Zurich, Switzerland
Zurich, Switzerland

Jef Raskin was an American human–computer interface expert best known for conceiving and starting the Macintosh project for Apple in the late 1970s. Wikipedia.

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News Article | October 26, 2016
Site: www.fastcompany.com

If you're kicking off an entry-level job search, standing out in a sea of qualified candidates can be tough. After all, your work experience is likely limited to internships, and your academic credentials may be a hit or miss as far as an employer’s needs are concerned. So how do you break through? It’s all about positioning. You simply need to create an identity for yourself that not only sets you apart but that prospective employers find desirable. But what makes that challenge different from the typical advice on personal branding is that new jobseekers don't have much of an employment record with which to build their profiles. Here's what to do instead. When I interview entry-level candidates, almost all of them who show up are capable of doing the job. That’s because I've screened out applicants who don't have the basic skills required for the position. So most candidates who make it over that first bar are pretty similar to one another. Getting from that initial pool of interviewees to actually landing a job offer takes more than just researching the company or doing some mock interviews. You also need to think about how to sell your skill set for the job you're interviewing for. While that sounds intuitive, it's part of the interview preparation that many candidates overlook—possibly because to them, their credentials may seem self-evident, especially for an entry-level role that may involve a good deal of grunt work. But companies aren't just looking for any old pair of hands to do a low-level job. They're investing in someone with the potential to stick around and, hopefully, do higher-level work. So in order to drive home what makes you appealing and distinctive in an interview, you first need to understand what the employer considers appealing and distinctive. The best place to start is to figure out what makes employees in that job successful. All you have to do is ask. Entry-level jobseekers may think it's overkill to sign up for LinkedIn Premium, but it can help. This way you can search for alumni from your school who already have the type of job you're interviewing for. (Sometimes universities' own alumni databases aren't all that up to date or comprehensive, whereas most people are pretty good about keeping current on LinkedIn.) Get in touch and ask questions about what skills, qualities, and characteristics an entry-level candidate needs to possess in order to succeed in that role. You can reach out to fellow alumni or even just with connections you have in common on LinkedIn. Ask them if they remember which traits they themselves touted most on their job interviews. And be sure to ask what will get an employee promoted to the next level up from there later on. Since most employers are hiring entry-level candidates to fill immediate positions and advance over time, it’s important to have a big-picture understanding of the type of candidates your interviewer is looking to hire. Now that you've pinned down the role's major success factors, it's time to have a closer look at your skills. Remember: An interviewer doesn't really expect you to have much experience for an entry-level job, so it all comes down to skills. Break those down into a list of your hard and soft skills. Find the common denominators, then turn that into a coherent narrative, not just a series of qualities. So for instance, if you've learned that the junior art director job you're interviewing for requires you to be creative and a little edgy, that's how to position yourself. Make sure your portfolio includes work you've done in school or during an internship that reflects that attitude and shows your technical competence, too. Let your interviewer know that your art professors and other students appreciated your ability to think ahead of the curve and find solutions to visual or design challenges on the fly. And offer an anecdote about a time that actually happened, don't just assert that it's true. Whether or not your interviewer remembers all the specific details doesn't really matter; if you've positioned yourself well, they'll certainly remember what you stand for. You can reinforce your positioning in your follow-up, too. If you just interviewed for an entry-level sales role and presented yourself as someone with great closing skills, demonstrate that. Go beyond the typical thank-you email and highlight what makes you such a strong closer. It doesn't hurt to expand on a point you didn't get to touch on that much on the interview, as long as it's relevant. You might mention that, since you're now at the end of the interview process, you hope you've managed to close the deal—and that that's a skill you've been working on. Maybe you picked up some closing techniques in your summer internship or during mock sales calls in a class during your senior year. Or you could simply link to an article you just read on the subject. Whatever your approach, you're using that last interaction with an interviewer to extend a point you've already built up during the interview process—and, hopefully, proving that the way you positioned yourself actually had substance. Validating that in your follow-up email can go a long way to landing you the job you want. And best of all, you don't need a long resume with impressive experience to do it. Don Raskin is a senior partner at MME, an advertising and marketing agency in New York City. He is also the author of The Dirty Little Secrets of Getting Your Dream Job.

