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• Jersey, JAXB and getting an objectextending an abstract class as a parameter

  - by krajol

  I want to get an object as a parameter of a POST request. I got an abstract superclass that is called Promotion and subclasses Product and Percent. Here's how I try to get a request: @POST @Consumes(MediaType.APPLICATION_XML) @Produces(MediaType.APPLICATION_XML) @Path("promotion/") public Promotion createPromotion(Promotion promotion) { Product p = (Product) promotion; System.out.println(p.getPriceAfter()); return promotion; } and here's how I use JAXB in classes' definitions: @XmlRootElement(name="promotion") @XmlSeeAlso({Product.class,Percent.class}) public abstract class Promotion { //body } @XmlRootElement(name="promotion") public class Product extends Promotion { //body } @XmlRootElement(name="promotion") public class Percent extends Promotion { //body } So the problem now is when I send a POST request with a body like this: <promotion> <priceBefore>34.5</priceBefore> <marked>false</marked> <distance>44</distance> </promotion> and I try to cast it to Product (as in this case, fields 'marked' and 'distance' are from Promotion class and 'priceBefore' is from Product class) I get an Exception: java.lang.ClassCastException: Percent cannot be cast to Product. It seems like Percent is chosen as a 'default' subclass. Why is that and how can I get an object that is a Product?

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• PHP class_exists always returns true

  - by Ali

  I have a PHP class that needs some pre-defined globals before the file is included: File: includes/Product.inc.php if (class_exists('Product')) { return; } // This class requires some predefined globals if ( !isset($gLogger) || !isset($db) || !isset($glob) ) { return; } class Product { ... } The above is included in other PHP files that need to use Product using require_once. Anyone who wants to use Product must however ensure those globals are available, at least that's the idea. I recently debugged an issue in a function within the Product class which was caused because $gLogger was null. The code requiring the above Product.inc.php had not bothered to create the $gLogger. So The question is how was this class ever included if $gLogger was null? I tried to debug the code (xdebug in NetBeans), put a breakpoint at the start of Product.inc.php to find out and every time it came to the if (class_exists('Product')) clause it would simply step in and return thus never getting to the global checks. So how was it ever included the first time? This is PHP 5.1+ running under MAMP (Apache/MySQL). I don't have any auto loaders defined.

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• Groupby distinct how can I do that?

  - by Christophe Debove

  Hello, <?xml version="1.0"?> <Products> <product> <productId >1</productId> <textdate>11/11/2011</textdate> <price>200</price> </product> <product> <productId >6</productId> <textdate>11/11/2011</textdate> <price>100</price> </product> <product> <productId >1</productId> <textdate>16/11/2011</textdate> <price>290</price> </product> </Products> I've this xml and I want an xslt transformation that regroup product something like this : { product 1 : 11/11/2011 - 200 16/11/2011 - 290 } { product 6 11/11/2011 - 100 } I work with xslt 1.0 Asp .net C# XslCompiledTransformation

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• When destroying one record, another one gets destroyed

  - by normalocity

  Products (like an iPod Classic) :has_many = :listings, :dependent = :destroy Listings (like "My name is Joe, and I have an iPod for sale) :belongs_to = :product So, if I delete a given Product, all the listings that point to it get deleted. That makes sense, and is by design. However, I am writing a "merge" function, where you merge two Products into one, and combine their Listings. So, let's say my two products are "iPod Color" and "iPod Classic", and I want to merge the two. What I want to do is say, "iPod Color, merge into iPod Classic", and result should be that: All the iPod Color Listings are re-pointed to the iPod Classic product After the product_id change, the Listing(s) are saved I then delete the "iPod Color" product Well, that should all work fine, without deleting any Listings. However, I've got this controller, and for whatever reason when I destroy the "iPod Color" Product, even after confirming that the Listings have been moved to "iPod Classic" and saved to the database, the Listings that were previously pointed to "iPod Color" get destroyed as well, and I can't figure out why. It's as if they are retaining some kind of link to the destroyed product, and therefore begin destroyed themselves. What painfully obvious thing am I missing? def merge merging_from = Product.find(params[:id]) merging_to = Product.find_by_model(params[:merging_to]) unless merging_to.nil? unless merging_from.nil? unless merging_from == merging_to # you don't want to merge something with itself merging_from.listings.each do |l| l.product = merging_to l.save end # through some debugging, I've confirmed that my missing Listings are disappearing as a result of the following destroy call merging_from.destroy end end end

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• Which is faster: Appropriate data input or appropriate data structure?

  - by Anon

  I have a dataset whose columns look like this: Consumer ID | Product ID | Time Period | Product Score 1 | 1 | 1 | 2 2 | 1 | 2 | 3 and so on. As part of a program (written in C) I need to process the product scores given by all consumers for a particular product and time period combination for all possible combinations. Suppose that there are 3 products and 2 time periods. Then I need to process the product scores for all possible combinations as shown below: Product ID | Time Period 1 | 1 1 | 2 2 | 1 2 | 2 3 | 1 3 | 2 I will need to process the data along the above lines lots of times ( 10k) and the dataset is fairly large (e.g., 48k consumers, 100 products, 24 time periods etc). So speed is an issue. I came up with two ways to process the data and am wondering which is the faster approach or perhaps it does not matter much? (speed matters but not at the cost of undue maintenance/readability): Sort the data on product id and time period and then loop through the data to extract data for all possible combinations. Store the consumer ids of all consumers who provided product scores for a particular combination of product id and time period and process the data accordingly. Any thoughts? Any other way to speed up the processing? Thanks

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• Guidance: A Branching strategy for Scrum Teams

