesicco Black, emulating Sailor Moon is no longer a dream. Because the lenses are nonprescription, schoolgirls can even order them - like everything else - via cell phone.  Link via Boing Boing.

Car Smashes into second floor of house.

David Pescovitz: Last night, a car flew from the street into the top floor of a house in Basingstoke, Hants, England and dropped back to the ground. The driver and passenger were seriously injured but are in stable condition. Police say the car hit a curb and "launched through the air."
 Media Images 41086000 Jpg  41086775 Carinhouse203Joyce Harman told BBC News how she and her husband Joe were woken by the crash.

"It was just horrendous," she said.

"My husband thought the dog had knocked something over downstairs but as he got to the bedroom door he could see the hole in the wall and all the furniture moved.

"That's when we came downstairs and saw the car there."
Link . via Boing Boing

Seven... the sins.

The thoughts that creep in the back of your head. you’ve heard yourself a million times. well, you’re not alone. some people even posted them. Not Proud.

JAS: Arabic Star Names

JAS: Arabic Star Names : Many star names are of Arabic origin, most of which were used by other nations in the past following almost the same Arabic nomenclature, and many of which have survived in modern scientific astronomical atlases. Link.

Friday, April 29, 2005

Quote of the Day :

Quote of the Day : "Sometimes when you look in his eyes you get the feeling that someone else is driving." David Letterman

PostSecret

Share your darkest secret, on a homemade postcard, for all to see. Link

Thursday, April 28, 2005

Wealth-Lab Technical Analysis, Charting and Trading Systems : the first interactive trading system development laboratory on the web.  Develop and back test your own stock market trading systems, and explore the systems contributed by other members.  We rank all submitted trading systems monthly, so you see which strategies are working best in the current market conditions. Link

The Code Project - Stepper Motor Control through Parallel Port - VB / VBScript :  The article is on stepper motor, reaching ports, and controlling it. The article allows you to control speed, direction, and step size of a stepper motor. If you are interested in robotics, motion control, or just want to learn about this widely used motor in almost every electronic gadget like floppy drives, printer, scanner, robots, every device; then you should try building this versatile stepper motor control. Link


Wednesday, April 27, 2005

The Pricelessware list is a compilation of software collected through a yearly vote by the participants of the "alt.comp.freeware" newsgroup. It is a list of what people have voted as "the best of the best in Freeware". Link

Grant Robinson : Guess-the-google launcher : After creating Montage-a-google, several people wrote to me suggesting I make a game based on the same technology. Montage-a-google is a simple web app that uses Google's image search to generate a large gridded montage of images based on keywords (search terms) entered by the user. Guess-the-google reverses this process by picking the keywords for you, the player must then guess what keyword made up the image - it's surprisingly addictive…. Link

Just how upfront with you is the banking representative who helps you open an account? Chances are he or she tells you about the various products and services the bank offers. You may even receive a list of fees or be directed to the bank's Web site to see the list. We thought we'd fill you in on things you won't be told, but you might find out over time.


Link

Monday, April 25, 2005

Perfectionist, huh ?

The 80% solution

I'm always interested (since I want to be a Slacker Manager too) in what constitutes a "complete" job or project.  What I mean is - when is "done" done enough?

The best example I can give of this is an old sales mantra which instructs sales people to do just enough to win and no more.  Any more work or effort beyond what it takes to win is lost and cannot be recovered.  I look at this as a corollary to Pareto's rule.  His rule of course has usually been stated that 20% of the people do 80% of the work.  What I want to know is - how often does 80% of the work constitute enough of a solution to declare a project or effort complete?

This should be of great interest to people who have a passion for productivity, and for those who want to extend the minimum amount of effort to be successful in any endeavor.  I have a collaborator who can quite honestly take over an hour to write a 20 line email.  Now, that email is a humdinger of an email, but it leaves me wondering if that email couldn't have been written in 10 minutes, and my colleague have moved on to other work.  Was the additional 50 minutes of editing and re-arranging words really that valuable?

