Recovering Browser Cached File

This article is about how to save yourself when you make a mistake and lose an important file you just saw in your browser.

With the recent updates to Mozilla Firefox most of the addon/extensions no longer work. One useful one was CacheViewer.  So while working on a client site a misadventure meant that we replaced some code and couldn’t get the original code back by any means. It basically meant we’re in big trouble when the client wakes up the next day and finds that there’s an empty space on his website… Major embarassment for the team.

Internet search for “where is cache folder location mac osx” only showed how to delete the cache! Obviously, no help from the search engine on this problem. Someone posted an answer on, but it didn’t match my folder structure. Perhaps a version issue I thought.

Enter Easeus, which promised to show cached files. But that’s a deleted file recovery software! Anyway, after letting it do it’s thing for an hour, voila! The Firefox browser cached files appear!

And here’s the path:

Hope this helps someone.

Building 29

Picture of the building we grew up in. 25 years back this was surrounded by trees and grass. The space in front was just a single lane road with grass on the other side where we played volleyball or badminton. The concrete road would be the cricket pitch. Our house was the top one above the blue car. If someone hit a six the ball would end up breaking a window… and the kids would run away and hide from my mom.

The roof of the Y-shaped building offered ample room for various activities. Depending on the season we would have parties, or roller skate, or have sleepovers. Some nooks and corners too witnessed some teenage ‘activities’ as well.

This building was home to officer-grade employees and so a certain level of ‘style’, and some ‘attitude’ was expected 😉 But no one had a stiff-upper lip. Everyone generally got along well, and the kids played together.

Every house had a garden. We had all kinds of trees, with a variety or fruits, mostly mango and guava. Tamarind trees would abound. One would produce guava with a red center–rare in those days. Today, it’s only heard about.

One day the colony administration covered everything with concrete. The temperature in the area rose by a couple of degrees. Rodents had nowhere to go. Bombay is known for the incessant rains and flooding is common. So when it rained the place got flooded and the entire ground floor was submerged. This happened throughout the colony and every flat was basically ruined. Now no one stays on the ground floor. Some have converted them to small shops.

Unfortunately, the current residents have no idea of how green and pleasant this place was. The building is showing its age now.


Quickfix for common InnoDB missing error

Recently one of my websites went down due to a “1286: Unknown storage engine” error. Now why would this happen in an otherwise working site, and no changes to site or (apparently to) server?

So, I spoke to tech support, checked server settings, checked all the files on the site, checked logs for possible unauthorised instrusion… nothing. I’m basically looking at a situation with a very upset client. (Oh, and the client doesn’t yet know that the website is not working.)

I come across various solutions that require changing the database configuration. In short, headache. Then suddenly, an old post somewhere mentions that a server restart can restore the site. So, I log into cpanel WHM, and a couple of clicks later we’re back in business!

Hope this helps.

Hunter S. Thompson’s Letter on Finding Your Purpose and Living a Meaningful Life

In 1958, Hunter S. Thompson wrote a letter to a friend about finding the real purpose in life. It captures the very uncertainty in life so well that even 60 years later it continues to guide generations. Thompson wrote this at the age of 22, when most people are themselves unsure of what they should do. He wasn’t the famous journalist. This is perhaps one of the most meaningful thing you’ll ever read.

April 22, 1958
57 Perry Street
New York City

Dear Hume,

You ask advice: ah, what a very human and very dangerous thing to do! For to give advice to a man who asks what to do with his life implies something very close to egomania. To presume to point a man to the right and ultimate goal— to point with a trembling finger in the RIGHT direction is something only a fool would take upon himself.

I am not a fool, but I respect your sincerity in asking my advice. I ask you though, in listening to what I say, to remember that all advice can only be a product of the man who gives it. What is truth to one may be disaster to another. I do not see life through your eyes, nor you through mine. If I were to attempt to give you specific advice, it would be too much like the blind leading the blind.