  - by Martin Hinshelwood

  Having a good branching strategy will save your bacon, or at least your code. Be careful when deviating from your branching strategy because if you do, you may be worse off than when you started! This is one possible branching strategy for Scrum teams and I will not be going in depth with Scrum but you can find out more about Scrum by reading the Scrum Guide and you can even assess your Scrum knowledge by having a go at the Scrum Open Assessment. You can also read SSW’s Rules to Better Scrum using TFS which have been developed during our own Scrum implementations. Acknowledgements Bill Heys – Bill offered some good feedback on this post and helped soften the language. Note: Bill is a VS ALM Ranger and co-wrote the Branching Guidance for TFS 2010 Willy-Peter Schaub – Willy-Peter is an ex Visual Studio ALM MVP turned blue badge and has been involved in most of the guidance including the Branching Guidance for TFS 2010 Chris Birmele – Chris wrote some of the early TFS Branching and Merging Guidance. Dr Paul Neumeyer, Ph.D Parallel Processes, ScrumMaster and SSW Solution Architect – Paul wanted to have feature branches coming from the release branch as well. We agreed that this is really a spin-off that needs own project, backlog, budget and Team. Scenario: A product is developed RTM 1.0 is released and gets great sales.  Extra features are demanded but the new version will have double to price to pay to recover costs, work is approved by the guys with budget and a few sprints later RTM 2.0 is released.  Sales a very low due to the pricing strategy. There are lots of clients on RTM 1.0 calling out for patches. As I keep getting Reverse Integration and Forward Integration mixed up and Bill keeps slapping my wrists I thought I should have a reminder: You still seemed to use reverse and/or forward integration in the wrong context. I would recommend reviewing your document at the end to ensure that it agrees with the common understanding of these terms merge (forward integration) from parent to child (same direction as the branch), and merge  (reverse integration) from child to parent (the reverse direction of the branch). - one of my many slaps on the wrist from Bill Heys.   As I mentioned previously we are using a single feature branching strategy in our current project. The single biggest mistake developers make is developing against the “Main” or “Trunk” line. This ultimately leads to messy code as things are added and never finished. Your only alternative is to NEVER check in unless your code is 100%, but this does not work in practice, even with a single developer. Your ADD will kick in and your half-finished code will be finished enough to pass the build and the tests. You do use builds don’t you? Sadly, this is a very common scenario and I have had people argue that branching merely adds complexity. Then again I have seen the other side of the universe ... branching  structures from he... We should somehow convince everyone that there is a happy between no-branching and too-much-branching. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   A key benefit of branching for development is to isolate changes from the stable Main branch. Branching adds sanity more than it adds complexity. We do try to stress in our guidance that it is important to justify a branch, by doing a cost benefit analysis. The primary cost is the effort to do merges and resolve conflicts. A key benefit is that you have a stable code base in Main and accept changes into Main only after they pass quality gates, etc. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft The second biggest mistake developers make is branching anything other than the WHOLE “Main” line. If you branch parts of your code and not others it gets out of sync and can make integration a nightmare. You should have your Source, Assets, Build scripts deployment scripts and dependencies inside the “Main” folder and branch the whole thing. Some departments within MSFT even go as far as to add the environments used to develop the product in there as well; although I would not recommend that unless you have a massive SQL cluster to house your source code. We tried the “add environment” back in South-Africa and while it was “phenomenal”, especially when having to switch between environments, the disk storage and processing requirements killed us. We opted for virtualization to skin this cat of keeping a ready-to-go environment handy. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   I think people often think that you should have separate branches for separate environments (e.g. Dev, Test, Integration Test, QA, etc.). I prefer to think of deploying to environments (such as from Main to QA) rather than branching for QA). - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   You can read about SSW’s Rules to better Source Control for some additional information on what Source Control to use and how to use it. There are also a number of branching Anti-Patterns that should be avoided at all costs: You know you are on the wrong track if you experience one or more of the following symptoms in your development environment: Merge Paranoia—avoiding merging at all cost, usually because of a fear of the consequences. Merge Mania—spending too much time merging software assets instead of developing them. Big Bang Merge—deferring branch merging to the end of the development effort and attempting to merge all branches simultaneously. Never-Ending Merge—continuous merging activity because there is always more to merge. Wrong-Way Merge—merging a software asset version with an earlier version. Branch Mania—creating many branches for no apparent reason. Cascading Branches—branching but never merging back to the main line. Mysterious Branches—branching for no apparent reason. Temporary Branches—branching for changing reasons, so the branch becomes a permanent temporary workspace. Volatile Branches—branching with unstable software assets shared by other branches or merged into another branch. Note   Branches are volatile most of the time while they exist as independent branches. That is the point of having them. The difference is that you should not share or merge branches while they are in an unstable state. Development Freeze—stopping all development activities while branching, merging, and building new base lines. Berlin Wall—using branches to divide the development team members, instead of dividing the work they are performing. -Branching and Merging Primer by Chris Birmele - Developer Tools Technical Specialist at Microsoft Pty Ltd in Australia   In fact, this can result in a merge exercise no-one wants to be involved in, merging hundreds of thousands of change sets and trying to get a consolidated build. Again, we need to find a happy medium. - Willy-Peter Schaub on Merge Paranoia Merge conflicts are generally the result of making changes to the same file in both the target and source branch. If you create merge conflicts, you will eventually need to resolve them. Often the resolution is manual. Merging more frequently allows you to resolve these conflicts close to when they happen, making the resolution clearer. Waiting weeks or months to resolve them, the Big Bang approach, means you are more likely to resolve conflicts incorrectly. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Main line, this is where your stable code lives and where any build has known entities, always passes and has a happy test that passes as well? Many development projects consist of, a single “Main” line of source and artifacts. This is good; at least there is source control . There are however a couple of issues that need to be considered. What happens if: you and your team are working on a new set of features and the customer wants a change to his current version? you are working on two features and the customer decides to abandon one of them? you have two teams working on different feature sets and their changes start interfering with each other? I just use labels instead of branches? That's a lot of “what if’s”, but there is a simple way of preventing this. Branching… In TFS, labels are not immutable. This does not mean they are not useful. But labels do not provide a very good development isolation mechanism. Branching allows separate code sets to evolve separately (e.g. Current with hotfixes, and vNext with new development). I don’t see how labels work here. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Creating a single feature branch means you can isolate the development work on that branch.   Its standard practice for large projects with lots of developers to use Feature branching and you can check the Branching Guidance for the latest recommendations from the Visual Studio ALM Rangers for other methods. In the diagram above you can see my recommendation for branching when using Scrum development with TFS 2010. It consists of a single Sprint branch to contain all the changes for the current sprint. The main branch has the permissions changes so contributors to the project can only Branch and Merge with “Main”. This will prevent accidental check-ins or checkouts of the “Main” line that would contaminate the code. The developers continue to develop on sprint one until the completion of the sprint. Note: In the real world, starting a new Greenfield project, this process starts at Sprint 2 as at the start of Sprint 1 you would have artifacts in version control and no need for isolation.   