So I would like to welcome everyone to this session, Creating Happy Engineers, Ansidotes from the Trentis by Vivek Kanishan and Kelen Kashyap. We are glad they can join us today. So without further delay, over to you, Vivek and Keshav. Thank you very much, Devesh. Hello, everybody. It's a nice evening and we are happy to be with you in agile India 2021. And this session is going to be a very short one and this is going to be about how to, you know, inculcate happiness in engineers or how to keep the engineers happy. And this is an important topic in the situation that the tech community isn't right now. So myself and my friend Kiran are going to touch upon this topic, but we are not going to talk about theories. We are going to talk about three stories from the real world that we have seen, which have created happiness in the developers. So my name is Vivek Kanishan and I am an Agilent DevOps Coach and also the co-founder of a SaaS startup called NoteSelai. And I have here with me, Mr. Kiran Kashyap. Hi, I'm Kiran. I'm working as a Senior Scrum Master at Lowes. So I have co-authored a book with Vivek and I'm also, and I also write blogs. So yeah, so that's all about me. So today, what we are going to talk about is we'll share three stories which will make developers happy, how we can make the engineers happy. And before that, I'll just give you a heads up. So this will not be about, how we can keep developers happy by gifting them power banks, headphones, or any monetary benefits, or giving them t-shirts, trips. So this one will be mostly non-monetary benefits and how we can make developers happy about it. So how we are going to share. So we'll just share three stories with you and yeah, so let's begin. So here's the first story. The one with the awesome product owner, right? So there is a team, right? Let's imagine there is a team and then there is a product owner. It has five developers and they call themselves as Avengers. So what they do is they build a SaaS product, B2B. So since I already told, this story is about awesome product owner. So there was just one problem that product owner was often having problems with. So whenever he suggests the team to get a better user experience for the user, user experience, I mean, not only in terms of the UI or UX, also having a better experience for user while using the product. But the team were always hesitating that. So this product owner doesn't want to sit quiet. So what he did, he just started analyzing it. And when he was doing some digging, he found out that these engineers were talking to themselves and bragging that, you know, who built more number of features. So the talk was directly or indirectly about, you know, who built maximum number of features. So one guy spoke, I have built 10 in last quarter, another you're told we built, I built 15, another one just kept quiet because, you know, he didn't do much. So even, so this didn't answer him. Why in the first place, even developers were talking like this, right? So he understood that, you know, there is a big wide screen, which is put on in the common area. And there the metrics were shown from the team. So all the metrics involved only on number of features. Now, how many number of features we built in Q1, Q2, or it talked about the money, how many money saved. So, right, so, so the, so this is where the product model came up with the idea. So he thought, why not, you know, instead of only monetary, why not, you know, explain by giving the developer a purpose. So he thought, let me show them another metric. So all with, you know, the already existing metrics, he retained it. So he added another small change in that metric. What he added was number of hours the user, you know, got. So for example, you know, there was a scenario where, you know, the users were working late and, you know, they were losing their sleep. So the, so because of these feature built, so product owner started collecting the number of hours extra because, you know, because of these features the users got. And once the developers saw this, they started looking, you know, they were very surprised and happy. So they understood that their product is not just about, you know, adding feature after feature. It's about making someone's life better. You know, something non, non-monetary, something intangible, but still it gives a satisfaction or a purpose. So this led to, you know, developers or engineers themselves, you know, voluntarily suggesting product owners, you know, asking question how this may lead, you know, a better user experience or how can this make better life for the users? And so the moral of the story, the first story is, you know, developer with the purpose is a happy developer. So let's begin with the next story. Okay. So the next story is an interesting story.  And only catch point there is that the price values at zero dollars or zero INR or zero euros or whatever the currency you call. So let's get into the story. This context is about a startup company and one of the key features of many startup companies, at least the SaaS startups, right? People are changing their jobs to go into SaaS startups because of flexible hearts. And this was a pre-COVID time. This was not a fully remote kind of a workplace. This startup specifically had an office and they had flexible heart. So managers did not really care about when an employee comes to office, when they leave out of office. So at least at a level of people thought that they can control their lives in the way they want. There was self-direction and people as long as goals are met, people can, you know, come and go at any time. That's the culture of the startup and it was working very well. And there was a contest, a hackathon in specific where, you know, the details of the hackathons are irrelevant here, but the hackathon was just one of the events that they conducted, but there was a winner that emerged out