diff --git a/.github/workflows/ci-cd.yml b/.github/workflows/ci-cd.yml new file mode 100644 index 000000000..d8d7d6243 --- /dev/null +++ b/.github/workflows/ci-cd.yml @@ -0,0 +1,31 @@ +# Copyright Jiaqi Liu +--- +name: CI/CD + +"on": + push: + branches: + - master + +jobs: + deploy-to-github-pages: + runs-on: ubuntu-latest + steps: + - uses: actions/checkout@v3 + - uses: actions/setup-node@v3 + with: + node-version: 18 + - run: | + npm install -g pnpm + pnpm install + pnpm add sharp + pnpm build + - name: Deploy blogs to GitHub Pages + if: github.ref == 'refs/heads/master' + uses: peaceiris/actions-gh-pages@v3 + with: + github_token: ${{ secrets.GITHUB_TOKEN }} + publish_dir: dist + enable_jekyll: false + user_name: QubitPi + user_email: jack20220723@gmail.com diff --git a/.gitignore b/.gitignore index dcac26195..269dfea70 100644 --- a/.gitignore +++ b/.gitignore @@ -25,3 +25,5 @@ pnpm-debug.log* package-lock.json bun.lockb yarn.lock + +.idea diff --git a/README.md b/README.md index 425e58e60..0da06cc53 100644 --- a/README.md +++ b/README.md @@ -11,7 +11,7 @@ A static blog template built with [Astro](https://astro.build). > README version: `2024-09-10` -![Preview Image](https://raw.githubusercontent.com/saicaca/resource/main/fuwari/home.png) +![Preview Image](./blog-home-page.png) ## ✨ Features @@ -23,6 +23,28 @@ A static blog template built with [Astro](https://astro.build). - [ ] Comments - [x] Search - [ ] TOC +- [x] ([This fork]()) Per-post font customization: + + - [x] [庞中华行楷 for Chinese](https://www.fonts101.com/fonts/view/Script/62094/US_Declaration) ([example post](https://leadership.qubitpi.org/posts/%E5%AD%99%E5%AD%90%E5%85%B5%E6%B3%95%E8%AE%A1%E7%AF%87%E7%AC%AC%E4%B8%80/)) + - [x] [DX Red Mailbox Bold for Korean](https://www.fonts101.com/fonts/view/Script/62094/US_Declaration) ([example post](https://leadership.qubitpi.org/posts/%EB%82%98%EC%9D%98-%EC%95%84%EC%A0%80%EC%94%A8/)) + - [x] [US Declaration](https://www.fonts101.com/fonts/view/Script/62094/US_Declaration) ([example post](https://leadership.qubitpi.org/posts/declaration-of-independence/)) + - [x] [Latin font](https://www.1001fonts.com/sweynheim-pannartz-font.html)[^1] ([example post](https://leadership.qubitpi.org/posts/pro-lege-manilia/)) + - [x] [GFS Porson for Ancient Greek](https://www.oocities.org/greekfonts/) ([example post](https://leadership.qubitpi.org/posts/reading-notes-de-administrando-imperio/)) + +[^1]: https://ilovetypography.com/2016/04/18/the-first-roman-fonts/ + +> [!NOTE] +> +> I was actually going to pick up the [ZephGreek](https://www.loebclassics.com/page/logo) but realized that the +> [Loeb never publishes the font](https://tex.stackexchange.com/a/163342/277953) + + - [x] Ubuntu (Default global font) + +### Top Blog + +One blog, such as [this one](https://leadership.qubitpi.org/posts/infinite-game/), can be set to always comes as the +first blog on the first page. To do so, set the `topBlog` to the title of the desired top blog in +[config](./src/config.ts) ## 🚀 How to Use diff --git a/astro.config.mjs b/astro.config.mjs index 3bff5fa67..981116c34 100644 --- a/astro.config.mjs +++ b/astro.config.mjs @@ -31,9 +31,9 @@ const oklchToHex = str => { // https://astro.build/config export default defineConfig({ - site: 'https://fuwari.vercel.app/', - base: '/', - trailingSlash: 'always', + site: "https://leadership.qubitpi.org/", + base: "/", + trailingSlash: "always", integrations: [ tailwind(), swup({ diff --git a/blog-home-page.png b/blog-home-page.png new file mode 100644 index 000000000..800a2ea73 Binary files /dev/null and b/blog-home-page.png differ diff --git a/frontmatter.json b/frontmatter.json index a377ad99e..41d8cbbf1 100644 --- a/frontmatter.json +++ b/frontmatter.json @@ -60,6 +60,11 @@ "title": "language", "name": "language", "type": "string" + }, + { + "title": "font", + "name": "font", + "type": "string" } ] } diff --git a/public/CNAME b/public/CNAME new file mode 100644 index 000000000..7e3dec2d7 --- /dev/null +++ b/public/CNAME @@ -0,0 +1 @@ +leadership.qubitpi.org \ No newline at end of file diff --git a/public/favicon/favicon-dark-128.png b/public/favicon/favicon-dark-128.png index 7422ce828..7a5b1bcaf 100644 Binary files a/public/favicon/favicon-dark-128.png and b/public/favicon/favicon-dark-128.png differ diff --git a/public/favicon/favicon-dark-180.png b/public/favicon/favicon-dark-180.png index de0f89b18..ba7c13210 100644 Binary files a/public/favicon/favicon-dark-180.png and b/public/favicon/favicon-dark-180.png differ diff --git a/public/favicon/favicon-dark-192.png b/public/favicon/favicon-dark-192.png index e8d4a2def..a7bf7cdfc 100644 Binary files a/public/favicon/favicon-dark-192.png and b/public/favicon/favicon-dark-192.png differ diff --git a/public/favicon/favicon-dark-32.png b/public/favicon/favicon-dark-32.png index fce9b80ae..4a89cae3d 100644 Binary files a/public/favicon/favicon-dark-32.png and 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b/public/fonts/DXRedMailboxBold.ttf new file mode 100644 index 000000000..4f79a2d8b Binary files /dev/null and b/public/fonts/DXRedMailboxBold.ttf differ diff --git a/public/fonts/PangZhonghuaXingKai.ttf b/public/fonts/PangZhonghuaXingKai.ttf new file mode 100644 index 000000000..fe79b5f5e Binary files /dev/null and b/public/fonts/PangZhonghuaXingKai.ttf differ diff --git a/public/fonts/Porson.ttf b/public/fonts/Porson.ttf new file mode 100644 index 000000000..e7f36dcf3 Binary files /dev/null and b/public/fonts/Porson.ttf differ diff --git a/public/fonts/SweynheimPannartz.ttf b/public/fonts/SweynheimPannartz.ttf new file mode 100644 index 000000000..72450f877 Binary files /dev/null and b/public/fonts/SweynheimPannartz.ttf differ diff --git a/public/fonts/USDeclaration.ttf b/public/fonts/USDeclaration.ttf new file mode 100644 index 000000000..24aa2f5f9 Binary files /dev/null and b/public/fonts/USDeclaration.ttf differ diff --git a/src/assets/images/avatar.png b/src/assets/images/avatar.png new file mode 100644 index 000000000..32a147b8a Binary files /dev/null and b/src/assets/images/avatar.png differ diff --git a/src/assets/images/banner-1.png b/src/assets/images/banner-1.png new file mode 100644 index 000000000..8581a455a Binary files /dev/null and b/src/assets/images/banner-1.png differ diff --git a/src/assets/images/banner-2.png b/src/assets/images/banner-2.png new file mode 100644 index 000000000..34903f569 Binary files /dev/null and b/src/assets/images/banner-2.png differ diff --git a/src/assets/images/banner-3.png b/src/assets/images/banner-3.png new file mode 100644 index 000000000..6956781eb Binary files /dev/null and b/src/assets/images/banner-3.png differ diff --git a/src/assets/images/banner-4.png b/src/assets/images/banner-4.png new file mode 100644 index 000000000..e23d1c262 Binary files /dev/null and b/src/assets/images/banner-4.png differ diff --git a/src/assets/images/demo-avatar.png b/src/assets/images/demo-avatar.png deleted file mode 100644 index 84320d4c5..000000000 Binary files a/src/assets/images/demo-avatar.png and /dev/null differ diff --git a/src/assets/images/demo-banner.png b/src/assets/images/demo-banner.png deleted file mode 100644 index f8c031065..000000000 Binary files a/src/assets/images/demo-banner.png and /dev/null differ diff --git a/src/components/PostCard.astro b/src/components/PostCard.astro index 6ccf9b1cc..510b3757a 100644 --- a/src/components/PostCard.astro +++ b/src/components/PostCard.astro @@ -18,6 +18,7 @@ interface Props { image: string description: string draft: boolean + font: string style: string } const { @@ -29,6 +30,7 @@ const { category, image, description, + font, style, } = Astro.props const className = Astro.props.class @@ -38,16 +40,25 @@ const hasCover = image !== undefined && image !== null && image !== '' const coverWidth = '28%' const { remarkPluginFrontmatter } = await entry.render() + +const fontSwitch = { + 'font-USDeclaration': entry.data.font == 'USDeclaration', + 'font-SweynheimPannartz': entry.data.font == 'SweynheimPannartz', + 'font-PangZhonghuaXingKai': entry.data.font == 'PangZhonghuaXingKai', + 'font-DXRedMailboxBold': entry.data.font == 'DXRedMailboxBold', + 'font-Porson': entry.data.font == 'Porson', + 'font-Ubuntu': entry.data.font == 'Ubuntu' || entry.data.font == null +} ---
+ `> {title} @@ -57,7 +68,7 @@ const { remarkPluginFrontmatter } = await entry.render() -
+
{ description || remarkPluginFrontmatter.excerpt }
@@ -101,3 +112,21 @@ const { remarkPluginFrontmatter } = await entry.render() + + \ No newline at end of file diff --git a/src/components/PostPage.astro b/src/components/PostPage.astro index 41becefec..c10a8dcfa 100644 --- a/src/components/PostPage.astro +++ b/src/components/PostPage.astro @@ -8,7 +8,19 @@ let delay = 0 const interval = 50 ---
- {page.data.map((entry: { data: { draft: boolean; title: string; tags: string[]; category: string; published: Date; image: string; description: string; }; slug: string; }) => { + {page.data.map((entry: { + data: { + draft: boolean; + title: string; + tags: string[]; + category: string; + published: Date; + image: string; + description: string; + font: string + }; + slug: string; + }) => { return ( diff --git a/src/components/widget/SideBar.astro b/src/components/widget/SideBar.astro index 7c3242c1e..ce2543751 100644 --- a/src/components/widget/SideBar.astro +++ b/src/components/widget/SideBar.astro @@ -3,7 +3,6 @@ import Profile from './Profile.astro' import Tag from './Tags.astro' import Categories from './Categories.astro' import type { MarkdownHeading } from 'astro' -import TOC from './TOC.astro' interface Props { class? : string diff --git a/src/config.ts b/src/config.ts index d2c38b58f..777aca8b5 100644 --- a/src/config.ts +++ b/src/config.ts @@ -7,26 +7,27 @@ import type { import { LinkPreset } from './types/config' export const siteConfig: SiteConfig = { - title: 'Fuwari', - subtitle: 'Demo Site', - lang: 'en', // 'en', 'zh_CN', 'zh_TW', 'ja', 'ko' + title: 'Jiaqi\'s Leadership Blog', + subtitle: 'Leadership is an infinite game.', + lang: 'en', // 'en', 'zh_CN', 'zh_TW', 'ja' themeColor: { hue: 250, // Default hue for the theme color, from 0 to 360. e.g. red: 0, teal: 200, cyan: 250, pink: 345 fixed: false, // Hide the theme color picker for visitors }, banner: { - enable: false, - src: 'assets/images/demo-banner.png', // Relative to the /src directory. Relative to the /public directory if it starts with '/' + enable: true, + src: 'assets/images/banner-4.png', // Relative to the /src directory. Relative to the /public directory if it starts with '/' position: 'center', // Equivalent to object-position, only supports 'top', 'center', 'bottom'. 'center' by default credit: { - enable: false, // Display the credit text of the banner image - text: '', // Credit text to be displayed - url: '' // (Optional) URL link to the original artwork or artist's page + enable: true, // Display the credit text of the banner image + text: 'Ardeth Bay (Mummy Returns)', // Credit text to be displayed + url: 'https://youtu.be/DtKDPBqMu3o?t=7239' // (Optional) URL link to the original artwork or artist's page } }, + topBlog: "Leadership is an Infinite-Game", toc: { enable: true, // Display the table of contents on the right side of the post - depth: 2 // Maximum heading depth to show in the table, from 1 to 3 + depth: 3 // Maximum heading depth to show in the table, from 1 to 3 }, favicon: [ // Leave this array empty to use the default favicon // { @@ -44,33 +45,28 @@ export const navBarConfig: NavBarConfig = { LinkPreset.About, { name: 'GitHub', - url: 'https://github.com/saicaca/fuwari', // Internal links should not include the base path, as it is automatically added - external: true, // Show an external link icon and will open in a new tab + url: 'https://github.com/Qubitpi', // Internal links should not include the base path, as it is automatically added + external: true, // Show an external link icon and will open in a new tab }, ], } export const profileConfig: ProfileConfig = { - avatar: 'assets/images/demo-avatar.png', // Relative to the /src directory. Relative to the /public directory if it starts with '/' - name: 'Lorem Ipsum', - bio: 'Lorem ipsum dolor sit amet, consectetur adipiscing elit.', + avatar: 'assets/images/avatar.png', // Relative to the /src directory. Relative to the /public directory if it starts with '/' + name: '【烬火】胡桃', + bio: 'Leadership is an infinite game.', links: [ { - name: 'Twitter', - icon: 'fa6-brands:twitter', // Visit https://icones.js.org/ for icon codes + name: 'Paion Data', + icon: 'fa6-brands:bluesky', // Visit https://icones.js.org/ for icon codes // You will need to install the corresponding icon set if it's not already included // `pnpm add @iconify-json/` - url: 'https://twitter.com', - }, - { - name: 'Steam', - icon: 'fa6-brands:steam', - url: 'https://store.steampowered.com', + url: 'https://paion-data.com', }, { name: 'GitHub', - icon: 'fa6-brands:github', - url: 'https://github.com/saicaca/fuwari', + icon: 'fa6-brands:github-alt', + url: 'https://github.com/Qubitpi', }, ], } diff --git a/src/content/config.ts b/src/content/config.ts index aca0bff79..a771e7b6e 100644 --- a/src/content/config.ts +++ b/src/content/config.ts @@ -10,6 +10,7 @@ const postsCollection = defineCollection({ tags: z.array(z.string()).optional().default([]), category: z.string().optional().default(''), lang: z.string().optional().default(''), + font: z.string().optional(), /* For internal use */ prevTitle: z.string().default(''), diff --git "a/src/content/posts/Bande-der-Br\303\274der/cover.png" "b/src/content/posts/Bande-der-Br\303\274der/cover.png" new file mode 100644 index 000000000..af4932fd7 Binary files /dev/null and "b/src/content/posts/Bande-der-Br\303\274der/cover.png" differ diff --git "a/src/content/posts/Bande-der-Br\303\274der/index.md" "b/src/content/posts/Bande-der-Br\303\274der/index.md" new file mode 100644 index 000000000..e557be889 --- /dev/null +++ "b/src/content/posts/Bande-der-Br\303\274der/index.md" @@ -0,0 +1,27 @@ +--- +title: "Band of Brothers, Ep. 10, Deutscher General spricht zu seinen Männern" +published: 2024-08-13 +description: "Band of Brothers, Ep. 10, Deutscher General spricht zu seinen Männern" +image: cover.png +tags: [Leadership, Public Speech] +category: German +draft: false +--- + +Ursprüngliche Rede +------------------ + + + +:::tip[Transkript] +Männer, es war ein langer Krieg, es war ein harter Krieg. Ihr habt tapfer und stolz für Euer Vaterland gekämpft. Ihr +seid eine spezielle Gruppe, die ineinander einen Zusammenhalt gefunden habt, wie er nur im Kampf existiert. + +…unter Brüdern, die Fuchshöhlen geteilt haben, die sich in schrechklichen Momenten gegenseitig gehalten, die den Tod +zusammen gesehen und miteinander gelitten haben. Ich bin stolz mit Euch gedient zu haben. Sie verdienen ein glückliches +und langes Leben. +::: + +Einer nach dem anderen beginnen die fünf Amerikaner, diese Worte zu hören Sie werden auch mit ihnen gesprochen. Als +solche erleben sie einige der gleichen Gefühle wie die besiegten Truppen vor ihnen, die von der Rede ihres Kommandanten +sicherlich berührt sind. diff --git a/src/content/posts/continuous-delivery/blue-green-deployments.png b/src/content/posts/continuous-delivery/blue-green-deployments.png new file mode 100644 index 000000000..75dd4fe8d Binary files /dev/null and b/src/content/posts/continuous-delivery/blue-green-deployments.png differ diff --git a/src/content/posts/continuous-delivery/cover.png b/src/content/posts/continuous-delivery/cover.png new file mode 100644 index 000000000..f6d0a97de Binary files /dev/null and b/src/content/posts/continuous-delivery/cover.png differ diff --git a/src/content/posts/continuous-delivery/index.md b/src/content/posts/continuous-delivery/index.md new file mode 100644 index 000000000..cdc233db7 --- /dev/null +++ b/src/content/posts/continuous-delivery/index.md @@ -0,0 +1,543 @@ +--- +title: Continuous Delivery +published: 2022-08-31 +description: continuousdelivery.com +image: cover.png +tags: [Technology] +category: English +draft: false +--- + +Continuous delivery is an approach where teams release quality products frequently and predictably from source code +repository to production in an automated fashion. + +What is Continuous Delivery +--------------------------- + +Continuous Delivery is the ability to get changes of all types - including new features, configuration changes, bug +fixes and experiments - into production, or into the hands of users, _safely_ and _quickly_ in a _sustainable_ way. + +The goal of continuous delivery is to make deployments - whether of a large-scale distributed system, a complex +production environment, an embedded system, or an app - predictable, routine affairs that can be performed on demand. + +We achieve all this by ensuring our code is always in a deployable state, even in the face of teams of thousands of +developers making changes on a daily basis. We thus completely eliminate the integration, testing and hardening phases +that traditionally followed "dev complete", as well as code freezes. + +### Why Continuous Delivery + +It is often assumed that if we want to deploy software more frequently, we must accept lower levels of stability and +reliability in our systems. In fact, peer-reviewed research shows that this is not the case. High performance teams +consistently deliver services faster and more reliably than their low performing competition. This is true even in +highly regulated domains such as [financial services](https://www.youtube.com/watch?v=eMS97X5ZTGc) and +[government](https://www.youtube.com/watch?v=QwHVlJtqhaI). This capability provides an incredible competitive advantage +for organizations that are willing to invest the effort to pursue it. + +:::note + +- Firms with high-performing IT organizations were twice as likely to exceed their profitability, market share and + productivity goals. +- High performers achieved higher levels of both throughput and stability. +- The use of continuous delivery practices including version control, continuous integration, and test automation + predicts higher IT performance. +- Culture is measurable and predicts job satisfaction and organizational performance. +- Continuous Delivery measurably reduces both deployment pain and team burnout. + +::: + +The practices at the heart of continuous delivery help us achieve several important benefits: + +- __Low risk releases__. The primary goal of continuous delivery is to make software deployments painless, low-risk + events that can be performed at any time, on demand. By applying [patterns](#patterns) such as __blue-green + deployments__ it is relatively straightforward to achieve zero-downtime deployments that are undetectable to users. + + :::note[Blue-green Deployment] + + ![Error loading blue-green-deployments.png](blue-green-deployments.png) + + One of the challenges with automating deployment is the cut-over itself, taking software from the final stage of + testing to live production. We usually need to do this quickly in order to minimize downtime. The blue-green + deployment approach does this by ensuring we have __two production environments__, as identical as possible. At any + time one of them, let's say blue for the example, is live. As we prepare a new release of our software we do our + final stage of testing in the green environment. Once the software is working in the green environment, we switch the + router so that all incoming requests go to the green environment - the blue one is now idle. + + Blue-green deployment also gives us a rapid way to rollback - if anything goes wrong we switch the router back to + our blue environment. There's still the issue of dealing with missed transactions while the green environment was + live, but depending on our design we may be able to feed transactions to both environments in such a way as to keep + the blue environment as a backup when the green is live. Or we may be able to put the application in read-only mode + before cut-over, run it for a while in read-only mode, and then switch it to read-write mode. That may be enough to + flush out many outstanding issues. + + The two environments need to be different but as identical as possible. In some situations they can be different + pieces of hardware, or they can be different virtual machines running on the same (or different) hardware. They can + also be a single operating environment partitioned into separate zones with separate IP addresses for the two slices. + + Once we've put our green environment live and we're happy with its stability, we then use the blue environment as + our __staging environment__ for the final testing step for our next deployment. When we are ready for our next + release, we switch from green to blue in the same way that we did from blue to green earlier. That way both green and + blue environments are regularly cycling between live, previous version (for rollback) and staging the next version. + + An advantage of this approach is that it's the same basic mechanism as we need to get a hot-standby working. Hence + this allows us to test our disaster-recovery procedure on every release. + + The fundamental idea is to have two easily switchable environments to switch between, there are plenty of ways to vary + the details. One project did the switch by bouncing the web server rather than working on the router. Another + variation would be to use the same database, making the blue-green switches for web and domain layers. + + Databases can often be a challenge with this technique, particularly when we need to change the schema to support a + new version of the software. The trick is to __separate the deployment of schema changes from application upgrades__. + So first apply a database refactoring to change the schema to support both the new and old version of the application, + deploy that, check everything is working fine so we have a rollback point, then deploy the new version of the + application. (And when the upgrade has bedded down remove the database support for the old version.) + ::: + +- __Faster time to market__. It's common for the integration and test/fix phase of the traditional phased software + delivery lifecycle to consume weeks to even months. When teams work together to automate the build and deployment, + environment provisioning, and regression testing process, developers can incorporate integration and regression + testing into their daily work and completely remove these phases. We also avoid the large amount of re-work that + plague the phased approach. +- __Higher quality and Better products__. When developers have automated tools that discover regressions within minutes, + teams are freed to __focus their effort on user research and higher level testing activities__ such as exploratory + testing, usability testing, and performance and security testing. By building a deployment pipeline, these activities + can be performed continuously throughout the delivery process, ensuring quality is built into products and services + from the beginning. Continuous delivery makes it economic to work in small batches. This means we can get feedback + from users throughout the delivery lifecycle based on working software. +- __Lower costs__. Any successful software product or service will evolve significantly over the course of its lifetime. + By investing in build, test, deployment and environment automation, we substantially reduce the cost of making and + delivering incremental changes to software by __eliminating many of the fixed costs__ associated with the release + process. +- __Happier teams__. Continuous Delivery makes releases less painful and reduces team burnout. Furthermore, when we + release more frequently, software delivery teams can engage more actively with users, learn which ideas work and which + don't, and see first-hand then outcomes of the work they have done. By removing low-value painful activities + accociated with software delivery, we can fodus on what we care about most - continuous delighting our users. + +__Continuous delivery is about continuous, daily improvement - the constant discipline of pursuing higher performance by +following the heuristic "if it hurts, do it more often, and bring the pain forward."__ + +Principles +---------- + +There are five principles at the heart of continuous delivery: + +1. Build quality in +2. Work in small batches +3. Computers perform repetitive tasks, people solve problems +4. Relentlessly pursue continuous improvement +5. Everyone is responsible + +It's easy to get bogged down in the details of implementing continuous delivery - tools, architecture, practices, +politics - if you find yourself lost, try revisiting these principles and you may find it helps you refocus on what's +important. + +### Build Quality In + +W. Edwards Deming, a key figure in the history of the Lean movement, offered +[14 key principles](https://deming.org/explore/fourteen-points) for management. Principle three states, "Cease +dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into +the product in the first place". + +It's much cheaper to fix problems and defects if we find them immediately - ideally before they are ever checked into +version control, by running automated tests locally. Finding defects downstream through inspection (such as manual +testing) is time-consuming, requiring significant triage. Then we must fix the defect, trying to recall what we were +thinking when we introduced the problem days or perhaps even weeks ago. + +Creating and evolving feedback loops to detect problems as early as possible is essential and never-ending work in +continuous delivery. If we find a problem in our exploratory testing, we must not only fix it, but then ask: How could +we have caught the problem with an automated acceptance test? When an acceptance test fails, we should ask: Could we +have written a unit test to catch this problem? + +### Work in Small Batches + +In traditional phased approaches to software development, handoffs from dev to test or test to IT operations consist of +whole releases: months worth of work by teams consisting of tens or hundreds of people. + +In continuous delivery, we take the opposite approach, and try and get every change in version control as far towards +release as we can, getting comprehensive feedback as rapidly as possible. + +Working in small batches has many benefits. It reduces the time it takes to get feedback on our work, makes it easier to +triage and remediate problems, increases efficiency and motivation, and prevents us from succumbing to the sunk cost +fallacy. + +The reason we work in large batches is because of the large fixed cost of handing off changes. __A key goal of +continuous delivery is to change the economics of the software delivery process to make it economically viable to work +in small batches so we can obtain the many benefits of this approach__. + +:::note + +A key goal of continuous delivery is to change the economics of the software delivery process to make it economically +viable to work in small batches so we can obtain the many benefits of this approach + +::: + +### Relentlessly Pursue Continuous Improvement + +Continuous improvement, or _kaizen_ in Japanese, is another key idea from the Lean movement. +[Taiichi Ohno](http://www.amazon.com/dp/0071808019?tag=contindelive-20), a key figure in the history of the Toyota +company, once said, + +> "Kaizen opportunitites are infinite. Don't think you have made things better than before and be at ease… This would be +> like the student who becomes proud because they bested their master two times out of three in fencing. Once you pick +> up the sprouts of kaizen ideas, it is important to have the attitude in our daily work that just underneath one kaizen +> idea is yet another one". + +Don't treat transformation as a project to be embarked on and then completed so we can return to business as usual. The +best organizations are those where everybody treats improvement work as an essential part of their daily work, and where +nobody is satisfied with the status quo. + +### Everyone is Responsible + +In high performing organizations, nothing is "somebody else's problem." Developers are responsible for the quality and +stability of the software they build. Operations teams are responsible for helping developers build quality in. Everyone +works together to achieve the organizational level goals, rather than optimizing for what’s best for their team or +department. + +When people make local optimizations that reduce the overall performance of the organization, it's often due to systemic +problems such as poor management systems such as annual budgeting cycles, or incentives that reward the wrong behaviors. +A classic example is rewarding developers for increasing their velocity or writing more code, and rewarding testers +based on the number of bugs they find. + +Most people want to do the right thing, but they will adapt their behaviour based on how they are rewarded. Therefore, +it is very important to create fast feedback loops from the things that really matter: how customers react to what we +build for them, and the impact on our organization. + +Foundations - Prerequisites for Continuous Delivery +--------------------------------------------------- + +### Configuration Management + +Automation plays a vital role in ensuring we can release software repeatably and reliably. One key goal is to take +repetitive manual processes like build, deployment, regression testing and infrastructure provisioning, and automate +them. In order to achieve this, we need to version control everything required to perform these processes, including +source code, test and deployment scripts, infrastructure and application configuration information, and the many +libraries and packages we depend upon. We also want to make it straightforward to query the current -and historical - +state of our environments. + +We have two overriding goals: + +1. __Reproducibility__: We should be able to provision any environment in a fully automated fashion, and know that any + new environment reproduced from the same configuration is identical. +2. __Traceability__: We should be able to pick any environment and be able to determine quickly and precisely the + versions of every dependency used to create that environment. We also want to be able to compare previous versions of + an environment and see what has changed between them. + +These capabilities give us several very important benefits: + +1. __Disaster recovery__: When something goes wrong with one of our environments, for example a hardware failure or a + security breach, we need to be able to reproduce that environment in a deterministic amount of time in order to be + able to restore service. +2. __Auditability__: In order to demonstrate the integrity of the delivery process, we need to be able to show the path + backwards from every deployment to the elements it came from, including their version. Comprehensive configuration + management, combined with deployment pipelines, enable this. +3. __Higher quality__: The software delivery process is often subject to long delays waiting for development, testing + and production environments to be prepared. When this can be done automatically from version control, we can get + feedback on the impact of our changes much more rapidly, enabling us to build quality in to our software. +4. __Capacity management__: When we want to add more capacity to our environments, the ability to create new + reproductions of existing servers is essential. This capability, using [OpenStack](https://www.openstack.org/) for + example, enables the horizontal scaling of modern cloud-based distributed systems. +5. __Response to defects__: When we discover a critical defect, or a vulnerability in some component of our system, we + want to get a new version of our software released as quickly as possible. Many organizations have an emergency + process for this type of change which goes faster by bypassing some of the testing and auditing. This presents an + especially serious dilemma in safety-critical systems. Our goal should be to be able to use our normal release + process for emergency fixes - which is precisely what continuous delivery enables, on the basis of comprehensive + configuration management. + +As environments become more complex and heterogeneous, it becomes progressively harder to achieve these goals. Achieving +perfect reproducibility and traceability to the last byte for a complex enterprise system is impossible (apart from +anything else, every real system has state). Thus a key part of configuration management is working to __simplify our +architecture, environments and processes__ to reduce the investment required to achieve the desired benefits. + +#### Configuration Management Learning Resources + +- [Infrastructure as Code](https://www.oreilly.com/library/view/infrastructure-as-code/9781491924334/) +- [Pedro Canahuati on scaling operations at Facebook](http://www.infoq.com/presentations/scaling-operations-facebook) + +### Continuous Integration + +Combining the work of multiple developers is hard. Software systems are complex, and an apparently simple, +self-contained change to a single file can easily have unintended consequences which compromise the correctness of the +system. As a result, some teams have developers work isolated from each other on their own branches, both to keep +trunk/master stable, and to prevent them treading on each other’s toes. + +However, over time these branches diverge from each other. While merging a single one of these branches into mainline is +not usually troublesome, the work required to integrate multiple long-lived branches into mainline is usually painful, +requiring significant amounts of re-work as conflicting assumptions of developers are revealed and must be resolved. + +Teams using long-lived branches often require code freezes, or even integration and stabilization phases, as they work +to integrate these branches prior to a release. Despite modern tooling, this process is still expensive and +unpredictable. On teams larger than a few developers, the integration of multiple branches requires multiple rounds of +regression testing and bug fixing to validate that the system will work as expected following these merges. This problem +becomes exponentially more severe as team sizes grow, and as branches become more long-lived. + +The practice of continuous integration was invented to address these problems. CI (continuous integration) follows the +XP (extreme programming) principle that if something is painful, we should do it more often, and bring the pain forward. +Thus in CI developers integrate all their work into trunk (also known as mainline or master) on a regular basis (at +least daily). A set of automated tests is run both __before and after__ the merge to validate that no regressions are +introduced. If these automated tests fail, the team stops what they are doing and someone fixes the problem immediately. + +Thus we ensure that the software is always in a working state, and that developer branches do not diverge significantly +from trunk. The benefits of continuous integration are very significant - higher levels of throughput, more stable +systems, and higher quality software. However the practice is still controversial, for two main reasons. + +First, it requires developers to break up large features and other changes into smaller, more incremental steps that can +be integrated into trunk/master. This is a paradigm shift for developers who are not used to working in this way. It also +takes longer to get large features completed. However in general we don't want to optimize for the speed at which +developers can declare their work "dev complete" on a branch. Rather, we want to be able to get changes reviewed, +integrated, tested and deployed as fast as possible - and this process is an order of magnitude faster and cheaper when +the changes are small and self-contained, and the branches they live on are short-lived. Working in small batches also +ensures developers get regular feedback on the impact of their work on the system as a whole - from other developers, +testers, customers, and automated performance and security tests—which in turn makes any problems easier to detect, +triage, and fix. + +Second, continuous integration requires a fast-running set of comprehensive automated unit tests. These tests should be +comprehensive enough to give a good level of confidence that the software will work as expected, while also running in a +few minutes or less. If the automated unit tests take longer to run, developers will not want to run them frequently, +and they will become harder to maintain. Creating maintainable suites of automated unit tests is complex and is best done +through test-driven development (TDD), in which developers write failing automated tests before they implement the code +that makes the tests pass. TDD has several benefits, the most important of which is that it ensures developers write code +that is modular and easy to test, reducing the maintenance cost of the resulting automated test suites. But TDD is still +not sufficiently widely practiced. + +Despite these barriers, __helping software development teams implement continuous integration should be the number one +priority for any organization__ wanting to start the journey to continuous delivery. By creating rapid feedback loops +and ensuring developers work in small batches, CI enables teams to build quality into their software, thus reducing the +cost of ongoing software development, and increasing both the productivity of teams and the quality of the work they +produce. + +#### Continuous Integration Learning Resources + +- [Paul Duvall's book on Continuous Integration](http://www.amazon.com/dp/0321336380?tag=contindelive-20) + +### Continuous Testing + +The key to building quality into our software is making sure we can get fast feedback on the impact of changes. +Traditionally, extensive use was made of manual inspection of code changes and manual testing (testers following +documentation describing the steps required to test the various functions of the system) in order to demonstrate the +correctness of the system. This type of testing was normally done in a phase following “dev complete”. However this +strategy have several drawbacks: + +- Manual regression testing takes a long time and is relatively expensive to perform, creating a bottleneck that + prevents us releasing software more frequently, and getting feedback to developers weeks (and sometimes months) after + they wrote the code being tested. +- Manual tests and inspections are not very reliable, since people are notoriously poor at performing repetitive tasks + such as regression testing