Here’s an excerpt:

The concert hall at the Syndey Opera House holds 2,700 people. This blog was viewed about 18,000 times in 2011. If it were a concert at Sydney Opera House, it would take about 7 sold-out performances for that many people to see it.

Click here to see the complete report.

So, whats wrong and where? When I look at myself or my friends I can see it everywhere. We are not happy with what we have but all are stressed and not happy for the things we don’t have. You have a Santro, but you want City. You have a City, but you want Skoda. Just after buying a new phone, we need another one. Better laptop, bigger TV, faster car, bigger house, more money. I mean, these examples are endless. The point is, does it actually worth? Do we ever think if we actually need those things before we want them?

After this, I was forced to think what I need and what I don’t. May be I didn’t need this Handy cam or the iPod or that DVD player. When I see my father back at home, he has a simple BPL colour TV, he doesn’t need 32″ Sony LCD wall mount. He has a cell phone worth Rs 2,500. Whenever I ask him to change the phone, he always says ‘Its a phone, I need this just for calls.’ And believe me; he is much happier in life than me with those limited resources and simple gadgets. The very basic reason why he is happy with so little is that he doesn’t want things in life to make it luxurious, but he wants only those things which are making his life easier. It’s a very fine line between these two, but after looking my fathers life style closely, I got the point. He needs a cell phone but not the iPhone. He needs a TV but not the 32″ plasma. He needs a car but not an expensive one.

Initially I had lot of questions.

I am earning good, still I am not happy… Why ?
I have all luxuries, still I am stressed… Why ?
I had a great weekend, still I am feeling tired… Why?

I met lot of people, I thought over it again and again, I still don’t know if I got the answers, but certainly figured out few things. I realized that one thing which is keeping me stressed is the stay connected syndrome. I realized that, at home also I am logged in on messengers, checking mails, using social networks, and on the top of that, the windows mobile is not letting me disconnected. On the weekend itself, trying to avoid unwanted calls and that is keeping my mind always full of stress. I realized that I am spending far lesser money than what I earn, even then I am always worried about money and more money. I realized that I am saving enough money I would ever need, whenever needed. Still I am stressed about job and salary and spends.

May be, many people will call this approach not progressive attitude, but I want my life back. Ultimately its a single life, a day gone is a day gone. I believe if I am not happy tonight, I’ll never be happy tomorrow morning. I finally realized that meeting friends, spending quality time with your loved ones; spending time with yourself is the most important thing. If on Sunday you are alone and you don’t have anybody to talk with, then all that luxuries life, all that money is wasted. May be cutting down your requirements, re-calculating your future goal in the light of todays happiness is a worthwhile thing to do. May be selling off your Santro and buying Honda City on EMIs is not a good idea. I believe putting your happiness ahead of money is the choice we need to make.

I think, a lot can be said and done but what we need the most is re-evaluation of the value of happiness and time we are giving to our life and people associate with it.

Change does not Happen when Circumstances Improve. Change happens when YOU Decide to Improve YOUR circumstances!

Note: I am not the author of this piece of writing, I don’t even know who wrote. But whoever has written it, has done it very beautifully and I found it worth sharing here.

Ants Problem:
Ants hate cucumbers. Keep the skin of cucumbers near the place or ant hole.

To get pure and clean ice:
Boil water first before freezing.

To make the mirror shine:
Clean with spirit.

To remove chewing gum from clothes:
Keep the cloth in the freezer for an hour.

To whiten white clothes:
Soak white clothes in hot water with a slice of lemon for 10 minutes.

To give a shine to hair:
Add one teaspoon of vinegar to hair, then wash hair.

To get maximum juice out of lemons:
Soak lemons in hot water for one hour, and then juice them.

To avoid smell of cabbage while cooking:
Keep a piece of bread on the cabbage in the vessel while cooking.

To avoid tears while cutting onions:
Chew gum.

To boil potatoes quickly:
Skin one potato from one side only before boiling.

To remove ink from clothes:
Put toothpaste on the ink spots generously and let it dry completely, then wash.

To skin sweet potatoes quickly:
Soak in cold water immediately after boiling.

To get rid of mice or rats:
Sprinkle black pepper in places where you find mice or rats. They will run away.

Top

ipcs: To display the shared memory and semaphores.

Example: ipcs command with -a option lists all the IPC facilities which can be read by the current process. It provides details about message queue, semaphore and shared memory.

