Recover Dual Boot XP, Ubuntu 8.04 (Hardy Heron)

Issue: I needed to reinstall Windows XP on a dual-boot machine. No new partitions were needed, there were 2 O/S partitions - one with XP and the other with Ubuntu. After reinstalling Windows - the machine would simply boot into Windows XP (no dual-boot menu)

Solution: Boot from Ubuntu LiveCD - choose to demo. Then open terminal.


rohit@rs-dimension:~$ sudo -i
[sudo] password for rohit:
root@rs-dimension:~# grub

[ Minimal BASH-like line editing is supported. For
the first word, TAB lists possible command
completions. Anywhere else TAB lists the possible
completions of a device/filename. ]

grub> find /boot/grub/stage1
(hd0,4)

grub> root (hd0,4)

grub> setup (hd0)
Checking if "/boot/grub/stage1" exists... yes
Checking if "/boot/grub/stage2" exists... yes
Checking if "/boot/grub/e2fs_stage1_5" exists... yes
Running "embed /boot/grub/e2fs_stage1_5 (hd0)"... 16 sectors are embedded.
succeeded
Running "install /boot/grub/stage1 (hd0) (hd0)1+16 p (hd0,4)/boot/grub/stage2 /boot/grub/menu.lst"... succeeded
Done.



This setup grub in hd0 on my system - bringing back the boot menu. Simple

iTunes Audio only Podcast & Video only Podcast SmartList

(I) Unplayed Audio Podcast smartlist that plays 100 audio unheard unskipped podcasts starting from the earliest added.

Podcast is true
Play Count is 0
Skip Count is 0
Kind does not contain MPEG-4

Limit to 100 items selected by least recently added

To create a Video podcast just change the Kind parameter on the smartlist to "contains"

You can sort the list so it will play by artist, album (most Podcasts have album names consistent), genre etc

Setting Video Kind to Movie admits most video podcasts however others get filtered out - so avoid this parameter.

Mule ESB Distribution

So I started playing with Mule starting Feb 2007. Mule is an integration platform that allows for pluggable connectors to other types of systems. There are so many descriptions of ESBs and architecture styles, and almost everyone claims to be an expert in the space.
IMO Mule is basically a container-type framework that rests on various open source products...
if you go to the 1.4.1 distribution's opt folder the listing is as such:

