• Safe Flight Maintains High Quality Standards
• 3rd Party Update BAE SYSTEMS Releases Next Generation Fault Tolerant RTOS for Safety Critical Systems
• Lawrence of Arabia: Patterns and Influence

Safe Flight Maintains High Quality Standards

For sixty years, the Safe Flight Instrument Corporation has invented some of the most significant safety and performance innovations in aviation, with their equipment installed on nearly two-thirds of the world’s aircraft. When their Airborne Wind Shear Warning System and Auto-Throttle technology were to be integrated during a large military aircraft conversion program, Safe Flight turned to DDC-I for help with Ada programming tools and expertise.

"When the Air Force contracted Raytheon to convert RC-135s, to a GATM "glass" cockpit, they decided to do a hardware upgrade to Safe Flight’s Wind Shear Warning & Auto Power Systems, to incorporate all flight performance parameters," explains Richard Frost, DDC-I's project lead for the Safe Flight program.

According to Frost, Safe Flight needed to port a large piece of flight management system code to their aircraft performance system. This required the integration of the DDC-I Ada Compiler System with their 80486 target, the development of a simple cyclic executive to manage system tasking and a menu processing architecture to deliver takeoff and landing data to a new Control Display Unit (CDU), followed by porting and compiling Ada and C code to the new CPU.

"After we completed a two-week evaluation of the scope of work required to port the Ada and C code, the work itself went pretty quickly. However, to actually work with the new system there were numerous data tables that had to be changed, since the equipment and engine configuration of the RC-135 varies in terms of weight and balance," Frost continues.

Enter Frost’s colleague Karen Herrera, the DDC-I engineer guiding Safe Flight’s software effort and serving the unusual role of "virtual customer." After several meetings with Safe Flight, the military and the TASC group responsible for flight management code maintenance defined new interfaces and table changes, she began helping the customer integrate the new tables.

"The level of cooperation during the project has been quite high. Other companies would have given us the tools and left. With DDC-I, we could really count on the amount of guidance and support that these kinds of projects demand. DDC-I has been highly involved with the project every step of the way," says Joe Gordon, Safe Flight Senior V.P. of Engineering.

Already in possession of impeccable safety credentials, Safe Flight’s relationship with DDC-I to help migrate their existing investments in mature code to the latest development environment, developed into a solid relationship as they moved steadily toward completion.

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3rd Party Update

BAE SYSTEMS Releases Next Generation Fault Tolerant RTOS for Safety Critical Systems

Market Need
There is increasing pressure on the aerospace industry to develop cost effective solutions that must simultaneously meet the highest possible safety standards. The solution with the most promise is developing systems to industry standards for process and architecture. This will foster competition in the industry without sacrificing the safety aspects.

RTCA/DO-178B, the systems development process specification, is the standard for commercial aircraft systems development. It is becoming the de-facto standard for military aircraft development as well. The military is moving away from its own standards and responding to stricter standards from the FAA for military aircraft flying in commercial airspace.

Along with this drive for use of DO-178B, there is also a significant push for Open Systems Architecture (OSA) approaches. Supported by commercial off-the-shelf real time operating systems, middleware and hardware solutions, OSA approaches promise to significantly reduce system development, testing and maintenance costs.

The CsLEOS™ RTOS
The CsLEOS™ RTOS is a commercial, off-the-shelf operating system developed by BAE SYSTEMS. The operating system employs “brick-wall” time and space partitioning to operate multiple systems independently of each other, such that if one system experiences a failure, the others are unaffected. This concept is shown in Figure 1. The system’s ARINC 653-compliant applications programming interface (API) ensures ease of use, and its RTCA/DO-178B, Level A, certification support package provides the highest industry reliability standards for safety-critical use. The CsLEOS™ RTOS is a scaleable, real-time, deterministic, multi-tasking operating system targeted for applications which operate in a flight/safety critical environment.

Current applications of the CsLEOS™ RTOS include use by Boeing for several programs on the C-17 aircraft. We were especially proud when the Northrop Grumman Pegasus unmanned air vehicle flew with the CsLEOS™ RTOS under-pinning the vehicle management computer.

In keeping with the industry trend toward open architectures, the future of the CsLEOS™ RTOS product includes plans for compliance with POSIX® 1003.13-1998 Profiles 52 and 54. The CsLEOS™ RTOS product plan also includes support for Internet Protocol (IP) stack functionality (such as Telnet, FTP, HTTP, TCP, UDP, IP, ICMP, IGMP, network interface and related device drivers). These product enhancements, combined with continual performance enhancements and a focus on Multi-Level Security (MLS) promise to make the CsLEOS™ RTOS the most robust avionics operating system in the industry.