News Article | September 18, 2017
Site: www.fastcompany.com

You’re a few months to a year into what you thought would be your dream job. You left a perfectly good job in order to take this one because you thought it would be a better opportunity. But now that some time has passed, it’s clear you were dead wrong. Not only is this not the job of your dreams, it isn’t even close to as good as the job you had before. The thought of returning to your old job has crossed your mind more than once, but you don’t know how to go about approaching your old company about the possibility of getting rehired. Here what to do–in this order. Once you’ve begun fantasizing about returning to your past employer, you’re likely to start weighing a lot of factors at once: Would they want me back? Have they backfilled by position by now? Is there even room for me if they have? Don’t get ahead of yourself. Before you can answer any of those questions, you need to reexamine the reasons why you left in the first place. Think hard about whether your motivations back then should deter you from rejoining your past employer now. If any major downsides from your last role led you to quit it and you’d have to face them again, you might want to think twice about rejoining the company. But if not, you’re all clear to reach out to your former employer. When you resigned, you likely left behind a boss, mentor, or a champion in the company who knows you well. Reach out to that person–informally at first–and confidentially discuss your desire to return to the company. Ask for their honest sense of the feasibility of that happening, including the company’s perception of you, your work, your skill set, how well-liked you were, and (most important of all) how the company seemed to feel about the circumstances surrounding your departure. If you left on great terms and the company has a need for you, go into “soft-sell” mode and talk about the new skills you’ve acquired since you left. You want to position yourself as an incoming employee who’s going to add new value, not just the same old employee who left and now wants to return. The likelihood of your getting rehired goes way up if you give your contact inside the company all the ammunition they need to go back and sell your candidacy to those who are responsible for hiring. If your informal liaison gives you the green light, then have them put you in touch with a human resources officer or the person in charge of hiring for your position. But hang onto a job-interview mind-set for this stage–you aren’t negotiating anything just yet. You’ll need a well-crafted story for why your former employer should consider you; always assume there are other qualified candidates for the company to choose from.

Raskin J.,Raskin | Wang Y.,Sustainable Living Solutions LLC
Natural Hazards Review | Year: 2017

Low-lying coastal communities along plate boundary subduction zones face a high risk of deadly earthquakes, tsunamis, and coastal subsidence. To effectively manage the damaging impact of these events, coastal communities must develop a new vision for their postdisaster existence. New 50-year resilience master plans that strategically strengthen or relocate existing critical infrastructure, provide for clear evacuation routes, and modify land use need to acknowledge the economic realities of these coastal communities whose economies are typically based on their proximity to the ocean. The transition period outlined in the master plan must not only maintain the economic, cultural, and social viability of the community but also must embrace new modern urban development and its associated costs. This paper uses Seaside, Oregon, as the model because of its status as having Oregon's highest tsunami risk. Three scenarios are presented: (1) maintaining the status quo, in which the likelihood of a postdisaster recovery is low; (2) limited resilience, emphasizing protection of the most vulnerable population; and (3) high resilience, which requires building a new local town center protected from earthquakes and tsunamis. © 2016 American Society of Civil Engineers.

Raskin J.,Raskin
Journal of Cardiopulmonary Rehabilitation and Prevention | Year: 2017

Phenotyping and the characterization of chronic obstructive pulmonary disease (COPD) is currently an active area of interest. The perspectives gleaned from evaluating COPD in the context of exercise lend new insights into this endeavor. Pulmonary rehabilitation centers are uniquely positioned to generate such clinical observations and have enhanced an understanding of the disease processes that are involved in COPD. This review and commentary discusses the various patterns of exercise intolerance and characterizes COPD from the perspectives of clinicians caring for persons with COPD. Copyright © 2017 Wolters Kluwer Health, Inc. All rights reserved.

Raskin R.,Raskin
Polymers Paint Colour Journal | Year: 2010

Rosa Raskin, coatings consultant, shares his views on some of the existing technologies that are available in the market for developing automotive airbags. The use of coatings on automotive airbags has a significant impact on the cost, quality and efficiency of the bag itself, along with the safety of the car. An airbag composed of a fabric coated with a silicone polymer crosslinked by a single catalyst and another polymer that is interdispersed within the silicone polymer, creates semi-interpenetrating polymer networks. The second polymer is composed materials, such as polyethylene, polybutadiene, natural rubber, ethylene-vinyl acetate, EPDM, butyl 400, butadiene/styrene 96/4, butadiene/styrene 8L5/1 2.5, and butadiene/styrene 71.5/28.5. A method for producing a one-piece woven airbag with single and double layer areas, a top and bottom outer surface and a coating of a film or laminate is described in one of the patents in the US.