manually, and it is extremely hard to predict the impact of a set of changes on a complex + software system through inspection. +- When systems are evolving over time, as is the case in modern software products and services, we have to spend + considerable effort updating test documentation to keep it up-to-date. + +In order to build quality in to software, we need to adopt a +[different approach](#different-types-of-software-testing). + +The more features and improvements go into our code, the more we'll need to test to make sure that all our system works +properly. And then for each bug we fix, it would be wise to check that they don't get back in newer releases. +Automation is key to make this possible and writing tests sooner rather than later will become part of our development +workflow. + +Once we have continuous integration and test automation in place, we create a +[deployment pipeline](#the-deployment-pipeline). In the deployment pipeline pattern, every change runs a build that + +- creates packages that can be deployed to any environment and +- runs unit tests (and possibly other tasks such as static analysis), giving feedback to developers in the space of a + few minutes. + +Packages that pass this set of tests have more comprehensive automated acceptance tests run against them. Once we have +packages that pass all the automated tests, they are available for deplyment to other environments. + +In the deployment pipeline, every change is effectively a release candidate. The job of the deployment pipeline is to +catch known issues. If we can't detect any known problems, we should feel totally comfortable releasing any packages +that have gone through it. If we aren't, or if we discover defects later, it means we need to improve our pipeline, +perhaps adding or updating some tests. + +Our goal should be to find problems as soon as possible, and make the lead time from check-in to release as short as +possible. Thus we want to parallelize the activities in the deployment pipeline, not have many stages executing in +series. If we discover a defect in the acceptance tests, we should be looking to improve our unit tests (most of our +defects should be discovered through unit testing). + +#### Different Types of Software Testing + +##### Unit Tests + +Unit tests are very low level and close to the source of an application. They consist in testing individual methods and +functions of the classes, components, or modules used by our software. Unit tests are generally quite cheap to automate +and can run very quickly by a continuous integration server. + +##### Integration Tests + +Integration tests verify that different modules or services used by our application work well together. For example, it +can be testing the interaction with the database or making sure that microservices work together as expected. These +types of tests are more expensive to run as they require multiple parts of the application to be up and running. + +##### Functional Tests + +Functional tests focus on the business requirements of an application. They only verify the output of an action and do +not check the intermediate states of the system when performing that action. + +There is sometimes a confusion between integration tests and functional tests as they both require multiple components +to interact with each other. The difference is that an integration test may simply verify that we can query the +database while a functional test would expect to get a specific value from the database as defined by the product +requirements. + +##### End-to-End Tests + +End-to-end testing replicates a user behavior with the software in a complete application environment. It verifies that +various user flows work as expected and can be as simple as loading a web page or logging in or much more complex +scenarios verifying email notifications, online payments, etc... + +End-to-end tests are very useful, but they're expensive to perform and can be hard to maintain when they're automated. +It is recommended to have a few key end-to-end tests and rely more on lower level types of testing (unit and +integration tests) to be able to quickly identify breaking changes. + +##### Acceptance Tests + +Acceptance tests are formal tests that verify if a system satisfies business requirements. They require the entire +application to be running while testing and focus on replicating user behaviors. But they can also go further and +measure the performance of the system and reject changes if certain goals are not met. + +##### Performance Tests + +Performance tests evaluate how a system performs under a particular workload. These tests help to measure the +reliability, speed, scalability, and responsiveness of an application. For instance, a performance test can observe +response times when executing a high number of requests, or determine how a system behaves with a significant amount of +data. It can determine if an application meets performance requirements, locate bottlenecks, measure stability during +peak traffic, and more. + +##### Smoke Tests + +Smoke tests are basic tests that check the basic functionality of an application. They are meant to be quick to +execute, and their goal is to give us the assurance that the major features of our system are working as expected. + +Smoke tests can be useful right after a new build is made to decide whether or not we can run more expensive tests, or +right after a deployment to make sure that they application is running properly in the newly deployed environment. + +Implementing Continuous Delivery +-------------------------------- + +Organizations attempting to deploy continuous delivery tend to make two common mistakes. The first is to treat +continuous delivery as an end-state, a goal in itself. The second is to spend a lot of time and energy worrying about +what products to use. + +### Evolutionary Architecture + +In the context of enterprise architecture there are typically multiple attributes we are concerned about, for example +availability, security, performance, usability and so forth. In continuous delivery, we introduce two new architectural +attributes: + +1. __testability__ +2. __deployability__ + +In a _testable_ architecture, we design our software such that most defects can (in principle, at least) be discovered +by developers by running automated tests on their workstations. We shouldn’t need to depend on complex, integrated +environments in order to do the majority of our acceptance and regression testing. + +In a _deployable_ architecture, deployments of a particular product or service can be performed independently and in a +fully automated fashion, without the need for significant levels of orchestration. Deployable systems can typically be +upgraded or reconfigured with zero or minimal downtime. + +Where testability and deployability are not prioritized, we find that much testing requires the use of complex, +integrated environments, and deployments are "big bang" events that require that many services are released at the same +time due to complex interdependencies. These "big bang" deployments require many teams to work together in a carefully +orchestrated fashion with many hand-offs, and dependencies between hundreds or thousands of tasks. Such deployments +typically take many hours or even days, and require scheduling significant downtime. + +Designing for testability and deployability starts with ensuring our products and services are composed of +loosely-coupled, well-encapsulated components or modules + +We can define a well-designed modular architecture as one in which it is possible to test or deploy a single component +or service on its own, with any dependencies replaced by a suitable test double, which could be in the form of a virtual +machine, a stub, or a mock. Each component or service should be deployable in a fully automated fashion on developer +workstations, test environments, or in production. In a well-designed architecture, it is possible to get a high level of +confidence the component is operating properly when deployed in this fashion. + +:::note Test Double + +Test Double is a generic term for any case where you replace a production object for testing purposes. There are various +kinds of double: + +- __Dummy__ objects are passed around but never actually used. Usually they are just used to fill parameter lists. +- __Fake__ objects actually have working implementations, but usually take some shortcut which makes them not suitable + for production (an InMemoryTestDatabase is a good example). +- __Stubs__ provide canned answers to calls made during the test, usually not responding at all to anything outside + what's programmed in for the test. +- __Spies__ are stubs that also record some information based on how they were called. One form of this might be an email + service that records how many messages it was sent. +- __Mocks__ are pre-programmed with expectations which form a specification of the calls they are expected to receive. + They can throw an exception if they receive a call they don't expect and are checked during verification to ensure + they got all the calls they were expecting. + +::: + +Any true service-oriented architecture should have these properties—but unfortunately many do not. However, the +microservices movement has explicitly prioritized these architectural properties. + +Of course, many organizations are living in a world where services are distinctly hard to test and deploy. Rather than +re-architecting everything, we recommend an iterative approach to improving the design of enterprise system, sometimes +known as evolutionary architecture. In the evolutionary architecture paradigm, we accept that successful products and +services will require re-architecting during their lifecycle due to the changing requirements placed on them. + +One pattern that is particularly valuable in this context is the strangler application. In this pattern, we iteratively +replace a monolithic architecture with a more componentized one by ensuring that new work is done following the +principles of a service-oriented architecture, while accepting that the new architecture may well delegate to the system +it is replacing. Over time, more and more functionality will be performed in the new architecture, and the old system +being replaced is "strangled". + +![](strangler.png) + +### Patterns + +#### The Deployment Pipeline + +The key pattern introduced in continuous delivery is the __deployment pipeline__. Our goal was to make deployment to any +environment a fully automated, scripted process that could be performed on demand in minutes. We wanted to be able to +configure testing and production environments purely from configuration files stored in version control. The apparatus +we used to perform these tasks became known as _deployment pipelines_ + +In the deployment pipeline pattern, every change in version control triggers a process (usually in a CI server) which +creates deployable packages and runs automated unit tests and other validations such as static code analysis. This first +step is optimized so that it takes only a few minutes to run. If this initial commit stage fails, the problem must be +fixed immediately; nobody should check in more work on a broken commit stage. Every passing commit stage triggers the +next step in the pipeline, which might consist of a more comprehensive set of automated tests. Versions of the software +that pass all the automated tests can then be deployed to production. + +Deployment pipelines tie together [configuration management](#configuration-management), +[continuous integration](#continuous-integration) and [test](#continuous-testing) and deployment automation in a +holistic, powerful way that works to improve software quality, increase stability, and reduce the time and cost required +to make incremental changes to software, whatever domain we're operating in. When building a deployment pipeline, the +following practices become valuable: + +- __Only build packages once__. We want to be sure the thing we're deploying is the same thing we've tested throughout + the deployment pipeline, so if a deployment fails we can eliminate the packages as the source of the failure. +- __Deploy the same way to every environment, including development__. This way, we test the deployment process many, + many times before it gets to production, and again, we can eliminate it as the source of any problems. +- __Smoke test your deployments__. Have a script that validates all your application's dependencies are available, at + the location you have configured your application. Make sure your application is running and available as part of the + deployment process. +- __Keep your environments similar__. Although they may differ in hardware configuration, they should have the same + version of the operating system and middleware packages, and they should be configured in the same way. This has + become much easier to achieve with modern virtualization and container technology. + +With the advent of infrastructure as code, it has became possible to use deployment pipelines to create a fully +automated process for taking all kinds of changes—including database and infrastructure changes + +### Patterns for Low-Risk Releases + +In the context of web-based systems there are a number of patterns that can be applied to further reduce the risk of +deployments. Michael Nygard also describes a number of important software design patterns which are instrumental in +creating resilient large-scale systems in his book +[Release It!](http://www.amazon.com/dp/0978739213?tag=contindelive-20) + +The 3 key principles that enable low-risk releases are + +1. __Optimize for Resilience__. Once we accept that failures are inevitable, we should start to move away from the idea + of investing all our effort in preventing problems, and think instead about how to restore service as rapidly as + possible when something goes wrong. Furthermore, when an accident occurs, we should treat it as a learning + opportunity. Resilience isn't just a feature of our systems, it's a characteristic of a team's culture. High + performance organizations are constantly working to improve the resilience of their systems by trying to break them + and implementing the lessons learned in the course of doing so. +2. __Low-risk Releases are Incremental__. Our goal is to architect our systems such that we can release individual + changes (including database changes) independently, rather than having to orchestrate big-bang releases due to tight + coupling between multiple different systems. +3. __Focus on Reducing Batch Size__. Counterintuitively, deploying to production more frequently actually reduces the + risk of release when done properly, simply because the amount of change in each deployment is smaller. When each + deployment consists of tens of lines of code or a few configuration settings, it becomes much easier to perform root + cause analysis and restore service in the case of an incident. Furthermore, because we practice the deployment + process so frequently, we’re forced to simplify and automate it which further reduces risk. diff --git a/src/content/posts/continuous-delivery/strangler.png b/src/content/posts/continuous-delivery/strangler.png new file mode 100644 index 000000000..d07b806af Binary files /dev/null and b/src/content/posts/continuous-delivery/strangler.png differ diff --git a/src/content/posts/declaration-of-independence/cover.png b/src/content/posts/declaration-of-independence/cover.png new file mode 100644 index 000000000..315a149ba Binary files /dev/null and b/src/content/posts/declaration-of-independence/cover.png differ diff --git a/src/content/posts/declaration-of-independence/declaration-of-independence.png b/src/content/posts/declaration-of-independence/declaration-of-independence.png new file mode 100644 index 000000000..7fb645ed9 Binary files /dev/null and b/src/content/posts/declaration-of-independence/declaration-of-independence.png differ diff --git a/src/content/posts/declaration-of-independence/index.md b/src/content/posts/declaration-of-independence/index.md new file mode 100644 index 000000000..392a2af5e --- /dev/null +++ b/src/content/posts/declaration-of-independence/index.md @@ -0,0 +1,47 @@ +--- +title: Infinite Game - Declaration of Independence +published: 2024-08-04 +description: A Just Cause means For Something, which should be affirmative and optimistic +image: cover.png +tags: [Leadership] +category: English +draft: false +font: USDeclaration +--- + +![Error loading declaration-of-independence.png](./declaration-of-independence.png) + +:::tip[Source] +[_The Infinite Game_](https://trello.com/c/cj3d6g2A). New York: Portfolio/Penguin, 2019. ISBN 9780735213500, Chapter +2 - What a Just Cause Is - For something -- affirmative and optimistic +::: + +A Just Cause is something we stand for and believe in, not something we oppose. Leaders can rally people _against_ +something quite easily. They can whip them into a frenzy, even. For our emotions can run hot when we are angry or +afraid. Being _for_ something, in contrast, is about feeling inspired. Being _for_ ignites the human spirit and fills us +with hope and optimism. Being against is about vilifying, demonizing or rejecting. Being _for_ is about inviting all to +join in common cause. Being _against_ focuses our attention on the things we can see in order to elicit reactions. Being +for focuses our attention on the unbuilt future in order to spark our imaginations. + +Imagine if instead of fighting _against_ poverty, for example, we fought _for_ the right of every human to provide for +their own family. The first creates a common enemy, something we are against. It sets up the Cause as if it is +"winnable," i.e., a finite game. It leads us to believe that we can defeat poverty once and for all. The second gives us +a cause to advance. The impact of the two perspectives is more than semantics. It affects how we view the problem/vision +that affects our ideas on how we can contribute. Where the first offers us a problem to solve, the second offers a +vision of possibility, dignity and empowerment. We are not inspired to "reduce" poverty, we are inspired to "grow" the +number of people who are able to provide for themselves and their families. Being for or being against is a subtle but +profound difference that the writers of the Declaration of Independence intuitively understood. + +Those who led America toward independence stood _against_ Great Britain in the short term. Indeed the American colonists +were deeply offended by how they were treated by England. Over 60 percent of the Declaration of Independence is spent +laying out specific grievances against the king. However, the Cause they were fighting _for_ was the true source of +lasting inspiration, and in the Declaration of Independence it came before anything else. It is the first idea we read +in the document. It sets the context for the rest of the Declaration and the direction for moving forward. It is the +ideal to which we personally relate and that we have easily committed to memory. Few Americans, except for scholars and +the most zealous of history buffs, can rattle off even one of the complaints listed later in the document, things like: +"He has endeavored to prevent the Population of these States; for that purpose obstructing the Laws for naturalization +of foreigners; refusing to pass others to encourage their Migrations hither, and raising the Conditions of new +Appropriations of Lands." In contrast, most Americans can recite with ease "all men are created equal" and can usually +rattle off the three tenets of "Life, Liberty and the pursuit of Happiness." These words are indelibly marked on the +cultural psyche. Invoked by patriots and politicians alike, they remind Americans of who we strive to be and the ideals +upon which our nation was founded. They tell us what we stand _for_. diff --git a/src/content/posts/docker-c-advisor/cadvisor-1.png b/src/content/posts/docker-c-advisor/cadvisor-1.png new file mode 100644 index 000000000..b8dc509a2 Binary files /dev/null and b/src/content/posts/docker-c-advisor/cadvisor-1.png differ diff --git a/src/content/posts/docker-c-advisor/cadvisor-2.png b/src/content/posts/docker-c-advisor/cadvisor-2.png new file mode 100644 index 000000000..2ce2e390d Binary files /dev/null and b/src/content/posts/docker-c-advisor/cadvisor-2.png differ diff --git a/src/content/posts/docker-c-advisor/cover.png b/src/content/posts/docker-c-advisor/cover.png new file mode 100644 index 000000000..83b90398c Binary files /dev/null and b/src/content/posts/docker-c-advisor/cover.png differ diff --git a/src/content/posts/docker-c-advisor/docker-container-stats.png b/src/content/posts/docker-c-advisor/docker-container-stats.png new file mode 100644 index 000000000..a4f5f87a6 Binary files /dev/null and b/src/content/posts/docker-c-advisor/docker-container-stats.png differ diff --git a/src/content/posts/docker-c-advisor/index.md b/src/content/posts/docker-c-advisor/index.md new file mode 100644 index 000000000..db7166ec2 --- /dev/null +++ b/src/content/posts/docker-c-advisor/index.md @@ -0,0 +1,51 @@ +--- +title: Docker cAdvisor +published: 2024-12-01 +description: Overseeing resource consumption of all Docker containers on a VM +image: cover.png +tags: [Technology] +category: English +draft: false +--- + +[cAdvisor] (Container Advisor) provides Docker container users an understanding of +the resource usage and performance characteristics of their running containers. It is a running daemon that collects, +aggregates, processes, and exports information about running containers. Specifically, for each container it keeps +resource isolation parameters, historical resource usage, histograms of complete historical resource usage and network +statistics. This data is exported by container and machine-wide. + + + +Although [cAdvisor] has some prelimilary (useful though) UI. It also offers + +1. [RESTful API to query container stats](https://github.com/google/cadvisor/blob/master/docs/api.md) +2. [Export capability to common data storage, such as Elasticsearch](https://github.com/google/cadvisor/blob/master/docs/storage/README.md) + +To pull the image and run it: + +```bash +sudo docker run \ + --volume=/:/rootfs:ro \ + --volume=/var/run/docker.sock:/var/run/docker.sock:rw \ + --volume=/sys:/sys:ro \ + --volume=/var/lib/docker/:/var/lib/docker:ro \ + --volume=/dev/disk/:/dev/disk:ro \ + --publish=8080:8080 \ + --detach=true \ + --name=cadvisor \ + --privileged \ + --device=/dev/kmsg \ + gcr.io/cadvisor/cadvisor:v0.36.0 +``` + +![cAdvisor Screenshot 1](cadvisor-1.png) +![cAdvisor Screenshot 2](cadvisor-2.png) + +### [docker-container-stats](https://github.com/virtualzone/docker-container-stats) + +[cAdvisor](https://github.com/google/cadvisor) is good for customizing container monitoring, but it's heavy. A +quick-and-lightweight option would be [docker-container-stats](https://github.com/virtualzone/docker-container-stats) + +![docker-container-stats Screenshot](docker-container-stats.png) + +[cAdvisor]: https://github.com/google/cadvisor diff --git a/src/content/posts/draft.md b/src/content/posts/draft.md deleted file mode 100644 index 77aba5aa0..000000000 --- a/src/content/posts/draft.md +++ /dev/null @@ -1,22 +0,0 @@ ---- -title: Draft Example -published: 2022-07-01 -tags: [Markdown, Blogging, Demo] -category: Examples -draft: true ---- - -# This Article is a Draft - -This article is currently in a draft state and is not published. Therefore, it will not be visible to the general audience. The content is still a work in progress and may require further editing and review. - -When the article is ready for publication, you can update the "draft" field to "false" in the Frontmatter: - -```markdown ---- -title: Draft Example -published: 2024-01-11T04:40:26.381Z -tags: [Markdown, Blogging, Demo] -category: Examples -draft: false ---- diff --git a/src/content/posts/good-leaders-make-you-feel-safe/cover.png b/src/content/posts/good-leaders-make-you-feel-safe/cover.png new file mode 100644 index 000000000..578ba8738 Binary files /dev/null and b/src/content/posts/good-leaders-make-you-feel-safe/cover.png differ diff --git a/src/content/posts/good-leaders-make-you-feel-safe/index.md b/src/content/posts/good-leaders-make-you-feel-safe/index.md new file mode 100644 index 000000000..29f1ae76c --- /dev/null +++ b/src/content/posts/good-leaders-make-you-feel-safe/index.md @@ -0,0 +1,139 @@ +--- +title: Why Good Leaders Make You Feel Safe +published: 2024-08-01 +description: | + What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel + secure, who draws staffers into a circle of trust. But creating trust and safety -- especially in an uneven economy -- + means taking on big responsibility. +image: cover.png +tags: [Leadership, Public Speech] +category: English +draft: false +--- + +TED Talk by Simon +----------------- + + + +### Video Transcript + +There's a man by the name of Captain William Swenson who recently was awarded the congressional Medal of Honor for his +actions on September 8, 2009. + +On that day, a column of American and Afghan troops were making their way through a part of Afghanistan to help protect +a group of government officials, a group of Afghan government officials, who would be meeting with some local village +elders. The column came under ambush, and was surrounded on three sides, and amongst many other things, Captain Swenson +was recognized for running into live fire to rescue the wounded and pull out the dead. One of the people he rescued was +a sergeant, and he and a comrade were making their way to a medevac helicopter. + +And what was remarkable about this day is, by sheer coincidence, one of the medevac medics happened to have a GoPro +camera on his helmet and captured the whole scene on camera. It shows Captain Swenson and his comrade bringing this +wounded soldier who had received a gunshot to the neck. They put him in the helicopter, and then you see Captain Swenson +bend over and give him a kiss before he turns around to rescue more. + +I saw this, and I thought to myself, where do people like that come from? What is that? That is some deep, deep emotion, +when you would want to do that. There's a love there, and I wanted to know why is it that I don't have people that I +work with like that? You know, in the military, they give medals to people who are willing to sacrifice themselves so +that others may gain. In business, we give bonuses to people who are willing to sacrifice others so that we may gain. We +have it backwards. Right? So I asked myself, where do people like this come from? And my initial conclusion was that +they're just better people. That's why they're attracted to the military. These better people are attracted to this +concept of service. But that's completely wrong. What I learned was that it's the environment, and if you get the +environment right, every single one of us has the capacity to do these remarkable things, and more importantly, others +have that capacity too. I've had the great honor of getting to meet some of these, who we would call heroes, who have +put themselves and put their lives at risk to save others, and I asked them, "Why would you do it? Why did you do it?" +And they all say the same thing: "Because they would have done it for me." It's this deep sense of trust and +cooperation. So trust and cooperation are really important here. The problem with concepts of trust and cooperation is +that they are feelings, they are not instructions. I can't simply say to you, "Trust me," and you will. I can't simply +instruct two people to cooperate, and they will. It's not how it works. It's a feeling. + +So where does that feeling come from? If you go back 50,000 years to the Paleolithic era, to the early days of Homo +sapiens, what we find is that the world was filled with danger, all of these forces working very, very hard to kill us. +Nothing personal. Whether it was the weather, lack of resources, maybe a saber-toothed tiger, all of these things +working to reduce our lifespan. And so we evolved into social animals, where we lived together and worked together in +what I call a circle of safety, inside the tribe, where we felt like we belonged. And when we felt safe amongst our own, +the natural reaction was trust and cooperation. There are inherent benefits to this. It means I can fall asleep at night +and trust that someone from within my tribe will watch for danger. If we don't trust each other, if I don't trust you, +that means you won't watch for danger. Bad system of survival. + +The modern day is exactly the same thing. The world is filled with danger, things that are trying to frustrate our lives +or reduce our success, reduce our opportunity for success. It could be the ups and downs in the economy, the uncertainty +of the stock market. It could be a new technology that renders your business model obsolete overnight. Or it could be +your competition that is sometimes trying to kill you. It's sometimes trying to put you out of business, but at the very +minimum is working hard to frustrate your growth and steal your business from you. We have no control over these forces. +These are a constant, and they're not going away. + +The only variable are the conditions inside the organization, and that's where leadership matters, because it's the +leader that sets the tone. When a leader makes the choice to put the safety and lives of the people inside the +organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel +safe and feel like they belong, remarkable things happen. + +I was flying on a trip, and I was witness to an incident where a passenger attempted to board before their number +was called, and I watched the gate agent treat this man like he had broken the law, like a criminal. He was yelled +at for attempting to board one group too soon. So I said something. I said, "Why do you have to treat us like cattle? +Why can't you treat us like human beings?" And this is exactly what she said to me. She said, "Sir, if I don't follow +the rules, I could get in trouble or lose my job." All she was telling me is that she doesn't feel safe. All she was +telling me is that she doesn't trust her leaders. The reason we like flying Southwest Airlines is not because they +necessarily hire better people. It's because they don't fear their leaders. + +You see, if the conditions are wrong, we are forced to expend our own time and energy to protect ourselves from each +other, and that inherently weakens the organization. When we feel safe inside the organization, we will naturally +combine our talents and our strengths and work tirelessly to face the dangers outside and seize the opportunities. + +The closest analogy I can give to what a great leader is, is like being a parent. If you think about what being a great +parent is, what do you want? What makes a great parent? We want to give our child opportunities, education, discipline +them when necessary, all so that they can grow up and achieve more than we could for ourselves. Great leaders want +exactly the same thing. They want to provide their people opportunity, education, discipline when necessary, build their +self-confidence, give them the opportunity to try and fail, all so that they could achieve more than we could ever +imagine for ourselves. + +Charlie Kim, who's the CEO of a company called Next Jump in New York City, a tech company, he makes the point that if +you had hard times in your family, would you ever consider laying off one of your children? We would never do it. Then +why do we consider laying off people inside our organization? Charlie implemented a policy of lifetime employment. If +you get a job at Next Jump, you cannot get fired for performance issues. In fact, if you have issues, they will coach +you and they will give you support, just like we would with one of our children who happens to come home with a C from +school. It's the complete opposite. + +This is the reason so many people have such a visceral hatred, anger, at some of these banking CEOs with their +disproportionate salaries and bonus structures. It's not the numbers. It's that they have violated the very definition +of leadership. They have violated this deep-seated social contract. We know that they allowed their people to be +sacrificed so they could protect their own interests, or worse, they sacrificed their people to protect their own +interests. This is what so offends us, not the numbers. Would anybody be offended if we gave a $150 million bonus to +Gandhi? How about a $250 million bonus to Mother Teresa? Do we have an issue with that? None at all. None at all. Great +leaders would never sacrifice the people to save the numbers. They would sooner sacrifice the numbers to save the +people. + +Bob Chapman, who runs a large manufacturing company in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by +the recession, and they lost 30 percent of their orders overnight. Now in a large manufacturing company, this is a big +deal, and they could no longer afford their labor pool. They needed to save 10 million dollars, so, like so many +companies today, the board got together and discussed layoffs. And Bob refused. You see, Bob doesn't believe in head +counts. Bob believes in heart counts, and it's much more difficult to simply reduce the heart count. And so they came up +with a furlough program. Every employee, from secretary to CEO, was required to take four weeks of unpaid vacation. They +could take it any time they wanted, and they did not have to take it consecutively. But it was how Bob announced the +program that mattered so much. He said, it's better that we should all suffer a little than any of us should have to +suffer a lot, and morale went up. They saved 20 million dollars, and most importantly, as would be expected, when the +people feel safe and protected by the leadership in the organization, the natural reaction is to trust and cooperate. +And quite spontaneously, nobody expected, people started trading with each other. Those who could afford it more would +trade with those who could afford it less. People would take five weeks so that somebody else only had to take three. + +Leadership is a choice. It is not a rank. I know many people at the seniormost levels of organizations who are +absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would +not follow them. And I know many people who are at the bottoms of organizations who have no authority and they are +absolutely leaders, and this is because they have chosen to look after the person to the left of them, and they have +chosen to look after the person to the right of them. This is what a leader is. + +I heard a story of some Marines who were out in theater, and as is the Marine custom, the officer ate last, and he let +his men eat first, and when they were done, there was no food left for him. And when they went back out in the field, +his men brought him some of their food so that he may eat, because that's what happens. We call them leaders because +they go first. We call them leaders because they take the risk before anybody else does. We call them leaders because +they will choose to sacrifice so that their people may be safe and protected and so their people may gain, and when we +do, the natural response is that our people will sacrifice for us. They will give us their blood and sweat and tears to +see that their leader's vision comes to life, and when we ask them, "Why would you do that? Why would you give your +blood and sweat and tears for that person?" they all say the same thing: "Because they would have done it for me." And +isn't that the organization we would all like to work in? + +Thank you very much. + +Thank you. (Applause) + +Thank you. (Applause) diff --git a/src/content/posts/greyhound/cover.png b/src/content/posts/greyhound/cover.png new file mode 100644 index 000000000..2f49b1227 Binary files /dev/null and b/src/content/posts/greyhound/cover.png differ diff --git a/src/content/posts/greyhound/index.md b/src/content/posts/greyhound/index.md new file mode 100644 index 000000000..269f0cab8 --- /dev/null +++ b/src/content/posts/greyhound/index.md @@ -0,0 +1,17 @@ +--- +title: Leadership Lessons from "Greyhound" +published: 2024-08-30 +description: Leadership is about genuinely loving something big beyond leader's work with a sense of perfectionism +image: cover.png +tags: [Leadership] +category: English +draft: false +--- + + + +Leader doesn't sit on top and overseas but instead is very knowledgeable and sharp at every aspect of the team work. +There was a scene in the movie when two torpedoes were fired approaching the destroyer Captain Krause was on. Within a +flash of seconds, he ordered the proceeding course of direction of the ship which eventually have both torpedoes missed +the destroyer successfully. Captain Krause was indeed a master of his work instead of being a boss who simply sends out +paycheck to his subordinates and had himself sitting in a couch and enjoy champaign every day. diff --git a/src/content/posts/guide/cover.jpeg b/src/content/posts/guide/cover.jpeg deleted file mode 100644 index 66104c33f..000000000 Binary files a/src/content/posts/guide/cover.jpeg and /dev/null differ diff --git a/src/content/posts/guide/index.md b/src/content/posts/guide/index.md deleted file mode 100644 index 8db1e3d2b..000000000 --- a/src/content/posts/guide/index.md +++ /dev/null @@ -1,51 +0,0 @@ ---- -title: Simple Guides for Fuwari -published: 2024-04-01 -description: "How to use this blog template." -image: "./cover.jpeg" -tags: ["Fuwari", "Blogging", "Customization"] -category: Guides -draft: false ---- - -> Cover image source: [Source](https://image.civitai.com/xG1nkqKTMzGDvpLrqFT7WA/208fc754-890d-4adb-9753-2c963332675d/width=2048/01651-1456859105-(colour_1.5),girl,_Blue,yellow,green,cyan,purple,red,pink,_best,8k,UHD,masterpiece,male%20focus,%201boy,gloves,%20ponytail,%20long%20hair,.jpeg) - -This blog template is built with [Astro](https://astro.build/). For the things that are not mentioned in this guide, you may find the answers in the [Astro Docs](https://docs.astro.build/). - -## Front-matter of Posts - -```yaml ---- -title: My First Blog Post -published: 2023-09-09 -description: This is the first post of my new Astro blog. -image: ./cover.jpg -tags: [Foo, Bar] -category: Front-end -draft: false ---- -``` - -| Attribute | Description | -|---------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| -| `title` | The title of the post. | -| `published` | The date the post was published. | -| `description` | A short description of the post. Displayed on index page. | -| `image` | The cover image path of the post.
