Work From Home Trends: Future of Remote Working in Post Covid-19 WorldDmitry ChekalinChief Executive OfficerTrendsHomeBlogTechnologyWork From Home Trends: Future of Remote Working in Post Covid-19 WorldFeb 10, 202111 min readGlobal lockdown due to Covid-19 made companies extensively shift to working from home. Apparently, telecommuting integration turns out to be deeper than we all expected. It is clear now that online work from home is going to be the “new normal” in 2021 and beyond. As such, to stay on track, you need to keep your eye on upcoming changes. In this article, we collected the main remote work trends to help you better adapt to the post-pandemic era. Here, you will also learn the key reasons why remote working is the future.

Work when you’re fresh; stop when you’re tired.

we first thought about starting a reading group, as many other institutions and departments have done. But we wanted to make the barrier to joining the conversation as low as possible

When we devalue the full range of everyday cognition, we offer limited educational opportunities and fail to make fresh and meaningful instructional connections among disparate kinds of skill and knowledge. If we think that whole categories of people—identified by class or occupation—are not that bright, then we reinforce social separations and cripple our ability to talk across cultural divides.

If we believe everyday work to be mindless, then that will affect the work we create in the future.

How should thinkers respond to monstrous lies? Should we mostly ignore the critics as Matsuda has, as I have? Because restating facts over and over again gets old. Reciting your own work over and over again to critics who either haven’t read what they are criticizing or are purposefully distorting it gets old. And talking with people who have created a monologue with two points of view, theirs and what they impute to you, gets old.

59% of organizations are following agile principles, but only 4% of these organizations are getting the full benefit.

ll these tools help with organizing and analyzing and thus facilitate the real work of the humanist, which, as noted, is to interpret the evidence of human lives, thoughts and actions.

1. It’s not about physical vs. digital, but synchronous vs asynchronousIn L&D teams’ minds, the big split used to be between training that happened in-person and training that happened online. 

More points were awarded to candidates with master’s degrees and more years of experience in similar fields. While this approach seemed to provide a neutral method for evaluating candidates based on qualifications, it soon became apparent that the process, with its reliance on education and experience to the exclusion of other important qualities, was deeply flawed and created barriers to hiring talented, diverse candidates

I’d still argue that offices can and do produce spontaneous, productive encounters.

The eight-hour working day is a relatively new concept, widely accepted to have been cemented by Ford Motor Company a century ago as a means of keeping production going 24 hours a day without putting undue demands on individual members of staff.

A Harvard Business Review survey found that 62 percent of high-earning individuals work over 50 hours a week, more than a third work over 60 hours a week, and one in 10 work over 80 hours a week. According to Markovits, elites today work an average of 12 more hours per week than middle-class workers (the equivalent of 1.5 additional workdays).

Rather than write new tooling we decided to take advantage of tooling we had in place for our unit tests. Our unit tests already used FactoryBot, a test data generation library, for building up test datasets for a variety of test scenarios. Plus, we had already built up a nice suite of helpers that we coud re-use. By using tools and libraries already a part of the backend technology’s ecosystem we were able to spend less time building additional tooling. We had less code to maintain because of this and more time to work on solving our customer’s pain points.

No I'm writing it from first principles using the bisect runner as a guide and some other external gems.

These tests should be isolated as much as possible. For example, model methods that don’t do anything with the database shouldn’t need a DB record. Classes that don’t need database records should use stubs/doubles as much as possible.

A common cause of a large number of created factories is factory cascades, which result when factories create and recreate associations.

:js is particularly important to avoid. This must only be used if the feature test requires JavaScript reactivity in the browser. Using a headless browser is much slower than parsing the HTML response from the app.

Use Factory Doctor to find cases where database persistence is not needed in a given test.

Butler then moves on toquote—not Cicero, as Wilson does—but Quintilian, who among classical authorities is the mostskeptical about the art of memory’s efficacy (see endnote 4). Echoing Quintilian’s complaint, Butlersays that it is probably more difficult to construct a memory palace than simply to remember thingsby rote (54–55).

They have to ask you the dumb questions, either because their employer demands they do, or sometimes because their computer system doesn't let them get to the next part of the script unless they play ball.

Another will employ smart people who apologise to you profusely for having to go through all the pointless steps, but that's just what they have to do!