05/22/2007 08:23a 444,463 acegi-security-1.0.1.jar 05/22/2007 08:28a 443,432 antlr-2.7.6.jar 05/22/2007 08:26a 1,599,570 axis-1.4.jar 05/22/2007 08:26a 31,191 axis-jaxrpc-1.4.jar 05/22/2007 08:26a 18,979 axis-saaj-1.4.jar 05/22/2007 08:26a 126,771 axis-wsdl4j-1.5.1.jar 05/22/2007 08:21a 327,810 backport-util-concurrent-3.0.jar 05/22/2007 08:28a 490,136 c3p0-0.9.0.4.jar 05/22/2007 08:23a 193,391 carol-2.0.5.jar 05/22/2007 08:28a 324,238 cglib-nodep-2.1_3.jar 05/22/2007 08:26a 36,342 commons-attributes-api-2.1.jar 05/22/2007 08:21a 188,671 commons-beanutils-1.7.0.jar 05/22/2007 08:21a 30,117 commons-cli-1.0.jar 05/22/2007 08:23a 46,725 commons-codec-1.3.jar 05/22/2007 08:21a 571,259 commons-collections-3.2.jar 05/22/2007 08:28a 33,976 commons-dbutils-1.1.jar 05/22/2007 08:22a 139,966 commons-digester-1.7.jar 05/22/2007 08:21a 71,442 commons-discovery-0.2.jar 05/22/2007 08:23a 279,781 commons-httpclient-3.0.1.jar 05/22/2007 08:21a 83,613 commons-io-1.3.1.jar 05/22/2007 08:22a 285,104 commons-jxpath-1.2.jar 05/22/2007 08:17a 245,274 commons-lang-2.3.jar 05/22/2007 08:27a 180,792 commons-net-1.4.1.jar 05/22/2007 08:21a 62,086 commons-pool-1.3.jar 05/22/2007 08:25a 38,830 cryptix-jce-api-20050328.jar 05/22/2007 08:25a 296,386 cryptix-jce-provider-20050328.jar 05/22/2007 08:25a 30,258 cryptix-message-api-20050405.jar 05/22/2007 08:25a 276,885 cryptix-openpgp-provider-20050405.jar 05/22/2007 08:25a 16,652 cryptix-pki-api-20050405.jar 05/22/2007 08:22a 486,522 dom4j-1.4.jar 08/08/2007 01:41p 6,205 ds.txt 05/22/2007 08:22a 19,759 geronimo-ejb_2.1_spec-1.0.1.jar 05/22/2007 08:21a 36,396 geronimo-j2ee-connector_1.5_spec-1.0.1.jar 05/22/2007 08:22a 19,259 geronimo-j2ee-management_1.0_spec-1.0.1.jar 05/22/2007 08:25a 34,263 geronimo-jaxrpc_1.1_spec-1.0.1.jar 05/22/2007 08:23a 31,397 geronimo-jms_1.1_spec-1.0.1.jar 05/22/2007 08:21a 14,637 geronimo-jta_1.0.1B_spec-1.0.1.jar 05/22/2007 08:25a 8,097 geronimo-qname_1.1_spec-1.0.1.jar 05/22/2007 08:25a 24,611 geronimo-saaj_1.1_spec-1.0.1.jar 05/22/2007 08:22a 82,923 geronimo-servlet_2.4_spec-1.0.1.jar 05/22/2007 08:25a 2,356,373 groovy-all-1.0.jar 05/22/2007 08:25a 10,832 groovy-engine-1.0-jdk14.jar 05/22/2007 08:28a 2,208,240 hibernate-3.2.2.ga.jar 05/22/2007 08:23a 386,591 hivemind-1.1.1.jar 05/22/2007 08:23a 74,662 hivemind-lib-1.1.1.jar 05/22/2007 08:23a 72,741 howl-logger-0.1.11.jar 05/22/2007 08:23a 405,545 javassist-3.0.jar 05/23/2007 08:15a 226,915 jaxen-1.1.1.jar 05/22/2007 08:28a 603,060 jbpm-3.1.4.jar 05/22/2007 08:21a 11,670 jcl104-over-slf4j-1.3.1.jar 05/22/2007 08:11a 153,253 jdom-1.0.jar 05/22/2007 08:23a 124,316 jotm-2.0.10.jar 05/22/2007 08:23a 5,798 jotm_jrmp_stubs-2.0.10.jar 05/22/2007 08:25a 11,292 jruby-engine-1.0-jdk14.jar 05/22/2007 08:25a 10,250 js-engine-1.0-jdk14.jar 05/22/2007 08:21a 31,906 jug-2.0.0-asl.jar 05/22/2007 08:20a 120,640 junit-3.8.2.jar 05/22/2007 08:25a 10,250 jython-engine-1.0-jdk14.jar 08/09/2007 08:33a 0 list.txt 05/22/2007 08:21a 367,444 log4j-1.2.14.jar 05/22/2007 08:21a 56,164 mockobjects-core-0.09.jar 05/22/2007 08:22a 148,213 mx4j-impl-2.1.1.jar 05/22/2007 08:22a 261,174 mx4j-jmx-2.1.1.jar 05/22/2007 08:22a 167,410 mx4j-remote-2.1.1.jar 05/22/2007 08:22a 485,831 mx4j-tools-2.1.1.jar 05/22/2007 08:25a 149,445 nanocontainer-1.0.jar 05/22/2007 08:24a 167,958 ognl-2.6.9.jar 05/22/2007 08:23a 682,351 org.mortbay.jetty-5.1.12.jar 05/22/2007 08:19a 65,425 oro-2.0.7.jar 05/22/2007 08:25a 112,635 picocontainer-1.2.jar 05/22/2007 08:30a 405,607 quartz-all-1.5.2.jar 05/22/2007 08:25a 251,039 retrotranslator-runtime-1.2.1.jar 05/22/2007 08:25a 14,921 script-api-1.0-jdk14.jar 05/22/2007 08:21a 12,231 slf4j-api-1.3.1.jar 05/22/2007 08:21a 6,869 slf4j-log4j12-1.3.1.jar 05/22/2007 08:30a 188,221 smack-2.2.1.jar 05/22/2007 08:23a 2,694,134 spring-2.0.5.jar 05/22/2007 08:28a 31,020 spring-modules-jbpm31-nodeps-0.8a.jar 05/22/2007 08:22a 26,514 stax-api-1.0.1.jar 05/22/2007 08:26a 113,780 stax-utils-20040917.jar 05/22/2007 08:22a 83,820 wrapper-3.2.3.jar 05/22/2007 08:26a 148,522 wsdl4j-1.6.1.jar 05/22/2007 08:22a 505,825 wstx-asl-3.2.1.jar 05/22/2007 08:28a 86,956 xapool-1.4.jar 05/22/2007 08:21a 1,212,965 xercesImpl-2.8.1.jar 05/22/2007 08:26a 131,384 xfire-aegis-1.2.6.jar 05/22/2007 08:26a 28,705 xfire-annotations-1.2.6.jar 05/22/2007 08:26a 423,888 xfire-core-1.2.6.jar 05/22/2007 08:26a 25,055 xfire-java5-1.2.6.jar 05/22/2007 08:26a 8,074 xfire-jsr181-api-1.0-M1.jar 05/22/2007 08:21a 195,119 xml-apis-1.3.03.jar 05/22/2007 08:26a 127,961 XmlSchema-1.1.jar 05/22/2007 08:21a 24,677 xpp3_min-1.1.3.4.O.jar 05/22/2007 08:22a 349,667 xstream-1.2.1.jar 94 File(s) 24,263,547 bytes

