Archive for April, 2002

Monday, April 29th, 2002 – Disturbing the Peace Since 1997.

Monday, April 29th, 2002 : : We’re Everything to Everybody¬ô

psychoGIRL and Dirty Laundry

Sunday, April 28th, 2002

Had a crazy idea that some girls have no problem in letting the world know they are psychotic. (You know who you are.) So I decided to create a banner for them to declare their status to the world. I’ve added the psychoGIRL shop to the emporium. Designed for the ladies, or the “whipped” guys looking for a perfect gift.

Also, since I’m in charge of all of the ads that appear on weidemannia, I decided to add a subdued graphic to the home page in order to increase “click thrus”. That way, the half a dozen people that frequent weidemannia might get lured in.

Interesting note, the phrase “psychoGIRL” was inspired while listening to the Ian Hunter song by the same name, on the Dirty Laundry CD. Thanks, Ian.

Sunday, April 28th, 2002



Friday, April 26th, 2002

spontaneous cackling in humans, with no known cause; believed to be untreatable, however some attempt treatments with yewnowadamene.


Friday, April 26th, 2002

extreme case of the generally common and benign human condition easily identifiable in the afflicted by a blank, focus-less stare; also known as “deer in headlights”; often generates spackling among people with early warning signs of this disease.

Friday, April 26th, 2002

Gagpipe BETA: Headline satire from around the world.


Monday, April 22nd, 2002

Milko Make the mountain cow a rock star!


Monday, April 22nd, 2002

autocratic governance by an individual with absolute, uncontrolled and unrestricted power, bent on establishing an intentionally ordinary, and mediocre environment.

Sunday, April 21st, 2002

Make the Mountain Cow a Rock Star

Unimportant Stuff

Sunday, April 21st, 2002

Updated the format and content of the fleeting glimpse (junk drawer). Eliminated the dresser interface, upgraded the quality of most photos, added a few new items, and updated some of the content.

Added a page to threefour that captures a review of Mott the Hoople albums in Rolling Stone.

Added images to the retro and notions sections of the cybart gallery.

Pretty much completed the implementation of stylesheets across most of the website. Still a page or two yet to discover, I’m sure.

Once upon a time… UPDATE

Friday, April 19th, 2002

You find out later that the police that came to your house when you called 911 had no jurisdiction in the city from which you called. They give you a stern warning to “not let this kind of mistake happen again”.

Thursday, April 18th, 2002

The Bad Fads Museum – Welcome to the Bad Fads Museum

Thursday, April 18th, 2002

ThinkGeek :: Stuff for Smart Masses

Monday, April 15th, 2002

deviantART; where ART meets application!

Driving Under the Influence

Monday, April 15th, 2002

You are on a long journey, and have been driving the car for quite some time. The mile markers indicate you are getting closer to your destination. While anxious to get there, sometimes you get to the point where you decide to back off the accelerator, and pay more attention to the potholes, road hazards, and weather conditions. It is in the best interest of you and your passengers, to watch the road, and make steady progress toward your destination. If you know the route you want to take, it really doesn’t matter what anyone else in the car says or does. That is, unless it involves a weapon that might impact your ability to continue driving the car.

Once upon a time…

Monday, April 15th, 2002

You are sitting home watching TV one evening, and hear a commotion outside coming from your next door neighbor’s house. You go to your backyard, and hear your neighbor verbally abusing his wife. Realizing that sometimes we all have arguments, and thinking it is probably none of your business, you return inside. The next morning, you glance out the kitchen window and happen to spot the neighbor’s wife getting in the car. You notice her head and arm are bruised and bandaged. You think to yourself that maybe you should have done instead of returning to your TV program.

Later that night, you again hear noise and go outside. This time you hear breaking glass as well as crying and screaming. You immediately go in the house, and call 911. You explain to the police that there is an abusive situation next door, and the woman needs help. The dispatcher says they will roll a car immediately and you hang up. Two minutes later, there is a knock at your door, and two uniformed policemen ask to come in. They ask you to sit down, and then begin questioning you. The wonder why you are getting involved; they question why you hang out in your backyard in the evening spying on your neighbors; they question your criminal record. [Note that during the whole time you are being questioned, you continue to hear screams coming from next door.] After 15 minutes, they tell you that it would be in your best interests to mind your own business, and let the neighbors resolve their personal problems on their own. You shut the door and watch the policemen get in their car and drive off – amazed that nothing was done. You can’t sleep.