1. Start with `http://` or `https://`: Use web image
2. Start with `/`: For image in `public` dir
3. With none of the prefixes: Relative to the markdown file | -| `tags` | The tags of the post. | -| `category` | The category of the post. | -| `draft` | If this post is still a draft, which won't be displayed. | - -## Where to Place the Post Files - - - -Your post files should be placed in `src/content/posts/` directory. You can also create sub-directories to better organize your posts and assets. - -``` -src/content/posts/ -├── post-1.md -└── post-2/ - ├── cover.png - └── index.md -``` diff --git a/src/content/posts/history-of-management/cover.png b/src/content/posts/history-of-management/cover.png new file mode 100644 index 000000000..b24184d02 Binary files /dev/null and b/src/content/posts/history-of-management/cover.png differ diff --git a/src/content/posts/history-of-management/index.md b/src/content/posts/history-of-management/index.md new file mode 100644 index 000000000..27d08b846 --- /dev/null +++ b/src/content/posts/history-of-management/index.md @@ -0,0 +1,83 @@ +--- +title: History of Management +published: 2024-07-21 +description: Learning Management from its own +image: cover.png +tags: [Management] +category: English +draft: false +--- + +My background of Physics told me to truly master a concept, one cannot ignore its origin. If I teach you Maxwell +equations now you would end up with a blank mind. You need to start with "what is an electric charge", "what is a +field", and "how a moving charge could produce magnetic field" so on and so forth. At the end of the day, you will be +making a perfect sense of what Maxell equations mean. It it only through this way you can start applying Maxwell's +equations and solve real-worl problems. + +Management, and everything else in our live, goes like this. + +[Wikipedia](https://en.wikipedia.org/wiki/Management#History) +----------- + +The field of management originated in ancient China, including possibly the first highly centralized bureaucratic state, +and the earliest (by the second century BC) example of an administration based on merit through testing. Some theorists +have cited ancient military texts as providing lessons for civilian managers. For example, Chinese general Sun Tzu in +his 6th-century BC work The Art of War recommends[citation needed] (when re-phrased in modern terminology) being aware +of and acting on strengths and weaknesses of both a manager's organization and a foe's. + +:::note[《孙子兵法，孙膑兵法》下载] +[中华经典藏书.中华书局·电子书· PDF合集](https://zhuanlan.zhihu.com/p/386890361) +::: + +The writings of influential Chinese Legalist philosopher Shen Buhai (申子) may be considered to embody a rare premodern example +of abstract theory of administration. + +:::note[Key Takeaway] +[多读一读诸子百家的书籍](https://forum.freemdict.com/t/topic/24650/3)，发掘里面的管理学经验 +::: + +Various ancient and medieval civilizations produced +"[mirrors for princes](https://en.wikipedia.org/wiki/Mirrors_for_princes)" books, which aimed to advise new monarchs on +how to govern. Examples includes _The Prince_ by Italian author Niccolò Machiavelli + +[Reddit](https://www.reddit.com/r/AskHistorians/comments/3jk7uk/is_there_any_management_theory_literature_that_we/) +-------- + +in the [De Administrando Imperio](https://trello.com/c/cKS8d0bp) of Constantine Porphyrogenitus. Constantine had this +written/compiled as advice to his son, Romanus. It functions as a practical manual, with a heavy foreign policy +emphasis, on how to be a good emperor. Unlike some advice written by emperors and historians, this one is not a +panegyric or solely praise; rather, it is candid and informative policy. Furthermore, it is (mostly) secular and +research-based; though, the bit on the "obscene" and "blasphemous" Mohammed is obviously biased. + +R.J.H. Jenkins, in his introduction to the De Administrando Imperio, describes Constantine’s attempt at teaching +"practical wisdom" to his son by: + +:::important[Scrutiny of the historical documents] +writing or causing to be written histories of recent events and manuals of technical instruction on the various +departments of business and administration… Documents from the files of every branch of the administration, from the +foreign ministry, the treasury, the offices of ceremonial, were scrutinized and abstracted. +::: + +One of its key elements was a "summary of the recent internal history, politics, and organization within the borders of +the empire." Far from being a piece of rhetoric or self-absorbed thought, the document contains enormous, albeit +intermittently erroneous, research and careful analysis. This is “no partial document of propaganda… to impress domestic +or foreign circles." + +From Jenkins, + +> Provincial governors and imperial envoys wrote historical and topographical reports on the areas of their jurisdiction +> or assignment. Foreign ambassadors were diligently questioned as to the affairs of their respective countries. + +One of the interesting things to note about the Administrando was its secret nature, having been written as advice for +Constantine's son, Romanus; it acts as part succession letter, part compilation, and part "confidential" +advice/information. + +As the emperor puts it, + +:::tip[On "Knowing the difference between being-managed"] +it is not for those who wish to govern lawfully to copy and emulate what has been ill done by some out of ignorance or +arrogance, but rather to have the glorious deeds of those who have ruled lawfully and righteously as noble pictures set +up for an example to be copied, and after their pattern to strive himself also to direct all that he does... it may +greatly advantage you… [to know] the difference between other nations, their origins and customs and manner of life, and +the position and climate of the land they dwell in... +::: diff --git a/src/content/posts/humanistic-psychology/Maslow-Hierarchy-of-Needs.svg b/src/content/posts/humanistic-psychology/Maslow-Hierarchy-of-Needs.svg new file mode 100644 index 000000000..47325c28f --- /dev/null +++ b/src/content/posts/humanistic-psychology/Maslow-Hierarchy-of-Needs.svg @@ -0,0 +1,14 @@ + + + + + + + + + + + + + + \ No newline at end of file diff --git a/src/content/posts/humanistic-psychology/cover.png b/src/content/posts/humanistic-psychology/cover.png new file mode 100644 index 000000000..6f53340c5 Binary files /dev/null and b/src/content/posts/humanistic-psychology/cover.png differ diff --git a/src/content/posts/humanistic-psychology/index.md b/src/content/posts/humanistic-psychology/index.md new file mode 100644 index 000000000..2233ab808 --- /dev/null +++ b/src/content/posts/humanistic-psychology/index.md @@ -0,0 +1,189 @@ +--- +title: Humanistic Psychology +published: 2024-11-28 +description: In order for individuals to thrive and excel, a health-fostering culture must be created. +image: cover.png +tags: [Psychology] +category: English +draft: false +--- + + + +_Humanistic psychology_ is a psychological perspective that arose in the mid-20th century in answer to two theories: +Sigmund Freud's psychoanalytic theory and B. F. Skinner's behaviorism. Abraham Maslow, in this context, established +the need for a "third force" in psychology. + +Hierarchy of Needs +------------------ + +:::note + +Source - [Wikipedia](https://en.wikipedia.org/wiki/Abraham_Maslow#Hierarchy_of_needs) + +::: + +Maslow described human needs as ordered in a prepotent hierarchy - a pressing need would need to be mostly satisfied +before someone would give their attention to the next highest need. None of his published works included a visual +representation of the hierarchy. + +![An interpretation of Maslow's hierarchy of needs, represented as a pyramid, with the more basic needs at the bottom](./Maslow-Hierarchy-of-Needs.svg "Error loading Maslow-Hierarchy-of-Needs.svg") + +The pyramidal diagram illustrating the Maslow needs hierarchy may have been created by a psychology textbook publisher +as an illustrative device. This now iconic pyramid frequently depicts the spectrum of human needs, both physical and +psychological, as accompaniment to articles describing Maslow's needs theory and may give the impression that the +hierarchy of needs is a fixed and rigid sequence of progression. Yet, starting with the first publication of his theory +in 1943, Maslow described human needs as being relatively fluid—with many needs being present in a person simultaneously + +According to Maslow's theory, when a human being ascends the levels of the hierarchy having fulfilled the needs in the +hierarchy, one may eventually achieve self-actualization. Late in life, Maslow came to conclude that self-actualization +was not an automatic outcome of satisfying the other human needs. + +Human needs as identified by Maslow: + +- At the bottom of the hierarchy are the "basic needs or physiological needs" of a human being: food, water, sleep, sex, + homeostasis, and excretion. +- The next level is "safety needs: security, order, and stability". These two steps are important to the physical + survival of the person. Once individuals have basic nutrition, shelter and safety, they attempt to accomplish more. +- The third level of need is "love and belonging", which are psychological needs; when individuals have taken care of + themselves physically, they are ready to share themselves with others, such as with family and friends. +- The fourth level is achieved when individuals feel comfortable with what they have accomplished. This is the "esteem" + level, the need to be competent and recognized, such as through status and level of success. +- Then there is the "cognitive" level, where individuals intellectually stimulate themselves and explore. +- After that is the "aesthetic" level, which is the need for harmony, order and beauty. +- At the top of the pyramid, "need for self-actualization" occurs when individuals reach a state of harmony and + understanding because they are engaged in achieving their full potential. Once a person has reached the + self-actualization state they focus on themselves and try to build their own image. They may look at this in terms of + feelings such as self-confidence or by accomplishing a set goal. + +The first four levels are known as deficit needs or D-needs. This means that if there are not enough of one of those +four needs, there will be a need to get it. Getting them brings a feeling of contentment. These needs alone are not +motivating. + +Maslow wrote that there are certain conditions that must be fulfilled in order for the basic needs to be satisfied. For +example, freedom of speech, freedom to express oneself, and freedom to seek new information +(_A Theory of Human Motivation_) are a few of the prerequisites. Any blockages of these freedoms could prevent the +satisfaction of the basic needs. + +Self-actualization +------------------ + +Maslow defined self-actualization as achieving the fullest use of one's talents and interests—the need "to become +everything that one is capable of becoming". As implied by its name, self-actualization is highly individualistic and +reflects Maslow's premise that the self is "sovereign and inviolable" and entitled to "his or her own tastes, opinions, +values, etc." Indeed, some have characterized self-actualization as "healthy narcissism" + +### Qualities of Self-actualizing People + +Maslow realized that the self-actualizing individuals he studied had similar personality traits. All were "reality +centered", able to differentiate what was fraudulent from what was genuine. They were also "problem centered", meaning +that they treated life's difficulties as problems that demanded solutions. These individuals also were comfortable being +alone and had healthy personal relationships. They had only a few close friends and family rather than a large number of +shallow relationships. + +Self-actualizing people tend to focus on problems outside themselves; have a clear sense of what is true and what is +false; are spontaneous and creative; and are not bound too strictly by social conventions. + +Maslow noticed that self-actualized individuals had a better insight of reality, deeply accepted themselves, others and +the world, and also had faced many problems and were known to be impulsive people. These self-actualized individuals +were very independent and private when it came to their environment and culture, especially their very own individual +development on "potentialities and inner resources". + +According to Maslow, self-actualizing people share the following qualities: + +- Truth: honest, reality, beauty, pure, clean and unadulterated completeness +- Goodness: rightness, desirability, uprightness, benevolence, honesty +- Beauty: rightness, form, aliveness, simplicity, richness, wholeness, perfection, completion, +- Wholeness: unity, integration, tendency to oneness, interconnectedness, simplicity, organization, structure, order, + not dissociated, synergy +- Dichotomy-transcendence: acceptance, resolution, integration, polarities, opposites, contradictions +- Aliveness: process, not-deadness, spontaneity, self-regulation, full-functioning +- Uniqueness: idiosyncrasy, individuality, non comparability, novelty +- Perfection: nothing superfluous, nothing lacking, everything in its right place, just-rightness, suitability, justice +- Necessity: inevitability: it must be just that way, not changed in any slightest way +- Completion: ending, justice, fulfillment +- Justice: fairness, suitability, disinterestedness, non partiality, +- Order: lawfulness, rightness, perfectly arranged +- Simplicity: abstract, essential skeletal, bluntness +- Richness: differentiation, complexity, intricacy, totality +- Effortlessness: ease; lack of strain, striving, or difficulty +- Playfulness: fun, joy, amusement +- Self-sufficiency: autonomy, independence, self-determining. + +__Maslow based his theory partially on his own assumptions about human potential and partially on his case studies of +historical figures whom he believed to be self-actualized, including Albert Einstein and Abraham Lincoln. Consequently, +Maslow argued, the way in which essential needs are fulfilled is just as important as the needs themselves. Together, +these define the human experience. To the extent a person finds cooperative social fulfillment, he establishes +meaningful relationships with other people and the larger world. In other words, he establishes meaningful connections +to an external reality - an essential component of self-actualization. In contrast, to the extent that vital needs find +selfish and competitive fulfillment, a person acquires hostile emotions and limited external relationships - his +awareness remains internal and limited__. + +Reading Notes - [_Motivation And Personality_, 2nd Ed, Maslow](https://archive.org/details/in.ernet.dli.2015.198216/mode/2up) +-------------------------------------------------------------- + +:::tip[Key Argument of the Book] + +__In order for individuals to thrive and excel, a health-fostering culture must be created.__ + +::: + +### Chapter 2 - Focusing on _Problems_ not _Methods_ + +:::tip[Key Point] + +- The essence of science lies in its problems, questions, functions, or goals rather than the instruments, techniques, + procedures, apparatus, and its methods. +- (I think) This applies to everything from personal development to business + +::: + +- Means centering tends to push people to become the "apparatus men, "rather than the "question askers" and the problem + solvers +- Means centering tends strongly to overvalue quantification indiscriminately and as an end in itself +- Means-centered people tends to fit problems to techniques rather than the contrary +- Means-centered culture creates cleavage between teams + +If workers looked on themselves as question askers and problem solvers rather than specialized technicians, there would +be more autonomous and creative work outcome that targets more on the _problems_ rathern than the _means_ + +### Chapter 3 - The 16 Propositions about Motivation + +1. Individual is an integrated, organized whole +2. _Hunger_ is not a paradigm for all other motivations +3. Most of our desires are _means to an end_ rather than _ends in themselves_. + + - This implies that the study of motivation must be in part the study of the ultimate human goals or desires or needs + - _Means_ are usually conscious while _end_ are often unconscious. They are related in complicated way and we must + study a person in whole to see their unconscious _end_. + +4. (Human desire) _Ends in themselves_ are universal although the _means to these ends_ taken by different people can be + dramatically different +5. A conscious act or wish has more than one possible unconscious motivations +6. Motivation never ends, because is keeps triggering other motivations +7. Human being is never satisfied. + + - We must thrive to explore a chain of motivations rather than a single one + +8. There is not "list of drives" +9. Instead, there are unconscious fundamental goals/needs +10. Motivation theory must be anthropocentric (human) rather than animalcentric (white rat) +11. Environment shapes motivation +12. Integrated person can behave disintegrated under certain overwhelming situations so that main capacities of the + person are still left free for the more important or more challenging problems that it faces +13. Not all behaviors are motivation-driven, for example + + - self-actualization + - growth + - maturation + - expression + +14. Human are wish-realistic +15. Reality shapes the dynamics between Freudian Id and Ego +16. Focusing on healthy person instead of psychotherapists's neurotic sufferers. + +### Chapter 4 - Motivation Theory + +#### Basic Needs + +- Psychological Needs: indicated by specific appetites diff --git a/src/content/posts/infinite-game/cover.png b/src/content/posts/infinite-game/cover.png new file mode 100644 index 000000000..8bd6d9c8c Binary files /dev/null and b/src/content/posts/infinite-game/cover.png differ diff --git a/src/content/posts/infinite-game/index.md b/src/content/posts/infinite-game/index.md new file mode 100644 index 000000000..b4d1b6161 --- /dev/null +++ b/src/content/posts/infinite-game/index.md @@ -0,0 +1,94 @@ +--- +title: 📌 Ardeth Bay - Leadership is an Infinite Game +published: 2024-12-03 +description: My definition of a true leadership - A chieftain and A book +image: cover.png +tags: [Leadership] +category: English +draft: false +--- + +Ardeth Bay +---------- + +The cover image of my leadership blog is __Ardeth Bay__, a Medjai chieftain and warrior in a movie I watched few years +back - _The Mummy Returns_. + +Being the descendent of royal Egyptian secret bodyguards also knows as _the Medjai_, Ardeth is the leader of 12 Medjai +tribes together that control tens of thousands of warriors. For over 3000 years, Ardeth along with his Medjai worriors +performs the duty of safeguarding the eternal confinement of the ancient evil supernatural powers. + +What captures me most subconsciously about Ardeth was a movie scene where Ardeth laid sat on one of the half-broken bus +chairs for a break after a dangerous yet successful battle with Rick O'Connell's family against 4 enemy mummies on a +double-deck British bus when Rick asked if he's alright, he smiled genuinely and replied: + +:::note[Ardeth] + +_"This was my first bus-ride"_. (see the clip below) + +::: + + + +There are lots of "fake" leaders who enjoys the countless power and wealth and yet there is a true leader who at his +adult age never had the experience of boarding a regular bus. While those fake leaders always shot for short-term gains +for their personal wealth, Ardeth throughout the entire movie is focusing something bigger beyond himself - serving for +his people, his faith, and his value. Wealth, power, or all those luxury lifestyles are meaningless to him. What +distinguish Ardeth from other "leaders" is that Ardeth is truely an earch-touching leader with an +[__infinite-game mindset__](#the-infinite-game1). + +There is no "end" for a leader. A leader is not someone who sits at the top enjoying champaign in a glorious golden +house, but instead like Ardeth who hold his position, his integrity, and his faith somewhere in a place where he +belongs, where he is fulfilling the oath of his ancestors' duties, and where he someday shall pass this glorious +responsibility to his next generations and all the way to the _infinite_ future. + +The Infinite Game[^1] +----------------- + +Large groups of people, united in common cause, chose to collaborate with no clear end in sight because we felt like we +were contributing to something bigger than ourselves, something with value that would last well beyond our own lifetimes + +It is well within our power to build a world in which the vast majority of us wake up every single morning inspired, +feel safe at work and return home fulfilled at the end of the day + +Great leaders are the ones who think beyond "short term" versus "long term." They are the ones who know that it is not +about the next quarter or the next election; it is about the next generation. + +When we lead with a finite mindset in an infinite game, it leads to all kinds of problems, the most common of which +include the decline of trust, cooperation and innovation. Leading with an infinite mindset in an infinite game, in +contrast, really does move us in a better direction. Groups that adopt an infinite mindset enjoy vastly higher levels of +trust, cooperation and innovation and all the subsequent benefits. + +### Just Cause + +Facing competition, we keep being ourselves. Fighting to "win" v.s. Fighting for lives and values + +A Just Cause is: + +- for something + + - affirmative (not against something) and optimistic + - inspiring + +- Inclusive: serves as an invitation to join others in advancing a cause bigger than ourselves. A clear Cause is what ignites our passions. Infinite-minded leaders actively seek out employees, customers and investors who share a passion for the Just Cause. +- Service oriented - for the primary benefit of others, not company +- Resilient - independent of any physical produce or services +- Idealistic - no matter how much we have achieved, we always feel we have further to go. + +### ✅ A Just Cause Based Capitalism + +Adam Smith proposed a just cause based capitalism: + +- Consumption is the sole purpose of producer +- The "invisible-hand" ultimately gets customer the best product + +### ❌ An Abused Capitalism + +- Proposed by Nobel Prize winner Friedman +- The few people who control mega resources and abuse the system for personal gain is the sole purpose of producer +- Short-term finite-game mindset is then promoted throughout +- More severely, that leads to the many of the mistreatment of customers and employees to become normalized + +To be continued... + +[^1]: Sinek, Simon (2019). [_The Infinite Game_](https://dokumen.pub/the-infinite-game.html). Portfolio. ISBN 073521350X. diff --git a/src/content/posts/inspire-action/cover.GIF b/src/content/posts/inspire-action/cover.GIF new file mode 100644 index 000000000..e4a364d9b Binary files /dev/null and b/src/content/posts/inspire-action/cover.GIF differ diff --git a/src/content/posts/inspire-action/golden-circle-3d.png b/src/content/posts/inspire-action/golden-circle-3d.png new file mode 100644 index 000000000..6b386c03f Binary files /dev/null and b/src/content/posts/inspire-action/golden-circle-3d.png differ diff --git a/src/content/posts/inspire-action/golden-circle.png b/src/content/posts/inspire-action/golden-circle.png new file mode 100644 index 000000000..b6340864f Binary files /dev/null and b/src/content/posts/inspire-action/golden-circle.png differ diff --git a/src/content/posts/inspire-action/index.md b/src/content/posts/inspire-action/index.md new file mode 100644 index 000000000..52391140a --- /dev/null +++ b/src/content/posts/inspire-action/index.md @@ -0,0 +1,282 @@ +--- +title: How Great Leaders Inspire Action +published: 2024-08-14 +description: | + Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the + question: "Why?" His examples include Apple, Martin Luther King Jr. and the Wright brothers ... +image: cover.GIF +tags: [Leadership, Public Speech] +category: English +draft: false +--- + +TED Talk by Simon +----------------- + + + +### Video Transcript + +:::tip[Source] +[TED - How great leaders inspire action](https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action/transcript?subtitle=en) +with minor corrections. +::: + +How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve +things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after +year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're +just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same +media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights +Movement? He wasn't the only man who suffered in pre-civil rights America, and he certainly wasn't the only great orator +of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when +there were certainly other teams who were better qualified, better funded -- and they didn't achieve powered man flight, +and the Wright brothers beat them to it. There's something else at play here. + +About three and a half years ago, I made a discovery. And this discovery profoundly changed my view on how I thought the +world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there's a pattern. As it +turns out, all the great and inspiring leaders and organizations in the world, whether it's Apple or Martin Luther +King or the Wright brothers, they all think, act and communicate the exact same way. And it's the complete opposite to +everyone else. All I did was codify it, and it's probably the world's simplest idea. I call it the golden circle. + +Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others +aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what +they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your +proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by "why" +I don't mean "to make a profit." That's a result. It's always a result. By "why," I mean: What's your purpose? What's +your cause? What's your belief? Why does your organization exist? Why do you get out of bed in the morning? And why +should anyone care? As a result, the way we think, the way we act, the way we communicate is from the outside in, it's +obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations -- +regardless of their size, regardless of their industry -- all think, act and communicate from the inside out. + +Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like +everyone else, a marketing message from them might sound like this: "We make great computers. They're beautifully +designed, simple to use and user friendly. Wanna to buy one?" "Meh." And that's how most of us communicate. That's how +most marketing is done; that how most sales are done, and that's how we communicate interpersonally. We say what we do, +we say how we're different or how we're better; we expect some sort of a behavior, a purchase, a vote, something like +that. Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients. +Do business with us. Here's our new car: It gets great gas mileage, it has leather seats. Buy our car. But it's +uninspiring. + +Here's how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in +thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use +and user friendly. We just happen to make great computers. Wanna buy one?" Totally different, right? You're ready to +buy a computer from me. All I did was I reversed the order of the information. What it proves to us is that people +don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you do it. + +This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also +perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But as I said before, +Apple's just a computer company. There is nothing that distinguishes them structurally from any of their competitors. +Their competitors are equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway +came out with flat-screen TVs. They're eminently qualified to make flat-screen TVs. They've been making flat-screen +monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, +and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't +even imagine buying an MP3 player from Dell. Why would you buy MP3 player from a computer company? But we do it +every day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs +what you have. The goal is to do business with people who believe what you believe. + +Here's the best part: None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not +psychology, biology. If you look at a cross-section of the human brain, looking from the top down, what you'll see +is that the human brain is actually broken into three major components that correlate perfectly with the golden circle. +Our newest brain, our Homo sapien brain, our neocortex, corresponds with the "what" level. The neocortex is responsible +for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our +limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human +behavior, all decision-making, and it has no capacity for language. + +In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated +information like features and benefits and facts and figures. It just doesn't drive behavior. When we communicate from +the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to +rationalize it with the tangible things we say and do. This is where gut decisions come from. You know sometimes you +can give somebody all the facts and figures, and they say, "I know what all the facts and details say, but it just +doesn't feel right." Why would we use that verb, it doesn't "feel" right? Because the part of the brain that controls +decision-making doesn't control language. And the best we can muster up is, "I don't know. It just doesn't feel right." +Or sometimes you say you're leading with your heart or soul. I hate to break it to you, those aren't other body parts +controlling your behavior. It's all happening here in your limbic brain, the part of the brain that controls +decision-making and not language. + +But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get +people to vote for you, or buy something from you, or, more importantly, be loyal and wanna be a part of what it is that +you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe +what you believe. The goal is not just to hire people who need a job; it's to hire people who believe what you believe. +I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if +you hire people who believe what you believe, they'll work for you with blood and sweat and tears. Nowhere else is there +a better example than with the Wright brothers. + +Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man +flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be +the recipe for success. Even now, you ask people, "Why did your product or why did your company fail?" and people always +give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It's +always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War +Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the +Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could +find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was +rooting for Langley. And how come we've never heard of Samuel Pierpont Langley? + +A few hundred miles away in Dayton, Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe +for success. They had no money; they paid for their dream with the proceeds from their bicycle shop. Not a single person +on the Wright brothers' team had a college education, not even Orville or Wilbur. And The New York Times followed them +around nowhere. + +The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they +could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He +wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo +and behold, look what happened. The people who believed in the Wright brothers' dream worked with them with blood and +sweat and tears. The others just worked for the paycheck. They tell stories of how every time the Wright brothers went +out, they would have to take five sets of parts, because that's how many times they would crash before they came in for +supper. + +And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We +found out about it a few days later. And further proof that Langley was motivated by the wrong thing: the day the Wright +brothers took flight, he quit. He could have said, "That's an amazing discovery, guys, and I will improve upon your +technology," but he didn't. He wasn't first, he didn't get rich, he didn't get famous, so he quit. + +People don't buy what you do; they buy why you do it. If you talk about what you believe, you will attract those who +believe what you believe. + +But why is it important to attract those who believe what you believe? Something called the law of diffusion of +innovation, and if you don't know the law, you definitely know the terminology. The first 2.5% of our population are +our innovators. The next 13.5% of our population are our early adopters. The next 34% are your early majority, your late +majority and your laggards. The only reason these people buy touch-tone phones is because you can't buy rotary phones +anymore. + +(Laughter) + +We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is +that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this +tipping point between 15 and 18 percent market penetration, and then the system tips. I love asking businesses, "What's +your conversion on new business?" They love to tell you, "It's about 10 percent," proudly. Well, you can trip over 10% +of the customers. We all have about 10% who just "get it." That's how we describe them, right? That's like that gut +feeling, "Oh, they just get it." + +The problem is: How do you find the ones that get it before doing business with them versus the ones who don't get it? +So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" -- because, +you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators +and the early adopters, they're comfortable making those