The Tao Of Oracle

I just stumbled upon The Tao Of Oracle by Roby Sherman. The last time I visited this site (may be 2 years back); there were a lot of good articles like Comparison of Oracle on Windows vs Linux and Data Encryption and much more but today I couldn’t find any, only a link to the pdf version of Tao of Oracle.

Here is an excerpt from the Tao of Oracle, which I particularly liked.

A manager asked his Oracle Master to assess the technical abilities of a potential new hire. The Master agreed and entered a small conference room with the manager and the applicant.

Pleasantries aside, the Master began to question the young applicant:

“Why would one wish to use Cost vs. Rule?”

“How can performance be affected in a MTS environment?”

“If a user complains that the database is slow? What is the first thing that pops into your mind?”

“If you were to write an adventure game, tell me how you would represent the inventory system in memory?”

The applicant appeared to think-through each question carefully and then replied with the answer they felt was appropriate.

When the Master’s questioning was complete, he smiled, said, “Thank you for your time” and excused himself from the conference room.

The manager raced through the door into the hallway and pulled the Master into a small closet. “Those were all the questions you were going to ask him? Were his answers correct?” he said with a tone of concern.

“There are no correct or incorrect answers to the questions I asked”, replied the Master, “he is one with the Tao of Oracle and will greatly benefit this company. Hire him.”

The manager scowled, “But you didn’t ask him anything technical!? Why didn’t you ask him for names of V$ tables or some other memorization question?”

The Master frowned. “First of all, they are V$ Views, not Tables”, he said, “Secondly, I am not concerned with this person’s ability to mindlessly absorb information for the purposes of trivia and test-taking; I do not care if this person has memorized the rules of playing chess… I want know that this person knows how to play chess.”

The Manager looked puzzled.

The Master sighed, “If a person absorbs facts but cannot form simple rationalizations or theories based on the information, then this person has learned nothing. If they have learned nothing, then they cannot act. If they cannot act then they are worthless to your organization.”