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June 19 思念你当一觉醒来
发现昨天渐渐离我远去 一无所有的我 只好选择听听博客里的冷秋旋律 昨天记载着伤感, 以为它会离去 可为何总是流连忘返 终究还是找不到回家的路
时常一个人发呆,时常沉默
请原谅那不是冷漠 思念不是一瞬间的事 能不能为彼此停下脚步 能不能为彼此放弃
当我们离去 究竟是谁在做谁的梦 爱像下场微薄的雪
独舞,孤独,麻木,寻找 记住的,遗忘的 丢失的记忆 像风中的苇花无迹可寻 我总在问 下一站又将通往何处
人徘徊在崩溃边缘
不停的走,不停地逃 要勇敢,一直勇敢 假装不孤单 等待着天空 却依然没有飞鸟 思念你 让风带我离去 伴我孤独 我愿做永远孤独的孩子
在过去和未来时空交错中燃烧殆尽 遗忘是给彼此最好的思念 我给你最好的疼爱 是, 把手放开 想念你 静静的 然后离开 March 23 有一种情感，只能用心去储藏 (女人篇) |
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成功有毒
成功有毒
成功泛滥与迷失的思考
有人说现代社会有三粒毒药：消费主义、性自由和成功学。
消费主义是以品牌为噱头，以时尚为药效，将我们深陷在无休止的购买与淘汰的恶性循环中，恋物成瘾,BOSS,COACH,LANCO
性自由是以人性为噱头，以性爱为药效，不断释放暧昧与激情的烟幕弹，纵欲成瘾；每天游走在歌厅,舞场,酒店
成功,是以速成为噱头，一种以名为药效，误导急于走捷径成为人上人的年轻人投身其中，投机成瘾。一种是以利为药效,正确发展的过程误入歧途,冠以只有向钱看才能向前看的理论,做到一定位置,就茫茫然,天下老子第一的感觉.
三粒毒药中，我对待消费主义有着自己特有的谨慎和克制,知识分子家庭出身的我,父母都是传统中国家长的典范,循规蹈矩的教育让我还有些持家的美德.对待性自由的泛滥也一样,整日的苦读至今还在延续,所以还没来得及接触就已经过了潇洒的年纪,那些无知的泛滥已经成为抨击和不屑的流毒.以亲身感觉,以成功危害最巨——它以教育为名，行“毒”化社会气氛、“毒”化人心、破坏多元价值观之实。
在成功的逻辑中，什么
静而思,我们何时变得如此迫切渴望成功？成功何以变得如此简单粗暴？那些成功学大师除了演讲收钱还能做什么成功的事？问问自己---我们可不可以不成功？个人奋斗很可嘉，实现自我很诱人，名利滋味很甜美。但一个社会结构中，具考证,成功人士不过1%，且离不开长期实干和机遇。若成功一学就会，且成王败寇，成功人士光荣，非成功人士可耻，那么，社会中99%的大多数还怎么活下去？生活中有许多美好事物和价值，是成功学课程所蔑视、给不了的和教不会的。那么,能不能将成功的标准降低到一个合理的水平呢?!
走自己的路让别人无路可走??? 当我们身处----成功变成狂热风潮，成功上升为绝对真理般的、人人趋之若鹜的主流价值观，成功就是一粒毒药，而信奉成功学的人就沦为牺牲品。
我愿意牺牲,哈哈哈!(反思无解,自嘲尔!!!)
感动生活
感动生活
生活中,我很容易被一些事物所感动。时常为一部剧的精彩部分而落泪、为一本好书我沁心多日、一首好歌令我拍案动容，哼哼长久。就是生活中一个个不起眼的小场景，也会让我心头一热。但这感觉大多都是稍纵即逝，我知道这就是传说中的灵感。
感动是一种情绪。我知道只要还在被感动，那就证明我还是一个有激情的人；但此时我把自己感动了，我忘我的工作，努力的生活，虽已不再年轻，却也多愁善感，感动让我无暇观察生活，失去能力感悟生活，但我知道我就在生活里，而且潇洒着，惬意着，幸福着。。。
我的感动似乎很肤浅。许多人曾经用物欲横流、世态炎凉来形容身边的生活，好象人们感动的神经都被纸醉金迷。也许我也不曾脱俗。诚然，那些舍生取义、舍己救人之类的大仁大义不是随时就会壮烈在我们的身边的，但我依然把无数感动的热泪夹进书册里，让它尽情地发酵酝酿，形成一个个完美的版本，留着再去感动我的后人。这是我必须做的，因为一个没有感动的时代，无论如何是不完美的，就象天空没有太阳，田间没有花朵，人世间没有英雄也没有美女。毕竟我生活的时代还是英雄和美女辈出的时代。说到底，人，怎么能够没有一种感动呢？感动是一种信仰，只要你不冷血。不一定非要惊天地、泣鬼神，其实仅仅一种花开花落的声音就足以让生活律动着一种美好了。如此想来，我的每一次感动，并不只是娇情，而是对生活的一种欣赏、一种享受、一种思考和感恩。我有幸在感动中成熟，发展，并快乐幸福的活着。。。
数不清人生多少悲欢离合，但更多的却是家常便饭。人间烟火，便是一种本真的感动。
活着多好！活着，我们可以储蓄金钱也可以储蓄爱情，活着，我们可以享受天伦之乐，活着，我们可以被人关怀和关怀别人，活着，我们可以用自己的脚丈量城市也丈量自己的生活……
活着，我们可以感动自己，也感动别人！！！
日子
找个宜家风格的女子做老婆
（转载）
对于我们这种平平常常的男人来说，一辈子大概没几个有换老婆的条件和找情人的艳福，所以结婚这样的大事几乎是一次定终身，很少有过后重来并改正错误的机会。这就不免让人大费思量：要找个什么样的女子才可以稳妥幸福的度过我们婚后的漫长日子呢？
