Google Uses Searches to Track Flu's Spread
Google is tracking the ebb and flow of Web queries like "flu symptoms" or "muscle aches" in an effort to identify outbreaks.
Ye Highlands and ye Lowlands, | Oh, where hae ye been? | They hae slain the Earl O' Moray, | And Lady Mondegreen. [ And laid him o' the green] https://en.wikipedia.org/wiki/Mondegreen
As a precautionary measure for all of the above procedures, you should wait at least one minute after you have performed this until you start your vehicle.I had tried the new key immediately every time I had gone through the sequence. I went back out, and put the new, previously inoperative key in the ignition, and turned it. Voila, the car started! So my instructions seems doubly faulty--the confirmation chimes never occurred, and they never hinted to me that I should wait.
If you have a MobileMe account ($100 a year), you can also make your iPhone beep for two minutes — and display a plaintive message on the screen — when
you’ve misplaced it. How many times have you wished your cellphone had that
feature?
Pretty close to my version of the feature. But needs to be a stand-alone $5 app (max).
Dave Winer: As I build layers of software, the simpler I make each layer, the higher I can build. If you don't design to hide complexity behind interfaces, you get overwhelmed by the complexity sooner, and your project can't do as much. Early in my career I often scrapped multiple levels and went down to the roots and rebuilt. Once I understood what the higher levels looked like, it exposed deficiencies in the lower levels. Reworking the lower levels allowed me to build higher.This almost never happens with in-house corporate software development. Where I have seen large companies go wrong, repeatedly, is that they fail to find a way to start a large project by biting off a small chunk, learning from that, and using that hard-won knowledge to revise their approach. Instead, one way or another, sometimes in total ignorance, sometimes despite better intentions, they wind up making a huge, multi-year bet on a big-bang delivery. And in my experience, that typically leads to either total failure, in the form of outright cancellation, after several years and millions of dollars expended, or substantial failure, in the form of a stunted delivery accompanied by a pro-forma declaration of victory, after several years and millions of dollars expended[1].
1. The proof-of-concept is too small. This is probably the least common reason, but in this case, leadership is smart enough to realize that they need to test the waters. However, the test devised is much too small to provide the kind of reality check needed to provide insight into the much larger project.
2. Gross under-estimation of project scope. This is a common one. If you start out believing the project is medium-sized rather than jumbo, then you won't be thinking you need a significant trial-run. Two comments here. One, I personally feel like I have seen this happen enough to recognize the warning signs, so I would question whether this mistake could be avoided 80% of the time, if companies found a way to tap the experience of their senior people--including being open to bad news. Second comment--even if you accept that this will sometimes happen, despite best intentions, it is a problem that can be recognized before it is too late. The first time that 9-month project is extended to 15 months is a huge warning sign to take a big time-out, and ask--okay, what can we deliver in the original 9 months scope? Then we take stock and re-plan the project. And at this point, we face the facts--its not 9 months, its not 15 months, its going to be at least 24 months.
3. Insistence on business value. Several times I have seen companies that do want to break the delivery down into phases, but they are very insistent that even the very first phase must deliver business value (delvier ROI). This is a huge mistake. It just doesn't usually work this way, any more than the foundation to a house delivers significant value, without the rest of the house sitting on top of it. The tragic result of this approach is that the first pass winds up being way too big and high risk to start with, and more often than not gets expanded from there, as other stakeholders become involved in the project elaboration, and add more requirements.
Here is the right way to look at it. The only value that the pilot has to deliver is to give you the information you need to assess how big the full project really is (still guessing, but less wildly), whether it is worth doing, how much resources it might take to get done, and what different, creative approaches might be employed in planning the project. If you spend 10-30% of your estimated total budget on this phase, and the only result is that you conclude that the project should be scrapped, that is a HUGE win. Because in that case, you clearly were way off in your pre-project estimates, so the ultimate project budget would have been 3-5X that initial estimate--and you still probably wouldn't have gotten what you hoped for. Think of it like buying insurance--a relatively small and manageable outlay to provide a huge risk-mitigation.
