behaviour

We’ve all been there. We are trying to do our job, get the work done, fix people’s problems and make the systems we work on better. But our manager is a Moron. How can we do what needs to be done with that idiot in charge? How did they get to be the manager?

Why is my manager a Moron?

The simple answer is that he/she probably is not a moron at all. But you have to blame someone for things not being the way they are:

A couple of months ago my friend Big Dave Roberts blogged about the benefits of networking – as in social/business networking as opposed to using hairy string to connect bits of IT kit together – after we had met for a drink in Birmingham.

His point was that, though he had made a positive effort to network more to help his career (along with several other steps) networking had not in fact, as far as he could tell, helped his career. But he still did it because of the other benefits – meeting diverse people with different experiences and ideas and enjoying it.

Zebedee has just boinged onto my TV screen on his big-spring lower body and told us all that it is “time for bed”. I concur Zebedee. Good night everyone!

Last week, as part of organising the AIM and Database Server joint UKOUG SIG tomorrow {which I should have blogged about but just never got around to}, I was made aware of the fact that a man called Graham Gilbert died back in April.

Anyone who has anything to do with the RDBMS parts of the UK Oracle User Group probably knows Graham as he ran the RDBMS SIG for years and years and years. For the rest of you, you missed out as Graham was a Jewel. I can’t say he was a close friend, after all I was not aware he had died, but I was saddened by it – and that is unusual as I am particularly sanguine (callous?) when if comes to death. {For example, on hearing about the death of my own father, who I did actually like and get on with, my immediate and on-going response was “damn, that’s inconvenient”}.

The annual UK Oracle User Group Technical and E-Business Suite conference is fast approaching and rather than just say “hey everyone, I’m going to present at a conference” I thought I would say why I present at conferences (and SIGs (and any opportunity I get) ).

A couple of weeks ago I was making my way through the office. As I came towards the end of the large, open-plan room I became aware that there was someone following behind me so, on passing through the door I held it briefly for the person behind me {there was no where else they could be going}, turned left and through the next door – and again held it and this time looked behind me to see if the person was still going the same way as I. The lady behind gave me the strangest look.

The strange look was reasonable – the door I’d just held for her was the one into the gentleman’s bathroom. *sigh*

I’m spending a lot more time in Central London at the moment due to current work commitments. A few weeks ago I was having a quiet stroll through the streets and had what I can only describe as an odd moment:

I looked around and found I was being converged upon by 5 or 6 people walking slowly and aimlessly towards me – all from different angles, all only vaguely aware of their surroundings, all looking like they were making straight for me. I instantly thought of one of the scenes from “Shaun of the Dead” {A cracking film, go hire it tonight}.

Just a quick Friday Philosophy {the day job is very demanding at the moment, thus the silence on the Blog front}

I’m presenting in Leeds at the start of July on UKOUG AIM SIG on “The First Few Things You Need To Know About Exadata”. As part of the final preparation of the agenda it’s been raised that we should have a beer after the event and put it on the agenda.

Now, when I ran the Management and Infrastructure SIG, there was always a last item of “retire to a pub for a drink or two”. It is a common feature of technical UKOUG SIGs and a great opportunity to chat to the speakers more.

For the sake of current clients, this posting has been time-shifted.

I’m looking at the paperwork for a possible new job in front of me. Document seven out of 13 is the Working Time Directive Waiver. It’s the one where you sign on then dotted line saying your proposed new client can demand more than 48 hours of work a week out of you. {This may be UK or European Union specific but, frankly, I don’t care}.

I’m not signing it. For one thing, I doubt the legality of the document under EU law – especially in light of the issues the UK government had with this and junior doctors {who often, and still do, end up making life-deciding decisions on patients when they are too tired to play Noughts and Crosses, having worked 80 hours that week}. For another, well, I don’t give a damn. I ain’t signing it.

I had a tricky performance problem to solve this week. Some SQL was running too slow to support the business need. I made the changes and additions I could see were needed to solve the problem and got the code running much faster – but it would not run faster consistently. It would run like a dream, then run slow, then run like a dream again 2 or 3 times and then run like a wounded donkey 3 or 4 times. It was very frustrating.

For many this would provoke the cry of “Why won’t it work!!!”. But I didn’t, I was crying “What don’t I understand???”. {I think I even did a bit of fist-pounding, but only quietly as my boss was sitting on the desk opposite me.}

I think I’ve always been a bit like that in respect of How Things Work”, but it has been enhanced within me by being blessed to work with or meet people for whom it is more important for them to understand why something is not working than fixing it.