# ipcs -a

------ Shared Memory Segments --------
key        shmid      owner      perms      bytes      nattch     status
0xc616cc44 1056800768 oracle    660        4096       0
0x0103f577 323158020  root      664        966        1
0x0000270f 325713925  root      666        1          2

------ Semaphore Arrays --------
key        semid      owner      perms      nsems
0x0103eefd 0          root      664        1
0x0103eefe 32769      root      664        1
0x4b0d4514 1094844418 oracle    660        204

------ Message Queues --------
key        msqid      owner      perms      used-bytes   messages
0x000005a4 32768      root       644        0            0

Command to list all Message Queues, -q.

$ ipcs -q

------ Message Queues --------
key        msqid      owner      perms      used-bytes   messages
0x000005a4 32768      root       644        0            0

List all the Semaphores, -s.

# ipcs -s

------ Semaphore Arrays --------
key        semid      owner      perms      nsems
0x0103eefd 0          root      664        1
0x0103eefe 32769      root      664        1
0x4b0d4514 1094844418 oracle    660        204

List all Shared Memories, -m.

# ipcs -m

------ Shared Memory Segments --------
key        shmid      owner      perms      bytes      nattch     status
0xc616cc44 1056800768 oracle    660        4096       0
0x0103f577 323158020  root      664        966        1
0x0000270f 325713925  root      666        1          2

ipcrm: To remove the shared memory and semaphores present in the memory.

The following options shall be supported:

-q  msgid
Remove the message queue identifier msgid from the system and destroy the message queue and data structure associated with it.
-m  shmid
Remove the shared memory identifier shmid from the system. The shared memory segment and data structure associated with it shall be destroyed after the last detach.
-s  semid
Remove the semaphore identifier semid from the system and destroy the set of semaphores and data structure associated with it.
-Q  msgkey
Remove the message queue identifier, created with key msgkey, from the system and destroy the message queue and data structure associated with it.
-M  shmkey
Remove the shared memory identifier, created with key shmkey, from the system. The shared memory segment and data structure associated with it shall be destroyed after the last detach.
-S  semkey
Remove the semaphore identifier, created with key semkey, from the system and destroy the set of semaphores and data structure associated with it.

Note: Please refer manual pages for more information on these commands.

Background: In any application using large database, there is a tendency to use shared memory concept to speed up the response time. In such applications, after updating the database, if the new change didn’t reflect in the list or GUI, try clearing the shared memory/semaphores by using the above mentioned commands.

I faced such an issue, that’s why I have posted this.

1. Goal Setting
Every morning, take three to five minutes to write out your top goals in the present tense. Get a spiral notebook for this purpose. By writing out your ten goals at the beginning of each day, you will program them deep into your subconscious mind.

This daily goal writing will activate your mental powers. It will stimulate your mind and make you more alert. Throughout the day, you will see opportunities and possibilities to move more rapidly toward your goals.

2. Planning and Organizing
Take a few minutes, preferably the night before, to plan out every activity of the coming day. Always work from a list. Always think on paper. This is one of the most powerful and important disciplines of all for high performance.

3. Priority Setting
The essence of all time management, personal management, and life management is contained in your ability to set the proper priorities on the use of your time. This is essential for high performance.

4. Concentration on your Highest-Value Activities
Your ability to work single-mindedly on your most important task will contribute as much to your success as any other discipline you can develop.

5. Exercise and Proper Nutrition
Your health is more important than anything else. By disciplining yourself to exercise regularly and to eat carefully, you will promote the highest possible levels of health and fitness throughout your life.

6. Learning and Growth
Your mind is like a muscle. If you don’t use it, you lose it. Continuous learning is the minimum requirement for success in any field.

7. Time for Important People in your Life
Relationships are everything. Be sure that in climbing the ladder of success, you do not find it leaning against the wrong building. Build time for your relationships into every day, no matter how busy you get.

Action Exercise
These seven disciplines will ensure that you perform at the highest level and get the greatest satisfaction and results from everything you do. Study these seven disciplines and then make a plan for how you can incorporate each of them into your daily life.

Note: If you feel that some more disciplines can be added to this list, then please free to discuss here.

Let me take you back to one of those real bad days (not horrible though!) in my life where IT WAS MY FAULT!

My office is in ITPB, usually I take ITPB buses to office, but today as I had to collect my Home Loan provisional certificate to apply for Tax exception, I thought of taking bike to office. I even took one of my friends with me to drop him at his office near Dommalur.

