Although if David Burnett or some other world-class film photographer were to come, Officer-and-a-gentleman-style into my IT factory and offer me a job at half the pay and twice the hours processing film and making prints for them in their darkroom, and going on the occasional shoot, I'd be packing my stuff with one hand and on the phone with the fam with the other telling them to put the house up for sale and buy a trailer. Short of that, I've got what's proving to be a nearly fabulous temporary assignment engaged in a daily battle with technical debt, where I get to troubleshoot challenging problems and work with talented people and write the odd script to make things A, B and C all talk to each other. After a long winter of being prostrate before the prospect of zero momentum, spring, for the moment, has arrived and I get a chance to help things grow rather than build fences to protect against the risk of change. Now if only I could remember what sonic screwdriver setting worked on executive function. ------------------------------ previous version ------------------------------------------- I ride an hour and change on two train lines Monday through either Thursday or every other Friday to stand in a 5x7-foot cubicle and spend my time explaining how various IT resources are, could be, or should be monitor; if I'm lucky, I get to write software (scripts, Perl, bash, flirting with C, Dart, Java) to do the latter; I and my ADD brain struggle to not give equal timeslice to every phone call, conversation, and debate within fifty feet; I periodically lash myself to the mast in anticipation of the latest onslaught of how we can do without doing, or think without thinking while reminding myself that work isn't cooking the ocean -- it's more like camping: just try and leave the place better than you found it; I continuously look for the greatest number of intersections between the frequently contrary sets of choices known as what makes leadership happy, what makes team happy, what makes me happy, what seems best for Company, or customer, industry or the world. As one who has a mission, I struggle with those who have jobs or who seek to promote productthink over processthink or standardsthink. I seek to integrate with the wisdom of those I've met in my career who have mastered incremental change and consensus-building.