“To be, or not to be: that is the question: Whether ’tis nobler in the mind to suffer the slings and arrows of outrageous fortune, or to take arms against a sea of troubles … ” (Shakespeare)

And indeed, that IS the question: whether to float with the tide, or to swim for a goal. It is a choice we must all make consciously or unconsciously at one time in our lives. So few people understand this! Think of any decision you’ve ever made which had a bearing on your future: I may be wrong, but I don’t see how it could have been anything but a choice however indirect— between the two things I’ve mentioned: the floating or the swimming.

But why not float if you have no goal? That is another question. It is unquestionably better to enjoy the floating than to swim in uncertainty. So how does a man find a goal? Not a castle in the stars, but a real and tangible thing. How can a man be sure he’s not after the “big rock candy mountain,” the enticing sugar-candy goal that has little taste and no substance?

The answer— and, in a sense, the tragedy of life— is that we seek to understand the goal and not the man. We set up a goal which demands of us certain things: and we do these things. We adjust to the demands of a concept which CANNOT be valid. When you were young, let us say that you wanted to be a fireman. I feel reasonably safe in saying that you no longer want to be a fireman. Why? Because your perspective has changed. It’s not the fireman who has changed, but you. Every man is the sum total of his reactions to experience. As your experiences differ and multiply, you become a different man, and hence your perspective changes. This goes on and on. Every reaction is a learning process; every significant experience alters your perspective.

So it would seem foolish, would it not, to adjust our lives to the demands of a goal we see from a different angle every day? How could we ever hope to accomplish anything other than galloping neurosis?

The answer, then, must not deal with goals at all, or not with tangible goals, anyway. It would take reams of paper to develop this subject to fulfillment. God only knows how many books have been written on “the meaning of man” and that sort of thing, and god only knows how many people have pondered the subject. (I use the term “god only knows” purely as an expression.) There’s very little sense in my trying to give it up to you in the proverbial nutshell, because I’m the first to admit my absolute lack of qualifications for reducing the meaning of life to one or two paragraphs.

I’m going to steer clear of the word “existentialism,” but you might keep it in mind as a key of sorts. You might also try something called Being and Nothingness by Jean-Paul Sartre, and another little thing called Existentialism: From Dostoyevsky to Sartre. These are merely suggestions. If you’re genuinely satisfied with what you are and what you’re doing, then give those books a wide berth. (Let sleeping dogs lie.) But back to the answer. As I said, to put our faith in tangible goals would seem to be, at best, unwise. So we do not strive to be firemen, we do not strive to be bankers, nor policemen, nor doctors. WE STRIVE TO BE OURSELVES.

But don’t misunderstand me. I don’t mean that we can’t BE firemen, bankers, or doctors— but that we must make the goal conform to the individual, rather than make the individual conform to the goal. In every man, heredity and environment have combined to produce a creature of certain abilities and desires— including a deeply ingrained need to function in such a way that his life will be MEANINGFUL. A man has to BE something; he has to matter.
As I see it then, the formula runs something like this: a man must choose a path which will let his ABILITIES function at maximum efficiency toward the gratification of his DESIRES. In doing this, he is fulfilling a need (giving himself identity by functioning in a set pattern toward a set goal), he avoids frustrating his potential (choosing a path which puts no limit on his self-development), and he avoids the terror of seeing his goal wilt or lose its charm as he draws closer to it (rather than bending himself to meet the demands of that which he seeks, he has bent his goal to conform to his own abilities and desires).
In short, he has not dedicated his life to reaching a pre-defined goal, but he has rather chosen a way of life he KNOWS he will enjoy. The goal is absolutely secondary: it is the functioning toward the goal which is important. And it seems almost ridiculous to say that a man MUST function in a pattern of his own choosing; for to let another man define your own goals is to give up one of the most meaningful aspects of life— the definitive act of will which makes a man an individual.

