投稿時間:2021-12-17 08:39:47 RSSフィード2021-12-17 08:00 分まとめ(55件)

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IT	ITmedia 総合記事一覧	[ITmedia ビジネスオンライン] 10年間で残業が最も減った「ホワイト業界」はどこ？	https://www.itmedia.co.jp/business/articles/2112/16/news156.html	itmedia	2021-12-17 07:47:00
IT	ITmedia 総合記事一覧	[ITmedia News] 米財務省、DJIが中国政府のウイグル監視を支援しているとしてNS-CMICリストに追加	https://www.itmedia.co.jp/news/articles/2112/17/news065.html	itmedia	2021-12-17 07:11:00
TECH	Techable（テッカブル）	オンデマンドで香水を調合できるスマートパフューム「NINU」は100種の香りを楽しめる！	https://techable.jp/archives/169052	kickstarter	2021-12-16 23:00:00
TECH	Techable（テッカブル）	犬猫用IoTと定期診察のデータをAIで解析！ 盲導犬候補のきめ細かい健康管理を目指す	https://techable.jp/archives/168949	necthewise	2021-12-16 22:00:45
AWS	AWS Architecture Blog	Insights for CTOs: Part 2 – Enable Good Decisions at Scale with Robust Security	https://aws.amazon.com/blogs/architecture/insights-for-ctos-part-2-enable-good-decisions-at-scale-with-robust-security/	Insights for CTOs Part Enable Good Decisions at Scale with Robust SecurityIn my role as a Senior Solutions Architect I have spoken to chief technology officers CTOs and executive leadership of large enterprises like big banks software as a service SaaS businesses mid sized enterprises and startups In this part series I share insights gained from various CTOs during their cloud adoption journeys at their respective organizations …	2021-12-16 22:43:33
技術ブログ	Developers.IO	ブログ執筆の「モチベーション」をどこに置いていますか？ – DevelopersIO 著者のみんなに色々聞いてみた Advent Calendar 2021	https://dev.classmethod.jp/articles/interviews-with-classmethod-developersio-bloggers-day17/	adventcalend	2021-12-16 22:24:36
技術ブログ	Developers.IO	一時停止中の Redshift において、メンテナンスが実行されるのか教えてください	https://dev.classmethod.jp/articles/tsnote-redshift-stopped-cluster-maintenance/	adventcalendarqiita	2021-12-16 22:00:50
技術ブログ	Developers.IO	紙のポスター感覚でダッシュボードが作れるBIツール「ClicData」で遊んでみた	https://dev.classmethod.jp/articles/dive-deep-into-modern-data-saas-about-clickdata/	clicdata	2021-12-16 22:00:32
海外TECH	Ars Technica	Google Play app with 500,000 downloads sent user contacts to Russian server	https://arstechnica.com/?p=1821282	pricey	2021-12-16 22:21:55
海外TECH	Ars Technica	I don’t want another Netflix adaptation—I want Mega Man Legends 3	https://arstechnica.com/?p=1820539	movie	2021-12-16 22:00:53
海外TECH	DEV Community	Psychological Safety at Work: Does Trust Drive Innovation?	https://dev.to/softwaredotcom/psychological-safety-at-work-does-trust-drive-innovation-27g6	Psychological Safety at Work Does Trust Drive Innovation Psychological safety refers to the cultural and social dynamics of a team that enable members to feel safe taking risks and being vulnerable around each other On teams with a high degree of psychological safety employees work freely without unfair punishment ridicule or embarrassment They value curiosity over blame and learning over shame Recent research conducted over the last few years shows that psychological safety serves as the engine of high performing teams It is a key driver of organizational learning innovation creativity resiliency and ultimately effectiveness Without psychological safety engineering teams resort to fear shame and retributionーan environment that leads team members to retreat from conflict communicate less effectively and engage less with team efforts to improve the status quo When engineers do not feel comfortable expressing their views they face a heightened risk of burnout and their wellbeing suffers In the long term poor psychological safety and burnout lead to high turnover dissatisfaction and unhealthy employees In today s fast paced world of software development engineering organizations that fail to support their most important knowledge workers will struggle in the marketplace against their competitors They will lose both their customers and best talent to the highest performing most innovative companies By embracing the principles behind psychological safety teams and organizations can reach their full potentialーexperimenting learning and building faster and more efficiently What is psychological safety Many of the modern ideas behind psychological safety emerged from parallel concepts about physical worker safety in the world of manufacturing Between and leaders at Toyota introduced the Toyota Production System a socio technical system emphasizing both continuous improvement and mutual respect as important contributors to team performance The company also created the Andon Cord a mechanism allowing any worker to immediately stop production if they noticed quality or processing problems on the factory floor During the s Alcoa an aluminum industrial corporation quintupled revenue under CEO Paul O Neill by emphasizing worker safety At the start of his reign O Neill famously proclaimed his intention to make Alcoa the safest company in America By galvanizing deeper inspection of their manufacturing processes Alcoa created a long lasting culture of improvement and transformation Today manufacturing employs less than of the U S workforce but many of the same principles of worker safety have been carried over to the technology industry With the growth of knowledge work in the last few decades researchers have recently begun to focus on psychological safety rather than physical safety as the key driver of team effectiveness In Google embarked on Project Aristotle a research project to uncover the secrets of high performing teams After analyzing teams over two years at Google researchers discovered that psychological safetyーnot team members tenure seniority or extraversionーis the team trait most highly associated with strong performance According to organizational behavioral scientist Amy Edmondson psychological safety is a shared belief held by