of that hackathon. And when the leadership team saw the winning solution, they thought, oh, this solution is so great that, you know, we have to reward this person greatly. And then they basically went and created a small committee called reward committee. And they said, hey, you know what? We need to reward this person. But the only catch is that there is no budget. We, being a startup, we do not want to burn money that much. And we cannot come up with a huge gift for that person. So use your creativity, like every leader says to us, use your creativity and try to find out a way where we can reward this person without spending a dime. And that was the challenge given to this reward committee. And this reward committee was also given autonomy, except for that one condition that you should not spend money. They were given full autonomy on whatever they want to try, they can try, and whatever is within the reach of the leadership, they will support them to give that particular reward. Now they went to that person and started interviewing the person. What, how does your day look like at all? And then one of the single point that came as highlight was that this person is always an early comer at office. So he will be seen in the office by eight a.m. in the morning. And when you ask him, why do you come early in office? Is it because you want to catch up, catch some time before people come in? No, he said, no, no, no, here we have, I am having a car, I have to come to office by car. And I do not, you know, get a, you know, I do not get space in parking if I come late. So just because I have to get a space in the parking, I have to come early. And then people ask, okay, would you want it in a different way? And he said, yeah, if there is a choice, why not? I would always love to, you know, drop my kids to school and then come to office after that. And that created a thought process. And what people came up with was they gave the, one of the parking slots, but they just dropped this name on that and made it a reserved parking slot for that only one person for a quarter. Now what happened? These people have made this person happy, this particular engineer happy by spending exactly zero rupees. But at the same time, actually giving him value, which is that autonomy, what they gifted him was autonomy. Now he can come to office whenever he wants. If he wants to come early, he could come early. If he wants to come late, he wants to, he can come late. And he also in another, you know, what do you say? Company, company, socials kind of when he told, given that I have now the reserved parking slot, my, you know, bonding with my child has improved. Right? Previously he was beating himself up thinking he was not being a good father and all these things.  And that is the cost of autonomy. And you basically gifted him the relatedness to the child. That is the advantage that these people got. So with zero money, people gave him the reward and the reward was autonomy. One more thing to note, important thing to note is that it's not just this particular winner got autonomy as the price. The leadership was good enough to give the autonomy to the rewards committee, despite having constraints. Saying, we will support you. You do your own way. They did not say, okay, do this meeting. These are the list of allowed or approved gifts that you can give to this person. They did not do that. They gave them a free hand and that autonomy actually made the reward committee also feel good about the work that they did when they did that. Right? So this is the second story where you created, you know, developers happiness using autonomy as a gift instead of just pouring dollars of money or giving him a, you know, giving him nice headphones or whatever, right? Now coming to the third and final story, this is an interesting story because it is about mutant wars and it is also about increasing the quality of the sleep of the developer and increasing the quality of the product that they built. So the context is this, there is a team and this team has 90% code coverage. So they do unit test, the unit test integration test, acceptance test, the test pyramid, whatever you think about, all technical practices, they claim to do it and they say 90% code coverage. But if you see almost, if not every Saturday they have some production defect that by bites them. And then they, at least, at least one of the members in the team ends up working late in the Saturday so that they can get the bug. And this is the result. And this is not a good place to be in. And when they, this came up in a retrospective that this is going to, this is happening too far and they started questioning about the quality of the tests that they write, right? Then it came to their notice at least people when they spoke about it, they found out that they were not writing good meaningful tests because it felt like a chore. It felt like, you know, a very unpleasant activity to do because I am the developer and if I am writing tests, it's going to be like very unpleasant for me. And people just wrote test cases and they wrote bad test cases. If you're interested, you can go on research. There are always ways to write bad and useless test cases but still have a 100% code coverage. You know, we even did a talk recently on this subject around how you can get 100% code coverage with absolutely ridiculously bad test cases. So you do your research on that but this was the case with the team. Now, what the question that was posed to the team was, how can we make writing the activity of tests engaging? How do you write tests in an engaging way, right? And this is when one of the team members, you know, got introduced to a tool called Striker. This is for the JavaScript stack, of course, but for Java there is another tool called PyTest. What this does is this, this does something called mutation testing. We are not going to go deeper into this but this gives you a gamified outlook on how do you write tests? So for every bad test that you write or every bad, you know, test that you write, you will create a lot of mutants and the Striker will expose the mutants to you and you have to, you as a developer, have to kill the mutants in order to improve the quality of your product. So this became a game for people.  