He was late, I was late, so I was driving crazily. And as usual, it lead to some bad moments. First, I narrowly escaped an accident with a Car just after Hosmat hospital signal, but it wasn’t my mistake alone, even that car driver was in hurry! My friend was terrified and asked me to slow down. But I was having full faith in my driving, or you can even call it as over confident! And again, this over confidence lead to a worst moment later.

His office falls after my bank where I had to collect my document. There was no U turn nearby the bank, but there is some bicycle mark on the median where, I think, bikers take U turn to reach the bank.  So did I and then, suddenly dhadd dhadall..! Another biker who was going towards Marathalli bridge came faster than I expected and he hit my bike on the back side, I managed my bike and didn’t fall but he fell down exactly in the middle of the road. My heart stopped for a moment, thinking about the bad things that might have happened but when I stopped and looked back, he was very much fine, there were some scratches on his bike, and one indicator cover was broken, but nothing much to him. Uffff! I let a sigh of relief. [ That’s why I said it’s a bad day, not horrible tough]

But he was furious at his best and started shouting at me. I parked my bike, went to him quickly and asked him to ‘get the bike outside the road first, later we can talk.’

Now you can imagine the blasting that I might have faced at this moment. The people gathered around two of us were ready to beat me. The first thing I said was “It’s my Fault and I am really sorry!”

So many words were exchanged but will list down only few of them.
That guy (his name is Kaalesh) said “Sorry andre aagi hoyta, nanage enadru agidre adakke yaru hone?”, which translates to “You think SORRY will solve this? What if something had happened to me?”
“I told no its completely my fault, and I am really really sorry. I am ready to fix your bike, thankfully nothing happened to you and even to your bike, there are couple of scratches, that’s all!”
“Only scratches? This is not my bike, it’s my friend’s. I don’t know anything, you make it as it was earlier.”
“Arre yar, scratches are common in Bangalore. Please don’t think about them. I’ll get the indicator fixed and any such breaks.”
“Common in the sense, I should give the bike to him as it is? What will he think of me? You know what, he bought this bike just 3-4 months back. I don’t want any explanation, You get it fixed!”
“It’s not possible buddy. Anyway, you please wait for 2 mins, I’ll get my document from the bank, and we’ll go to a nearby garage to see what can be done, ok?”

And he agreed without any second word. Good guy! I went into the bank, and they asked me to wait for 2 mins. My hands where still shaking, what if something had happened to him? I considered him a lucky person, and myself the luckiest!

I came out of the bank and talked to him in calm voice, “I know it’s hard for you, but it was just bad time and we met with this accident, me being the main culprit. But I am ready to pay whatever it takes to repair your bike. By the way, my name is Gangadhar and I work for a software company. What about you?”

“I am Kaalesh, working for a XYZ company (don’t remember the company name ). And as I said before, this is not my bike and I want to return this to my friends as it was before.”

“I know buddy, let’s see if there is any automobile store somewhere near here.”

After that it was as usual, we went to a service station and blah blah blah. But the main point I am trying to bring here is, Accept your Fault, it reduces a hell lot of fight, cools down the other party. That means you can have a healthy Discussion on the incident, instead of an Argument!

One-Two-Three

Letters A, B, C and D do not appear anywhere in the spellings of 1 to 99.
Letter D comes for the first time in 100 (Hundred)

Letters A, B and C do not appear anywhere in the spellings of 1 to 999.
Letter A comes for the first time in 1000 (Thousand)

Letters B and C do not appear anywhere in the spellings of 1 to 999,999,999.
Letter B comes for the first time in 1,000,000,000 (Billion)

And….

Letter C does not appear anywhere in the spellings of entire English Counting!

What Killed Waterfall could Kill Agile.
Robert C. Martin
20 Nov, 2010

In 1970 a software engineer named Dr. Winston W. Royce wrote a seminal paper entitled Managing the Development of Large Software Systems. This paper described the software process that Royce felt was appropriate for large-scale systems. As a designer for the Aerospace industry, he was uniquely qualified.

He began the paper by setting up a straw-man process to knock down. He described this naïve process as “grandiose”. He depicted it with a simple diagram on an early page of his paper. Then the paper methodically tears this “grandiose” process apart. In the end, Royce proposed a far more nuanced and insightful approach, leaving the reader to giggle at the silliness of the “grandiose” model.

