The Great Knowledge Worker Flusheroo

First Wave Coder/Data Analyst knowledge worker and culture watcher, I’ve followed the 20th century phenomena known as the Knowledge Worker.  A concept coined by one of the great minds of the 20th Century, Peter Druker.  He rightly foresaw that it would be the growing base of wisdom/knowledge contained within information technologists, professionals professionals, and other related classes which would drive the growth of the new economy.  We saw much gained for Western society and other societies which rightly understood that knowledge itself would become  a treasured process from which great wealth would be produced.

Yet, it is my observation which is shared by others, that some corporate/government management and human resources in general have not understood that much of the knowledge contained within the Knowledge Class of workers is not contained within manuals, policies, or processes. They are contained within the minds of the Knowledge worker class.  One of my touchstones is that, “humans know more than they articulate or can articulate.”  Even in what appear to be highly systematized forms of knowledge, people always know more than they articulate.  It’s not that they are unwilling, it is just the nature of knowledge.

This blog was created to advocate for the older worker, not just for compassionate reasons, but because it is my conviction that we are flushing away the wealth producing capacity of the older Knowledge Class.  Why?  Western society has not adequately grasped that the next generation of Knowledge Workers need to be mentored/apprenticed by the existing Knowledge Worker Base. The most important knowledge is passed through mentorship not manuals. RTFM can not replace WTOF (Watch the Old Fart).

“Establishing a program for transferring knowledge is an essential element for dealing with “brain drain.” Veteran utility workers tend to pass valuable institutional knowledge orally, rather than documenting and updating the information systematically. This intellectual capital is often lost when the worker retires because there is no formal program to capture their know-how.” – Who Will Replace Nuclear Power’s Aging Work Force? – Power Engineering.

I ran across this article which documented the problem of utility workers not documenting or systematizing their knowledge, but rather passing on in orally.  The article, while helpful, does not understand that many workers are unable to systematize their oral knowledge. Not all human beings are able to convert their verbal knowledge into symbolic knowledge. In fact, few can do this effectively. In some forms of knowledge it is impossible or impractical (the manual would be too large).

Writing is a difficult skill.  Margaret Laurence, a feisty and iconic Canadian writer articulated it well. At a party, when Laurence was informed by  a neurosurgeon that he intended to take up writing in retirement, responded, “When I retire, I’m going to be a neurosurgeon.”

Expecting utility workers, even with help, to codify a sufficient sum of their knowledge base into documents for other’s to then acquire is over-confidence at best.  Even if possible, one has to consider how possible it is to acquire technical knowledge through reading, videos, or any other non-human transmitted method.  The problem is two fold in my mind.  Firstly, much knowledge of any craft is unarticulated. As strange as it sounds, people don’t know they know stuff. People know things they only are aware of when their re-encounter them. The knowledge bubbles up and they think, “Hey, I remember dealing with something like this or similar to this 22 years ago). Often the master worker combines earned knowledge into a new synthesis to apply it to a new problem.   My point is that, you can not codify wisdom since it is often inarticulate-able or can not be effectively transferred from the fuzzy logic inherent with the human brain to the structured written word.

Mentoring and intergenerational teams, combined with the codification of key processes in written form, is the most effective method for passing on knowledge from one generation of Knowledge Workers to the next.  Without such processes, critical information is certain to be lost.  More importantly, the Knowledge Worker community is eroded in favour of a highly individualistic transient work culture. A culture of intergenerational relationship and collectively acquired knowledge is squandered … flushed down the drain.

“What seasoned workers have traditionally seen as a step up on the corporate ladder, today’s young employee is more likely to see as a resume builder.” – Who Will Replace Nuclear Power’s Aging Work Force? – Power Engineering.

Want to make young Knowledge Workers laugh?  While having a couple beers, ask them how loyal they are to their company.  Much that could be written on why that is, however it signals the second and more damaging aspect of our business culture. Failing to understand the intergenerational aspect of knowledge transfer from one generation to another, erodes the desire to mentor. By not mentoring, we are fostering a new generation which may have little desire to mentor. Why would they? They, as we all were, are shaped by what we encounter in our human communities.

Most older workers in my generation still have a strong mentoring ethic with studies showing that somewhere around 80% of older workers will mentor.  I would predict that within a decade or two this number will fall to about 50% and continue its decline.  The outcomes of that decline may not be readily obvious because cultural stagnation rarely is until its too late.