The scenario repeats the next night, and this time when you call the police, you demand that they confront the neighbor and investigate the situation. Ten minutes later, the knock at the door comes from the policemen AND the neighbor. They all enter your home, and request that you sit down and face your neighbor – telling him your problem. You can’t believe that this approach to correcting the abuse is even considered. When you raise the issue of your safety and well being to the officers, they tell you that it is obvious that the problem is between you and your neighbor, and that YOU must work it out. [You fear for your life!]

Reality Check

As absurd as this sounds, this is exactly the same approach used by a large Fortune 100 corporation to resolve unethical behavior within its ranks:
– the neighbor: project manager
– the wife: employee
– the person calling 911: a co-worker on the project
– the police: human resources

Will justice ever be served with this kind of backward thinking? Does HR really care about the “human resources”, or is it more concerned with the public image of the corporation. How many more “beatings” have to take place before someone gets it?

Surviving Leadership

Monday, April 15th, 2002

From an article entitled “Surviving Leadership” in the March 2002 issue of Harvard Management Update (authors Ronald A. Heifitz, Marty Linsky)…

… the people who determine your success are often those in the middle; they resist your initiative merely because it will disrupt their lives and make their futures uncertain. When leading such people, the first thing to do is realize that if you’ve been in a senior role for a while and there’s a problem, it is almost certain that you are part of the reason it has not yet been addressed. You need to identify and accept responsibility for your contributions to the current situation, even as you try to move your people to a different, better place.

… you have to be willing to accept casualties. When organizations and communities go through significant change, some people simply cannot or will not go along. But if you signal that you (as the leader) are unwilling to take casualties, you present an invitation to the people who are uncommitted to push your perspective aside.”

So, let me see, the message: If you as CEO don’t have the guts to make an example of an offender, you castrate yourself.


Sunday, April 14th, 2002

Realization 1: IF a CEO does not purchase, read, or promote books on change or leadership without external prodding, THEN there is probably little chance that one of the enlightened, unwashed masses will have a snowball’s chance in hell of successfully changing the corporation in their lifetime.

Realization 2: IF a Board of Directors has to hire a CEO from the outside in order to effectively change the corporation, THEN there is probably little chance of sustaining any real, systemic changes – unless the CEO comes in and is not afraid to “remove the cancerous cells from the body.”

Sunday, April 14th, 2002

* * * B U B B L E S O A P * * *

Sunday, April 14th, 2002

Poster Image Archive

An Open Mind Defined

Wednesday, April 10th, 2002

Quote from the latest edition of Scientific American:

Q: What does it mean to have an open mind?
A: It is to find the essential balance between orthodoxy and heresy, between a total commitment to the status quo and the blind pursuit of new ideas.

– Michael Shermer founding publisher of Skeptic Magazine.


Wednesday, April 10th, 2002

relatively new designer drug used by communication professionals specifically for the purpose of shortening sentence structure, with the intended goal of transfering concepts quickly to a listener with increased understanding and clarity; unintended major side effects include the common responses of no or huh? by the listener, and multiple attempts by the speaker at rephrasing of the original sentence with increased disorientation and confusion on the part of everyone within a 20 foot radius of the speaker; over dosage could results in a lifetime of confusion.


Wednesday, April 10th, 2002

fancy word used to describe the condition of an employee getting fed up with piss-poor corporate leadership, attempting to get problems resolved through the “proper channels”, and ultimately making a decision to pursue opportunities in other organizations; this condition often results in a tremendous increase in personal satisfaction, stress reduction, and utterance of phrases such as “I should have done this years ago” by the exiting employee.

Greener Grasses. Real or Plastic?

Wednesday, April 10th, 2002

Hey, thinking about applying for a leadership job with another large corporation? Make sure to do a “barometer read” on the company’s culture. Try this approach when interviewing for the job – ask the interviewer for specific reasons why the last ten senior executives were released from their positions or the company.

The answers may give you a quick read on how well the corporation values its leaders, and values change:

– if they were released because they were incompetent, leadership recognizes its mistakes and is not afraid to admit them;

– if they were released simply because they challenged the status quo, the corporation is set in its ways and is probably adverse to change;

– if they were released with big severance packages, without clear explanation of the reasons why, it sounds like they would rather avoid answering any questions;

– if the interviewer does indeed provide you with the answers to your questions, it may be a sign that the human relations department is not aligned with senior executives, and will probably be dealt with at a later time;

While this may not be too scientific, it lets you assess some physical evidence of the attitudes, values and norms of its leaders. Think long and hard if you want to become a statistic in one of these corporations.
Caveat emptor.

Sunday, April 7th, 2002



Friday, April 5th, 2002

Today may have been the beginning of the end… time will tell, but the signs are somewhat positive. […hey, did you feel that? was that an earthquake?…]

guster dot com

Wednesday, April 3rd, 2002

guster dot com