Being opportunistic can be useful, but having a big positive impact often requires doing something unusual and on developing strong skills, which can take 10+ years.

career capital

If you would like to make a code change, go ahead. Fork the repository, open a pull request. Do this early, and talk about the change you want to make. Maybe we can work together on it.

From an employers perspective, I believe there are many advantages:

The research found that working 55 hours or more a week was associated with a 35% higher risk of stroke and a 17% higher risk of dying from heart disease, compared with a working week of 35 to 40 hours.

Talk Abstract:Your job title says "software engineer", but you seem to spend most of your time in meetings. You'd like to have time to code, but nobody else is onboarding the junior engineers, updating the roadmap, talking to the users, noticing the things that got dropped, asking questions on design documents, and making sure that everyone's going roughly in the same direction. If you stop doing those things, the team won't be as successful. But now someone's suggesting that you might be happier in a less technical role. If this describes you, congratulations: you're the glue. If it's not, have you thought about who is filling this role on your team?Every senior person in an organisation should be aware of the less glamorous - and often less-promotable - work that needs to happen to make a team successful. Managed deliberately, glue work demonstrates and builds strong technical leadership skills. Left unconscious, it can be career limiting. It can push people into less technical roles and even out of the industry.Let's talk about how to allocate glue work deliberately, frame it usefully and make sure that everyone is choosing a career path they actually want to be on.

SAP Careers

makes your app inaccessible to users if JavaScript fails or is disabled (which happens more often than you probably think).

We’re a small team of four people, and we intend to keep it that way. We can focus on doing what we want to do: web and email development.

This often means asking uncomfortable questions: who is doing the work of data science (and who is not)? Whose goals are prioritized in data science (and whose are not)? And who benefits from data science (and who is either overlooked or actively harmed)?

Coinbase's CEO declared his company "apolitical." He says that he thinks of his company as a professional sports team. Paying no attention, it seems, to how actual professional sports teams have responded to social justice issues. He gave people a week to take severance if they disagree.

Who's responsible for these changes? David and I are. Who made the changes? David and I did.

when we need advice or counsel we'll ask individuals with direct relevant experience rather than a pre-defined group at large. Back to basics, back to individual responsibility, back to work.

DEI work

People can take the conversations with willing co-workers to Signal, Whatsapp, or even a personal Basecamp account, but it can't happen where the work happens anymore.

(Yes, I realize from a technical, end-user perspective this really doesn't matter.)

Work-life balance However, I recently understood that while we were working on the game, I broke the one and only rule I set for the founders of the company: always family first. My wife was expecting our second child and I was working long days at the office, and I became obsessed with making sure the game is as good as possible. The same probably applies to everyone in the team, since we shared love and passion for the franchise.

It can be a quick conversation on what’s working and not working. Having these conversations throughout the year will improve your performance and help you work more effectively with your team.

Metrics make your work impact real.

If you’re like me, you might be washing the dishes and still be debugging code in your head.

# +devise_for+ is meant to play nicely with other routes methods. For example, # by calling +devise_for+ inside a namespace, it automatically nests your devise # controllers: # # namespace :publisher do # devise_for :account # end

find_field finds by id, name or placeholder text - so find_field('Prefix') should find the element with matching placeholder text rather than needing xpath.

Currently, I’m working on designing the interfaces and it’s real fun!

Writing documentation for the new website has been fun. Yes, fun!

easily exploited by a bullshitter. To counter this,organizations should only establish committees andhave meetings when there are clear terms ofreference, a value-adding agenda, and the rightattendees who can contribute to the desiredagenda. More simply, the need for a meeting shouldbe questioned unless an important decision needs tobe made.

When bullshit is legitimized and codified, itspreads more easily and is likely to be moreinfluential. This in turn fosters the future produc-tion of more bullshit.

Finally, any approach to evidence-based man-agement should ensure that the practices suit theindustry and functional context. For example,professionals in a biotechnology company would beexpected to follow and use industry-appropriateevidence-based practices that are likely to bemore rigorous and extensive than those adopted bya fashion-clothing company. Such practices includeencouraging or even requiring their employees todo the following four things (seePfeffer & Sutton,2006): (1) demand evidence for statements thatseem implausible; (2) examine the logic or cause-and-effect reasoning between the evidence andthe statement; (3) as needed, encourage experi-mentation to test the confidence of data and val-idity of statements; and (4) continually repeat andbuild on the first three activities to create anevidence-based learning culture that stifles theproduction and spread of bullshit.