Even when they had user stories to work, parallely they allocated time so that they could kill some mutants on that day and then go back home. So this was very much like, you know, there was a team goal of, okay, these many mutants we have to kill from the existing code base and slowly their code base came on track and after they got into a point where, you know, at least the production defects are sort of tapering down, they got into a new mindset of, okay, we will not do fake coverage because it is a bad thing, but we will always be killing mutants where we can actually understand where the tests are failing and we can write good tests and also we enjoy doing that as a game among our team members, right? So at the end of the day, what these people did was they were pursuing the value of mastery. How do you write good test cases? How do you become a master in writing clean code or quality code? And how did they do that? They did that by doing mutation tests and that gamified their experience and they basically got too much engaged into it and they got some happiness out of it because the activity itself was fun as a team activity and also they got better at it as they went about it, right? These are the end of three stories in summary. Kiran, can you summarize? So maybe many of you might have already got it. So this talk was inspired by the book Drive, so where he talks about internal motivation. So what actually motivates human beings to do great things. So he sort of came into conclusion that these are the three things, autonomy, mastery and purpose. So if organizations want their developers to be happy at the same time, if they want their product and their service also to be better. So these are the things they can bring in to their work itself rather than talking about work-life balance and happiness, what if we make work itself happy for developers? So this is the best thing anybody can give to a person not only in tech world, even in other worlds, where there is knowledge work. So yeah, so that's all. So we can take Q and A. So anybody, any question? And while you are looking at questions, if you are interested in the work that we are doing, there is something that is relevant for this group. We started something called tech code circle where we enable people to become technical agility coaches because that talent is seriously lacking in the community. And there are some books that we have out there. So please take a look and they're open for questions. Looking for more ideas, if any. So the whole point of developer happiness or the workplace happiness, there are two books that, we both like to prescribe to people. The one book we already have prescribed to you which is The Drive. Another book is called Flow, which talks about how do you get people involved to the level that they forget that passage of time, right? And how do you create flow, state of flow in people? So take a look at that. And if you go through the past conference talks, there have been multiple conference talks that have referred these two books and the concept of flow. That would be my starting point for developer happiness if you need. Thanks for the feedback, everyone.


Hey guys, so it is Monday the 31st of August. I don't know when I'm gonna air this So I just thought I'd say that right off the bat I had to go do some not fun workman's comp related stuff this morning that was quite a few towns away and so I Had done a little bit of pre research before this morning and I knew that up there in I was in Fremont, California There is a Joann's superstore Never been in one before that I remember but now I have I love the Fremont Joann store. I'll be back It's like two or three times the size of the stores in San Jose. I can't believe it Anyway, they had these speed containers that I've been looking at online Now I didn't I don't need a ton of them that my other bead storage I was using will work for most of my beads, but I was really interested in these for my seed beads So I am going to Try transferring all my seed beads into this and I'm going to be back and show you guys when I'm done How it looks and I got one of these which is the One with the more how many does it have 82 piece set So it's got a whole bunch of the little tiny containers and then I got one of these That has an assorted this one only has 45 pieces because it's got assorted size boxes in it I'm going to start with this one. I did use Coupons that sales clerk of Joann's super nice by the way. I again, I love that store I had a 30% off my whole purchase coupon. She says put that one away Get out your let's go to your browser on your phone She sent me to the Joann's store where there was a 40% off coupon I used on one container and then at retail me not there was another 40% off coupon for the other container So overall I saved a lot more than I was going to yay. Thank you so much Okay, so the reason I was interested in this is because This is the state of my skirt. I know this is so bad, right? This is how my current container of seed beads. It's so bad. Not only do I have probably way too many seed beads, but It is just hard to find anything in here. So I am going to work on transferring them I'm not going to make you guys watch that. I'll be back in just a second and for you and We'll see how I made out. All right. I'll be back Okay, I got my seed bead collection sorted and put into my two bins This is something I never thought I would do ever ever ever They're even in sort of color order sort of not Roy G Biv but you know like