Figure: Once the sprint is complete the Sprint 1 code can then be merged back into the Main line. There are always good practices to follow, and one is to always do a Forward Integration from Main into Sprint 1 before you do a Reverse Integration from Sprint 1 back into Main. In this case it may seem superfluous, but this builds good muscle memory into your developer’s work ethic and means that no bad habits are learned that would interfere with additional Scrum Teams being added to the Product. The process of completing your sprint development: The Team completes their work according to their definition of done. Merge from “Main” into “Sprint1” (Forward Integration) Stabilize your code with any changes coming from other Scrum Teams working on the same product. If you have one Scrum Team this should be quick, but there may have been bug fixes in the Release branches. (we will talk about release branches later) Merge from “Sprint1” into “Main” to commit your changes. (Reverse Integration) Check-in Delete the Sprint1 branch Note: The Sprint 1 branch is no longer required as its useful life has been concluded. Check-in Done But you are not yet done with the Sprint. The goal in Scrum is to have a “potentially shippable product” at the end of every Sprint, and we do not have that yet, we only have finished code.   Figure: With Sprint 1 merged you can create a Release branch and run your final packaging and testing In 99% of all projects I have been involved in or watched, a “shippable product” only happens towards the end of the overall lifecycle, especially when sprints are short. The in-between releases are great demonstration releases, but not shippable. Perhaps it comes from my 80’s brain washing that we only ship when we reach the agreed quality and business feature bar. - Willy-Peter Schaub, VS ALM Ranger, Microsoft Although you should have been testing and packaging your code all the way through your Sprint 1 development, preferably using an automated process, you still need to test and package with stable unchanging code. This is where you do what at SSW we call a “Test Please”. This is first an internal test of the product to make sure it meets the needs of the customer and you generally use a resource external to your Team. Then a “Test Please” is conducted with the Product Owner to make sure he is happy with the output. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: If you find a deviation from the expected result you fix it on the Release branch. If during your final testing or your “Test Please” you find there are issues or bugs then you should fix them on the release branch. If you can’t fix them within the time box of your Sprint, then you will need to create a Bug and put it onto the backlog for prioritization by the Product owner. Make sure you leave plenty of time between your merge from the development branch to find and fix any problems that are uncovered. This process is commonly called Stabilization and should always be conducted once you have completed all of your User Stories and integrated all of your branches. Even once you have stabilized and released, you should not delete the release branch as you would with the Sprint branch. It has a usefulness for servicing that may extend well beyond the limited life you expect of it. Note: Don't get forced by the business into adding features into a Release branch instead that indicates the unspoken requirement is that they are asking for a product spin-off. In this case you can create a new Team Project and branch from the required Release branch to create a new Main branch for that product. And you create a whole new backlog to work from.   Figure: When the Team decides it is happy with the product you can create a RTM branch. Once you have fixed all the bugs you can, and added any you can’t to the Product Backlog, and you Team is happy with the result you can create a Release. This would consist of doing the final Build and Packaging it up ready for your Sprint Review meeting. You would then create a read-only branch that represents the code you “shipped”. This is really an Audit trail branch that is optional, but is good practice. You could use a Label, but Labels are not Auditable and if a dispute was raised by the customer you can produce a verifiable version of the source code for an independent party to check. Rare I know, but you do not want to be at the wrong end of a legal battle. Like the Release branch the RTM branch should never be deleted, or only deleted according to your companies legal policy, which in the UK is usually 7 years.   Figure: If you have made any changes in the Release you will need to merge back up to Main in order to finalise the changes. Nothing is really ever done until it is in Main. The same rules apply when merging any fixes in the Release branch back into Main and you should do a reverse merge before a forward merge, again for the muscle memory more than necessity at this stage. Your Sprint is now nearly complete, and you can have a Sprint Review meeting knowing that you have made every effort and taken every precaution to protect your customer’s investment. Note: In order to really achieve protection for both you and your client you would add Automated Builds, Automated Tests, Automated Acceptance tests, Acceptance test tracking, Unit Tests, Load tests, Web test and all the other good engineering practices that help produce reliable software.     Figure: After the Sprint Planning meeting the process begins again. Where the Sprint Review and Retrospective meetings mark the end of the Sprint, the Sprint Planning meeting marks the beginning. After you have completed your Sprint Planning and you know what you are trying to achieve in Sprint 2 you can create your new Branch to develop in. How do we handle a bug(s) in production that can’t wait? Although in Scrum the only work done should be on the backlog there should be a little buffer added to the Sprint Planning for contingencies. One of these contingencies is a bug in the current release that can’t wait for the Sprint to finish. But how do you handle that? Willy-Peter Schaub asked an excellent question on the release activities: In reality Sprint 2 starts when sprint 1 ends + weekend. Should we not cater for a possible parallelism between Sprint 2 and the release activities of sprint 1? It would introduce FI’s from main to sprint 2, I guess. Your “Figure: Merging print 2 back into Main.” covers, what I tend to believe to be reality in most cases. - Willy-Peter Schaub, VS ALM Ranger, Microsoft I agree, and if you have a single Scrum team then your resources are limited. The Scrum Team is responsible for packaging and release, so at least one run at stabilization, package and release should be included in the Sprint time box. If more are needed on the current production release during the Sprint 2 time box then resource needs to be pulled from Sprint 2. The Product Owner and the Team have four choices (in order of disruption/cost): Backlog: Add the bug to the backlog and fix it in the next Sprint Buffer Time: Use any buffer time included in the current Sprint to fix the bug quickly Make time: Remove a Story from the current Sprint that is of equal value to the time lost fixing the bug(s) and releasing. Note: The Team must agree that it can still meet the Sprint Goal. Cancel Sprint: Cancel the sprint and concentrate all resource on fixing the bug(s) Note: This can be a very costly if the current sprint has already had a lot of work completed as it will be lost. The choice will depend on the complexity and severity of the bug(s) and both the Product Owner and the Team need to agree. In this case we will go with option #2 or #3 as they are uncomplicated but severe bugs. Figure: Real world issue where a bug needs fixed in the current release. If the bug(s) is urgent enough then then your only option is to fix it in place. You can edit the release branch to find and fix the bug, hopefully creating a test so it can’t happen again. Follow the prior process and conduct an internal and customer “Test Please” before releasing. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: After you have fixed the bug you need to ship again. You then need to again create an RTM branch to hold the version of the code you released in escrow.   Figure: Main is now out of sync with your Release. We now need to get these new changes back up into the Main branch. Do a reverse and then forward merge again to get the new code into Main. But what about the branch, are developers not working on Sprint 2? Does Sprint 2 now have changes that are not in Main and Main now have changes that are not in Sprint 2? Well, yes… and this is part of the hit you take doing branching. But would this scenario even have been possible without branching?   Figure: Getting the changes in Main into Sprint 2 is very important. The Team now needs to do a Forward Integration merge into their Sprint and resolve any conflicts that occur. Maybe the bug has already been fixed in Sprint 2, maybe the bug no longer exists! This needs to be identified and resolved by the developers before they continue to get further out of Sync with Main. Note: Avoid the “Big bang merge” at all costs.   Figure: Merging Sprint 2 back into Main, the Forward Integration, and R0 terminates. Sprint 2 now merges (Reverse Integration) back into Main following the procedures we have already established.   Figure: The logical conclusion. This then allows the creation of the next release. By now you should be getting the big picture and hopefully you learned something useful from this post. I know I have enjoyed writing it as I find these exploratory posts coupled with real world experience really help harden my understanding.  Branching is a tool; it is not a silver bullet. Don’t over use it, and avoid “Anti-Patterns” where possible. Although the diagram above looks complicated I hope showing you how it is formed simplifies it as much as possible.   Technorati Tags: Branching,Scrum,VS ALM,TFS 2010,VS2010

