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The FBI Director Puts Tape Over His Webcam

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Re: The FBI Director Puts Tape Over His Webcam

#191
post #152

For a while there, when built-in webcams weren't quite as common, my employer would either remove the camera completely or, if that wasn't possible, they would smash the lens and sensor with a metal punch. They eventually quit (now we can use Lync to do video calls, even) but a lot of people now put little sliding windows over their cameras (you can get them at conferences these days, branded with the Splunk logo or…

I use vinyl cling material to cover up the cams, but what you described is much better and exactly what I want. Got any pics?

Re: The FBI Director Puts Tape Over His Webcam

#192

Earlier quoted context omitted.

A co worker is heading to Las Vegas next week and we chatted about it yesterday. My Facebook ads are now advertising Las Vegas night clubs.

Or your coworker searched for or mentioned going to Las Vegas on Facebook and you are connected on Facebook as friends, by location on netblock.

No he's right, several apps listen in on your conversations for advertising purposes. Tons of similar stories can be found online.

The FTC just made an announcement about SilverPush, an example of such software:

https://www.ftc.gov/news-events/press-releases/2016/03/ftc-i...

Re: The FBI Director Puts Tape Over His Webcam

#193
post #152

For a while there, when built-in webcams weren't quite as common, my employer would either remove the camera completely or, if that wasn't possible, they would smash the lens and sensor with a metal punch. They eventually quit (now we can use Lync to do video calls, even) but a lot of people now put little sliding windows over their cameras (you can get them at conferences these days, branded with the Splunk logo or…

I use vinyl cling material to cover up the cams, but what you described is much better and exactly what I want. Got any pics?

Like this: http://ecx.images-amazon.com/images/I/21g%2Bop3AZBL.jpg

Re: The FBI Director Puts Tape Over His Webcam

#194

Earlier quoted context omitted.

> they know the metrics they need to hit to advance within that organization This is really the one. It seems like the country is in a crisis of metrics. Nobody trusts anybody to do their job anymore so everything has to have a surrounding bureaucracy with the stated purpose of keeping everybody honest but having the actual consequence of setting many misguided and contradictory rules and then strictly enforcing an a…

What are the alternatives? I'm honestly asking. How can I coordinate the activities of 100+ people to a common goal, without providing intermediate goals to individuals?

With people who are intrinsically motivated to do a good job. Craftspeople take pride in their work, because doing it well feels better than doing it poorly.

They'll voluntarily make their own jobs more difficult if it makes the project better, even in ways that only others skilled in their craft would notice. They'll actually fight management for more hours, more money, better tools, different processes, etc. so they can get it right. Management's role isn't to force them to do their jobs, but to restrain them from going overboard.

Of course, this requires that they feel respected, sufficiently autonomous, and compensated fairly. And that they like what they're doing, at least a little bit. You get this routinely from theater professionals. Warehouse stock pickers, not so much.

Quantitative metrics and "goals" are a form of coercion that management deploys against its enemies to extract performance from people who fundamentally don't want to do a good job. In this kind of situation, we've taken to threatening to cut off their access to food and medicine and send armed men to seize their homes and cars (no, the layer of indirection between employers and lenders doesn't really matter). People like to eat, so they play along. And in rote jobs that only exist because they aren't cost-effective to automate yet, maybe that's the only way to do it.

You're not guaranteed a work environment where craftsmen are intrinsically motivated just by foregoing metrics, but as soon as your introduce "goals" (i.e. threats) a good chunk of people who would otherwise be on your side have instantly switched to searching for the minimum effort they can get away with until their either retire or find job that respects them.

Even if people still somehow feel respected, hitting/optimizing the metrics probably means doing the job sub-optimally, and that takes its toll - even if you personally decide not to play the wrongheaded metrics game, others in the organization will, and that creates conflicts (that you usually lose) where there should have been cooperation.

The Wire is essentially a show about this, and how it creates institutional dysfunction that breaks cities. "The fury of a bureaucrat who wants to do their job but can't because they've been fucked over."

Re: The FBI Director Puts Tape Over His Webcam

#195

Earlier quoted context omitted.

That last point is interesting. Even with an RF detector, an accelerometer may act as a cheap room bug. Heck, if automobiles use them to detect when an airbag should be deployed, why not just use them as bugs in cars? Now I'm scaring myself.

Heck, if automobiles use them to detect when an airbag should be deployed, why not just use them as bugs in cars? AFAIK the airbag accelerometers are designed to detect much larger accelerations than e.g. the ones in a smartphone, and are thus essentially completely insensitive to anything lesser than a huge impact -- spurious airbag inflation is one of the things the manufacturers really, really don't want to happen…

Very good points.

Re: The FBI Director Puts Tape Over His Webcam

#198

Earlier quoted context omitted.

What are the alternatives? I'm honestly asking. How can I coordinate the activities of 100+ people to a common goal, without providing intermediate goals to individuals?

With people who are intrinsically motivated to do a good job. Craftspeople take pride in their work, because doing it well feels better than doing it poorly. They'll voluntarily make their own jobs more difficult if it makes the project better, even in ways that only others skilled in their craft would notice. They'll actually fight management for more hours, more money, better tools, different processes, etc. so the…

Suppose there are 500 craftsman working together on a project because it too big for a smaller group to handle. How do they divide work? Especially when it comes to the work that everyone wants to do, or the work that no body wants to do? How do they resolve disagreements about what 'better' means? If caftman-1 says that craftman-2's performance is holding him back, while craftman-2 says that craftman-1 is asking him to do too much work, who adjudicates? What is a reasonable basis for a judgement?

Again, I'm honestly asking because I don't know. Large human organizations seem to repeatably converge on similar design patterns, but if there's a better way, I want to know it.

Re: The FBI Director Puts Tape Over His Webcam

#199
post #165
post #97

Earlier quoted context omitted.

My mother used to be a police officer, and she once came back from a visit to the department of the interior in our federal state (of Germany) and told me about a room they had there (maybe several) for meeting where sensitive issues are discussed. What sets them apart - among other things, I guess - is that there are no phone lines, no network, and for meetings people are not allowed to bring telephones/smartphones,…

For the interested, the US intelligence services call these "SCIFs": https://en.wikipedia.org/wiki/Sensitive_Compartmented_Inform...

The most amazing is: http://www.nytimes.com/2013/11/10/us/politics/obamas-portabl...
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