Agency: NSF | Branch: Fellowship | Program: | Phase: | Award Amount: 150.00K | Year: 2014

This award is made as part of the FY 2014 Mathematical Sciences Postdoctoral Research Fellowships Program. Each of the fellowships supports a research and training project at a host institution in the mathematical sciences, including applications to other disciplines, under the mentorship of a sponsoring scientist. The title of the project for this fellowship to Sam Raskin is Factorization Categories in the Geometric Langlands Correspondence. The host institution for the fellowship is the Massachusetts Institute of Technology, and the sponsoring scientist is Dr. Roman Bezrukavnikov.

Raskin | Date: 2013-02-08

Athletic apparel, namely, shirts, pants, jackets, footwear, hats and caps, athletic uniforms; Baseball caps and hats; Hats; Hooded sweat shirts; Long-sleeved shirts; Shirts; Shirts and short-sleeved shirts; Sports shirts with short sleeves; Sweat shirts; T-shirts.

Aliphcom Inc. and Raskin | Date: 2016-01-27

Embodiments of the present application relate generally to electrical and electronic hardware, computer software, wired and wireless network communications, wearable, hand held, portable computing devices for facilitating communication of information, and the fields of healthcare and personal health. More specifically the present application relates to a new and useful systems, methods and apparatus for estimating body fat in a user with applications in the healthcare and personal health fields. An electronic device, such as a portable electronic device (e.g., smartphone, pad, tablet, etc.) may include software (e.g., an APP) to implement body fat estimates of a user and may use hardware and/or software resident in the electronic device (e.g., display, accelerometer, gyroscopes, transducers, vibration engines, speakers, microphones, GPS capability, etc.) to aid a user in placing the electronic device at instructed location on the users body and to apply an impulse to the body at instructed locations.