Don't get me wrong - I am not advocating cutting corners or doing less than a complete job on any piece of work - from an email to a major project.  But I am suggesting that we often lard up an effort with unnecessary and extraneous steps and meetings and documents that don't add much to the final product.  Part of this, I am sure, comes from the fact that too often we can't define with much certainty what the end goal or the deliverable should look like, so we are forced to toss in some other stuff just in case.  Additionally, I think many people believe they should be rewarded for giving 110% percent and demonstrating that by additional frills in a project. Finally, there's a real difference of opinion between the 80 percenters (like me) and the 110 percenters about what constitutes a completed assignment.

When people work for me, I encourage them to do the absolute minimum to achieve the best deliverable they can as quickly as possible, and no more.  I'd much rather have a good, quick, clean deliverable in a short time frame than a perfect one that never gets delivered.

What do you think?  I'd like to hear from the perfectionists who may disagree with this assessment.  Working with people who have a different take on this issue is probably one of the most challenging interpersonal issues in my workplace.  When can we declare a project "complete enough"?  What is gained by going further than necessary?  What's the best way to work with and manage a perfectionist?

One Throat to Choke

One Throat to Choke

I climb up on my soapbox today with a slightly different outlook and thoughts about productivity.  Coming into work today I was locked out of my building.  Not because I forgot my keys or my card key, but because it's Daylight Savings Time and the folks who manage our building did not program the card reader for Daylight Savings Time.  Now, this is not the first problem we've had with our building management firm, but it led me to think about working productively with others.

The biggest challenge to working with our building management firm, and with many other firms, is that there is not "One throat to choke".  This is another colorful phrase I picked up from my time in sales.  What it means is that the customer doesn't really care if there are several groups or business functions involved in providing a solution, as long as the customer gets to interact and beat up on one person who owns the problem of making the customer happy.

Our building management firm has one person responsible for security and grounds, one for janitorial, one for HVAC and so forth.  There is no multi-disciplinary account manager we can work with.  While this organization may be great for the building management firm, it stinks when we work with it, since there is no one overriding person worried about making us happy.

I don't think these guys are an isolated case.  Many businesses I work with are not organized to work successfully and productively with customers.  A good case in point is my bank.  There's a person responsible for checking, a person responsible for savings, a person responsible for investments and a different person responsible to work with me if I want loans.  No one person in that bank understands my value as a customer and the way they are organized gets in the way of doing business with them. In fact, sometimes their organization gets in the way of working with me, since the folks who managed my established accounts (like checking or investments) are worried that the folks who are trying to sell me new services (like an equity loan) will screw up the relationship.

What I want from organizations that I work with is one throat to choke.  I want them to organize in a way that treats my needs and requirements as a customer as paramount.  I frankly don't care how they are organized internally or what the bureaucracy or politics looks like.  What I want is one face to the customer and one person who owns my problems.  The challenge is that many firms look at an account management position such as this as "overhead".  What it provides to the customer is faster response, and the security in the knowledge that someone is working to represent your needs and interests.  This helps me work more quickly and efficiently, and hopefully get answers faster.

I've asked you to staple yourself to an order to see how your internal processes work.  How about the choke-ability of your firm?  What would your external customers say its like working with your firm?  How about internally?  Is it easy to find and share information across business units or functions?  Do people understand that "that's not my area or not my job" is not an acceptable answer?

Leadership is situational

Leadership is situational

I realized after my post yesterday that I had more to write about leaders and managers.  My point in all of this is the press and the American public tend to praise "leaders" and ignore or put down managers.  Both are crucial, yet almost all we read about are the Enron types or the Jack Welch types.  Do we really need another Jack Welch book?

Anyway, I thought I would add to my differences list from yesterday.

1.  Leaders worry about WHAT should be done, managers worry about HOW it should be done.  Leaders often don't understand what it takes to actually accomplish something.  In many cases this is good, since they overcome what had been perceived to be roadblocks.  Managers are usually the people who figure out how to accomplish something once the direction is set.  A leader without effective managers is constantly pointing to the future but never getting anywhere. 

2.  Leadership is situational while management is a core discipline.  There is no one effective leadership "style" but all good managers work to some common core principles.  It's been suggested that leadership is innate, something we are born with, yet there are many successful leaders with very different styles.  Compare George Bush and Bill Clinton, or Eisenhower or Patton.  Many different styles of leadership can be successful given the circumstances.  Look to Krispy Kreme.  The new CEO there is a "turn around specialist".  I think leadership is demonstrated differently in different situations and contexts.  Managers, however, have common tools and goals.  A good manager defines the work for his team, ensures everyone is aware of the goals and expectations, builds project plans to help people manage the work, and constantly seeks to provide the help and support the team needs to be successful. 