94 files make up the optional open source distribution shipped with Mule.

Writing a web-service is as simple as creating a POJO & modifying the configuration file with the right parameters.

Dump Google Sync for FoxMarks

Just when I thought I would have to write a bookmark sync tool for my machines, I stumbled upon Foxmarks. It was like someone read my mind of the design I had thought and just coded it. Brilliant, thanks Foxmarks you have saved me weeks of coding & deployment! I am a happy user of it, it sync my bookmarks across machines effortlessly.

Recommendation: Dump google synch, del.icio.us, tag for Foxmarks. http://www.foxmarks.com/

Web 2.0

A good video that explains Web 2.0 (without the particular technology implementation details)

Corporate Politics

Corporate politics, what the heck is that ?

Consider this statement: "Achieving a goal is often not as important as the way its achieved". Balderdash? Confused? Disagree? Read on.

If you don't know what corporate politics is yet, then you are either new to the job market, naive, or an agnostic. If you are new to the job market - you will learn over time, unless you are naive and continue to be one. If you are agnostic then you must think that you can find a small cubicle in your company and get into "heads-down" work, try not to bother anyone, not let anything or anyone bother you. My friend, you have a lesson to learn. I used to be an agnostic. When it comes to politics, I say you should not be agnostic.

If you are one, the symptoms are telling. Things happen to you at work, i.e. you are not in control of those things or your own career. You never decide the work you want to do, things don't fall in place as you would expect. You aspire to get to the next level, but simply can't shake off the isolation you are in.

It is time to get up from you easy office chair and look beyond your gloomy cubicle walls. People in your office are out and about. They are talking to key individuals, they are comparing notes, going out to lunch, golf and beer. You are working hard, producing results and hoping your manager will notice how great you are at what you do. You are in great danger. If you stay the course you are bound to get into conflicts, distance people, be primarily task-oriented and pigeon-holed for the rest of you career. You will be labeled if you aren't already.

You will do what you are doing for the rest of you life if you are lucky. If you are like the rest of us, things will change, and the change may not be what you agree with. Learn about politics, because that is what I have done & recommend strongly. Importantly, don't learn destructive politics. I believe in karma, and I believe politics can be positive for the organization. Negative politics is destructive & in the long run is a "lose-lose".

Politics in this context of can be defined as "the total complex of relations between people ..." [ref Webster's]. The age old adage explains politics - "It is not what you, it is who you know that matters". According to Kathleen Kelly Reardon it's all politics. She believes that winning in a world where hard work & talent aren't enough is possible. In her book "It's All Politics. Winning in a world where hard work and talent aren't enough", she describes several political advantages one should work to develop:

• Develop an uncanny attentiveness to what others say & how they act
• Develop empathy - what others have to say & how they think and feel
• Prepare in advance all outcomes of a discussion. Prepare, prepare, prepare.
• Ability to see things as others do is critical
• Convey a strong interest in what other people are saying. Don't impose views - rather manage interactions to synergize
• Each of us is at least 75% responsible for the way we're treated
• Become a skilled interpreter of meanings at a number of levels
• If it quacks like a duck it is a duck. Be able to communicate with a duck

Once these principles are learned, they must be practiced. Books & blogs may teach you about a topic, unless you practice it, you will never truly learn it. Try to learn it, not about it.