gut decisions. They're more comfortable making those intuitive +decisions that are driven by what they believe about the world and not just what product is available. These are the +people who stood in line for six hours to buy an iPhone when they first came out, when you could've just walked into +the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat-screen TVs +when they first came out, even though the technology was substandard. And, by the way, they didn't do it because the +technology was so great; they did it for themselves. It's because they wanted to be first. People don't buy what you do; +they buy why you do it and what you do simply proves what you believe. In fact, people will do the things that prove +what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was +because of what they believed about the world, and how they wanted everybody to see them: they were first. People don't +buy what you do; they buy why you do it. + +So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, +the famous failure. It's a commercial example. As we said before a second ago, the recipe for success is money and the +right people and the right market conditions, right? You should have success then. Look at TiVo. From the time TiVo +came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, +hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo +as verb. I TiVo stuff on my piece-of-junk Time Warner DVR all the time. + +(Laughter) + +But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 +dollars and then plummeted, and it's never traded above 10. In fact, I don't think it's even traded above six, except +for a couple of little spikes. + +Because you see, when TiVo launched their product, they told us all what they had. They said, "We have a product that +pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking." And the +cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us." + +What if they had said, "If you're the kind of person who likes to have total control over every aspect of your life, +boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." +People don't buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe. + +Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people +showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to +check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the +only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. +He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I +believe, I believe, I believe," he told people. And people who believed what he believed took his cause, and they made +it their own, and they told people. And some of those people created structures to get the word out to even more people. +And lo and behold, 250,000 people showed up on the right day on the right time to hear him speak. + +How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got +them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August. It's what they +believed, and it wasn't about black versus white: 25% of the audience was white. + +Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those +that are made by men. And not until all the laws that are made by men are consistent with the laws that are made by the +higher authority will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing +to help him bring his cause to life. We followed, not for him, but for ourselves. By the way, he gave the "I have a +dream" speech, not the "I have a plan" speech. + +(Laughter) + +Listen to politicians now, with their comprehensive 12-point plans. They're not inspiring anybody. Because there are +leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. +Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to. +We follow those who lead, not for them, but for ourselves. And it's those who start with "why" that have the ability to +inspire those around them or find others who inspire them. + +Thank you very much. + +Reading Notes - Start with WHY +------------------------------ + +:::tip[Book] +[_Start with Why: How Great Leaders Inspire Everyone to Take Action_](https://trello.com/c/fybM5zoD), Simon Sinek, +Portfolio, 2011. +::: + +The reality is, in today's world, manipulations are the norm. This book talks about an alternative - The +__golden circle__: + +![Error loading golden-circle.png](./golden-circle.png) + +> Source: [Golden Circle for Organizations](https://simonsinek.com/product/golden-circle-for-organizations/), +> [_Start with WHY_](https://simonsinek.com/books/start-with-why/) + +### Applications of Golden Circle (Part 3) + +#### Trust (Ch. 6) + +- We trust some people and companies even when things go wrong, and we don't trust others even though everything might + have gone exactly as it should have +- Trust begins to emerge when we have a sense that another person or organization is driven by things other than their + own self-gain +- You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk + about your _WHY_ and prove it with _WHAT_ you do. Again, a _WHY_ is just a belief, _HOW_s are the actions we take to + realize that belief, and _WHAT_s are the results of those actions. + +##### Constructing Team's Culture Builds up Trust + +- Cultures are groups of people who come together around a common set of values and beliefs +- When we share values and beliefs with others, we form trust +- In general, we do better in places that reflect our own values and beliefs + + - the goal is not to do business with anyone who simply wants what you have, but to do business with people who + believe what you believe + - live and work in a place where you will naturally thrive because your values and beliefs align with the values + and beliefs of that culture + - It's the culture - the strong sense of beliefs and values that everyone, from the CEO to the receptionist, all + share, that brings such group of people together + + - the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what + you believe + +- The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in + which great ideas can happen + +### Applications of Golden Circle to Organizaiton (Part 4) + +#### Inspire with Charisma (The "Why") (Ch. 8) + +- Charisma comes from a clarity of _WHY_ +- Regardless of WHAT we do in our lives, our WHY - our driving purpose, cause or belief - never changes + + - When a WHY is clear, those who share that belief will be drawn to it and maybe want to take part in bringing it to + life. + +##### Inspiring is the Beginning; Driving Movement is Next - Golden Circle Applied in Organization (3D World) (The "How") (Ch. 8) + +![Error loading golden-circle-3d.png](./golden-circle-3d.png) + +- WHY = CEO (imagines the destination) +- HOW = The people who know better HOW to do that (find the route to get there) +- WHAT = Results + +#### The "WHAT" (Ch. 9) + +- The only contact that the organized system has with the disorganized system is at the base - the _WHAT_ level. + Clearing communicating from _WHY_ level to _WHAT_ level requires communications (Ch. 10) diff --git a/src/content/posts/john-kennedy-inaugural/cover.png b/src/content/posts/john-kennedy-inaugural/cover.png new file mode 100644 index 000000000..a8a684ecf Binary files /dev/null and b/src/content/posts/john-kennedy-inaugural/cover.png differ diff --git a/src/content/posts/john-kennedy-inaugural/draft.png b/src/content/posts/john-kennedy-inaugural/draft.png new file mode 100644 index 000000000..18244bb8c Binary files /dev/null and b/src/content/posts/john-kennedy-inaugural/draft.png differ diff --git a/src/content/posts/john-kennedy-inaugural/index.md b/src/content/posts/john-kennedy-inaugural/index.md new file mode 100644 index 000000000..d24345bf7 --- /dev/null +++ b/src/content/posts/john-kennedy-inaugural/index.md @@ -0,0 +1,165 @@ +--- +title: President John F. Kennedy's Inaugural Address | January 20, 1961 +published: 2024-08-09 +description: One of the reasons why JFK's words continue to resonate today is because Kennedy was a good editor. +image: cover.png +tags: [Leadership, Public Speech] +category: English +draft: false +--- + +Five Stars +---------- + +:::tip[Source] +[_Five Stars_](https://trello.com/c/thMj5Mi6), Carmine Gallo. St. Martin's Press, 2018. ISBN 978-1250155139. +::: + +There is large number of edits Kennedy had made to the inaugural speech now on display in the museum of John F. Kennedy +library in Boston. The speech, delivered on January 20, 1961, was the fourth shortest inaugural address in presidential +history. And JFK wanted it that way. "I don't want people to think I'm a windbag," Kennedy told his speechwriter, Ted +Sorensen. "Make it short." Think about it. Kennedy's speech was 13 minutes and 42 seconds. One of the greatest speeches +in American history is four minutes shorter than a TED talk. + +![Error loading](./draft.png) + +> [John F. Kennedy handwritten draft of the Inaugural Address](https://catalog.archives.gov/id/193871), 17 January 1961 + +Kennedy made 31 changes in the last few hours, and most were aimed at streamlining the language. You can see the edits +in red. Until the last minute Kennedy was crossing out phrases, replacing long words with short ones, and eliminating +entire sentences. For example, Kennedy crossed out the following sentence: "The world is very different now, empowered +as it is to banish all form of human poverty and all form of human life." Kennedy removed the words "empowered" and " +banish" and wrote a simpler, stronger sentence that sounds better to the ear: "For man holds in his mortal hands the +power to abolish all form of human poverty and all form of human life." + +The most famous line even went through edits. Kennedy crossed out "will" and replaced it with "can." He cut out three +words, too. The sentence finally read: "Ask not what your country can do for you—ask what you can do for your country." +As noted above, while the concept is profound, the sentence is made up of short words that a fourth-grader could read. + +Another famous sentence tests at a third-grade readability level because it's made up of mostly one-syllable words: "We +shall pay any price, bear any burden, meet any hardship, support any friend, oppose any foe…" + +Imagine if Kennedy had been speaking in the language of contemporary politics. He might have said, "We should consider +the effort to be worth any cost or encumbrance associated with the initiative…" If he had, we would not have remembered +the speech. Fewer, shorter words are more memorable. + +Kennedy studied two speechmakers to sharpen his writing skills: __Abraham Lincoln__ and __Winston Churchill__. Lincoln +was a master storyteller. It's said that crowds of villagers from far and wide would flock to his events when he was +running for president. Great orators stir the soul, and Lincoln was one of the best. + +The Great Speech +---------------- + + + +The Speech Transcripts +---------------------- + +:::tip[Source] +[President John F. Kennedy's Inaugural Address (1961)](https://www.archives.gov/milestone-documents/president-john-f-kennedys-inaugural-address). +::: + +_Vice President Johnson, Mr. Speaker, Mr. Chief Justice, President Eisenhower, Vice President Nixon, President Truman, +Reverend Clergy, fellow citizens:_ + +We observe today not a victory of party but a celebration of freedom--symbolizing an end as well as a +beginning--signifying renewal as well as change. For I have sworn before you and Almighty God the same solemn oath our +forbears prescribed nearly a century and three-quarters ago. + +The world is very different now. For man holds in his mortal hands the power to abolish all forms of human poverty and +all forms of human life. And yet the same revolutionary beliefs for which our forebears fought are still at issue around +the globe--the belief that the rights of man come not from the generosity of the state but from the hand of God. + +We dare not forget today that we are the heirs of that first revolution. Let the word go forth from this time and place, +to friend and foe alike, that the torch has been passed to a new generation of Americans--born in this century, tempered +by war, disciplined by a hard and bitter peace, proud of our ancient heritage--and unwilling to witness or permit the +slow undoing of those human rights to which this nation has always been committed, and to which we are committed today +at home and around the world. + +Let every nation know, whether it wishes us well or ill, that we shall pay any price, bear any burden, meet any +hardship, support any friend, oppose any foe to assure the survival and the success of liberty. + +This much we pledge--and more. + +To those old allies whose cultural and spiritual origins we share, we pledge the loyalty of faithful friends. United +there is little we cannot do in a host of cooperative ventures. Divided there is little we can do--for we dare not meet +a powerful challenge at odds and split asunder. + +To those new states whom we welcome to the ranks of the free, we pledge our word that one form of colonial control shall +not have passed away merely to be replaced by a far more iron tyranny. We shall not always expect to find them +supporting our view. But we shall always hope to find them strongly supporting their own freedom--and to remember that, +in the past, those who foolishly sought power by riding the back of the tiger ended up inside. + +To those people in the huts and villages of half the globe struggling to break the bonds of mass misery, we pledge our +best efforts to help them help themselves, for whatever period is required--not because the communists may be doing it, +not because we seek their votes, but because it is right. If a free society cannot help the many who are poor, it cannot +save the few who are rich. + +To our sister republics south of our border, we offer a special pledge--to convert our good words into good deeds--in a +new alliance for progress--to assist free men and free governments in casting off the chains of poverty. But this +peaceful revolution of hope cannot become the prey of hostile powers. Let all our neighbors know that we shall join with +them to oppose aggression or subversion anywhere in the Americas. And let every other power know that this Hemisphere +intends to remain the master of its own house. + +To that world assembly of sovereign states, the United Nations, our last best hope in an age where the instruments of +war have far outpaced the instruments of peace, we renew our pledge of support--to prevent it from becoming merely a +forum for invective--to strengthen its shield of the new and the weak--and to enlarge the area in which its writ may +run. + +Finally, to those nations who would make themselves our adversary, we offer not a pledge but a request: that both sides +begin anew the quest for peace, before the dark powers of destruction unleashed by science engulf all humanity in +planned or accidental self-destruction. + +We dare not tempt them with weakness. For only when our arms are sufficient beyond doubt can we be certain beyond doubt +that they will never be employed. + +But neither can two great and powerful groups of nations take comfort from our present course--both sides overburdened +by the cost of modern weapons, both rightly alarmed by the steady spread of the deadly atom, yet both racing to alter +that uncertain balance of terror that stays the hand of mankind's final war. + +So let us begin anew--remembering on both sides that civility is not a sign of weakness, and sincerity is always subject +to proof. Let us never negotiate out of fear. But let us never fear to negotiate. + +Let both sides explore what problems unite us instead of belaboring those problems which divide us. + +Let both sides, for the first time, formulate serious and precise proposals for the inspection and control of arms--and +bring the absolute power to destroy other nations under the absolute control of all nations. + +Let both sides seek to invoke the wonders of science instead of its terrors. Together let us explore the stars, conquer +the deserts, eradicate disease, tap the ocean depths and encourage the arts and commerce. + +Let both sides unite to heed in all corners of the earth the command of Isaiah--to "undo the heavy burdens . . . (and) +let the oppressed go free." + +And if a beachhead of cooperation may push back the jungle of suspicion, let both sides join in creating a new endeavor, +not a new balance of power, but a new world of law, where the strong are just and the weak secure and the peace +preserved. + +All this will not be finished in the first one hundred days. Nor will it be finished in the first one thousand days, nor +in the life of this Administration, nor even perhaps in our lifetime on this planet. But let us begin. + +In your hands, my fellow citizens, more than mine, will rest the final success or failure of our course. Since this +country was founded, each generation of Americans has been summoned to give testimony to its national loyalty. The +graves of young Americans who answered the call to service surround the globe. + +Now the trumpet summons us again--not as a call to bear arms, though arms we need--not as a call to battle, though +embattled we are-- but a call to bear the burden of a long twilight struggle, year in and year out, "rejoicing in hope, +patient in tribulation"--a struggle against the common enemies of man: tyranny, poverty, disease and war itself. + +Can we forge against these enemies a grand and global alliance, North and South, East and West, that can assure a more +fruitful life for all mankind? Will you join in that historic effort? + +In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of +maximum danger. I do not shrink from this responsibility--I welcome it. I do not believe that any of us would exchange +places with any other people or any other generation. The energy, the faith, the devotion which we bring to this +endeavor will light our country and all who serve it--and the glow from that fire can truly light the world. + +And so, my fellow Americans: ask not what your country can do for you--ask what you can do for your country. + +My fellow citizens of the world: ask not what America will do for you, but what together we can do for the freedom of +man. + +Finally, whether you are citizens of America or citizens of the world, ask of us here the same high standards of +strength and sacrifice which we ask of you. With a good conscience our only sure reward, with history the final judge of +our deeds, let us go forth to lead the land we love, asking His blessing and His help, but knowing that here on earth +God's work must truly be our own. diff --git a/src/content/posts/john-kennedy-space/cover.png b/src/content/posts/john-kennedy-space/cover.png new file mode 100644 index 000000000..1eb97f5b5 Binary files /dev/null and b/src/content/posts/john-kennedy-space/cover.png differ diff --git a/src/content/posts/john-kennedy-space/index.md b/src/content/posts/john-kennedy-space/index.md new file mode 100644 index 000000000..2bccb2774 --- /dev/null +++ b/src/content/posts/john-kennedy-space/index.md @@ -0,0 +1,230 @@ +--- +title: John F. Kennedy Address at Rice University on the Space Effort +published: 2024-08-08 +description: The great speech that inspired thousands of minds for Space Exploration on Sept. 12, 1962 +image: cover.png +tags: [Leadership, Public Speech] +category: English +draft: false +--- + +Five Stars +---------- + +:::tip[Source] +[_Five Stars_](https://trello.com/c/thMj5Mi6), Carmine Gallo. St. Martin's Press, 2018. ISBN 978-1250155139. +::: + +Robert Frost wrote that John F. Kennedy's election heralded "a golden age of poetry and power". Frost was right. In +the speeches that Kennedy delivered to inspire the country to build a moon program, Kennedy translated his ideas into +language that fueled one of the greatest achievements in human history. Recently scholars have identified some of his +most effective rhetorical techniques. + +Wharton management professor Andrew Carton stumbled upon Mars's story as he pored over 18,000 pages of documents, +transcripts, and internal NASA memos from the Apollo program, America's ambitious initiative, begun in 1961, to put a +man on the moon. Carton noted a common thread among the writings of Mars and the other NASA employees across all +functions - accountants and administrators, clerks and engineers. They'd all been profoundly inspired by the words of +one man: John F. Kennedy. + +Carton identified the rhetorical formula behind Kennedy's successful communication and explained how his speaking skills +triggered massive action. + +1. First, "Kennedy reduced the number of NASA's aspirations to one." When NASA was established in 1958, it had several + objectives, among them to establish superior space technology, to achieve preeminence in space, and to advance + science. Kennedy chose to focus on the single goal of sending humans to the moon and returning them safely to Earth. + __It's easier to rally a team around one common goal than to divide their attention__. +2. Second, "Kennedy shifted attention from NASA's ultimate aspiration to a concrete objective." In other words, Kennedy + took the abstract (advancing science by exploring the solar system) and made it tangible. On May 25, 1961, Kennedy + told the U.S. Congress: "This nation should commit itself to achieving the goal, before this decade is out, of + landing a man on the moon and returning him safely to earth." Kennedy articulated __a concrete goal and attached a + specific deadline__ to it. +3. Third, "Kennedy communicated milestones that connected employees' day-to-day work with concrete objectives." + Kennedy outlined three programs and three objectives: The Mercury program would send an astronaut into orbit; Gemini + would teach NASA what it didn't know about space walks and connecting two spacecrafts together; and Apollo would + ultimately put a man on the moon. The "__rule of three__" is a powerful communication technique that superstar + persuaders use to mobilize their listeners. +4. Fourth, "Kennedy emphasized the impressive scale of the objective with metaphors, analogies and unique figures of + speech." Kennedy relied on a rarely used technique that linguists call "embodied concept." __It binds a concrete + event (landing on the moon) with an abstract aspiration (advancing science)__. The abstract and concrete become one + and the same. For example, in a speech at Rice University in 1962, Kennedy said, "Space is there and we're going to + climb it, and the moon and the planets are there, and new hopes for knowledge and peace are there." Kennedy gave + abstract ideals like knowledge, peace, and exploration a real location. + +The four steps proved to be irresistibly persuasive. Kennedy’s "soft" skill led to one of the greatest achievements in +the history of humanity. His words gave NASA employees a stronger connection between their work and the ultimate goal. +They no longer saw their work as an isolated series of tasks like mopping the floors or building electrical circuits. +Instead, they viewed their work as a critical component of putting a man on the moon, advancing science, and changing +the world as we know it. "In this way, Kennedy positioned employees to experience greater meaningfulness from their work +by changing the meaning of work," says Carton. + +In the early 1960s, skeptics outnumbered those who believed a person could set foot on the moon by the end of the +decade. Kennedy didn’t persuade people with facts alone; he made them feel. He combined what Aristotle called Pathos and +Logos: emotion and logic. Kennedy’s words achieved emotional transcendence, making people believe that the impossible +was possible. Skeptics became believers and believers became evangelists. + +The Great Speech +---------------- + + + +The Speech Transcripts +---------------------- + +:::tip[Source] +Source: [Public Papers of the Presidents of the United States, v. 1, 1962, pp. 669-670](https://www.govinfo.gov/app/details/PPP-1962-book1). +::: + +President Pitzer, Mr. Vice President, Governor, Congressman Thomas, Senator Wiley, and Congressman Miller, Mr. Webb. Mr. +Bell, scientists, distinguished guests, and ladies and gentlemen: + +I appreciate your president having made me an honorary visiting professor, and I will assure you that my first lecture +will be very brief. I am delighted to be here and I'm particularly delighted to be here on this occasion. + +We meet at a college noted for knowledge, in a city noted for progress, in a State noted for strength, and we stand in +need of all three, for we meet in an hour of change and challenge, in a decade of hope and fear, in an age of both +knowledge and ignorance. The greater our knowledge increases, the greater our ignorance unfolds. + +Despite the striking fact that most of the scientists that the world has ever known are alive and working today, despite +the fact that this Nation's own scientific manpower is doubling every 12 years in a rate of growth more than three times +that of our population as a whole, despite that, the vast stretches of the unknown and the unanswered and the unfinished +still far out-strip our collective comprehension. + +No man can fully grasp how far and how fast we have come, but condense, if you will, the 50,000 years of man's recorded +history in a time span of but a half century. Stated in these terms, we know very little about the first 40 years, +except at the end of them advanced man had learned to use the skins of animals to cover them. Then about 10 years ago, +under this standard, man emerged from his caves to construct other kinds of shelter. Only 5 years ago man learned to +write and use a cart with wheels. Christianity began less than 2 years ago. The printing press came this year, and then +less than 2 months ago, during this whole 50-year span of human history, the steam engine provided a new source of +power. + +Newton explored the meaning of gravity. Last month electric lights and telephones and automobiles and airplanes became +available. Only last week did we develop penicillin and television and nuclear power, and now if America's new +spacecraft succeeds in reaching Venus, we will have literally reached the stars before midnight tonight. + +This is a breathtaking pace, and such a pace cannot help but create new ills as it dispels old, new ignorance, new +problems, new dangers. Surely the opening vistas of space promise high costs and hardships, as well as high reward. + +So it is not surprising that some would have us stay where we are a little longer to rest, to wait. But this city of +Houston, this State of Texas, this country of the United States was not built by those who waited and rested and wished +to look behind them. This country was conquered by those who moved forward-and so will space. + +William Bradford, speaking in 1630 of the founding of the Plymouth Bay Colony, said that all great and honorable actions +are accompanied with great difficulties, and both must be enterprised and overcome with answerable courage. + +If this capsule history of our progress teaches us anything, it is that man, in his quest for knowledge and progress, is +determined and cannot be deterred. The exploration of space will go ahead, whether we join in it or not, and it is one +of the great adventures of all time, and no nation which expects to be the leader of other nations can expect to stay +behind in this race for space. + +Those who came before us made certain that this country rode the first waves of the industrial revolutions, the first +waves of modern invention, and the first wave of nuclear power, and this generation does not intend to founder in the +backwash of the coming age of space. We mean to be a part of it - we mean to lead it. For the eyes of the world now look +into space, to the moon and to the planets beyond, and we have vowed that we shall not see it governed by a hostile flag +of conquest, but by a banner of freedom and peace. We have vowed that we shall not see space filled with weapons of mass +destruction, but with instruments of knowledge and understanding. + +Yet the vows of this Nation can only be fulfilled if we in this Nation are first, and, therefore, we intend to be first. +In short, our leadership in science and in industry, our hopes for peace and security, our obligations to ourselves as +well as others, all require us to make this effort, to solve these mysteries, to solve them for the good of all men, and +to become the world's leading space-faring nation. + +We set sail on this new sea because there is new knowledge to be gained, and new rights to be won, and they must be won +and used for the progress of all people. For space science, like nuclear science and all technology, has no conscience +of its own. Whether it will become a force for good or ill depends on man, and only if the United States occupies a +position of pre-eminence can we help decide whether this new ocean will be a sea of peace or a new terrifying theater of +war. I do not say that we should or will go unprotected against the hostile misuse of space any more than we go +unprotected against the hostile use of land or sea, but I do say that space can be explored and mastered without feeding +the fires of war, without repeating the mistakes that man has made in extending his writ around this globe of ours. + +There is no strife, no prejudice, no national conflict in outer space as yet. Its hazards are hostile to us all. Its +conquest deserves the best of all mankind, and its opportunity for peaceful cooperation may never come again. But why, +some say, the moon? Why choose this as our goal? And they may well ask why climb the highest mountain. Why, 35 years +ago, fly the Atlantic? Why does Rice play Texas? + +We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are +easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and +skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we +intend to win, and the others, too. + +It is for these reasons that I regard the decision last year to shift our efforts in space from low to high gear as +among the most important decisions that will be made during my incumbency in the Office of the Presidency. + +In the last 24 hours we have seen facilities now being created for the greatest and most complex exploration in man's +history. We have felt the ground shake and the air shattered by the testing of a Saturn C-1 booster rocket, many times +as powerful as the Atlas which launched John Glenn, generating power equivalent to 10,000 automobiles with their +accelerators on the floor. We have seen the site where five F-1 rocket engines, each one as powerful as all eight +engines of the Saturn combined, will be clustered together to make the advanced Saturn missile, assembled in a new +building to be built at Cape Canaveral as tall as a 48-story structure, as wide as a city block, and as long as two +lengths of this field. + +Within these last 19 months at least 45 satellites have circled the earth. Some 40 of them were "made in the United +States of America" and they were far more sophisticated and supplied far more knowledge to the people of the world than +those of the Soviet Union. + +The Mariner spacecraft now on its way to Venus is the most intricate instrument in the history of space science. The +accuracy of that shot is comparable to firing a missile from Cape Canaveral and dropping it in this stadium between the +40-yard lines. + +Transit satellites are helping our ships at sea to steer a safer course. Tiros satellites have given us unprecedented +warnings of hurricanes and storms, and will do the same for forest fires and icebergs. + +We have had our failures, but so have others, even if they do not admit them. And they may be less public. + +To be sure, we are behind, and will be behind for some time in manned flight. But we do not intend to stay behind, and +in this decade we shall make up and move ahead. + +The growth of our science and education will be enriched by new knowledge of our universe and environment, by new +techniques of learning and mapping and observation, by new tools and computers for industry, medicine, the home as well +as the school. Technical institutions, such as Rice, will reap the harvest of these gains. + +And finally, the space effort itself, while still in its infancy, has already created a great number of new companies, +and tens of thousands of new jobs. Space and related industries are generating new demands in investment and skilled +personnel, and this city and this State, and this region, will share greatly in this growth. What was once the furthest +outpost on the old frontier of the West will be the furthest outpost on the new frontier of science and space. Houston, +your City of Houston, with its Manned Spacecraft Center, will become the heart of a large scientific and engineering +community. During the next 5 years the National Aeronautics and Space Administration expects to double the number of +scientists and engineers in this area, to increase its outlays for salaries and expenses to $60 million a year; to +invest some $200 million in plant and laboratory facilities; and to direct or contract for new space efforts over $1 +billion from this Center in this City. + +To be sure, all this costs us all a good deal of money. This year's space budget is three times what it was in January +1961, and it is greater than the space budget of the previous 8 years combined. That budget now stands at $5,400 million +a year-a staggering sum, though somewhat less than we pay for cigarettes and cigars every year. Space expenditures will +soon rise some more from 40 cents per person per week to more than 50 cents a week for every man, woman, and child in +the United States, for we have given this program a high national priority even though I realize that this is in some +measure an act of faith and vision, for we do not now know what benefits await us. But if I were to say, my fellow +citizens, that we shall send to the moon, 240,000 miles away from the control station in Houston, a giant rocket more +than 300 feet tall, the length of this football field, made