Dictionary De - En
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De - Pt| Proverbs, aphorisms, quotations (English) | by Linux fortune |
| A sheet of paper crossed my desk the other day and as I read it, realization of a basic truth came over me. So simple! So obvious we couldn't see it. John Knivlen, Chairman of Polamar Repeater Club, an amateur radio group, had discovered how IC circuits work. He says that smoke is the thing that makes ICs work because every time you let the smoke out of an IC circuit, it stops working. He claims to have verified this with thorough testing. I was flabbergasted! Of course! Smoke makes all things electrical work. Remember the last time smoke escaped from your Lucas voltage regulator Didn't it quit working? I sat and smiled like an idiot as more of the truth dawned. It's the wiring harness that carries the smoke from one device to another in your Mini, MG or Jag. And when the harness springs a leak, it lets the smoke out of everything at once, and then nothing works. The starter motor requires large quantities of smoke to operate properly, and that's why the wire going to it is so large. Feeling very smug, I continued to expand my hypothesis. Why are Lucas electronics more likely to leak than say Bosch? Hmmm... Aha!!! Lucas is British, and all things British leak! British convertible tops leak water, British engines leak oil, British displacer units leak hydrostatic fluid, and I might add Brititsh tires leak air, and the British defense unit leaks secrets... so naturally British electronics leak smoke. -- Jack Banton, PCC Automotive Electrical School [Ummm ... IC circuits? Integrated circuit circuits?] | |
| Rattling around the back of my head is a disturbing image of something I saw at the airport ... Now I'm remembering, those giant piles of computer magazines right next to "People" and "Time" in the airport store. Does it bother anyone else that half the world is being told all of our hard-won secrets of computer technology? Remember how all the lawyers cried foul when "How to Avoid Probate" was published? Are they taking no-fault insurance lying down? No way! But at the current rate it won't be long before there are stacks of the "Transactions on Information Theory" at the A&P checkout counters. Who's going to be impressed with us electrical engineers then? Are we, as the saying goes, giving away the store? -- Robert W. Lucky, IEEE President | |
| The programmers of old were mysterious and profound. We cannot fathom their thoughts, so all we do is describe their appearance. Aware, like a fox crossing the water. Alert, like a general on the battlefield. Kind, like a hostess greeting her guests. Simple, like uncarved blocks of wood. Opaque, like black pools in darkened caves. Who can tell the secrets of their hearts and minds? The answer exists only in the Tao. -- Geoffrey James, "The Tao of Programming" | |
| "If you want the best things to happen in corporate life you have to find ways to be hospitable to the unusual person. You don't get innovation as a democratic process. You almost get it as an anti-democratic process. Certainly you get it as an anthitetical process, so you have to have an environment where the body of people are really amenable to change and can deal with the conflicts that arise out of change an innovation." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988 | |
| "In corporate life, I think there are three important areas which contracts can't deal with, the area of conflict, the area of change and area of reaching potential. To me a covenant is a relationship that is based on such things as shared ideals and shared value systems and shared ideas and shared agreement as to the processes we are going to use for working together. In many cases they develop into real love relationships." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988 | |
| Another goal is to establish a relationship "in which it is OK for everybody to do their best. There are an awful lot of people in management who really don't want subordinates to do their best, because it gets to be very threatening. But we have found that both internally and with outside designers if we are willing to have this kind of relationship and if we're willing to be vulnerable to what will come out of it, we get really good work." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988 | |
| In his book, Mr. DePree tells the story of how designer George Nelson urged that the company also take on Charles Eames in the late 1940s. Max's father, J. DePree, co-founder of the company with herman Miller in 1923, asked Mr. Nelson if he really wanted to share the limited opportunities of a then-small company with another designer. "George's response was something like this: 'Charles Eames is an unusual talent. He is very different from me. The company needs us both. I want very much to have Charles Eames share in whatever potential there is.'" -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988 | |