The largest penalty for our folly, is in lost opportunities. As each subsequent generation has to relearn the lost experience/knowledge of the past, they fail to acquire as much new knowledge and insights, improvements … breakthroughs are not achieved.  Energies spent on the future are used relearning the mistakes of the past. These insights, improvements and breakthroughs are what spur productivity benefits, new products and even whole new industries.  We miss seeing this loss, since something not conceived of will not be missed. We flush a greater future by flushing the past.

Average Age Physicists Nobel Prize Winning is 48!

Our society often confuses knowledge with experience.  It’s something I run into continually with the way organizations think and plan for the future.  For example, when talking with folks in Start-Ups, they will tell of the young guy who has all sorts of certifications, but is just not able to produce. I reply, “Of course he can’t apply, most of his experience is about acquiring knowledge, not putting it to use.”

Experience is understanding how to put knowledge to use to create value.  Business is about leveraging people’s skills to create value in order to make profit.  Those who’ve been around long enough know that at the core of any business (even public service) is the delivery of value for money.  In the end its about turning knowledge/skill into product/service.

“the average age at which physicists do Nobel Prize winning work is 48.”  – CBC “Scientific breakthroughs no longer dominated by the young”

From experience we need to transfer into the concept of wisdom.  Wisdom is the right application of knowledge and therefore is related to experience.  It is true, that while an older worker may have experience, there is no guarantee that it has translated into wisdom.  However, for most older workers, especially in the knowledge industry, it has.  With time, even a dim bulb can shine enough light on a problem to get better at it.  For bright bulbs, this is even more true.  Check out the past winners of Nobel Prizes in science.  You’ll see most are over 40 and some are really old people.  These are minds which have delivered the best and its because they have knowledge, experience, and wisdom.  These are the kinds of faces which deliver the most value for an organization.

amano akasaki yonath may-britt-moser higgs englert okeefeblackburn_postcardmontagnier

All things considered, the human mind it at its peak performance when it exceeds 40+ years.



Most Old Geeks Naturally Mentor if Given Chance

Much is being written about the need to quickly deal with the shortage of skilled workers in North American society, yet the solution is right in front of us, if we choose to implement it. Over 80% of older skilled workers will mentor if given a chance. This is why I was surprised to read in this article that we need to encourage older workers to mentor.

“On the other hand, they need to encourage older workers to take on the role of mentors.” –Building training strategy that bridges the generational divide.

Older workers will mentor if companies and institutions make the time and space for them to do it. It’s as simple as that. Within the IT sector, creative companies wanted creativity, so they said, “For one day a weeks you can work on whatever you want.” People did and lots of cool ideas at Google and other organizations developed.

Governments can’t train enough instructors to catch up with the shortage of skilled workers industry, government and academia need. Only an army of mentors can do that, however in the next decade, tens of millions of older skilled workers are going to retire, hit the golf course, and never look back. If given the chance to pass on their knowledge and wisdom, they will. As I’ve said before, “Only about 20% of what you need to know is in the manuals, the other 80% you either learn from someone else or by yourself.

I volunteer mentor 12-14 year olds at an innovative learning program called Vernon Community School. I think its the future of education in the Middle and Highschool setting, since it encourages people to learn how to learn. Last week, I was going to teach the kids how a computer boots up … we did that but mostly ended up with a wonderful conversation about server farms, raid setups, and the concept of “failing gracefully”; whereby systems should fail in such a way as to not create a crisis for the end user. At 12, many of them got it. We also talked about the cost of not spending money when it comes to buying hardware for a company. A couple of them got that idea … at 12. It was great sharing my experience with them and afterwards we played with a gyro powerball.

Don’t Pity the Ol’ Fool, Embrace the Uber-Grockers

I run into articles like this one often. “The struggle today to embrace older workers is a continuation of that journey.” The journey is towards inclusion and diversity, which I’m fine with, however often older workers are seen as pity-cases, rather than the sagely-uber-experienced worker which generally is closer to the truth.

How Prepared Is Your Organization for an Aging Workforce?: Associations Now.

Society is changing, and if young IT workers are uncomfortable with the 40 year old who’s got 20 years under his belt, I can’t imagine what they will think of working with ol’ grandpa-Jimbo when I’m 70 and still coding. I like coding and I love the joy I create when client experience systems with good UX which and don’t break. As long as the neurons are still firing, I’ll be creating “beautiful” as will many other Gen-X Geezer Geeks … and some Boomers who may code into their 80’s.

