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Of Maps, ERP, and Basic Thinking

We must learn to think again

Kevin Meyer
Fri, 10/04/2013 - 16:01
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A hat tip to Mark Graban for pointing out this article on a problem the Fairbanks airport has been experiencing with Apple Maps. It would be funny if it wasn’t so serious. (OK, it’s still funny.)

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“There’s a way to get to the Fairbanks Airport, just don’t ask your iPhone for help. Apple has disabled driving directions to the Fairbanks International Airport after a glitch in its maps app guided drivers to the edge of a runway instead of a terminal, airport spokeswoman Angie Spear said Friday.

“Previous directions on newer iPhones and iPads guided drivers to the edge of the tarmac instead of the correct route to the terminal. In incidents Sept. 6 and Sept. 20, drivers went through a gate, past warning lights and signs, and then across an active runway, to reach the terminal.”

Now there’s obviously a bunch of bad things happening here: the app, of course, but also a physical security system that lets folks just drive right onto active runways.

 …

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Comments

Submitted by umberto mario tunesi on Thu, 10/10/2013 - 00:32

Every Break You Take (...)

(...) I'll be watching you, sung The Police. And a wise Zen religious man said that he wanted to be aware of every step he made to walk. "Taking for granted" has become a basic process itself, while, some fifty years ago, at school, we where often reprimanded for taking too often too many things for granted: we were grown up to the principle "quod demonstrandum erat", though limited it might have been. In my own business - systems auditor and consultant - I often object that registrars' request for "documented procedures" inhibit thinking processes; but, at the same time, I cannot forget that in all too many companies, the boss says to his or her employees that they're there to work, not to think. It's one of the many difficult balances to get: to work fast without thinking, as any 100-yards runner would do, or to be aware of any step? There's risk in both approaches, the highest risk being in not deciding which risk to take.

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