Unaware at first of the camera, she sees it. Then smiles almost imperceptibly and turns away. Then self-consciously looks everywhere but at the camera. And finally, a last contemptous peek at the camera.

Though the dog barks, the procession moves on!

(via fp passport)

Jacobs walked outside to the back garden, to take in the evening amid the boxwood. "I like the fact that people are sort of commenting on my appearance," he said. "I work on these things! So to have them recognized, even if sometimes I don't like the way they're recognized, I like that they are, and I feel good that I can admit that, instead of being ashamed." He paused. "I'm going to get a 'shameless' tattoo next," he said, the Eiffel Tower sparkling behind him in the night sky. "That's what I think everyone should aspire to in life: being shameless."

"And know you not," says Boston Red Sox Hall of Fame Catcher Carlton Fisk, "who bore the blame?"
"My dear, then I will serve."

(via hodgman)

9. You will not involuntarily exclaim any of the following, or any derivatives of the following, ten minutes before and ten minutes after the end of the screening: "Oh SHIT! OUCH!", "Woah!", "Oooooooh!", "PAIN CITY!", "Holy [anything]!". Such exclamations are not involuntary. If you are a Tourette's sufferer, you will provide a confirmatory note from a registered and reputable practitioner of medicine before purchasing your tickets, whereupon you will be politely refused entry.

My insistence on the strict adherence to rule #1 is why I often find myself at the movies alone (sobbing quietly, friendless).

Engineers have long (since at least the 1950s) used the term unobtainium when referring to unusual or costly materials, or when theoretically considering a material perfect for their needs in all respects save that it doesn't exist. By the 1990s, the term was widely used, including formal engineering papers. (As an example, Towards unobtainium [new composite materials for space applications], by Misra and Mohan describes how the ideal material (unobtainium) would weigh almost nothing, but be very stiff and dimensionally stable over large temperature ranges.)

(via migurski)

It was about a General Electric plant in Durham, North Carolina, that made jet engines, and it offered a portrait of the perfect work environment: a factory that had more than 170 employees but just one boss. All the engine technicians reported directly to the plant manager, who did not have the time or the inclination to micromanage. There was no time clock, and people set their own schedules. Pay was egalitarian (there were only three pay grades), and workers who assembled the engines could switch tasks each day so their jobs were not monotonous. The result? In terms of quality, the plant was nearly perfect. Three-quarters of the engines it produced were flawless, and the remaining 25 percent typically had only a slight cosmetic defect.

The no-management rule worked at Fog Creek for a time but as the employee count crept up, cracks appeared in the system. Employees became disgrunted, in part because of a perceived lack of availability of the only two members of management, the CEO (Spolsky) and the president. To fix the problem, Fog Creek established a small layer of middle management.

First, we eliminated the need to get both me and Michael in the room. You have a question? I'm the CEO. Talk to me. If I want to consult with Michael, that's my problem, not yours. Second, we appointed leaders for two of the programming teams -- in effect, creating that layer of hierarchy that I had tried to avoid.

And frankly, people here seem to be happier with a little bit of middle management. Not middle management that's going to overrule the decisions they make on their own. Not symbolic middle management that only makes people feel important. But middle management that creates useful channels of communication. If my job is getting obstacles out of the way so my employees can get their work done, these managers exist so that, when an employee has a local problem, there's someone there, in the office next door, whom they can talk to.

Given his inital progressive approach to building a company, I'm surprised that Spolsky didn't try something a bit different. For instance, Adaptive Path is structured using an advocate system. AP co-founder Peter Merholz explained the system to me via email.

It's a way of avoiding typical management structures, where you have people reporting up a hierarchy. Our current structure has two levels... Executive management, and everyone else. That "everyone else" doesn't report to the executive management. Instead, the report to one another through the advocate system. Each employee has an advocate. An advocate is like a manager, except they don't tell you what to do. They are there to help you achieve what you want, professionally. Employees choose their own advocates. They simply ask someone if they would be their advocate.

Merholz allows that what the advocacy system doesn't help with is communication across the organization -- the very problem that was plaguing Fog Creek -- and would likely work best alongside a light layer of middle management. But with the right guidelines and some slight changes, I believe it could work well in a company of 20-30 employees.

The Grey Dog's Coffee restaurants -- there are two locations in Manhattan -- use a slightly different system of rotating management. Co-owner David Ethan explains.