Royce’s paper was an instant hit. It was cited in many other papers, including several very important process documents in the early ‘70s. One of the most influential of these was DOD2167, the document that described the software development process for the American Department of Defense. Royce was acclaimed, and became known as the father of the DOD process.

There was just one problem. The process that DOD2167 adopted was Royce’s straw man! Apparently the authors of DOD2167 did not actually read Royce’s paper; because they adopted the “grandiose”, naïve process that Royce’s paper had derided. To his great chagrin, Dr. Winston W. Royce became known as the father of the waterfall.

Though Royce railed and fought against it, the snowball was in motion. It kept on growing as it rolled down the mountains of software companies and industrial countries. Year by year the waterfall gained in popularity leaving it’s father to wonder about the justice of the universe and whether there was intelligent life on Earth.

By the middle of the 1990s, the waterfall process dominated the world of software. The field of Software Engineering was defined by it; and by the catalog of analysis and design documents that Architects, Designers, and Analysts were expected to produce. Coding was a detail – the least important part of the process. If you wrote your documents well, and drew all the necessary diagrams, then you were doing it right. You were an engineer. The code could be left to the unwashed minions in the cellar.

This attitude created a schism in the technical community. There were the elite Architects, Designers, and System Analysts who did the real engineering by satisfying the first two phases of the waterfall. And then there were the grunts who actually had to make everything work in the final phase. When the project got behind schedule, it was the grunts who worked overtime. When the project failed, it was the grunts who bore the blame.

This was a great deal for the elite Architects, Designers, and Analysts! Who wouldn’t want a job like that? You have the authority to specify everything, and none of the responsibility to actually make it work. You get to command a high-salary, the respect of your peers, and the envy of the masses; and there’s almost no way you can fail. When bad things happen, you can always blame it on the programmers.

Yes, this is a bit of an exaggeration; but only just a bit. The attitudes of elitism were very real. Those who could analyze and design were considered too valuable to waste on mere coding. Code became the orphaned child of Software Engineering.

By 1998 the cracks were already appearing in the waterfall edifice. Programmers everywhere were starting to reject the elitism of the Architects, Analysts, and Designers. They started complaining about the rigidity and weight of the waterfall mantle they were forced to wear. Beedle, Devos, Schwaber, and Sutherland had published their seminal paper on Scrum, and Kent Beck had created a movement around eXtreme Programming (XP).

Scrum broke the waterfall apart. Rather than spending months or years creating reams of documents through a series of sequential phases, Scrum suggested that a team of developers should work in short 30-day cycles to implement features. Scrum suggested that the development team should decide when and if a document was necessary. Scrum took the emphasis away from documents and artifacts, and put it squarely on getting features working, and on the decision making power of the team. Scrum broke the monopoly on authority held by the elites and put it in the hands of the development team.

XP took this a step farther by increasing the emphasis on the act of programming, and by declaring code to be important. XP is the integration of Scrum with a set of engineering disciplines. Those engineering disciplines have a huge effect!

Scrum is a day-by-day process. It provides a framework that describes what your day will be like, but it says nothing at all about how you should work in the hours and minutes of that day. XP is a minute-by-minute process. The engineering disciplines of XP fill your day. XP provides guidance for the creation of each line of code. It provides a framework within which coding and design decision can be made.

Scrum is a subjective process: The team rules. There is no objective measure of success, or of quality, or even of completion. It is up to the team to define these things. The engineering disciplines of XP add some objective measures to Scrum. XP defines design and code quality, and provides guidance on how to achieve it. XP defines the meaning of done, and how done-ness can be measured.

By 2001 the software community was a-buzz with these revolutionary ideas. The Agile Manifesto had been written, and had become the centerpiece behind an energetic, enthusiastic, and growing movement. The very definition of Software Engineering was being challenged, and that challenge was succeeding.

The elitism engendered by Waterfall was being attacked. Neither Scrum nor XP had any role for an elitist who assumed authority without taking responsibility. In Scrum, the rule of the team is stronger than the rule of an Architect or Designer. Contributions are welcome, but not necessarily followed.

XP took this even farther. If you wanted to contribute to an XP team, you were welcome; but you took explicit responsibility for your contributions. For Architects and Designers that meant they wrote some code. For Analysts, that meant they wrote tests. Everyone on the team had the responsibility to make things work.