of new metal alloys, some of which have not yet been +invented, capable of standing heat and stresses several times more than have ever been experienced, fitted together with +a precision better than the finest watch, carrying all the equipment needed for propulsion, guidance, control, +communications, food and survival, on an untried mission, to an unknown celestial body, and then return it safely to +earth, reentering the atmosphere at speeds of over 25,000 miles per hour, causing heat about half that of the +temperature of the sun - almost as hot as it is here today - and do all this, and do it right, and do it first before +this decade is out, then we must be bold. + +I'm the one who is doing all the work, so we just want you to stay cool for a minute. + +However, I think we're going to do it, and I think that we must pay what needs to be paid. I don't think we ought to +waste any money, but I think we ought to do the job. And this will be done in the decade of the sixties. It may be done +while some of you are still here at school at this college and university. It will be done during the terms of office of +some of the people who sit here on this platform. But it will be done. And it will be done before the end of this +decade. + +I am delighted that this university is playing a part in putting a man on the moon as part of a great national effort of +the United States of America. + +Many years ago the great British explorer George Mallory, who was to die on Mount Everest, was asked why did he want to +climb it. He said, "Because it is there." + +Well, space is there, and we're going to climb it, and the moon and the planets are there, and new hopes for knowledge +and peace are there. And, therefore, as we set sail we ask God's blessing on the most hazardous and dangerous and +greatest adventure on which man has ever embarked. + +Thank you. + +NOTE: The President spoke in the Rice University Stadium at 10 a.m. + +In his opening words he referred to Dr. K. S. Pitzer, President of the University, Vice President Lyndon B. Johnson, +Governor Price Daniel of Texas, Representative Albert Thomas of Texas, Senator Alexander Wiley of Wisconsin, +Representative George P. Miller of California, James E. Webb, Administrator, National Aeronautics and Space +Administration., David E. Bell, Director of the Bureau of the Budget. diff --git a/src/content/posts/kant-view-of-mind-and-consciousness/cover.png b/src/content/posts/kant-view-of-mind-and-consciousness/cover.png new file mode 100644 index 000000000..688de2a8f Binary files /dev/null and b/src/content/posts/kant-view-of-mind-and-consciousness/cover.png differ diff --git a/src/content/posts/kant-view-of-mind-and-consciousness/index.md b/src/content/posts/kant-view-of-mind-and-consciousness/index.md new file mode 100644 index 000000000..a0543f099 --- /dev/null +++ b/src/content/posts/kant-view-of-mind-and-consciousness/index.md @@ -0,0 +1,286 @@ +--- +title: Kant's View of the Mind and Consciousness of Self +published: 2024-07-27 +description: Kant's View of the Mind and Consciousness of Self +image: cover.png +tags: [Philosophy] +category: English +draft: false +--- + +> Brook, Andrew and Julian Wuerth, +> "[Kant's View of the Mind and Consciousness of Self](https://plato.stanford.edu/archives/spr2023/entries/kant-mind)", +> The Stanford Encyclopedia of Philosophy (Spring 2023 Edition), Edward N. Zalta & Uri Nodelman (eds.) + +A Sketch of Kant's View of the Mind +----------------------------------- + +In general structure, Kant's model of the mind was the dominant model in the empirical psychology that flowed from his +work and then again, after a hiatus during which behaviourism reigned supreme (roughly 1910 to 1965), toward the end of +the 20th century, especially in cognitive science. Central elements of the models of the mind of thinkers otherwise as +different as Sigmund Freud and Jerry Fodor are broadly Kantian, for example. + +Three ideas define the basic shape ('cognitive architecture') of Kant's model and one its dominant method. They have all +become part of the foundation of cognitive science. + +1. The mind is a complex set of abilities (functions). (As Meerbote 1989 and many others have observed, Kant held a + functionalist view of the mind almost 200 years before functionalism was officially articulated in the 1960s by + Hilary Putnam and others.) +2. The functions crucial for mental, knowledge-generating activity are spatio-temporal processing of, and application of + concepts to, sensory inputs. Cognition requires concepts as well as percepts. +3. These functions are forms of what Kant called synthesis. Synthesis (and the unity in consciousness required for + synthesis) are central to cognition. + +These three ideas are fundamental to most thinking about cognition now. Kant's most important method, the transcendental +method, is also at the heart of contemporary cognitive science. + +- To study the mind, infer the conditions necessary for experience. Arguments having this structure are called + _transcendental arguments_. + +:::tip +Translated into contemporary terms, the core of this method is inference to the best explanation, the method of +postulating unobservable mental mechanisms in order to explain observed behaviour. +::: + +To be sure, Kant thought that he could get more out of his transcendental arguments than just 'best explanations'. He +thought that he could get _a priori_ (experience independent) knowledge out of them. Kant had a tripartite doctrine of +the _a priori_. He held that some features of the mind and its knowledge had _a priori_ origins, i.e., must be in the +mind prior to experience (because using them is necessary to have experience). That mind and knowledge have these +features are _a priori_ truths, i.e., necessary and universal. And we can come to know these truths, or that they are +_a priori_ at any rate, only by using _a priori_ methods, i.e., we cannot learn these things from experience (B3) (Brook +1993). Kant thought that transcendental arguments were _a priori_ or yielded the _a priori_ in all three ways. +Nonetheless, at the heart of this method is inference to the best explanation. When introspection fell out of favour +about 100 years ago, the alternative approach adopted was exactly this approach. Its nonempirical roots in Kant +notwithstanding, it is now the major method used by experimental cognitive scientists. + +:::important +Other topics equally central to Kant's approach to the mind have hardly been discussed by cognitive science. These +include a kind of synthesis that for Kant was essential to minds like ours and what struck him as the most striking +features of consciousness of self. Far from his model having been superseded by cognitive science, some things central +to the model have not even been assimilated by it. +::: + +Kant's Critical Project and How the Mind Fits Into It +----------------------------------------------------- + +The major works so far as Kant's views on the mind are concerned are the monumental __Critique of Pure Reason (CPR)__ +and his little, late __Anthropology from a Pragmatic Point of View__, first published in 1798 only six years before his +death. Kant's view of the mind arose from his +[general philosophical project](https://plato.stanford.edu/entries/kant-development/) in CPR the following way. Kant +aimed among other things to, + +- Justify our conviction that physics, like mathematics, is a body of necessary and universal truth. +- Insulate religion, including belief in immortality, and free will from the corrosive effects of this very same + science. + +Kant accepted without reservation that “God, freedom and immortality” (1781/7, Bxxx) exist but feared that, if science +were relevant to their existence at all, it would provide reasons to doubt that they exist. As he saw it and very +fortunately, science cannot touch these questions. “I have found it necessary to deny _knowledge_, ... in order to make +room for faith.” (Bxxx, his italics). + +Laying the foundation for pursuit of the first aim, which as he saw it was no less than the aim of showing why physics +is a science, was what led Kant to his views about how the mind works. He approached the grounding of physics by asking: +What are the necessary conditions of experience? Put simply, he held that for our experience, and therefore our minds, +to be as they are, the way that our experience is tied together must reflect the way that, according to physics, says +objects in the world must be tied together. Seeing this connection also tells us a lot about what our minds must be +like. + +In pursuit of the second aim, Kant criticized some arguments of his predecessors that entailed if sound that we can know +more about the mind's consciousness of itself than Kant could allow. Mounting these criticisms led him to some +extraordinarily penetrating ideas about our consciousness of ourselves. + +In CPR, Kant discussed the mind only in connection with his main projects, never in its own right, so his treatment is +remarkably scattered and sketchy. As he put it, “Enquiry … [into] the pure understanding itself, its possibility and the +cognitive faculties upon which it rests ... is of great importance for my chief purpose, ... [but] does not form an +essential part of it” (Axvii). Indeed, Kant offers no sustained, focussed discussion of the mind anywhere in his work +except the popular _Anthropology_. + +In addition, the two chapters of CPR in which most of Kant's remarks on the mind occur, the chapter on the +Transcendental Deduction (TD) and the chapter on what he called Paralogisms (faulty arguments about the mind mounted by +his predecessors) were the two chapters that gave him the greatest difficulty. (They contain some of the most +impenetrable prose ever written.) Kant completely rewrote the main body of both chapters for the second edition +(though not the introductions, interestingly). + +In the two editions of CPR, there are seven main discussions of the mind. The first is in the Transcendental Aesthetic, +the second is in what is usually called the Metaphysical Deduction. Then there are two discussions of it in the +first-edition TD, in parts 1 to 3 of Section 2 and in the whole of Section 3 and two more in the second-edition TD. The +seventh and last is found in the first edition version of Kant's attack on the Paralogisms, in the course of which he +says things of the utmost interest about consciousness of and reference to self. (What little was retained of these +remarks in the second edition was moved to the completely rewritten TD.) For understanding Kant on the mind and +self-knowledge, the first edition of CPR is far more valuable than the second edition. Kant's discussion proceeds +through the following stages. + +### Transcendental Aesthetic + +Kant calls the first stage the Transcendental Aesthetic. It is about what space and time must be like, and how we must +handle them, if our experience is to have the spatial and temporal properties that it has. This question about the +necessary conditions of experience is for Kant a 'transcendental' question and the strategy of proceeding by trying to +find answers to such questions is, as we said, the strategy of transcendental argument. + +Here Kant advances one of his most notorious views: that whatever it is that impinges on us from the mind-independent +world does not come located in a spatial nor even a temporal matrix (A37=B54fn.). Rather, it is the mind that organizes +this 'manifold of raw intuition', as he called it, spatially and temporally. The mind has two pure forms of intuition, +space and time, built into it to allow it to do so. ('Pure' means 'not derived from experience'.) + +### Metaphysical Deduction + +The Aesthetic is about the conditions of experience, Kant's official project. The chapter leading up to the +Transcendental Deduction, The Clue to the Discovery of All Pure Concepts of the Understanding has a very different +starting point. + +Starting from Aristotelian logic (the syllogisms and the formal concepts that Aristotle called _categories_), Kant +proceeds by analysis to draw out the implications of these concepts and syllogisms for the conceptual structure (the +“function of thought in judgment”) within which all thought and experience must take place. The result is what Kant +called the Categories. That is to say, Kant tries to deduce the conceptual structure of experience from the components +of Aristotelian logic. + +**Thus, in Kant's thought about the mind early in CPR, there is not one central movement but two, one in the +Transcendental Aesthetic and the other in the Metaphysical Deduction. The first is a move up from experience (of +objects) to the necessary conditions of such experience. The second is a move down from the Aristotelian functions of +judgment to the concepts that we have to use in judging, namely, the Categories. One is inference up from experience, +the other deduction down from conceptual structures of the most abstract kind.** + +### Transcendental Deduction, 1st Edition + +Then we get to the second chapter of the Transcendental Logic, the brilliant and baffling Transcendental Deduction (TD). +Recall the two movements just discussed, the one from experience to its conditions and the one from Aristotelian +functions of judgment to the concepts that we must use in all judging (the Categories). This duality led Kant to his +famous question of right (_quid juris_): with what right do we apply the Categories, which are not acquired from +experience, to the contents of experience?. Kant's problem here is not as arcane as it might seem. It reflects an +important question: How is it that the world as we experience it conforms to our logic? In briefest form, Kant thought +that the trick to showing how it is possible for the Categories to apply to experience is to show that it is _necessary_ +that they apply. + +TD has two sides, though Kant never treats them separately. He once called them the objective and the subjective +deductions. The objective deduction is about the conceptual and other cognitive conditions of having representations of +objects. It is Kant's answer to the quid juris question. Exactly how the objective deduction goes is highly +controversial, a controversy that we will sidestep here. The subjective deduction is about what the mind, the +“subjective sources” of understanding, must as a consequence be like. The subjective deduction is what mainly interests +us. + +_Kant argues as follows. Our experiences have objects, that is, they are about something. The objects of our experiences +are discrete, unified particulars. To have such particulars available to it, the mind must construct them based on +sensible input. To construct them, the mind must do three kinds of synthesis. It must generate temporal and spatial +structure (Synthesis of Apprehension in Intuition). It must associate spatio-temporally structured items with other +spatio-temporally structured items (Synthesis of Reproduction in the Imagination). And it must recognize items using +concepts, the Categories in particular (Synthesis of Recognition in a Concept)_. This threefold doctrine of synthesis is +one of the cornerstones of Kant's model of the mind. We will consider it in more detail in the next Section. + +The 'deduction of the categories' should now be complete. Strangely enough, the chapter has only nicely got started. In +the first edition version, for example, we have only reached about one-third of the way through the chapter. At this +point, Kant introduces the notion of transcendental apperception for the first time and the unity of such apperception, +the unity of consciousness. Evidently, something is happening (something, moreover, not at all well heralded in the +text) + +We can now understand in more detail why Kant said that the subjective deduction is inessential. Since the objective +deduction is about the conditions of representations having objects, a better name for it might have been 'deduction of +the object'. Similarly, a better name for the subjective deduction might have been 'the deduction of the subject' or +'the deduction of the subject's nature'. The latter enquiry was inessential to Kant's main critical project because the +main project was to defend the synthetic _a priori_ credentials of physics in the objective deduction. From this point +of view, anything uncovered about the nature and functioning of the mind was a happy accident. + +### Attack on the Paralogisms, 1st Edition + +The chapter on the Paralogisms, the first of the three parts of Kant's second project, contains Kant's most original +insights into the nature of consciousness of the self. In the first edition, he seems to have achieved a stable position +on self-consciousness only as late as this chapter. Certainly his position was not stable in TD. Even his famous term +for consciousness of self, 'I think', occurs for the first time only in the introduction to the chapter on the +Paralogisms. His target is claims that we know what the mind is like. Whatever the merits of Kant's attack on these +claims, in the course of mounting it, he made some very deep-running observations about consciousness and knowledge of +self. + +:::tip +To summarize: in the first edition, TD contains most of what Kant had to say about synthesis and unity, but little on +the nature of consciousness of self. The chapter on the Paralogisms contains most of what he has to say about +consciousness of self. +::: + +### The Two Discussions in the 2nd-edition TD and Other Discussions + +In other new material prepared for the second edition, we find a first gloss on the topic of self-consciousness as early +as the Aesthetic (B68). The mind also appears in a new passage called the Refutation of Idealism, where Kant attempts to +tie the possibility of one sort of consciousness of self to consciousness of permanence in something other than +ourselves, in a way he thought to be inconsistent with Berkeleian idealism. This new Refutation of Idealism has often +been viewed as a replacement for the argument against the Fourth Paralogism of the first edition. + +Elsewhere in his work, the only sustained discussion of the mind and consciousness is, as we said, his little, late +__Anthropology from a Pragmatic Point of View__. By 'anthropology' Kant meant the study of human beings from the point of +view of their (psychologically-controlled) behaviour, especially their behaviour toward one another, and of the things +revealed in behaviour such as character. Though Kant sometimes contrasted anthropology as a legitimate study with what +he understood empirical psychology to be, namely, psychology based on introspective observation, he meant by +anthropology something fairly close to what we now mean by behavioural or experimental psychology. + +Kant's View of the Mind +----------------------- + +### Method + +Turning now to Kant's view of the mind, we will start with a point about method: Kant held surprisingly strong and not +entirely consistent views on the empirical study of the mind. The empirical method for doing psychology that Kant +discussed was introspection. + +Sometimes he held such study to be hopeless. The key text on psychology is in **The Metaphysical Foundations of Natural +Science**. There Kant tell us that “the empirical doctrine of the soul … must remain even further removed than chemistry +from the rank of what may be called a natural science proper”. (In Kant's defence, there was nothing resembling a single +unified theory of chemical reactions in his time.) The contents of introspection, in his terms inner sense, cannot be +studied scientifically for at least 5 reasons. + +1. Having only one universal dimension and one that they are only represented to have at that, namely, distribution in + time, the contents of inner sense cannot be quantified; thus no mathematical model of them is possible. +2. “The manifold of internal observation is separated only by mere thought”. That is to say, only the introspective + observer distinguishes the items one from another; there are no real distinctions among the items themselves. +3. These items “cannot be kept separate” in a way that would allow us to connect them again “at will”, by which Kant + presumably means, according to the dictates of our developing theory. +4. “Another thinking subject does not submit to our investigations in such a way as to be conformable to our purposes” - + the only thinking subject whose inner sense one can investigate is oneself. +5. “Even the observation itself alters and distorts the state of the object observed”. Indeed, introspection can be bad + for the health: it is a road to “mental illness” ('Illuminism and Terrorism', 1798, Ak. VII:133; see 161). + +In these critical passages, it is not clear why he didn't respect what he called anthropology more highly as an +empirical study of the mind, given that he himself did it. He did so elsewhere. In the Anthropology, for example, he +links 'self-observation' and observation of others and calls them both sources of anthropology + +Whatever, no kind of empirical psychology can yield necessary truths about the mind. In the light of this limitation, +how _should_ we study the mind? Kant's answer was: _transcendental method using transcendental arguments_ (notions +introduced earlier). If we cannot observe the connections among the denizens of inner sense to any purpose, we can study +what the mind _must_ be like and what capacities and structures (in Kant's jargon, faculties) it _must_ have if it is to +represent things as it does. With this method we can find universally true, that is to say, 'transcendental' +psychological propositions. We have already seen what some of them are: minds must be able to synthesize and minds must +have a distinctive unity, for example. Let us turn now to these substantive claims. + +### Synthesis and Faculties + +We have already discussed Kant's view of the mind's handling of space and time, so we can proceed directly to his +doctrine of synthesis. As Kant put it in one of his most famous passages, “__Concepts without intuitions are empty, +intuitions without concepts are blind__”. Experience requires both percepts and concepts. As we might say now, to +discriminate, we need information; but for information to be of any use to us, we must organize the information. This +organization is provided by acts of synthesis. + +> By _synthesis_, in its most general sense, I understand the act of putting different representations together, and of +> grasping what is manifold in them in one knowledge + +If the doctrine of space and time is the first major part of his model of the mind, the doctrine of synthesis is the +second. Kant claimed, as we saw earlier, that three kinds of synthesis are required to organize information, namely +apprehending in intuition, reproducing in imagination, and recognizing in concepts. Each of the three kinds of synthesis +relates to a different aspect of Kant's fundamental duality of intuition and concept. Synthesis of apprehension concerns +raw perceptual input, synthesis of recognition concerns concepts, and synthesis of reproduction in imagination allows +the mind to go from the one to the other. + +They also relate to three fundamental faculties of the mind. One is the province of Sensibility, one is the province of +Understanding, and the one in the middle is the province of a faculty that has a far less settled position than the +other two, namely, Imagination + +The first two, apprehension and reproduction, are inseparable; one cannot occur without the other. The third, +recognition, requires the other two but is not required by them. It seems that only the third requires the use of +concepts; this problem of non-concept-using syntheses and their relationship to use of the categories becomes a +substantial issue in the second edition, where Kant tries to save the universality of the objective deduction by arguing +that all three kinds of syntheses are required to represent objects. + +Acts of synthesis are performed on that to which we are passive in experience, namely intuitions (_Anschauungen_). +Intuitions are quite different from sense-data as classically understood; we can become conscious of intuitions only +after acts of synthesis and only by inference from these acts, not directly. Thus they are something more like +theoretical entities (better, events) postulated to explain something in what we do recognize. What they explain is the +non-conceptual element in representations, an element over which we have no control. Intuitions determine how our +representations will serve to confirm or refute theories, aid or impede our efforts to reach various goals. + +#### Synthesis of Apprehension in Intuition \ No newline at end of file diff --git a/src/content/posts/leibniz-theodicy/Diagram_of_I_Ching_hexagrams_owned_by_Gottfried_Wilhelm_Leibniz,_1701.png b/src/content/posts/leibniz-theodicy/Diagram_of_I_Ching_hexagrams_owned_by_Gottfried_Wilhelm_Leibniz,_1701.png new file mode 100644 index 000000000..642f02cc8 Binary files /dev/null and b/src/content/posts/leibniz-theodicy/Diagram_of_I_Ching_hexagrams_owned_by_Gottfried_Wilhelm_Leibniz,_1701.png differ diff --git a/src/content/posts/leibniz-theodicy/cover.png b/src/content/posts/leibniz-theodicy/cover.png new file mode 100644 index 000000000..0623eb483 Binary files /dev/null and b/src/content/posts/leibniz-theodicy/cover.png differ diff --git a/src/content/posts/leibniz-theodicy/index.md b/src/content/posts/leibniz-theodicy/index.md new file mode 100644 index 000000000..05799492e --- /dev/null +++ b/src/content/posts/leibniz-theodicy/index.md @@ -0,0 +1,63 @@ +--- +title: Leibniz's Theodicy +published: 2024-12-03 +description: | + Leibnizian idea of perfectibility made Germany so proliferate at contributing genius to the world (Book, The German + Genius). His Philosophy guided German to constantly push themselves to the endless next levels of human perfection. + I believe this notion of perfectionism largely contributed to the unbelievable Geramn warfare technologies during + World War II, such as Tiger and KingTiger +image: cover.png +tags: [Philosophy] +category: English +draft: false +--- + +Overview of Leibniz +------------------- + +_Gottfried Wilhelm Leibniz_ is a very interesting many-sided man (or more easily known as the +[_German Genius_](https://trello.com/c/rkU6jLnK)). He may have been the first computer scientist and information +theorist[^2]. He puzzled over the origins of the Slavic languages and was fascinated by classical Chinese. Leibniz was +also an expert in the Sanskrit language.[^2] He was also perhaps the first major European intellectual to take a close +interest in Chinese civilization[^2], which he knew by corresponding with, and reading other works by, European +Christian missionaries posted in China. He apparently read +[_Confucius Sinarum Philosophus_](https://en.wikipedia.org/wiki/Philippe_Couplet) in the first year of its publication. +He came to the conclusion that Europeans could learn much from the Confucian ethical tradition. He mulled over the +possibility that the Chinese characters were an unwitting form of his +[universal characteristic](https://en.wikipedia.org/wiki/Characteristica_universalis). He noted how the +[I Ching](https://en.wikipedia.org/wiki/I_Ching) (易经) hexagrams correspond to the binary numbers from 000000 to +111111, and concluded that this mapping was evidence of major Chinese accomplishments in the sort of philosophical +mathematics he admired. Leibniz was one of the western philosophers of the time who attempted to accommodate Confucian +ideas to prevailing European beliefs. + +![](./Diagram_of_I_Ching_hexagrams_owned_by_Gottfried_Wilhelm_Leibniz,_1701.png) +> A diagram of I Ching hexagrams sent to Leibniz from Joachim Bouvet. The Arabic numerals were added by Leibniz. + +Leibniz's attraction to Chinese philosophy originates from his perception that Chinese philosophy was similar to his own +The historian E.R. Hughes suggests that Leibniz's ideas of "simple substance" and +"[pre-established harmony](https://en.wikipedia.org/wiki/Pre-established_harmony)" were directly influenced by +Confucianism, pointing to the fact that they were conceived during the period when he was reading _Confucius Sinarum +Philosophus_. + +Theodicy +-------- + +On page 138 of _Theodicy_, the only book-length treatise that he published during his lifetime[^3], Leibniz wrote + +> _Hence the conclusion that God wills all good in himself antecedently, that he wills the best consequently as an end, +> that he wills what is indifferent, and physical evil, sometimes as a means, but that he will only permit +> moral evil as the sine quo non or as a hypothetical necessity which connects it with the best. Therefore the +> consequent will of God, which has sin for its object, is only permissive._ + +Leibniz thinks that the world that we live in is ABSOLUTELY the best possible world because it was created by a perfect +God. That means that there is no "excess" evil; evil always serves some sort of purpose. This has a lot to do with +[The Principal of Sufficient Reason](https://en.wikipedia.org/wiki/Principle_of_sufficient_reason). Evil can exist in a +perfect world because it has sufficient reason to be there. In fact the evil is necessary. He argues this in a few ways. +Evil is necessary for a true type of free will. For free will to be truly admirable the individual needs to be able to +choose from a full range of options (not just good ones). He also says that some ultimate goods (like free will, but we +can think of others like courage, forgiveness, compassion) need suffering in order to exist. The evil is necessary. So +God would allow for these evils in order to make greater good possible[^1]. + +[^1]: [Help with Leibniz's Theodicy](https://www.reddit.com/r/askphilosophy/comments/1so41y/comment/cdziue3/?utm_source=share&utm_medium=web3x&utm_name=web3xcss&utm_term=1&utm_content=share_button) +[^2]: [Wikipedia - Gottfried Wilhelm Leibniz](https://en.wikipedia.org/wiki/Gottfried_Wilhelm_Leibniz) +[^3]: Stanford Encyclopedia of Philosophy, [Leibniz on the Problem of Evil](https://plato.stanford.edu/entries/leibniz-evil/) diff --git a/src/content/posts/literate-programming/cover.png b/src/content/posts/literate-programming/cover.png new file mode 100644 index 000000000..2d107eb1f Binary files /dev/null and b/src/content/posts/literate-programming/cover.png differ diff --git a/src/content/posts/literate-programming/index.md b/src/content/posts/literate-programming/index.md new file mode 100644 index 000000000..5951c75b5 --- /dev/null +++ b/src/content/posts/literate-programming/index.md @@ -0,0 +1,34 @@ +--- +title: Literate Programming +published: 2024-08-07 +description: Shaping a Tech team culture toward literate programming +image: cover.png +tags: [Technology] +category: English +draft: false +--- + +I was studying Jupyter Documentation and stumbled upon [this article](https://jupyter-docs.qubitpi.org/en/latest/what_is_jupyter.html) +which introduced to me the first time __[Literate Programming](https://en.wikipedia.org/wiki/Literate_programming)__. + +I [read about it](http://www.literateprogramming.com/knuthweb.pdf) and ended up couldn't agree with it more. Literate +Programming significantly improves documentation of programs for human by concentrating on explaining to _human beings_ +what we want a computer to do. + +The practitioner of literate programming can be regarded as an essayist, whose main concern is with exposition and +excellence of style. Such an author, with thesaurus in hand, chooses the names of variables carefully and explains what +each variable means. He or she strives for a program that is comprehensible because its concepts have been introduced in +an order that is best for human understanding, using a mixture of formal and informal methods that reinforce each other. + +As a leader who has been a beneficiary of excellent code readability and maintainability, it is my responsibility to +coach my team to follow the same practice of Literate Programming. + +Literate Programming has her perfect fit in [Jupyter Notebooks](https://jupyter-notebook-docs.qubitpi.org) + +- [Write the Docs](https://qubitpi.github.io/writethedocs/) focuses on how a programmer writes better documentations +- [Clean code](https://trello.com/c/5W6W5T0b) goes deeper in a systematic way + +Those above are for engineers. But how about the manager or leader to leads the team? How would we boost a proactive +mindset among the team where each one of them has the consciousness? + +To be continued... diff --git a/src/content/posts/managing-tech-assets-common-lib-or-not/cover.PNG b/src/content/posts/managing-tech-assets-common-lib-or-not/cover.PNG new file mode 100644 index 000000000..e30a68097 Binary files /dev/null and b/src/content/posts/managing-tech-assets-common-lib-or-not/cover.PNG differ diff --git a/src/content/posts/managing-tech-assets-common-lib-or-not/index.md b/src/content/posts/managing-tech-assets-common-lib-or-not/index.md new file mode 100644 index 000000000..82401e16e --- /dev/null +++ b/src/content/posts/managing-tech-assets-common-lib-or-not/index.md @@ -0,0 +1,115 @@ +--- +title: Managing Tech Assets - Is a Common Library a Good Idea? No +published: 2024-07-17 +description: Managing Tech Assets - Is a Common Library a Good Idea? No +image: cover.PNG +tags: [Management] +category: English +draft: false +--- + +A Story - A Person Created a Common Library and Then... +------------------------------------------------------- + +"Embarrassingly I introduced a "common" library, named as such, in a team environment a couple of decades back. +I didn't really understand the dynamics back then of what could happen in a loosely-coordinated team setting in just a +matter of months. + +When I introduced it I thought I made it clear and also documented that it's for things we'd all agree we find useful on +a daily basis, that it's intended to be a minimalist library, and that the library should depend on