members of a team that the team is safe for interpersonal risk taking Google in its research on psychological safety provides a more expansive definition Psychological safety refers to an individual s perception of the consequences of taking an interpersonal risk or a belief that a team is safe for risk taking in the face of being seen as ignorant incompetent negative or disruptive In a team with high psychological safety teammates feel safe to take risks around their team members They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake asking a question or offering a new idea The goal of psychological safety is to overcome natural tendencies to exclude punish or marginalize other team members When individuals face a perceived threat at work they often attempt to reestablish fairness within their groupーan instinctive reflex rooted in primitive fight or flight responses For example an individual may unfairly reject a team member s idea simply because that team member previously disagreed with one of their ideas in another meeting Such unsafe conditions create a domino effect passing frustration and stress from one team to another If engineers feel they have been unfairly blamed for a recent outage they re more likely to reassert fairness by shaming the team they hold responsible making fewer changes to the codebase to avoid conflict and deflecting criticism to others in the future On the contrary psychological safety seeks to prioritize curiosity and learning over blame and shame It is known as an enabling mechanism because it fosters positive group dynamics and team learning Psychological safety however does not require team members to always agree with or coddle their teammates Instead it requires them to embrace and manage conflicts or disagreements in a respectful inclusive and constructive manner By creating a culture of psychological safety teams ensure everyone leaves each conversation feeling they achieved something meaningful for their team as a whole Stages of psychological safetyPsychological safety is not a binary outcome instead teams fall somewhere on a spectrum of safety Each step meets different individual needs on the path to creating a truly psychologically safe workplace According to Dr Timothy Clark founder and CEO of a global leadership consulting and training organization known as LeaderFactor the four requirements are inclusion learner contributor and challenger safety Stage Inclusion safety Team members feel included on a team and accepted for their true self They have a shared identity with their team members Inclusion safety satisfies the need to connect and belong Stage Learner safety Team members feel safe to ask questions experiment and make mistakes They give and receive fair feedback without fear of embarrassment Learner safety satisfies the need to learn and grow Stage Contributor safety Team members feel safe to contribute They feel empowered to use their skills and talents to create value for their team Contributor safety satisfies the need to make a difference and have an impact Stage Challenger safety Team members feel safe to challenge the status quo They embrace candor and honesty when discussing things that need to change without fear of retribution Challenger safety satisfies the need to make things better How does psychological safety impact performance and innovation Psychological safety is considered the engine of team performance Teams with better psychological safety benefit from Enhanced creativity Teams encourage solution finding and divergent thinking which are both critical for creative work Increased open mindedness Team members embrace and explore new ideas They are more willing to acknowledge potential weaknesses take risks and experiment Increased resiliency Teams bounce back faster and learn from failure when they feel safe to raise issues with other individuals and find solutions Higher engagement Team members are more engaged with their work driving organizational effectiveness Faster learning Teams enjoy experimenting with new ideas allowing teams to test and debate more ideas They are more likely to share those learnings across the organization as a catalyst for other teams to experiment Improved knowledge sharing Learnings from failures are shared throughout an organization transforming individual and team learning into organizational learning Collectively the positive outcomes of psychological safety improve how well companies innovate by increasing the rate of change and decreasing time to market In other words psychological safety helps teams surface more ideas faster and implement them more rapidly Psychological safety however is not a silver bullet for organizational performance It must be combined with other fuels of performanceーpowerful developer tools a world class developer experience effective communication long term investments in team growth and so on In particular psychological safety works best when paired with team accountability On teams with high psychological safety and high accountability individuals understand what is expected of their team and have the safety to meet those expectations Adapted from How Psychological Safety Affects Team PerformanceTeams without psychological safety consistently push team members into fight or flight responses creating an organization driven by fear rather than collaborative improvement As a result teams with low psychological safety suffer from Lack of diversity of thought When team members fear sharing new ideas teams tend to defer to the most popular or least divisive ideas They attract like minded individuals who prefer to uphold the status quo Unequipped to prevent failure Teams do not have the communication