4. Unwillingness to take the time to do it right. This is where the corporate reward system, as well as plain-old human impatience, take their toll. Experience tells us that major projects take years. Often, management is not willing to spend a year on a pilot, just to find out whether a larger multi-year project is feasible. Instead, they would rather pretend that the whole thing can be done in less than 2 years.
The investment firm Fidelity recently surveyed employees at various companies who had opted for a high-deductible health plan linked to a health savings account. About half of those workers said they or a family member had chosen not to seek medical care for minor ailments as many as four times in the last year to avoid paying the out-of-pocket expenses.And they call this "Consumer-Driven Healthcare"?! Now, I'm not saying this is all bad. I am definitely in favor of the concept, at least in theory, of exposing consumers to more of the costs of health care. In my own family, we have seen a number of times when we held off going to the doctor by a day or three, for some relatively minor thing, and it wound up clearing up on its own. So definitely some efficiency there. But please, let's be clear--consumers are not voluntarily "driving" this change. Calling HSA plans "consumer driven" is a classic example of corporate-speak.
Activists and policymakers spend an inordinate amount of time arguing about whether the solution to high medical costs is to have government or private insurance companies write the checks. Here’s how this whole debate goes. Advocates of a public option say government financing would save the most money by having leaner administrative costs and forcing doctors and hospitals to take lower payments than they get from private insurance. Opponents say doctors would skimp, quit, or game the system, and make us wait in line for our care; they maintain that private insurers are better at policing doctors. No, the skeptics say: all insurance companies do is reject applicants who need health care and stall on paying their bills. Then we have the economists who say that the people who should pay the doctors are the ones who use them. Have consumers pay with their own dollars, make sure that they have some “skin in the game,” and then they’ll get the care they deserve. These arguments miss the main issue. When it comes to making care better and cheaper, changing who pays the doctor will make no more difference than changing who pays the electrician. The lesson of the high-quality, low-cost communities is that someone has to be accountable for the totality of care. Otherwise, you get a system that has no brakes.I might even take that point a step further. It can be hard for government to provide tough love and take a hard line on benefits (look how Social Security benefits have broadened over the years). So I think a national government single-payer might be less successful in focusing on "evidence-based" medicine than are private insurers. (Disclaimer: I work for a health insurer.)
The third class of health-cost proposals, I explained, would push people to use medical savings accounts and hold high-deductible insurance policies: “They’d have more of their own money on the line, and that’d drive them to bargain with you and other surgeons, right?”So does this mean that Consumer-Driven Healthcare (aka, High Deductible / HSA plans) is just the latest fad, likely to go by the wayside just as HMOs did? Well, much of that quote rings true to me, but I think having consumers more directly feel the price signals from the market can at least help around the edges.He gave me a quizzical look. We tried to imagine the scenario. A cardiologist tells an elderly woman that she needs bypass surgery and has Dr. Dyke see her. They discuss the blockages in her heart, the operation, the risks. And now they’re supposed to haggle over the price as if he were selling a rug in a souk? “I’ll do three vessels for thirty thousand, but if you take four I’ll throw in an extra night in the I.C.U.”—that sort of thing? Dyke shook his head. “Who comes up with this stuff?” he asked. “Any plan that relies on the sheep to negotiate with the wolves is doomed to failure.”
Congress has provided vital funding for research that compares the effectiveness of different treatments, and this should help reduce uncertainty about which treatments are best. But we also need to fund research that compares the effectiveness of different systems of care—to reduce our uncertainty about which systems work best for communities. These are empirical, not ideological, questions. And we would do well to form a national institute for health-care delivery, bringing together clinicians, hospitals, insurers, employers, and citizens to assess, regularly, the quality and the cost of our care, review the strategies that produce good results, and make clear recommendations for local systems.This is a really interesting point, and provides the article's concluding thesis. It makes me think about the success of Japanese automakers such as Toyota and Honda. They established a dominating cost and quality advantage not by deploying more advanced technology, but rather by creating an entirely new system for manufacturing automobiles.
