Looking for a remote job? These companies are committed to permanent remote work—explore their recent work-from-home jobs here.

20 Companies Embracing Permanent Remote Work-From-Home Jobs

At-home careers and WFH jobs are more popular than ever before, with many companies supporting work-life balance. And FlexJobs is here to get you connected with a database full of legitimate at-home jobs hiring now. Check out these company lists and resources to find more great work-from-home ...

25 Companies Hiring Now for Remote, Work-From-Home Jobs

Find out by browsing our top list ... are saying about the Best Places to Work. ... See if your company qualifies for next year’s Glassdoor Employees’ Choice Award. ... Find out different ways you can help your company get on the annual list....

Best Places to Work | Glassdoor

Read anonymous reviews on over 600,000 companies worldwide from the people that work there. ... Are you paid fairly? Get a free, personalised salary estimate and compare with millions of salaries.

Glassdoor Job Search | You deserve a job that loves you back

We know hiring processes can seem overwhelming, but we don’t want you to feel overwhelmed at Google. We want all candidates – from entry level to leadership – to have access to the same information and resources (after all, our mission is to organize the world’s information and make ...

How We Hire — Google Careers

Great Place To Work surveyed companies employing 7.5 million people in the U.S. and received 1.3 million survey responses. Of those, over half a million responses were received from employees at Great Place To Work Certified™ companies who were eligible for the 2023 100 Best, and this list ...

Best Companies to Work For - Top Workplaces in the US | Great Place ...

GetWork | 15,593 followers on LinkedIn. One platform for all your campus recruiting needs. With just a few clicks, post your jobs across dozens of colleges. | It&#x27;s one platform for all your campus recruiting needs. An end-to-end platform for sourcing, engaging, and hiring the right talent for ...

GetWork | LinkedIn

Companies such as AT&amp;T, American Express and Microsoft are leading the charge when it comes to helping their workforce advance.

10 of the best companies to work for if you want to advance your ...

For job seekers without a college degree, Delta Air Lines, Hewlett Packard, Mastercard and Walmart, among others, led the way in helping workers make strides in their careers. · &quot;Companies play a big role both in who gets on the ladder, how people move up the ladder and whether they make ...

These are the best companies for getting ahead - CBS News

Finding the perfect company to work for is a top priority for any job seeker. And in today’s highly competitive market, finding the right workplace goes far ...

The 10 Best Companies to Work For - YouTube

GetWork

getwork

is a productive tool for teams that puts all your actions, messages and files on one simple page. With Hive’s all-in-one dashboard, your team members have their actions prioritized automatically and everything they need to complete them. Hive interviewed , CEO at to know more. Kevin William David John Furneaux Hive Hi John, So tell us about Hive? Hive is a powerful project management platform for teams. It combines messaging, project management, file sharing onto one easy-to-use dashboard. Tell me more about why you are building this? Most tools only cover one area of collaboration — chat, planning, files — and force you to invest in a whole productivity stack. These leaves teams fractured and inefficient. I saw this over and over again as a consultant at and later as global head of customer success at . So I set out with my co-founder to create more integrated platform that is really easy to use. Capgemini Huddle Eric Typaldos That is what we have built in Hive. Manage your to-do list. Check on project progress. Chat with colleagues. Get updates from CRM. All. In. One. Place. It streamlines your workday. It makes it easier to drive projects forward. It’s also deadly easy to use, with lots of flexibility (kanban boards, calendar, lists) and available integrations. What’s unique about what you are building & why do you think companies should use Hive? Some of our primary competitors are , , but we also compete against more established tools like . Asana Basecamp Trello Microsoft Project Unlike these tools, Hive allows teams to plan and execute their projects in one place. So often, a project manager puts together the perfect project plan, but every time something changes they need to resend the file to everyone on the team. In Hive, a manager can make changes to the gantt chart and everyone on the team gets the updates in real-time on their “My Actions” list. Even better, we also have a chat accessible right next to your action tracking. So if someone asks you to do something in chat all you have to do is drag the chat onto your to-do list so you won’t forget. Can you tell us a bit about the different customer segments using Hive? Hive is a great place for any group of people looking for a better way to organize their work. So, we have a diverse set of customers ranging from small tech to large insurance companies to marketing agencies. startups However, Hive has resonated best with , operations, project management and design teams. These are teams with a lot to projects and people to manage at once, who aren’t being served well by any other tools out there. These are also teams that expect the same frictionless user experience they get in all their consumer facing apps. We provide everything they need in one place, and that is why they come to us from some of the other tools they are using. marketing How are your customers using Hive? Could you share a few different use cases? The Pin Factory group at is one great use case. The Pin Factory is responsible for creating pins for sales campaigns. Previously, sales team members would submit request via a which were then transferred to a google sheet and then assigned out by email. After assigned the requests, the team would collaborate and ask questions in slack. They were spread out between 4 different tools, which made it hard to keep track of it all. Pinterest Typeform Hive completely streamlined their workflow. Now, the sales team uses Hive Forms to request new pins. These requests drop straight into the Pin Factory’s Hive workspace and are assigned out with just a click of a button. Any discussions they need to have happen right in the chat on their Hive dashboard. Before they were using 4 different tools to get work done. Now they use one. That is the magic of Hive. Were there any early ‘growth hacks’ or tactics that have contributed to your current success? Integrations have been key for widening our reach. We particularly proud to be one of integrations partners and on the services store. Both organizations have complementary customers, and in these stores we catch them at the decision point. Zenefits WeWork Another thing that was important to us was identifying key verticals and regions we wanted to focus on. This has helped us build a name for ourselves and get more customer referrals. I also think one of the most important factors in our growth has been our focus on customers. We work hard to make sure our customers happy and almost all of our feature improvements have come directly from feedback from customers. Many of our assumptions about what would be helpful have been proven wrong from discussions with our customers. So many companies get caught up in the attitude of “I know better” and I think letting go of that has been key to our success. Our complete focus is on making it easier and more fun to do your work in Hive. What were some of the biggest challenges while building the product early on and how did you solve them? One of the biggest challenges was honing in on the experience that customers wanted. The key for us was setting up customer interviews with our early adopters and watching videos to see where people were struggling and constantly iterating to make it better. We are constantly adding new features or improving user experience. It is definitely a continuous process that will always be apart of the way our company works. FullStory What have been some of the most interesting integrations you’ve added? Are there any that have been particularly impactful for you? We have over 100 integrations available to accommodate all different needs. Some of our most popular , and for files, which allows users to have immediate access to their important documents in Hive. You can also connect your account and share Hive actions in your slack channels. Another integration we are excited about is Zenefits so that when an employee is hired they are automatically added into the company’s Hive workspace. Google Drive Dropbox Box Slack Before we end, what are the top products that you depend to run the company & how do you use them? is the central place where we handle all marketing and sales activities. From the beginning to the end of the customer lifecycle is handled in Hubspot. Hubspot We couldn’t live without . It’s live chat support is critical in helping us provide customers with the best possible experience, and it has really made it easy for a small team to provide best-in-class support. Intercom has been great for helping use understand user behavior and make it easy to identify what changes we need to make. Fullstory is where we handle all our subscription billing. It makes it easy to create invoices and adjust plan details. Chargebee is great for keeping a pulse on customer satisfaction. We can monitor the feedback and quickly identify any weak points so that they can be handled right away. Satismeter Originally published at siftery.com .