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• WPF ListView as a DataGrid – Part 3

  - by psheriff

  I have had a lot of great feedback on the blog post about turning the ListView into a DataGrid by creating GridViewColumn objects on the fly. So, in the last 2 parts, I showed a couple of different methods for accomplishing this. Let’s now look at one more and that is use Reflection to extract the properties from a Product, Customer, or Employee object to create the columns. Yes, Reflection is a slower approach, but you could create the columns one time then cache the View object for re-use. Another potential drawback is you may have columns in your object that you do not wish to display on your ListView. But, just because so many people asked, here is how to accomplish this using Reflection.   Figure 1: Use Reflection to create GridViewColumns. Using Reflection to gather property names is actually quite simple. First you need to pass any type (Product, Customer, Employee, etc.) to a method like I did in my last two blog posts on this subject. Below is the method that I created in the WPFListViewCommon class that now uses reflection. C#public static GridView CreateGridViewColumns(Type anyType){  // Create the GridView  GridView gv = new GridView();  GridViewColumn gvc;   // Get the public properties.  PropertyInfo[] propInfo =          anyType.GetProperties(BindingFlags.Public |                                BindingFlags.Instance);   foreach (PropertyInfo item in propInfo)  {    gvc = new GridViewColumn();    gvc.DisplayMemberBinding = new Binding(item.Name);    gvc.Header = item.Name;    gvc.Width = Double.NaN;    gv.Columns.Add(gvc);  }   return gv;} VB.NETPublic Shared Function CreateGridViewColumns( _  ByVal anyType As Type) As GridView  ' Create the GridView   Dim gv As New GridView()  Dim gvc As GridViewColumn   ' Get the public properties.   Dim propInfo As PropertyInfo() = _    anyType.GetProperties(BindingFlags.Public Or _                          BindingFlags.Instance)   For Each item As PropertyInfo In propInfo    gvc = New GridViewColumn()    gvc.DisplayMemberBinding = New Binding(item.Name)    gvc.Header = item.Name    gvc.Width = [Double].NaN    gv.Columns.Add(gvc)  Next   Return gvEnd Function The key to using Relection is using the GetProperties method on the type you pass in. When you pass in a Product object as Type, you can now use the GetProperties method and specify, via flags, which properties you wish to return. In the code that I wrote, I am just retrieving the Public properties and only those that are Instance properties. I do not want any static/Shared properties or private properties. GetProperties returns an array of PropertyInfo objects. You can loop through this array and build your GridViewColumn objects by reading the Name property from the PropertyInfo object. Build the Product Screen To populate the ListView shown in Figure 1, you might write code like the following: C#private void CollectionSample(){  Product prod = new Product();   // Setup the GridView Columns  lstData.View =      WPFListViewCommon.CreateGridViewColumns(typeOf(Product));  lstData.DataContext = prod.GetProducts();} VB.NETPrivate Sub CollectionSample()  Dim prod As New Product()   ' Setup the GridView Columns  lstData.View = WPFListViewCommon.CreateGridViewColumns( _       GetType(Product))  lstData.DataContext = prod.GetProducts()End Sub All you need to do now is to pass in a Type object from your Product class that you can get by using the typeOf() function in C# or the GetType() function in VB. That’s all there is to it! Summary There are so many different ways to approach the same problem in programming. That is what makes programming so much fun! In this blog post I showed you how to create ListView columns on the fly using Reflection. This gives you a lot of flexibility without having to write extra code as was done previously. NOTE: You can download the complete sample code (in both VB and C#) at my website. http://www.pdsa.com/downloads. Choose Tips & Tricks, then "WPF ListView as a DataGrid – Part 3" from the drop-down. Good Luck with your Coding,Paul Sheriff ** SPECIAL OFFER FOR MY BLOG READERS **Visit http://www.pdsa.com/Event/Blog for a free eBook on "Fundamentals of N-Tier".  

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• Catch the Replay! Steve Miranda on The Bill Kutik Radio Show®

  - by Jay Richey, HCM Product Marketing

  Steve Miranda, Senior Vice President for Oracle Fusion Development, was the guest star on this past Wednesday's The Bill Kutik Radio Show®.  Catch the replay or download to iTunes to hear Bill's hard-hitting questions and Steve's candid answers.  http://www.knowledgeinfusion.com/ondemand/docs/DOC-9903 Produced by Knowledge Infusion and hosted by independent industry analyst Bill Kutik, the bi-weekly interview show provides leading HR business content and insight into up-to-the-minute trends.