Let’s assume that you think you have a choice of eight paths to follow (all pre-defined paths, of course). And let’s assume that you can’t see any real purpose in any of the eight. THEN— and here is the essence of all I’ve said— you MUST FIND A NINTH PATH.

Naturally, it isn’t as easy as it sounds. You’ve lived a relatively narrow life, a vertical rather than a horizontal existence. So it isn’t any too difficult to understand why you seem to feel the way you do. But a man who procrastinates in his CHOOSING will inevitably have his choice made for him by circumstance.
So if you now number yourself among the disenchanted, then you have no choice but to accept things as they are, or to seriously seek something else. But beware of looking for goals: look for a way of life. Decide how you want to live and then see what you can do to make a living WITHIN that way of life. But you say, “I don’t know where to look; I don’t know what to look for.”

And there’s the crux. Is it worth giving up what I have to look for something better? I don’t know— is it? Who can make that decision but you? But even by DECIDING TO LOOK, you go a long way toward making the choice.

If I don’t call this to a halt, I’m going to find myself writing a book. I hope it’s not as confusing as it looks at first glance. Keep in mind, of course, that this is MY WAY of looking at things. I happen to think that it’s pretty generally applicable, but you may not. Each of us has to create our own credo— this merely happens to be mine.

If any part of it doesn’t seem to make sense, by all means call it to my attention. I’m not trying to send you out “on the road” in search of Valhalla, but merely pointing out that it is not necessary to accept the choices handed down to you by life as you know it. There is more to it than that— no one HAS to do something he doesn’t want to do for the rest of his life. But then again, if that’s what you wind up doing, by all means convince yourself that you HAD to do it. You’ll have lots of company.

And that’s it for now. Until I hear from you again, I remain,

Your friend,


The 100 day Plan

Presenting yourself

Consider how others perceive you. At senior exec levels you need to be aware of your personal branding — “brand you”.

Building your network

The more you can say and do that meets their expectations, and gives them confidence in having made the right appointment, the more relaxed they will be in their dealings with you.

Meeting expectations

expectations need to be defined so you have a clear picture of what lies before you and what needs to be achieved. The key player in this will be your immediate manager.

Setting personal objectives and development plans the first meeting to discuss your role and the business expectations of you…

organizations also measure you not just on what you achieve but take account of how you achieve it, so be clear about the cultural influences within the organization — understand how they play the game and ensure you play by their rules

SMART = Specific | Measurable | Attainable | Relevant | Time bound

The principal guidelines for “C” level executive leaders / senior managers

  • Do not assume that your interpretation of what is expected of you is correct.
  • The most important thing (from an executive point of view) is to assess what needs to be done to achieve the corporate objectives for which you have been hired
  • Stop the practices that are not working and carry on with those that are. Initiate new practices to fill any gaps.
  • Look for quick wins with maximum business impact.

The principal guidelines for Sales leaders and Sales managers in their first 100 days

1. Do not assume that your interpretation of what is expected of you is correct.
2. Do not get distracted – it’s all about revenue.
3. Establish what needs to happen to hit the targets.
4. Put yourself out there!
5. Is there a winning formula and if so, is it being repeated?
6. Establish who are the winners and losers on the team.
– Who are the “A” players (top 20%), who are the “B” players (majority) and who are the “C” players (bottom 10%).
7. By the end of your first 100 days, you should be able to understand the whole picture.
8. Look at current operations.
9. Ask a lot of questions within the group.