基于现实的理由以及我们自身的条件，我以为最理想的结果就是能找个“宜家风格”的女子做老婆，结成一段平实可靠并实惠的婚姻。至于那些缠绵悱恻让人热情澎湃的所谓爱情，说到底它们不过是文人骚客编出来糊弄无知青少年或者说让有钱有闲阶层模仿着玩的游戏，不是我等平民阶层可以奢求的东西，所以不必煞费苦心的去寻找--实际上也找不到。
那么，什么样的女子才具有“宜家风格”的特性呢？把我们的理想姻缘寄托在这样的女子身上会得到真正的幸福和快乐吗？
我想，如果你是一个对婚姻有一点期待，但又不过分苛求的平常男人，那么以下的说明至少会令你有百分之八十以上的满意度，你不想来好好的听听吗？
她们大多奉行简约主义：这包括她们的装扮，容颜，身份以及个性。一般来说她们不属于那种天生丽质的漂亮姑娘，也不喜欢把自己打扮得过份的花枝招展，但会尽可能的着装得体并显得优雅和有品位。她们大多出身于平常的家庭，通过努力在社会上有一份过得去的工作，个人经历简单顺畅，不会带给你丰盛的嫁妆和梦寐难求的奇迹，却也没有难以容忍的古怪脾气。她们认真而努力的工作，热爱生活也享受生活，有一点点思想，有一点点个性，也有一点点独立性……总的说来她们算得上是那种温和，理性，有教养，处世得体的好女孩。
一方面她们会显得很现实，是不折不扣基于物质基础的现实主义者，认同“有钱不是万能，没钱万万不能”的现代生活定律。另一方面，她们基本上符合“上得厅堂，下得厨房，进得卧房”的好老婆标准，若是娶到她们，你会很幸运的感觉到在漫漫人生中找到了一个很有益处的好伴侣。她会关心，爱护，体贴这个家。另外在你的事业和生活方面亦会得到她最有力的支持和关爱。
从一个男人的角度出发，婚后的舒适感受不外乎两个方面，一个是家庭生活方面，一个是精神方面。在家庭生活方面，你将因为与她的结合体味到一种单身生活截然不同的个人感受，不再孤单地望着电视发呆，不再东游西荡吃饭没有规律，不再感到家只是冷冰冰让一个人睡觉的地方，你将开始安定的生活，总之家成了你温馨的休憩地和避风港，这对于那种孤单得太久的男人来说，感觉真的很不错。不过在精神方面，我要提醒诸位千万不要抱有太高的要求，毕竟像钱钟书杨绛，林徽因梁思成这种灵犀互通的夫妻是可遇而不可求的，当然也不必过于颓丧，因为我们大多数人的精神生活还高雅不到那种地步，最多不过是有些小布尔乔亚情调罢了，这倒是她们擅长的领域。
如同好家具是设计出来的道理一样，好女人也是可以设计出来的。她们因为不具备天生的容貌和气质，所以更懂得这个道理，也善于通过自我设计来改变自己。发挥自己的优势，隐藏自己的劣势是她们自我设计的基本原则，事实上这是很有效的方式，并且随着自身经验的增加和长期不懈的努力，她们将慢慢显出自己的特色来，这时候你会惊讶的发现，当初那个资质平平的丑小鸭已在不知不觉间变成了白天鹅，成了一个圆润、成熟、充满女人味的魅力女性。
我最为欣赏的，正是这类的女性，最想娶做老婆的，也是这类女性，你们以为如何呢？
]
最适合做老婆的九种女人
ITDOOR
男人选择什么样的女人做伴侣，不仅对家庭有很大影响，而且可以说对男人的一生都有很大影响。
善解人意的女人
她细心、的有洞察力，能从你表露的一些苗头想问题。快活时与你一同分享，有难言之隐时，她能从你的举手投足中发现，并去劝慰你。
心地善良的女人
她始终把你当作一生中最好最亲的人，她不仅对你，而且对邻居、的对你的同事也很乐善好施。你的邻里、的同事会称颂她，从而对你也很尊敬。
自然优美的女人
她不是那种花枝招展、的引蜂招蝶的人，她不去追求奢侈的生活，但懂得把自己打扮得令人爽心悦目，她得体的言行也会让你舒心。
乐观自信的女人
她乐观豁达，她相信你会取得成功，相信你的胆识和才能。她不会因你的挫折就对你失望，也不会因你的成功而自喜。
聪慧的女人
她聪明贤惠，当你遇到什么事情难以决定时，她便告诉你一系列参考意见。她是你的助手，开阔你的思路。
会理财的女人
她懂得如何安排你们的收入，让你始终不用为生活操心。她合理安排要做的事，决不会虎头蛇尾，能承担起各种义务，持好家理好财。
讲究说话艺术的女人
的她能针对人物的特点交谈，能为你获得良好的人际环境。她也总能把你的意图巧妙地告诉对方。
独立性强的女人
她能判断一件事的行与止，并不老缠著你就一些小事让你作出决断。她能独立地工作、的安排家务，她给你充足的时间去考虑单位的事。
有现代意识的女人
她有很强的适应性，具有敏锐的观察力和思考能力，她很容易接受新知识，不守旧。在思维方式，做人行事方面也是个现代人，总把你介绍给她的朋友、的同事，把你融进一个更大的社交圈子里。
初识
初识
迷萌中醒来，娇洁的月光洒满床上，地上，我的身上，也一缕缕的泄到我的心里。有多久没留意到这样的美好，这样的清新？我也记不得拉。曾几何时，不断的问自己，我是第一个看到春天草绿，夏天花开，秋天落叶，冬天飘雪的人吗，只是想提醒自己，除了那些，那些，还有生活，还要有心境，那才是自由，真正的心的自由。
突然记起前几日，一狐朋密友，在快乐和谐之际，突然抱住我痛苦流涕，很快就浸湿我的衣衫。爱上一好酒之女，不喝正好，一喝既多类型，且酒后无型，每每日落必与友人共饮，直至凌晨，常常不能返家，流浪各大酒店栖身。回想初识美丽姣人，友痛苦不言，每每接女友归，男友皆一路感怀落泪，悲苦难堪！正犹豫分手，内心可见脆弱。
人生若只如初见，何事西风悲画扇？
等闲变却故人心，却道故人心易变。
骊山语罢清宵半，夜雨霖铃终不怨。