Everything your team needs to get work done faster on one page

Photo: www.unsplash.com Gritty Work + Dating = Slow Success Before everyone comes at my throat, let me clarify: The type of I’m talking about in this post is gritty work. The type of work no one wants to do, but I love. The work that calls for 12 hour days, and the type of work that has you jumping out of bed at 5:50 every morning while the rest of the world is still tucked in until 9:00. Now, let’s get started. work startup I’m on a startup journey right now. I’m young, and I’m learning how to manage time exceptionally while building this entity alongside being a full-time student. Now, with that being said, here’s a breakdown of my typical Monday: 5:50 AM — Wake up, shower, and get ready for the day. 6:20 AM — Start answering or sending out emails for the day. This includes networking, personal emails, etc. 7:00 AM — Start off coding on my latest project/improvements 8:00 AM — of the morning, good ol’ Visual Basic First class 9:00 AM — Quick, 20min breakfast 9:20 AM — Marketing, or coding 11:00 AM — , good ol’ Stats Second class 12:00 PM — , good ol’ Intro to Hardware Third class 1:00 PM — Jump on the bus to head downtown Grand Rapids for next class 1:30 PM — Coding or Marketing work in Grand Rapids 3:00 PM — , good ol’ business law Fourth Class 4:30 PM — Back to Allendale on the bus 5:00 PM — Dinner 5:30 PM — Relax for a little while, usually read 6:30 PM — Run/Workout 7:30 PM — HW, coding, emails, marketing etc. 10:00PM Bedtime So you can see what I’m talking about. I really only devote about an hour a day on my long days to take time for myself. I usually try and sneak in a workout at night, but you can only imagine what would happen if I had to factor in a date somewhere in there. Conclusion Dating is an extremely important thing. We all want to settle down and start a family, and I realize you have to typically date several people before you can find “the one.” In my case, my love and devotion to what I’m learning in class, and what I’m working on in my spare time just so happens to be much more important to me at this point than spending time dating around. I absolutely love meeting people and learning about how other people spend their time, but I figure there’ll be time for that late down the line. If you’re stressed on time with your latest project, consider giving up on dating for a little while. Perhaps consider to no go out partying next Saturday night, and get a large amount of work done instead. Everyone has time, we just have to be able to manage it properly. Your dreams will never become a reality if you don’t, at least, pursue them.

Trying to get work done? Stop Dating.

Quartz is an open-source Java job scheduling framework that provides powerful capabilities for scheduling tasks. In DolphinScheduler, Quartz is used to implement task scheduling and management. DolphinScheduler integrates with Quartz through the QuartzExecutorImpl class, combining workflow and schedule management operations with Quartz's scheduling framework to achieve task execution. This article provides a detailed analysis of Quartz's principles and implementation within DolphinScheduler. Quartz Entity-Relationship Diagram QRTZ_JOB_DETAILS and QRTZ_TRIGGERS are the central tables, defining the relationship between jobs and triggers.


The QRTZ_TRIGGERS table links with multiple trigger-type tables, such as QRTZ_SIMPLE_TRIGGERS and QRTZ_CRON_TRIGGERS, to enable different trigger mechanisms.


QRTZ_FIRED_TRIGGERS records execution history, associating with both the job and trigger tables.


QRTZ_CALENDARS defines calendar exclusion rules for triggers, while QRTZ_PAUSED_TRIGGER_GRPS manages the pause state of trigger groups.


QRTZ_SCHEDULER_STATE and QRTZ_LOCKS are used for scheduling coordination in clustered environments, ensuring high availability. Quartz in DolphinScheduler We will focus on the principle analysis of the use of quartz in DolphinScheduler, so the steps for using quartz in DolphinScheduler will be introduced briefly. Generally speaking, there are 4 steps: Creating a New SHELL Task
Defining and Configuring Workflow Scheduling
Scheduling Activation
Workflow Instance Execution Principle Analysis Creating a Schedule org.apache.dolphinscheduler.api.controller.SchedulerController#createSchedule 
--org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#insertSchedule 
... 
Schedule scheduleObj = new Schedule(); 
Date now = new Date(); 
scheduleObj.setTenantCode(tenantCode); 
scheduleObj.setProjectName(project.getName()); 
scheduleObj.setProcessDefinitionCode(processDefineCode); 
scheduleObj.setProcessDefinitionName(processDefinition.getName()); 
ScheduleParam scheduleParam = JSONUtils.parseObject(schedule, ScheduleParam.class); 
scheduleObj.setCrontab(scheduleParam.getCrontab()); 
scheduleObj.setTimezoneId(scheduleParam.getTimezoneId()); 
scheduleObj.setWarningType(warningType); 
scheduleObj.setWarningGroupId(warningGroupId); 
scheduleObj.setFailureStrategy(failureStrategy); 
scheduleObj.setCreateTime(now); 
scheduleObj.setUpdateTime(now); 
scheduleObj.setUserId(loginUser.getId()); 
scheduleObj.setUserName(loginUser.getUserName()); 
scheduleObj.setReleaseState(ReleaseState.OFFLINE); 
scheduleObj.setProcessInstancePriority(processInstancePriority); 
scheduleObj.setWorkerGroup(workerGroup); 
scheduleObj.setEnvironmentCode(environmentCode); 
scheduleMapper.insert(scheduleObj); 
... At its core, this operation inserts a new entry into the schedule table, as shown below: Activating a Schedule org.apache.dolphinscheduler.api.controller.SchedulerController#publishScheduleOnline 
--org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#onlineScheduler 
----org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#doOnlineScheduler 
------org.apache.dolphinscheduler.scheduler.quartz.QuartzScheduler#insertOrUpdateScheduleTask 

// Simplified code: 
JobKey jobKey = QuartzTaskUtils.getJobKey(schedule.getId(), projectId); 
Map<String, Object> jobDataMap = QuartzTaskUtils.buildDataMap(projectId, schedule); 
String cronExpression = schedule.getCrontab(); 
String timezoneId = schedule.getTimezoneId(); 

Date startDate = DateUtils.transformTimezoneDate(schedule.getStartTime(), timezoneId); 
Date endDate = DateUtils.transformTimezoneDate(schedule.getEndTime(), timezoneId); 
JobDetail jobDetail = newJob(ProcessScheduleTask.class).withIdentity(jobKey).build(); 
jobDetail.getJobDataMap().putAll(jobDataMap); 
scheduler.addJob(jobDetail, false, true); 

TriggerKey triggerKey = new TriggerKey(jobKey.getName(), jobKey.getGroup()); 
CronTrigger cronTrigger = newTrigger() 
 .withIdentity(triggerKey) 
 .startAt(startDate) 
 .endAt(endDate) 
 .withSchedule( 
 cronSchedule(cronExpression) 
 .withMisfireHandlingInstructionIgnoreMisfires() 
 .inTimeZone(DateUtils.getTimezone(timezoneId))) 
 .forJob(jobDetail).build(); 

scheduler.scheduleJob(cronTrigger); Related Tables Job Details Table: Stores detailed information about each task. Trigger Base Table: Stores basic information for all trigger types. Cron Trigger Table: Stores information about Cron expression triggers. Schedule Execution org.apache.dolphinscheduler.scheduler.quartz.ProcessScheduleTask

protected void executeInternal(JobExecutionContext context) { 
 JobDataMap dataMap = context.getJobDetail().getJobDataMap(); 
 int projectId = dataMap.getInt(QuartzTaskUtils.PROJECT_ID); 
 int scheduleId = dataMap.getInt(QuartzTaskUtils.SCHEDULE_ID); 

 Date scheduledFireTime = context.getScheduledFireTime(); 
 Date fireTime = context.getFireTime(); 