I particularly like this idea:"Will Higher Education be the Next Bubble to Burst?" So asks a recent op-ed in the Chronicle of Higher Education. The question is powerful. Data points:
• Over the past quarter-century, the average cost of higher education has risen at a rate four times faster than inflation—twice as fast as the cost of health care.
• Tuition, room, and board at private colleges can cost $50,000 per year or more.
• The market crash of 2008 inflicted terrible damage on college endowments. The Commonfund Institute reports that endowments dropped by an average of 23 percent in the five months ending Nov. 30, 2008.
Maybe tough high school exit exams would serve the needs of employers who currently insist on a BA not for its own sake but as proof that a student was not too lazy or aimless to get one. Indeed, it could be that when the job market attaches less value to a piece of parchment, universities will at last lay aside their often ugly political preoccupations and rediscover their true mission: the pursuit of knowledge as a good in itself.
Lance Armstrong, who stopped talking to the news media without explanation or comment nearly two weeks ago, is not the first star athlete to tire of answering questions from reporters, but he does seem to be the first to embark on a drive to put them out of business entirely, by simply reporting, in multimedia blog posts and tweets, on his own exploits.
As my colleague Juliet Macur reported earlier this week, Philippe Maertens, a spokesman for Mr. Armstrong’s cycling team, “said that Armstrong was at first upset with reports that he had been the instigator of a rider protest last week in Milan. Now, Maertens said, he was not sure why Armstrong continued his boycott of the news media.” According to the spokesman, the seven-time Tour de France champion told him simply, “I don’t need them.”
Is This Seat Taken? In Front Rows of New Ballparks, Not Yet
After spending $2.3 billion on new stadiums packed with suites, restaurants and the latest technology, the Mets and the Yankees expected fans to pay top dollar for prime seats.
Instead, as the Times's Ken Belson reports, the Mets and the Yankees face a public-relations nightmare and possibly millions of dollars in lost revenue after failing to sell about 5,000 tickets to each of their first few games after last week's openers.
Tucson is coping with a wave of drug crime the police suspect is tied to the battles between Mexico's drug cartels.Newsweek has an article noting the Obama administration's lack of willingness to tackle the issue right now: Obama Gets Gun-Shy. In terms of practical politics, I can see why that is their position.
Last week, a juror in a big federal drug trial in Florida admitted to the judge that he had been doing research on the case on the Internet, directly violating the judge's instructions and centuries of legal rules. But when the judge questioned the rest of the jury, he got an even bigger shock.
Eight other jurors had been doing the same thing. The federal judge, William J. Zloch, had no choice but to declare a mistrial, wasting eight weeks of work by federal prosecutors and defense lawyers.
For the price to track the fundamental value, “everybody has to know that everybody knows that everybody is rational.” That’s rarely the case. Rather, “if you put people in asset markets, the first thing they do is not try to figure out the fundamental value. They try to buy low and sell high.” That speculation creates a bubble.
Pogue: Hail to every BlackBerry, cellphone, Bluetooth headset, Palm organizer, e-book reader, music player, cordless mouse and G.P.S. receiver that recharges through a mini-U.S.B. jack! No more big black power transformers — recharge from your laptop. It's the dawn of the universal, fully interchangeable power cord.This is a great development, long overdue.
POWER STICK Speaking of those hideous black wall warts [chargers]: you don't need them if you have a PowerStick ($65, powerstick.com). It's a tiny universal gadget charger, the size of a stick of Wrigley's, that draws its power from your laptop's U.S.B. jack.
It comes with nine short cables for the opposite end, made to fit the power jacks of common cellphone brands (LG, Sony Ericsson, Samsung, Nokia), the iPod or iPhone and anything that gets its power from a mini- or micro-U.S.B. jack (see above).
First, you travel very, very light. (I haven't packed my cellphone adapter in a year.)