何如薄幸锦衣儿，比翼连枝当日愿。
忘记是谁的词拉，因为喜欢第一句，所以搜来了全诗，也才知道这是首纳兰词。每每读到“人生若只如初见，何事秋风悲画扇？等闲变却故人心，却道故人心易变。”几句，心，不由的一颤。会痛！！！
人生若只如初见，你我还如初见时的模样，该是多么美好的故事。
原来人生就是这么无奈，猜得中绚烂的开头，可又有谁能预见得到那早已注定的结局？
宝黛初见，心有灵犀，恍若旧识重逢，再见时花落人亡，一捧黄土终掩风流；西厢初见，风流不用千金买，月影花移玉人来，再见时封侯血染伞落，可怜梦里几番哀；金屋初见，千娇百媚，永世相守，而色衰爱驰之日，终于千金难买长门赋；华清池中温泉水滑，长生殿里夜半私语，又有谁会料到结局是马隗坡前数丈白绫、一垉黄土？
情深不寿，天妒红颜。后来的故事总是那么凄惨。马嵬坡上明皇终是背弃了玉环，无法想象那南方荔枝的甜怎化得掉草坡上黄花的辛酸味道。人生若只如初见，愿宝黛初会就各自转身，两两相忘，省却那滴不尽的相思血泪抛红豆；愿刘彻不忘若得阿娇做妇，必造金屋藏之的诺言，免却阿娇幽居长门宫里千金求取相如赋；让牛郎、织女天上人间，男耕女织，做一对平凡的逍遥夫妻；让相如莫要忘记凤求凰的雅意，莫要辜负文君夜奔、当垆卖酒的勇气。
初见，惊艳。蓦然回首，曾经沧海，风再起，换了人间！
人生若只如初见，省去后来种种莫测的变化，愿你我把邂逅时刻谈笑自若、百无禁忌的刹那心动凝固，不能前进一步亦无须后退百里，不能亲密无间亦无须躲避远离。有情不必终老，暗香浮动恰好。无情未必就是决绝，我只要你记着，初见时彼此的欢笑。
人生若只如初见...多少过去,已经如风般远去了.初见,那时,还记的么?也许忘记了吧.
抬头望月,人道月光如水，我道月光如烟花,漫天的美丽后,只留下一缕青烟,飘荡在空气里...留在你我的心里.
Top 10 tech we miss
Top 10 tech we miss
By Rafe Needleman
Technology evolves. Good technologies and products usually survive; poor ones usually go extinct. But not all of the technologies and tech products that have swirled down the drain of the tech gene pool deserved their fate. Here are some big, and some small, ideas that we thought we'd have with us forever, but that unfortunately have gone the way of the dodo.
Manned space exploration
It's been 33 years since humans have set foot on the moon or journeyed beyond the close orbit of the Earth. In other words, we've stopped exploring. Sure, robotic spaceships and Mars rovers are adding to our knowledge of the universe, but the last people to explore the final frontier are past retirement age--and so are the engineers who put them there. In other words, next time we go into space, we're going to have to retrain people from scratch. There may be no firsthand knowledge of what it's like to be in space or to build a space vehicle. This is progress?
Kozmo.com
At the height of the dot-com bubble, you could get a candy bar delivered to your door for the price of...a candy bar. Kozmo, an online store and delivery service, promised fast, friendly delivery of almost anything: a DVD rental, a bag of groceries, or just a single pack of gum. It was incredibly convenient and a heck of a bargain. It was also too good to be true. The cost of the small-time deliveries contributed to the demise of this great idea.