3.  Leaders are the bull horns but managers are the translators.  Leaders talk a lot, to customers, to shareholders, to partners and to the financial community.  Most leaders of businesses today have defined their roles as Mr or Mrs Outside - talking to the press and building the visibility of the business.  Managers hear and understand what the leaders are saying and try to translate that into actions for their teams.  Managers attempt to parse the instructions and goals, breaking down the larger vision into actions that people can actually begin to do. 

In my mind, leaders and managers in an organization are important, but I can run a business with three or four competent managers and no real "leader", but I certainly can't run a business with several "leaders" and no managers.  After the downsizing of the eighties and nineties, we've eliminated a significant portion of mid-management.  The attention we pay to the CEO has escalated while the pay scale has gone through the roof.  Yet quietly and efficiently, the folks who get stuff done everyday are still not given the credit or attention they deserve, and the pay has not increased much at the manager level - at least not anywhere near the way we compensate CEOs or other well-publicized leaders.

OK - off my soapbox and back to more productivity and innovation focused posts in the near future.  Just had to get that off my chest.

When is a team not a team

When is a team not a team?

Here's a quick joke for context - When is a door not a door?  When it's ajar.

When is a team not a team?  When the goals, objectives and expectations of the members of the team aren't the same.  Then, the "team" is merely a collection of people who have different agendas.

We are working with one such "team" right now.  The dynamics are very interesting.

This team was nominally brought together to investigate some shortcomings in their current systems and to recommend new applications and systems to improve productivity.  However, rather than adopt a common goal and set of expectations, each person has brought their own ideas and biases to the table. 

One person is convinced that there is no problem with the current way of doing things.  One person is convinced that all the team needs is to do what he suggests and that all other discussion is useless.  One person has locked on to a large and expensive software application because the vendor told him it would meet his needs, which aren't the needs of the group.  Another person in the team wants to implement several applications or custom solutions to solve several point problems and is not worried about integration.  None of these folks has the vision to define the goals beyond their own special interests or needs.

Now, this may be a team in name, but it's not a team in spirit or outcome.  Everyone is out to defend turf, to take on as few new responsibilities as possible and to get only what they want out of any new system with as few compromises as possible.  No, this is not a kindergarten class but an actual example of a set of professionals who were supposed to be a team, but have not decided to work together yet for the common good.

Before you laugh or point fingers, ask yourself - are teams in our organization really that different?  What common visions and goals do teams in our organization share?  Are teams united for success across all members and functions of the team? 

Successful teamwork is about getting everyone on the team, as much as possible, to work for the common good of the team and the organization, leaving aside as much as possible their personal or functional biases and "wins" to get what's best for the team and organization as a whole.  Teams function very well when they have common goals and ideals, and not at all when they don't.

What we have in the team we are working with right now is simply a collection of individuals who are seeking to optimize their own personal agendas and goals rather than improve the working environment for the organization as a whole.  The leadership of this organization is going to have to step in soon to force some goodwill and corporate goals on this group, or this will become a circular firing squad.

When is a team not a team?  When it has no common objectives or goals.

Wealth-Lab Technical Analysis, Charting and Trading Systems

Wealth-Lab Technical Analysis, Charting and Trading Systems

Wealth-Lab.comTM, the first interactive trading system development laboratory on the web.  Develop and back test your own stock market trading systems, and explore the systems contributed by other members.  We rank all submitted trading systems monthly, so you see which strategies are working best in the current market conditions

PHP Cheat Sheet - PHP

PHP Cheat Sheet - PHP - ILoveJackDaniels.com

 

Head in the Clouds

The Cloud Appreciation Society

 At The Cloud Appreciation Society we love clouds, we're not ashamed to say it and we've had enough of people moaning about them

Flash » Numa Numa

Flash » Numa Numa

http://www.nature.com/news/2005/050418/multimedia/050418-11-m1.html

Death by Internet

Death By Internet

From MediaDaily News: I Link, Therefore I am.

