Bis vor kurzem hätte ich die Firma, aber speziell die Hardware aus Cupertino nahezu uneingeschränkt empfohlen. Ist zwar ein goldener Käfig, macht aber das was es soll, recht zuverlässig und das langanhaltend. Hat man doch mal Hilfe gebraucht, wurde geholfen und die Qualität war ok.
Meine Apple Watch Series 5 hatte ich nun 3 Jahre. Das schicke und stabile Modell aus Edelstahl für knapp 800 EUR Neupreis. War oft damit schwimmen, bisher nur in Süß- bzw. Chlorwasser. Im Urlaub ging es nun das erste Mal ins Salzwasser. Natürlich erst nach Prüfung der Eignung. Meerwasser kein Problem und wie bekannt, kein Springen, Tauchen oder sonstige Aktivitäten, die einen zu hohen Druck erzeugen könnten. Noch am gleichen Tag des Meerkontaktes stellt die Smart-Watch mit einem grell-weißen und abschließend roten Leuchten ihren Dienst ein. Komplett. Kein Zurücksetzen möglich. Ein Laden überhitzte die Uhr, ohne jegliche Reaktion. Auch nach Tagen.
Zum Glück gibt es ja den Apple Support. Ein kurzer Blick auf die Homepage förderte als einzige Option außerhalb der gesetzlichen Gewährleistungspflicht einen pauschale “Gebühr für Serviceleistungen außerhalb der Garantie” von 430,90 EUR zu Tage. Eindeutig zu viel. Sportuhren mit sehr ähnlicher Funktionalität und einer garantieren Wasserbeständigkeit ohne wenn und aber von bis zu 50 Metern kosten neu deutlich weniger. Gebrauchte Modelle des gleichen Apple Watch Modells erhält man im Kleinanzeigenmarkt für um die 200 EUR.
I guess we all have meanwhile learned more or less successful how to work from home (or the beach). The all-remote company GitLab Inc. has an helpful and extensive guide on how they are implementing this within their global organization – without a single office. It was inspiring to me especially during the first lockdown of the pandemic, although I thought I had already gained quite some experience during 1.5 yrs working remotely. The subsequent recommendations probably contain also advice originated from GitLab, but are enriched with my personal flavor and learnings. I hope it is useful and shall at least serve as a reminder to myself. I fear there are still some months left to professionalize this even further …
Intentionally start and end your work day. For example by a specific ritual, e.g. start with a morning walk, shower, … and end at least by closing your work related applications and their connections when you are done. Otherwise private and work life might mix too much and there won’t be any time for recreation and clearing your mind.
“Never assume the motives of others are, to them, less noble than yours are to you.” [according to J.P. Barlow] Not only a helpful advice in remote work, but especially in an isolated environment like home, certain inquiries by your colleagues might appear out of context. If the other person then even catches you in the wrong moment or mood, to have an open, impartial, and collaborative conversation will be a challenge, at least for yourself. Assume that their personal motivation for approaching you is by default meant well and make sure to appreciate it.
Do not demonize doing private stuff for and within breaks. While working from home you will most probably be more focused and accordingly exhaust more quickly. Taking a break for doing something completely different like sports, laundry, or just going to the grocery store might at first glance appear improperly. In the end it will spur your creativity and with a refreshed mind you will be more efficient within the same timeframe than forcing you to continue working just for the sake of being on duty.
Optimize for asynchronous communication. The frequency of conference (“sync”) calls naturally increases in a remote setting, schedules will overlap, and participants might not always be that focused as they are during in-person meetings. Allow others to follow up offline, at a later point in time, and help to continue where you last left off so that everyones valuable time is invested well. In addition you might want to record important conversations and at least keep detailed minutes that assist to easily catch up. Moreover prefer group conversations over direct messages, as there are always others for whom this is or will become relevant as well.
Accept external disturbances during meetings. It is just inevitable to be interrupted in your home environment. Kids, the postman ringing, or unstable infrastructure. Appreciate such unintended breaks, do the best out of it, welcome the young generation or resort the discussion as you anyhow cannot change it. And hey, those interruptions are not that much different to a beamer suddenly breaking down or colleagues bursting into a double-booked conference room?
Plan your week and set your priorities pro-actively. Otherwise your work stream will be dictated by allegedly “urgent” concerns popping in and by natural distractions due to your home environment. Better define beforehand what is really important for you to work on. It will be much more easier to resume after uncontrolled interruptions and you always have an overview of where you currently are and what needs to be done next.
Electronic mail and communication platforms like Teams, Slack, etc. are asynchronous communication channels. This might come as surprise for some. Do neither feel obliged to immediately reply nor expect a prompt reply. If there is urgency, a direct call is still well suited for instant follow-up and without wasting time by interpreting probably ambiguous text-based chats. In case of conflict, clarify your “service-level agreement” and how to reach you best in case of emergency.
Prefer video calls over voice calls. If infrastructure allows, switch on your camera. It will still bring you much closer to your colleagues and add an additional sense for improved interpersonal communication.
Fight screen fatigue. Do everything you can to not make you or your counterparts stare on the screen all day long. E.g. when you need to do something creative, better choose pen and paper. While doing a break, do not read the mails or news again on your screen. Better take a walk, enjoy some fresh air, and wide angle view. When you give a training/workshop/lesson, frequently enable participants to turn away from the conference session to do some self-responsible tasks. In general reduce frequency and duration of meetings to a minimum.