From a historic perspective, I like to think that it's one of the few truly bohemian places left in New York City, just based on the way we run it, like a commune. The management system here is that everybody manages. In order to work here you have two tries to show you can manage the place and if you can't, you're fired. Everybody manages about one shift a week and everybody's equal. People work hard for each other. I don't want to let you down because tomorrow it will be me. And I think they enjoy the responsibility of running a New York City restaurant. They get to pick the music, set the vibe, the lighting, everything. And they're all pretty laid back, so it's got a bohemian nature.

Running a restaurant each day and operating a software development company are quite different (for one thing, having a new boss every week wouldn't work at a company like Fog Creek), but rotating managers on a project-by-project basis might work well. (BTW, I think Adaptive Path at one point rotated the presidency of the company through each of the founders in one-year chunks.)

Pentagram's organizational structure provides a third possible way of avoiding a traditional system of middle management...although probably less germane to the Fog Creek situation than the previous two examples. The company is composed of several loosely connected teams that operate more or less autonomously while sharing some necessary services. Pentagram partner Paula Scher explained the system in her book, Make It Bigger.

As a design firm Pentagram's structure is unique; it is essentially a group of small businesses linked together financially through necessary services and through mutual interests. Each partner maintains a design team, usually consisting of a senior designer, a couple of junior designers, and a project coordinator. The partners share accounting services, secretarial and reception services, and maintain a shared archive. Pentagram partners are responsible for attracting and developing their own business, but they pool their billings, draw the same salary, and share profit in the form of an annual bonus. It's a cooperative...

She goes on to add:

Pentagram's unique structure enabled me to operate as if I were a principal at a powerful corporate design firm while maintaining the individuality of a small practitioner.

Working small with the resources of a bigger firm, that's the common thread here. I imagine there are many more similar approaches but these are a few I've run across in the past couple of years.

Update: I missed this bit of the article:

Freeman's relatives said he visited about half the places on his list before he died

Likely better than most but still sad.

Recall that when an egg cooks, its proteins first unwind and then link to form a rigidifying mesh. But not all its proteins solidify at the same temperature. Ovotransferrin, the first of the egg-white proteins to uncoil, begins to set at around 61 degrees Celsius, or 142°F. Ovalbumin, the most abundant egg-white protein, coagulates at 184°F. Yolk proteins generally fall in between, with most starting to solidify when they approach 158°F. Thus, cooking an egg at 158°F or so should achieve both a firmed-up yolk and still-tender whites, since at that low temperature only some of the egg-white proteins will have coagulated.

"Cooking eggs is really a question of temperature, not time," says This. To make the point, he switches on a small oven, sets the thermostat at 65°C, or 149°F, takes four eggs straight from the box, and unceremoniously places them inside. "I use an oven in the lab; it's easier. But if the oven in your kitchen is not accurate, cook eggs in plenty of water, using a good thermometer." About an hour later -- timing isn't critical, and the eggs can stay in the oven for hours or even overnight -- he retrieves the first egg and carefully shells it. "The 65-degree egg!" he announces. The egg is unlike any I've eaten. The white is as delicately set and smooth as custard, and the yolk is still orange and soft.

(via biancolo)

Today, variations on this idea have begun to appear. It is very common to see the "hero" (male) in the arms of another "hero," "beauty" in the arms of another "beauty," and ultimately, a male being carried by a female who is no longer depicted as defenseless and childlike but strong. In a sense, it's a return to the theme's origin: The Madonna holding and protecting her child.

MacGyver creates a bomb to open a door using a gelatin cold capsule containing sodium metal, which he then places in a glass container filled with water. When the gelatin dissolves in the water, the sodium reacts violently with the water and causes an explosion which blows a hole in the wall. ("MythBusters" questioned the size of the explosion but verified that pure sodium does cause an exothermic reaction when mixed with water, just not enough to destroy a concrete wall.) The amount of sodium required to destroy a concrete wall would greatly exceed the size of a cold pill.

Despite the length of the page, the text warns that "this list is not yet comprehensive". (via gongblog)

The problem with shooting the NBA slam-dunk contest was that you never knew how the players were going to dunk, especially Jordan. In 1997 [sic, it was actually 1987] he had twirled and dunked with his back to me. But by this time I knew him a little better. As he sat in the stands three hours before the contest, I said, "Michael, can you tell me which way you're going to go, so I can move and get your face in the picture?" He looked at me as if I were crazy but then said, "Sure. Before I go out to dunk I'll put my index finger on my knee and point which way I'm going." I said, "You're going to remember that?" And he said, "Sure." So later, when they announced his name, I looked over to him on the bench and there was his finger pointing left. I got up and moved to the right side of the basket so I could see his face. He went left every time he dunked. On his last two dunks he ran the length of the court, took off from the foul line and slammed the ball through. On the next-to-last one he landed in my lap. On the last one I set up in the same spot. He looked at me as if to say, "Go left a little, give me some room this time." And that was it, the picture was made: 1000th of a second frozen in time.