A WEST NYACK, N.Y. MAN was found dead at his computer apparently the victim of trying to keep up with too many professional forums. Childress H. Wanamaker, 54, an account executive at a New York-based new media company, died of starvation according to the West Nyack coroner's office. Wanamaker's emaciated body was found by Loraine, his wife of 26 years, who told MediaPost she had been bringing her husband meals on plastic trays for weeks, but that he never took the time to eat them.

"He was glued to his computer 24/7," she said tearfully. "He was so afraid he was going to miss an opportunity to contribute a comment or start a discussion, that he just stopped eating."

This part sounds familiar:

Computer forensic specialists reported that there was no order or continuity to Wanamaker's forum postings. "It looks like he just sort of randomly commented on whatever was in the discussion string at the time," said Stephen Hall, CUNY-Cortland adjunct professor of intemperate and impulsive behavior.

Sunday, April 24, 2005

An Insect's View - Portraits of a Hidden World

An Insect's View - Portraits of a Hidden World

al moutafawwikoun equivalent.

Mentat: Wiki on becoming a better thinker

FrontPage - Mentat Wiki

This wiki is a collaborative environment for exploring ways to become a better thinker. Topics that can be explored here include MemoryTechniques, MentalMath, CriticalThinking, BrainStorming, ShorthandSystems, NotebookSystems, and SmartDrugs. Other relevant topics are also welcome. How have you made yourself smarter?

Since I’m under a bit of a deadline today, I’m going to just link to this site and reluctantly walk away, for now; so many fascinating tricks, heuristics, and mental parlor tricks. I’ll definitely be coming back to learn the calendar feat and the Dominic system.

(In other news, I really wish I were just being schticky when I say that I remember virtually nothing from the 7-week Mnemonics class I had in college. Seriously. Nada.)

Thursday, April 21, 2005

Sushi with an attitude

04/20/05 - Fuku Sushi

Last Sunday in Japantown, San Francisco, CA.

I dined there once before. A very decent restaurant, well, with a indecent catchy name.

20050420-fuku-sushi (112k image)

Wednesday, April 20, 2005

What Kind of American English Do You Speak?

Blogthings - What Kind of American English Do You Speak?

Histories of the Trump Cards

Histories of the Trump Cards

Send mails too big for mail servers

YouSendIt | Email large files quickly, securely, and easily!

Fantastic Kaleidoscope

dtoy_vs_byokal


Another snowflake.

wonder_for_site

Internet Archive: Feature Films

Internet Archive: Feature Films

100 things we didn't know this time last year - BBC

BBC NEWS | UK | Magazine | 100 things we didn't know this time last year

Bob Dylan's real name. why.

Robert Allen & Dylan Thomas … go figure.

Nerd scale : I ranked 64. where are you ?

NerdTests.com Fun Tests - Nerd Quiz

definitely a nerd but low on the totem pole of nerds

Create your own snow-flake.

A life-time of less than a second.. Go on and make yours.

Popular Front: SnowDays

We Didn't Start The Fire. The song. and now the Powerpoint.

We Didn't Start The Fire

Movie Mistakes in 2004

Mistakes in 2004

Card Gadgets... fantastic idea

touch of ginger :: browse gadgets

Tuesday, April 19, 2005

Quote of the day

Franz Kafka

"There art two cardinal sins from which all others spring: Impatience and Laziness."

Monday, April 18, 2005

Running Schedule. for everybody. other than me.

http://www.coolrunning.com/engine/2/2_3/181.shtml

Too many people have been turned off of running simply by trying to start off too fast. Their bodies rebel, and they wind up miserable, wondering why anyone would possibly want to do this to themselves.

You should ease into your running program gradually. In fact, the beginners' program we outline here is less of a running regimen than a walking and jogging program. The idea is to transform you from couch potato to runner, getting you running three miles (or 5K) on a regular basis in just two months

Friday, April 15, 2005

blork blog: How to freeze cilantro (Kizebra)

blork blog: How to freeze cilantro

You buy a bundle at the market and it wilts within a few days. It's not like Italian parsley, which will stay green and alert for a week or more in a pot of water placed in a sunny window. So what do you do when your $1.29 buys you more cilantro than you'll normally use in two months — but you have only two or three days in which to use it?

Concrete Light Bulbs

Concrete lightbulb

lightbult castingI don't know art, but I know what I like. Recently, I found myself taking a shine to lightbulbs. I don't remember exactly what started the whole lightbulb thing, but when it was all over

Quote of the Day.