all the pinks and reds are together all the yellows together are together and then in the other one I have sort of bigger collections of beads larger size seed beads and Beads I have a lot of quantity of that. I want to keep in here some like bugle beads and things like that I love these bins. I got to tell you guys And they fit much better in the space in my closet than what I was using not to mention I can just pull my two trays out I can see all the seed beads that I have while I'm working on a project and that isn't that handy. I love it I need to figure out what I'm going to do with my little kit of Thread and needles and maybe consolidate this a little bit too or put it in a new box And this is my bead scoop I was gonna see if it fits in here. I wasn't sure it might. Oh, yeah, guess what it does All right, so beads group is in there cool now I do have Some beads left over because as I was going through and sorting my beads part of the process was getting rid of some things I don't use things I have too much quantity of that I don't like or just you know, so I have you know, how many different colors of orange beads you really need So I do have a lot of seed beads left over That I will be Gifting to somebody. I don't know who yet Yeah, I don't know but they're gonna they're gonna be gifted so We'll see I have and I have some ideas for some of them I might I might pull a couple of them out to use and some upcoming projects for you guys I actually have some ideas so I might do that before I put them in the garage But I definitely do recommend this and these trays by these are by Doris. You can get them as Amazon. You can get them at Joann's There's a lot of different places online that sell them but if you have a Joann's superstore in your area that has them in stock then it's You can use a coupon to get them. So that's cheaper than anybody else. You can go to the Joann website and look up the Doris bead box and It's a Elizabeth Ward bead box But I just type went to Joann and I typed in bead box or bead storage and I scrolled down the page and there it was right there As part of their website you can search to see if any stores in your area have it in stock So that was really handy. That's how I found out they had some at the Fremont store If they don't have them in stock you can still order them through the Joann's website and use their coupon So yay handy. So I would do that and get them with a coupon because they are kind of pricey I hope it gives you some ideas of what you can do if you've got massive quantities of small beads like I did and I will see you all soon. Don't forget to go out and have a great day Do something nice for yourself because you deserve it. I'll see you later. Bye


There are many compasses available for purchase. The most commonly used compass in forestry has a bezel, a rotating magnetic needle, and a siding mirror. The bezel is a rotating outer ring that is marked with degrees from 0 to 360 and most often in 2 degree increments, or it may be marked in 90 degree quadrants. If the bezel starts at 0 at due north and progresses around the face to 360 degrees, this is an azimuth compass. The rotating magnetized needle is always pointing to a location on the earth known as the magnetic north pole. The magnetic north pole is located near the true north pole, which is at one end of the imaginary axis on which the earth spins. The siding mirror improves your ability to take more precise readings as you navigate. When the mirror is partly open, you can look through the side at the top and also see the face of your compass.


I mean, they're watching. Just my presence fixed. Yeah, why not? So, let me present Bernhard, who is not only an organizer of this room. Please, come loud for them. Great work. Also, Bernhard took some time and prepared a very interesting talk for us about ethics. So, please welcome. Okay, thank you very much for staying very late in the evening. I'll try and get through this as quickly as possible. If I had more time, this would be even better. So, let's see how it goes. Okay, so this talk is called dotting the ethics eye and crossing the T's. It's not as interesting as, you know, designing things and having lots of wireframes and stuff. It's all of the sort of the invisible work that can often be overlooked because either it's hard or people forget about it or don't sort of unaware that it's important. So, solid ethics for free open source software user research. So, this person here is Belen. She's invisible. She was supposed to be here. She's at the design booth. So, just imagine she's standing here. This is me. I'm Bernhard. I'm a user researcher and interaction designer. I try to spend a lot of time working on open source projects. But I also have to do to spend time on open source software. What am I going to talk to you about? I'm going to talk to you about ethics and user research. So, quick show of hands. Who here knows what user research is? If you don't, that's totally fine. Don't worry. So, okay. So, that's half and halfish. Essentially, what user research is, is understanding what the user of your software needs to do. Even before that, understanding who they are in order to understand is your software even needed. That's the most simple straightforward definition. Because user research involves users who are normally human, there's a lot of things that have to be considered. Come on in. When you're doing user research, because they're humans, you've got to treat them ethically. Okay? What are ethics? This is the definition I found. This isn't my words. So, moral principle that governs a person's behavior or the conducting of an activity. So, in this case, the activity is user research. And I'm going to explain, talk about a few things that you should really think about and try to put in place when you're doing user research.  The rule zero of user research is do no harm to the user. Okay?  