Aside from the annoying, pity-the-old-farts-so-include-them tone of the article, it highlight that companies are starting to get the mentoring issue. Geezer Geeks and other older professionals are the bearers of knowledge which can not be written down, codified (pun intended), or acquired quickly. Wisdom is knowledge put into action and that can only come with time. To make a real Samurai sword take 20 years of working with a master before you can attempt it. Coding may not take 20 years to master (although some of you might indeed make that argument), but its not something you do really well after a few years of college and a couple years being in the trenches. It takes a decade to make a solid coder … and then you continue learning … and reapplying wisdom/skill/experience … to evolving technology.

Coding is a way of life. A weird one. And a wonderful one. As I often say, “its about making beautiful”. Good code is beautiful.

Tell me dear HR types who are hiring kids out of college … when have you heard them talk about the beauty of code and the joy of mastery (ooops … Uber-Grocking … :) .

And now a clip from the 1983 movie “Wargames” … 1983 was about the year I first used the Internet. Long before the WWW was implemented by Tim Berners-Lee. The Cold War was still a reality, and personal computers had only been on the market for a few years. I’m glad Seattle didn’t get nuked … watch the clip and you’ll get it. :)

X-er Geezers and Generation Wuss

As the oldest of Generation-X, I related to Bret Easton on not understanding the hyper-sensitivity of some in the younger generations.  It’s not that I don’t appreciate younger generations, but sometimes when someone says, “Did what I say, offend you?”.  I reply, “No, it did not.  I don’t like what you said, but it does not offend me.”  You can see the disconnect bouncing around in their young minds.  What I mean by “offend”, and what they mean by “offend”, are two different things. It’s the Gen-X Generation Gap.  In truth is, I come from a generation where very little offends us.  It’s not that I don’t have things that I hold dear, sacred or important, it’s just that why would I care that someone else doesn’t value what I think is dear, sacred or important.  To this old Gen-Xer, that would be weird indeed!  Someone doesn’t like me or my beliefs … well as the quintessential cliche of my generation goes … whatever.  I am from the “Whatever Generation”.

“You have to understand,” he said, “that I’m coming to these things as a member of the most pessimistic and ironic generation that has ever roamed the earth. When I hear millennials getting hurt by ‘cyber bullying’, or it being a gateway to suicide, it’s difficult for me to process.” – Bret Easton at 50: ‘I Would Rather Be An X-er than Generation Wuss’.

I bring this up on my Geezer Geek blog because most of the First-Wave of computer programmers are now in management.  We are the old farts who sometimes don’t get the next generation.  Some of us, just don’t get the hyper-sensitivity around criticism and identity.  In a real sense, our culture didn’t give a damn about Gen-X since we grew up in the shadow of the Boomers and entered adulthood in one one of the worst recessions until 2011.  If anyone in my generation was hyper-sensitive and identity focused, no one would give a damn. It was their personal problem.  We’d call these kinds of people the “high needs girlfriend” or “high needs boyfriend” or in the words of Easton … “a wuss”.

My readers know I like to “toot the horn” of older Geeks.  So from a productivity point of view, Gen-X Geezer Geeks are generally what you’d call “low needs employees”.  I think this is generally true for Baby Boomer Geezer Geeks as well, since as we age, many of us “get over ourselves”.  Life becomes less about working out our insecurities and more about feeling satisfied with delivering good value to organizations and clients.  And for those of us Gen-Xers who still have the “whatever”-cynic attitude, its something organizations can deal with easily by laying out expected metrics.  Either you perform to these levels or you will be “whatever”. Performance bonuses work really well with Gen-Xers too!

How shall companies deals with the more difficult problem of  the the hyper-sensitive younger generation?  What is the cost to teamwork and company culture if some of our younger workers are, what my generation would call, “high-needs employees?”  First, I think we need to be careful not to exaggerate the issue – Gen-X was not near as cynical as people thought, nor was the Baby Boomers as me-centered as people thought, nor are younger generations as wussy as Easton thinks.  Yes, Gen-Xers tend to be cynical, Boomers me-centered, and younger types … well … wussy.