 Command command = new Command(); 
 command.setCommandType(CommandType.SCHEDULER); 
 command.setExecutorId(schedule.getUserId()); 
 command.setFailureStrategy(schedule.getFailureStrategy()); 
 command.setProcessDefinitionCode(schedule.getProcessDefinitionCode()); 
 command.setScheduleTime(scheduledFireTime); 
 command.setStartTime(fireTime); 
 command.setWarningGroupId(schedule.getWarningGroupId()); 
 String workerGroup = StringUtils.isEmpty(schedule.getWorkerGroup()) ? Constants.DEFAULT_WORKER_GROUP 
 : schedule.getWorkerGroup(); 
 command.setWorkerGroup(workerGroup); 
 command.setTenantCode(schedule.getTenantCode()); 
 command.setEnvironmentCode(schedule.getEnvironmentCode()); 
 command.setWarningType(schedule.getWarningType()); 
 command.setProcessInstancePriority(schedule.getProcessInstancePriority()); 
 command.setProcessDefinitionVersion(processDefinition.getVersion()); 

 commandService.createCommand(command); 
} Essentially, this is a callback function in Quartz that ultimately generates a Command. Quartz is an open-source Java job scheduling framework that provides powerful capabilities for scheduling tasks. In DolphinScheduler, Quartz is used to implement task scheduling and management. DolphinScheduler integrates with Quartz through the QuartzExecutorImpl class, combining workflow and schedule management operations with Quartz's scheduling framework to achieve task execution. QuartzExecutorImpl This article provides a detailed analysis of Quartz's principles and implementation within DolphinScheduler. Quartz Entity-Relationship Diagram QRTZ_JOB_DETAILS and QRTZ_TRIGGERS are the central tables, defining the relationship between jobs and triggers. The QRTZ_TRIGGERS table links with multiple trigger-type tables, such as QRTZ_SIMPLE_TRIGGERS and QRTZ_CRON_TRIGGERS, to enable different trigger mechanisms. QRTZ_FIRED_TRIGGERS records execution history, associating with both the job and trigger tables. QRTZ_CALENDARS defines calendar exclusion rules for triggers, while QRTZ_PAUSED_TRIGGER_GRPS manages the pause state of trigger groups. QRTZ_SCHEDULER_STATE and QRTZ_LOCKS are used for scheduling coordination in clustered environments, ensuring high availability. QRTZ_JOB_DETAILS and QRTZ_TRIGGERS are the central tables, defining the relationship between jobs and triggers. QRTZ_JOB_DETAILS and QRTZ_TRIGGERS are the central tables, defining the relationship between jobs and triggers. QRTZ_JOB_DETAILS QRTZ_TRIGGERS The QRTZ_TRIGGERS table links with multiple trigger-type tables, such as QRTZ_SIMPLE_TRIGGERS and QRTZ_CRON_TRIGGERS, to enable different trigger mechanisms. The QRTZ_TRIGGERS table links with multiple trigger-type tables, such as QRTZ_SIMPLE_TRIGGERS and QRTZ_CRON_TRIGGERS , to enable different trigger mechanisms. QRTZ_TRIGGERS QRTZ_SIMPLE_TRIGGERS QRTZ_CRON_TRIGGERS QRTZ_FIRED_TRIGGERS records execution history, associating with both the job and trigger tables. QRTZ_FIRED_TRIGGERS records execution history, associating with both the job and trigger tables. QRTZ_FIRED_TRIGGERS QRTZ_CALENDARS defines calendar exclusion rules for triggers, while QRTZ_PAUSED_TRIGGER_GRPS manages the pause state of trigger groups. QRTZ_CALENDARS defines calendar exclusion rules for triggers, while QRTZ_PAUSED_TRIGGER_GRPS manages the pause state of trigger groups. QRTZ_CALENDARS QRTZ_PAUSED_TRIGGER_GRPS QRTZ_SCHEDULER_STATE and QRTZ_LOCKS are used for scheduling coordination in clustered environments, ensuring high availability. QRTZ_SCHEDULER_STATE and QRTZ_LOCKS are used for scheduling coordination in clustered environments, ensuring high availability. QRTZ_SCHEDULER_STATE QRTZ_LOCKS Quartz in DolphinScheduler We will focus on the principle analysis of the use of quartz in DolphinScheduler, so the steps for using quartz in DolphinScheduler will be introduced briefly. Generally speaking, there are 4 steps: Creating a New SHELL Task Defining and Configuring Workflow Scheduling Scheduling Activation Workflow Instance Execution Creating a New SHELL Task Defining and Configuring Workflow Scheduling Scheduling Activation Workflow Instance Execution Principle Analysis Creating a Schedule org.apache.dolphinscheduler.api.controller.SchedulerController#createSchedule 
--org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#insertSchedule 
... 
Schedule scheduleObj = new Schedule(); 
Date now = new Date(); 
scheduleObj.setTenantCode(tenantCode); 
scheduleObj.setProjectName(project.getName()); 
scheduleObj.setProcessDefinitionCode(processDefineCode); 
scheduleObj.setProcessDefinitionName(processDefinition.getName()); 
ScheduleParam scheduleParam = JSONUtils.parseObject(schedule, ScheduleParam.class); 
scheduleObj.setCrontab(scheduleParam.getCrontab()); 
scheduleObj.setTimezoneId(scheduleParam.getTimezoneId()); 
scheduleObj.setWarningType(warningType); 
scheduleObj.setWarningGroupId(warningGroupId); 
scheduleObj.setFailureStrategy(failureStrategy); 
scheduleObj.setCreateTime(now); 
scheduleObj.setUpdateTime(now); 
scheduleObj.setUserId(loginUser.getId()); 
scheduleObj.setUserName(loginUser.getUserName()); 
scheduleObj.setReleaseState(ReleaseState.OFFLINE); 
scheduleObj.setProcessInstancePriority(processInstancePriority); 
scheduleObj.setWorkerGroup(workerGroup); 
scheduleObj.setEnvironmentCode(environmentCode); 
scheduleMapper.insert(scheduleObj); 
... org.apache.dolphinscheduler.api.controller.SchedulerController#createSchedule 
--org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#insertSchedule 
... 
Schedule scheduleObj = new Schedule(); 
Date now = new Date(); 
scheduleObj.setTenantCode(tenantCode); 
scheduleObj.setProjectName(project.getName()); 
scheduleObj.setProcessDefinitionCode(processDefineCode); 
scheduleObj.setProcessDefinitionName(processDefinition.getName()); 
ScheduleParam scheduleParam = JSONUtils.parseObject(schedule, ScheduleParam.class); 
scheduleObj.setCrontab(scheduleParam.getCrontab()); 
scheduleObj.setTimezoneId(scheduleParam.getTimezoneId()); 
scheduleObj.setWarningType(warningType); 
scheduleObj.setWarningGroupId(warningGroupId); 
scheduleObj.setFailureStrategy(failureStrategy); 
scheduleObj.setCreateTime(now); 
scheduleObj.setUpdateTime(now); 
scheduleObj.setUserId(loginUser.getId()); 
scheduleObj.setUserName(loginUser.getUserName()); 
scheduleObj.setReleaseState(ReleaseState.OFFLINE); 
scheduleObj.setProcessInstancePriority(processInstancePriority); 
scheduleObj.setWorkerGroup(workerGroup); 
scheduleObj.setEnvironmentCode(environmentCode); 
scheduleMapper.insert(scheduleObj); 
... At its core, this operation inserts a new entry into the schedule table, as shown below: schedule Activating a Schedule org.apache.dolphinscheduler.api.controller.SchedulerController#publishScheduleOnline 
--org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#onlineScheduler 
----org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#doOnlineScheduler 
------org.apache.dolphinscheduler.scheduler.quartz.QuartzScheduler#insertOrUpdateScheduleTask 

// Simplified code: 
JobKey jobKey = QuartzTaskUtils.getJobKey(schedule.getId(), projectId); 
Map<String, Object> jobDataMap = QuartzTaskUtils.buildDataMap(projectId, schedule); 
String cronExpression = schedule.getCrontab(); 
String timezoneId = schedule.getTimezoneId(); 

Date startDate = DateUtils.transformTimezoneDate(schedule.getStartTime(), timezoneId); 
Date endDate = DateUtils.transformTimezoneDate(schedule.getEndTime(), timezoneId); 
JobDetail jobDetail = newJob(ProcessScheduleTask.class).withIdentity(jobKey).build(); 
jobDetail.getJobDataMap().putAll(jobDataMap); 
scheduler.addJob(jobDetail, false, true); 

TriggerKey triggerKey = new TriggerKey(jobKey.getName(), jobKey.getGroup()); 
CronTrigger cronTrigger = newTrigger() 
 .withIdentity(triggerKey) 
 .startAt(startDate) 
 .endAt(endDate) 
 .withSchedule( 
 cronSchedule(cronExpression) 
 .withMisfireHandlingInstructionIgnoreMisfires() 
 .inTimeZone(DateUtils.getTimezone(timezoneId))) 
 .forJob(jobDetail).build(); 

scheduler.scheduleJob(cronTrigger); org.apache.dolphinscheduler.api.controller.SchedulerController#publishScheduleOnline 
--org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#onlineScheduler 
----org.apache.dolphinscheduler.api.service.impl.SchedulerServiceImpl#doOnlineScheduler 
------org.apache.dolphinscheduler.scheduler.quartz.QuartzScheduler#insertOrUpdateScheduleTask 