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• [GEEK SCHOOL] Network Security 3: Windows Defender and a Malware-Free System

  - by Ciprian Rusen

  In this second lesson we are going to talk about one of the most confusing security products that are bundled with Windows: Windows Defender. In the past, this product has had a bad reputation and for good reason – it was very limited in its capacity to protect your computer from real-world malware. However, the latest version included in Windows 8.x operating systems is much different than in the past and it provides real protection to its users. The nice thing about Windows Defender in its current incarnation, is that it protects your system from the start, so there are never gaps in coverage. We will start this lesson by explaining what Windows Defender is in Windows 7 and Vista versus what it is in Windows 8, and what product to use if you are using an earlier version. We next will explore how to use Windows Defender, how to improve its default settings, and how to deal with the alerts that it displays. As you will see, Windows Defender will have you using its list of quarantined items a lot more often than other security products. This is why we will explain in detail how to work with it and remove malware for good or restore those items that are only false alarms. Lastly, you will learn how to turn off Windows Defender if you no longer want to use it and you prefer a third-party security product in its place and then how to enable it back, if you have changed your mind about using it. Upon completion, you should have a thorough understanding of your system’s default anti-malware options, or how to protect your system expeditiously. What is Windows Defender? Unfortunately there is no one clear answer to this question because of the confusing way Microsoft has chosen to name its security products. Windows Defender is a different product, depending on the Windows operating system you are using. If you use Windows Vista or Windows 7, then Windows Defender is a security tool that protects your computer from spyware. This but one form of malware made out of tools and applications that monitor your movements on the Internet or the activities you make on your computer. Spyware tends to send the information that is collected to a remote server and it is later used in all kinds of malicious purposes, from displaying advertising you don’t want, to using your personal data, etc. However, there are many other types of malware on the Internet and this version of Windows Defender is not able to protect users from any of them. That’s why, if you are using Windows 7 or earlier, we strongly recommend that you disable Windows Defender and install a more complete security product like Microsoft Security Essentials, or third-party security products from specialized security vendors. If you use Windows 8.x operating systems, then Windows Defender is the same thing as Microsoft Security Essentials: a decent security product that protects your computer in-real time from viruses and spyware. The fact that this product protects your computer also from viruses, not just from spyware, makes a huge difference. If you don’t want to pay for security products, Windows Defender in Windows 8.x and Microsoft Security Essentials (in Windows 7 or earlier) are good alternatives. Windows Defender in Windows 8.x and Microsoft Security Essentials are the same product, only their name is different. In this lesson, we will use the Windows Defender version from Windows 8.x but our instructions apply also to Microsoft Security Essentials (MSE) in Windows 7 and Windows Vista. If you want to download Microsoft Security Essentials and try it out, we recommend you to use this page: Download Microsoft Security Essentials. There you will find both 32-bit and 64-bit editions of this product as well versions in multiple languages. How to Use and Configure Windows Defender Using Windows Defender (MSE) is very easy to use. To start, search for “defender” on the Windows 8.x Start screen and click or tap the “Windows Defender” search result. In Windows 7, search for “security” in the Start Menu search box and click “Microsoft Security Essentials”. Windows Defender has four tabs which give you access to the following tools and options: Home – here you can view the security status of your system. If everything is alright, then it will be colored in green. If there are some warnings to consider, then it will be colored in yellow, and if there are threats that must be dealt with, everything will be colored in red. On the right side of the “Home” tab you will find options for scanning your computer for viruses and spyware. On the bottom of the tab you will find information about when the last scan was performed and what type of scan it was. Update – here you will find information on whether this product is up-to-date. You will learn when it was last updated and the versions of the definitions it is using. You can also trigger a manual update. History – here you can access quarantined items, see which items you’ve allowed to run on your PC even if they were identified as malware by Windows Defender, and view a complete list with all the malicious items Windows Defender has detected on your PC. In order to access all these lists and work with them, you need to be signed in as an administrator. Settings – this is the tab where you can turn on the real-time protection service, exclude files, file types, processes, and locations from its scans as well as access a couple of more advanced settings. The only difference between Windows Defender in Windows 8.x and Microsoft Security Essentials (in Windows 7 or earlier) is that, in the “Settings” tab, Microsoft Security Essentials allows you to set when to run scheduled scans while Windows Defender lacks this option.

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• U Central Florida Streamlines Administrative Apps

  - by jay.richey

  The University of Central Florida is wrapping up a multi-year implementation of new enterprise applications that includes a combination of Oracle software and Sun hardware to streamline its administrative processes and help manage student growth. The Orlando-based university currently has more than 56,000 students, making it the second largest American university by enrollment, behind only Arizona State University, which has more than 70,400 students. Read more...

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• Caliber Point Launches Republic, A Platform-Based Multi-Tenant HR Service Delivery Solution

  - by jay.richey

  Caliber Point Business Solutions Ltd., a leading Business Process Outsourcing (BPO) service provider and a Hexaware Technologies subsidiary, today announced the launch of Republic - their multi-tenant HR services delivery solution. Built on the Oracle E-Business Suite Release 12, this ready to use platform will cater to multiple clients under a secure and shared environment. This launch will identify Caliber Point as one of the first BPO service providers in India and one of the few in the world to provide a complete platform-based BPO service. More at http://bit.ly/9yyJDW

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• Why We Should Learn to Stop Worrying and Love Millennials