nothing else besides +the standard library so that it's as easy to deploy as possible in new projects. My thinking at the time was that it was +our own little extension to the standard library for things that, in our particular domain, we found useful on a daily +basis. + +And it started off well enough. We started off with a math library (`common/math*`) of routines which we all used on a +daily basis, since we were working on computer graphics which was often heavy on the linear algebra. And since we were +often interoping with C code, we agreed on some useful utility functions like find_index which, unlike std::find in C++, +would return an index to an element found in a sequence instead of an iterator which mimicked how our C functions worked +-- things of this sort -- a little bit eclectic but minimalist and widely used enough to remain familiar and practical +to everyone, and instant familiarity is an extremely important criteria as I see it in trying to make anything that is +"common" or "standard" since if it truly is "common", it should have that familiar quality about it as a result of its +wide adoption and daily usage. + +But over time the design intentions of the library slipped out of my fingers as people started to add things they used +personally that they merely thought might be of use to someone else, only to find no one else using it. And later +someone started adding functions that depended on OpenGL for common GL-related routines. Further on we adopted Qt and +people started adding code that depended on Qt, so already the common library was dependent on two external libraries. +At some point someone added common shader routines which was dependent on our application-specific shader library, and +at that point you couldn't even deploy it in a new project without bringing in Qt, OGL, and our application-specific +shader library and writing a non-trivial build script for your project. So it turned into this eclectic, interdependent +mess. Later on people even added GUI-dependent code to it. + +But I've also found by debating what should and shouldn't go into this library that what is considered "common" can +easily turn into a very subjective idea if you don't set a very hard line rule that what's "common" is what everyone +tends to find useful on a daily basis. Any loosening of the standards and it quickly degrades from things everyone finds +useful on a daily basis to something a single developer finds useful that might have the possibility of being beneficial +to someone else, and at that point the library degrades into an eclectic mess really fast. + +But furthermore when you reach that point, some developers can start adding things for the simple reason that they don't +like the programming language. They might not like the syntax of a for loop or a function call, at which point the +library is starting to get filled with things that's just fighting the fundamental syntax of the language, replacing a +couple of lines of straightforward code which isn't really duplicating any logic down to a single terse line of exotic +code only familiar to the developer who introduced such a shorthand. Then such a developer might start adding more +functionality to the common library implemented using such shorthands, at which point significant sections of the common +library become interwoven with these exotic shorthands which might seem beautiful and intuitive to the developer who +introduced it but ugly and foreign and hard to understand for everyone else. And at that point I think you know that any +hope of making something truly "common" is lost, since "common" and "unfamiliar" are polar opposite ideas. + +So there's all kinds of cans of worms there, at least in a loosely-coordinated team environment, with a library with +ambitions as broad and as generalized as just "commonly-used stuff". And while the underlying problem might have been +the loose coordination above all else, at least multiple libraries intended to serve a more singular purpose, like a +library intended to provide math routines and nothing else, probably wouldn't degrade as significantly in terms of its +design purity and dependencies as a "common" library. So in retrospect I think it would be much better to err on the +side of libraries which have much more clear design intentions. I've also found over the years that narrow in purpose +and narrow in applicability are radically different ideas. Often the most widely applicable things are the narrowest and +most singular in purpose, since you can then say, "aha, this is exactly what I need", as opposed to wading through an +eclectic library of disparate functionality trying to see if it has something you need. + +Also I'm admittedly at least a little bit impractical and care maybe a bit too much about aesthetics, but the way I tend +to perceive my idea of a library's quality (and maybe even "beauty") is judged more by its weakest link than its +strongest, in a similar way that if you presented me the most appetitizing food in the world but, on the same plate, put +something rotting on there that smells really bad, I tend to want to reject the entire plate. And if you're like me in +that regard and make something that invites all sorts of additions as something called "common", you might find yourself +looking at that analogical plate with something rotting on the side. So likewise I think it's good if a library is +organized and named and documented in a way such that it doesn't invite more and more and more additions over time. And +that can even apply to your personal creations, since I've certainly created some rotten stuff here and there, and it +"taints" a lot less if it's not being added to the biggest plate. Separating things out into small, very singular +libraries has a tendency to better decouple code as well, if only by the sheer virtue that it becomes far less +convenient to start coupling everything. + +:::tip +Code deduplication has been hammered into me over the years but I feel like I should try it this time around. +::: + +What I might suggest in your case is to start to take it easy on code deduplication. I'm not saying to copy and paste +big snippets of poorly-tested, error-prone code around or anything of this sort, or duplicating huge amounts of +non-trivial code that has a decent probability of requiring changes in the future. + +But especially if you are of the mindset to create a "common" library, for which I assume your desire is to create +something widely-applicable, highly reusable, and perhaps ideally something you find just as useful today as you do a +decade from now, then sometimes you might even need or want some duplication to achieve this elusive quality. Because +the duplication might actually serve as a decoupling mechanism. It's like if you want to separate a video player from an +MP3 player, then you at least have to duplicate some things like batteries and hard drives. They can't share these +things or else they're indivisibly coupled and cannot be used independently of each other, and at that point people +might not be interested in the device anymore if all they want to do is play MP3s. But some time after you split these +two devices apart, you might find that the MP3 player can benefit from a different battery design or smaller hard drive +than the video player, at which point you're no longer duplicating anything; what initially started out as duplication +to allow this interdependent device to split into two separate, independent devices might later turn out to yield +designs and implementations that are no longer redundant at all. + +It's worth considering things from the perspective of the one using a library. Would you actually want to use a library +that minimizes code duplication? Chances are that you won't because one that does will naturally depend on other +libraries. And those other libraries might depend on other libraries to avoid duplicating their code, and so on, until +you might need to import/link 50 different libraries to just to get some basic functionality like loading and playing an +audio file, and that becomes very unwieldy. Meanwhile if such an audio library deliberately chose to duplicate some +things here and there to achieve its independence, it becomes so much easier to use in new projects, and chances are +that it won't need to be updated nearly as often since it won't need to change as a result of one its dependent external +libraries changing which might be trying to fulfill a much more generalized purpose than what the audio library needs. + +So sometimes it's worth deliberately choosing to duplicate a little bit (consciously, never out of laziness -- actually +out of diligence) in order to decouple a library and make it independent because, through that independence, it achieves +a wider range of practical applicability and even stability (no more afferent couplings). If you want to design the most +reusable libraries possible that will last you from one project to the next and over the years, then on top of narrowing +its scope to the minimum, I would actually suggest considering duplicating a little bit here. And naturally write unit +tests and make sure it's really thoroughly tested and reliable at what it's doing. This is only for the libraries that +you really want to take the time to generalize to a point that goes far beyond a single project." diff --git a/src/content/posts/markdown-extended.md b/src/content/posts/markdown-extended.md deleted file mode 100644 index 149a7d8b4..000000000 --- a/src/content/posts/markdown-extended.md +++ /dev/null @@ -1,83 +0,0 @@ ---- -title: Markdown Extended Features -published: 2024-05-01 -description: 'Read more about Markdown features in Fuwari' -image: '' -tags: [Demo, Example, Markdown, Fuwari] -category: 'Examples' -draft: false ---- - -## GitHub Repository Cards -You can add dynamic cards that link to GitHub repositories, on page load, the repository information is pulled from the GitHub API. - -::github{repo="Fabrizz/MMM-OnSpotify"} - -Create a GitHub repository card with the code `::github{repo="/"}`. - -```markdown -::github{repo="saicaca/fuwari"} -``` - -## Admonitions - -Following types of admonitions are supported: `note` `tip` `important` `warning` `caution` - -:::note -Highlights information that users should take into account, even when skimming. -::: - -:::tip -Optional information to help a user be more successful. -::: - -:::important -Crucial information necessary for users to succeed. -::: - -:::warning -Critical content demanding immediate user attention due to potential risks. -::: - -:::caution -Negative potential consequences of an action. -::: - -### Basic Syntax - -```markdown -:::note -Highlights information that users should take into account, even when skimming. -::: - -:::tip -Optional information to help a user be more successful. -::: -``` - -### Custom Titles - -The title of the admonition can be customized. - -:::note[MY CUSTOM TITLE] -This is a note with a custom title. -::: - -```markdown -:::note[MY CUSTOM TITLE] -This is a note with a custom title. -::: -``` - -### GitHub Syntax - -> [!TIP] -> [The GitHub syntax](https://github.com/orgs/community/discussions/16925) is also supported. - -``` -> [!NOTE] -> The GitHub syntax is also supported. - -> [!TIP] -> The GitHub syntax is also supported. -``` \ No newline at end of file diff --git a/src/content/posts/markdown.md b/src/content/posts/markdown.md deleted file mode 100644 index 43285c76d..000000000 --- a/src/content/posts/markdown.md +++ /dev/null @@ -1,166 +0,0 @@ ---- -title: Markdown Example -published: 2023-10-01 -description: A simple example of a Markdown blog post. -tags: [Markdown, Blogging, Demo] -category: Examples -draft: false ---- - -# An h1 header - -Paragraphs are separated by a blank line. - -2nd paragraph. _Italic_, **bold**, and `monospace`. Itemized lists -look like: - -- this one -- that one -- the other one - -Note that --- not considering the asterisk --- the actual text -content starts at 4-columns in. - -> Block quotes are -> written like so. -> -> They can span multiple paragraphs, -> if you like. - -Use 3 dashes for an em-dash. Use 2 dashes for ranges (ex., "it's all -in chapters 12--14"). Three dots ... will be converted to an ellipsis. -Unicode is supported. ☺ - -## An h2 header - -Here's a numbered list: - -1. first item -2. second item -3. third item - -Note again how the actual text starts at 4 columns in (4 characters -from the left side). Here's a code sample: - - # Let me re-iterate ... - for i in 1 .. 10 { do-something(i) } - -As you probably guessed, indented 4 spaces. By the way, instead of -indenting the block, you can use delimited blocks, if you like: - -``` -define foobar() { - print "Welcome to flavor country!"; -} -``` - -(which makes copying & pasting easier). You can optionally mark the -delimited block for Pandoc to syntax highlight it: - -```python -import time -# Quick, count to ten! -for i in range(10): - # (but not *too* quick) - time.sleep(0.5) - print i -``` - -### An h3 header - -Now a nested list: - -1. First, get these ingredients: - - - carrots - - celery - - lentils - -2. Boil some water. - -3. Dump everything in the pot and follow - this algorithm: - - find wooden spoon - uncover pot - stir - cover pot - balance wooden spoon precariously on pot handle - wait 10 minutes - goto first step (or shut off burner when done) - - Do not bump wooden spoon or it will fall. - -Notice again how text always lines up on 4-space indents (including -that last line which continues item 3 above). - -Here's a link to [a website](http://foo.bar), to a [local -doc](local-doc.html), and to a [section heading in the current -doc](#an-h2-header). Here's a footnote [^1]. - -[^1]: Footnote text goes here. - -Tables can look like this: - -size material color - ---- - -9 leather brown -10 hemp canvas natural -11 glass transparent - -Table: Shoes, their sizes, and what they're made of - -(The above is the caption for the table.) Pandoc also supports -multi-line tables: - ---- - -keyword text - ---- - -red Sunsets, apples, and -other red or reddish -things. - -green Leaves, grass, frogs -and other things it's -not easy being. - ---- - -A horizontal rule follows. - ---- - -Here's a definition list: - -apples -: Good for making applesauce. -oranges -: Citrus! -tomatoes -: There's no "e" in tomatoe. - -Again, text is indented 4 spaces. (Put a blank line between each -term/definition pair to spread things out more.) - -Here's a "line block": - -| Line one -| Line too -| Line tree - -and images can be specified like so: - -[//]: # (![example image](./demo-banner.png "An exemplary image")) - -Inline math equations go in like so: $\omega = d\phi / dt$. Display -math should get its own line and be put in in double-dollarsigns: - -$$I = \int \rho R^{2} dV$$ - -And note that you can backslash-escape any punctuation characters -which you wish to be displayed literally, ex.: \`foo\`, \*bar\*, etc. diff --git a/src/content/posts/oliver-twist/cover.png b/src/content/posts/oliver-twist/cover.png new file mode 100644 index 000000000..a28bd3a1b Binary files /dev/null and b/src/content/posts/oliver-twist/cover.png differ diff --git a/src/content/posts/oliver-twist/index.md b/src/content/posts/oliver-twist/index.md new file mode 100644 index 000000000..df78a69e2 --- /dev/null +++ b/src/content/posts/oliver-twist/index.md @@ -0,0 +1,49 @@ +--- +title: Oliver Twist +published: 2024-07-25 +description: Pure-hearted leadership +image: cover.png +tags: [Leadership] +category: English +draft: false +--- + +The Movie +--------- + + + +[Major Themes and Symbols](https://en.wikipedia.org/wiki/Oliver_Twist#Major_themes_and_symbols) +-------------------------- + +In Oliver Twist, Dickens mixes grim realism with merciless satire to describe the effects of industrialism on +19th-century England and to criticise the harsh new Poor Laws. __Oliver__, an innocent child, is trapped in a world +where his only options seem to be the workhouse, a life of crime symbolised by Fagin's gang, a prison, or an early +grave. From this unpromising industrial/institutional setting, however, a fairy tale also emerges. In the midst of +corruption and degradation, the essentially passive Oliver _remains pure-hearted; he steers away from evil when those +around him give in to it_, and in proper fairy-tale fashion, he eventually receives his reward - leaving for a peaceful +life in the country, surrounded by kind friends. On the way to this happy ending, Dickens explores the kind of life an +outcast, orphan boy could expect to lead in 1830s London + +__Nancy__, by contrast, redeems herself at the cost of her own life and dies in a prayerful pose. She is one of the few +characters in Oliver Twist to display much ambivalence. Her storyline in the novel strongly reflects themes of domestic +violence and psychological abuse at the hands of Bill. Although Nancy is a full-fledged criminal, indoctrinated and +trained by Fagin since childhood, she retains enough empathy to repent her role in Oliver's kidnapping, and to take +steps to try to atone. As one of Fagin's victims, corrupted but not yet morally dead, she gives eloquent voice to the +horrors of the old man's little criminal empire. She wants to save Oliver from a similar fate; at the same time, she +recoils from the idea of turning traitor, especially to Bill Sikes, whom she loves. When Dickens was later criticised +for giving to a "thieving, whoring slut of the streets" such an unaccountable reversal of character, he ascribed her +change of heart to "the last fair drop of water at the bottom of a dried-up, weed-choked well". + +Leadership is, at root, about Influencing Others +------------------------------------------------ + +At the end of the day, the movie symbolizes the [Golden Rule](https://en.wikipedia.org/wiki/Golden_Rule) + +When dealing with the huge pressure of meeting deadlines or attaining shareholder profitability targets, in most cases, +the Golden Rule tends to be forgotten by employers. In this respect, business leaders need to stop putting corporate +priorities and greed above the needs of employees. I am not arguing for an end of profit, but to prevent businesses from +profiting from employee harm and potential exploitation. Profits should be a product of an organisation’s purpose, but +not the purpose of the organisation. + +> ["Great leaders are willing to sacrifice the numbers to save the people"](https://youtu.be/lmyZMtPVodo) (Simon Sinek) diff --git a/src/content/posts/pro-lege-manilia/cover.png b/src/content/posts/pro-lege-manilia/cover.png new file mode 100644 index 000000000..93af3e3ac Binary files /dev/null and b/src/content/posts/pro-lege-manilia/cover.png differ diff --git a/src/content/posts/pro-lege-manilia/index.md b/src/content/posts/pro-lege-manilia/index.md new file mode 100644 index 000000000..df7b04b69 --- /dev/null +++ b/src/content/posts/pro-lege-manilia/index.md @@ -0,0 +1,507 @@ +--- +title: Pro Lege Manilia +published: 2024-08-03 +image: cover.png +tags: [Public Speech] +category: Latin +draft: false +font: SweynheimPannartz +--- + +Quamquam mihi semper frequens conspectus vester multo iucundissimus, hic autem locus ad agendum amplissimus, ad dicendum +ornatissimus est visus, Quirites, tamen hoc aditu laudis, qui semper optimo cuique maxime patuit, non mea me voluntas +adhuc, sed vitae meae rationes ab ineunte aetate susceptae prohibuerunt. Nam cum antea per aetatem nondum huius +auctoritatem loci attingere auderem, statueremque nihil huc nisi perfectum ingenio, elaboratum industria adferri +oportere, omne meum tempus amicorum temporibus transmittendum putavi. + +Ita neque hic locus vacuus umquam fuit ab eis qui vestram causam defenderent, et meus labor, in privatorum periculis +caste integreque versatus, ex vestro iudicio fructum est amplissimum consecutus. Nam cum propter dilationem comitiorum +ter praetor primus centuriis cunctis renuntiatus sum, facile intellexi, Quirites, et quid de me iudicaretis, et quid +aliis praescriberetis. Nunc cum et auctoritatis in me tantum sit, quantum vos honoribus mandandis esse voluistis, et ad +agendum facultatis tantum, quantum homini vigilanti ex forensi usu prope cotidiana dicendi exercitatio potuit adferre, +certe et si quid auctoritatis in me est, apud eos utar qui eam mihi dederunt, et si quid in dicendo consequi possum, eis +ostendam potissimum, qui ei quoque rei fructum suo iudicio tribuendum esse duxerunt. + +Atque illud in primis mihi laetandum iure esse video, quod in hac insolita mihi ex hoc loco ratione dicendi causa talis +oblata est, in qua oratio deesse nemini possit. Dicendum est enim de Cn. Pompei singulari eximiaque virtute: huius autem +orationis difficilius est exitum quam principium invenire. Ita mihi non tam copia quam modus in dicendo quaerendus est. + +Atque,--ut inde oratio mea proficiscatur, unde haec omnis causa ducitur,--bellum grave et periculosum vestris +vectigalibus ac sociis a duobus potentissimis regibus infertur, Mithridate et Tigrane, quorum alter relictus, alter +lacessitus, occasionem sibi ad occupandam Asiam oblatam esse arbitrantur. Equitibus Romanis, honestissimis viris, +adferuntur ex Asia cotidie litterae, quorum magnae res aguntur in vestris vectigalibus exercendis occupatae: qui ad me, +pro necessitudine quae mihi est cum illo ordine, causam rei publicae periculaque rerum suarum detulerunt: + +Bithyniae, quae nunc vestra provincia est, vicos exustos esse compluris; regnum Ariobarzanis, quod finitimum est vestris +vectigalibus, totum esse in hostium potestate; L. Lucullum, magnis rebus gestis, ab eo bello discedere; huic qui +successerit non satis esse paratum ad tantum bellum administrandum; unum ab omnibus sociis et civibus ad id bellum +imperatorem deposci atque expeti, eundem hunc unum ab hostibus metui, praeterea neminem. + +Causa quae sit videtis: nunc quid agendum sit considerate. Primum mihi videtur de genere belli, deinde de magnitudine, +tum de imperatore deligendo esse dicendum. Genus est belli eius modi, quod maxime vestros animos excitare atque +inflammare ad persequendi studium debeat: in quo agitur populi Romani gloria, quae vobis a maioribus cum magna in +omnibus rebus tum summa in re militari tradita est; agitur salus sociorum atque amicorum, pro qua multa maiores vestri +magna et gravia bella gesserunt; aguntur certissma populi Romani vectigalia et maxima, quibus amissis et pacis ornamenta +et subsidia belli requiretis; aguntur bona multorum civium, quibus est a vobis et ipsorum et rei publicae causa +consulendum. + +Et quoniam semper appetentes gloriae praeter ceteras gentis atque avidi laudis fuistis, delenda est vobis ill macula +Mithridatico bello superiore concepta, quae penitus iam insedit ac nimis inveteravit in populi Romani nomine,--quod is, +qui uno die, tota in Asia, tot in civitatibus, uno nuntio atque una significatione [litterarum] civis Romanos necandos +trucidandosque denotavit, non modo adhuc poenam nullam suo dignam scelere suscepit, sed ab illo tempore annum iam +tertium et vicesimum regnat, et ita regnat, ut se non Ponti neque Cappadociae latebris occultare velit, sed emergere ex +patrio regno atque in vestris vectigalibus, hoc est, in Asiae luce versari. + +Etenim adhuc ita nostri cum illo rege contenderunt imperatores, ut ab illo insignia victoriae, non victoriam +reportarent. Triumphavit L. Sulla, triumphavit L. Murena de Mithridate, duo fortissimi viri et summi imperatores; sed +ita triumpharunt, ut ille pulsus superatusque regnaret. Verum tamen illis imperatoribus laus est tribuenda quod egerunt, +venia dandaquod reliquerunt, propterea quod ab eo bello Sullam in Italiam res publica, Murenam Sulla revocavit. + +Mithridates autem omne reliquum tempus non ad oblivionem veteris belli, sed ad comparationem novi contulit: qui [postea] +cum maximas aedificasset ornassetque classis exercitusque permagnos quibuscumque ex gentibus potuisset comparasset, et +se Bosporanis finitimis suis bellum inferre similaret, usque in Hispaniam legatos ac litteras misit ad eos duces +quibuscum tum bellum gerebamus, ut, cum duobus in locis disiunctissimis maximeque diversis uno consilio a binis hostium +copiis bellum terra marique gereretur, vos ancipiti contentione districti de imperio dimicaretis. + +Sed tamen alterius partis periculum, Sertorianae atque Hispaniensis, quae multo plus firmamenti ac roboris habebat, Cn. +Pompei divino consilio ac singulari virtute depulsum est; in altera parte ita res a L. Lucullo summo viro est +administrata, ut initia illa rerum gestarum magna atque praeclara non felicitati eius, sed virtuti, haec autem extrema, +quae nuper acciderunt, non culpae, sed fortunae tribuenda esse videantur. Sed de Lucullo dicam alio loco, et ita dicam, +Quirites, ut neque vera laus ei detracta oratione mea neque falsa adficta esse videatur: + +de vestri imperi dignitate atque gloria--quoniam is est exorsus orationis meae-- videte quem vobis animum suscipiendum +putetis. Maiores nostri saepe mercatoribus aut naviculariis nostris iniuriosius tractatis bella gesserunt: vos, tot +milibus civium Romanorum uno nuntio atque uno tempore necatis, quo tandem animo esse debetis? Legati quod erant +appellati superbius, Corinthum patres vestri totius Graeciae lumen exstinctum esse voluerunt: vos eum regem inultum esse +patiemini, qui legatum populi Romani consularem vinculis ac verberibus atque omni supplicio excruciatum necavit? Illi +libertatem imminutam civium Romanorum non tulerunt: vos ereptam vitam neglegetis? ius legationis verbo violatum illi +persecuti sunt: vos legatum omni supplicio interfectum relinquetis? + +Videte ne, ut illis pulcherrimum fuit tantam vobis imperi gloriam tradere, sic vobis turpissimum sit, id quod accepistis +tueri et conservare non posse. Quid? quod salus sociorum summum in periculum ac discrimen vocatur, quo tandem animo +ferre debetis? Regno est expulsus Ariobarzanes rex, socius populi Romani atque amicus; imminent duo reges toti Asiae non +solum vobis inimicissimi, sed etiam vestris sociis atque amicis; civitates autem omnes cuncta Asia atque Graecia vestrum +auxilium exspectare propter periculi magnitudinem coguntur; imperatorem a vobis certum deposcere, cum praesertim vos +alium miseritis, neque audent, neque se id facere sine summo periculo posse arbitrantur. + +Vident et sentiunt hoc idem quod vos,--unum virum esse, in quo summa sint omnia, et eum propter esse, quo etiam carent +aegrius; cuius adventus ipso atque nomine, tametsi ille ad maritimum bellum venerit, tamen impetus hostium repressos +esse intellegunt ac retardatos. His vos, quoniam libere loqui non licet, tacite rogant, ut se quoque, sicut ceterarum +provinciarum socios, dignos existimetis, quorum salutem tali viro commendetis; atque hoc etiam magis, quod ceteros in +provinciam eius modi homines cum imperio mittimus, ut etiam si ab hoste defendant, tamen ipsorum adventus in urbis +sociorum non multum ab hostili expugnatione differant. Hunc audiebant antea, nunc praesentem vident, tanta temperantia, +tanta mansuetudine, tanta humanitate, ut ei beatissimi esse videantur, apud quod ille diutissime commoratur. + +Qua re si propter socios, nulla ipsi iniuria lacessiti, maiores nostri cum Antiocho, cum Philippo, cum Aetolis, cum +Poenis bella gesserunt, quanto vos studio convenit iniuriis provocatos sociorum salutem una cum imperi vestri dignitate +defendere, praesertim cum de maximis vestris vectigalibus agatur? Nam ceterarum provinciarum vectigalia, Quirites, tanta +sunt, ut eis ad ipsas provincias tutandas vix contenti esse possimus: Asia vero tam opima est ac fertilis, ut et +ubertate agrorum et varietate fructuum et magnitudine pastionis et multitudine earum rerum quae exportantur, facile +omnibus terris antecellat. Itaque haec vobis provincia, Quirites, si et belli utilitatem et pacis dignitatem retinere +voltis, non modo a calamitate, sed etiam a metu calamitatis est defenda. + +Nam in ceteris rebus cum venit calamitas, tum detrimentum accipitur; at in vectigalibus non solum adventus mali, sed +etiam metus ipse adfert calamitatem. Nam cum hostium copiae non longe absunt, etiam si inruptio nulla facta est, tamen +pecuaria relinquitur, agri cultura deseritur, mercatorum navigatio conquiescit. Ita neque ex portu neque ex decumis +neque ex scriptura vectigal conservari potest: qua re saepe totius anni fructus uno rumore periculi atque uno belli +terrore amittitur. + +Quo tandem igitur animo esse existimatis aut eos qui vectigalia nobis pensitant, aut eos qui exercent atque exigunt, cum +duo reges cum maximis copiis propter adsint? cum una excursio equitatus perbrevi tempore totius anni vectigal auferre +possit? cum publicani familias maximas, quas in saltibus habent, quas in agris, quas in portubus atque custodiis, magno +periculo se habere arbitrentur? Putatisne vos illis rebus frui posse, nisi eos qui vobis fructui sunt conservaritis non +solum (ut ante dixi) calamitate, sed etiam calamitatis formidine liberatos? + +Ac ne illud quidem vobis neglegendum est, quod mihi ego extremum proposueram, cum essem de belli genere dicturus, quod +ad multorum bona civium Romanorum pertinet, quorum vobis pro vesta sapientia, Quirites, habenda est ratio diligenter. +Nam et publicani, homines honestissimi atque ornatissimi, suas rationes et copias in illam provinciam contulerunt, +quorum ipsorum per se res et fortunae vobis curae esse debent. Etenim si vectigalia nervos esse rei publicae semper +duximus, eum certe ordinem, qui exercet illa, firmamentum ceterorum ordinum recte esse dicemus. + +Deinde ex ceteris ordinibus homines gnavi atque industrii partim ipsi in Asia negotiantur, quibus vos absentibus +consulere debetis, partim eorum in ea provincia pecunias magnas conlocatas habent. Est igitur humanitatis vestrae magnum +numerum eorum civium calamitate prohibere, sapientiae videre multorum civium calamitatem a re publica seiunctam esse non +posse. Etenim primum illud parvi refert, vos publicanis amissa vectigalia postea victoria recuperare; neque enim isdem +redimendi facultas erit propter calamitatem, neque aliis voluntas propter timorem. + +Deinde quod nos eadem Asia atque idem iste Mithridates initio belli Asiatici docuit, id quidem certe calamitate docti +memoria retinere debemus. Nam tum, cum in Asia res magnas permulti, amiserant, scimus Romae, solutione impedita, fidem +concidisse. Non enim possunt una in civitate multi rem ac fortunas amittere, ut non plures secum in eandem trahant +calamitatem. A quo periculo prohibete rem publicam, et mihi credite id quod ipsi videtis: haec fides atque haec ratio +pecuniarum, quae Romae, quae in foro versatur, implicata est cum illis pecuniis Asiaticis et cohaeret. Ruere illa non +possunt, ut haec non eodem labefacta motu concidant. Qua re videte num dubitandum vobis sit omni studio ad id bellum +incumbere, in quo gloria nominis vestri, salus sociorum, vectigalia maxima, fortunae plurimorum civium coniunctae cum re +publica defendantur. + +Quoniam de genere belli dixi, nunc de magnitudine pauca dicam. Potest hoc enim dici, belli genus esse ita necessarium ut +sit gerendum, non esse ita magnum ut sit pertimescendum. In quo maxime elaborandum est, ne forte ea vobis quae +diligentissime providenda sunt, contemnenda esse videantur. Atque ut omnes intellegant me L. Lucullo tantum impertire +laudis, quantum forti viro et sapienti homini et magno imperatori debeatur, dico eius adventu maximas Mithridati copias +omnibus rebus ornatus atque instructas fuisse, urbemque Asiae clarissimam nobisque amicissimam, Cyzicenorum, obsessam +esse ab ipso rege maxima multitudine et oppugnatam vehementissime, quam L. Lucullus virtute, adsiduitate, consilio, +summis obsidionis periculis liberavit: + +ab eodem imperatore classem magnam et ornatam, quae ducibus Sertorianis ad Italiam studio atque odio inflammata +raperetur, superatam esse atque depressami magnas hostium praeterea copias multis proeliis esse deletas, patefactumque +nostris legionibs esse Pontum, qui antea populo Romano ex omni aditu clausus fuisset; Sinopen atque Amisum, quibus in +oppidis erant domicilia regis, omnibus rebus ornatus ac refertas, ceterasque urbis Ponti et Cappadociae permultas, uno +aditu adventuque esse captas; regem, spoliatum regno patrio atque avito, ad alios se reges atque ad alias gentis +supplicem contulisse; atque haec omnia salvis populi Romani sociis atque integris vectigalibus esse gesta. Satis opinor +haec esse laudis, atque ita, Quirites, ut hoc vos intellegatis, a nullo istorum, qui huic obtrectant legi atque causae, +L. Lucullum similiter ex hoc loco esse laudatum. + +Requiretur fortasse nunc quem ad modum, cum haec ita sint, reliquum possit magnum esse bellum. Cognoscite, Quirites. Non +enim hoc sine causa quaeri videtur. Primum ex suo regno sic Mithridates profugit, ut ex eodem Ponto Medea illa quondam +profugisse dicitur, quam praedicant in fuga fratris sui membra in eis locis, qua se parens persequeretur, dissipavisse, +ut eorum conlectio dispersa, maerorque patrius, celeritatem persequendi retardaret. Sic Mithridates fugiens maximam vim +auri atque argenti pulcherrimarumque rerum omnium, quas et a maioribus acceperat et ipse bello superiore ex tota Asia +direptas in suum regnum congesserat, in Ponto omnem reliquit. Haec dum nostri conligunt omnia diligentius, rex ipse e +manibus effugit. Ita illum in persequendi studio maeror, hos laetitia tardavit. + +Hunc in illo timore et fuga Tigranes rex Armenius excepit, diffidentemque rebus suis confirmavit, et adflictum erexit, +perditumque recreavit. Cuius in regnum postea quam L. Lucullus cum exercitu venit, plures etiam gentes contra +imperatorem nostrum concitatae sunt. Erat enim metus iniectus eis nationibus, quas numquam populus Romanus neque +lacessendas bello neque temptandas putavit: erat etiam alia gravis atque vehemens opinio, quae animos gentium barbarum +pervaserat, fani locupletissimi et religiosissimi diripiendi causa in eas oras nostrum esse exercitum adductum. Ita +nationes multae atque magnae novo quodam terrore ac metu concitabantur. Noster autem exercitus, tametsi urbem ex Tigrani +regno ceperat, et proeliis usus erat secundis, tamen nimia