// Simplified code: 
JobKey jobKey = QuartzTaskUtils.getJobKey(schedule.getId(), projectId); 
Map<String, Object> jobDataMap = QuartzTaskUtils.buildDataMap(projectId, schedule); 
String cronExpression = schedule.getCrontab(); 
String timezoneId = schedule.getTimezoneId(); 

Date startDate = DateUtils.transformTimezoneDate(schedule.getStartTime(), timezoneId); 
Date endDate = DateUtils.transformTimezoneDate(schedule.getEndTime(), timezoneId); 
JobDetail jobDetail = newJob(ProcessScheduleTask.class).withIdentity(jobKey).build(); 
jobDetail.getJobDataMap().putAll(jobDataMap); 
scheduler.addJob(jobDetail, false, true); 

TriggerKey triggerKey = new TriggerKey(jobKey.getName(), jobKey.getGroup()); 
CronTrigger cronTrigger = newTrigger() 
 .withIdentity(triggerKey) 
 .startAt(startDate) 
 .endAt(endDate) 
 .withSchedule( 
 cronSchedule(cronExpression) 
 .withMisfireHandlingInstructionIgnoreMisfires() 
 .inTimeZone(DateUtils.getTimezone(timezoneId))) 
 .forJob(jobDetail).build(); 

scheduler.scheduleJob(cronTrigger); Related Tables Job Details Table: Stores detailed information about each task. Job Details Table: Trigger Base Table: Stores basic information for all trigger types. Trigger Base Table: Cron Trigger Table: Stores information about Cron expression triggers. Cron Trigger Table: Schedule Execution org.apache.dolphinscheduler.scheduler.quartz.ProcessScheduleTask

protected void executeInternal(JobExecutionContext context) { 
 JobDataMap dataMap = context.getJobDetail().getJobDataMap(); 
 int projectId = dataMap.getInt(QuartzTaskUtils.PROJECT_ID); 
 int scheduleId = dataMap.getInt(QuartzTaskUtils.SCHEDULE_ID); 

 Date scheduledFireTime = context.getScheduledFireTime(); 
 Date fireTime = context.getFireTime(); 

 Command command = new Command(); 
 command.setCommandType(CommandType.SCHEDULER); 
 command.setExecutorId(schedule.getUserId()); 
 command.setFailureStrategy(schedule.getFailureStrategy()); 
 command.setProcessDefinitionCode(schedule.getProcessDefinitionCode()); 
 command.setScheduleTime(scheduledFireTime); 
 command.setStartTime(fireTime); 
 command.setWarningGroupId(schedule.getWarningGroupId()); 
 String workerGroup = StringUtils.isEmpty(schedule.getWorkerGroup()) ? Constants.DEFAULT_WORKER_GROUP 
 : schedule.getWorkerGroup(); 
 command.setWorkerGroup(workerGroup); 
 command.setTenantCode(schedule.getTenantCode()); 
 command.setEnvironmentCode(schedule.getEnvironmentCode()); 
 command.setWarningType(schedule.getWarningType()); 
 command.setProcessInstancePriority(schedule.getProcessInstancePriority()); 
 command.setProcessDefinitionVersion(processDefinition.getVersion()); 

 commandService.createCommand(command); 
} org.apache.dolphinscheduler.scheduler.quartz.ProcessScheduleTask

protected void executeInternal(JobExecutionContext context) { 
 JobDataMap dataMap = context.getJobDetail().getJobDataMap(); 
 int projectId = dataMap.getInt(QuartzTaskUtils.PROJECT_ID); 
 int scheduleId = dataMap.getInt(QuartzTaskUtils.SCHEDULE_ID); 

 Date scheduledFireTime = context.getScheduledFireTime(); 
 Date fireTime = context.getFireTime(); 

 Command command = new Command(); 
 command.setCommandType(CommandType.SCHEDULER); 
 command.setExecutorId(schedule.getUserId()); 
 command.setFailureStrategy(schedule.getFailureStrategy()); 
 command.setProcessDefinitionCode(schedule.getProcessDefinitionCode()); 
 command.setScheduleTime(scheduledFireTime); 
 command.setStartTime(fireTime); 
 command.setWarningGroupId(schedule.getWarningGroupId()); 
 String workerGroup = StringUtils.isEmpty(schedule.getWorkerGroup()) ? Constants.DEFAULT_WORKER_GROUP 
 : schedule.getWorkerGroup(); 
 command.setWorkerGroup(workerGroup); 
 command.setTenantCode(schedule.getTenantCode()); 
 command.setEnvironmentCode(schedule.getEnvironmentCode()); 
 command.setWarningType(schedule.getWarningType()); 
 command.setProcessInstancePriority(schedule.getProcessInstancePriority()); 
 command.setProcessDefinitionVersion(processDefinition.getVersion()); 

 commandService.createCommand(command); 
} Essentially, this is a callback function in Quartz that ultimately generates a Command . Command

The Heart of DolphinScheduler: In-Depth Analysis of the Quartz Scheduling Framework