Robert Byrne

"There are two kinds of people, those who finish what they start and so on."

Quote of the Day

Adrienne E. Gusoff

"Living hell is the best revenge."

The Onion | Cost Of Living Now Outweighs Benefits

The Onion | Cost Of Living Now Outweighs Benefits

http://www.finkbuilt.com/blog

Los Angeles International Airport - AirportMonitor - by Megadata - powered by PASSUR

Los Angeles International Airport - AirportMonitor - by Megadata - powered by PASSUR

http://www.finkbuilt.com/blog

Oðblgshezi: Calculator Words

Oðblgshezi: Calculator Words

LastTeacher = ""
LastLocation = ""

Monday, April 11, 2005

Lorem Ipsum - All the facts - Lipsum generator

Lorem Ipsum - All the facts - Lipsum generator

The template text demystified.

Your personal assistant. You.

Keeping It Personal

How do you make a “trusted system”, the term David Allen uses to denote a planning and organisational system which can be relied upon to contain your events, tasks, projects and thoughts? It’s easy to get carried away in tweaking productivity methodologies, but mind like water is only achieved when such a system is fully implemented and consulted on a day-to-day basis. One of the biggest obstacles for many people, myself included, is how to create a system that is always there, at the ready, and worthy of your trust.

When I was in high school and university, I used to keep journals. Not only did I write rather copiously about all my daily happenings, my far-fetched ideas and my roller-coaster relationships, but I’d also sketch, write lists, insert my favourite new photographs, tape in interesting clippings from newspapers, practise other languages, and so on. For years, I was never without my journal.

After university, I joined the regular work force and started lugging around a day planner instead of a journal. I had every intention of doing everything “by the book” and figuring out how to use all the fancy forms to organise my life and job. I started by entering all my personal and work information into the planner, buying special inserts and folders, and stuffing it with every conceivable type of professional form.

Gradually, though, my enthusiasm began to slip away into apathy. Soon, I rarely carried around the planner. I wrote people’s addresses on stickies and stuck them to the monitor, with the intention of later entering them into my contact sheets. Things to be done, I tried to memorise, believing I could remember them when the time came. Project details degenerated into loose notes jotted on the back of meeting agendas. And my calendar was scattered thoughout my planner, digital PIMs, various stickies, a “motivational” wall calendar, and random scraps of paper (usually crumpled in pockets or lost in manuals).

Obviously, it didn’t take long before I recognised a problem. As Mr. Allen points out, I had no system I could trust. And I had no system I could trust, because I didn’t have a convenient system at hand that felt like an extension of myself and my work habits.

The past dozen years have been a learning experience, trying dozens of different systems in an effort to find one suitable for me. Being a web professional, most of the systems have been web-based or at least digital in some way. But none of them were particularly streamlined for my usage habits, nor were they where I needed, when I needed them. Even lightning-fast Graffiti skills on the Palm tended to seriously cramp my hands after a half-page.

Lately, I’ve finally decided to settle upon a paper-based system, which is what we techies refer to as analog. (This is obviously no surprise to anyone who has poked around this site, as this was the main motivator behind the whole D*I*Y Planner.) Between the Getting Things Done methodology, the forms I designed and the processes I tweaked, my productivity and project planning skills have never been better.

But there was still one missing piece to the puzzle. What would make me carry around the planner, and use it as my “trusted system”? Mind you, once a planner hits critical mass and contains all your pertinent information, you tend to carry it anyway because it becomes essential to your life. The problem is, how can you keep it handy and employ it as a trusted system long enough to get to this stage?

For this, I decided to… uh… “borrow a page” from my journal days: when a planner becomes a personal extension of my life, rather than a simple collection of work-related information, I feel better about carrying it with me wherever I go. It literally becomes a piece of me that I feel somewhat empty without.

Getting to this stage is not very difficult, but it means using a planner in ways that often don’t seem obvious to those people using a daily planner for business reasons. Each night, I curl up with my Day Runner and a smooth-writing Pilot G-2 pen and open it up to the Notes (or “Inbox”) section. I use simple plain or unlined paper, because I don’t want a tightly structured form to restrict my free thinking. And I write. I doodle. I make lists of ideas. I play around with concepts. I note interesting news items that might make good stories some day. I make anagrams. I brainstorm design ideas. I note events that, in several years time, will serve up memories of moments potentially forgotten. I write things that are important to me. I write frivolous things. In short, I make the planner personal. I make it mine.