Click image to enlarge:

Kernel software
The CsLEOS™ RTOS delivery includes both object and source code, the CsLEOS™ RTOS Target Configuration Tool and the CsLEOS™ RTOS User’s Guide. The object and source code delivered is configured to operate on the target hardware. 

As shown in figure 1, the CsLEOS™ RTOS represents a layered architecture. The interfaces between layers promote reuse and portability of those layers for components of the system, whether it is the kernel itself, the application partitions, or the low-level processor and board support components. 

Figure 2 below is a high-level representation of the CsLEOS™ Real Time Operating System (RTOS) which depicts the interfaces to the CsLEOS™ RTOS kernel. This architecture preserves the portability of the CsLEOS™ kernel by allocating functional requirements to the individual components and maintaining strict conformance to the CsLEOS™ defined interface. The Processor Support, Board Support, and Bootstrap Support components allow for system and hardware independence of the CsLEOS™ RTOS. The Application Program Interface (API) defines a standard interface for application software that is largely comprised of the ARINC-653 Specification.

Figure 2 CsLEOS™ RTOS Interfaces
The CsLEOS™ RTOS provides temporal and spatial partitioning for each separately loadable application. Each application is called a partition and it is allocated a reserved area of memory that is not available for use by other partitions. The CsLEOS™ RTOS executes the partitions according to a predefined schedule. Reserved operating windows for each partition ensure applications have a fixed period of uninterrupted access to the processor. Because the CsLEOS™ RTOS separates partitions from each other in both time and space, applications of different criticality levels can be executed on the same processor without interfering with each other.

The CsLEOS™ RTOS Target Configuration Tool provides the user with the capability to create a downloadable configuration table image. The Target Configuration Tool supports the PowerPC® family of processors and is used to show the relationships between the system configuration table and the code and link files. The system configuration table is used to define the operating environment of the applications, such as memory, time and resource allocations. The CsLEOS™ RTOS User’s Guide describes the Operating System and its layered operating environment in more detail.

DO-178B
"DO-178B: Software Considerations in Airborne Systems and Equipment Certification”, has been the Federal Aviation Administration’s software development guideline since its creation in 1992. It defines five software levels from A to E. Each level is categorized by the failure condition that could result from anomalous software behavior.

Before software partitioning was defined by the ARINC 653 standard, all the software developed for a system had to be developed to the highest level defined for the system even if it included level E software. Applications using an RTOS that is developed to ARINC 653 and DO-178B Level A will safely allow software of different criticality to execute on the same hardware platform. The CsLEOS design takes this concept to the next level by supporting independent loading of application modules. Unlike approaches in which a portion of the kernel must be linked to each application, CsLEOS interacts exclusively with applications through its Applications Programming Interface. This enables existing applications to be modified and new applications to be built and installed without the entire system having to be recompiled and rebuilt. This flexibility makes the system less expensive to test, certify, and maintain, greatly reducing life-cycle costs. 

ARINC 653
An ARINC-653-compliant, fault-tolerant, hard-real-time operating system, CsLEOS was designed from the ground up for safety- and mission-critical applications that place a premium on security, predictable real-time response, and testability. Utilizing hardware memory protection, CsLEOS provides complete time, space, and resource partitioning between the kernel and applications operating on the same hardware platform. It also provides guaranteed resource availability in both the time and space domains. This combination facilitates the robust partitioning defined in ARINC 653, enabling applications with different DO-178B safety levels to run concurrently on the same processor. Many safety critical systems have a wide variety of application scheduling needs during different portions of the mission and flight envelope. Some systems may run different applications to support “on-ground” checkout as opposed to “in-flight” safety critical control functions. CsLEOS provides “on-the-fly” application rescheduling, giving it the flexibility needed to meet the broad range of dynamic safety-critical applications.

Fault Tolerant Architecture
Many safety critical systems use a redundant channel architecture to achieve the stringent FAA safety requirements. Typical flight control systems use a quad-channel architecture, with four independent channels operating in tight time synchronization to keep the air plane flying safely. Because the CsLEOS architects also had significant safety critical applications experience, the RTOS was designed to guarantee fast recovery for time-critical events without compromising system safety. CsLEOS accomplishes this by synchronizing all redundant channels on a frame-by-frame, lock-step basis, ensuring that all channels process the same data concurrently. In the event of a fault on one of the channels, the RTOS restarts the channel (“fast restart”) within milliseconds.

