1 六月, 2006
IP首部拆解——中国协议分析网
see http://www.cnpaf.net/class/TCPANDIP/0532918532739185.html
摘要：
- bit0~3: 目前的协议版本号是4，因此IP有时也称作IPv4
- bit4~7: 首部长度指的是首部占32bit字的数目，包括任何选项。由于它是一个4比特字段，因此首部最长为60个字节。普通IP数据报（没有任何选择项）字段的值是5
- TOS: 包括一个3bit的优先权子字段（现在已被忽略），4bit的TOS子字段和1bit未用位但必须置0。4bit的TOS分别代表：最小时延、最大吞吐量、最高可靠性和最小费用。4bit中只能置其中1bit。如果所有4bit均为0，那么就意味着是一般服务
- 总长度字段: 整个IP数据报的长度，以字节为单位。利用首部长度字段和总长度字段，就可以知道IP数据报中数据内容的起始位置和长度。由于该字段长16比特，所以IP数据报最长可达65536字节。当数据报被分片时，该字段的值也随着变化
- 标识字段: 唯一地标识主机发送的每一份数据报。通常每发送一份报文它的值就会加1
- 3位分片标识: R：保留未用；DF：Don't Fragment，“不分片”位，如果将这一比特置1 ，IP层将不对数据报进行分片；MF：More Fragment，“更多的片”，除了最后一片外，其他每个组成数据报的片都要把比特置1
- Fragment Offset：该片偏移原始数据包开始处的位置，偏移的字节数是该值乘以8
- TTL: Time-To-Live，生存时间字段设置了数据报可以经过的最多路由器数。它指定了数据报的生存时间。TTL的初始值由源主机设置（通常为32或64），一旦经过一个处理它的路由器，它的值就减去1。当该字段的值为0时，数据报就被丢弃，并发送ICMP报文通知源主机
- 首部检验和字段: 根据IP首部计算的检验和码。它不对首部后面的数据进行计算。ICMP、IGMP、UDP和TCP在它们各自的首部中均含有同时覆盖首部和数据检验和码。为了计算一份数据报的IP检验和，首先把检验和字段置为0。然后，对首部中每个16 bit 进行二进制反码求和（整个首部看成是由一串16 bit的字组成），结果存在检验和字段中。当收到一份IP数据报后，同样对首部中每个16 bit 进行二进制反码的求和。由于接收方在计算过程中包含了发送方存在首部中的检验和，因此，如果首部在传输过程中没有发生任何差错，那么接收方计算的结果应该 为全1。如果结果不是全1（即检验和错误），那么IP就丢弃收到的数据报。但是不生成差错报文，由上层去发现丢失的数据报并进行重传
typedef struct _iphdr //定义IP首部
{
unsigned char h_verlen; //4位首部长度,4位IP版本号
unsigned char tos; //8位服务类型TOS
unsigned short total_len; //16位总长度（字节）
unsigned short ident; //16位标识
unsigned short frag_and_flags; //3位标志位+13位片偏移
unsigned char ttl; //8位生存时间 TTL
unsigned char proto; //8位协议 (TCP, UDP 或其他)
unsigned short checksum; //16位IP首部校验和
unsigned int sourceIP; //32位源IP地址
unsigned int destIP; //32位目的IP地址
}IP_HEADER;
26 五月, 2006
sprintf的字符缓存越界
int sprintf(char *str, const char *format, ...);
要保证目标字符串缓存str的大小足够大。否则，会引起不可知错误。什么叫“不可知”，就是不可预测，就是让你很头晕，让你很后悔为啥要做一个程序员。
正在写的一个后台的服务进程，在收到SIGTERM(SIGKILL)信号的时候，结束所有的线程，释放所有的资源，并正常终止。然而昨天下午，这个服务突然不能被kill掉了。花了几个小时的debug，才发现原来错误就起源于一小段测试例程中的这个小小的不起眼的sprintf函数。缓冲区稍微小了那么几个字符，溢出覆盖了线程的数据区。而那些傻不拉唧的threads哪里知道它们的一亩三分地已经被人践踏，依旧照着这些莫名其妙的数据执行着莫名其妙的指令。结果是，我莫名其妙地浪费了很多时间。