Furthermore, to help encourage and value evi-dence over opinion, managers should be carefulwhom they consult. While they should seek sub-stantive debate about statements and supportingevidence, they should only involve well-informedand value-adding experts. Social media andcrowdsourcing initiatives regularly remind us thatthe wisdom of the crowd is not as judicious as wethink.

Colleagues throughout the organization, andespecially those in administrative and leadershiproles, should also practice it so that evidence canguide key decisions. This is also true in the areas ofmarketing and sales, which thrive on the creationand circulation of bullshit.

Research byPennycook, Cheyne, Barr, Koehler,and Fugelsang (2015)suggests that an organiza-tion’s capacity to produce and accept workplacebullshit decreases with the prevalence of andvalue placed on critical thinking in that organiza-tion. They outline how individuals have differentsensitivities to bullshit: Those who have the abilityto stop and think analytically about the substanceof statements are less receptive to bullshit, whilethose with lower cognitive skills and less insightare more receptive.

The first three steps in the C.R.A.P. framework areused to understand the nature of workplace bullshitand how to identify and deal with it. Building on thisknowledge, the final step in the framework outlineshow to prevent the creation and spread of work-place bullshit in the first place. In the long term,this step may be of the greatest benefit in dealingwith workplace bullshit. Effective prevention willminimize the need for, and costs associated with,recognizing and acting against workplace bullshit.

When you seek advice, first write down everything you’ve tried.

If you’re stuck for over an hour, seek help.

Now, if you also want deskopen to pass through any command-line parameters, you can instead use this slightly-modified version: #!/bin/sh desktop_file=$1 shift `grep '^Exec' "${desktop_file}" | sed 's/^Exec=//' | sed 's/%.//'` "$@" &

A solution is almost indicated in the question: hinder xdg-open from choosing exo-open. A brute-force approach is to copy /usr/bin/xdg-open to /usr/local/bin (/usr/local/bin is earlier in PATH unless PATH has been modified) and to patch it to use open_generic instead of exo_open (unlike the XFCE4-specific exo-open, open_generic does honor xdg mime types)

“As humans we resist change,” says Twitter and Square’s Dorsey. “It’s scary and something we can’t necessarily control. You hear that Twitter is important or Facebook is important or HTML5 is important, but how do you actually begin? There’s no easy way. It’s not fun to be self-reflective or self-aware. “In many cases it means we have to do more work,” he adds. “So we have to do more work.”

Money could be good if it is spent to provide some of the above things. Money on it's own is hard because then it means I would have to spend time book-keeping and managing instead of programming.

There's no release of sprockets 4 so there's nothing to revert. Master branch is a WIP. I would recommend using Sprockets 3.

OpenFaaS® makes it easy for developers to deploy event-driven functions and microservices to Kubernetes without repetitive, boiler-plate coding.

On the “lows” side, I’d say the worst thing was the impact of not being present enough for my family. I was working a full-time job and doing faastRuby on nights and weekends. Here I want to give a big shout out to my wife. She supported me through this and didn’t cut my head off in the process.

Before a bug can be fixed, it has to be understood and reproduced. For every issue, a maintainer gets, they have to decipher what was supposed to happen and then spend minutes or hours piecing together their reproduction. Usually, they can’t get it right, so they have to ask for clarification. This back-and-forth process takes lots of energy and wastes everyone’s time. Instead, it’s better to provide an example app from the beginning. At the end of the day, would you rather maintainers spend their time making example apps or fixing issues?

Minimize the face sizes of attendees into grid view, and sit back a bit to allow yourself more personal space.

Demokratisierung, Digitalisierung und Dezentralisierung der Arbeitswelt

By 2021, the total electric waste is estimated to reach 52.2 million metric tons, and the majority of the waste cannot be appropriately recycled

CHILD DEVELOPMENT PERSPECTIVES

Ecoflex, unlike the materials used in commercially available flexible electronic displays, has a Young’s modulus that is compatible with the flexible bodies

The translucency of Ecoflex also helped the machines blend in with their surroundings

Although there are technologies, such as electrowetting (25) and electrofluidics (26), that use microfluidics to tune color, they rely on electric fields to move fluid and are not immediately compatible with our compressed-air power source.