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尼泊尔游记2
飞越珠穆朗玛
五星级酒店文明世界的早餐过后,神情抖擞,有来了精神,我们四个金牌销售使出浑身解数,终于说服淳朴的尼人用他那BIG CAR 把我们运去机场, 仅仅为了节省平日我们几乎失去概念的200卢比(18块RMB), 绻缩着身体挤在车了, 分享着我们在国内没有机会的节省,享受着砍价后的占到便宜的快感, (现在想来,平日做作的爱心,可能因为旅游的兴奋忘记带了,哎,还是留在国内吧.)
昨天来时的国际机场,虽不豪华,但毕竟还算洁净和秩序,看看面前的尼国国内机场,一栋200平米的小二楼,混乱而肮脏,大多是不同肤色的旅游者,夹杂在当地搬运工似的人群中,没有什么CHECK IN DESK,一个小木桌,一台国内用来称动物的大铁称,后面就是一个小而破的门,算是通道吧,巨大的反差着实让我们大吃一惊,不过,毕竟是国内出发啊,人不嫌家丑,就把自己当尼人吧,好在我们的适应能力还算很强啊,哈哈哈
尼国是个多雾的国家,飞机很难准时起飞,这是我们在国内时就被朋友提醒过的拉,所以没有惊讶的我们坐在二楼的挂着COFFE SHOP的小吃部里面,耐心的等,里面都是来自己西方的,带着大大登上包的旅游者,或是冒险家吧,骄傲的是,我们是仅仅的四个黄皮肤.喝着不知道是什么味道的COFFE,玩着早已准备好的扑克,回想起来,好不惬意,悠闲,快活...我想用一切愉快的词汇去形容当时的心情.
2小时后,终于登上了尼泊尔皇家航空公司提供的20人的小型飞机,我们义无反顾的冲上云宵,兴奋
地期待飞跃那些全世界最高的山峰的时刻到来,几乎每一位游客都会摒住呼吸，怕万一惊动了一种力量，怕失手玷污了一种纯粹，更怕不小心错过了一处惊奇。
飞跃雪山这项全世界独一无二的旅游活动让我们有机会绝对近距离地鸟瞰那些平生难得一见的世界顶峰。包括珠穆朗玛峰在内（英语叫做Mount Everest or Mt.Everest）， 附近的一些景观如坎秦军嘎峰，青藏高原都会被您从高处“征服”。面对它们,不管你是来自世界的哪里，不管你做着什么样的工作,都会惊叹自己的渺小和无知…
面对着地球最高峰，领略亘古不变的万籁俱寂。我们应该想些什么呢?
我们有理由平静下来!!!
假如回到没有电视,没有电脑,没有电话,没有汽车的年代,生活的步履就不会像现在这样的匆忙而凌乱…
只是我们已经无法回到从前,假如不是刻意为之,我们甚至都忘记了没有灯光,没有喧哗的夜晚,抬头数星星的时候,心竟然也可以那般地平静.假如不是刻意为之,舍弃珍羞美味之后,我们竟也可以如此享受粗茶淡饭.现代文明带来的物质富有,多少是用我们的浮燥和空虚作为代价的.
身边的每个人似乎都是那么劳累,每个人似乎都在被无形而又无望的未来压迫着,牵扯着,每个人似乎都宣称想要逃离,只是逃离的脚步会如次的忧郁.每个人似乎都认为自己得了抑郁症…
如果注定无法逃离尘世,我们就该拯救自己,让我们每一天的脚步比昨天稍稍地慢一些,从容的步伐让我们有机会感悟身边的人和事,不再错过美好的风景和我们心心相印的人儿.
我们在一个惊险刺激的俯冲里“征服”了群山
飞行历时一个小时，然后向东飞行，很快就会知道前面等待我们的是什么——除了山还是山。哈哈哈
首先远远望见的是海拔8013米的戈塞罕峰，也叫希夏邦马峰。紧随其右，像一个白雪覆盖下平躺的“8”字的是杜杰拉卡帕峰，海拔6966米。杜杰拉卡帕峰右边是费尔比-戈亚楚峰，紧邻加德满都峡谷。随着飞机前行，群山越来越近。随后进入视野的是海拔5993米的楚巴哈马拉峰，群峰中最小但登山者却最多的山峰。然后是戈里-沙卡尔峰，海拔7134米，不仅带给您视觉上的冲击，而且给您心灵的震撼。传说湿婆神和她的妻子就居住于此，1979年以前，从未见到有人成功登上这座山峰的记载，这是飞行途中最引人注目的一座山峰。飞机继续向东，继之而来的是绵延雄伟的喜马拉雅山脉。梅伦格特瑟峰，海拔7032米，如同一座高台。楚基玛格峰，海拔6297米，仍如处子，期待着登山者。海拔6956米的那姥贝峰，形如乳房，给夏尔巴人提供甘甜的乳汁。卡娅伦峰，海拔5651米，银白色的山峰映着朝阳，闪闪发光。楚-玉峰，世界第八高峰，海拔8201米，从飞机上看，让人目眩神迷。接下来的是海拔7952米，公认为极难攀登的格亚莼坎峰，。它右边是海拔7161米的普莫利峰，紧邻珠穆朗玛峰的是海拔7855米的那朴特瑟峰，尼泊尔语的意思是西峰，意即它处于珠穆朗玛峰的西面。最后是高达8848米的珠穆朗玛峰，地球上的最高峰，尼泊尔人称之扎噶玛达峰，至今仍是一个未解之谜。
Users Who Know Too Much
http://www.cio.com/archive/021507/fea_user_mgmt.html?page=3
Users Who Know Too Much
(And the CIOs Who Fear Them)
These are your employees, and their message couldn’t be clearer: Technology, at least in their eyes, has made them significantly more productive. But CIOs shouldn’t be patting themselves on the back just yet. For this productivity boost the study credits the Internet, not enterprise IT, not the technology you provide, not, in short, you. And while Pew’s finding undoubtedly includes people who use the Internet to access your corporate applications, Lee Rainie, the Pew project director, says the research is not pointing to what a good job CIOs have been doing.