Going to a cafe? Bring it with you and doodle the likeness of the person behind the counter. Going to be caught in traffic? Scribble down a few ideas about what albums you want to get. Grabbing a bite in a restaurant? Jot down the twenty things you want to do before you die. Watching a little TV? During the commercials, write down the list of places you’d like to go for a vacation. Waiting at the doctor’s office? Note ten things you could do on a daily basis to live a healthier life. And so on.

Some of these items will no doubt become projects and objectives someday, but don’t think about that now. Download your brain, express yourself, and worry about structure later. Not only does this jive with GTD, it forges a strong personal connection with your planner. And that’s a vital part of building trust.

For all those people who haven’t yet got into the spirit of toting a planner, I invite you to do one or more of the following:

  1. Every night, write down a list of ten things. Use the following to get you started:
    • 10 things I want people to say about me at my funeral
    • 10 books I’ve always wanted to read, but didn’t
    • 10 things to do every day to be healthier
    • 10 best films I’ve ever seen
    • 10 things I can do to help my career
    • 10 ideas for a time travel story
    • 10 happiest moments of my life
    • 10 worst moments of my life
    • 10 of my greatest strengths
    • 10 of my greatest weaknesses
    • 10 things I find exciting/sexy/sensual
    • 10 other lists I can write
  2. Draw one picture a day. (If you’re not an artist, don’t worry: after all, you can only get better.)
  3. Keep your planner near the bed. Write down any dream you remember as soon as you wake up. (If you are in a rush, put down some keywords and elaborate when you can.) Analyse it, if you can.
  4. Carry around at least one photograph in your planner that is meaningful to you, and you can show people.
  5. Carry around at least one photograph in your planner that is meaningful to you, and you cannot show other people. (Nothing too incriminating!)
  6. Keep a receipt envelope or folder in your planner, and keep clippings of news or magazine articles that speak to you in some way. Each month, read them and transfer to your filing cabinet.
  7. Keep a tab called Journal in your planner, and keep your personal writings, sketches and ideas there. Clean out every couple of weeks (or 20 pages, whichever comes first) and store the pages in a safe place.
  8. Make personal writing a daily habit. Put aside fifteen distraction-free minutes a day to write in your planner.

If you’ve never felt a bond with your planner before, I suggest building one. Not only will it become your trusted system, a safekeeper of schedules and tasks, but an omnipresent companion which transcends mere productivity and serves as the caretaker of your thoughts, desires and aspirations. You more effort you put into it, the more important a role it plays in your life.

Keep it handy, keep it personal.

gapingvoid: the hughtrain - the new you.

gapingvoid: the hughtrain

http://www.gapingvoid.com/Moveable_Type/archives/000823.html

Quote of the Day

James Branch Cabell

"The optimist proclaims that we live in the best of all possible worlds; and the pessimist fears this is true."

Quote of the Day

Sidney J. Harris

"A cynic is not merely one who reads bitter lessons from the past, he is one who is prematurely disappointed in the future."

Quote of the Day

Alec Bourne

"It is possible to store the mind with a million facts and still be entirely uneducated."

Sunday, April 10, 2005

Dynamism.com - Sushi Disk

Dynamism.com - Sushi Disk

http://www.army.mil/cmh/books/wac/appendix-d.htm

For the nerdy gourmets like moi, wasabi not included.

Active Papers

Active Papers

http://www.army.mil/cmh/books/wac/appendix-d.htm

Wish I had those when I was still in school…

Brilliant Button Maker by LucaZappa.com

Brilliant Button Maker by LucaZappa.com

PookMail.com - disposable email account

PookMail.com

Step 1 : When someone ask you for your email address, just pick one from @pookmail.com.
Example: dontbotherme@pookmail.com
 Step 2 : Wait while the email is coming in.
 Step 3 : Login to PookMail.com typing dontbotherme a the the login form, and click GO
 Step 4 : After 24 hours, your received emails will be deleted from the system.

http://www.dynamism.com/sushidisk/