建议：
- 尽量不要采用sprintf之类的需要主观确认缓冲区安全的函数，采用snprintf，或者asprintf之类的函数替代
- gcc/g++编译器最好能给出可能越界的Hint
26 五月, 2006
- 又见痛心疾首的赵老师
- 《超女》原来是艺术，不过是“低俗”的
- 我们看不到超女海选节目，是有法可依的
新语丝2006/05
以下摘自《中国青年报》2006年5月10日蒋韡薇报道《“高雅”与“低俗”之争》。
5 月3日，南京某高校学生高杰像以往一样浏览网上新闻。让他惊讶的是，自己所写的一篇评论，居然挂在了新浪网的首页上，且有数千条跟帖。这篇名为《我们想“高雅”，但口袋里没有钱——80年代出生的人致刘忠德爷爷的一封公开信》的文章，还同时出现在网易、搜狐、人民网等主要门户和新闻网站上，只是标题稍有不同，跟帖数都超过数千条。
高杰今年23岁。他完全没有料到，自己“一时冲动”写就的评论，竟然闹出了这么大的动静。他的论辩对象刘忠德今年已73岁，文化部原任部长，现任全国政协常委、科教文卫体委员会主任，中国工程院主席团顾问，中国演出家协会主席。而引发争论的导火索，正是2005年风靡全国的选秀节目——超级女声。
刘忠德“三批”超女
4月21日，刘忠德出现在中国剧《天鹅湖》的新闻发布会上，对于正在海选阶段的“2006年超级女声”活动，刘忠德表示：“超女、超男都来了，说得不好，就是对艺术的玷污。”
4天后，《华夏时报》再次发表记者对刘忠德的专访《全国政协常委称超女让年轻人受到毒害》，文中刘忠德明确表态：作为政府文化艺术有关管理部门来讲，不应该允许“超女”这类东西存在。
4月26日，有报道称，超级女声品牌运筹商——天娱传媒董事长王鹏对“刘忠德批评‘超女’”的报道回应说，“他有说的权利，我也有蔑视他所说的内容的权利。”
4天后，刘忠德专门就批评“超女”一事召开媒体座谈会，指出：“超女”的毒害在于参加者和观众受到错误引导，认为不用努力就可以一夜成名、一夜暴富。这是违背艺术规律的，对教育也是极大的破坏。
据参会媒体报道，刘忠德拿出《广电总局关于进一步加强广播电视播出机构参与、主办或播出全国性或跨省（区、市）赛事等活动管理的通知》，其中规定，“分赛区活动不得在当地省级卫视播出。播出的节目要力戒庸俗、低俗的现象，不能迎合少数观众的猎奇心理、审丑心态”。而湖南卫视4月22日开始播出的海选节目，多以选手出丑搞笑为主。分赛区活动上了卫视，也属违规。刘忠德在会上直指广电部门对“超女”监管不力，表示并不排除以教科文卫体组织来干涉“超女”进行评选的可能。
4月29日，湖南卫视做出回应，提出了三点自律原则：拒绝穿着暴露、定位涉嫌低俗的报名者；评委进行点评时不再出现尖刻的质问，不出现带有侮辱和嘲笑的语言；节目播出前严格审批，剪掉对观众的健康审美有不良影响的内容。
其后，王鹏声称绝无“蔑视”之说，只是某些媒体断章取义。而湖南卫视也表示将在近期专门派人前往北京接受刘忠德常委的指教。
高杰：我们想“高雅”但口袋里没有钱
“我很早就看到了对刘忠德的报道，也不同意他的观点。”5月8日，高杰在接受本报记者采访时多次重申，他不是某些网友所怀疑的湖南卫视的“枪手”，只是一名普通的大学新闻系学生。高杰就是他的真名。
适逢“五一”假期，高杰把写好的文章贴在自己的博客上，同时投给几家他常看的网站。湖南网络新闻总站——红网的《红辣椒评论》栏目率先贴出此文。红网正是超级女声的官方新闻网站。
我出生于上世纪80年代，属于听着“四大天王”的歌，读着金庸武侠小说，看着美国大片，伴着香港电视连续剧长大的那代人。但是我绝对不承认自己是被“超女”毒害的青少年，相信我的同龄人也同样不会承认。我觉得您太低估了您的孙辈们的鉴别力与欣赏水平。当然，我不排除我们这代人中的某些人会做出一些不理智的行为，但那只是个案。我想即使没有“超女”的出现，“一夜暴富”、“一夜成名”的心理同样也会出现，并且不只出现在我们这些80、 90年代的人身上。