For a while it looked like Software Engineering elitism was dying; that authority and responsibility had been aligned once and for all. But elitism is a tough thing to kill. Whenever you rob Peter to pay Paul, you can be sure that Paul’s outrage will be less than Peter’s.

Both XP and Scrum defined the role of a coach. It is the coach’s responsibility to defend the process. The coach reminds everyone of their commitment to their disciplines and to the process. When the schedule looms, and customers are angry, it is the coach who reminds the team that the best way to meet the schedule and calm the managers is to hold to their disciplines. In Scrum, this role was called “Scrum Master”.

XP defined the role of coach quite informally. The role would float between members of the team. One month it would be Joe, the next it would be Jane. It was not a title, and it conferred no authority. There were no decisions to be made, and no power of enforcement granted. The coach had the responsibility to remind, not to command.

In Scrum, something different happened…

The very first Certified Scrum Master course was taught at the Object Mentor offices in Vernon Hills, Illinois. Ken Schwaber called me up and asked if I had a training room he could use. I told him I would be more than pleased to host his course. He kindly allowed many of the people who worked for me at the time to attend for free, and to become CSMs.

Frankly, I thought the idea was a bit silly. I didn’t think thousands of people would be lining up to get their certifications. But I had not considered the lure of elitism. It didn’t occur to me that this special training course, coupled to the term Certified Scrum Master, would become a wedge to break the alignment between authority and responsibility.

Who was it who lined up to take the CSM courses? Was it Scrum team members who wanted to help their teams? Was it programmers and testers? Yes, there were certainly some CSMs who came from existing teams. But the vast majority of CSMs have a project management background. In essence they have added CSM to the PMBOK. They have become CSMs so that they have the authority to manage Scrum teams.

This was never the intent. The role of the coach was to act as a gentle reminder of process and discipline. The coach was never supposed to manage the project or the schedule! Indeed, these two roles were supposed to be adversarial! It is the project manager’s role to remind the team about the schedule and to encourage them to change something so that the schedule can be met. It is the coach’s role to remind the team to hold to the process.

True XP coaches are not project managers nor are they team leaders. They do not lead the team to success, and cannot claim credit for that success. Indeed, the role is considered optional because mature teams will probably not need frequent reminders. But CSMs often assume the role of team leader. They are viewed as a critical component of the team; without whom the team cannot function. In XP a team without a coach is no big deal; but a scrum team without a scrum master is an oxymoron.

Indeed, the role of Scrum Master is considered so important, that it requires certification to obtain. If your Scrum team does not have a Certified Scrum Master, then something must be wrong with you.

When a Scrum team succeeds, it is the CSM who steps forward to receive the award (on behalf of the team, of course). But what happens when a Scrum team fails? Is it the CSM who steps forward and falls on his sword? Does the CSM take the lashes and protect the team?

The elitism is back, and it’s growing. More courses with certifications are available, and even more are envisioned. Other training companies are offering their own certifications. After all, the lure of elitism is a great moneymaker. The snowball is rolling down the mountain, and getting bigger with each turn.

And when the revolution comes… ?

I can only hope that when Scrum goes down it doesn’t take the whole Agile movement with it!

Coming to the recent question he asked me, he wanted to capture the common entries in two files.
Say, file1 contains following entries:
AT010
AT013
AT015

And file2 contains:
AT011
AT012
AT013
AT014
AT015

How do I find the common lines? Simple, use comm command.
$ comm -12 file1 file2
AT013
AT015

Smooth, isn’t it?
But what if the files are not sorted? Then comm can’t help you alone, you need to take help of another command sort.

Consider the above files are not sorted, then:
$ sort file1 > new_file1
$ sort file2 > new_file2
$ comm -12 new_file1 new_file2
would give the same result as above.

His next question was ‘what is -12 used in the command?’
I thought ‘can’t he have a look at man pages of comm?’

Anyway, here is an extract of manual pages of comm Unix command for your reference:

SYNOPSIS
comm [ -123 ]  file1  file2

DESCRIPTION
The comm utility will read file1 and file2, which should  be ordered in the current collating sequence, and produce three text columns as output: lines only in file1; lines  only  in file2; and lines in both files.
If the input files were ordered according to  the  collating sequence of the current locale, the lines written will be in the collating sequence of the original lines.  If  not,  the results are unspecified.