longinquitate locorum ac desiderio suorum commovebatur. + +Hic iam plura non dicam. Fuit enim illud extremum ut ex eis locis a militibus nostris reditus magis maturus quam +processio longior quaereretur. Mithridates autem et suam manum iam confirmarat, [et eorum] qui se ex ipsius regno +conlegerant, et magnis adventiciis auxiliis multorum regum et nationum iuvabatur. iam hoc fere sic fieri solere +accepimus, ut regem adflictae fortunae facile multorum opes adliciant ad misericordiam, maximeque eorum qui aut reges +sunt aut vivunt in regno, ut eis nomen regale magnum et sanctum esse videatur. + +Itaque tantum victus efficere potuit, quantum incolumis numquam est ausus optare. Nam cum se in regnum suum recepisset, +non fuit eo contentus, quod ei praeter spem acciderat,--ut illam, postea quam pulsus erat, terram umquam +attingeret,--sed in exercitum nostrum clarum atque victorem impetum fecit. Sinite hoc loco, Quirites, sicut poetae +solent, qui res Romanas scribunt, praeterire me nostram calamitatem, quae tanta fuit, ut eam ad auris [Luculli] +imperatoris non ex proelio nuntius, sed ex sermone rumor adferret. + +Hic in illo ipso malo gravissimaque belli offensione, L. Lucullus, qui tamen aliqua ex parte eis incommodis mederi +fortasse potuisset, vestro iussu coactus,--qui imperi diuturnitati modum statuendum vetere exemplo putavistis,--partem +militum, qui iam stipendiis confecti erant, dimisit, partem M'. Glabrioni tradidit. Multa praetereo consulto, sed ea vos +coniectura perspicite, quantum illud bellum factum putetis, quod coniungant reges potentissimi, renovent agitatae +nationes, suscipiant integrae gentes, novus imperator noster accipiat, vetere exercitu pulso. + +Satis mihi multa verba fecisse videor, qua re esset hoc bellum genere ipso necessarium, magnitudine periculosum. Restat +ut de imperatore ad id bellum delingendo ac tantis rebus praeficiendo dicendum esse videatur. Utinam, Quirites, virorum +fortium atque innocentium copiam tantam haberetis, ut haec vobis deliberatio difficilis esset, quemnam potissimum tantis +rebus ac tanto bello praeficiendum putaretis! Nunc vero--cum sit unus Cn. Pompeius, qui non modo eorum hominum qui nunc +sunt gloriam, sed etiam antiquitatis memoriam virtute superarit--quae res est quae cuiusquam animum in hac causa dubium +facere possit? + +Ego enim sic existimo, in summo imperatore quattuor has res inesse oportere,--scientiam rei militaris, virtutem, +auctoritatem, felicitatem. Quis igitur hoc homine scientior umquam aut fuit aut esse debuit? qui e ludo atque e +pueritiae disciplinis bello maximo atque acerrimis hostibus ad patris exercitum atque in militiae disciplinam profectus +est; qui extrema pueritia miles in exercitu fuit simmi imperatoris, ineunte adulescentia maximi ipse exercitus +imperator; qui saepius cum hoste conflixit quam quisquam cum inimice concertavit, plura bello gessit quam ceteri +legerunt, plures provincias confecit quam alii concupiverunt; cuius adulescentia ad scientiam rei militaris non alienis +praeceptis sed suis imperiis, non offensionibus belli sed victoriis, non stipendiis sed triumphis est erudita. Quod +denique genus esse belli potest, in quo illum non exercuerit fortuna rei publicae? Civile, Africanum, Transalpinum, +Hispaniense [mixtum ex civitatibus atque ex bellicosissimis nationibus], servile, navale bellum, varia et diversa genera +et bellorum et hostium, non solum gesta ab hoc uno, sed etiam confecta, nullam rem esse declarant in usu positam +militari, quae huius viri scientiam fugere possit. + +iam vero virtuti Cn. Pompei quae potest oratio par inveniri? Quid est quod quisquam aut illo dignum aut vobis novum aut +cuiquam inauditum possit adferre? Neque enim illae sunt solae virtutes imperatoriae, quae volgo existimantur,--labor in +negotiis, fortitudo in periculis, industria in agendo, celeritas in conficiendo, consilium in providiendo: quae tanta +sunt in hoc uno, quanta in omnibus reliquis imperatoribus, quos aut vidimus aut audivimus, non fuerunt. + +Testis est Italia, quam ille ipse victor L. Sulla huius virtute et subsidio confessus est liberata. Testis est Sicilia, +quam multis undique cinctam periculis non terrore belli, sed consili celeritate explicavit. Testis est Africa, quae, +magnis oppressa hostium copiis, eorum ipsorum sanguine redundavit. Testis est Gallia, per quam legionibus nostris iter +in Hispaniam Gallorum internecione patefactum est. Testis est Hispania, quae saepissime plurimos hostis ab hoc superatos +prostratosque conspexit. Testis est iterum et saepius Italia, quae cum servili bello taetro periculosoque premeretur, ab +hoc auxilium absente expetivit: quod bellum exspectatione eius attentuatum atque imminutum est, adventu sublatum ac +sepultum. + +Testes nunc vero iam omnes orae atque omnes exterae gentes ac nationes, denique maria omnia cum universa, tum in +singulis oris omnes sinus at portus. Quis enim toto mari locus per hos annos aut tam firmum habuit praesidium ut tutus +esset, aut tam fuit abditus ut lateret? Quis navigavit qui non se aut mortis aut servitutis periculo committeret, cum +aut hieme aut referto praedonum mari navigaret? Hoc tantum belum, tam turpe, tam vetus, tam late divisum atque +dispersum, quis umquam arbitraretur aut ab omnibus imperatoribus uno anno aut omnibus annis ab uno imperatore confici +posse? + +Quam provinciam tenuistis a praedonibus liberam per hosce annos? quod vectigal vobis tutum fuit? quem socium +defendistis? cui praesidio classibus vestris fuistis? quam multas existimatis insulas esse desertas? quam multas aut +metu relictas aut a praedonibus captas urbis esse sociorum? Sed quid ego longinqua commemoro? Fuit hoc quondam, fuit +proprium populi Romani, longe a domo bellare, et propugnaculis imperi sociorum fortunas, non sua tecta defendere. Sociis +ego nostris mare per hos annos clausum fuisse dicam, cum exercitus vestri numquam a Brundisio nisi hieme summa +transmiserint? Qui ad vos ab exteris nationibus venirent captos querar, cum legati populi Romani redempti sint? +Mercatoribus tutum mare non fuisse dicam, cum duodecim secures in praedonum potestatem pervenerint? + +Cnidum aut Colophonem aut Samum, nobilissimas urbis, innumerabilisque alias captas esse commemorem, cum vestros portus, +atque eos portus quibus vitam ac spiritum ducitis, in praedonum fuisse potestatem sciatis? An vero ignoratis portum +Caietae celeberrimum ac plenissimum navium inspectante praetore a praedonibus esse direptum? ex Miseno autem eius ipsius +liberos, qui cum praedonibus antea ibi bellum gesserat, a praedonibus esse sublatos? Nam quid ego Ostiense incommodum +atque illam labem atque ignominiam rei publicae querar, cum, prope inspectantibus vobis, classis ea, cui consul populi +Romani praepositus esset, a praedonibus capta atque oppressa est? Pro di immortales! tantamne unius hominis incredibilis +ac divina virtus tam brevi tempore lucem adferre rei publicae potuit, ut vos, qui modo anti ostium Tiberinum classem +hostium videbatis, ei nunc nullam intra Oceani ostium praedonum navem esse audiatis? + +Atque haec qua celeritate gesta sint quamquam videtis, tamen a me in dicendo praetereunda non sunt. Quis enim umquam aut +obeundi negoti aut consequendi quaestus studio tam brevi tempore tot loca adire, tantos cursus conficere potuit, quam +celeriter Cn. Pompeio duce tanti belli impetus navigavit? Qui nondum tempestivo ad navigandum mari Siciliam adiit, +Africam exploravit; inde Sardiniam cum classe venit, atque haec tria frumentaria subsidia rei publicae firmissimis +praesidiis classibusque munivit; + +inde cum se in Italiam recepisset, duabus Hispanis et Gallia [transalpina] praesidiis ac navibus confirmata, missis item +in oram Illyrici maris et in Achaiam omnemque Graeciam navibus, Italiae duo maria maximis classibus firmissimisque +praesidiis adornavit; ipse autem ut Brundisio profectus est, undequinquagesimo die totam ad imperium populi Romani +Ciliciam adiunxit; omnes, qui ubique praedones fuerunt, partim capti interfectique sunt, partim unius huius se imperio +ac potestati dediderunt. Idem Cretensibus, cum ad eum usque in Pamphyliam legatos deprecatoresque misissent, spem +deditionis non ademit, obsidesque imperavit. Ita tantum bellum, tam diuturunum, tam longe lateque dispersum, quo bello +omnes gentes ac nationes premebantur, Cn. Pompeius extrema hieme apparavit, ineunte vere susceptit, media aestate +confecit. + +Est haec divina atque incredibilis virtus imperatoris. Quid ceterae, quas paulo ante commemorare coeperam, quantae atque +quam multae sunt? Non enim bellandi virtus solum in summo ac perfecto imperatore quaerenda est, sed multae sunt artes +eximiae huius administrae comitesque virtutis. Ac primum, quanta innocentia debent esse imperatores? quanta deinde in +omnibus rebus temperantia? quanta fide? quanta facilitate? quanto ingenio? quanta humanitate? Quae breviter qualia sint +in Cn. Pompeio consideremus: summa enim omnia sunt, Quirites, sed ea magis ex aliorum contentione quam ipsa per sese +cognosci atque intellegi possunt. + +Quem enim imperatorem possumus ullo in numero putare, cuius in exercitu centuriatus veneant atque venierint? Quid hunc +hominem magnum aut amplum de re publica cogitare, qui pecuniam, ex aerario depromptam ad bellum administrandum, aut +propter cupiditatem provinciae magistratibus diviserit, aut propter avaritiam Romae in quaestu reliquerit? Vestra +admurmuratio facit, Quirites, ut agnoscere videamini qui haec fecerint: ego autem nomino neminem; qua re irasci mihi +nemo poterit, nisi qui ante de se voluerit confiteri. Itaque propter hanc avaritiam imperatorum quantas calamitates, +quocumque ventum est, nostri exercitus ferant quis ignorat? + +Itinera quae per hosce annos in Italia per agros atque oppida civium Romanorum nostri imperatores fecerint recordamini: +tum facilius statuetis quid apud exteras nationes fieri existimetis. Utrum pluris arbitramini per hosce annos militum +vestrorum armis hostium urbis, an hibernis sociorum civitates esse deletas? Neque enim potest exercitum is continere +imperator, qui se ipse non continet, neque severus esse in iudicando, qui alios in se severos esse iudices non volt. + +Hic miramur hunc hominem tantum excellere ceteris, cuius legiones sic in Asiam pervenerint, ut non modo manus tanti +exercitus, sed ne vestigium quidem cuiquam pacato nocuisse dicatur? iam vero quem ad modum milites hibernent cotidie +sermones ac litterae perferuntur: non modo ut sumptum faciat in militem nemini vis adfertur, sed ne cupienti quidem +cuiquam permittitur. Hiemis enim, non avaritiae perfugium maiores nostri in sociorum atque amicorum tectis esse +voluerunt. + +Age vero: ceteris in rebus quali sit temperantia considerate. Unde illam tantam celeritatem et tam incredibilem cursum +inventum putatis? Non enim illum eximia vis remigum aut ars inaudita quaedam gubernandi aut venti aliqui novi tam +celeriter in ultimas terras pertulerunt; sed eae res quae ceteros remorari solent, non retardarunt: non avaritia ab +instituto cursu ad praedam aliquam devocavit, non libido ad voluptatem, non amoenitas ad delectationem, non nobilitas +urbis ad cognitionem, non denique labor ipse ad quietem; postremo signa et tabulas ceteraque ornamenta Graecorum +oppidorum, quae ceteri tellenda esse arbitrantur, ea sibi ille ne visenda quidem existimavit. + +Itaque omnes nunc in eis locis Cn. Pompeium sicut aliquem non ex hac urbe missum, sed de caelo delapsum intuentur. Nunc +denique incipiunt credere fuisse homines Romanos hac quondam continentia, quod iam nationibus exteris incredibile ac +falso memoriae proditum videbatur. Nunc imperi vestri splendor illis gentibus lucem adferre coepit. Nunc intellegunt non +sine causa maiores suos, tum cum ea temperantia magistratus habebamus, servire populo Romano quam imperare aliis +maluisse. iam vero ita faciles aditus ad eum privatorum, ita liberae querimonia de aliorum iniuriis esse dicuntur, ut +is, qui dignitate principibus excellit, facilitate infimis par esse videatur. + +iam quantum consilio, quantum dicendi gravitate et copia valeat,--in quo ipso inest quaedam dignitas imperatoria,--vos, +Quirites, hoc ipso ex loco saepe cognovistis. Fidem vero eius quantam inter socios existimari putatis, quam hostes omnes +omnium generum sanctissimam iudicarint? Humanitate iam tanta est, ut difficile dictu sit utrum hostes magis virtutem +eius pugnantes timuerint, an mansuetudinem victi dilexerint. Et quisquam dubitabit quin huic hoc tantum bellum +transmittendum sit, qui ad omnia nostrae memoriae bella conficienda divino quodam consilio natus esse videatur? + +Et quoniam auctoritas quoque in bellis administrandis multum atque in imperio militari valet, certe nemini dubium est +quin ea re idem ille imperator plurimum possit. Vehementer autem pertinere ad bella administranda quid hostes, quid +socii de imperatoribus nostris existiment quis ignorat, cum sciamus homines in tantis rebus, ut aut contemnant aut +metuant aut oderint aut ament, opinione non minus et fama quam aliqua ratione certa commoveri? Quod igitur nomen umquam +in orbe terrarum clarius fuit? cuius res gestae pares? de quo homine vos,--id quod maxime facit auctoritatem,--tanta et +tam praeclara iudicia fecistis? + +An vero ullam usquam esse oram tam desertam putatis, quo non illius diei fama pervaserit, cum universus populus Romanus, +referto foro completisque omnibus templis ex quibus hic locus conspici potest, unum sibi ad commune omnium gentium +bellum Cn. Pompeium imperatorem deposcit? Itaque--ut plura non dicam, neque aliorum exemplis confirmem quantum [huius] +auctoritas valeat in bello--ab eodem Cn. Pompeio omnium rerum egregiarum exempla sumantur: qui quo die a vobis maritimo +bello praepositus est imperator, tanta repente vilitas annonae ex summa inopia et caritate rei frumentariae consecuta +est unius hominis spe ac nomine, quantum vix in summa ubertate agrorum diuturna pax efficere potuisset. + +iam accepta in Ponto calamitate ex eo proelio, de quo vos paulo ante invitus admonui,--cum socii pertimuissent, hostium +opes animique crevissent, satis firmum praesidium provincia non haberet,--amisissetis Asiam, Quirites, nisi ad ipsum +discrimen eius temporis divinitus Cn. Pompeium ad eas regiones fortuna populi Romani attulisset. Huius adventus et +Mithridatem insolita inflammatum victoria continuit, et Tigranem magnis copiis minitantem Asiae retardavit. Et quisquam +dubitabit quid virtute perfecturus sit, qui tantum auctoritate perfecerit? aut quam facile imperio atque exercitu socios +et vectigalia conservaturus sit, qui ipso nomine ac rumore defenderit? + +Age vero, illa res quantam declarat eiusdem hominis apud hostis populi Romani autoritatem, quod ex locis tam longinquis +tamque diversis tam brevi tempore omnes huic se uni dediderunt? quod a communi Cretensium legati, cum in eorum insula +noster imperator exercitusque esset, ad Cn. Pompeium in ultimas prope terras venerunt, eique se omnis Cretensium +civitates dedere velle dixerunt? Quid? idem iste Mithridates nonne ad eundem Cn. Pompeium legatum usque in Hispaniam +misit? eum quem Pompeius legatum semper iudicavit, ei quibus erat [semper] molestum ad eum potissimum esse missum, +speculatorem quam legatum iudicari maluerunt. Potestis igitur iam constituere, Quirites, hanc auctoritatem, multis +postea rebus gestis magnisque vestris iudiciis amplificatam, quantum apud illos reges, quantum apud exteras nationes +valituram esse existimetis. + +Reliquum est ut de felicitate (quam praestare de se ipso nemo potest, meminisse et commemorare de altero possumus, sicut +aequum est homines de potestate deorum) timide et pauca dicamus. Ego enim sic existimo: Maximo, Marcello, Scipioni, +Mario, et ceteris magnis imperatoribus non solum propter virtutem, sed etiam propter fortunam saepius imperia mandata +atque exercitus esse commissos. Fuit enim profecto quibusdam summis viris quaedam ad amplitudinem et ad gloriam et ad +res magnas bene gerendas divinitus adiuncta fortuna. De huius autem hominis felicitate, de quo nunc agimus, hac utar +moderatione dicendi, non ut in illius potestate fortunam positam esse dicam, sed ut praeterita meminisse, reliqua +sperare videamur, ne aut invisa dis immortalibus oratio nostra aut ingrata esse videatur. + +Itaque non sum praedicaturus quantas ille res domi militiae, terra marique, quantaque felicitate gesserit; ut eius +semper voluntatibus non modo cives adsenserint, socii obtemperarint, hostes obedierint, sed etiam venti tempestatesque +obsecundarint: hoc brevissime dicam, neminem umquam tam impudentem fuisse, qui ab dis immortalibus tot et tantas res +tacitus auderet optare, quot et quantas di immortales ad Cn. Pompeium detulerunt. Quod ut illi proprium ac perpetuum +sit, Quirites, cum communis solutis atque imperi tum ipsius hominis causa, sicuti facitis, velle et optare debetis. + +Qua re,--cum et bellum sit ita necessarium ut neglegi non possit, ita magnum ut accuratissime sit administrandum; et cum +ei imperatorem praeficere possitis, in quo sit eximia belli scientia, singularis virtus, clarissima auctoritas, egregia +fortuna,--dubitatis Quirites, quin hoc tantum boni, quod vobis ab dis immortalibus oblatum et datum est, in rem publicam +conservandam atque amplificandam conferatis? + +Quod si Romae Cn. Pompeius privatus esset hoc tempore, tamen ad tantum bellum is erat deligendus atque mittendus: nunc +cum ad ceteras summas utilitates haec quoque opportunitas adiungatur, ut in eis ipsis locis adsit, ut habeat exercitum, +ut ab eis qui habent accipere statim possit, quid exspectamus? aut cur non dicibus dis immortalibus eidem, cui cetera +summa cum salute rei publicae commissa sunt, hoc quoque bellum regium committamus? + +At enim vir clarissimus, amantissimus rei publicae, vestris beneficiis amplissimis adfectus, Q. Catulus, itemque summis +ornamentis honoris, fortunae, virtutis, ingeni praeditus, Q. Hortensius, ab hac ratione dissentiunt. Quorum ego +auctoritatem apud vos multis locis plurimum valuisse et valere oportere confiteor; sed in hac causa, tametsi cognoscitis +auctoritates contrarias virorum fortissimorum et clarissimorum, tamen omissis auctoritatibus ipsa re ac ratione +exquirere possumus veritatem, atque hoc facilius, quod ea omnia quae a me adhuc dicta sunt, eidem isti vera esse +concedunt,--et necessarium bellum esse et magnum, et in uno Cn. Pompeio summa esse omnia. + +Quid igitur ait Hortensius? Si uni omnia tribuenda sint, dignissimum esse Pompeium, sed ad unum tamen omnia deferri non +oportere. Obsolevit iam ista oratio, re multo magis quam verbis refutata. Nam tu idem, Q. Hortensi, multa pro tua summa +copia ac singulari facultate dicendi et in senatu contra virum fortem, A. Gabinium, graviter ornateque dixisti, cum is +de uno imperatore contra praedones constituendo legem promulgasset, et ex hoc ipso loco permuta item contra eam legem +verba fecisti. + +Quid? tum (per deos immortalis!) si plus apud populum Romanum auctoritas tua quam ipsius populi Romani salus et vera +causa valuisset, hodie hanc gloriam atque hoc orbis terrae imperium teneremus? An tibi tum imperium hoc esse videbatur, +cum populi Romani legati quaestores praetoresque capiebantur? cum ex omnibus provinciis commeatu et privato et publico +prohibebamur? cum ita clausa nobis erant maria omnia, ut neque privatam rem transmarinam neque publicam iam obire +possemus? + +Quae civitas antea umquam fuit,--non dico Atheniensium, quae satis late quondam mare tenuisse dicitur; non +Karthaginiensium, qui permultum classe ac maritimis rebus valuerunt; non Rhodiorum, quorum usque ad nostram memoriam +disciplina navalis et gloria remansit,--sed quae civitas umquam antea tam tenuis, quae tam parva insula fuit, quae non +portus suos et agros et aliquam partem regionis atque orae maritimae per se ipsa defenderet? At (hercule) aliquot annos +continuos ante legem Gabiniam ille populus Romanus, cuius usque ad nostram memoriam nomen invictum in navalibus pugnis +permanserit, magna ac multo maxima parte non modo utilitatis, sed dignitatis atque imperi caruit. + +Nos, quorum maiores Antiochum regem classe Persenque superarunt, omnibus navalibus pugnis Karthaginiensis, homines in +maritimis rebus exercitatissimos paratissimosque, vicerunt, ei nullo in loco iam praedonibus pares esse poteramus: nos, +qui antea non modo Italiam tutam habebamus, sed omnis socios in ultimis oris auctoritate nostri imperi salvos praestare +poteramus,--tum cum insula Delos, tam procul a nobis in Aegaeo mari posita, quo omnes undique cum mercibus atque +oneribus commeabant, referta divitiis, parva, sine muro, nihil timebat,--eidem non modo provinciis atque oris Italiae +maritimis ac portubus nostris, sed etiam Appia iam via carebamus; et eis temporibus non pudebat magistratus populi +Romani in hunc ipsum locum escendere, cum eum nobis maiores nostri exuviis nauticis et classium spoliis ornatum +reliquissent. + +Bono te animo tum, Q. Hortensi, populus Romanus et ceteros qui erant in eadem sententia, dicere existimavit ea quae +sentiebatis: sed tamen in salute communi idem populus Romanus dolori suo maluit quam auctoritati vestrae obtemperare. +Itaque una lex, unus vir, unus annus non modo nos illa miseria ac turpitudine liberavit, sed etiam effecit, ut aliquando +vere videremur omnibus gentibus ac nationibus terra marique imperare. + +Quo mihi etiam indignius videtur obtrectatum esse adhuc,--Gabinio dicam anne Pompeio, an utrique, id quod est +verius?--ne legaretur A. Gabinius Cn. Pompeio expetenti ac postulanti. Utrum ille, qui postulat ad tantum bellum legatum +quem velit, idoneus non est qui impetret, cum ceteri ad expilandos socios diripiendasque provincias quos voluerunt +legatos eduxerint; an ipse, cuius lege salus ac dignitas populo Romano atque omnibus gentibus constituta est, expers +esse debet gloriae eius imperatoris atque eius exercitus, qui consilio ipsius ac periculo est constitutus? + +An C. Falcidius, Q. Metellus, Q. Caelius Latiniensis, Cn. Lentulus, quos omnis honoris causa nomino, cum tribuni plebi +fuissent, anno proximo legati ese potuerunt: in uno Gabinio sunt tam diligentes, qui in hoc bello, quod lege Gabinia +geritur, in hoc imperatore atque exercitu, quem per vos ipse constituit, etiam praecipuo iure esse deberet? De quo +legando consules spero ad senatum relaturos. Qui si dubitabunt aur gravabuntur, ego me profiteor relaturum. Neque me +impediet cuiusquam inimicum edictum, quo minus vobis fretus vestrum ius beneficiumque defendam; neque praeter +intercessionem quicquam audiam, de qua (ut arbitror) isti ipsi, qui minantur, etiam atque etiam quid liceat +considerabunt. Mea quidem sentenia, Quirites, unus A. Gabinius belli maritimi rerumque gestarum Cn. Ponpeio socius +ascribitur, propterea quod alter uni illud bellum suscipiendum vestris suffragiis detulit, alter delatum susceptumque +confecit. + +Reliquum est ut de Q. Catuli auctoritate et sententia dicendum esse videatur. Qui cum ex vobis quaereret, si in uno Cn. +Pompeio omnia poneretis, si quid eo factum esset, in quo spem essetis habituri,--cepit magnum suae virtutis fructum ac +dignitatis, cum omnes una prope voce in [eo] ipso vos spem habituros esse dixistis. Etenim talis est vir, ut nulla res +tanta sit ac tam difficilis, quam ille non et consilio regere et integritate tueri et virtute conficere possit. Sed in +hoc ipso ab eo vehementissime dissentio; quod, quo minus certa est hominum ac minus diuturna vita, hoc magis res +publica, dum per deos immortalis licet, frui debet summi viri vita atque virtute. + +'At enim ne quid novi fiat contra exempla atque instituta maiorum.' Non dicam hoc loco maiores nostros semper in pace +consuetudini, in bello utilitati paruisse; semper ad novos casus temporum novorom consiliorum rationes adcommodasse: non +dicam duo bella maxima, Punicum atque Hispaniense, ab uno imperatore esse confecta, duasque urbis potentissimas, quae +huic imperio maxime minitabantur, Karthaginem atque Numantiam, ab eodem Scipione esse deletas: non commemorabo nuper ita +vobis patribusque vestris esse visum, ut in uno C. Mario spes imperi poneretur, ut idem cum iugurtha, idem cum Cimbris, +idem cum Teutonis bellum administraret. + +In ipso Cn. Pompeio, in quo novi constitui nihil volt Q. Catulus, quam multa sint nova summa Q. Catuli voluntate +constituta recordamini. Quid tam novum quam adulescentulum privatum exercitum difficili rei publicae temporare +conficere? Confecit. Huic praeesse? Praefuit. Rem optime ductu suo gerere? Gessit. Quid tam praeter consuetudinem quam +homini peradulescenti, cuius aetas a senatorio gradu longe abesset, imperium atque exercitum dari, Siciliam permitti, +atque Africam bellumque in ea provincia administrandum? Fuit in his provinciis singulari innocentia, gravitate, virtute: +bellum in Africa maximum confecit, victorem exercitum deportavit. Quid vero tam inauditum quam equitem Romanum +triumphare? At eam quoque rem populus Romanus non modo vidit, sed omnium etiam studio visendam et concelebrandam +putavit. + +Quid tam inusitatum quam ut, cum duo consules clarissimi fortissimique essent, eques Romanus ad bellum maximum +formidolosissimumque pro consule mitteretur? Missus est. Quo quidem tempore, cum esset non nemo in senatu qui diceret ' +non oportere mitti hominem privatum pro consule,' L. Philippus dixisse dicitur non se illum sua sententia pro consule, +sed pro consulibus mittere. Tanta in eo rei publicae bene gerendae spes constituebatur, ut duorum consulum munus unius +adulescentis virtuti committeretur. Quid tam singulare quam ut ex senatus consuto legibus solutus consul ante fieret, +quam ullum alium magistratum per leges capere licuisset? quid tam incredibile quam ut iterum eques Romanus ex senatus +consulto triumpharet? Quae in omnibus hominibus nova post hominum memoriam constituta sunt, ea tam multa non sunt quam +haec, quae in hoc uno homine videmus. + +Atque haec tot exempla, tanta ac tam nova, profecta sunt in eundem hominem a Q. Catuli atque a ceterorum eiusdem +dignitatis amplissimorum hominum auctoritate. Qua re videant ne sit periniquum et non ferundum, illorum auctoritatem de +Cn. Pompei dignitate a vobis comprobatam semper esse, vestrum ab illis de eodem homine iudicium populique Romani +auctoritatem improbari; praesertim cum iam suo iure populus Romanus in hoc homine suam auctoritatem vel contra omnis qui +dissentiunt possit defendere, propterea quod, isdem istis reclamantibus, vos unum illum ex omnibus delegistis quem bello +praedonum praeponeretis. + +Hoc si vos temere fecistis, et rei publicae parum consuluistis, recte isti studia vestra suis consiliis regere conantur. +Sin autem vos plus tum in re publica vidistis, vos eis repugnantibus per vosmet ipsos dignitatem huic imperio, salutem +orbi terrarum attulistis, aliquando isti principes et sibi et ceteris populi Romani universi auctoritati parendum esse +fateantur. Atque in hoc bello Asiatico et regio non solum militaris illa virtus, quae est in Cn. Pompeio singularis, sed +aliae quoque virtutes animi magnae et multae requiruntur. Difficile est in Asia, Cilicia, Syria regnisque interiorum +nationum ita versari nostrum imperatorem, ut nihil nisi de hoste ac de laude cogitet. Deinde etiam si qui sunt pudore ac +temperantia moderatiores, tamen eos esse talis propter multitudinem cupidiorum hominum nemo arbitratur. + +Difficile est dictu, Quirites, quanto in odio simus apud exteras nationes propter eorum, quos ad eas per hos annos cum +imperio misimus, libidines et iniurias. Quod enim fanum putatis in illis terris nostris magistratibus religiosum, quam +civitatem sanctam, quam domum satis clausam ac munitam fuisse? Urbes iam locupletes et copiosae requiruntur, quibus +causa belli propter diripiendi cupiditatem inferatur. + +Libenter haec coram cum Q. Catulo et Q. Hortensio, summis et clarissimis viris, disputarem. Noverunt enim sociorum +volnera, vident eorum calamitates, querimonias audiunt. Pro sociis vos contra hostis exercitum mittere putatis, an +hostium simulatione contra socios atque amicos? Quae civitas est in Asia quae non modo imperatoris aut legati, sed unius +tribuni militum animos ac spiritus capere possit? Qua re, etiam si quem habetis qui conlatis signis exercitus regios +superare posse videatur, tamen nisi erit idem, qui se a pecuniis sociorum, qui ab eorum coniugibus ac liberis, qui ab +ornamentis fanorum atque oppidorum, qui ab auro gazaque regia manus, oculos, animum cohibere possit, non erit idoneus +qui ad bellum Asiaticum regiumque mittatur. + +Ecquam putatis civitatem pacatam fuisse quae locuples sit? ecquam esse locupletem quae istis pacata esse videatur? Ora +maritima, Quirites, Cn. Pompeium non solum propter rei militaris gloriam, sed etiam propter animi continentiam +requisivit. Videbat enim praetores locupletari quot annis pecunia publica praeter paucos; neque eos quicquam aliud +adsequi, classium nomine, nisi ut detrimentis accipiendis maiore adfici turpitudine videremur. Nunc qua cupiditate +homines in provincias, quibus iacturis et quibus condicionibus proficiscantur, ignorant videlicet isti, qui ad unum +deferenda omnia esse non arbitrantur? Quasi vero Cn. Pompeium non cum suis virtutibus tum etiam alienis vitiis magnum +esse videamus. + +Qua re nolite dubitare quin huic uni credatis omnia, qui inter tot annos unus inventus sit, quem socii in urbis suas cum +exercitu venisse gaudeant. Quod si auctoritatibus hanc causam, Quirites, confirmandam putatis, est vobis auctor vir +bellorum omnium maximarumque rerum peritissimus, P. Servilius, cuius tantae res gestae terra marique exstiterunt, ut cum +de bello deliberetis, auctor vobis gravior nemo esse debeat; est C. Curio, summis vestris beneficiis maximisque rebus +gestis, summo ingenio et prudentia praeditus; est Cn. Lentulus, in quo omnes pro amplissimis vestris honoribus summum +consilium, summam gravitatem esse cognovistis; est C. Cassius, integritate, virtute, constantia singulari. Que re videte +ut horum auctoritatibus illorum orationi qui dissentiunt, respondere posse videamur. + +Que cum ita sint, C. Manlili, primum istam tuam et legem et voluntatem et sententiam laudo vehementissimeque comprobo: +deinde te hortor, ut auctore populo Romano maneas in sententia, neve cuiusquam vim aut minas pertimescas. Primum in te +satis esse animi perseverantiaeque arbitror: deinde cum tantam multitudinem cum tanto studio adesse videamus, quantam +iterum nunc in eodem homine praeficiendo videmus, quid est quod aut de re aut de perficiendi facultate dubitemus? Ego +autem quicquid est in me studi, consili, laboris, ingeni, quicquid hoc beneficio populi Romani atque hac potestate +praetoria, quicquid auctoritate, fide, constantia possum, id omne ad hanc re conficiendam tibi et populo Romano +polliceor ac defero: + +testorque omnis deos, et eos maxime qui huic loco temploque praesident, qui omnium mentis eorum qui ad rem publicam +adeunt maxime perspiciunt, me hoc neque rogatu facere cuiusquam, neque quo Cn. Pompei gratiam mihi per hanc causam +conciliari putem, neque quo mihi ex cuiusquam amplitudine aut praesidia periculis aut adiumenta honoribus quaeram; +propterea quod pericula facile, ut hominem praestare oportet, innocentia tecti repellemus, honorem autem neque ab uno +neque ex hoc loco, sed eadem illa nostra laboriosissima ratione vitae, si vestra voluntas feret, consequemur. + +Quam ob rem quicquid in hac causa mihi susceptum est, Quirites, id ego omne me rei publicae causa suscepisse confirmo; +tantumque abest ut aliquam mihi bonam gratiam quaesisse videar, ut multas me etiam simultates partim obscuras, partim +apertas intellegam mihi non necessarias, vobis non inutilis suscepisse. Sed ego me hoc honore praeditum, tantis vestris +beneficiis adfectum statui, Quirites, vestram voluntatem et rei publicae dignitatem et salutem provinciarum atque +sociorum meis omnibus commodis et rationibus praeferre oportere. diff --git a/src/content/posts/project-management/cover.png b/src/content/posts/project-management/cover.png new file mode 100644 index 000000000..cecde0d3a Binary files /dev/null and b/src/content/posts/project-management/cover.png differ diff --git a/src/content/posts/project-management/functional-organizations.png b/src/content/posts/project-management/functional-organizations.png new file mode 100644 index 000000000..1ed62ca77 Binary files /dev/null and b/src/content/posts/project-management/functional-organizations.png differ diff --git a/src/content/posts/project-management/index.md b/src/content/posts/project-management/index.md new file mode 100644 index 000000000..5fc5c28ce --- /dev/null +++ b/src/content/posts/project-management/index.md @@ -0,0 +1,269 @@ +--- +title: Studying the Science of Project Management +published: 2024-11-29 +description: Projects are temporary endeavors to create a unique product or service. All projects must have an end date. +image: cover.png +tags: [Management] +category: English +draft: false +--- + +Overview +-------- + +Project management is the process of supervising the work of a team to achieve all project goals within the given +constraints[^1]. This information is usually described in +[project documentation](https://en.wikipedia.org/wiki/Project_initiation_documentation), created at the beginning of the +development process. The primary constraints are scope, time and budget. The secondary challenge is to optimize the +allocation of necessary inputs and apply them to meet predefined objectives. + +A project is a _temporary_ and unique endeavor designed to produce a product, service or result with a defined beginning +and end (usually time-constrained, often constrained by funding or staffing) undertaken to meet unique goals and +objectives, typically to bring about beneficial change or added value.