Learn positive politics. Basically, craft your skills to achieve. Get things done. Reardon proposes the ACE method. What is it ?

The ACE Method:

• Appropriateness - what others are doing
• Consistency - what a person like you would do
• Effectiveness - what will get you what you want

These are boundaries within which one must operate. Learning to be appropriate (with seniors, peers, juniors & external team members) is critical. As a leader, consistency and effectiveness are the other two sides of the triangle.

You may cringe when you hear the word "power", this seems to conjure up several negative images & feelings. However, I do believe that power in the right hands is a blessing. In order to achieve what you need in your job, you need to acquire and craft enough power to intrinsically influence a group or another person to do what needs to be done. Reardon describes clean power crafting & maintaining strategies.

Power crafting/maintaining strategies

Appearances

• Impression Management: craft your reputation
• Surroundings: attend to the decor of your office/work area
• Credibility: Aim to get the respect, trust & confidence of your co-workers
• Commitment: Be busy & in demand - but not overwhelmed
• Charisma: Be charming & humorous
• Value: Link what you do to company/division goals

Relationships

• Attraction: Make people feel good about working with you or for you
• Similarity: Be like "the duck" in some important way
• Favor bank: Remember the value of reciprocity
• Mentors: Seek out advisors. If you don't have one - get one. Select carefully though
  
• Connections: Get to know people in power who can be helpful to your career

Communication

• Information control: Use caution when giving information to others
• Conversation management: Avoid dysfunctional habits & going offtrack
• Style management: Adjust your style to facilitate conversation
• Open to input: Do more listening than telling
• Facework: Avoid causing other people to lose "face"
• Flexibility: Remain open to creative ways to achieve your goals

Structural Power

• Job status: Assess the power of your position and ask yourself where you career is headed
• Limit access: Be a team player but don't tell everyone everything you're thinking
• Rewarding allies: Be sure to thank people who help you, and remember to help them too
• Selective availability: Help out, but don't be over available

Knowledge Power

• Keep learning: Never stop learning from people at every level of the organization
• Recognize: "Regimes of Truth": Identify organizational philosophies
• Be where knowledge emerges: location informational sources and be around them
• Create knowledge dependence: Find out what areas of expertise those in power look for

Caution! Don't flaunt power. Acquiring respect & power is a lot of hard work. Don't blow it away by being cocky and insolent. Having a helping nature, zero ego and a respectful attitude are primary ingredients to maintaining power. Respecting others is to let others make mistakes and not penalize them punitively. Let the other person save face. Spare the reputation of others.

Recognize negative & destructive politics: "credit snatching", "career threats", "targeting", "scapegoating", "patronizing", "double bind" or moving target, "lording" or when everything is a power issue, "embedded spy", "gossip", "belittling", etc. Reardon cites examples of each and suggests specific things to say and combat each scenario.

One principal concept of politics is the art of persuasion. Aligning thoughts is a way of doing this. Reardon calls this "Framing", A framing effect happens in a communication. When a person sees a situation in a different light and expresses his frame of reference. Others react and realign. This is framing.

Several such techniques exist and there are lots to learn. Your intrinsic attitude and disposition will dictate much of your career path. Just be aware there is something called corporate politics that plays a major role in your work life. First know about it and learn to participate. Remember there is the right side & dark side to politics. Positive constructive politics is the only long term sustainable path.

Bookmark Sync by Google is Disappointing

Goggle labs have offered a Firefox plug-in that promises to automatically synchronize the state of the browser across machines. To download it Click here
I installed the plugin on 2 Firefox browsers
(1) Firefox 1.5.x on a Windows 2000 SP4 2.5GHz 1.5GB RAM
(2) Firefox 1.5x on a Windows Home SPx 1.60GHz 760MB RAM
(3) Firefox 1.5x on a Windows 2000 SP4 1.8GHZ 1GB RAM

The first machine was run behind a firefall and proxy server, the other was connected to the internet with no proxy. Depending on the network I connected the first machine in
I was disappointed by a major flaw in the plug-in. If the browser cannot connect the Internet, then it will not work.
Uninstalling the browser is easy, but once you re-install it the Google browser synch is not uninstalled. YOu can delete it from the extensions either because to do that you will have to start the browser, but the browser does not start.