A $150 billion valuation for OpenAI might seem like a heady figure, but it’s a drop in the bucket compared to OpenAI’s impact. The uptake of GenAI will increase global gross domestic product (GDP) by 7%, or nearly $7 trillion, according to Goldman Sachs. And let’s get real: OpenAI has unleashed this economic engine. OpenAI is more than just a company—it’s a catalyst, reshaping industries and rewriting the rules of how businesses operate. While it’s tempting to focus on the numbers, it’s really impossible to put a number on OpenAI’s influence on the world. The company has: Made AI a Household Word—and, More Importantly, a Ubiquitous Tool AI has been around for decades, but OpenAI pushed it into the mainstream. The release of ChatGPT in November 2022 marked a seismic shift. What began as a research project quickly became part of everyday life. Now, more than 200 million people use ChatGPT weekly. Consider this: it took ChatGPT only two months to reach 100 million users—a milestone Instagram took two and a half years to hit. ChatGPT’s rapid rise signals a shift in how people interact with technology. It’s not just about asking questions; it’s about changing how we find information, get work done, and solve problems. For millions, ChatGPT is now a daily tool—embedded in how we make decisions, work, and even create. OpenAI didn’t just make AI a household term; it made it indispensable. By making its tools more accessible, OpenAI has also enabled startups and small businesses to tap into the power of AI—something that was previously out of reach for those without the resources of Big Tech. This democratization is leading to a surge in innovative applications of AI across industries. For instance, small businesses are using AI to optimize marketing campaigns, streamline customer service, and even develop new products. OpenAI’s API allows companies to integrate AI into their workflows, empowering smaller players to compete in ways they couldn’t before. We’re just beginning to see the ripple effects of this accessibility. As more people and companies gain access to advanced AI tools, we’ll witness a new wave of creativity, problem-solving, and business transformation. Changed Business and the Workplace Generative AI has redefined what’s possible in the workplace. OpenAI reports that 92% of Fortune 500 companies use its products, reshaping business operations across sectors. This transformation isn’t just about automating tasks; it’s about reinventing them. From product development to customer service, AI tools are reshaping how businesses operate. In the workplace, employees are increasingly working alongside AI, and the demand for AI skills is skyrocketing. According to Accenture, 94% of employees want to learn AI skills, and businesses are racing to meet this demand. From small training sessions to full-fledged AI boot camps, companies are reshaping their workforce to include AI competency. But this shift doesn’t come without its challenges. The World Economic Forum’s Future of Jobs Report 2023 estimates that 60% of workers will need retraining by 2027 due to the rapid acceleration of AI technologies. While this figure may be conservative, it underscores a crucial point: workers will need to become adept at collaborating with AI, not just using it. Businesses are beginning to rethink their learning and development strategies, recognizing that the future of work requires continuous learning and adaptability. Changed the Big Tech Sector Big Tech, with its outsized influence on global markets, has been both challenged and propelled by OpenAI’s advancements. Consider NVIDIA’s meteoric rise since the launch of ChatGPT—its market capitalization has surged as demand for its AI-optimized GPUs exploded. At the same time, Microsoft, one of OpenAI’s key investors, has deepened its partnership with OpenAI, embedding AI tools into its entire product suite. Have you seen Microsoft’s market evaluation lately? The financial rewards are clear. However, OpenAI’s rise has also created tremors for its competitors. Alphabet was forced to fast-track its own generative AI products in response to ChatGPT’s success. The pressure to release competitive products has been intense, with mixed results. For instance, Google’s Gemini GenAI chatbot has struggled to gain traction, showcasing the difficulties of competing in a rapidly evolving landscape. In many ways, OpenAI has become the benchmark for AI innovation, setting the pace and forcing its competitors to rethink their own AI strategies. The ripple effects of OpenAI’s advancements are reshaping the tech industry, setting off an arms race for AI dominance that shows no signs of slowing down. Ushered in a New Era of AI Innovation While ChatGPT is the most visible product of OpenAI’s work, it’s just the beginning. OpenAI has been continuously rolling out more advanced large language models (LLMs) that are pushing the boundaries of what AI can do. In fact, these new Perhaps the most groundbreaking innovation is OpenAI’s newest AI assistant, codenamed Strawberry. It’s being described as having PhD-level intelligence, capable of tackling complex problems in physics, chemistry, and biology with a high degree of accuracy. According to Ethan Mollick, Associate Professor at The Wharton School, Strawberry represents a monumental leap toward AI autonomy. In Mollick’s words, Strawberry moves AI assistants closer to being autonomous agents—no longer requiring our constant intervention to operate effectively. This is a major step in the evolution of AI, shifting from a tool that requires direction to one that anticipates needs and makes decisions independently. The potential here is enormous. Imagine AI agents capable of running complex workflows, such as managing supply chains or performing intricate data analysis, with little human oversight. We’re on the cusp of seeing AI evolve from an assistant that helps humans to a collaborator that works alongside us—and in some cases, even ahead of us. The Ethical Implications of Autonomy While the idea of autonomous AI agents is exciting, it also raises important questions. How do we control AI systems that can act independently? What happens when AI decisions go wrong, especially in critical sectors like healthcare or finance? OpenAI’s innovations, especially with Strawberry, are forcing businesses to consider these questions more seriously. The need for responsible AI governance is becoming more pressing. Companies adopting AI must build frameworks to ensure that AI systems are transparent, ethical, and safe. The rise of autonomous AI also calls for policies to address issues like bias, accountability, and decision-making transparency. As Mollick has rightly pointed out, one of the most crucial questions facing businesses today is how to evolve their collaboration with AI as it evolves. This is not just a technological challenge but a human one. Businesses need to strike a balance between leveraging AI’s potential and ensuring that humans remain central to decision-making processes. From Assistant to Partner OpenAI is changing how we live, work, and think about the future. From the rise of autonomous AI agents like Strawberry to reshaping entire industries, OpenAI is making AI a partner, not an assistant. And as we navigate this transformation, the crucial question remains: how do we collaborate with AI as it evolves? Photo by Growtika on Unsplash A $150 billion valuation for OpenAI might seem like a heady figure , but it’s a drop in the bucket compared to OpenAI’s impact. The uptake of GenAI will increase global gross domestic product (GDP) by 7%, or nearly $7 trillion , according to Goldman Sachs. And let’s get real: OpenAI has unleashed this economic engine. A $150 billion valuation for OpenAI might seem like a heady figure A $150 billion valuation for OpenAI might seem like a heady figure global gross domestic product (GDP) by 7%, or nearly $7 trillion global gross domestic product (GDP) by 7%, or nearly $7 trillion OpenAI is more than just a company—it’s a catalyst, reshaping industries and rewriting the rules of how businesses operate. While it’s tempting to focus on the numbers, it’s really impossible to put a number on OpenAI’s influence on the world. The company has: Made AI a Household Word—and, More Importantly, a Ubiquitous Tool AI has been around for decades, but OpenAI pushed it into the mainstream. The release of ChatGPT in November 2022 marked a seismic shift. What began as a research project quickly became part of everyday life. Now, more than 200 million people use ChatGPT weekly . Consider this: it took ChatGPT only two months to reach 100 million users —a milestone Instagram took two and a half years to hit. more than 200 million people use ChatGPT weekly more than 200 million people use ChatGPT weekly only two months to reach 100 million users only two months to reach 100 million users ChatGPT’s rapid rise signals a shift in how people interact with technology. It’s not just about asking questions; it’s about changing how we find information, get work done, and solve problems. For millions, ChatGPT is now a daily tool—embedded in how we make decisions, work, and even create. OpenAI didn’t just make AI a household term; it made it indispensable. By making its tools more accessible, OpenAI has also enabled startups and small businesses to tap into the power of AI—something that was previously out of reach for those without the resources of Big Tech. This democratization is leading to a surge in innovative applications of AI across industries. For instance, small businesses are using AI to optimize marketing campaigns, streamline customer service, and even develop new products. OpenAI’s API allows companies to integrate AI into their workflows, empowering smaller players to compete in ways they couldn’t before. We’re just beginning to see the ripple effects of this accessibility. As more people and companies gain access to advanced AI tools, we’ll witness a new wave of creativity, problem-solving, and business transformation. Changed Business and the Workplace Generative AI has redefined what’s possible in the workplace. OpenAI reports that 92% of Fortune 500 companies use its products , reshaping business operations across sectors. This transformation isn’t just about automating tasks; it’s about reinventing them. From product development to customer service, AI tools are reshaping how businesses operate. 92% of Fortune 500 companies use its products 92% of Fortune 500 companies use its products In the workplace, employees are increasingly working alongside AI, and the demand for AI skills is skyrocketing. According to Accenture, 94% of employees want to learn AI skills , and businesses are racing to meet this demand. From small training sessions to full-fledged AI boot camps, companies are reshaping their workforce to include AI competency. According to Accenture, 94% of employees want to learn AI skills According to Accenture, 94% of employees want to learn AI skills But this shift doesn’t come without its challenges. The World Economic Forum’s Future of Jobs Report 2023 estimates that 60% of workers will need retraining by 2027 due to the rapid acceleration of AI technologies. While this figure may be conservative, it underscores a crucial point: workers will need to become adept at collaborating with AI, not just using it. Businesses are beginning to rethink their learning and development strategies, recognizing that the future of work requires continuous learning and adaptability. 60% of workers will need retraining by 2027 60% of workers will need retraining by 2027 Changed the Big Tech Sector Big Tech, with its outsized influence on global markets, has been both challenged and propelled by OpenAI’s advancements. Consider NVIDIA’s meteoric rise since the launch of ChatGPT—its market capitalization has surged as demand for its AI-optimized GPUs exploded. At the same time, Microsoft, one of OpenAI’s key investors, has deepened its partnership with OpenAI, embedding AI tools into its entire product suite. Have you seen Microsoft’s market evaluation lately? The financial rewards are clear. However, OpenAI’s rise has also created tremors for its competitors. Alphabet was forced to fast-track its own generative AI products in response to ChatGPT’s success. The pressure to release competitive products has been intense, with mixed results. For instance, Google’s Gemini GenAI chatbot has struggled to gain traction, showcasing the difficulties of competing in a rapidly evolving landscape. In many ways, OpenAI has become the benchmark for AI innovation, setting the pace and forcing its competitors to rethink their own AI strategies. The ripple effects of OpenAI’s advancements are reshaping the tech industry, setting off an arms race for AI dominance that shows no signs of slowing down. Ushered in a New Era of AI Innovation While ChatGPT is the most visible product of OpenAI’s work, it’s just the beginning. OpenAI has been continuously rolling out more advanced large language models (LLMs) that are pushing the boundaries of what AI can do. In fact, these new Perhaps the most groundbreaking innovation is OpenAI’s newest AI assistant, codenamed Strawberry. It’s being described as having PhD-level intelligence, capable of tackling complex problems in physics, chemistry, and biology with a high degree of accuracy. According to Ethan Mollick, Associate Professor at The Wharton School, Strawberry represents a monumental leap toward AI autonomy . In Mollick’s words, Strawberry moves AI assistants closer to being autonomous agents—no longer requiring our constant intervention to operate effectively. This is a major step in the evolution of AI, shifting from a tool that requires direction to one that anticipates needs and makes decisions independently. Strawberry represents a monumental leap toward AI autonomy Strawberry represents a monumental leap toward AI autonomy The potential here is enormous. Imagine AI agents capable of running complex workflows, such as managing supply chains or performing intricate data analysis, with little human oversight. We’re on the cusp of seeing AI evolve from an assistant that helps humans to a collaborator that works alongside us—and in some cases, even ahead of us. The Ethical Implications of Autonomy While the idea of autonomous AI agents is exciting, it also raises important questions. How do we control AI systems that can act independently? What happens when AI decisions go wrong, especially in critical sectors like healthcare or finance? OpenAI’s innovations, especially with Strawberry, are forcing businesses to consider these questions more seriously. The need for responsible AI governance is becoming more pressing. Companies adopting AI must build frameworks to ensure that AI systems are transparent, ethical, and safe. The rise of autonomous AI also calls for policies to address issues like bias, accountability, and decision-making transparency. As Mollick has rightly pointed out, one of the most crucial questions facing businesses today is how to evolve their collaboration with AI as it evolves. This is not just a technological challenge but a human one. Businesses need to strike a balance between leveraging AI’s potential and ensuring that humans remain central to decision-making processes. From Assistant to Partner OpenAI is changing how we live, work, and think about the future. From the rise of autonomous AI agents like Strawberry to reshaping entire industries, OpenAI is making AI a partner, not an assistant. And as we navigate this transformation, the crucial question remains: how do we collaborate with AI as it evolves? Photo by Growtika on Unsplash Growtika Unsplash