作为80年代出生的人，我们并不抗拒您所说的高雅艺术。在某种环境下，我们也会舍弃流行来聆听古典，并且会有想听一场音乐会的冲动，然而我们的这些冲动却被高额的门票拒之门外。有时我们也会有学某件乐器的想法，然而高昂的音乐班学费常常使我对于自己的这个想法感到可笑——难道您不知道艺术类专业的学费高得足以让我们这种工薪家庭的孩子羞于向父母提出任何要求吗？难道您不知道音乐会只能在北京、上海这样的大城市才有，并且一张门票贵得等于我们三口之家一个月的生活费？
我们为什么喜爱甚至追捧“超女”？那是因为“超女”的低门槛。参加者没有报名费之忧虑，欣赏者也没有门票之负担。我只要想唱就可以唱，并且还有老师的免费点评。尽管某些老师的言论有点尖锐，但是我们中国人不是有句古话叫做“忠言逆耳”吗？略带讽刺的点评恰巧打碎了我们许多人的明星梦，让我们安心学业，这有什么不好的吗？这不是为铲除“一夜成名”的思想作出了不少贡献吗？
……
听说您一手栽培的所谓中国剧《天鹅湖》将要上演，希望它的门票不要太贵，希望它不只是在北京、上海这些大城市上演，希望您以全国政协常委兼科教文卫体委员会主任身份向教育部提议加大对于中小学特别是中西部地区中小学艺术教育的投入，希望您能够为寒门学子解决些实际问题……最后还希望您不再担任诸如“中国汽车形象大使选拔赛”、“全国房地产模特大赛”之类活动的评委了，因为这些活动在我眼中比“超女”更加低俗、更加有害青少年的成长、更加有辱艺术之名。
“我不是最早批评刘忠德的人，在我之前，网上已有大量评论，很多见解比我尖刻。”高杰把自己的原文和经网站修改后的版本，一并贴在自己的博客上。他解释说，“80后”是在不断转贴过程中，逐步被网站编辑强化的一个标签。而这个标签也成功地吸引了更多的眼球。
2005年暑假，高杰看了几场“超女”的决选，他并没有成为谁的“粉丝”，但从中感受到了“娱乐和愉快”，并把对“超女”节目成功模式的探讨作为自己小论文的主题。
这封公开信，倏地把这个23岁的青年推到了漩涡中心。“有媒体把标题做成《大学生炮轰高官》等等。其实此前我只接受过一家媒体的采访。”高杰感到不安，他要求不要透露他就读的学校名字。而这段经历，也将成为他研究新闻传播的一个绝佳案例。
多元社会需要多元表达
有媒体做过统计，一天之内，新浪网上网友对高杰“公开信”的回复近万条，平均每6秒钟就有一个网友参与讨论。其他主要新闻网站的情况也类似。
支持刘忠德者说：“一味放纵市场选择，只能让一个民族在精神上陷入迷失”；“作为湖南人，我也反对和厌恶湖南卫视的超级女声节目，这个节目纯粹是想通过人为炒作来捧红没有多少演唱功底和没有受欢迎的作品的人，是鼓励一夜成名的思想，而不是提倡脚踏实地的作风，捧星味太浓，让人倒胃口”；“应该为未成年人指引正确方向，未来属于他们，但未来不是唱歌的世界”。
一位自称也是“80后”的网友“渔火江枫”说，以刘忠德的名誉和地位，如此做法，定不会如同某些评论员或者网友所说的是“借着 ‘超女’的名气炒作自己，以满足自己的一己之私”，他完全是站在一个文化界掌舵人的高度上去看待“超女”问题的。他不惜背负“以权压人”之嫌，是准备给我国的文化艺术界来一次大规模的“拨乱反正”。
持不同观点的一位网友说，刘忠德对“超女”的讨伐，让他想起小时候的场景：一群居委会的大爷大妈，手握剪刀走上街头，警惕地搜寻小伙子们的长发和喇叭裤。
5月2日，网络名人老榕在自己的博客上写下：“我年过四十了，从小到大，似乎一直被毒害个没完：上小学的时候，被告知孔子及其言论是毒，结果看那些批判文章的时候，发现被批判的孔子及其言论很有意思，进而发现四书五经都很有意思，再发展到对一切诗和经都有兴趣。上中学的时候，被告知与刘忠德操办着的中国剧《天鹅湖》同名的芭蕾舞剧是毒，而且是剧毒。那时，我这革命干部后代偶尔可以走走后门，偷偷混进内参电影院看看《天鹅湖》什么的，一不小心也果然中了毒，到现在还是这些高雅艺术的FANS，百看不厌。上大学的时候，被告知‘电子音乐’是毒。当时我们的政治教科书，艾思奇老先生编的，赫然就有‘资产阶级腐朽的文化，如……电子音乐……’，后来看到雅尔先生带着成吨的电子设备到午门外演奏被定性为高雅的音乐会，真是无限感慨。”
这篇《我们到底被毒害个有完没完》，创下了老榕本人博客史上访问和评论的纪录。这还是在上网人比平时少的“五一”长假期间。就连老榕本人也看得“目瞪口呆”。