Reputation: Guard It

So Much Depends on Reputation – Guard it with your Life

According to Robert Greene’s 48 Laws of Power, reputation is the cornerstone of power. Reputation alone can intimidate and win. Vulnerability will invite attacks from all sides. Reputations should be unassailable; one should be alert to potential attacks and thwart them before they happen. According to Greene, one should destroy enemies by opening holes in their own reputations and after the holes are opened, stand aside and let public opinion take over.
Notably a person in recent political history was a victim of such reputation damage. He was not able to recover from it and finally offered his resignation; of course a different reason was cited for this.
Colin Powel is a highly decorated military personnel. Before Operation Desert Storm was executed, he publicly opposed several of George H.W. Bush's administration officials who advocated the deployment of troops to the Middle East to force Iraqi president Saddam Hussein to withdraw his armies from neighboring Kuwait. Powel believed that the dictator could instead be contained through sanctions and a buildup of forces around Kuwait.
Before the War on Terror in Iraq, Powell, who was by then a prominent figure on President Bush’s cabinet where he served as the Secretary of State, was able influence Bush to present a case for war at the United Nations. Powell also found himself presenting questionable intelligence to the U.N. to make a case of WMD presence in Iraq. The intelligence was proven to be false; no WMDs were found and the weapon sites revealed nothing. Powel, with his reputation severely bruised, decided to step down from the Bush administration's cabinet. Powell, who had an impeccable record, found his reputation tarnished by this. But it was too late.
Could he have done things differently?
On one hand he had to support his president and on the other hand he had to support his core values and beliefs of war. He was probably torn between the two choices. He went in half-sure. He was vulnerable. He should have guarded his reputation with his life. He should have quit sooner, with honor. Had he not appeared before the United Nations at all, the history books would be kinder to him. When we will look at Colin Powell, as a highly decorated individual, we will also see a vulnerability that was exposed through political ineptitude that caused his reputation to take a severe beating on the world stage. Guard your reputation with your life.

You can buy the book, first read the heartless list of the laws. If you read the book, read it with a grain of salt. Do not loose your values, beliefs and ethics.

The Eccentrics Versus the Uncouths

The Eccentrics Versus the Uncouths.

This article is inspired by this one.

I argue that the difference between a Geek versus Nerd is the same difference that separates the eccentrics from the uncouths. Also, most often the nerds are the ones that are geeks, the geeks are often nerds, some nerds are not geeks, and some geeks are not nerds. A nerd is an uncouth person a geek is an eccentric. I think geeks are odd, and are not really the talented few who run the show in corporate America. The genius may be a nerd, a geek, neither, or both. The leader in corporate America may not be nerdy nor geeky, unless the leader is a perceived genius.

Eccentricity.

Webster defines someone who is eccentric as:
a: deviating from an established or usual pattern or style
b : deviating from conventional or accepted usage or conduct especially in odd or whimsical ways

Take notice that an eccentric is not uncouth, just bizarre. Oddities in behavior are often traits of the genius. The reverse does not work. So if you acquire odd behavior, that does not make you a genius. Such people are pretentious and once discovered they attract disdain.

Scientists, mathematicians, engineers, software gurus are often seen as eccentrics. In corporate America, most IT staff thrive on geekdom. Most border on nerdiness, however I can say that most of the people I know are not nerdy. They (the geeks) enjoy being perceived as problem solvers. Geeks often carry the latest gadget on them. Cellphones, PDAs, & blackberrys are always within bluetooth range. They are always ready to receive a call, send an e-mail, plan the next meeting. Geeks derive power from skill. Ccommunication is usually not their forte. Geeks are simply eccentrics. They are well mannered, well meaning corporate citizens. They don't burn bridges and they don't knowingly step on other poeple's toes. They are the unsung heroes of corporate America. These are the analysts, production support personnel, engineers & programmers.