| Mr. DePree believes participative capitalism is the wave of the future. The U.S. work force, he believes, "more and more demands to be included in the capitalist system and if we don't find ways to get the capitalist system to be an inclusive system rather than the exclusive system it has been, we're all in deep trouble. If we don't find ways to begin to understand that capitalism's highest potential lies in the common good, not in the individual good, then we're risking the system itself." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988 | |
| Mr. DePree also expects a "tremendous social change" in all workplaces. "When I first started working 40 years ago, a factory supervisor was focused on the product. Today it is drastically different, because of the social milieu. It isn't unusual for a worker to arrive on his shift and have some family problem that he doesn't know how to resolve. The example I like to use is a guy who comes in and says 'this isn't going to be a good day for me, my son is in jail on a drunk-driving charge and I don't know how to raise bail.' What that means is that if the supervisor wants productivity, he has to know how to raise bail." -- Max DePree, chairman and CEO of Herman Miller Inc., "Herman Miller's Secrets of Corporate Creativity", The Wall Street Journal, May 3, 1988 | |
| Confidant, confidante, n: One entrusted by A with the secrets of B, confided to himself by C. -- Ambrose Bierce, "The Devil's Dictionary" | |
| Once, when the secrets of science were the jealously guarded property of a small priesthood, the common man had no hope of mastering their arcane complexities. Years of study in musty classrooms were prerequisite to obtaining even a dim, incoherent knowledge of science. Today all that has changed: a dim, incoherent knowledge of science is available to anyone. -- Tom Weller, "Science Made Stupid" | |
| Weinberg, as a young grocery clerk, advised the grocery manager to get rid of rutabagas which nobody ever bought. He did so. "Well, kid, that was a great idea," said the manager. Then he paused and asked the killer question, "NOW what's the least popular vegetable?" Law: Once you eliminate your #1 problem, #2 gets a promotion. -- Gerald Weinberg, "The Secrets of Consulting" | |
| Hard Copies and Chmod And everyone thinks computers are impersonal cold diskdrives hardware monitors user-hostile software of course they're only bits and bytes and characters and strings and files just some old textfiles from my old boyfriend telling me he loves me and he'll take care of me simply a discarded printout of a friend's directory deep intimate secrets and how he doesn't trust me couldn't hurt me more if they were scented in lavender or mould on personal stationery -- terri@csd4.milw.wisc.edu | |
| Military secrets are the most fleeting of all. -- Spock, "The Enterprise Incident", stardate 5027.4 | |
| Of course I can keep secrets. It's the people I tell them to that can't keep them. -Anthony Haden-Guest | |
| Brief History Of Linux (#28) Free, Open, Libre, Whatever Software Eric S. Raymond's now famous paper, "The Cathedral and the Bazaar", set the stage for the lucrative business of giving software away. In CatB, ESR likened the software industry to an anarchistic bazaar, with each vendor looking out for himself, trying to hoodwink customers and fellow vendors. The produce vendor (i.e. Apple), for instance, felt no need to cooperate with the crystal-ball seller (Oracle) or the con artist hocking miracle drugs (Microsoft). Each kept their property and trade secrets to themselves, hoping to gain an edge and make money fast. "With enough eyeballs, all bug-ridden software programs are marketable," ESR observed. ESR contrasted the "caveat emptor" Bazaar to an idealistic Cathedral model used by free software developers. European cathedrals of medieval days were built block-by-block with extensive volunteer manpower from the surrounding community. Such projects were "open" in the sense that everybody could see their progress, and interested people could wander inside and offer comments or praise about construction methods. "Those medieval cathedrals are still standing," ESR mused. "But bazaars built in the 14th Century are long gone, a victim of their inferior nature." | |
| If what they've been doing hasn't solved the problem, tell them to do something else. -- Gerald Weinberg, "The Secrets of Consulting" | |
| Let us live!!! Let us love!!! Let us share the deepest secrets of our souls!!! You first. | |
| "Why must you tell me all your secrets when it's hard enough to love you knowing nothing?" -- Lloyd Cole and the Commotions | |