habits needed to raise potential issues before they cause damage They do not share learnings from past mistakes and are more likely to repeat those mistakes Knowledge silos Individual or team learning is never translated into organizational learning when people cannot freely share their findings Indifference and disengagement Individuals take a defensive stance by retreating from disagreements and protecting themselves against future conflict Despite the importance of psychological safety to innovation most employees work at companies without psychologically safe cultures Only of employees across the world describe their workplaces as psychologically safe and healthy according to a global survey conducted by Ipsos How to measure psychological safetyPsychological safety is a measurable concept Similar to other DevOps metrics such as lead time and change failure rate it is an important metric that teams should track and improve To measure psychological safety teams can use Surveys One on one feedback DevOps dataEdmonson supported her research with a survey based approach to measuring psychological safety Team members score the following statements on a Likert scale of strongly disagree to strongly agree When someone makes a mistake in this team it is often held against him or her In this team it is easy to discuss difficult issues and problems In this team people are sometimes rejected for being different It is completely safe to take a risk on this team It is difficult to ask other members of this team for help Members of this team value and respect each others contributions To get your final score subtract your score on question from and subtract your score on question from then add those numbers to your scores from questions and A final score of or less means your team is psychologically unsafe while a score above means your team enjoys a high degree of psychological safety A score between and indicates room for improvement Managers and engineers can also gauge psychological safety by conducting one on one conversations During these discussions leaders should analyze not just the what of their communication but also the how How is my delivery How is my feedback How well do I ask questions How well do I include everyone in the conversation Teams can also use other DevOps metrics to identify potential issues with psychological safety Poor psychological safety can create bottlenecks and slowdowns in the development pipeline Delivery throughput Engineers are afraid to make changes to the codebase so they ship fewer features Mean time to recovery Teams are afraid of being blamed for downtime so they communicate less during outages Change failure rate Teams do not feel comfortable sharing their learnings from previous failures so they are more likely to repeat mistakes Review time Teams do not feel comfortable sharing feedback with others so they avoid code reviews and pair programming Many DevOps metrics can be indicators of communication challenges within an organization Metrics can be impacted by many other factorsーsuch as automation testing strategies tooling and CI CD maturityーbut it s important to remember that one of the factors impacting team performance could be non technical and cultural Tips for driving psychological safety in the workplaceFostering psychological safety requires teams to overcome imbalances in workplace incentives members must think more about the positive impact of sharing an idea than the potential negative consequences According to Edmondson there are three key things leaders can do to fix these imbalances and improve psychological safety Frame work as a learning problem not an execution problem Acknowledge your own fallibility Model curiosity and ask lots of questionsTo achieve these goals teams should Establish clear rules of engagement Embrace conflict as a source of innovation Reframe negativity as a learning experience Create space for open communication Measure consistently for long term improvement Invest in DevOps Consider the context Establish rules of engagementTeams should first focus on creating ground rules and expectations for better and more productive group discussions A code of conduct can include ideas such as Challenge ideas not people Avoid blame or speculation Take responsibility for the quality of the discussionMany of these guidelines are designed to help teams be more empathetic in their communication by listening more praising others and expressing gratitude when someone shares By codifying these rules leaders communicate the importance of psychological safety and empathy as key objectives and expectations for their team Embrace conflict as a source of innovationA core tenet of psychological safety is that conflict and tension should be viewed as a source of new and better ideas In a psychologically safe workplace team members should feel comfortable discussing ideas objectively disagreeing with others and building on existing ideas To make conflict productive leaders should focus on using generative languageーstructuring questions and discussions to create new ideas rather than destroy them They should ask open ended questions embrace half finished thoughts and welcome naive questions as a launchpad for further discussion To ease the pressure on other participants leaders should introduce opposing viewpoints and facilitate everyone speaking up They can even deliberately suggest controversial ideas or ask dumb questions to jumpstart conversations Most importantly individuals should seek clarity before criticism Asking deeper questions often unearths better ideas Reframe negativity as a learning experienceTeams should reinforce a blameless culture that prioritizes learning