To further enhance fault tolerance, CsLEOS provides a built-in health monitor. Unlike approaches that require system responses to be hard-coded into the application, CsLEOS allows developers to define their applications’ responses to faults and store them separately in configuration tables. This approach enhances flexibility and guarantees that faults will be resolved reliably and in a timely fashion.

Because of its rich systems engineering heritage, the following fault tolerant features are capabilities that only the CsLEOS™ RTOS provides:

Multiple Channel Synchronization
Many safety critical systems have redundant channels that must be synchronized very tightly with respect to time (in the order of 25 usec). This the case with almost all of the control systems designed by BAE SYSTEMS. CsLEOS has built in direct support for channel synchronization via a hook routine. The ARINC 653 Standard does not specify this feature, so the CsLEOS™ RTOS has an API extension to provide this capability.

Fast Restart (In-Air)
Many safety critical systems must be able to restart a channel in the event of a failure within a very small amount of time (< 200 msec). When the system is in the air, restart times on the order of seconds are not tolerable. The CsLEOS™ RTOS has built in a hook to allow extremely fast restarts. Again, the ARINC 653 Standard does not specify this feature, so the CsLEOS™ RTOS has an API extension to include a fast restart.

Automatic Fault Logging
The ARINC 653 standard does not define the fault response and logging section in great detail. The CsLEOS ™ RTOS configuration table allows the user to configure the fault response in the configuration table rather than code it in the application. This is a tremendous advantage when it comes to certification and testing time.

Guaranteed Fault Response
The CsLEOS™ RTOS has a secondary fault response that can be defined for every fault in the system. The is specified for situations that should never occur (e.g., the application did not define an error handler, or while processing one fault another one occurs before the first one is completed).

Multiple Partition Schedules
The ARINC 653 specification does not have an API to support multiple partition scheduling. In porting several legacy applications it became clear that most systems have different behavior and even run different code when on the ground versus in the air. CsLEOS has built in the capability to run as many schedules as the application developer needs as well as the ability to switch these schedules on demand. 

Flexible partition time slice
The CsLEOS™ RTOS has the capability to run the same partitions for different durations and improve the efficiency of the system.

Safe Shared Memory Access
The RTOS provides controlled and safe access to shared memory. This allows older applications to be ported to the RTOS easily without having to set up sampling or queuing ports.

Separately Loadable Applications
Separately loadable applications enforce the highest form of software reuse (executable vs. source code). The user can make changes to existing partitions or add new partitions without recompiling the RTOS or any of the other unaffected partitions.

Supervisor Partitions Support
This allows the user to create privileged partitions that must have special privileges to perform low level and often, critical operations.

Shared Library Support
A library can be shared across partitions. This capability prevents the shared code existing in multiple partitions thus saving testing time and memory utilization.

Configurable Virtual Memory Support
The configuration table allows easy mapping of entire applications or particular sections within an application such as code or data to a physical or virtual address. This capability allows legacy applications to be dropped in and mapped to execute at a different location avoiding the need to recompile the application.

OpenGL®
OpenGL® has been the graphics industry standard since its creation in 1993. The elaborate graphic environment of today’s PC’s is now available for airborne systems. CsLEOS provides industry-standard OpenGL® graphics drivers that make it easy to develop sophisticated 3-D man-machine interfaces for mission-critical applications such as synthetic vision systems that allow aircraft to land in adverse weather. Moreover, the system’s graphics drivers do not require a separate host processor, but run on the same hardware platform with safety-critical flight applications without interfering with them. This not only reduces cost, but facilitates a single-processor integrated solution that simplifies new development and upward migration. This standards based architecture also promotes re-hosting of legacy graphic applications by allowing them to be moved from their original target platform to a state of the art platform without having to change them.

Key alliances 
BAE SYSTEMS supports a wide variety of third-party development tools, including DDC-I’s SCORE®653 CsLEOS™ RTOS-aware integrated development environment. The company also has signed agreements with Dy 4 Systems and SBS Technologies to offer the RTOS on their PowerPC® single-board computers, which are optimized for applications that demand adherence to rigid safety standards.

Our tremendous legacy supporting safety and flight critical systems gives the CsLEOS™ RTOS product team the capability to provide you with both software and systems support for the life of your product — at a level of competence unparalleled by anyone in the COTS RTOS industry!

Trademarks referred to in this paper are the property of the identified owners

For more information about the CsLEOS™ RTOS, see our web site at http://www.csleos.com, contact us at 607-770-3082 or e-mail csleos-support@baesystems.com.