This is where mentoring comes in.  We can’t change how generations have developed, except perhaps for our own kids, but we can bring our experience to bear on our teams.  Instead of lamenting the young wusses on your team, Gen-X managers can use the lovely sardonic wit of our generation to help younger geeks to become a bit more jaded.  Not as much as we are, of course. :)  

On that note, let me end with a video from Billy Idol … who first sang this with his band, “Generation-X”.



Older IT workers Bring “The Long View” and “Emotional Maturity”

Hiring in the IT industry suffers from a lack of appreciation of “The Long View”.   Often, since the timelines are project driven, the primary goal is to hire people with correct technical skills who can do the work as quickly as possible in as short a time as possible.  Start Ups companies are particularly vulnerable to the “Short View” since they need to produce a viable product before the money burn ends.

What is “The Long View”?  It’s judgment based on industry and personal experience.  Its the ability to apply one’s long view of an industry to new tasks with judgment that can “cut through the crap” and get to the hear of the matter.

Older workers bring the long view to their jobs | Pittsburgh Post-Gazette.

I love reading stories like this since the quotes are widely applicable and resonate with my experience.

“I can get down to the substance very quickly and see what the likelihood of success can be or will be,” agreed Fred Colen, a 67-year-old intellectual property attorney from Shadyside.

I’ve written before that for the Older IT worker, knowing, keeping, and communicating performance metrics is critical to communicate your value.  Young workers often will put in long hours, work late into the night, and appear to be working twice as hard as the old Geezer Geek who leaves regularly at 5:00pm.  I’ve heard of executives blown away when they realize the fat balding old “grey hair” is producing three times the code that the young “all nighters” are producing.

“The Long View” that comes from experience also teaches one to value relationships.  Consistently, I read that industry values soft skills, emotional maturity and “people come first”, however in practice many companies look purely at certs, skills, and hard skills.  While “soft skills” might sound “airy fairy” to a hard nosed executive, the do in the long term produce solid value through the production of internal and external good will.

“What she lacked in depth of knowledge about sewer systems and EPA regulations pertaining to sewerage, she made up in the years of being able to take complex environmental topics and translate them to the public.”

Internal goodwill is a phrase I use to describe how much employees value being part of a company as members of its community.  Companies with little internal goodwill either have a very transient workforce, or the relationship between the company and its employees is not valued.  In companies where the environment is described as “toxic” the good will balance sheet has descended into the red.

Companies in East Asian cultures will easily understand the concept of internal goodwill.  Some of these companies instill such a fierce loyalty that being part the companies function as a second family to the employees.  Leaving for another company, which many North Americans will consider without thought, is akin to a divorce.  The relationship to the community is not something employees will easily cast aside for a 10% or even 25% increase in money.  Consequently, these companies tend to be more solid, have excellent retention rates (you are not educating someone in order to be poached), and employees are able to pass on valuable skills to the next generation.

Anyone with business experience understand that commerce is not primarily about earning money, but earning good will.  In sales there is a saying, “You can make a sale, but lose the customer”.  You might have scored big money, but the customer will later realize what happened and never come back and any future sales lost.  Making an extra $1000, might mean the loss to the company of hundreds of thousands of dollars over the next couple decades.  Older workers with experience have “the long view” and recognize the truth in my point, since the horizon of their perspective is beyond getting one big score.

Within the Tech Industry, “The Long View” means taking a longer perspective with projects so short term gains do not produce long term pain or death for the organization.  Even within a Start-Up, if the system architecture is shoddy, and/or the code of poor quality, and/or best practices cast aside in order “to get produce out”, the common issues of being “unable to scale”.  I’ve heard of some Start Ups having to attempt a complete re-write in the middle of expanding acceptance of their product.  Those with “the long view” know that when constructing a building, laying the foundations usually is 50% of the task.  It’s wisdom born of experience.


Zen and the Art of Perpetual Failure in Information Technology

One of Canada’s best national paper ran an interesting article on the struggles some women IT professionals face in dealing with what the author calls a fear of failure or the impostor syndrome.  Fail Forward CEO Ashley Good shares some good insights into how not just women, but also men in IT have difficulty in dealing with failure.  The complexity of software architecture make failure an inevitable part of coding.  Sure, test driven design has helped removed huge bug-removing jags, but code still breaks.  Learning what to do with failure is part and parcel to life as a geek.

The precious fear of failure: How successful people can learn to value the fact they don’t know it all | National Post.

