- Elemental Machines — Boston startup fitting experiments & experimenters with sensors, deep learning to identify problems (vibration, humidity, etc.) that could trigger experimental failure. [C]rucial experiments are often delayed by things that seem trivial in retrospect. “I talked to my friends who worked in labs,” Iyengar says. “Everyone had a story to tell.” One scientist’s polymer was unstable because of ultraviolet light coming through a nearby window, he says; that took six months to debug. Another friend who worked at a pharmaceutical company was testing drug candidates in mice. The results were one failure after another, for months, until someone figured out that the lab next door was being renovated, and after-hours construction was keeping the mice awake and stressing them out. (that quote from Xconomy)
- Usborne Computer and Coding Books — not only do they have sweet Scratch books for kids, they also have their nostalgia-dripping 1980s microcomputer books online. I still have a pile of my well-loved originals.
- Powerful People are Terrible at Making Decisions Together — Researchers from the Haas School of Business at the University of California, Berkeley, undertook an experiment with a group of health care executives on a leadership retreat. They broke them into groups, presented them with a list of fictional job candidates, and asked them to recommend one to their CEO. The discussions were recorded and evaluated by independent reviewers. The higher the concentration of high-ranking executives, the more a group struggled to complete the task. They competed for status, were less focused on the assignment, and tended to share less information with each other.
- MyBinder — turn a GitHub repo into a collection of interactive notebooks powered by Jupyter and Kubernetes.
Building the next generation of leaders, for any size organization.
At our recent Cultivate event in Portland, O’Reilly and our partnering sponsor New Relic brought together 10 speakers and more than 100 attendees to learn about corporate culture and leadership. Three themes emerged: diversity, values, and leading through humility.
Almost every speaker talked about the importance of diversity in the workplace. That’s important at a time when “maintaining corporate culture” often means building a group that’s reminiscent of a college frat house. It’s well established that diverse groups, groups that include different kinds of people, different experiences, and different ways of thinking, perform better. As Michael Lopp said at the event, “Diversity is a no-brainer.” We’re not aiming for tribal uniformity, but as Mary Yoko Brannen noted at the outset, sharing knowledge across different groups with different expectations. No organization can afford to remain monochromatic, but in a diverse organization, you have to be aware of how others differ. In particular, Karla Monterroso showed us that you need to realize when — and why — others feel threatened. When you do, you are in a much better position to build better products, to respond to changes in your market, and to use the talent in your organization effectively. Read more…