Eine Software namens Raskin erleichtert auf Macintosh-Computern die Dateiverwaltung. Sie erlaubt strukturiert-unstrukturierte Ordnungsprinzipien. Zu den grossen Rätseln der Informatik gehört die Frage, warum die Dateiverwaltung des Macintosh-Betriebssystems Finder heisst, wo sie doch zum Auffinden von Informationen denkbar schlecht geeignet ist. Man hangelt sich von Unterordner zu Unterordner, klickt sich durch endlose Listen, starrt auf Ansammlungen von Bildchen – und hat doch nie den Überblick, sieht vom Inhalt der Festplatten zu viel oder zu wenig. Seit 1986, seit der Einführung eines hierarchisch strukturierten Dateisystems, hat sich der Finder oberflächlich betrachtet kaum verändert, der Einsatzbereich aber, in dem sich diese Software zu bewähren hat, schon. Der Speicherplatz ist explodiert, die Zahl der Dateien hat sich vervielfacht. Die Zürcher Jungfirma Raskin offeriert Macintosh-Anwendern eine Alternative zum Finder. Die ebenfalls Raskin genannte Software wechselt fliegend zwischen Detailansicht und Vogelperspektive, sie zeigt Dateien als Symbole, die den Inhalt erraten lassen, und erlaubt es, diese Symbole in unterschiedlichen Grössen und gemäss individuellen Präferenzen auf der Schreibtischoberfläche anzuordnen. Im wirklichen Leben wirken Schreibtischoberflächen manchmal überladen, so als wären sie schon lange nicht mehr aufgeräumt worden, obwohl die Menschen, die an diesen Tischen arbeiten, behaupten, hinter dieser Unordnung verberge sich ein kreatives Ordnungsprinzip. Raskin erlaubt kreatives Chaos, strukturiert-unstrukturierte Dateiverzeichnisse. Die Benutzung von Raskin erinnert an Google Earth, wo man sich, aus dem Weltall kommend, fallenlässt, abfedert, zurück in die Höhe schnellt, den Erdball überblickt, dann eine Strassenkreuzung ins Auge fasst, dann ein ganzes Tal, dann ein Ensemble von Kontinenten. Raskin, die Firma und die Software, verweisen auf Jef Raskin, der sich als User-Interface-Designer hervorgetan hat und als «Vater» des Macintosh-Computers gilt. Der promovierte Computerwissenschafter lernte 1976 Steve Jobs und Steve Wozniak kennen und liess sich 1978 von den beiden Gründern der Firma Apple Computer als Angestellter Nummer 31 anheuern. Er baute das Team auf, das später den Macintosh-Computer entwickelte sollte, er war es auch, der den Namen für diese kommerziell höchst erfolgreiche Produktfamilie – benannt nach seiner Lieblingsfrucht – sich ausdachte. Bei der Entwicklung der grafischen Benutzeroberfläche (Graphical User Interface, GUI) würden die Einflüsse von Xerox Parc überschätzt, die Beiträge von Apple aber unterschätzt, schreibt Raskin in einem autobiografischen Aufsatz. Er selber will einige zentrale Elemente der Macintosh-Oberfläche erfunden haben. Steve Jobs aber sei in Sachen GUI ein sehr konservativer Mensch gewesen, habe sich gegen Veränderungen gesträubt, und so sah sich Raskin gezwungen, Apple zu verlassen, noch bevor der Macintosh in den Verkauf kam. Als Berater und als Professor an verschiedenen Universitäten beeinflusste Raskin weiterhin die Gestaltung der Mensch-Maschine-Schnittstelle. Das im Jahr 2000 veröffentliche Buch «The Humane Interface» ist die Summe seiner Erkenntnisse. Zentrale Passagen dieses Buches beschäftigen sich mit dem «Zoomable User Interface» (ZUI), das nun dank Zürcher Softwareentwicklern auf dem Mac ab Betriebssystem-Version 10.6.3 nachgerüstet werden kann. Inspiriert von Raskin – dem Menschen –, hatte der Zürcher Informatiker Martin Halter bereits 2002 eine erste Version eines ZUI entwickelt. Damals war aber die Hardware-Leistung zu schwach, um den hohen Anforderungen einer solchen Benutzeroberfläche zu genügen. Dank schnelleren Prozessoren, effizienteren Animations-Funktionen und den Möglichkeiten der Gestensteuerung konnte die Firma Raskin vor einem Jahr eine ZUI-Software publizieren, die sich flüssig bedienen lässt. Kürzlich wurde Version 1.5 vorgestellt, die auch auf Deutsch verfügbar ist. Weitere Sprachen sollen bald folgen, und noch vor Ende Jahr soll es die Software auch in einer Version für Windows geben. Die Software, die 44 Franken kostet, wurde nach Firmenangaben mehr als 45 000 Mal heruntergeladen. Für die Zeitschrift «Wired» schrieb Jef Raskin 1993 einen Aufsatz mit dem Titel «Nieder mit dem GUI!». Betriebssysteme seien eine Behinderung, Anwendungsprogramme ein verfehltes Konzept. Der Aufsatz mit dem provokanten Titel erinnert heute daran, dass über Fragen der Software-Ergonomie einst hitzige Debatten geführt wurden. Damals, Mitte der 1990er Jahre, hatte Jakob Nielsen ein «Anti-Mac-Interface» vorgeschlagen, David Gelernter wollte das Dateisystem mit Lifestream in eine Art Tagebuch verwandeln, die Xerox-Tochterfirma Inxight präsentierte den Inhalt der Festplatte in ihrem Hyperbolic Tree Browser als kugelförmigen Baum. Das Interesse an der Software-Ergonomie ist eingeschlafen, Apple und Microsoft, die das Erscheinungsbild von Betriebssystemen prägen, scheinen keine Lust auf Experimente zu haben. Benutzerfreundlichkeit wird heute vor allem im Zusammenhang mit Web-Design diskutiert, ausserhalb des Browser-Fensters ist die Lust an Software-ergonomischen Interventionen geschwunden. Vielleicht ist es deshalb nur folgerichtig, das unergonomische Drumherum wegzulassen und – so wie Google das mit dem Chrome-OS vormacht – das Betriebssystem durch den Web-Browser zu ersetzen.

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