I have yet to meet any geezer geek, male or female, who does not have a story to tell of some huge “snafu” which has occurred.  As a young coder in the oil industry towers of Calgary, Canada, I recall the first time I bought the mainframe down with an overlooked “divide by zero” error.  For you young geeks, we now live in an age where bringing a system to its knees, for everyone, right across the company with one line of code is a rare thing.  Years later I comforted a distraught new coder who’d done the same thing. “Everyone is down”, he said with a shocked look on his face. “Yup … they have to reboot the mainframe … don’t worry man … everyone has done it.”

Female IT workers likely struggle more with impostor syndrome given the societal crap they have to put up with, but I also I wonder if women are also more articulate in expressing their emotional states than men.  I’ve learned a lot from women, who’ve articulated problems which have not occurred to me as a male.  I therefore believe that many older IT females likely have much to teach everyone about the universal experience of dealing with the psychological aspects of information technology work.

I will ask some what their thoughts are on this post, so rather than hearing the female-experience-through-male-brain we can explore the wisdom of the older female IT worker.  I suspect one of the first gifts they bring is that by expressing the fear of failure and the impostor syndrome, we can overcome it.  I have observed that some males deal with it by  being the overcompensating “know it all” lest someone discover their secret.  I’ve also seen others hide some failures, only to cause bigger problems down the road for the team.

“The pencil is mightier than the pen.” – Robert M. Pirsig

It’s been 25 years since “Zen and the Art of Motorcycle Maintenance” by Robert M. Pirsig was published.  It is a metaphysical exploration of the nature of quality explored around the story of a computer manual writer who has a mental breakdown and later goes on a motorcycle road trip.  It is considered an icon of American literature, and includes some themes relating to failure, but also explores some amazing insights into the human condition.  Hey, I love stuff like that.  I just one clicked a kindle copy and am going to read it again.  I last read it in the mid-80’s when I was 19, and taking Ed Thompson III’s philosophy 110 class.  Reading it at 49, with a lifetime of success and failures should be a deeper experience.



Time to Programming Language Fluency

We call computer code “languages” because they have many of the components of spoken language. Syntax, grammar, and even the best way to express for clarity, understand, and creativity.  Verbal languages construct thoughts, which give way to communication.  Programming languages construct logic which gives way to function, interaction, and a kind of communication I’d call the interaction between the code and user-experience.

This blog advocates for the older IT worker, because the data and community experience suggests that most older computer programmer (and other IT workers) skills and experience are extremely under-valued.  Often this is most apparent in the hiring process, where fresh out of school coders are chosen over seasoned older coders.  Yet, HR departments are not understanding an often missed determiner of long term coding success.  That would be “Time-to-Fluency”.

While the younger brain has a higher level of fluid intelligence (see:, and the older brain a higher level of crystallized intelligence,  one might think that the time a young brain can gain fluency in a coding language would be quicker.  Yet, often learning one language, with the help of instructors and fellow classmates, is not a real work indication of a coders time-to-fluency capacity.  Many young coders internal capacity to self-teach is generally unknown, and likely to be lower than older coders.  Ask any college who knows how to learn better, and they will tell you “older students” tend to perform better as students.

The skill of Learning-How-to-Learn is so important that Coursera even has a program you can take. You can often look at the resume of an older IT worker and see numerous times where they have demonstrated a high capacity to learn and re-learn.  That is true value for companies looking for a new hire.  Sure, that young coder might know Java really well, but what happens if your company moves to something different like Ruby on Rails.  Can that young coder retrain, or will you see them quickly bail for another Java job, thereby necessitating training a new hire in company processes, culture, and business practices?

More insights as Chris Leary, explains his Thoughts on programming language fluency and the importance in the hiring process.

BTW, I’ve learned 11+ computer language in my time (Basic, PL1, Pascal, Assembly, Cobol, Fortran, dBase, VB, PHP, HTML, Javascript … and a couple more … while not a language but a framework … I learned Laravel in the last couple months. :)  A couple I’d forgotten about … here is a comprehensive list.

