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The Downtime Experiment:

a treatise on effective time wasting

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  • snafflekid@livejournal.com
Do you or someone you know suffer from slackeritis? This swelling and discomfort is common and nothing to be ashamed of. It's a condition caused by sitting on your butt too long reading blogs like mine--and there are millions of sufferers in the U.S. alone!

Hi, my name is Snaffle kid and I would like to help you make your slacking more efficient, comfortable and pleasant. Just read on!

I am an electrical engineer in Silicon Valley who loves to hang with friends in the SF Bay area. All work and no play makes me a dull boy, however, it also pays the bills. I am not a person who plans or hosts parties well, but I always bring lots of grub when invited to one.

I am a highly independent guy who is good with his hands and his head, (i.e., in the event of nuclear winter, you damn well better let me in the fallout shelter!) If I try to psychoanalyze you, don't be insulted. It will only last 50 minutes and my rates are affordable. I would like to be a novelist or writer of some sort, but I know I would be a hopeless, starving hack.

For now, I am content to make semiconductor integrated circuits. I currently attend Santa Clara University part time for a M.S. degree. I then cull the weaker neurons with alcohol at local watering holes in Mountain View and San Jose.

Tell me a joke and I will laugh out loud, perhaps spraying you with my drink. Give me a wink and I become helpless, infatuated putty in your hands. This isn't as nice as it sounds because putty is sticky and difficult to remove from carpeting.

That's it. If you are still reading, you have an extreme case of slackeritis and may need full de-slackification. E-mail me for a packet with more information. Operators are standing by, please have your credit card available.

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Of the four aspects of strategic analysis and definition, it is the contingency planning or entailment organizing role that reaches the highest development in Masterminds. Entailing or contingency planning is not an informative activity, rather it is a directive one in which the planner tells others what to do and in what order to do it. As the organizing capabilities the Masterminds increase so does their inclination to take charge of whatever is going on.

It is in their abilities that Masterminds differ from the other Rationals, while in most of their attitudes they are just like the others. However there is one attitude that sets them apart from other Rationals: they tend to be much more self-confident than the rest, having, for obscure reasons, developed a very strong will' They are rather rare, comprising no more than, say, one percent of the population. Being very judicious, decisions come naturally to them; indeed, they can hardly rest until they have things settled, decided, and set. They are the people who are able to formulate coherent and comprehensive contingency plans, hence contingency organizers or "entailers."

Masterminds will adopt ideas only if they are useful, which is to say if they work efficiently toward accomplishing the Mastermind's well-defined goals. Natural leaders, Masterminds are not at all eager to take command of projects or groups, preferring to stay in the background until others demonstrate their inability to lead. Once in charge, however, Masterminds are the supreme pragmatists, seeing reality as a crucible for refining their strategies for goal-directed action. In a sense, Masterminds approach reality as they would a giant chess board, always seeking strategies that have a high payoff, and always devising contingency plans in case of error or adversity. To the Mastermind, organizational structure and operational procedures are never arbitrary, never set in concrete, but are quite malleable and can be changed, improved, streamlined. In their drive for efficient action, Masterminds are the most open-minded of all the types. No idea is too far-fetched to be entertained-if it is useful. Masterminds are natural brainstormers, always open to new concepts and, in fact, aggressively seeking them. They are also alert to the consequences of applying new ideas or positions. Theories which cannot be made to work are quickly discarded by the Masterminds. On the other hand, Masterminds can be quite ruthless in implementing effective ideas, seldom counting personal cost in terms of time and energy. take the test