北京人民艺术剧院副院长濮存昕日前接受媒体采访时表示，“超女”办得很好，是孩子们的节目，并请大家不要去指责它。著名歌唱家李双江的徒弟许飞，是“2006年超级女声”长沙赛区预选赛第二位获得直接通行证的选手。李说，流行歌曲有创新意识，且很敏锐，他支持徒弟参赛。希望“超女” 们用心去享受这个过程，不要太在意竞争而要看共同的参与和提高，保持一颗谦虚的心。
网友梁发芾说，《诗经》中的不少诗歌，都是来自民间的流行歌曲，后来得到人们的承认，就成为高雅的经典。国粹京剧产生于民间，在当时鄙俗至极，但现在也高雅得不得了。艺术的高雅与否，从来不是一两个权威凭自己的爱好可以一言定夺的。“我反感刘忠德的说法，这种说法中暗含着极为危险的信号，就是要用政治的、行政的手段，来强行控制文化的走向，控制人们的娱乐选择”。
在阳光媒体投资控股有限公司主席杨澜看来，“超女”固然算不上高雅艺术，但其代表了流行文化的巨大活力，更是一代人生活态度的宣言——那就是勇于展示自我，勇于与众不同。在中国的近代史上，艺术横遭践踏的事例不胜枚举，多少“假、大、空”的作品都曾与艺术相提并论。相比之下，“超女”虽有粗糙之处，却是率真的。“真”是所有艺术形态最核心的共同之处。从这一点来说，你可以不喜欢这样的选秀活动，却也不能限制别人喜欢的权利。
红网编发了署名张若渔的评论：消费时代来临了，一切价值被重估。高雅文化被请下神坛，取而代之的，是娱乐的、先锋的、寄托个人经验的大众文化。精英艺术家们并不甘心于艺术主导权的丧失，所以才对诸如“超女”之类的活动不遗余力地讨伐。而在品尝到了大众文化的甜头之后，公众也感受到了捍卫艺术主导权的必要性，人民需要自主选择和免于胁迫的艺术。
文化部原部长、现任全国政协常委兼文史和学习委员会主任王蒙在去年的一场报告和今年“两会”接受采访时说：“超级女声是通俗明星，但并不意味着她们就是精神导师、学习楷模。目前一些明星实质上就是消费符号，供大家取乐。我们既不必大惊小怪，也不需要期待得过高。因为就像一本畅销书，一部票房高的电影，有时候甚至你还不理解它是怎么回事儿，它就一下子火了。我们还是以比较平常的一种心态，努力发展自己认为最好的。也不用眼睛盯着自己不服气的东西，非得拉下马来不可。”
19 五月, 2006
“Camels and Rubber Duckies” by Joel Spolsky
我搞了个软件（或者其它什么东西），该怎么定价？作者先从需求曲线讲起，理论上计算如何收入最大化，然后联系实际，给出三种定价方案：免费，便宜和昂贵的，并就此进行进一步的讨论。最后给出建议：charge $0.05 for your software. Unless it does bug tracking, in which case the correct price is $30,000,000（作者自己开发了一个bug跟踪软件Fogbugz）。
经济类文章讲得这么有趣味，推荐！
同一个作者的另外一篇文章“Strategy Letter V”，按照“商品的互补产品价格下降，必然促进此商品的销售”的理论，解释了为什么会有那么多公司企业热衷于Opensource（开源，免费）。文中举例提到了Sun，IBM的开源策略，Java的WORA（Write Once, Run Anywhere）特性以及Java的开源对Sun的不利影响。文章最后一段提到掌握一些基本的“经济学思考方法”的显而易见的好处：
Amos Michelson, the CEO of Creo, told me that every employee in his firm is required to take a course in what he calls "economic thinking." Great idea. Even simple concepts in basic microeconomics go a long way to understanding some of the fundamental shifts going on today.
12 五月, 2006
“刚才看到allyesno的BLOG说到百度贴吧的十一生肖吧 ，他说有狗吧，有猪吧，没有鸡吧。我想应该是十二生肖才对啊，我也是属鸡的，我真的去百度找鸡吧，我怎么在百度贴吧里找不到"鸡吧"？”
真搞笑，百度没有鸡吧
11 五月, 2006
我什么O都不是，按理来说不应该丧失本分，干这种僭越之事。不过，曾经被CXO们管过，将来十之八九还要被某些CXO们管，知己知彼，总没坏处。