How OpenAI Is Changing the World

OpenAI ዓለምን እንዴት እየለወጠው ነው።

Як OpenAI змяняе свет

Как OpenAI променя света

Cómo OpenAI está cambiando el mundo

Kako OpenAI mijenja svijet

OpenAIが世界を変える

Ahoana ny fanovan'ny OpenAI an'izao tontolo izao

Como o OpenAI está mudando o mundo

Uburyo OpenAI Ihindura Isi

Sidee OpenAI u Beddelaysaa Adduunka

Jinsi OpenAI Inabadilisha Ulimwengu

OpenAI กำลังเปลี่ยนแปลงโลกอย่างไร

Source Code Analysis of Apache SeaTunnel Zeta Engine (Part 1): Server Initialization

Good Managers Know to Not Make These Mistakes

ভাল পরিচালকরা এই ভুলগুলি করতে জানেন না

Dobri menadžeri znaju da ne prave ove greške

Los buenos gerentes saben que no deben cometer estos errores

Kudeatzaile onek badakite akats hauek ez dituztela egiten

I buoni manager sanno che non devono commettere questi errori

優秀なマネージャーはこれらのミスをしないことを知っています

კარგმა მენეჯერებმა იციან, რომ არ დაუშვან ეს შეცდომები

ښه مدیران پوهیږي چې دا غلطۍ نه کوي

Bons gerentes sabem que não devem cometer esses erros

Allin Kamachiqkunam Yachanku Mana Kay Pantaykunata

ንፉዓት ኣካየድቲ ነዚ ጌጋታት ከምዘይፍጽሙ ይፈልጡ እዮም።

Abaphathi Abahle Bayazi Ukungawenzi Lawa Maphutha

How Transactions Work in Bitcoin: Explained Like You're 5 Years Old

Ask These 10 Questions to Transform Your Leadership Approach

I have always been very conscious about how and where I spend my time. While I paid a lot of attention to the obvious ways to be more productive—create a distraction-free focused zone, limit time on social media, divide my work into small blocks of time, and take regular breaks to revive and rejuvenate—I missed a crucial element that often gets in the way of our productivity. Our brain. The human brain has this remarkable cognitive capacity to perform at levels far beyond what we consider our natural abilities, but it’s not without its limits. The that enable the brain to prioritize and process large amounts of information quickly also get in the way of our productivity. These mental shortcuts are the brain's way to conserve energy and work more efficiently. But they also lead to many thinking errors. cognitive biases Here are the 4 cognitive biases that have the biggest impact on our productivity—how we prioritize, make decisions, manage time, and get work done. Urgency effect Zeigarnik effect Complexity bias Planning fallacy Urgency effect When an urgent task comes knocking at the door, do you push important work aside because urgent tasks demand your immediate attention while important goals are far off into the future and can wait until later? Urgency effect makes us jump at every chance to solve time-sensitive urgent matters while putting off important work. Rationally our brain knows that important tasks have a larger payoff and bigger rewards in the long run, but under the effect of this bias, we fall victim to perceiving urgent as important. Urgent tasks keep us busy and make us feel important, but they also suck into our time. Prioritizing it at the expense of more impactful work keeps us trapped in an illusion of productivity. Why we fall for the urgency effect Important tasks typically have no specific deadline. They are time-consuming and complex as they often require looking into the future and proactively identifying its needs. Giving clarity to vague ideas, making crucial decisions, or laying out a future strategy is not only time-consuming, it’s also mentally taxing. Urgent tasks have easy-to-reach, visible goals. They bring instant gratification with a big hit of dopamine. Since dopamine serves as a reinforcement for remembering and repeating pleasurable experiences, you end up dedicating more time to urgent tasks at the expense of more impactful work. Continuously pushing important tasks to the back burner keeps us locked in a never-ending cycle of unproductive choices—dedicating less time to important work inevitably creates more urgency later. Important tasks become urgent in due course of time if delayed too much, not given proper attention, or carried out without real interest. Example of urgency effect Gina is the tech manager of the CRM team. The latest releases in ChatGPT and other AI innovations is becoming a threat to her business. But instead of spending time planning how to make them a part of their future strategy, Gina ends up spending most of her time on emails, meetings, and other urgent tasks. Her busyness keeps her locked in a cycle of unproductivity and inefficiency. Urgency effect makes her pay more attention to the work right in front of her—emails, chat notifications, customer escalations—while pushing important work aside. How to avoid urgency effect A great practice to avoid urgency bias involves using The Eisenhower Matrix for prioritization. To put the Eisenhower matrix to use, go through each task one by one and separate them into four possibilities: Important and Urgent (Quadrant 1): reduce time spent here Important and Not Urgent (Quadrant 2): consciously prioritize and schedule these tasks Not Important and Urgent (Quadrant 3): delegate these tasks Not Important and Not Urgent (Quadrant 4): declutter and eliminate. Consciously scheduling dedicated hours on the calendar to do important work makes it more likely that you attend to them without interruptions. A few other practices to adopt: Set aside specific blocks of time for responding to emails, chats, or other such tasks. Reduce time spent in meetings. Utilize your peak productivity period to do your most important work. Matching your energy with the physical and mental demands of work will enable you to do your best work making it more likely for you to continue instead of giving up. Set deadlines for important tasks and hold yourself accountable for meeting them. Zeigarnik effect Thoughts of unfinished tasks keep popping up in our head right when we get down to work or are trying hard to focus. *Emails we haven’t replied to.* Pending design to compete. Meetings to schedule. … so on and on. These intrusive thoughts that take away our attention even for a split second make it hard to concentrate and get any meaningful work done. Distractions from incomplete work prevent us from entering into a state of flow—which is when we are completely immersed in a task and the time seems to stand still. Flow minimizes distractions, prevents procrastination, and lead to high performance and productivity. Named after psychologist Zeigarnik who first discovered it, the effect refers to the tendency to remember unfinished or interrupted tasks better than completed ones. Letting our brain continually remind us that we haven’t done something is quite unpleasant and it can even lead to stress, anxiety, and burnout. Why we fall for the Zeigarnik effect Zeigarnik and her professor Kurt Lewin observed that their restaurant waiters remembered everyone’s orders despite never writing anything down. But as soon as the bill was paid, they had little or no memory of who their customers were or what they had ordered. This led to a series of experiments based on which Zeigarnik concluded that human minds treat tasks that have been completed differently from those that are still left to be completed. A task that has already been started establishes a task-specific tension, which keeps it at the forefront of our memory. The tension is relieved upon completion of the task but persists if it is interrupted or not yet completed. That’s why unfinished tasks keep coming back to haunt us. Look another way, these reminders can be useful to help us finish incomplete projects only if they do not spoil our attention right in the middle of another project. Attention is like energy in that without it no work can be done, and in doing work is dissipated. We create ourselves by how we use this energy. Memories, thoughts and feelings are all shaped by how we use it. And it is an energy under control, to do with as we please; hence attention is our most important tool in the task of improving the quality of experience. ― Mihaly Csikszentmihalyi Example of Zeigarnik effect Zeigarnik effect is used in gamification: Progress trackers informing users of how close they are to completing a task. For example, when users see a message like "Your profile is 34% complete", they are more likely to spend a few minutes providing all the missing details. This technique is used by to collect user information in a super smart way. LinkedIn Checklists that provide users with a clear step-by-step flow to onboard users faster and more effectively. Interrupted commercials are more likely to be remembered than those that are not due to the Zeigarnik effect. Advertisers use it to catch the attention and memory of viewers. How to avoid the Zeigarnik effect by Florida State University shows that planning work upfront and writing it down can free your mind from distracting thoughts about unfinished work. Have daily, weekly, and monthly rituals to review, prioritize, and plan what you intend to do. When you miss something and it pops up in your head, don’t leave it hanging there, immediately write it down. Research Moving tasks from your head onto paper relaxes your brain and helps you focus on the task at hand. A few other practices to adopt: Avoid procrastination by using the Zeigarnik effect to your advantage. Instead of putting things off because they are big or complex, simply take a very small step towards it. Once you get started, your brain will kick off the Zeigarnik effect enabling you to keep going till the end. Use the Pomodoro method to divide your work into small chunks of focused time. The tactical breaks in the Pomodoro method improve