BTW, I've heard that The Big Picture has spawned a number of copycats around the web, including this one from the WSJ.

Generating the borders was just one, if major, task of the final solution, though. The custom software written in Processing, straight Java and PHP works as an internal webservice at Faber which receives new batch orders and then generates complete, print ready PDF files with all copy, branding, spine, ISBN, barcode and optional high-res JPG preview using the book details supplied. Generating a single cover only takes about 1 second, but due to its iterative and semi-random nature can sometime require hundreds of attempts until a "valid" design is created which is judged to be "on brand" by software itself.

What a day it will be when software can determine whether all of us are "on brand" or not. (thx, david)

We hear a long interview with Benny Perkins, who won the truck one year and was back the year they made their film to try to win again. He says a contest like this is not easy money. You slowly go crazy from sleep deprivation.

Need to learn statistics as part of your job, or want some help passing a statistics course? Statistics in a Nutshell is a clear and concise introduction and reference that's perfect for anyone with no previous background in the subject. This book gives you a solid understanding of statistics without being too simple, yet without the numbing complexity of most college texts.

Update: Merlin Mann's proposal for a pause button is a more flexible way to accomplish the above (and more).

Any application that lets you "friend," "follow," or otherwise observe another user should include a prominent (and silent) "PAUSE" button. I think users of apps like Flickr, Twitter, Facebook, LiveJournal, Delicious, and, yes, FriendFeed, would benefit from an easy and undramatic way to take a little break from a "friend" -- without inducing the grand mal meltdown that "unfriending" causes the web's more delicately-composed publishers.

News readers too, please.

Update: See also the concept of artificial attention.

Much like igneous rocks, the same liquid mix can turn out very differently depending on what happens while it is freezing. The goal of most ice cream and sorbet is to have a smooth and creamy texture, which would be ruined by the presence of large ice crystals. To achieve this, you want to cool your ice cream so quickly that the crystals don't have time to grow, and keep the mixture stirred up while it freezes. There's a lot of energy involved in the transition from liquid to solid water, and a home ice cream maker can't do the heat transfer quickly enough to keep the ice crystals small, so you have to sit there and turn the crank until your arm is sore while the mixture slowly freezes (or invest in a fancier machine that will do the stirring for you).

See also what happens when ice cream sits for too long in the freezer and the book, The Science of Ice Cream.

Update: And Moodstats from K10K...I forgot about (the dearly departed) Moodstats! (thx, nick)

"It's actually only loosely -- very, very loosely -- based on the book," Faris explained. "But it's about a small town that rains food, basically. So hamburgers come down, and ice cream, and [the residents] have to figure out a way [stop it]. Eventually, it gets more and more dangerous, and they have to figure out a way to stop the satellite machine that's raining food."

It stars Andy Samberg and Anna Faris. I'm prepared to be *very* disappointed. (thx, kimberly)

Update: Caveat to the links above: all the photos above are lifted from elsewhere. You may prefer the collection at Big Picture instead. I've got mixed feelings about sites that take photos from other sites without proper attribution. On one hand, the photographers are not getting their due credit and payment for those photos but on the other, the act of collecting and curating adds something new to the work and results in something worthwhile. I wish there were a way for sites to make groups of photos like these without the hefty licensing expenses...the photographers get more of their photos out there and we get all sorts of neat views through the lenses of the photographers and talented curators. (thx, josh)

Hands on a Hard Body: The Documentary is a 1997 film documenting an endurance competition that took place in Longview, Texas. The yearly competition pits twenty-four contestants against each other to see who can keep their hand on a pickup truck for the longest amount of time. Whoever endures the longest without leaning on the truck or squatting wins the truck. Five minute breaks are issued every hour and fifteen minute breaks every six hours.

I *love* this movie. (via waxy)

Update: Whoa! The contest on which this film is based was cancelled after a 2005 competitor shot himself shortly after he left the contest.

Vega had been a contestant in the internationally popular Hands on a Hardbody contest at Patterson Nissan in Longview when he killed himself Thursday morning after leaving the contest at the beginning of its third day. The 24-year-old East Texan walked away around 6 a.m., when he politely excused himself just before a scheduled 15-minute break for competitors, a witness said.

A lawsuit filed by Vega's widow alleging that the dealership was "negligent in organizing and conducting the contest" was just recently settled. (thx, justin)