blog写得很有意思，特别是开头几段，回忆起10年来她（作者）苦口婆心地奉劝CXO们尊重员工，共同创造管理者和被管理者双赢的企业文化的种种努力，最终付诸东流，不禁痛心疾首。在撞墙（banging my head against the wall）之余，发狠要抛弃CXOs，帮助员工离开企业，自立门户，大家都做CXO，自己管自己，普天happy。
革命不是一蹴而就的。虽然怒CXO们不争，Pam还是给出了接下来的10点忠告。我一边看，一边结合自己的经验，频频点头。然而连我都点头了，可见这些都是老生长谈，没有多少建设性。anyway, 忠告总是诚恳的，对于即将参加革命的现役员工们，也肯定会有帮助的。20~30人的小公司，或者一个小的团队，Pam Slim 10条是具有指导意义的纲领性文件。
btw，原文贴了一张格瓦拉的头像，Pam之心，不言而喻。
“Open letter to CEOs, COOs, CIOs and CFOs across the corporate world”, by Pam Slim. Recommented by Kawasaki
全文如下：
I am writing to you as a newly minted rebel. My main purpose in life is to take your best, your brightest, most creative, hard-working and passionate employees and sneak them out the hallways of your large corporation so that they are free of the yoke of lethargy, oppression and resentment.
It hasn't always been this way. I tried for many years as a consultant to YOU to explain the importance of treating your employees with dignity and respect. I encouraged you to speak clearly and to the point, to avoid endless hours of PowerPoint, buzzwords and meaningless jargon like "our employees are our most valuable asset." I was sincere in my efforts as I coached your managers and explained the importance of providing objective, developmental feedback to employees that was based on observable behavior, not personal generalizations. I encouraged you to be open with your business strategy so that your employees could contribute ideas to grow your company.
After ten years, I give up. I was banging my head against the wall trying to find ethical, creative ways to train your employees on the merits of your forced ranking compensation plan. No amount of creativity could overcome the fact that it is a stupid idea and does nothing but create an environment of competition, politics and resentment. Whoever sold you on that idea was wrong.