  - by HCM-Oracle

  By Christine Mellon Much is said and written about the new generations of employees entering our workforce, as though they are a strange specimen, a mysterious life form to be “figured out,” accommodated and engaged – at a safe distance, of course.  At its worst, this talk takes a critical and disapproving tone, with baby boomer employees adamantly refusing to validate this new breed of worker, let alone determine how to help them succeed and achieve their potential.   The irony of our baby-boomer resentments and suspicions is that they belie the fact that we created the very vision that younger employees are striving to achieve.  From our frustrations with empty careers that did not fulfill us, from our opposition to “the man,” from our sharp memories of our parents’ toiling for 30 years just for the right to retire, from the simple desire not to live our lives in a state of invisibility, came the seeds of hope for something better. One characteristic of Millennial workers that grew from these seeds is the desire to experience as much as possible.  They are the “Experiential Employee”, with a passion for growing in diverse ways and expanding personal and professional horizons.  Rather than rooting themselves in a single company for a career, or even in a single career path, these employees are committed to building a broad portfolio of experiences and capabilities that will enable them to make a difference and to leave a mark of significance in the world.  How much richer is the organization that nurtures and leverages this inclination?  Our curmudgeonly ways must be surrendered and our focus redirected toward building the next generation of talent ecosystems, if we are to optimize what future generations have to offer.   Accelerating Professional Development In spite of our Boomer grumblings about Millennials’ “unrealistic” expectations, the truth is that we have a well-matched set of circumstances.  We have executives-in-waiting who want to learn quickly and a concurrent, urgent need to ramp up their development time, based on anticipated high levels of retirement in the next 10+ years.  Since we need to rapidly skill up these heirs to the corporate kingdom, isn’t it a fortunate coincidence that they are hungry to learn, develop and move fluidly throughout our organizations??  So our challenge now is to efficiently operationalize the wisdom we have acquired about effective learning and development.   We have already evolved from classroom-based models to diverse instructional methods.  The next step is to find the best approaches to help younger employees learn quickly and apply new learnings in an impactful way.   Creating temporary or even permanent functional partnerships among Millennial employees is one way to maximize outcomes.  This might take the form of 2 or more employees owning aspects of what once fell under a single role.  While one might argue this would mean duplication of resources, it could be a short term cost while employees come up to speed.  And the potential benefits would be numerous:  leveraging and validating the inherent sense of community of new generations, creating cross-functional skills with broad applicability, yielding additional perspectives and approaches to traditional work outcomes, and accelerating the performance curve for incumbents through Cooperative Learning (Johnson, D. and Johnson R., 1989, 1999).  This well-researched teaching strategy, where students support each other in the absorption and application of new information, has been shown to deliver faster, more efficient learning, and greater retention. Alternately, perhaps short term contracts with exiting retirees, or former retirees, to help facilitate the development of following generations may have merit.  Again, a short term cost, certainly.  However, the gains realized in shortening the learning curve, and strengthening engagement are substantial and lasting. Ultimately, there needs to be creative thinking applied for each organization on how to accelerate the capabilities of our future leaders in unique ways that mesh with current culture. The manner in which performance is evaluated must finally shift as well.  Employees will need to be assessed on how well they have developed key skills and capabilities vs. end-to-end mastery of functional positions they have no interest in keeping for an entire career. As we become more comfortable in placing greater and greater weight on competencies vs. tasks, we will realize increased organizational agility via this new generation of workers, which will be further enhanced by their natural flexibility and appetite for change. Revisiting Succession  For many years, organizations have failed to deliver desired succession planning outcomes.  According to CEB’s 2013 research, only 28% of current leaders were pre-identified in a succession plan. These disappointing results, along with the entrance of the experiential, Millennial employee into the workforce, may just provide the needed impetus for HR to reinvent succession processes.   We have recognized that the best professional development efforts are not always linear, and the time has come to fully adopt this philosophy in regard to succession as well.  Paths to specific organizational roles will not look the same for newer generations who seek out unique learning opportunities, without consideration of a singular career destination.  Rather than charting particular jobs as precursors for key positions, the experiences and skills behind what makes an incumbent successful must become essential in succession mapping.  And the multitude of ways in which those experiences and skills may be acquired must be factored into the process, along with the individual employee’s level of learning agility. While this may seem daunting, it is necessary and long overdue.  We have talked about the criticality of competency-based succession, however, we have not lived up to our own rhetoric.  Many Boomers have experienced the same frustration in our careers; knowing we are capable of shining in a particular role, but being denied the opportunity due to how our career history lined up, on paper, with documented job requirements.  These requirements usually emphasized past jobs/titles and specific tasks, versus capabilities, drive and willingness (let alone determination) to learn new things.  How satisfying would it be for us to leave a legacy where such narrow thinking no longer applies and potential is amplified? Realizing Diversity Another bloom from the seeds we Boomers have tried to plant over the past decades is a completely evolved view of diversity.  Millennial employees assume a diverse workforce, and are startled by anything less.  Their social tolerance, nurtured by wide and diverse networks, is unprecedented.  College graduates expect a similar landscape in the “real world” to what they experienced throughout their lives.  They appreciate and seek out divergent points of view and experiences without needing any persuasion.  The face of our U.S. workforce will likely see dramatic change as Millennials apply their fresh take on hiring and building strong teams, with an inherent sense of inclusion.  This wonderful aspect of the Millennial wave should be celebrated and strongly encouraged, as it is the fulfillment of our own aspirations. Future Perfect The Experiential Employee is operating more as a free agent than a long term player, and their commitment will essentially last as long as meaningful organizational culture and personal/professional opportunities keep their interest.  As Boomers, we have laid the foundation for this new, spirited employment attitude, and we should take pride in knowing that.  Generations to come will challenge organizations to excel in how they identify, manage and nurture talent. Let’s support and revel in the future that we’ve helped invent, rather than lament what we think has been lost.  After all, the future is always connected to the past.  And as so eloquently phrased by Antoine Lavoisier, French nobleman, chemist and politico:  “Nothing is Lost, Nothing is Created, and Everything is Transformed.” Christine has over 25 years of diverse HR experience.  She has held HR consulting and corporate roles, including CHRO positions for Echostar in Denver, a 6,000+ employee global engineering firm, and Aepona, a startup software firm, successfully acquired by Intel. Christine is a resource to Oracle clients, to assist in Human Capital Management strategy development and implementation, compensation practices, talent development initiatives, employee engagement, global HR management, and integrated HR systems and processes that support the full employee lifecycle. 

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• Staying Ahead of the Curve - Deloitte's 2012 Human Capital Trends Webcast | June 13th

  - by Jay Richey, HCM Product Marketing

  Businesses today are calling on HR to leap ahead and help to manage change in the face of complex challenges that touch so many parts of the enterprise. This webinar will provide an overview of eight major Human Capital Trends surfacing in 2012. Understanding the trends — what they mean for both leading HR and for leading the business — is an opportunity for organizations to be proactive and stay ahead of the curve. June 13, 2012 12:00 p.m. – 2:00 p.m. CT Online Featured Speakers: Michael Gretczko Principal, Deloitte Consulting LLP, Human Capital Practice Dan Helfrich Principal, Deloitte Consulting LLP, Federal Human Capital Practice Leader Greg Vert Senior Consultant, Deloitte Consulting Evite & Registration:  http://www.oracle.com/us/dm/75810-wwmk11040178mpp035c007-oem-1633667.html

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• Class Design and Structure Online Web Store

  - by Phorce

  I hope I have asked this in the right forum. Basically, we're designing an Online Store and I am designing the class structure for ordering a product and want some clarification on what I have so far: So a customer comes, selects their product, chooses the quantity and selects 'Purchase' (I am using the Facade Pattern - So subsystems execute when this action is performed). My class structure: < Order > < Product > <Customer > There is no inheritance, more Association < Order has < Product , < Customer has < Order . Does this structure look ok? I've noticed that I don't handle the "Quantity" separately, I was just going to add this into the "Product" class, but, do you think it should be a class of it's own? Hope someone can help.