For the sole purpose of you using that information to design better software that more than likely will affect them. Okay? So, you could look at it if you were just being really, really ruthless as a transaction. Okay? You give me your time and your information and I try and give you good software. It can often be seen as a sort of an imbalance. I'm the researcher. You're the participant. I'm in control. You know, you're my experiment subject. I prod you with the stick. You jump. That's maybe a very medical way of looking at things and that can sometimes make sense in that situation, but not here. So, you should ensure that your participants suffer no adverse consequences. Physiological, psychological, social, political of taking part. This book will be familiar with some people. I see them nodding in and going, he just copied it from there. Yes, I did because it's a really good book. This explains do no harm. Okay? You can say, well, how can somebody suffer psychological or social or political consequences? I'll give you a really short example. It's the example that I speak about a lot because it was a really important example. I was doing research, user research in an Arabic country which was, well, the religion was Muslim. This person came into our research session and we had a very focused thing. We wanted to test something with this person. We wanted to understand how they do things. And before we, why they traveled to the UK so often it's to visit their partner, which this person was male and his partner was also male. This was no way of any interest or any way applicable to our research. If this is in a different country you might say, okay, well, that's kind of interesting but it's not really applicable. We were recording the session with the person's consent. We were recording his face, his audio, his voice, everything. First thing I tried to do very politely and very without sort of freaking him out was to stop our recording because I was worried that if I was stopped in an airport or something or the police or somebody saw what was on the recording and this person saying, my partner, he lives in London, he would have been potentially in, you know, certainly social, certainly political, certainly psychological adverse consequences. This is the most important thing to remember when you're doing research. Rule zero, do no harm. As a result of, you're doing research with humans. Humans have human rights, surprise, surprise. In real life, on the street, in their daily lives, they also have rights as participants of your research. I'm going to go through these reasonably quickly and we can discuss them later on. So first of all, right not to participate. Nobody has to take part in your research.  That's your problem, not theirs. The right, spelled incorrectly, to withdraw from research. The right to give informed consent. The right to anonymity and the right to confidentiality. So as I said, right not to participate. If someone doesn't want to take part in their research, they don't have to. You should, must accept that decision. You may recruit somebody and they may be interested in saying it, but then change their mind and say, I'm not interested. You cannot make them do to take part in your research if they don't want to. That's your problem. You're the professional who is researching, designing, developing the software, not them. Here's, actually this fits later on. I'll come back to this in a second. The right to withdraw. Even if somebody initially agrees to take part in your research, they can change their mind at any time. Any time means literally from the point that it starts until the point it ends. I had somebody again come in for research, they sat down. I went through all of the things I have to do, explain what the research is, why we're doing it, and so on. And they were, yeah, okay, this is all fine, this is all fine. Three or four minutes after the first question I asked them, they said, no. And I said, sorry, excuse me? No, no, I said, no what? I said, no, I'm not doing this. And I said, okay, can I ask why? No, just kept on saying no. So I said, okay, well, thank you for coming in. Here's your incentive that we provide, that we said we would give you. There's the door. Thank you very much. And you can leave. I don't understand why the person didn't want to. I've got my kind of suspicions, but I can't ask them why they didn't want to change, why they didn't want to take part. Informed consent, this is really big, often really misunderstood as being really complicated. It depends on the research that you're doing. Either it can be really complicated or it can be actually quite simple. So essentially informed consent means that before you can take as given that the person consents to take part in your research, they can only consent when they actually understand what it is that they're taking part in. So if you say, hey, come along and test this app, you know, we want to see how it works for you. Okay, that's part of it. If you come along and say when the person is in the research session, okay, so I want to see everything that's on your phone. I want to look at your passwords and so on. And I'm going to be recording this on my video. That person may have consented to take part in your research, but only when you've explained to them what it is you're actually researching, can you really understand if they've given consent or not? Sometimes it can be difficult to ask to get informed consent, for example, in a situation of testing sort of security and usability. If you want to test the content of an email and your objective is to see that the person fall for a phishing attack, you don't want to say, okay, so what I'm doing here is I want to test if you're going to fall for this phishing attack because that's going to, well, bias the results and you can't really use that. However, you can still test that by giving the person a