[^2] The temporary nature of projects stands in +contrast with business as usual (or operations), which are repetitive, permanent or semi-permanent functional activities +to produce products or services. + +:::tip + +- "Temporary" means that the _project has an end date_. "Unique" means that the project's end result is _different from + the results of other functions of the organization_[^1] +- This "temporary" nature contrasts with the idea of [Infinite Game][The Infinite Game] +- But since an infinite-game must be conducted by every concrete steps, we can consider an instance of project + management an atomic unity of such step; just as how the [book of Infinite Game][The Infinite Game] stats: + +> ___Idealistic - big, bold and ultimately unachievable___[^3] +> +> _When the signers of the Declaration of Independence affirmed that all men "are created equal" and "endowed ... with +> certain unalienable Rights," they were referring primarily to white, Anglo-Saxon, Protestant men. Almost immediately, +> however, there were efforts to advance a more expansive and inclusive understanding of the ideal. During the +> Revolutionary War, for example, George Washington forbade anti-Catholic organizing in his armies and regularly +> attended Catholic services to model the behavior he expected of his men. Nearly a hundred years later, the Civil War +> brought about an end to slavery, and soon after that the Fourteenth Amendment granted citizenship and equal rights to +> African Americans and former slaves. The women’s suffrage movement took another step toward America’s Just Cause when +> it gained the vote for women in 1920. The Civil Rights Act of 1964 and the Voting Rights Act of 1965, which protected +> African Americans and others from discrimination, were two more steps. The nation took yet another step in 2015 with +> the Supreme Court decision in Obergefell v. Hodges, which extended the protections guaranteed by the Fourteenth +> Amendment to gay marriage._ +> +> ... +> +> _Indeed, the abolition of slavery, women’s suffrage, the Civil Rights Act and gay rights are some of the big steps the +> nation has taken to realize its Cause. And though each of those movements, infinite in their own right, are still far +> from complete, they still represent clear steps along the nation’s march toward the ideals enshrined in the +> Declaration of Independence. It is important to celebrate our victories, but we cannot linger on them. For the +> Infinite Game is still going and there is still much work to be done. Those victories must serve as milestones of our +> progress toward an idealized future. They give us a glimpse of what our idealized future can look like and serve as an +> inspiration to keep moving forward._ +> +> _This is what the idealized journey of a Just Cause feels like - no matter how much we have achieved, we always feel we +> have further to go. Think of a Just Cause like an iceberg. All we ever see is the tip of that iceberg, the things we +> have already accomplished. In an organization, it is often the founders and early contributors who have the clearest +> vision of the unknown future, of what, to everyone else, remains unseen. The clearer the words of the Just Cause, the +> more likely they will attract and invite the innovators and early adopters, those willing to take the first risks to +> advance something that exists almost entirely in their imaginations. With each success, a little more of the iceberg +> is revealed to others; the vision becomes more visible to others. And when others can see a vision become something +> real, skeptics become believers and even more people feel inspired by the possibility and willingly commit their time +> and energy, ideas and talents to help advance the Cause further. But no matter how much of the iceberg we can see, our +> leaders have the responsibility to remind us that the vast majority still lies unexplored. For no matter how much +> success we may enjoy, the Just Cause for which we are working lies ahead and not behind._ + +For this, we __must define the _end_ of a project as the _start_ of the next continuing effort__ and make sure each +managed project contributed to the infinite game of an organization + +In addition, a project must support the higher vision of the organization and the project manager must understand why +the project is being created and what ist purpose in the organization[^1]. Specifically, the larger entities, +organizations, companies, or communities wil have direct influence over the project itself illustrated below: + +- __Why__ is the project important to our organization? +- __What__ is the project purpose? +- __How__ can the work be accomplished? + +![Organizational Pyramid](./organizational-pyramid.png "Error loading organizational-pyramid.png") + +::: + +### History + +Until 1900, civil engineering projects were generally managed by creative architects, engineers, and master builders +themselves. In the 1950s, organizations started to apply project-management tools and techniques more systematically to +_complex_ engineering projects. + +:::note + +__Project management is not needed for simple project__ + +::: + +As a discipline, project management developed from several fields of application including civil construction, +engineering, and heavy defense activity. + +The 1950s marked the beginning of the modern project management era + +Defining a Project (Projects vs. Operations) +-------------------------------------------- + +When we look at marketing, sales, manufacturing, and so on. These activities are day-to-day works that goes on in an +organization. They are already on the track of "infinite-game". They are __operations__, not projects. The sign of a +project, however, is that it has an end date and is unique from these activities. Some examples of projects include + +- Designing a new product or service +- Converting from one computer application to another +- Building a new warehouse +- Moving from one building to another +- Organizing a political campaign +- Designing and building a new airplane + +The end results of projects can result in endless operations + +:::note[Defining a Project] + +- A project is all about _initiatives_ or _changes_ +- A project is a temporary endeavor undertaken to create a unique product or service. +- ___A project eventually ends___ + +::: + +All projects begin as a concept, progress through iterative implementation, and completes by fulfilling the initial +need. + +### Types of Project Management + +Organizations fall into one of three models: + +- __Completing projects for others__ These entities swoop into other organizations and complete the project work based + on specifications, details, and specification documents. Classical examples of these types of organizations include + consultants and technology integration companies. +- __Completing projects internally through a system__ Usually SaaS +- __Completing projects as needed__ Staggering governmental or financial institutions which really doesn't do projects + as much + +Defining Project Management +--------------------------- + +Project management is the supervision and control of the work required to complete the project vision and is comprised +of 9 knowledge areas: + +1. Project Integration Management +2. Project Scope Management +3. Project Time Management +4. Project Cost Management +5. Project Quality Management +6. Project Human Resource Management +7. Project Communications Management +8. Project Risk Management +9. Project Procurement Management + +It is important to keep in mind that those 9 are not separate but are disolved into the +[5 PM processes](#project-management-processes-project-life-cycle) + +### Project Management Processes (Project Life Cycle) + +1. __Initiating__ + + - Defining needs, such as + + - Reducing costs + - Increasing revenues + - Eliminating wastes + - Increasing productivity/efficiency + - Solving a business/functional problem + - Taking advantages of market opportunities + - etc. + + - Project Feasibility Study for the needs (worthiness, cost, time, etc.) + +2. __Planning__ + + - scope: defining deliverables - what's going to be implemented, what's not + - schedule + - cost + - defined acceptance level of quality in the end + +3. __Executing & Controlling__: Overseeing the implementation of project team and reporting progress to the stakeholders + + :::caution[Knowing Stakeholders] + + - Every stakeholder expects differently so it's crucial to know each one of them and their requests + - Project manager must be able to meet the customer's expectation first and then manage expectations from multiple + stakeholders at the same time + + ::: + +4. __Closing__ + +Skills of a Project Manager +--------------------------- + +- Communication Skill/Active Listening +- Organizing a Project: ensuring thorough, fast, and reliable access to project data +- Negotiation Skills +- Team Leadership: manage things and lead people + +Executing Project Management +---------------------------- + +- Break projects into phases, each of which comes with a deliverable (or __milestone__) at the end +- Verify each deliverable before continuing into the next phase: + + - Sign-offs from the customer + - Regulatory inspections and audits + - Quality metrics + - Performance metrics + - Security audits + - etc. + +### Project Management is Highly Coupled with Organization's Environment + +Organizations are structured into one of 6 models. Project management in them are very different: + +1. _Functional Organizations_ (Classical): Functional organizations do complete projects, but these projects are + specific to the function of the department the project falls into. For example, the TI Department could implement new + software for the Finance Department. The role of the TI Department is separate from the Finance Department, but the + coordination between the two functional departments would be evident. Communication between departments flows through + __functional managers__ down to the project team. The figure below depicts the relationship between business + departments and the flow of communication between projects and departments. __Project managers__ of each belonging + Project team in functional organizations have the following attributes: + + - Little power + - Little autonomy + - Report directly to a functional manager + - The project manager may be known as a Project Coordinator or Team Leader + - The project manager's role is part-time + - The project team is part-time + - The project manager may have little or no administrative staff to expedite the project management activities + + ![Functional Organization](./functional-organizations.png "Error loading functional-organizations.png") + + :::caution + + This organizing of specialization by departments leads to operational efficiency, where employees become specialists + within their own realm of expertise. Such organization also has the downside of rigid, slow, and inflexible + communication and execution. A functional organization is best suited as a producer of standardized goods and + services at large volume and low cost. + + ::: + +2. __Matrix Structures__: The matrix structure is a mix of functional and decentralized forms in order to remedy the + weakness of the former. An example would be a company that produces 2 products, "product A" and "product B". Using + the matrix structure, this company would organize functions within the company as follows: "product A" sales + department, "product A" customer service department, "product A" accounting, "product B" sales department, + "product B" customer service department, "product B" accounting department. + + - __Weak Matrix__ (strongly functional): A project manager with only limited authority is assigned to oversee the + cross-functional aspects of the project. The functional managers maintain control over their resources and project + areas. + - __Balanced Matrix__: A project manager is assigned to oversee the project. Power is shared equally between the + project manager and the functional managers + - __String Matrix__ (strongly decentralized): A project manager is primarily responsible for the project. Functional + managers provide technical expertise and assign resources as needed. + +3. __Projectized Structure__ +4. __Hybrid Structure__ mixing the structures above + +[^1]: Phillips, Joseph (2004). [_PMP Project Management Professional Study Guide_](https://archive.org/details/pmpprojectmanage00jose/mode/2up). McGraw-Hill/Osborne. p. 354. ISBN 0072230622. +[^2]: Nokes, Sebastian; Kelly, Sean (2007). +[_The Definitive Guide to Project Management: The Fast Track to Getting the Job Done on Time and on Budget_](https://archive.org/details/definitiveguidet0000noke/mode/2up). +Pearson Education. Prentice Hall Financial Times. ISBN 9780273710974. +[^3]: Sinek, Simon (2019). _The Infinite Game_. Portfolio/Penguin. ISBN 9780735213500. + +[The Infinite Game]: https://trello.com/c/cj3d6g2A diff --git a/src/content/posts/project-management/organizational-pyramid.png b/src/content/posts/project-management/organizational-pyramid.png new file mode 100644 index 000000000..cc2e3c0f2 Binary files /dev/null and b/src/content/posts/project-management/organizational-pyramid.png differ diff --git a/src/content/posts/reading-notes-critique-of-pure-reason/cover.png b/src/content/posts/reading-notes-critique-of-pure-reason/cover.png new file mode 100644 index 000000000..c79b6c230 Binary files /dev/null and b/src/content/posts/reading-notes-critique-of-pure-reason/cover.png differ diff --git a/src/content/posts/reading-notes-critique-of-pure-reason/index.md b/src/content/posts/reading-notes-critique-of-pure-reason/index.md new file mode 100644 index 000000000..3a0930a83 --- /dev/null +++ b/src/content/posts/reading-notes-critique-of-pure-reason/index.md @@ -0,0 +1,76 @@ +--- +title: Reading Notes of "Critique of Pure Reason" +published: 2024-07-29 +description: A Masterpiece of Idealism of Anti-Idealism - Transcendental Idealism +image: cover.png +tags: [Philosophy] +category: English +draft: false +--- + +Kant argues that our mathematical, physical, and quotidian knowledge of nature requires certain judgments that are +"synthetic" rather than "analytic," that is, going beyond what can be known solely in virtue of the contents of the +concepts involved in them and the application of the logical principles of identity and contradiction to these concepts, +and yet also knowable _a priori_, that is, independently of any particular experience since no particular experience +could ever be sufficient to establish the universal and necessary validity of these judgments. + +Kant agrees with Locke that we have no innate knowledge, that is, no knowledge of any particular propositions +implanted in us by God or nature prior to the commencement of our individual experience. I2 But experience is the +product both of external objects affecting our sensibility and of the operation of our cognitive faculties in response +to this effect, and Kant's claim is that we can have "pure" or a priori cognition of the contributions to experience +made by the operation of these faculties themselves, rather than of the effect of external objects on us in experience. +Kant divides our cognitive capacities into our receptivity to the effects of external objects acting on us and giving us +sensations, through which these objects are given to us in empirical intuition, and our active faculty for relating the +data of intuition by thinking them under concepts, which is called understanding, and forming judgments about them. This +division is the basis for Kant's division of the "Transcendental Doctrine of Elements" into the +"Transcendental Aesthetic," which deals with sensibility and its pure form, and the "Transcendental Logic," which +deals with the operations of the understanding and judgment as well as both the spurious and the legitimate activities +of theoretical reason. + +Transcendental Aesthetic +------------------------ + +Kant attempts to distinguish the contribution to cognition made by our receptive faculty of sensibility from that made +solely by the objects that affect us, and argues that space and time are pure forms of all intuition contributed by our +own faculty of sensibility, and therefore forms of which we can have a priori knowledge. + +This is the basis for Kant's resolution of the debate about space and time that had raged between the Newtonians, who +held space and time to be self-subsisting entities existing independently of the objects that occupy them, and the +Leibnizians, who held space and time to be systems of relations, conceptual constructs based on non-relational +properties inhering in the things we think of as spatiotemporally related + +:::tip[Further Reading] + +The classical presentation of this dispute is in the correspondence between Leibniz and the Newtonian Samuel Clarke, +published by Clarke in 1717 after Leibniz's death the previous year; see H. G . Alexander, ed.,[_The Leibniz-Clarke +Correspondence_](https://archive.org/details/leibnizclarkecor00clar/mode/2up) (Manchester: Manchester University +Press, 1956). + +::: + +Kant's alternative to both of these positions is that space and time are neither subsistent beings nor inherent in +things as they are in themselves, but are rather only forms of our sensibility, hence conditions under which objects of +experience can be given at all and the fundamental +principle of their representation and individuation + +Kant's thesis that space and time are pure forms of intuition leads him to the paradoxical conclusion that although +space and time are _empirically real_, they are _transcendentally ideal_, and so are the objects given in them. Although +the precise meaning of this claim remains subject to debate, in general terms it is the claim that it is only from +the human standpoint that we can speak of space, time, and the spatiotemporality of the objects of experience, thus +that we cognize these things not as they are in themselves but only as they appear under the conditions of our +sensibility. This is Kant's famous doctrine of __transcendental idealism__ + +### Kant's Transcendental Idealism + +:::tip[Source] + +Henry E . Allison, [_Kant's Transcendental Idealism_](https://archive.org/details/professor-henry-e.-allison-kants-transcendental-idealism-an-interpretation-and-defense/mode/2up), +New Haven: Yale University Press, 1983 (CPR, Cambridge, p.706, +[Book Review](https://www.goodreads.com/book/show/80331.Kant_s_Transcendental_Idealism)) + +::: + +- Transcendental idealism is a metaphysical theory that affirms the uncognizability of the "real" (__things in + themselves__) and relegates cognition to the purely subjective realm of representations (appearances). +- The basic assumption is simply that the mind can acquire these materials only as aresult of being "affected" + by things in themselves. diff --git a/src/content/posts/reading-notes-de-administrando-imperio/cover.png b/src/content/posts/reading-notes-de-administrando-imperio/cover.png new file mode 100644 index 000000000..3309a7d36 Binary files /dev/null and b/src/content/posts/reading-notes-de-administrando-imperio/cover.png differ diff --git a/src/content/posts/reading-notes-de-administrando-imperio/easter-roman-empire.png b/src/content/posts/reading-notes-de-administrando-imperio/easter-roman-empire.png new file mode 100644 index 000000000..430d296d5 Binary files /dev/null and b/src/content/posts/reading-notes-de-administrando-imperio/easter-roman-empire.png differ diff --git a/src/content/posts/reading-notes-de-administrando-imperio/index.md b/src/content/posts/reading-notes-de-administrando-imperio/index.md new file mode 100644 index 000000000..e6765497d --- /dev/null +++ b/src/content/posts/reading-notes-de-administrando-imperio/index.md @@ -0,0 +1,26 @@ +--- +title: Πρὸς τὸν ἴδιον υἱὸν αὐτοῦ Ῥωμανὸν +published: 2024-08-02 +description: Πρὸς τὸν ἴδιον υἱὸν αὐτοῦ Ῥωμανὸν +image: cover.png +tags: [Management] +category: Ancient Greek +draft: false +font: Porson +--- + +![Error loading easter-roman-empire.png](./easter-roman-empire.png) + +> [1715 map of the Eastern Roman Empire under Constantine VII Porphyrogenitus's reign in the 10th Century by Guillaume De L'Isle](https://www.reddit.com/r/Map_Porn/comments/81ren9/1715_map_of_the_eastern_roman_empire_under/) + +### Περί τών Πατζινακιτών, καί προς πόσα συμβάλλονται μετά τοΰ βασιλέως 'Ρωμαίων είρηνεύοντες. + +'Ψπολαμβάνω γάρ κατά πολύ συμφέρειν αεί τω βασιλεΐ 'Ρωμαίων ειρήνην έ&έλειν έχειν μετά τοΰ έ&νους τών Πατζινακιτών καί +φιλικάς προς αύτούς ποιεΐσ&αι συνθήκας τε καί σπονδάς καί άποστέλλειν κα&* έκαστον χρόνον έντεΰ&εν προς αύτούς +άποκρισιάριον μετά ξενίων άρμο6νΡ ζόντων ] καί πρός τό έ&νος επιτηδείων καί άναλαμβάνεσ&αι έκεΐθεν 20 ομήρους, ήτοι +δψιδας καί άποκρισιάριον, οΐτινες έν τη &εοφυλάκτω ταύτη πόλει μετά τοΰ καθ-υπουργοΰντος εις ταΰτα συνελεύσονται, καί +βασιλικών εύεργεσιών καί φιλοτιμιών τών επαξίων πάντων τοΰ βασι λεύοντος άπολαύσουσιν. + +### Περί τών πατζινακιτών καί τών 'Ρώς. + +'Ότι καί οί 'Ρώς διά σπουδής έχουσιν ειρήνην έχειν μετά τών Πατζινακιτών. diff --git a/src/content/posts/video.md b/src/content/posts/video.md deleted file mode 100644 index 4d53a9526..000000000 --- a/src/content/posts/video.md +++ /dev/null @@ -1,28 +0,0 @@ ---- -title: Include Video in the Posts -published: 2023-08-01 -description: This post demonstrates how to include embedded video in a blog post. -tags: [Example, Video] -category: Examples -draft: false ---- - -Just copy the embed code from YouTube or other platforms, and paste it in the markdown file. - -```yaml ---- -title: Include Video in the Post -published: 2023-10-19 -// ... ---- - - -``` - -## YouTube - - - -## Bilibili - - diff --git "a/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\344\275\234\346\210\230\347\257\207\347\254\254\344\272\214/cover.png" "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\344\275\234\346\210\230\347\257\207\347\254\254\344\272\214/cover.png" new file mode 100644 index 000000000..b5db0a93c Binary files /dev/null and "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\344\275\234\346\210\230\347\257\207\347\254\254\344\272\214/cover.png" differ diff --git "a/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\344\275\234\346\210\230\347\257\207\347\254\254\344\272\214/index.md" "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\344\275\234\346\210\230\347\257\207\347\254\254\344\272\214/index.md" new file mode 100644 index 000000000..1addff6c3 --- /dev/null +++ "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\344\275\234\346\210\230\347\257\207\347\254\254\344\272\214/index.md" @@ -0,0 +1,37 @@ +--- +title: 孙子兵法（作战篇第二） +published: 2024-08-15 +description: 善战者，取之于敌也 +image: cover.png +tags: [Management] +category: Chinese +draft: false +font: PangZhonghuaXingKai +--- + +孙子曰：凡用兵之法，驰车千驷，革车千乘，带甲十万，千里馈粮，则内外之费，宾客之用，胶漆之材，车甲之奉，日费千金， +然后十万之师举矣。 + +:::tip +战争都是双方综合实力的较量 +::: + +其用战也胜，久则钝兵挫锐，攻城则力屈，久暴师则国用不足。夫钝兵挫锐、屈力殚货，则诸侯乘其弊而起，虽有智者，不能善其后矣。 +故兵闻拙速，未睹巧之久也。夫兵久而国利者，未之有也。故不尽知用兵之害者，则不能尽知用兵之利也。 + +:::tip[注释] +殚货：耗尽物力财力 +::: + +善用兵者，役不再籍，粮不三载，取用于国，因粮于敌，故军食可足也。 + +国之贫于师者远输，远输则百姓贫；近于师者贵卖，贵卖则百姓财竭，财竭则急于丘役。力屈、财殚，中原内虚于家。百姓之费， +十去其七；公家之费，破车罢马，甲胄矢弩，戟顿楯橹，丘牛大车，十去其六。 + +故智将务食于敌，食敌一钟，当吾二十钟 + +故杀敌者，怒也；取敌之利者，货也。故车战得车十乘已上，赏其先得者。而更其旌旗，车杂而乘之，卒善而养之，是谓胜敌而益强。 + +故兵贵胜，不贵久。 + +故知兵之将，生民之司命，国家安危之主也。 diff --git "a/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\350\256\241\347\257\207\347\254\254\344\270\200/cover.png" "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\350\256\241\347\257\207\347\254\254\344\270\200/cover.png" new file mode 100644 index 000000000..c446e5a06 Binary files /dev/null and "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\350\256\241\347\257\207\347\254\254\344\270\200/cover.png" differ diff --git "a/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\350\256\241\347\257\207\347\254\254\344\270\200/index.md" "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\350\256\241\347\257\207\347\254\254\344\270\200/index.md" new file mode 100644 index 000000000..bcd5cea86 --- /dev/null +++ "b/src/content/posts/\345\255\231\345\255\220\345\205\265\346\263\225\350\256\241\347\257\207\347\254\254\344\270\200/index.md" @@ -0,0 +1,59 @@ +--- +title: 孙子兵法（计篇第一） +published: 2024-08-04 +description: 道、天、地、将、法。道者，令民与上同意也，故可以与之死，可以与之生，而不畏危也 +image: cover.png +tags: [Management] +category: Chinese +draft: false +font: PangZhonghuaXingKai +--- + +孙子曰：兵者，国之大事，死生之地，存亡之道，不可不察也。 + +故经之以五事，校之以计，而索其情。一曰道，二曰天，三曰地，四曰将，五曰法。道者，令民与上同意也，故可以与之死， +可以与之生，而不畏危也。天者，阴阳、寒暑、时制也。地者，远近，险易、广狭、死生也。将者，智、信、仁、勇、严也。法者， +曲制、官道、主用也。凡此五者，将莫不闻，知之者胜，不知之者不胜。 + +:::tip[注释] +校之以计，而索其情：比较分析双方的各种条件，考察双方的实际情况 + +令民与上同意也，故可以与之死，可以与之生，而不畏危也：就是使民众和君主的心意相同，这样才可以同生共死，而不镇怕危险 + +曲制：指军队编制制度。 + +官道：指各级将吏的职责划分 以及统辖管理制度。 + +主用：掌管物资费用的后勤管理制度。 +::: + +故校之以计，而索其情。曰：主孰有道？将孰有能？天地孰得？法令孰行？兵众孰强？士卒孰练？赏罚孰明？吾以此知胜负矣。 + +:::tip[注释] +孰：疑问带刺，谁，哪一方 + +主熟有道：哪一 方的君主能得民心？ +::: + +__将听吾计，用之必胜，留之；将不听吾计，用之必败，去之。__ + +计利以听，乃为之势，以佐其外。势者，因利而制权也。 + +:::tip[注释] +计利：分折后有优势，有利于我。 + +听：听从，采纳。 + +以佐其外：来协助在外的军事行动 + +制权：指根据实际科害关系西灵活应变。权，权变，灵 活处置。 +::: + +~~兵者，诡道也。故能而示之不能，用而示之不用，近而示之远，远而示之近。利而诱之，乱而取之，实而备之，强而避之，怒而挠之， +卑而骄之，佚而劳之，亲而离之，攻其无备，出其不意。此兵家之胜，不可先传也。~~ + +夫未战而庙算胜者，得算多也；未战而庙算不胜者，得算少也。多算胜，少算不胜，而况于无算乎！吾以此观之，胜负见矣。 + +:::tip[注释] +得算多：指取得胜利的系件多 +::: \ No newline at end of file diff --git "a/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250-\354\203\201\353\254\264-\354\212\271\354\235\270/cover.png" "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250-\354\203\201\353\254\264-\354\212\271\354\235\270/cover.png" new file mode 100644 index 000000000..2034395b5 Binary files /dev/null and "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250-\354\203\201\353\254\264-\354\212\271\354\235\270/cover.png" differ diff --git "a/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250-\354\203\201\353\254\264-\354\212\271\354\235\270/index.md" "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250-\354\203\201\353\254\264-\354\212\271\354\235\270/index.md" new file mode 100644 index 000000000..4836be157 --- /dev/null +++ "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250-\354\203\201\353\254\264-\354\212\271\354\235\270/index.md" @@ -0,0 +1,20 @@ +--- +title: 박동훈 상무 승인 +published: 2024-08-06 +description: | + "박동훈 상무 승인!" 기나긴 싸움 끝에 상무로 승진한 박동훈 +image: cover.png +tags: [Leadership] +category: Korean +draft: false +font: DXRedMailboxBold +--- + + + +나의 아저씨는 명작! 제 인생드라마 이렇게 주인공 많은 드라마는 처음봤습니다 진짜 어른이란 무엇인지 알려주고자 한 멋진 드라마였습니다 그저 +무거울줄만 알았는데 착각이었죠 다들 꼭한번 봐보시길 바라봅니다 + +회사선배중 누가 상무이사되었다고 이렇게 축하해즐까? 그만큼 직원 모두가 좋아하고 존경하는 선배였다는 거겠지. 얼마나 존경받을만한 인물이면 +다같이 축하해주냐고. 나의 아저씨 명장면 많은데 난 유달리 이 장면이 제일 기억에 남고 뭉클함 모두가 저렇게 축하해주는 모습이 너무 정겹고 +가족같음 diff --git "a/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250/cover.png" "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250/cover.png" new file mode 100644 index 000000000..97c58b3c2 Binary files /dev/null and "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250/cover.png" differ diff --git "a/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250/index.md" "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250/index.md" new file mode 100644 index 000000000..619ee9683 --- /dev/null +++ "b/src/content/posts/\353\202\230\354\235\230-\354\225\204\354\240\200\354\224\250/index.md" @@ -0,0 +1,51 @@ +--- +title: 드라마 '나의 아저씨' +published: 2024-08-01 +description: 회사는 기계들이 다니는 뎁니까? 인간이 다나는 뎁니다! +image: cover.png +tags: [Leadership] +category: Korean +draft: false +font: DXRedMailboxBold +--- + +드라마 '나의 아저씨'에 +이런 장면과 이런 말이 있다. + +이력서에 적힌 건, 장점 '달리기' 하나뿐이고 +무죄 판결이 나서 전과조회는 되지 않지만, +정당방위로 사람을 죽인 적이 있는 +한 직원을 왜 뽑았냐고 비난하는 장면이다. + +그리고 이런 말, 대화가 나온다. +'법이 그 아이를 보호해 주려고 전과조회도 +안 잡히게 해 놨는데, 왜 그걸 들춰냅니까 +내가 내 과거를 잊고 싶듯 다른 사람의 과거도 +잊어주고 덮어주는 게 인간 아닙니까.' + +'여기 회사야!!!' + +'회사는 기계가 다니는 뎁니까? 인간이 다니는 뎁니다!' + + + +살다 보면 참 잊기 쉬운 말이다. '인간'. 신기하게 인간이 살고 있는 세상이고 인간을 위해 쌓아 올린 세상인데 인간이 없다. 아니, 정확하게는 +인간성이 없다. 도로 위에 수많은 난폭, 폭력 운전자들. 직장, 일이라는 이유로 인간다움을 마음 한편에 접어두라는 사람들. 돈 없고 힘없으면 +무시당해도 되고 서러워도 아무도 신경 쓰지 않는 사람들. 다수가 불편하면 외면당해도 되는 소수들. 어리고 학생이면 선택할 수 없고 저항하면 +안 되는. + +아무런 의욕도 없이 억지로 살아가는 중년 남자와 태어날 때부터 불행한 운명을 짊어지고 살아온 젊은 여자의 이야기가 이를 본 많은 이들에게 +어떻게 '인생의 드라마'가 되었는지 궁금할 것입니다. 놀랍게도 그랬습니다. 박동훈과 이지안은 서로를 인간 대 인간으로 완전히 이해했고, +서로에게 큰 위로가 되었습니다. 이지안을 돕는 과정을 통해 박동훈 역시 자신의 내면에서 다른 것을 발견하고, 자신을 더 사랑하는 것에서 +벗어나 더 적극적으로 살아갈 수 있었고, 이지안은 다른 사람들과 달리 자신에게 '4배 이상' 잘해주는 박동훈 같은 사람을 만난 이후 '처음 +살아보는 삶'을 살게 되었습니다. 이 둘이 어둠 속에서 서로에게 빛이 되고 마침내 터널을 벗어나면, 시청자들은 이 힘들고 외로운 삶 속에서 +희망을 볼 수 있는 것처럼 경험합니다. + +우울한 사람들을 보지만, 어쩐지 희망적인 느낌을 줍니다. 슬픈 사람들을 보지만, 어쩐지 미소를 짓게 만듭니다. 배경에는 추운 겨울날이지만, +여러분의 마음은 한없이 따뜻해질 것입니다. 사회적으로 소외되고 외로운 사람들이 모여서 이야기하는 것 같습니다. "괜찮아요. 이 세상은 여전히 +살 가치가 있어요." 무엇보다도, 여러분의 삶에서 진정한 사람들을 만나거나, 그들 중 한 명이 되고 싶다는 생각을 하게 만듭니다. 어떤 판단도 +없이 힘든 시기를 겪고 있는 그 사람을 볼 때, 여러분은 그 사람의 편이 될 수 있는 사람으로 성장하고 싶습니다. 더 중요한 것은, 그런 +방식으로, 여러분은 인간이 할 수 있는 최고의 가치를 실천하는 것이 여러분의 삶에서 더 많은 의미를 찾을 수 있기 때문에 더 많은 것을 얻을 +수 있습니다. + +> "어떻게 보면 인생은 외적인 힘과 내적인 힘의 싸움이고, 어떤 일이 있어도 내적인 힘이 있으면 견딜 수 있습니다. (박동훈)" diff --git a/src/content/spec/about.md b/src/content/spec/about.md index 40d9fe852..63c52e4bc 100644 --- a/src/content/spec/about.md +++ b/src/content/spec/about.md @@ -1,9 +1,9 @@ # About -This is the demo site for [Fuwari](https://github.com/saicaca/fuwari). -::github{repo="saicaca/fuwari"} +Leadership, for me, is a Science, a discipline that involves a much broader superset beyond technology. It includes not +just project management and public speaking, but also Psychology, Philosophy, and not to forget the technology itself. -> ### Sources of images used in this site -> - [Unsplash](https://unsplash.com/) -> - [星と少女](https://www.pixiv.net/artworks/108916539) by [Stella](https://www.pixiv.net/users/93273965) -> - [Rabbit - v1.4 Showcase](https://civitai.com/posts/586908) by [Rabbit_YourMajesty](https://civitai.com/user/Rabbit_YourMajesty) \ No newline at end of file +[leadership.qubitpi.org](https://leadership.qubitpi.org/) serves as my continuing effort that expand the boundary of my +limit on being a leader + +::github{repo="QubitPi/leadership-blogs"} diff --git a/src/i18n/languages/en.ts b/src/i18n/languages/en.ts index 8aeaae530..75f30a0c3 100644 --- a/src/i18n/languages/en.ts +++ b/src/i18n/languages/en.ts @@ -8,7 +8,7 @@ export const en: Translation = { [Key.search]: 'Search', [Key.tags]: 'Tags', - [Key.categories]: 'Categories', + [Key.categories]: 'Languages', [Key.recentPosts]: 'Recent Posts', [Key.comments]: 'Comments', diff --git a/src/pages/posts/[...slug].astro b/src/pages/posts/[...slug].astro index 96b136b16..77b826bf7 100644 --- a/src/pages/posts/[...slug].astro +++ b/src/pages/posts/[...slug].astro @@ -27,6 +27,15 @@ export async function getStaticPaths() { const { entry } = Astro.props const { Content, headings } = await entry.render() +const fontSwitch = { + 'font-USDeclaration': entry.data.font == 'USDeclaration', + 'font-SweynheimPannartz': entry.data.font == 'SweynheimPannartz', + 'font-PangZhonghuaXingKai': entry.data.font == 'PangZhonghuaXingKai', + 'font-DXRedMailboxBold': entry.data.font == 'DXRedMailboxBold', + 'font-Porson': entry.data.font == 'Porson', + 'font-Ubuntu': entry.data.font == 'Ubuntu' || entry.data.font == null +} + const { remarkPluginFrontmatter } = await entry.render() const jsonLd = { @@ -71,13 +80,26 @@ const jsonLd = {
- {entry.data.title} + class:list={[ + 'transition', + 'w-full', + 'block', + 'font-bold', + fontSwitch, + 'mb-3', + 'text-3xl', + 'md:text-[2.25rem]/[2.75rem]', + 'text-black/90', + 'dark:text-white/90', + 'md:before:w-1', + 'before:h-5', + 'before:rounded-md', + 'before:bg-[var(--primary)]', + 'before:absolute', + 'before:top-[0.75rem]', + 'before:left-[-1.125rem]' + ]}> + {entry.data.title.replace("📌 ", "")}
@@ -99,7 +121,7 @@ const jsonLd = { } - + @@ -138,5 +160,29 @@ const jsonLd = { #post-container :nth-child(3) { animation-delay: calc(var(--content-delay) + 100ms) } #post-container :nth-child(4) { animation-delay: calc(var(--content-delay) + 175ms) } #post-container :nth-child(5) { animation-delay: calc(var(--content-delay) + 250ms) } -#post-container :nth-child(6) { animation-delay: calc(var(--content-delay) + 325ms) } +#post-container :nth-child(6) { animation-delay: calc(var(--content-delay) + 325ms) } + +@font-face { + font-family: 'DXRedMailboxBold'; + src: url('/fonts/DXRedMailboxBold.ttf') format('truetype'); + font-weight: normal; + font-style: normal; + font-display: swap; +} + +@font-face { + font-family: 'PangZhonghuaXingKai'; + src: url('/fonts/PangZhonghuaXingKai.ttf') format('truetype'); + font-weight: normal; + font-style: normal; + font-display: swap; +} + +@font-face { + font-family: 'SweynheimPannartz'; + src: url('/fonts/SweynheimPannartz.ttf') format('truetype'); + font-weight: normal; + font-style: normal; + font-display: swap; +} diff --git a/src/types/config.ts b/src/types/config.ts index 67e5f2596..421868f8d 100644 --- a/src/types/config.ts +++ b/src/types/config.ts @@ -20,6 +20,7 @@ export type SiteConfig = { url?: string } } + topBlog: string toc: { enable: boolean depth: 1 | 2 | 3 diff --git a/src/utils/content-utils.ts b/src/utils/content-utils.ts index d1ee224ae..c5458ff91 100644 --- a/src/utils/content-utils.ts +++ b/src/utils/content-utils.ts @@ -2,6 +2,7 @@ import { getCollection } from 'astro:content' import type { BlogPostData } from '@/types/config' import I18nKey from '@i18n/i18nKey' import { i18n } from '@i18n/translation' +import { siteConfig } from '../config' export async function getSortedPosts(): Promise< { body: string, data: BlogPostData; slug: string }[] @@ -12,6 +13,13 @@ export async function getSortedPosts(): Promise< const sorted = allBlogPosts.sort( (a: { data: BlogPostData }, b: { data: BlogPostData }) => { + if (a.data.title == siteConfig.topBlog) { + return -1 + } + if (b.data.title == siteConfig.topBlog) { + return 1 + } + const dateA = new Date(a.data.published) const dateB = new Date(b.data.published) return dateA > dateB ? -1 : 1 diff --git a/tailwind.config.cjs b/tailwind.config.cjs index 3b2abb9fc..d2bd7b0ee 100644 --- a/tailwind.config.cjs +++ b/tailwind.config.cjs @@ -6,7 +6,13 @@ module.exports = { theme: { extend: { fontFamily: { - sans: ["Roboto", "sans-serif", ...defaultTheme.fontFamily.sans], + sans: ["Ubuntu", "sans-serif", ...defaultTheme.fontFamily.sans], + Ubuntu: ["Ubuntu", "sans-serif", ...defaultTheme.fontFamily.sans], + SweynheimPannartz: ["SweynheimPannartz", "SweynheimPannartz", "SweynheimPannartz"], + PangZhonghuaXingKai: ["PangZhonghuaXingKai"], + DXRedMailboxBold: ["DXRedMailboxBold", "DXRedMailboxBold", "DXRedMailboxBold"], + Porson: ["Porson"], + USDeclaration: ["USDeclaration", "sans-serif", ...defaultTheme.fontFamily.sans], }, }, },