It tells a different tale.
“The big story is that the boundary that existed in people’s lives between the workplace and the home has broken down,” says Rainie. Almost unlimited storage and fast new communication tools allow people to use whatever information they choose, whenever they want to, from wherever is most convenient for them.
According to Pew, 42 percent of Internet users download programs, 37 percent use instant messaging, 27 percent have used the Internet to share files, and 25 percent access the Internet through a wireless device. (And these numbers are all one or two years old. Rainie “would bet the ranch” that the current numbers are higher.)
Does that sound like the tools you’ve provided your company’s employees? Do you encourage them to download programs and share files? Do you support IM? Have you outfitted a quarter of your company’s employees with wireless devices?
Really?
“A consequence of the blending of worlds is that people bring gadgets from their home life into the workplace and vice versa,” says Rainie. For example, a December 2006 survey by Searchsecurity.com found that only 29 percent of companies had a corporate instant messaging tool, a number that seems relatively small when compared with the percentage of people Pew says use IM in the office.
Users have a history of providing their own technology, but the capabilities of today’s consumer IT products and the ease with which users can find them is unprecedented. Thumb drives, often given away free at conferences, provide gigabytes of transportable storage. Google spreadsheets and other online documents let multiple people collaborate in one file. The Motorola Q, a phone that uses the cell network as an always-on high-speed Internet connection (and can be yours for just $125 on eBay) lets users forward their work e-mail to their phones without ever touching a mail server. And that’s only three examples. There’s a consumer technology out there for every task imaginable—and if there isn’t, there’s a tool that will let someone create it tomorrow.
The era in which IT comes only from your IT department is over.
So where does that leave you?
The Shadow IT Department
The consumer technology universe has evolved to a point where it is, in essence, a fully functioning, alternative IT department. Today, in effect, users can choose their technology provider. Your company’s employees may turn to you first, but an employee who’s given a tool by the corporate IT department that doesn’t meets his needs will find one that does on the Internet or at his neighborhood Best Buy.
The emergence of this second IT department—call it “the shadow IT department”—is a natural product of the disconnect that has always existed between those who provide IT and those who use it.
And that disconnect is fundamental. Users want IT to be responsive to their individual needs and to make them more productive. CIOs want IT to be reliable, secure, scalable and compliant with an ever increasing number of government regulations. Consequently, when corporate IT designs and provides an IT system, manageability usually comes first, the user’s experience second. But the shadow IT department doesn’t give a hoot about manageability and provides its users with ways to end-run corporate IT when the interests of the two groups do not coincide.
“Employees are looking to enhance their efficiency,” says André Gold, director of information security at Continental Airlines. “People are saying, ‘I need this to do my job.’” But for all the reasons listed above, he says, corporate IT usually ends up saying no to what they want or, at best, promising to get to it...eventually. In the interim, users turn to the shadow IT department.
For many good and not-so-good reasons, the CIO’s first instinct frequently is to fight the shadow IT department whenever and wherever he detects it. But that approach, according to people who have thought long and hard about this potential war between IT departments, is a recipe for stalemate, if not outright defeat for CIOs.
The employees in your company are using consumer IT to work faster, more efficiently and, in many cases, longer hours. Some are even finding new and better ways to get work done. CIOs should be applauding this trend. But when you shut down consumer IT, says William Harmer III, assistant vice president of architecture and technology of financial services company Manulife, “You end up as a dissuader of innovation.”
Yes, the shadow IT department presents corporate IT with security and compliance challenges. Users could be opening holes in the corporate firewall (by downloading insecure programs), exposing company data irresponsibly (by scattering laptops, handhelds, and thumb drives hither and yon) and handling information in any number of ways that could violate any number of federal regulations. But CIOs need to deal with these problems strategically, not draconically.
“There’s a simple golden rule,” says David Smith, a vice president and research fellow at Gartner. “Never use security and compliance as an excuse for not doing the right thing. Never use these as sticks or excuses for controlling things. When you find that people have broken rules, the best thing to do is try to figure out why and to learn from it.”