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• The Ideal Platform for Oracle Database 12c In-Memory and in-memory Applications

  - by Michael Palmeter (Engineered Systems Product Management)

  Oracle SuperCluster, Oracle's SPARC M6 and T5 servers, Oracle Solaris, Oracle VM Server for SPARC, and Oracle Enterprise Manager have been co-engineered with Oracle Database and Oracle applications to provide maximum In-Memory performance, scalability, efficiency and reliability for the most critical and demanding enterprise deployments. The In-Memory option for the Oracle Database 12c, which has just been released, has been specifically optimized for SPARC servers running Oracle Solaris. The unique combination of Oracle's M6 32 Terabytes Big Memory Machine and Oracle Database 12c In-Memory demonstrates 2X increase in OLTP performance and 100X increase in analytics response times, allowing complex analysis of incredibly large data sets at the speed of thought. Numerous unique enhancements, including the large cache on the SPARC M6 processor, massive 32 TB of memory, uniform memory access architecture, Oracle Solaris high-performance kernel, and Oracle Database SGA optimization, result in orders of magnitude better transaction processing speeds across a range of in-memory workloads. Oracle Database 12c In-Memory The Power of Oracle SuperCluster and In-Memory Applications (Video, 3:13) Oracle’s In-Memory applications Oracle E-Business Suite In-Memory Cost Management on the Oracle SuperCluster M6-32 (PDF) Oracle JD Edwards Enterprise One In-Memory Applications on Oracle SuperCluster M6-32 (PDF) Oracle JD Edwards Enterprise One In-Memory Sales Advisor on the SuperCluster M6-32 (PDF) Oracle JD Edwards Enterprise One Project Portfolio Management on the SuperCluster M6-32 (PDF)

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• Take the CedarCrestone HR Systems Survey!

  - by jay.richey

  Oracle, on behalf of CedarCrestone, invites you to participate in CedarCrestone's 2010-2011 HR Systems Survey: HR Technologies, Service Delivery Choices, and Metrics Survey, 13th Annual Edition through July 5, 2010. The survey is a comprehensive research effort designed to provide organizations with important data to plan, justify, benchmark, and execute HR technologies. All responses are anonymous and will be kept confidential. They are not shared with Oracle. http://www.oracle.com/dm/10q4field/50384_hr_systems_survey.html

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• Navigant Consulting Implements Oracle's PeopleSoft Enterprise 9.1 to Integrate Financial and HR Information

  - by jay.richey

  Integration to Help Global Consultancy Increase Business Productivity and Streamline Operations Redwood Shores, Calif. - Dec. 15, 2010 "Our business is based on the seamless execution and expertise of our highly-trained consultants and we're always seeking ways to improve processes so they can focus on providing excellent client service," said Changappa Kodendera, CIO, Navigant Consulting. "Our phased implementation of Oracle's PeopleSoft Enterprise 9.1 will provide us with a solid technology foundation that we can rely on to support our global consulting business, with a scalable platform that facilitates further improvement." Read the press release Watch their video

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• Your Feedback on Oracle Asset Tracking

  - by LuciaC-Oracle

  Oracle Asset Tracking Development strives to improve customer satisfaction with our Oracle Asset Tracking product.  In this context, they are very interested in getting your feedback about the Oracle Asset Tracking module. Recently, we have seen more and more customers using OAT and we would like to know for example: Have you have encountered any product gaps that need to be addressed? Are there business flows that do not suit your requirements? What new features you want to see in the product? Please share your feedback with us and we will discuss it with Oracle Asset Tracking Development and Product teams to improve the product. To share your feedback either post to the dedicated thread in the MOS Install Base Community here OR add a comment to this blog post (note that the blog comment you enter won't immediately be visible in the blog).

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• I am trying to delete a string from list then write it back to a file [closed]

  - by bradb

  def mang (grocerystock): mangchoice=int(input("What would you like to do? \n 1):Add a new product to the list? \n 2): Remove a product from the list? \n 3: Change the quantity of an item \n 4): Change the price of an item \n 5): View items and their quantity and price")) if mangchoice == 1: infile=open("grocery_stock.txt", 'a') name=input("Please enter the new product's name would you like to add:") quant=int(input("Please enter the new product's quantity")) price=float(input("Please enter the new product's price")) grocerystock[0]=name grocerystock[1]=quant grocerystock[2]=price gS=str(grocerystock) gs=gS.strip("[',']") infile.write(gs + '\n') if mangchoice == 2: namedelete=input("what item would you like to remove") a=open("grocery_stock.txt", 'r') data_list= a.readlines() a.close() print (data_list) del data_list[namedelete] b= open ("grocery_stock.txt", 'w') b.writelines(data_list) b.close() def intro(): choice=(int(input("Would you like to go to Managerial mode or Shop mode?(press 1 for Managerial and 2 for shop mode, to quit press 3)"))) if choice == 1: print ('lets go') mang(grocerystock) elif choice == 0 : print ('loser') grocerystock= ["","",""] intro() This is all the code i have written so far any ideas? The code that i am trying to delte is under if mangchoice == 2:

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• Premera Blue Cross Deploys PeopleSoft Enterprise 9.1 Human Capital Management, Financial Management, Enterprise Learning Management and Enterprise Portal Solutions

  - by jay.richey

  Optimum Solutions Implements Oracle's PeopleSoft Enterprise 9.1 at Premera Blue Cross Premera chose to upgrade to the latest version of PeopleSoft to help the company achieve its strategic goals, which include building and maintaining a skilled employee team that enables the company to deliver highly efficient and valuable service to plan subscribers, sponsors, and healthcare providers. Its decision was influenced by the key capabilities in PeopleSoft Talent Management 9.1, as well as the common technology enhancements for the PeopleSoft PeopleTools 8.50 toolset across all business process areas, which has helped Premera to maximize process automation, increased ease of use, and minimize long term IT support overhead. Read more...

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• Economist Intelligence Unit to Present Preliminary Survey Findings at OHUG

  - by Jay Richey, HCM Product Marketing

  Oracle and IBM are sponsoring a luncheon at OHUG in Las Vegas for an exclusive preview of the forthcoming C-level perspectives of HR function: An Economist Intelligence Unit research program sponsored by IBM and Oracle. Speaking will be Economist Editor, Thought Leadership, Gilda Stahl, who will provide a preview of the study's findings and insights into whether CHROs are playing a central role in aligning companies' talent strategies with long term business goals, and how technology innovation can help Seating for this event is limited. Please register asap. http://www.oraclepartnerevent.com/2012/c-level-perspectives/

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• How Do You Know If Your Talent Management Strategy Is Creating Value?