Second, the PowerStick does more than charge your gadget; it also stores a second charge, so that you'll be able to do another recharge in the field, without the laptop. (A cool "fuel gauge" lets you know how full it is.) Finally, a processor shuts off the power when the charging is complete, which saves electricity and, according to the company, prolongs your gadget's life.
Black Friday is named for the day when, historically, retailers moved into
the black, or became profitable for the year.
The earliest uses of "Black Friday" come from or reference Philadelphia and refer to
the heavy traffic on that day, an implicit comparison to the extremely stressful
and chaotic experience of Black Tuesday (the 1929 stock-market crash). The earliest known reference to "Black Friday" (in this sense), found by Bonnie Taylor-Blake of the American Dialect Society, refers to Black Friday 1965 and makes the Philadelphia origin explicit:JANUARY 1966 -- "Black Friday" is the name which the Philadelphia
Police Department has given to the Friday following Thanksgiving Day. It is not
a term of endearment to them. "Black Friday" officially opens the Christmas
shopping season in center city, and it usually brings massive traffic jams and
over-crowded sidewalks as the downtown stores are mobbed from opening to
closing.[12]
It was the middle of the night, and Laura Silverthorn, a nurse at a hospital in Washington, knew her patient was in danger.How much of a contributor is sleep deprivation?The boy had a shunt in his brain to drain fluid, but he vomiting and had an extreme headache, two signs that the shunt was blocked and fluid was building up. When she paged the on-call resident, who was asleep in the hospital, he told her not to worry.
After a second page, Ms. Silverthorn said, “he became arrogant and said, ‘You don’t know what to look for — you’re not a doctor.’ ”
He ignored her third page, and after another harrowing hour she called the attending physician at home. The child was rushed into surgery.


Obama seems to have dispensed with the romantic and failed notion that you need inexperienced "fresh faces" to change things. After all, it was L.B.J. who passed the Civil Rights Act. Moreover, because he is so young, Obama is not bringing along an insular coterie of lifelong aides who depend upon him for their well-being.Interesting point--my italics. Because the "fresh faces" concept doesn't seem to work so well, but then again, neither does the status quo.
By nature domain understanding does not lead to specification. Understanding suggests design. A very important part of design is limits. When design is allowed to bubble up from understanding it’s easy to put the limit of the design into places that are logical for the domain. In contrast to design, requirement definition is limitless. The requirements gathering process typically goes on until someone says “I think we’ve got enough now”. That arbitrary stopping point becomes a design limit and hobbles further system development.
...
The solution is to write the requirements after the design is created so that the scope will be defined.
The blame for this travesty not only belongs to the auto executives, but must be shared equally with the entire Michigan delegation in the House and Senate, virtually all of whom, year after year, voted however the Detroit automakers and unions instructed them to vote. That shielded General Motors, Ford and Chrysler from environmental concerns, mileage concerns and the full impact of global competition that could have forced Detroit to adapt long ago.... Giving G.M. a blank check — which the company and the United Auto Workers union badly want, and which Washington will be tempted to grant — would be an enormous mistake.Normally I am against "white-knight thinking", but I have to say, Robert X. Cringely's suggestion is intriguing:
Somebody ought to call Steve Jobs, who doesn't need to be bribed to do innovation, and ask him if he'd like to do national service and run a car company for a year. I'd bet it wouldn't take him much longer than that to come up with the G.M. iCar.
Google is tracking the ebb and flow of Web queries like "flu symptoms" or "muscle aches" in an effort to identify outbreaks.
Krugman: To appreciate the significance of these numbers, you need to know that American consumers almost never cut spending. ..So these data are basically telling us what happened before confidence collapsed after the fall of Lehman Brothers in mid-September, not to mention before the Dow plunged below 10,000. Nor do the data show the full effects of the sharp cutback in the availability of consumer credit, which is still under way. So this looks like the beginning of a very big change in consumer behavior. And it couldn't have come at a worse time.