BAE SYSTEMS Platform Solutions 600 Main Street Room 786 Johnson City, NY 13790 (607) 770-3582 (607) 770-2954 (Fax)

© Copyright 2003, BAE SYSTEMS Platform Solutions, All Rights Reserved.

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Lawrence of Arabia: Patterns and Influence

By Linda Rising
risingl@acm.org
www.lindarising.org

As many of you who read these columns know, I’m interested in Patterns and Influence, [1] Patterns. A good friend of mine found a document on the Sun research site about Lawrence of Arabia and Influence and sent me the URL. Of course, I remember the movie Lawrence of Arabia. It was blue eyes and a lot of sand. I was younger at the time! I read the Sun publication and sat through the two videocassettes of the movie that won Best Picture at the 1962 Academy Awards. After I had read the Sun document and re-watched the movie—our local public television station announced a two-hour special on Lawrence. I think this is a story that wants to be told.

Since I’m interested in Influence and Patterns, I watched the movie and television special with a different intent this time round. I looked for strategies or patterns that Lawrence used to accomplish the remarkable feat of uniting the Arab tribes to defeat the Turks. Was I successful? I think so. Let me remind you of the story, and then share some of the patterns I saw.

T. E. Lawrence arrived in Arabia in the fall of 1916. In Europe Germany and Austria had been battling World War I against England, France, and Russia. Both sides had suffered millions of casualties, losses unprecedented in mankind’s history.

War had also been raging in the Middle East. The old Ottoman Turkish Empire had dominated the area since the 15th century, but had been reduced to half its former size. Germany took an interest in Turkey and helped modernize its railroads, industries, and army. When war started, the Turks joined the German side.

The Turks were called "the sick old man of Europe," but they had repelled three Allied invasion attempts. In late 1916, the Arabs of Western Arabia, who had been ruled by the Ottomans for almost 400 years, revolted, successfully at first, as the Arabs drove the Turks out of Mecca. However, when the Arabs attacked Medina, the second most important city in the area, it was repulsed with heavy losses. The Allies had promised support but as the Revolt stalled, the Allied command worried that the Arabs might seek peace with the Turks. Several tribes that had initially rebelled had already gone back over to the Turkish side.

The scene is set. Enter Lawrence, who arrived in Arabia with one goal—get the Revolt going again by uniting the Western Arabian tribes to drive out the Turks. Lawrence had no support from the British government and no resources. The Allies wanted the Arabs to be successful, but only as it fit within their own plans for the Middle East. The French, Russians, and British had already signed an agreement to take effect when the war ended that would divide the area among the three powers.

Lawrence, on the other hand, wanted an independent Arab state ruled by Arabs. It seems strange for an Englishman to have such a vision for a country so far from his homeland. To understand how this idea was born, we have go back to the time before World War I, when Lawrence was a student and archaeologist working on his thesis. During this period, he traveled in the Middle East and fell in love with the area and the people in it. He developed a strong identity with the Arabs. He learned their language and wore their clothes. This was unusual for a Western European. Many of them traveled and lived in the area, and some learned to speak the language, but few dreamed of freeing the people from the Turks.

When war broke out in 1914, Lawrence was assigned to Intelligence work in Cairo as a result of his knowledge and experience in the Middle East. He spent two years in map-rooms, with a short assignment to negotiate the British Army out of a tight spot in what later was known as Iraq. The British Army was cut off by the Turkish Army, and eventually surrendered. This was the first chance Lawrence had to personally experience Turkish Army tactics.

Lawrence had his dream but he knew that he could not lead the Revolt himself. He realized that he had to find a powerful person to implement his vision. Lawrence’s good friend, Ronald Storrs, was summoned to Arabia as a representative of the British Government. Lawrence asked Storrs if he could go along in an unofficial capacity. Storrs agreed and Lawrence’s superiors were happy to get rid of the Arab-loving junior officer for a week or two.

With Storrs’ help, Lawrence received permission to make the three-day journey to Hamra, an inland village, to visit Prince Feisal. Lawrence had heard that Feisal not only had great leadership qualities but also had the resolve and willpower to sustain the Revolt. Lawrence felt that Feisal was the person with power that he needed to carry out his vision.

Lawrence developed a unique relationship with Feisal. Lawrence never sought a position of prominence that might overshadow Feisal, since he knew that would create enmity and, while in the short term might enhance his own position, would in the longer run undermine his relationship with Feisal and jeopardize the success of the Revolt.