Semiconductor technology has expanded our ability to see into the IR (24), and we explored techniques for camouflage or display in the IR

initial approaches to change the color, contrast, pattern, apparent shape, luminescence, and infrared (IR) emission (that is, surface temperature) of soft machines fabricated from elastomers and flexible reinforcing sheets (6–8)

These animals typically change color using specialized cells, such as chromatophores or iridophores (4, 9, 10), not simple microchannels

Although specific demonstrations of camouflage vary among species, the strategies used have common themes: background matching, disruptive coloration, and disguise (3, 11, 12)

oicing can alsoentail publicly calling ‘bullshit on bullshit’ orseeking help from an outside agency, such as aunion or government office. Employees are morelikely to choose to voice when they perceive thatthe organization offers sufficient psychologicalsafety; that is, when employees sense that theywill not be embarrassed or punished if they speakup (Frazier, Fainshmidt, Klinger, Pezeshkan, &Vracheva, 2017). The propensity to voice also de-pends on the extent to which employees haveorganizational commitment; that is, whether theycare for and believe in the organization enough towant to counter the harm of bullshit, combinedwith their perceived ability and capacity to make adifference. Such conditions are necessary foreffectively confronting bullshit. A principle knownas Brandolini’s Law states that the amount of en-ergy needed to refute bullshit is an order ofmagnitude larger than is needed to produce it(“Brandolini’s Law,” 2014).

Voicing is the act of employees speaking up toconfront what they consider to be bullshit. Em-ployees may ask to see evidence that supports thesuspected bullshit. They may themselves providebullshit-challenging evidence along with alterna-tive statements, and when doing so should becognizant that simple and coherent bullshit willtend to be more appealing than intricate andcomplex truths. Employees may also voice bylaughing at and mocking bullshit. This is a way to“informally show up its emptiness without havingto risk a full-frontal face-off with powerful bullshitartists” (Spicer, 2017, p. 167).

When employees correctly conclude that a state-ment is bullshit, they may react in a number ofdifferent ways. To illustrate these reactions, wedraw onHirschman’s (1970)exit,voice,loyaltyframework, which he initially formulated to illus-trate how employees react to organizations indecline or when the sky was falling. Scholars lateraddedneglect(Farrell, 1983; Withey & Cooper,1989) and successfully applied the framework tohelp understand employees’ responses to negativeworkplace experiences (Rusbult, Farrell, Rogers, &Mainous, 1988; Turnley & Feldman, 1999). Weapply this framework here to employees’ reactionsto bullshit.When employees act by exiting, they are tryingto escape from the bullshit and the bullshitter.This can involve quitting the organization orseeking a transfer to a different unit of the orga-nization so as to avoid the influence of the bull-shitter. Exiting is a likely reaction when employeesare so appalled by the bullshit that they cannotstay with the organization or unit, or when theyare already disillusioned, and the bullshit (possiblythe latest bout in a stream of bullshit) is the laststraw. For exiting to happen, employee dissatis-faction with the situation must rise to such a levelthat the disadvantages of remaining and facingbullshit in the workplace are greater than thedisadvantages of leaving. Or alternatively, thepersonal costs of leaving should be low enoughrelative to the costs of the two other responses inwhich workers remain and either contest thebullshit (i.e., voice) or disengage from the work-place bullshit (i.e., neglect).

Remember that bullshitters, unre-stricted by truth, have more freedom to frametheir statements. They are at liberty to deviseappealing bullshit with three significant charac-teristics. First, the bullshit may offer personalbenefits to the audience. For example, if a scien-tist in a research and development (R&D) depart-ment hears some bullshit from their boss thatsuggests the company is about to double the R&Dbudget, the scientist is likely to find this bullshitappealing. In addition, some employees may alsorelish or need workplace bullshit so as to flourish intheir jobs. They view bullshit as a necessary aspectof organizational life. Trendy jargon, flaky logic,and shallow arguments can be so appealing tosome that they provide them with direction andenergy.