Successful companies will learn how to strike a productive balance between consumer IT—and the innovative processes for which employees are using these tools—and the need to protect the enterprise. This will require CIOs to reexamine the way they relate to users, and to come to terms with the fact that their IT department will no longer be the exclusive provider of technology within an organization. This, says Smith, is the only way to stay relevant and responsive. CIOs who ignore the benefits of consumer IT, who wage war against the shadow IT department, will be viewed as obstructionist, not to mention out of touch. And once that happens, they will be ignored and any semblance of control will fly out the window.
And that won’t be good for anyone.
How the Shadow IT Department Works
Here’s an all-too-common response to the shadow IT department, courtesy of Bill Braun, vice president of information systems for the Texas Credit Union League: “What’s good for me is that it’s simple to say no [to consumer IT]. There goes most of the problem. Possibly some of the benefit, but certainly the problem.”
Passing over the fact that Braun admits that he’s willing to forgo the potential innovations consumer IT can provide, this approach also assumes that the shadow IT department has a similar structure to its corporate counterpart and can be managed in the same way.
It doesn’t and it can’t.
The shadow IT department is an entirely different beast.
Corporate IT is highly structured, with one individual or a small group controlling the nodes in a network and their relationships to one another. The shadow IT department, on the other hand, has no central authority and at best an ill-defined hierarchy; nodes join on their own and develop their own relationships. Marty Anderson, a professor at the Olin Graduate School of Business at Babson College, calls corporate IT a command architecture and shadow IT an emergent architecture. Command architectures are set up to make them easy to manage and, as a result, they respond to top-down orders. Emergent architectures contain no dominant node and therefore provide no lever by which to manage them. That’s why it is impossible to kill the shadow IT department or keep it out of your company. It has no head to cut off or single channel to dam.
It’s natural for corporate IT to feel threatened by the shadow IT department, but the truth is that they already coexist everywhere. “The two have always been present,” says Anderson. “The management skill is noticing where they intersect and coming up with a strategy for dealing with it.”
For example, a similar dynamic has long played out in HR. A company’s employees have titles and reporting relationships that give their work a formal structure. But at the same time every company has an informal structure determined by expertise, interpersonal relationships, work ethic, overall effectiveness and so on. Companies suffer when HR is out of phase with the informal structure. Employees are demoralized when the formal architecture elevates someone at the bottom of the informal architecture, and people who occupy the top spots in the informal architecture leave when they aren’t recognized by the formal one. Good HR departments know where employees stand in both the formal and informal architectures and balance the two.
IT needs to learn how to strike a similar balance. Corporate IT isn’t going to go away, and neither are the systems that IT has put in place over the years. But a CIO who doesn’t develop a strategy to accommodate the shadow IT department will be employing an outdated and (more important) an inefficient business model. And, like the HR department that ignores the informal relationships in a company, the CIO might lose sight of how his users actually work. Corporate IT thereby loses its authority and, eventually, the CIO loses his job. It won’t happen quickly, but it will happen. As Anderson puts it, “It will be like getting nibbled to death by ducks.”
How to Make Peace With Shadow IT
Techniques will differ for each company depending upon its business, the degree of regulation to which it’s subject, its risk tolerance and so on, but some principles are universally applicable. Here are some starting points.
1. Find out how people really work.
Whether you know it or not, your company’s employees are using technology of their choosing, or using technology of your choosing in ways you never intended. Brian Flynn, senior VP of IT at BCD Travel, found this out when he deployed software that monitored the content moving across his network. Not only were employees using consumer IT tools (like IM) but they were using IT-provided applications to do things that were clearly security risks (such as sending sensitive information back and forth).
“I am convinced that most companies are flying blind,” says Flynn. “This is going on everywhere and IT just doesn’t know.”
Fight your instinct to discourage these behaviors by legislating against them. Yes, there may be security and compliance risks, but declaring open war on the shadow IT department will only turn it into an insurgency, driving it underground where it will be harder to monitor and harder to negotiate with. Instead, consider this an opportunity to find out where the IT you’ve provided is out of sync with your users’ needs.
2. Say yes to evolution.
CIOs need to make users feel comfortable about bringing their underground behavior into the light. The first step is a change in attitude.
“We tend to think of people who think out of the box as troublemakers,” says Flynn. “But we need to realize that maybe they know what they’re talking about and maybe we should try to meet them halfway if we can.”
Always try to help users figure out a safe and secure way to do whatever it is they’re trying to do. “People get used to [IT] telling them no, and after a while they stop telling you what they’re doing,” says Continental’s Gold. “So we try to say yes, dot dot dot.”
Rob Israel, CIO of the John C. Lincoln Health Network, has developed a policy that formalizes this mind-set.
“I’m the only person in IT allowed to say no,” he says. Conversely, his IT employees have only three options: approve a request, research it or pass it up to him. According to Gold and Israel, getting a reputation for saying yes will encourage users to come to you with ideas. That gives you the chance to learn what it is that the user is really trying to do and come up with a way to do it that won’t compromise security.
As irrelevant or irresponsible as some shadow IT projects seem on the surface, it’s important to accept the fact that users do things for reasons. If they are e-mailing critical files among themselves, it’s because they need to work on something from a different location and that’s the most direct solution that they can come up with. IT’s job shouldn’t be figuring out how to prevent the user from accessing and moving files, but rather to find a solution that lets him take that file home in a way that doesn’t make the company vulnerable and isn’t any more complex than the method that the user discovered on his own.