So now I want to help your employees leave and start their own business. Regain control of their life. Feel blood pumping in their veins and excitement in their chest as they wake up each day. I honestly wish that it were possible for them to feel that inside your company. But things have gotten so convoluted that I honestly don't think it is possible unless you take some drastic steps:
- Don't spend millions of dollars to try and change your culture. Corporate culture is a natural thing that cannot be manufactured. No amount of posters, incentive programs, PowerPoint presentations or slogans on websites will affect the hearts and minds of your employees. If you want to see things change immediately, stop acting like an asshole. If you see one of your senior managers acting like an asshole, ask him to stop. If he doesn't stop, fire him. You will be amazed at how fast the culture shifts.
- Stop running your company like the mafia. By now, we are all aware that no job in any industry is secure. They can be re-scoped, eliminated or outsourced at any time. And that is the way it should be - no organization can be static in today's environment. But despite this common knowledge, many of your managers act betrayed when their employees tell them they want to leave the company. This is an absolute double standard and should be stopped immediately. If you help your employees grow and develop in their career even if they plan to leave the company, you will create an extremely loyal workforce. You never know where that employee who leaves will go next. They could become an incredibly valuable strategic partner. Their golfing buddy could turn out to be your next huge customer.
- Spend a moment walking around the halls of your company and look at your employees. I mean really look at them. Don't just pat them on the back and pump their hand while looking over their head at the exit door. Look directly in their eyes. Imagine what their life is like. Who is waiting at home for them? What are the real consequences to their health, marriages and children when they have to work yet another 13 hour day? What kind of dreams do they have? What makes them really happy? What do their eyes tell you? Do they trust you? Resent you? Think you are full of it? I met precious few C-level executives in 10 years consulting that truly "saw" and cared about their employees. Those that did reaped gigantic mounds of good will and respect.
- Teach people how to get rich like you. I don't think there is anything inherently evil with money. It would be kind of fun to have my own jet and be able to pick up and fly to New York to watch the opening of a Broadway play or zip to Mexico for a long weekend. But the kind of disparity that exists right now between your employees who do the work and you and your senior team who reap the benefits is not only absurd, it is obscene. I know you work very hard and carry a lot of responsibility for your company. Instead of hoarding your wealth, teach your employees how to make money. Show them how you negotiate large deals. Explain investment vehicles. Explain how your business works and why it is so exciting for you to run. Make them into better businesspeople so that they can grow their opportunities and net worth. And for God's sake share the profits. It is insulting to tell your managers to look a hard-working employee in the eye and say they only get a 3% raise when you take home more in a quarterly bonus than they make in 10 years.
- Don't ask for your employees' input if you are not going to listen to it. I have facilitated offsite meetings that lasted for days where well-intentioned managers brainstormed and argued and edited and wrote flip charts until their hands turned blue. They sweated over creating something that was relevant and for a brief period of time actually were proud of what they accomplished. Until a month later when I heard that you scrapped the whole thing in favor of a plan cooked up by an outside consulting firm. This does not only completely waste smart people's time, it guarantees that you will have hostility and resentment the next time you ask for creative input.
- Don't train people until you know what problem you are solving. I would be rich if I took up all the offers I got to "design and teach a 5-day course on people skills for all of our managers worldwide." Most often, I would get the call from a VP of Human Resources that received the request from their pissed off CEO. And what were the pressing business problems that caused the request? Often it was the threat of a lawsuit based on one manager's egregious behavior. Take the time to analyze what is causing the problems in your business such as high turnover, plunging sales or a huge increase in employee complaints. Usually it is something that will not be resolved by training everyone. Most often it involves firing a person or two who are causing havoc in a department. If you really want your managers to learn how to manage people, put them in tough situations with great mentors near by. Keep an eye on them. Provide feedback and coaching exactly at the moment that they need it (like before they have to fire someone for the first time and are scared to death). There is a time and a place for training, but it should not be your first course of action.