10. Mind the gap.
There’s a difference between similar and same.
Ask the people who hired you…what perceptions you may need to change and what knowledge gaps you need to bridge


New Titles and Designations

New titles –

OLD: Garden Boy
NEW: *Landscape Executive and Animal Nutritionist*

OLD: Receptionist
NEW: *Front Desk Controler*

OLD: Typist
NEW: *Printed Document Handler*

OLD: Messenger
NEW: *Business Communication Conveyer*

OLD: Window Cleaner
NEW: *Transparent Wall Technician*

OLD: Temporary Teacher
NEW: *Associate Tutor*

OLD: Tea Boy
NEW: *Refreshment Director*

OLD: Garbage Collector
NEW: *Environmental Sanitation Technician*

OLD: Guard
NEW: *Security Enforcement Director*

OLD: Thief
NEW: *Wealth Distribution Officer*

OLD: Driver
NEW: *Automobile Propulsion Specialist*

OLD: Maid
NEW: *Domestics Managing Director*

OLD: Cook
NEW: *Food Chemist*

OLD: Gossip
NEW: *Oral Research and Evaluation*


The Ideal Number of Hours to Work a Day is…

According to Decades of Science an 8-hour workday only make sense if you’re screwing in widgets on an assembly line.

There are many open questions in science — Are we alone in the universe? What’s at the bottom of a black hole? When will I finally get my jetpack? — but according to Rest, a new book by Stanford’s Alex Pang, ‘How many hours a day should a knowledge worker work?’ isn’t among them.

Decades of science and a whole host of historical luminaries have all come to the same conclusion: if your work involves your brain, then the right answer is just four hours.

Don’t believe me? Then maybe this short Guardian article from consistently fascinating journalist Oliver Burkeman will convince you. In it, he boils down the impressively persuasive case for not trying to wring more than four hours of creative work out of your brain each day. It consists, essentially of three types of evidence.

First, formal research backs up Pang’s assertion. Have you heard of the 10,000 rule? You’d think the need for so much practice would run counter to the idea that four hours of intellectual work a day maxes out our brains. But according to Burkeman, when the same guys who conducted the research on which Malcolm Gladwell based his famous dictum studied the schedules of violinists, they found a hard limit on each practice session.

Elite performers might rack up an impressive amount of practice, but science shows they do it in chunks of four hours or less.

Science might have documented this four-hour maximum fairly recently, but apparently geniuses in a wide range of fields have intuited it for centuries.

“Charles Darwin worked for two 90-minute periods in the morning, then an hour later on; the mathematician Henri Poincaré from 10am till noon then 5pm till 7pm; the same approximate stretch features in the daily routines of Thomas Jefferson, Alice Munro, John le Carré and many more,” writes Burkeman.

Hunter gatherers
It seems even our pre-industrial forbearers may have been wiser than us when it comes to understanding the brain’s natural rhythms. Even though hunting gazelles seems a long way from hammering out investment deals, they too were subject to the brain’s four-hour work limit — only they were smart enough not to try to fight it.

“Half a century ago, the anthropologist Marshall Sahlins caused a stir by suggesting that people in hunter-gatherer societies aren’t ceaselessly struggling for survival,” reports Burkeman. “Crunching numbers from Africa and Australia, he calculated the average number of hours hunter-gatherers must work per day, to keep everyone fed. That’s right: it was ‘three to five hours’.”

What to do with the other four hours
The case for your brain having a built in maximum for concentration and creativity is pretty compelling, but that doesn’t necessarily mean you could or should lounge around for the rest of the day. When our brains are tapped out, we can still profitably spend time refilling them with new knowledge, catching up with our inboxes, pursuing hobbies, or powering through mindless but essential administrative work.

But if you’re constantly trying to power through substantive knowledge work for eight hours or more a day, then it’s pretty much guaranteed that you’re wasting a whole lot of time.

Ashish A, BIW

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We are immensely greatful of his presence when complex programming is placed before us to create certain types of applications, there is a great deal of logical programming involved with all applications and new technologies are the only way forward to apply the logic. Thank you Diptanshu for being an excellent team player and for being that team player in which any brand can totally rely on. It is a pleasure to have you here buddy!

Sushama S, NIN

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With a full team of industry experts behind him, Diptanshu is more than capable of handling the most complex of project definitions and turn them into the most user friendly applications that global interface users have the pleasure of interacting with. He’s a valuable asset to any IT organisation.