memory and keep productive momentum going. Complexity bias Given a choice between two competing solutions, we are likely to choose the more complex one. Jargon catches our attention over simple explanations. Difficult-to-execute strategies impress us over straightforward ones. Sophisticated products appear more authoritative while ordinary ones appear inferior. But complexity has many problems: Knowing upfront that something is difficult can prevent us from getting started. Obstacles and challenges along the way make it hard to persist and we may give up too soon. It can delay decision-making. It’s costly as it requires more time, effort and resources to get done. It can be potentially dangerous. Not understanding something fully can lead to wrong assumptions and conclusions. It can lead to hiding mistakes and fundamental flaws. Complexity bias is the tendency to prefer complicated explanations, solutions, and arguments over easy ones. Why we fall for the complexity bias Many people mistake simple for easy. Finding simple solutions to problems may sometimes require more effort—a conscious effort to dig deeper and give way to our creative mind, avoiding biases to cut through complexity and finding solutions that do not require too much scaffolding to support. Complexity in such cases could be an excuse to label the problem as too confusing and shove it aside. We choose complexity over simplicity for another reason: it’s falsely associated with expertise, innovation and authority. The more complex or advanced the approach is, the more superior it appears. Put another way, if a solution is too simple, we assume it won’t solve the problem. This makes us inject complexity and over complicate things instead of choosing a simpler approach. \As Edsger Wybe Dijkstra, a Dutch computer scientist once said “Simplicity is a great virtue but it requires hard work to achieve it and education to appreciate it. And to make matters worse: complexity sells better.” Example of complexity bias Jim got an opportunity to prepare and present the design of a new product to his entire team. He wanted the solution to stand out and establish credibility with others. But instead of asking the question “What problem is this product required to solve and how can I solve it in the simplest way possible?” he asked, “What problem is this product required to solve and how can I make it look good?” Trying to make the solution appealing led to poor choices: Instead of choosing a simple technology he understood well, he decided to use a new technology with no experience or expertise. He made complex architectural decisions to make the product look sophisticated. He introduced features that added little to no value to a customer but sounded interesting to implement. Complexity bias in his case led to poor decisions and terrible choices. How to avoid the complexity bias To counteract complexity bias, apply Occam’s razor. It is one of the most useful mental models to solve problems. Occam’s razor advocates simplicity by focusing on key elements of the problem, eliminating improbable options, and finding solutions with fewer assumptions. Another useful mental model to reduce complexity is first principles thinking. It requires breaking down a problem into its fundamental building blocks (its essential elements), asking powerful questions, getting down to the basic truth, separating facts from assumptions, and then constructing a view from the ground up. A few other practices to adopt: Since complexity bias shields you from seeking simple solutions, asking for others' opinions may be helpful. You may ask “Is my solution too complex or confusing?” Question your intent. Reframe the end goal to align it with the outcomes you wish to achieve. Show bias for action. Instead of being stuck in analysis paralysis, take a small step towards your goal, see how it works, and slowly improve it over time. Planning fallacy When it comes to setting deadlines, most of us are highly optimistic. Even if it’s something similar to what we have done in the past, we are still likely to underestimate how much time it will take to do it in the future. It took one week to finish a design proposal last time, but if you have to do it again, you’re positive it will get done in less than a week. It took more than a month for your new hires to get onboarded last time, but while planning for the new batch coming in next week, you allocated only 2 weeks. The planning fallacy is what makes us commit to overly optimistic timelines, miss those deadlines, and then drown in guilt, anxiety, and stress. Not factoring in realistic demands of the task leads to poor planning for the future. It harms your reputation and also breaks trust because when you miss those deadlines, others assume that you don’t take your commitments seriously. Why we fall for the planning fallacy When estimating the time it will take to complete a specific task, we ignore risks and other unlikely events that may prevent us from completing the task on time. Taking the best-case scenario into account and ignoring the obstacles we might encounter along the way leads to wishful thinking. We have the best intentions to get the work done quickly and efficiently, but good intentions aren’t always enough. Good planning needs good estimation skills. Another reason why we are highly optimistic about completing a specific job is our tendency to get stuck in the nitty gritty while ignoring the big picture. Not taking the big picture into account leads to poor estimation—we make wrong assumptions and ignore the time it will take to integrate our work into the bigger picture. We are also really bad at accurately judging our skills and abilities. Our enthusiasm to meet our goals adds to the planning fallacy. \Worst part? We don’t even learn from our past mistakes. Even when we can recognize past mistakes when we are overly optimistic, we keep on making the same mistakes in the future. We focus on our goal, anchor on our plan, and neglect relevant base rates, exposing ourselves to the planning fallacy. We focus on what we want to do and can do, neglecting the plans and skills of others. Both in explaining the past and in predicting the future, we focus on the causal role of skill and neglect the role of luck. We are therefore prone to an illusion of control. We focus on what we know and neglect what we do not know, which makes us overly confident in our beliefs. ― Daniel Kahneman Example of the planning fallacy Tina is working on the estimates of a new product. She has worked on a similar product in the past. The last time she built the product, it took her 3 months to complete. The project was initially estimated for 2 months but took an additional month due to requirements changes, a longer testing cycle, and other unforeseen issues. Tina has experience from the past that she should put to use to determine how long it will take to complete the current project. However, due to the planning fallacy, she commits to a 2-month deadline again. She justifies it by assuming that her experience from the past project will help her finish the tasks sooner while completely disregarding the additional time it will take to handle unexpected issues. How to avoid planning fallacy Break down the project into small parts and estimate how long each one will take. Doing this work upfront will make your effort estimates much closer to reality than being vaguely guided by hunch. Another great strategy is the one recommended by Daniel Kahneman - He suggests taking an outside view of your estimates by consulting others—asking questions and identifying problems and mistakes they made on similar projects in the past. You can’t do this for all your tasks but definitely do it for your most crucial ones. Irrespective of how good you’re at estimation, some unlikely event can crop up and make your project fall through the cracks. It isn’t possible to take every such scenario into account and plan for it. But what’s possible is to add a little buffer to your estimates—add 20% breathing room while considering the effort it takes to do something. Finally, and this is the most important one: implement a feedback loop in your process. Track your time. Make a note of how long it takes to do something. When you miss deadlines, identify what mistakes you made and what changes you need in your planning process to do better next time. When you’re conscious of how these biases—Urgency effect, Zeigarnik effect, Complexity bias and Planning fallacy—affect your time and apply the right strategies to overcome them, you can be your most productive self. Summary Most of us struggle with getting work done efficiently because we don’t pay attention to the cognitive biases that get in the way of using time productively. Urgency effect makes us waste time attending to urgent tasks at the cost of important tasks. Not paying attention to the future needs keeps us trapped in a cycle of unproductivity. The Zeigarnik effect prevents us from giving our best to the task at hand. When our mind keeps reminding us of incomplete or interrupted tasks, it’s hard to stay focused and pay attention. Complexity bias makes us add unnecessary complexity to solutions which increases the time, effort and cost to solve even simple problems. Planning fallacy tricks our mind to give highly optimistic estimates to achieve a certain goal despite our previous experience telling us that it will be impossible to achieve it. This story was previously published . here Follow me on or here for more stories. LinkedIn