That last part is important. “No one,” says Flynn, “will jump through hoops.” They’ll go around them.
Gold says that most shadow IT projects are attempts to solve simple problems, and it’s easy for CIOs to mitigate the risks if they’re willing. For example, Gold found that people were taking files home on thumb drives. Instead of trying to outlaw the practice, he began distributing thumb drives with encryption software on them. The users’ experience never changed. “It was common sense to keep both security and how people work in mind,” he says.
3. Ask yourself if the threat is real.
The other part of developing a say-yes reputation is realizing which shadow IT projects really represent a security threat and which just threaten IT’s position as the sole god of technology provisioning. Maria Anzilotti, CIO of Camden Property Trust, a real estate developer, says that she has continued to allow IM even though most people use it for nonwork purposes. “We looked at the risk and decided it wasn’t worth [shutting it down],” she says. “A lot of people use it to communicate with their kids. It’s faster and less disruptive than phone calls.
“We keep an eye on it.”
Killing a shadow IT app without appreciating how thoroughly it’s been integrated into a company’s workflow can have unanticipated and unfortunate consequences. When Gold shut down IM at Continental, he got an angry call from an employee in the fuel management group who was using it (successfully) to negotiate jet fuel pricing for the airline.
Oops.
When a CIO prohibits people from using a technology that doesn’t pose a real security threat or doesn’t adversely affect his budget, he is setting himself up as a tin idol, a moral arbiter. That’s a guaranteed way to antagonize users. And that’s never a good idea.
4. Enforce rules, don’t make them.
There’s a fine line between providing access to data and determining who should have access to it. And Manulife’s Harmer says IT often crosses it.
“I own the infrastructure,” he says, “but the business owns the data.” IT creates artificial hurdles for employees when it makes blanket judgments about access that affect the entire company. “The key is not to paint all the users the same,” says Harmer.
Lincoln Health’s Israel deals with this challenge every day. It’s one thing, he says, for his nursing staff to search the Internet for the word breast; it’s another for someone in the accounting department. But if Israel installed a filter that prevented access to (apparently) pornographic websites, his nurses might not be able to find information that they need to treat a patient. The solution is for IT to provide tools that let an individual’s manager decide what information she needs to do the job.
“IT doesn’t know everything the business knows,” says Gold. “So it’s hard for me to make rules about who should have access to what.”
5. Be invisible.
Most companies have long lists of policies and regulations with which everyone must comply. But lists don’t enforce themselves.
“I wrote all the policies [here], and I only know two of them well,” says Israel. “So it’s unreasonable for an IT department to expect users to know them all. But we can put systems in place that put some automation behind our policies.”
Manulife’s Harmer says that the key is to develop an approach that secures data without depending upon how a user accesses it or what he does with it.
“The way I approach it is to bring the controls closer to the data,” he says. “That means not relying on a firewall but trying to figure out what I’m actually trying to protect and then dealing with it appropriately.”
At Continental, this type of approach has led to a change in the way the IT department designs systems. “Ninety percent of the applications we have that involve sensitive data are things we’ve written,” Gold explains. All that data was protected...as long as the user accessed it from the application IT built. But when a manager tried to compare revenue for different cities by copying the data into Excel (something Gold says happens routinely), the information was suddenly placed at risk. With this in mind, Gold encouraged the IT department to build encryption and other safeguards directly into the applications. That way, when a user pastes the revenue figures into a spreadsheet, the data, not the sanctity and integrity of the application (which are irrelevant), will still be protected.
Messy But Fertile Beats Neat But Sterile
IT has a natural tendency to think about technology in a system-centric way. Systems automate workflow and control access to information. And for a long time these systems made work and workers more efficient. “But there has always been a bright line between IT systems and what people really wanted to do,” says Babson’s Anderson.
“I used to have users come to me as if I was the almighty IT god,” says Israel, who recalls those as “the good old days.” But in that sense, god is dead, and IT’s authority and sense of purpose can no longer derive from controlling how people use technology.
“IT can’t insist on doling out IT,” says Gartner’s Smith. “The demographics of the workforce are changing. Younger people who are more familiar with technology are coming in, and they will not sit still while [CIOs] dole out corporate apps. If you want to retain the best and the brightest, you can’t lock down your environment.”
Smith advises CIOs to try to stop thinking about technology as something that must always be enterprise class. There are plenty of Web-based tools that can meet their users’ needs and not cost the company a dime. “Be open-minded and bring them in where appropriate,” he says.
Does that mean that the enterprise is going to become a messier place? Absolutely. That’s an inevitable consequence of user-centric IT. But messiness isn’t as bad as stagnation.
“Controlled chaos is always OK,” says Gold. “If you want to be an innovator and leverage IT to get a competitive advantage, there has to be some controlled chaos.”