brief explanation of what you want to do and then afterwards ask them for their informed consent. So you go through your test, they perform however they perform it, and at the end you can say, okay, we invited you in to test our email application, but actually what we were doing was we were sending you a phishing email to see what your reaction would be. Going back to this, the person could potentially suffer psychological adverse consequences because they're now going to say, well, every email I receive is a potential phishing attack. So what you need to explain is what it was you were specifically looking at and then provide them with potentially, you know, somebody to speak to about, okay, this is why we were doing it. To give an example, not an open source project example, but I was doing research with compulsive online gamblers where I was specifically looking at something that was going to help them doing 30, 40 minute interviews about their gambling behavior. And I was trying to be very specific on what I was looking at, but our discussions went into attempted suicides, drug overdoses, alcohol dependency, and a whole bunch of other stuff. I had people crying on the telephone to me. I knew this was going to happen. I explained what I was going to do and they gave me their informed consent. At the end I said, okay, here's an organization that can help you with your addiction. Here's a phone number. You should call them if you think you need help. There's not much more I could have done bar giving them an avenue to support. So informed consent, again, it depends on what it is that you're doing. If you're doing an academic research study, you've got to explain everything. This is a consent form that Belen was using for her PhD, which goes into every single thing that the participant is giving consent to take part in. So I agree to take part in this interview. I understand this interview will be audio recorded and transcribed with any identifying information removed to protect my privacy. It goes on and on. It's a lot of information because the level of ethical behavior that academic research needs to attain is incredibly high. Here's a consent form that I've put together for, well, it's open source, for projects, for organizations, companies, and it asks very simple questions. Do you agree to the following information being collected? Notes, written notes, audio recording, video recording, photos? Yes, no. If the person says yes, great. If the person says no, no. Second part then is, so this is the information you're gathering and this is the usage of it. So do you agree to any recordings or photos? Who can view these? Just the researcher, the team, other people in the organization or general public all over the world. And the person says yes, no. At the end they sign and that's it. Keep it simple, not stupid, keep it very clear. Very clear. Here's what I'm asking you to do. No, no, no. Yeah, yeah, yeah, yeah. Sometimes you're doing research remotely and you can't visit the person and get them to give you their sign consent. So again, depending if it's acceptable or not, verbal informed consent. So here's again telephone consent form. If you're doing research over the phone, hello, my name is Bla. I'm a researcher from Bla. I'd like to talk to you and get some feedback on this thing. Will you speak to me today? Yes, no. I'd like to record the call. Okay, yes. The recording starts. You give the person a little bit more information. Okay, what we're going to talk about is blah, blah, blah.   Again, could I ask you again, are you okay with me recording the interview? Yes, no. If it's yes, great, move on. If they say no, stop the recording. Very simple. The thing that people don't like about getting informed consent is it can be a lot of work for the researcher. That's tough. That's your job. That's your contribution. You want to do this contribution. This is how you do it. So do you give me permission to record this conversation, which will remain confidential and anonymous? Anonymity. So participants have the right to be anonymous. You don't have to give all their name, address, shoe size, you know, preferences in whatever. That can often be unimportant in the research. What you should do is give your participants a pseudonym. This can be something really boring, like participant three or Bobby or whatever. The important thing is that you know who this participant is. The pseudonym makes sense to you. When you're sharing the research, all you share is the pseudonym. Often people say, oh, well, you know, I'd like to follow up with that person myself. No, I will ask the person if they will follow up. If you have any questions, you ask me.  Well, sometimes you need to be. It depends on what it is you're researching. If it's a very sensitive, you know, if it's privacy software in a country where there's censorship, you know, the less people that know the details about the person, the better. Obscure the information that could identify your participant. You don't need to say Mary is a infosec security engineer working in whatever project. She's 25 years old and she lives in New York. That's more than likely irrelevant. Destroy your data in line with your research guidelines. I've got an example of some research guidelines later on that myself and Belend put together for SecureDrop. You're welcome to use them if they apply. So the person has the right to their identity and their location to be protected. So here's an example of some information from an interview that I did with a particular person working in a particular news organization who was working with SecureDrop. So participant three joined news organization three as information security engineer less than five years ago. I know exactly the time that they joined, but nobody needs to know that it was 25 months ago. Before that they worked in an e-commerce company. They worked for over 50 years.