In his book, the Twenty-Seven Articles, Lawrence described how he nurtured his position of influence without overextending his scope of control.

Go easy the first few weeks. A bad start is difficult to atone for, and the Arabs form their judgments on externals that we ignore.

In matters of business, deal only with the commander of the army, column, or party in which you serve. Never give orders to anyone at all, and reserve your directions or advice for the C.O., however great the temptation (for efficiency’s sake) of dealing directly with his underlings. Your place is advisory, and your advice is due to the commander alone. Let him see that this is your conception of your duty, and that his is to be the sole executive of your joint plans.

Win and keep the confidence of your leader.

The first step was to understand Feisal. Lawrence spent four days in intense discussion of the support the Arabs needed from the British. Lawrence camped in Feisal’s tent. Others became used to seeing Lawrence sitting by the Prince engaged in conversation. Feisal began to trust him. Lawrence left Feisal promising to do his best to help him. He knew that delivering on his promises was the key to building trust.

Archibald Murray, the commander-in-chief of the British forces in Egypt was a staunch anti-Arab who wanted the Middle Eastern campaign to be a British show. Lawrence realized that he would have to overcome Murray’s attitude. Lawrence found time to network with other British officers and government representatives who were pro-Arab. When Lawrence returned to Cairo, he ran into Admiral Rosslyn Wemyss, a supporter of the Arab Revolt and Sir Reginald Wingate, who was responsible for British military aid to the Arab Revolt.

Lawrence told both men about his visit to Arabia and his identification of Feisal as the key to the success of the Revolt. Both Wemyss and Wingate were impressed enough to give their support to Lawrence. In his report to his superior, Lawrence mentioned the backing of the two influential men, which successfully neutralized any objections. Lawrence’s report was sent to London where it was well received and immediately resulted in Lawrence’s return to Arabia acting as advisor to Feisal.

Within a month, Lawrence had gone from a map-room intelligence officer to the primary British advisor of the Arab Revolt. When Lawrence returned to Arabia in late 1916, he had two things he did not have with him during his first trip.

1. He was bringing a concrete promise of British aid. Within a short period of time, other British advisors, military materials, and weapons would flow into Arabia. Even more important was that Lawrence was coming without an Allied army. The Arabs, while interested in British guns and gold, did not want Allied armies stationed in Arabia. Feisal had mentioned to Lawrence in their very first meeting his concern about the British desire for desolate places like Arabia. If British troops came to Arabia in mass there would be little future hope of an independent Arab state.
   

2. He had Feisal’s confidence. Feisal was impressed by this Englishman who had come to him at a low point in the Revolt, listened, gone away, and returned with support.

In the Twenty-Seven Articles Lawrence wrote:

Win and keep the confidence of your leader. Never refuse or quash schemes he puts forward: but ensure that they are put forward in the first instance privately to you. Always approve them, and after praise modify them insensibly causing the suggestions to come from him, until they are in accord with your own opinion.

When you attain this point, hold him to it, keep a tight grip of his ideas, and push him forward as firmly as possible, but secretly so that no one but himself (and he not too clearly) is aware of your pressure.

To become influential you must have trust. To have trust, you must have acceptance from those whom you would influence. Without trust you have nothing.

Lawrence understood that to be accepted by the Arabs, he would also need to dress the part. He had often worn Arab clothes before the war when traveling about in the Middle East. He realized the clothes were more comfortable and appropriate to wear given the culture and the climate of the area. He also knew that by wearing Arab dress, he removed another barrier between him and the people he wished to influence.

He wrote:

Wear an Arab headcloth when with a tribe. Bedu have a malignant prejudice against the hat, and believe the persistence in wearing it (due probably to British obstinacy of dictation) is founded on some immoral or irreligious principle. A thick headcloth forms a good protection against the sun, and if you wear a hat, your best Arab friends will be ashamed of you in public. Disguise is not advisable. Except in special areas, let it be clearly known that you are a British officer or a Christian. At the same time if you can wear Arab kit when with the tribes, you will acquire their trust and intimacy to a degree impossible in uniform.

If you wear Arab things, wear the best. Clothes are significant among the tribes, and you must wear the appropriate, and appear at ease in them. Dress like a Sherif if they agree to it.

If you wear Arab things at all, go the whole way. Leave your English friends and customs on the coast and fall back on the Arab habits entirely.