Tackling the Saboteurs Within: 4 Cognitive Biases That Affect Your Productivity

এর মধ্যে নাশকতাকারীদের মোকাবেলা করা: 4টি জ্ঞানীয় পক্ষপাত যা আপনার উত্পাদনশীলতাকে প্রভাবিত করে

Die inneren Saboteure bekämpfen: 4 kognitive Vorurteile, die sich auf Ihre Produktivität auswirken

Enfrentando a los saboteadores internos: 4 sesgos cognitivos que afectan su productividad

S'attaquer aux saboteurs intérieurs : 4 biais cognitifs qui affectent votre productivité

भीतर के तोड़फोड़ करने वालों से निपटना: 4 संज्ञानात्मक पूर्वाग्रह जो आपकी उत्पादकता को प्रभावित करते हैं

内部の妨害者に対処する: 生産性に影響を与える 4 つの認知バイアス

내부의 파괴자 대처 방법: 생산성에 영향을 미치는 4가지 인지 편향

Enfrentando os sabotadores internos: quatro preconceitos cognitivos que afetam sua produtividade

Борьба с внутренними саботажниками: 4 когнитивных искажения, которые влияют на вашу продуктивность

İçimizdeki Sabotajcılarla Mücadele Etmek: Verimliliğinizi Etkileyen 4 Bilişsel Önyargı

Giải quyết những kẻ phá hoại bên trong: 4 thành kiến nhận thức ảnh hưởng đến năng suất của bạn

解决内部破坏者：影响生产力的 4 种认知偏差

When you go about there are different approaches you can take to do so. building your own SaaS, If it’s your first time building a product, you start by picking one idea to develop. Take anything between 3-10 months to build a prototype or “ ” and then post about it everywhere on the internet. MVP But as you’ll eventually realize, the phrase “if you build it, they will come” is a total lie. It doesn’t have to be all doom and gloom though, in this article we’ll explore both approaches to building a SaaS, each with its pros and cons. You’ll find out when it’s better to use one method or the other. So, let’s dive in and take a look at the two ways you can build a SaaS. The Traditional “Private” Way of Building a SaaS If you have ever created something to promote online, whether that’s an e-book, a course, or an app, you are already acquainted with this method. However, for our purposes here, I’m talking specifically about solopreneurs and indie builders. This is the way that many people use when starting out. But it also applies to more experienced and more established builders. It also looks like the most reasonable way to build a SaaS. And for most people, this is the they know. only way It allows the creator to work and develop the idea without any intrusions and far from prying eyes. It provides the space to build an initial version, test it out, and iron out any bugs before the end users can find them. Many people build this way because they don’t want others to “steal their idea”. And so, they take however long to build something that’s good enough to put out and gather feedback from a small group of beta testers. However, the downside of this approach, regardless of whether it’s the first product or the 10th one, is the lack of feedback during the development phase. The initial idea in a lot of cases is not that similar to the end product. The first version of Twitter is not the same as it was 2 years after. Something similar happened to Instagram, it was created as an . However, the functionality of sharing photos was the most popular amongst the users. , that’s when it started getting thousands of users. app to share geolocated photos And when a small set of photo filters were added You see now that the initial idea can be one thing but it can change a lot after going through feedback from early users. A result of this lack of feedback is building a product that no one wants and no one pays for. A similar result is building something that does solve a specific need but doesn’t stand out in the market and can’t be discovered by its intended audience. The “Build in Public" Approach to SaaS Building This is the other side of the coin. With this approach, you don’t go into your cave for an extended period of time and then come out with creation and try to get it into the hands of as many people as possible. The name is a bit misleading and makes people think that they need to share everything that happens because it’s building “in public”. You don’t need to share or talk about that leads to the creation of the product. You can choose how public you want to get. every little detail every single event The idea is to find your ideal audience, get feedback from them early on, improve the initial idea with that feedback, and get people to care about what you’re building. This sounds like a better approach to building something in general, but with everything in life, there are also downsides. The most obvious one is that you’re putting yourself and your creation out in the open where everyone can see what you’re doing. This is uncomfortable for most people. You also need to be careful with what you’re sharing because if you overdo it, there are lurkers out there who won’t waste time copying what you’re building and will take away part of your userbase. For others, building in public makes you look like a novice that doesn’t know much and is just “throwing stuff at a wall to see what sticks”. This goes against what we have heard about being an “expert” in your field and having the credibility that you’ve “done the thing before” instead of it being your first time. Another downside for some people is that it will put them in a position of vulnerability, more so than they’re willing to be. And/or will expose them as “impostors”. That pressure can be too much for some to handle and they will either go back to doing things in private or try and share some things but won’t fully realize the advantages of the “build in public” approach. Where to Draw the Line Between the Two Methods of SaaS Building If you have heard about “build in public” before but haven’t really given it a try before, you should start with a project you are working on or plan to in the future. You don’t have to do it all by yourself though. If you are getting started and don’t know how to make the most out of it, there are communities out there (like HackerCabin or Build in Public Mastery) that are built around this concept. They are great places to start rather than DIY’ing it on social media. Going the “build in public” route can also be a good process of discovery. Both for knowing how to make a better product but also for more deeply and developing new skills (and also relationships!). knowing yourself Of course, if you’re working on something really important like helping people with a rare disease or creating water out of air particles… that’s something you can keep under wraps (at least until you get a patent for it). Building in public is not something that’s exclusive to SaaS or software products. It also applies for projects like books, courses, and even print-on demand. The important part here is not to share stuff for the sake of being “out there” or ticking off tasks from your marketing to-do list. People don’t really care about your product updates unless they’re close friends. When you build in public, of how you came up with ideas, how you implemented them in product, problems you came across and ; concepts others have a wrong view of and how your work can change them and provide a better view. share stories how you were able to solve them We are all naturally drawn to stories. And if the beginning is interesting and intriguing enough, we’ll want to see how they develop until the end. (That’s one of the reasons why new TV shows still come up.) Conclusion You now know that when it comes to building products to launch online, there’s no “one size fits all” way of doing so. You can build it on your own over a period of time and then, when you launch, it can have the results you want or it can flop. You can use the “build in public” approach and take a bit more time before the launch, but once you do, you know you’ll be launching something that helps people and have a waitlist of potential buyers instead of launching to crickets. And you can also play around with the amount of “public building” you want to do. Either be completely transparent on the process or dial it back and just share highlights and lessons learned. At the end of the day, the decision on which approach to choose is only yours. Take a look at your current situation, what your goals for the project are, what resources you have at your disposal (i.e. if you have the time, energy, and money for the project), and what a “successful” launch would look like. When considering these different factors, you can make a more informed decision on which approach to use when you set on the journey of building and eventually launching your next product. Don’t forget to so that you don’t miss the upcoming articles. subscribe to me on Hackernoon

Stories, News & Mentions about GETWORK

Getwork’s Stories on HackerNoon

Getwork's News & Mentions