Link – Page 113 – Leonid Mamchenkov

Stunned. Angry. Fighting back against NSA spying. | EFFector 26.14

Last night, we received confirmation from a report in theGuardian that the National Security Agency (NSA) is currently collecting the call records of every Verizon customer in America. The NSA order forces Verizon to provide “on an ongoing daily basis” all call records for any call “wholly within the United States, including local telephone calls” and any call made “between the United States and abroad.”

And that’s not all. Today, the Washington Post and theGuardian published reports based on information provided by a career intelligence officer showing how the NSA and the FBI are tapping directly into the central servers of nine leading U.S. Internet companies. The government is extracting audio, video, photographs, e-mails, documents, and connection logs that enable analysts to track a person’s movements and contacts over time.

GRUNT – The JavaScript Task Runner

Why use a task runner?
In one word: automation. The less work you have to do when performing repetitive tasks like minification, compilation, unit testing, linting, etc, the easier your job becomes. After you’ve configured it, a task runner can do most of that mundane work for you—and your team—with basically zero effort.

Why use Grunt?
The Grunt ecosystem is huge and it’s growing every day. With literally hundreds of plugins to choose from, you can use Grunt to automate just about anything with a minimum of effort. If someone hasn’t already built what you need, authoring and publishing your own Grunt plugin to npm is a breeze.

One line browser notepad

found here). The best part is that it’s actually bookmarkable!

Segment.io – common API for web analytic services and applications

Scaling Teams and the Fight Against Human Nature

Human nature dictates that we:

Form tribes to build identity and camraderie – yet in a scaling startup, this causes untenable, painful, progress-stopping inter-team rivalries.

Invent a common enemy upon which we can heap blame and against which we can fight – sadly, inside the tribes that naturally form, there’s often a tendency to create that common enemy internally (it could be marketing vs. engineering or testing vs. production or sales vs. execs, or any number of others).

Minimize the positives and focus on the negatives – that could be feedback from customers, internal critiques, manager reviews, product imperfections, or weaknesses in process. It’s so easy to forget that we somehow beat the formidable odds against building something that worked, something that attracted customers, something that scaled, and a company where hundreds of people really do want to work.

Resist change at all costs – yet in a scaling startup, change is the only constant, and processes, procedures, formats, teams, and everything else has to change to be successful.

Act emotionally, yet believe our decisions to be driven solely by logic – we tell ourselves we act rationally, but can easily prove that irrational biases rule our minds. This wouldn’t be nearly as dangerous if we could recognize these biases, but in another failing of human nature, we cannot – we cling to the notion that our decisions, unlike the rest of our species, are uniquely logical.

Lose empathy as our numbers grow – tragically, when we need empathy the most (as an organization gets bigger and there are more people to consider and more complexities between them), our nature is to rescind it. It’s easy to empathize with a small group you see everyday, but much harder to extend that empathy to everyone in a larger group (especially those you may not know well).

Create rules and process to prevent against repeats of singular abuses – the old adage of one bad apple ruining the whole bunch becomes more and more likely the larger a startup grows. Process can be wonderful, but sometimes we create a process just to ward against some bad behavior from a former employeee and, by doing so, ruin the company a little more for everyone. Use process to free and enable, not to punish and restrict.

Irrationally romanticize the past – “Remember how things used to be? It was so much better three years ago when I first started here and…” -everyone at any organization, ever. But I remember three years ago. It sucked compared to today. Our ability to delight customers paled in comparison. Our ability to attract talent was in the toilet. Fear about our budget and our bottom line was a daily occurrence. 2013 is superior in so many ways and I know it, but even still find myself fondly remembering (or, rather, misremembering) back in 2010 when (in my human-addled mind) it all seemed so much easier.