  - by jay.richey

  Keeping up with the speed of business is no small task. Is your organization prepared to handle today's challenges and be able to cope with tomorrow's possible paradigm shift in talent management? Organizations today have constant and increasing pressures from shareholders, stock analysts, customers, and employees to execute better, faster, and cheaper, while continuing to increase value. Yesterday, the talent pool was shrinking, and HR organizations rushed to figure out where they would find future workers. Today workers are staying longer, and retirement plans are changing. Download this IHRIM article, "How Do You Know if Your Talent Management Strategy is Creating Value?" and learn how to: Align Talent Management and business goals Align Talent Management business and technology strategies Integrate Talent Management processes, systems, and data Develop a solid Talent Management Analytics strategy Understand the business value and benefits you can reap http://www.oracle.com/webapps/dialogue/dlgpage.jsp?p_ext=Y&p_dlg_id=8717145&src=6811167&Act=89

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• Pulling EasySearchASP.NET Off the Market

  Weve been talking about this for a while, and today is the magical day. EasySearchASP.net will no longer be a product sold by myKB.com, Inc. While the product still has a support life, and there are still (minute) sales, it is no longer financially prudent to keep the product on the market. Were not investing any more dev resources into the product, and every day the product is more and more dated. There are several competing options that are nice, and even public free options with Bing and Google...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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• Considerations for changing URL path

  - by Mandar

  I am having an e-commerce site and current URL structure is like this: www.example.com/category1 [Category landing page] www.example.com/category1/sub-category [sub-category listing page] www.example.com/category1/sub-category/product-name [Product Details page] I am finding it difficult to identify from the URLs whether the URL is category landing page or a listing page or a product details page (primarily in Google Analytics). To solve this problem, I am thinking of adding qualifiers in the URL as follows: www.example.com/category1/cat-land [Category landing page] www.example.com/category1/sub-category/cat-list [sub-category listing page] www.example.com/category1/sub-category/product-name/prod-details [Product Details page] Original URLs would be redirected to new URLs using 301 permanent redirect. Would this have any negative effect on existing SEO and Google ranking?

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• To Make Diversity Work, Managers Must Stop Ignoring Difference

  - by HCM-Oracle

  By Kate Pavao - Originally posted on Profit Executive coaches Jane Hyun and Audrey S. Lee noticed something during their leadership development coaching and consulting: Frustrated employees and overwhelmed managers. “We heard from voices saying, ‘I wish my manager understood me better’ or ‘I hope my manager would take the time to learn more about me and my background,’” remembers Hyun. “At the same token, the managers we were coaching had a hard time even knowing how to start these conversations.”  Hyun and Lee wrote Flex to address some of the fears managers have when it comes to leading diverse teams—such as being afraid of offending their employees by stumbling into sensitive territory—and also to provide a sure-footed strategy for becoming a more effective leader. Here, Hyun talks about what it takes to create innovate and productive teams in an increasingly diverse world, including the key characteristics successful managers share. Q: What does it mean to “flex”? Hyun: Flexing is the art of switching between leadership styles to work more effectively with people who are different from you. It’s not fundamentally changing who you are, but it’s understanding when you need to adapt your style in a situation so that you can accommodate people and make them feel more comfortable. It’s understanding the gap that might exist between you and others who are different, and then flexing across that gap to get the result that you're looking for. It’s up to all of us, not just managers, but also employees, to learn how to flex. When you hire new people to the organization, they're expected to adapt. The new people in the organization may need some guidance around how to best flex. They can certainly take the initiative, but if you can give them some direction around the important rules, and connect them with insiders who can help them figure out the most critical elements of the job, that will accelerate how quickly they can contribute to your organization. Q: Why is it important right now for managers to understand flexing? Hyun: The workplace is becoming increasingly younger, multicultural and female. The numbers bear it out. Millennials are entering the workforce and becoming a larger percentage of it, which is a global phenomenon. Thirty-six percent of the workforce is multicultural, and close to half is female. It makes sense to better understand the people who are increasingly a part of your workforce, and how to best lead them and manage them as well. Q: What do companies miss out on when managers don’t flex? Hyun: There are high costs for losing people or failing to engage them. The estimated costs of replacing an employee is about 150 percent of that person’s salary. There are studies showing that employee disengagement costs the U.S. something like $450 billion a year. But voice is the biggest thing you miss out on if you don’t flex. Whenever you want innovation or increased productivity from your people, you need to figure out how to unleash these things. The way you get there is to make sure that everybody’s voice is at the table. Q: What are some of the common misassumptions that managers make about the people on their teams? Hyun: One is what I call the Golden Rule mentality: We assume when we go to the workplace that people are going to think like us and operate like us. But sometimes when you work with people from a different culture or a different generation, they may have a different mindset about doing something, or a different approach to solving a problem, or a different way to manage some situation. When see something that’s different, we don't understand it, so we don't trust it. We have this hidden bias for people who are like us. That gets in the way of really looking at how we can tap our team members best potential by understanding how their difference may help them be effective in our workplace. We’re trained, especially in the workplace, to make assumptions quickly, so that you can make the best business decision. But with people, it’s better to remain curious. If you want to build stronger cross-cultural, cross-generational, cross-gender relationships, before you make a judgment, share what you observe with that team member, and connect with him or her in ways that are mutually adaptive, so that you can work together more effectively. Q: What are the common characteristics you see in leaders who are successful at flexing? Hyun: One is what I call “adaptive ability”—leaders who are able to understand that someone on their team is different from them, and willing to adapt his or her style to do that. Another one is “unconditional positive regard,” which is basically acceptance of others, even in their vulnerable moments. This attitude of grace is critical and essential to a healthy environment in developing people. If you think about when people enter the workforce, they're only 21 years old. It’s quite a formative time for them. They may not have a lot of management experience, or experience managing complex or even global projects. Creating the best possible condition for their development requires turning their mistakes into teachable moments, and giving them an opportunity to really learn. Finally, these leaders are not rigid or constrained in a single mode or style. They have this insatiable curiosity about other people. They don’t judge when they see behavior that doesn’t make sense, or is different from their own. For example, maybe someone on their team is a less aggressive than they are. The leader needs to remain curious and thinks, “Wow, I wonder how I can engage in a dialogue with this person to get their potential out in the open.”

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