Uncouth

Webster defines someone who is uncouth as:
a : strange or clumsy in shape or appearance : OUTLANDISH
b : lacking in polish and grace : RUGGED <uncouth verse>
c : awkward and uncultivated in appearance, manner, or behavior

Nerds are not oriented towards solving problems, rather they are inclined towards "technology for the sake of technology" they are not usually self-aware and are neither aware of their surroundings (people, reactions etc). They talk a lot. Loud. Such behavior results in faux pas, ill manners and eventual social boycott. Nerdiness directly translates into bad manners. Nerds=Uncouths. Sometimes they are pompous uncouths.

Geeks are Eccentrics, Nerds ands Uncouths. Uncouths can be eccentrics, and eccentrics can be uncouth, people can be neither or both. Corporate IT citizens, please try harder to be neither.

Leadership by heuristics or empirical research ?

Leadership has been studied from various perspectives. The first recorded approach to leadership was embedded in traits. It was believed that leaders are born not made, "Kings are born, not made", it was said. "Greatness is in the blood", was commonly believed. Several views on leadership emerged as our civilization evolved. Over the past 30 years our understanding of leadership went through a major shift. Our collective new understanding of leadership has been presented nicely by Peter Northouse. He provides a very good overview of leadership in his book Leadership Theory & Practice (LTP). Various perspectives on leadership have been acquired over time through scientific research. Northouse writes about several approaches to leadership in his book including the trait approach, skills approach, style approach, situational approach, contingency theory, path-goal theory, leader-member exchange theory, transformational leadership, and team leadership. The book presents captivating work in the field of leadership. Each approach to leadership is well cited, documented, explained and critiqued. The reader will find it easy to associate the theory with his daily practice. My favorite theory is the style approach to leadership, the famous Leadership Grid is the product of research conducted by Ohio State University and Michigan University.
Diametrically opposite to empirical research in leadership is a heuristic approach to leadership. To summarize this approach is akin to the live and learn approach, learn by your mistakes approach, and a generalize by personal experience approach. Belasco & Stayer have written an oddly titled best-selling book in first person based on these principles of leadership. Flight of the buffalo (FOTB ) is a joint venture that dives head first into experiences of running companies, heuristics of leadership, visual analogies, gut feel, earthly common sense and best practices of "leadership". The oddity of the title is explained early in the book.
The book begins with the authors' journeys into leadership and various related concepts & ideas. Amongst others ideas like intellectual capitalism, leadership vision, focus, direction, obstacles (removing them), developing ownership in employees, self-directed action & learning to be the leader (lead goose) are discussed. Every chapter is littered with short stories and a moral. There is an Aesop's Fables like feel to the book. Real-life examples are touching and real, however, if you have read Northouse's LTP previously, you can draw parallels to Belasco and Stayer's experiences. Specific leadership theories presented in LTP can easily experience the wise words the authors present. The book is enjoyable, and almost actionable. Some of the advice is basically common sense best practices in action. The writing style is patterned by "try,try again until you succeed, or decide to do things differently".
The authors introduce interesting words and concepts. I liked the word authors invented to mean the inverse of leadership - "status-quo-ship". Another favorite is the concept of "lead goose" in the "intellectual capitalism era". Good advice is provided on every page of the book, obvious common sense is prescribed often. For example, "Leaders proact, not react" is treated as a chapter, the basic premise is that leaders should prevent problems rather than solve problems. Basic management tenets are also provided for the uninitiated, Deliverable (What will be delivered ?), Measurement (How will we know it is done ?), Date (When will it be done ?), Person Responsible (Who will do it ?). The authors recommend that every employee do a process analysis by asking "what can i stop doing?" - remove obstacles. Expectation setting on staff, customers and oneself is disccussed. Henry Kissinger is cited as asking "Is this your best work?". The author(s) push for excellence through action.
I found the authors doing a good job in the area of potential and reaching it. What's the difference between those who reach their potential and those who don't ? Those who do, bring a discipline with them to every task they face. They are willing continuously to challenge themselves. They keep learning how to get better because they do not accept falling short of their potential.
This book can become suddenly interesting and intensely revealing if you decide to read Northouse's LTP first. It is the perfect anti-dote to analysis by knowledge (knowing too much, but acting too little).
But really, what is the best approach to leadership ? Heuristics or empirical ? IMO learn the theory, read about experiences (it is cheaper than having your own) then go out to the field armed with your knowledge and the experience of the authors. Practice.