Like Wine, Geeks Get Better With Age … and the Mentoring

Geezer Geek and Uber-Coder, Robert C. Martin of Clean Coder Blog shared some amazing statistics from StackOverflow. Peter Knego gleaned the information and originally posted it on his blog.   Here’s what we can understand from the data:

  1. Older programmers have higher reputations because they answer more questions than young ones.
  2. Robert doesn’t include this, but a higher reputation on StackOverFlow is also earned by getting the right answer more often, not just frequency.
  3. Most of the coders using StackOverFlow (and its widely used by most coders) are very young (under 6 years experience).
  4. Older coders have more time to answer questions … speculation … they are more efficient at their jobs and can make time.
  5. Older coders are not dropping out, but rather there are just more coders in the workforce.  The pie is expanding.
  6. Since the pie is expanding and getting younger, few teams have access to the experience of older coders. I think this is why they are hitting StackOverFlow for advice from older coders, who freely give it.
  7. There is a 1/16 ratio of Geezer Geeks (over 40) to Young Geeks.  We are a valuable resource since Robert, and experienced mentor named the ideal ratio of juniors to seniors at about 1/5.  That would reflect my experience too.

Here’s Robert’s most important insight and something the IT industry should take note of:

As a leader, that programmer can teach the team about principles, patterns, practices, and ethics. That leader can temper and curb the youthful enthusiasm that leads to premature decisions about frameworks and architectures. That leader can help to instill the value of refactoring and clean code, as a counterweight to the youthful thrill of gettingittowork

The great dopamine-rush and even high, which we coders experience is gettingittowork, however be in this industry for more than a decade and you’ll understand that maintenance-kills.  You can get crap code to work, but then find it blowing up several pushes down the road.  How many of us have been passed a system only to discover there is not even any comments, let alone a rational structure to the code.  Code produced at 4:00am after seven red-bulls is often crap code!  Well, not mine. 😉

Experience teaches that following QA standards, writing friendly code, learning how to create a logical maintainable architecture is worth it in the long run.  One of the most expensive decisions that the software industry makes is to hire a Young-Geek only team.  Hiring seniors, who’ve demonstrated a design to mentor, will pay off with much higher value code.  It will also, in most cases, allow juniors to advance along more quickly as coders.  While StackOverFlow is a useful tool, nothing beats one-on-one mentorship.

Send me more stories like this one, since my goal is to become a Geezer Geek Evangelist.  Who knows, maybe there is even a master’s thesis somewhere in all this.

Have you ever been mentored? Or have you mentored?  What was your experience.  Is there any training in IT mentorship?  What are the best practices which would be included in a certification?  Are there any IT companies you know which have grasped the value of multigenerational mentoring?

Ageist IT Jobs Ads and Why I don’t Care

 of has an interesting piece on how governments are calling IT companies on the carpet for discriminating in their ads.   While companies can no specifically exclude workers of 40 in the USA, they are using language which effectively tells older workers “do not apply”.   The offending phrase is “new grad”.

See: Tech industry job ads may illegally discriminate against older workers.

Nerf War in Young Hipster Company

As I’ve stated before, as someone politically who leans towards libertarianism, I’ve got no problem with this or even open ageism.  If IT companies think that hiring younger workers is better for their bottom line, that’s their choice.  I don’t think Geezer Geeks need government to parent the IT industry on our behalf.  Instead we need to convince the IT industry of the reality that we are a gold mine of talent.  We can certainly do so.   In the article, Kopytoff tells us:

Vinod Khosla, a prominent venture capitalist, once said “people over 45 basically die in terms of new ideas,” although, like many in Silicon Valley who make such statements, he’s since rejected that view.

He’s rejected this view because he got an earful, but more importantly he was convinced of the fallacy that Geezer Geeks are a liability.  While Big Government may force companies to stop discriminating, if they are convinced of their position they will always find other ways to maintain their viewpoint.

Some hiring managers also look for candidates who are a good “cultural fit,” which can be code for young and hip.

A recent trend in interviewing in the “group interview” where you meet with the other candidates in order to see how you interact with others and members of the company.  It’s primary goal is to access personality type, group interaction, teammanship, and the dreaded ‘cultural fit’.  The reality is that young hip IT companies where they have regular nerf-gun wars likely that “old farts” and “grey beards” will cramp their style.  Let’s be honest, some would.  Others like this Geezer Geek would have them running back to their cubical chewing on polyurethane.

My personal position is that I would not want to be part of a company where I was not appreciated or valued. God forbid being the literal token grey-beards at Facebook, Google, and other big companies, if Big-Government-is-the-Solution types got their way.

What are your thoughts?  Do you agree or disagree.  Do you have another solution?