尼泊尔游记1
初识满都
大概是5个小时的飞行，尼航的“捍姐”在广播中通知已经安全降落。我去过很多的地方，英国，美国，澳大利亚，东南亚，无处不是新鲜于中国，特色于中国，这种期待伴随我顺利通过洁净，并不宽敞的国际通道，印象深刻，而好奇的是，当我经过出发通道时，通过宽大的玻璃窗，里面满是等待登机的旅客，棕黑，土黑的，一张张没有笑容的面孔，想像如兽笼待宰的。。。来时就知道这种国家具有刁难外国游客的风俗，和僻好，移民官笑着讲着什么，或许是他们的语言吧，没去理会，他黑黑的脸庞扭曲着，靠近过来，反复重复着，搞什么？？？我不会尼语，我尽量把英文讲的很慢，我讲的是英语，移民官有点急，不过我听懂了他在讲英语，我是说欢迎来尼泊尔，哈哈哈，苍天啊，他一直昵喃的居然是英语。我开始担心自己在这个国家会举步为艰啊。
出了国际到达口，犹如掉进了无遮掩的乡村集市，嘈杂而混乱，“逼个尬”，一些民工样的人叫嚷着来拉我的行李，让我紧张的愤怒起来，尼国的形式动荡也让我暗生恐惧，不过很快我就搞明白他们的意识，“BIG CAR”，原来他们是出租汽车的人，我们4个人，选择了一名叫嚷声音最大，表情最诚恳的年轻人，随着他挤过喧嚣的人群，天啊，一辆比“面的”还小的大车立在那里，我还试图张望着寻找一辆略微大点的车，我失望拉，满眼的奥拓大小的车横竖的挺在出入的道路上，我们快乐着，抱怨着把自己塞进这BIG CAR，还照相留念，以示没有夸张成分。看着年轻人熟练地启动，出发，我有点喜欢这年轻人了，他很诚实，的确这辆算得上“BIG CAR”啊！！！
很快就进了加德满都的地界，我记得那些尘土飞扬的马路和凌乱的尼泊尔文招牌是我对这个城市的第一个印象，进入加德满都看到的建筑都很矮，没有什么规划。给我印象深刻的是我们在破旧不堪的小享里穿行，没有路灯，没有行人，犹如迷失在丛林里的羔羊，不知道我们要去哪里，也不知道前面是什么在等着我们，任人宰割的在恐惧中相互鼓励，和自慰。
出租车终于开出了我们以为没有尽头的小巷，WOW，眼前豁然开朗，反差令我震惊，一条洁净的街道，高高的围墙，里面的豪华建筑透着奢华的灯光，我知道我们已经站在整个王国的中心地带 ----加德满都的皇宫。我们终于不可救药无法挽回地和尼泊尔正面遭遇了！
至今我仍然可以回忆起当时的壮烈：
我的怀里抱着冲出机场时候断了背带的廉价旅行背包；双手保护着我的口袋，里面揣着我的护照、一张已经到这里完全丧失功能了的工行储蓄卡、还有一张救命的维萨卡，包里还有几百块可以救命的美金。我的眼睛四川张望着，犹如一只漂亮的钱包，看上去鼓鼓囊囊满是期待但其实里面都是羞涩和畏惧只是不敢示人；
我的未来突然之间在这个繁忙而神秘的国际化旅游胜地迷失了，仿佛被命运残忍地丢在一片茫茫大海上，人在江湖的我，江湖却没有我的传说，我感觉自己将无声无息的成为认识我，和不认识我的人的神秘话题，此时，只有天上偶尔出现的星星能够指引一些方向，但是船上的人根本不会游泳，糟糕的是船还漏水。
RADISSION酒店是当地的五星级就店，鹤立鸡群地矗立在一些专门卖东西给外国游客的林立的商铺中间，酒店的豪华让我感觉又回到了现实社会，仅仅6-7小时的旅程，真的如同跨越了时空，在现实和虚幻中潜行，我要好好的冲洗自己的头脑，做好迎接未知世界的准备，否则，我怕我会疯，不过我不会咬人，哈哈哈。
安定下来，我们的心也安静下来，猎奇的心又开始萌动，我们决定稍微看看这个地方，吃点东西，然后决定。当时给我印象很深的一点是这里的西方游客大概占到街上路人的一半，两边密密麻麻的各色商店都很热闹，有餐馆、面包店、书店、卖工艺品或者服装的铺面。房子都很老，街道很窄，很明显和大部分国家一样旅游购物街都倾向于有地方特色的老街。房子的高度在3层到4层之间，每一层都在做生意。我们找了个看起来像酒吧的地方先坐下，酒吧很有特色，幽暗的灯光，粗狂的布置，让人蛮舒服的感觉，想尽快的喝点酒，于是每个人很小心很仔细地看了菜单上的菜价，哈哈哈，没人知道应该点些什么，叫来那个尼泊尔男孩子服务生，他和我们东方人长得一个样子，皮肤一点都不象其他人那样黑。于是就问他是不是中国人－－我真傻！答案当然是不是，尼泊尔有很多民族住在和西藏很接近的地方，应该属于蒙古人种。另外一个和西藏接近的南亚国家是不丹，他们很多人也是和我们长相差不多的。服务生推荐了些特色的菜饭，我们如数要了，还点了一瓶南澳的红酒，待到结账时，每个人都在偷偷的窃喜，便宜！！！！
从餐馆出来后，第一个和我热情打招呼并且我现在还记得的尼泊尔人出现了，他是一个小店的 托，叫出的价格比我们了解到的要贵出2倍，虽然对我们来讲依然便宜，可是我们艰苦朴素的品质告诉我们，我们要认真对待我们的每100块卢比（100卢比=9块人民币）。
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