OPTIONS
The following options are supported:
-1    Suppress the output column of lines unique to file1.
-2    Suppress the output column of lines unique to file2.
-3    Suppress the output  column  of  lines  duplicated  in file1 and file2.

OPERANDS
The following operands are supported:
file1: A path name of the first file to be compared. If file1 is -, the standard input is used.
file2: A path name of the second  file  to  be  compared.  If file2 is -, the standard input is used.

Examples:
If file1, file2, and file3 each contained a sorted  list  of utilities:

$ comm -23 file1 file2  | comm -23 – file3
would print a list of utilities in file1  not  specified  by either of the other files;

$ comm -12 file1 file2 | comm -12 – file3
would print a list  of  utilities  specified  by  all  three files;

$ comm -12  file2 file3 | comm -23 -file1
would print a list of utilities specified by both file2  and file3, but not specified in file1.

Written on September 22, 2008 by Subroto Bagchi

Those who were tracking the events happened in Banking industry during last week must have got the experience of watching a thriller. These events not only show Dos and Don’ts as far as Leadership is concerned but also gave us a different perspective and made us a little bit matured and wiser. Don’t you think so ??

I pass through this very intersection every morning with so much ease. Today, the pace is skewed. There is a sense of disarray as motorists try to push past each other through the traffic light. The light here always tests their agility because if you miss the green, you have to wait for another three minutes before it lets you go past again. Those three minutes become eternity for an otherwise time-insensitive nation on the move.

Today, there is a sense of chaos here. People are honking, skirting each other and rushing past. I look out of my window to seek the reason. It is not difficult to find because it is lying strewn all over the place.

A tomato seller’s cart has overturned. There are tomatoes everywhere and the rushing motorists are making pulp of it. The man is trying to get his cart back on its four rickety wheels and a few passersby are picking up what they can in an attempt to save him total loss. Though symbolic in the larger scheme of things, it is not a substantive gesture. His business for the day is over.

The way this man’s economics works is very simple. There is a money lender who lends him money for just one day, at an interest rate of Rs 10 per day per Rs 100 lent. With the money, he wakes up at 4 am to go to the wholesale market for vegetables. He returns, pushing his cart a good five miles, and by 7 am when the locality wakes up, he is ready to sell his day’s merchandise. By the end of the morning, some of it remains unsold. This his wife sells by the afternoon and takes home the remainder, which becomes part of his meal. With the day’s proceeds, he returns the interest to the money lender and goes back to the routine the next day.

If he does not sell for a day, his chain breaks.

Where does he go from here? He goes back to the money lender, raises capital at an even more penal interest and gets back on his feet. This is not the only time that destiny has upset his tomato cart. This happens to him at least six times every year.

Once he returned with a loaded cart of ripe tomatoes and it rained heavily for the next three days. No one came to the market and his stock rotted in front of his own eyes. Another time, instead of the weather, it was a political rally that snowballed into a confrontation between two rival groups and the locality closed down. And he is not alone in this game of extraneous factors that seize not only his business but also his life. He sees this happen to the “gol-gappa” seller, the peanut seller and the “vada pao” seller all the time.

When their product does not sell, it just turns soggy.
Sometimes they eat some of it. But how much of that stuff can you eat by yourself?
So, they just give away some and there is always that one time when they have to simply throw it away.

Away from the street-vendor selling perishable commodity with little or no life support system, the corporate world is an altogether different place. Here we have some of the most educated people in the country. We don the best garbs. We do not have to push carts; our carts push us.

We have our salary, perquisites, bonuses, stock options, gratuities, pensions and our medical insurance and the group accident benefit schemes. Yet, all the while, we worry about our risks and think about our professional insecurity.
We wonder, what would happen if the company shifted offices to another city?
What would happen if the department closed down?
What would happen if you were to take maternity leave and the temporary substitute delivered better work than you did? What would happen if the product line you are dealing with simply failed?

In any of those eventualities, the worst that could happen would still be a lot less than having to see your cartful of tomatoes getting pulped under the screeching wheels of absolute strangers who have nothing personal against you.

All too often we exaggerate our risks. We keep justifying our professional concerns till they trap us in their vicious downward spiral. Devoid of education, sophisticated reasoning and any financial safety net, the man with the cart is often able to deal with life much better than many of us.

Is it time to look out of the window, into the eyes of that man to ask him, where does he get it from?

In his simple stoicism, is probably, our lost resilience!