In the movie Lawrence of Arabia, there is one scene in particular that illustrates his philosophy. In the scene, an Arab tribesman is guiding Lawrence to Feisal’s camp for the first time. As the two riders travel across the hot desert they pause and the guide tells Lawrence that he may drink. Lawrence takes out his canteen and pours water into a drinking cup. He is about to put the cup to his lips when he notices that the guide is not drinking.

"You do not drink?" asks Lawrence.

The guide shakes his head and says proudly, "I am Bedu."

Lawrence pours the water back into his canteen and looks at the guide.

"I will drink when you drink."

Before this incident the guide has been aloof, distant. Afterward the guide becomes friendlier. He admires Lawrence’s side arm, a pistol. Lawrence gives him the pistol. The friendship is sealed.

Lawrence also understood how to use the Arabs’ strengths and not force them into situations that exposed their weaknesses. Akaba was a small but important town on the northern tip of the Gulf of Akaba, an extension of the Red Sea. It was held by the Turks.

Lawrence’s strategy was to take a large raiding party by a circuitous route across the impassable Nefud desert. The Arabs would then descend on Akaba from the north and east (the guns that secured the town were fixed emplacements and didn’t point in that direction), gathering up other tribes as reinforcements.

Lawrence knew that once the Arabs had taken Akaba this would allow the British army to drive the Turkish armies back into Palestine. Lawrence felt that for Arabs to obtain Damascus (their final goal), they would need to link with Allied forces in Southern Palestine and act as a wing of the British army. He didn’t believe that the Arabs could "raid" their way to Damascus. Eventually the Turkish forces would need to be defeated by regular armies and the Arabs could be an important part of that victory.

The primary goal of the Revolt was to free Arabia from Turkish rule. The second goal was to create an Arab state ruled from Damascus. After the Arabs took Akaba in July of 1917, the Arab Army was attached to the British Army. This ensured that the Arabs would be in on the drive to take Damascus. At last Lawrence had everything he needed to make his dream a reality.

That’s the end of the short version. Unfortunately, it doesn’t have a "happily ever after" ending we would like. The politics and history are more complicated than that and Lawrence comes to an untimely, violent end. Get the movie. It’s great.

For us, the important thing is the patterns. What can we learn? Most of us don’t have lofty goals like uniting Arab tribes. Most of us won’t have to learn a foreign language or wear strange clothes (or will we?).

Since I’ve written a collection of patterns for customer interaction http://www.ddci.com/news_vol3num2.shtml#Customer, I was able to recognize some familiar strategies. Lawrence, after all, was really dealing with customers—tough customers. He wanted to sell a service. A lot in life comes down to that—customers and service providers. These patterns, it seems to me, are almost universal. Here’s a brief summary. The full text of the patterns can be seen on my web site [http://www.lindarising.org, click on Articles, click on Customer Interaction Patterns].

The strategies that Lawrence used in Arabia can be applied to today’s business situations. To appreciate what he accomplished, you must move from Arabs, Allies, and the desert to your own environment and realize that influence strategies or patterns are a viable and accessible and available way for any employee to impact an organization and the people in it.

Here’s a brief summary of what Lawrence did and you can do, too! Develop a unique relationship with the powerful leader or customer. Understand what the customer wants and needs—that fit your agenda. From the start, gradually build trust over time. Gain the customer’s confidence. Visit the customer’s site and follow the customer’s lead in dress and behavior. Avoid criticism of any you want to influence. Listen first and then gradually become an advisor. That’s it in a nutshell. For more information, read other stories in the full description of the patterns and let me know if you find them useful or if I’m missing some key patterns. Thanks!

Richard Stiller, Influence as Power
http://research.sun.com/techrep/Perspectives/smli_ps-3.pdf

Lawrence of Arabia, http://www.pbs.org/lawrenceofarabia/

T.E. Lawrence, Twenty-seven Articles, The Arab Bulletin, August 20, 1917.
http://www.lib.byu.edu/~rdh/wwi/1917/27arts.html

[1] Patterns

• Patterns for Building a Beautiful Company

• Patterns in Postmortems

• Patterns-One Way to Solve the Reuse Problem

About the Author
http://www.lindarising.org
risingl@acm.org

Linda Rising has a Ph.D. from Arizona State University in the area of object-based design metrics. Her background includes university teaching as well as work in industry in telecommunications, avionics, and strategic weapons systems. She is the author of numerous articles and has published three books: Design Patterns in Communications, The Pattern Almanac 2000, and A Patterns Handbook. She is currently writing a book with Mary Lynn Manns: Introducing Patterns (or any Innovation) into Organizations, to appear in 2004. 

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