- Ditch the PowerPoint when you have town hall meetings. No one is excited to see another boring graph or 20-part building slide that describes all the components of your new strategy. If they are interested, they can read the slides at their desk. Your employees want to hear your opinions on things that they think about all the time. Your PR team may have a heart attack, but invite tough questions about the things that you know are really on their mind. Are you going to take over another company? Outsource the Help Desk to the Philippines? Why did you get a huge bonus this quarter when the rest of the employees are on a salary freeze? Did the VP of Sales really get caught with his pants down at the the sales meeting in Vegas? Just because people ask the questions doesn't mean you have to answer them all. Know what you can and can't talk about and be direct about that (no, you can't talk about the VP of Sales or you may get sued). You will do wonders for your credibility and I guarantee no one will be sleeping in the back of the room.
- Focus on the work people do, not how or when they do it. Some positions require people to be at their desk at an appointed hour to answer customer calls or to participate in live meetings. But others can do their work from home, early in the morning, late in the evening or dialing in from the local Starbucks. The turnover magnet you have for losing great employees is not the competitor down the street, it is the idea of freedom and flexibility for the self-employed. Your employees have different biorhythms and working styles and activities going on in their lives. If you provide flexible work options and don't make people sit unnecessarily at their desk, you will keep some great employees who would otherwise leave. A manager who is afraid to offer telecommuting to her employees because she thinks they will slack off is just showing her own weakness. Great managers build accountability into flexible work plans and manage performance aggressively.
- Watch the burnout. Many companies measure an employee's drive and dedication by the amount of hours they work each day. I have witnessed people playing video games at their desk until their manager leaves "just so they won't think that I am slacker." Huh? It is not a badge of honor to work 18 hours a day, it is a sure path to a heart attack or divorce. There are times when employees have to work around the clock to get critical projects done and that is part of doing business. But if they are working long hours just because "everyone does," you are creating a culture of waste, inefficiency and ill health.
- Forbid people to work while they are on vacation. Of all the pet peeves that I have accumulated over the years, this is perhaps the biggest. Your employees work like pack mules all year long. They send messages via Blackberry during dinner, take work calls during their kid's basketball games and forgo rolling in the sheets with their spouse to finish a PowerPoint presentation on Saturday morning. When they go on vacation, let them relax. The only way to get the health and stress-relieving benefits of a vacation is to completely unplug from work. As long as they are checking email each morning from the hotel lobby or fielding "urgent" calls in the evening, they might as well be in the office. The worst thing is seeing their kid's eyes as they observe once more that Dad or Mom values work more than family, even on vacation. Shame on you for making this acceptable behavior.
I won't entice anyone out your door that does not want to come willingly. Many people will choose to stay in the comfort of your oppressive predictability. But if you lose some smart, creative, entrepreneurial and positive minds, you can't say I didn't warn you.
8 五月, 2006
5/1富阳龙门山
携骨头骨头携本人与小凤蝴蝶夫妇及小波同学同游富阳龙门山。在龙门客栈前的草地上露宿一宿。在龙门山山腰林场露宿2晚。背了无数物资，包括18听啤酒，一瓶2锅头，非常FB。
龙门客栈吃了两顿，感觉非常不好。菜价很贵，味道一般。尤其是招牌菜“龙门神仙鸡”，不是土鸡，却卖土鸡的价格：68RMB。啤酒卖得比杭州还贵。我们在山上特地问起看林人孙某，他说龙门客栈就是斩游客的地方，比附近酒家至少贵1倍。他推荐我们下山后去离客栈不远的“东吴大酒家”，那里比较公道。我这里也呼吁大家，今后到龙门山或者龙门古镇，不要再去那个“龙门客栈”腐败了。可能是5/1人多的关系，但是客人多了，更应该诚惶诚恐，兢兢业业才对，如此折腾，实乃心术不正。我们都很生气。
龙门山，基本上没什么特别。龙门瀑布，这个季节，雨水少，水库也不会放水，所以，瀑布没看头。我们露营的林场，虽然旁边有一水库，奈何秀气全无，提不起兴趣。垃圾多，不光林场房屋旁如此，据我们唯一登顶的小波交代，山顶亦然。
无论如何，空气总是比上海要好很多，水也不错。朋友们在一起开心，这就够了。