Furthermore, abullshitter’s statements may never have beenintended to be believed or even to garner muchattention. They are intended to misrepresent bybeing appealing or convincing, or by distracting,exhausting, or disengaging colleagues, so thatagendas can be pursued with little or no resis-tance. This lack of awareness of the true nature ofworkplace bullshit is one of the reasons why thereis such an abundance of it (Fredal, 2011).

The bullshitter makes adecision to further that agenda through commu-nicative acts and decides on a message and amedium that will help them to achieve thatagenda. Crucially, while doing so, they disregardthe truth, in the sense that they are not concernedwith the truth, inaccuracy, or falseness of theirmessage but only in its efficaciousness in promot-ing the desired agenda

when we engagein work, we must distinguish between this type ofsocial bullshit, which can be harmless or evenhelpful to the organization (because it can enablethe development of normal interpersonal re-lationships), and other types of bullshit that canhave damaging impacts on the organization.

AbstractMany organizations are drowning in a flood of corporate bullshit, andthis is particularly true of organizations in trouble, whose managers tend to makeup stuff on the fly and with little regard for future consequences. Bullshittingand lying are not synonymous. While the liar knows the truth and wittingly bendsit to suit their purpose, the bullshitter simply does not care about the truth. Man-agers can actually do something about organizational bullshit, and this ExecutiveDigest provides a sequential framework that enables them to do so. They cancomprehend it, they can recognize it for what it is, they can act against it, and theycan take steps to prevent it from happening in the future. While it is unlikely thatany organization will ever be able to rid itself of bullshit entirely, this article arguesthat by taking these steps, astute managers can work toward stemming its flood

let's be honest, print-and-play is A LOT of work (printing, cutting, laminating, sleeving, etc) and it is not everyone's cup of tea.

If you ask my former students, they will tell you that as a teacher, my goal is to do nothing. I dream of the day when I can sit at my desk, feet propped up, reading a book, while the classroom bursts with activity and learning around me.

And yes, at TRB GmbH, we do pay people to work on OSS

It’s so simple that I sometimes wonder why it took years to develop it!

The LGPL allows users to use and integrate LGPL software components into their own software without being required to release the source code of their own software components. However, if users modify LGPL software components (“derivative work”), they are required to make the modified software component available under the same LGPL license. To avoid the latter with TRB, users have to comply with para. 5 LGPLv2.1: A program that contains no derivative of any portion of the Library, but is designed to work with the Library by being compiled or linked with it, is called a “work that uses the Library”. Such a work, in isolation, is not a derivative work of the Library, and therefore falls outside the scope of this License. In other words: if you use the TRB libraries in your commercial applications or Open-Source projects, you’re not creating a derivative work of Trailblazer. Your software can be distributed under any terms.

Trailblazer (TRB) is an Open-Source project. Since we want to keep it that way, we decided to raise awareness for the “cost” of our work - providing new versions and features is incredibly time-consuming for us, but we love what we do.

This didn't work for me. Answering "y" somehow causes the script to finish immediately, rather than letting children continue sleeping. (Same thing if I make the signal handler function an empty no-op.) Does anyone know why it doesn't work for me or how to get it to work? It's as if the interrupt gets propagated to the child processes too so that it's no longer waiting for them.

A “warning” signal is sent first, then, after a timeout, a “kill” signal, similar to the way init(8) operates on shutdown.

if the process does not react on a normal kill, you may want to add an additional kill -9 a few seconds afterwards.

We can ask timeout to try to stop the program using SIGTERM, and to only send in SIGKILL if SIGTERM didn’t work. To do this, we use the -k (kill after) option. The -k option requires a time value as a parameter.

Establish structured daily check-ins: Many successful remote managers establish a daily call with their remote employees.

As schematically illustrated in Fig. 1D, the cross-linked polyimine functions are based on the dynamic covalent chemistry principle

Among all the exciting applications, wearable electronics represents one of the most important, as it is the most accessible to people, and can be integrated onto the surface of human body to provide many useful functions, including physical activity tracking

It can be applied in places that are not accessible by traditional rigid printed circuit boards

Stretchable/flexible electronics has attracted tremendous attention in the past two to three decades due to the combination of its superior mechanical attributes and electrical performance

Teaching is my passion

my transition to working on RailsCasts full time is the primary cause for me burning out.