In case you want to look from a statistical perspective on home office, Atlasssian Inc. has analyzed the first months after people started to work primarily from home. The company is offering popular workflow solutions that are mainly used within software development, e.g. ever heard of Jira? Their study is a useful sample of remote work from within the software industry. Surprisingly employees still kept working although they are not at the office any longer. The author is even slightly worried of our work-life balance: “Proof our work-life balance is in danger (but there’s still hope)” by Arik Friedman.
The Apollo space flight program is long history, even the 50th anniversary of Apollo 11 was already celebrated more than a year ago. Todays headlines in spaceflight are either written by a psychologically conspicuous president building a Space Force or a pot smoking business magnate launching electric cars in space and polluting the night sky (and earth orbit) with his up to 42,000 Internet satellites.
In contrast Ben Feist (Homepage | Twitter) has done phenomenal work in reviving the Apollo fever. Or how else can you call it when you are able to replay some of the original missions in real time – second by second from start to end – whilst having the ability to switch interactively between all mission control audio channels, public commentaries, and various video streams. In addition the multimedia content has been enriched with photographs, transcripts, and many more details. All available sources have been carefully restored, synchronized, and packed into an intuitive and original user interface.
Reading the statistics of the included real-time elements for e.g. Apollo 11 is just stunning: All mission control film footage, all TV transmissions and onboard film footage, 2,000 photographs, 11,000 hours of Mission Control audio, 240 hours of space-to-ground audio, all onboard recorder audio, 15,000 searchable utterances, …
Wer kennt nicht Jacques-Yves Cousteau und zumindest einen seiner legendären Film wie “Die schweigende Welt”? Der tauchende Biologe und Naturphotograph Laurent Ballesta, Jahrgang 1974 aus Montpellier, war mir dagegen bisher unbekannt. Vor einiger Zeit hatte ich bereits, aber unbewusst, einen Film von ihm gesehen, der mich bleibend fasziniert hat: “Antarktis – Die Reise der Pinguine”. Seine weiteren Expeditionen in die Unterwasserwelt stehen diesem Werk in nichts nach und es würde schwer fallen, sich für eines als das Beste zu entscheiden. Allesamt zeigen atemberaubende Bilder, schildern fesselnde Erlebnisse und liefern detaillierte Einblicke in die besuchten Lebensräume und Ökosysteme. Am Ende jeden Abenteuers hat man das Gefühl, als müsste man selbst erst den ein oder anderen Deko-Stopp einlegen, um überhaupt wieder in die reale Welt zurück zu finden. Mit anderen Worten – nicht nur in der aktuellen Zeit – Prädikat besonders wertvoll und schwerstens zu empfehlen!
Zur Zeit hat ARTE in der Sendereihe “Die Tiefen der Ozeane” einige Filme von bzw. mit Laurent Ballesta im Angebot, die bis zu ihrer Depublikation nachfolgend verlinkt sind:
Textuelle Beschreibungen von Algorithmen sind berüchtigt dafür, eher trocken und schwer verständlich zu sein. Aufbauanleitungen eines schwedischen Möbelhauses erfreuen dagegen – zumeist – durch wortlose und illustrative Benutzerführung. Warum also nicht auch mal eine Verfahrensanweisung in dieser intuitiven Form aufbereiten?
It has been instantiated for the sole purpose of trademark management (and enforcement?) for Open Source projects, who are said to be not well positioned to care by themselves. For a start Google assimilated their own projects: Angular, Istio, and GerritCode Review. Own Projects? Oh well, at least for Istio – that was co-developed with IBM – they now clarified who has ownership of its trademark.
In their introduction statement they claim: “[…] Accordingly, a trademark, while managed separately from the code, actually helps project owners ensure their work is used in ways that follow the Open Source Definition by being a clear signal to users that, “This is open source.” […]”
Josh Simmons, the president of the Open Source Initiative (OSI) maintaining the referenced definition has a diplomatic statement to that, which also serves well as a summary: “Of course, OSI is always glad when folks explicitly work to maintain compatibility with the Open Source Definition. What that means here is something we’re still figuring out, so OSI is taking a wait-and-see approach.” 
Or is this yet another project for the Google Cemetery because the Open Source community is not that into trademarks as cooperations are?
There are more detailed summaries and discussions:
In the golden age of Open Source compliance offerings, one of the key marketing argument still appears to be: “The General Public License (GPL) is sooo risky. In case of GPL infringement, you will have to release all of your code – speak your intellectual property (IP) – under the same terms. Take our license scanner as we are the best to protect you against such nightmares.”
That statement simply is not correct. But very effective if you want to sell your services. Which company wants to be forced to release its valuable IP into the public only by not following specific license terms?
His general understanding of one of the basic principles of Free Software and the GPL – reciprocity – speaks of great intellectual power. However this muddle-headed theory in total is utterly wrong but still persistent today serving as one of the main arguments to sell license compliance offerings.
Even infringing the terms of the GPL will never force you to put your own source code under the same license. Simple as that.
Sure, in the worst case you have violated a software license. In this aspect there is no difference between the GPL or any other even proprietary license. Copyright infringement claims are caused by
the actual violation of the license and
the unlicensed use of software.
You have to cope with its consequences. Legal remedies are
punitive damages and
injunction to not distribute your product any further.