over shame Leaders need to establish norms for failure by setting an example for their team They should admit mistakes share their failures and ask for help when faced with a difficult task Teams should also seek unity in both their accomplishments and mistakes Teams celebrate product launches and feature releases but often neglect to rally as a team around their failures As with sports teams people prefer to say we when describing victories but choose to say they when talking about defeats When teams fail they should celebrate the lessons they have learned as a group and the positive impact it will have on their team in the future Create space for open communicationConsistent communication is key for enabling continuous feedback and improvement between team members Without channels for open communication individuals have no clear or sanctioned way to express their opinions and ideas Teams should be deliberate in creating space to improve communication surface issues faster and spark discussions between team members These can be regular one on one conversations happy hours randomized meetings and watercooler Slack channels Measure consistently for long term improvementsTo improve team performance psychological safety must be an explicit and transparent team goal All team members should understand how well their team is doing and how they can improve the goal is to remove ambiguity create a shared understanding of reality and help surface issues faster When psychological safety is a clear goal teams emphasize the importance of strong communication as a part of organizational expectations As a result psychological safety itself becomes a focus of team learning In the event of a team failure self reflection activities such as retrospectives and post mortems should analyze both technical challenges and cultural shortcomings around psychological safety Invest in DevOpsTo improve psychological safety teams can adopt DevOps practices that reduce the time to uncover failures reduce the cost of failures and amplify the lessons learned from failures It s important to remember that high performing teams fail more often than low performing teams While the best teams experience lower failure rates they deliver more software in less time The result is a greater absolute number of failures however teams with high psychological safety recover learn and grow from those failures faster too The key DevOps tactics to improve psychological safety include creating guardrails improving resiliency and reducing the stigma of failure Guardrails help teams prevent changes from breaking their systems before they reach production environments They include practices such as shift left testing and security automated CI CD pipelines and feature flags or canary releases They provide engineers with the safety needed to experiment and try new things without fear of serious outages or downtime Guardrails also reduce anxiety and stress during the development life cycle so teams can code free from fear or toil When considering which guardrails to implement and how to do so DevOps teams should look to enable innovation by providing buoys not boundaries according to Ralph Loura in The DevOps Handbook Instead of drawing hard boundaries that everyone has to stay within we put buoys that indicate deep areas of the channel where you re safe and supported You can go past the buoys as long as you follow the organizational principles After all how are we ever going to see the next innovation that helps us win if we re not exploring and testing at the edges As leaders we need to navigate the channel mark the channel and allow people to explore past it In addition to guardrails teams can improve their resilience to help them fix issues quickly when they do occur Erik Hollnagel defines resiliency engineering as The intrinsic ability of a system to adjust its functioning prior to during or following changes and disturbances so that it can sustain required operations under both expected and unexpected conditions Teams can invest in self healing systems and decoupled architecture to mitigate and contain damage in the event of a failure With safer failures teams can reduce stressful deployments and constant firefighting Lastly teams can reduce the stigma of failure Even high performing teams are not able to catch every mistake In fact if they did they wouldn t be high performing teams because they would lack valuable feedback loops and learning opportunities To reduce the stigma of failure teams should view post mortems and retrospectives as a learning opportunity Organizations are only able to strengthen their engineering performance when individuals can discuss their challenges openly and without fear of embarrassment Consider the contextPsychological safety does not exist in a vacuum According to Google s research after psychological safety teams needed four additional team dynamics to be successful Dependability Team completes quality work on time Structure and clarity Teams have clear expectations for their work Meaning Teams have a sense of purpose Impact Individuals feel they are making a difference for their team Leaders should work to create a culture with each of these dimensions to support their team s psychological safety How to drive psychological safety in a virtual workplacePsychological safety requires the same communication principles regardless of whether teams are working at the office or working remotely however how teams tactically implement psychological safety can look very different depending on their workplace environment Remote calls for example are especially challenging for individuals because they tend to restrict conversation to just a few people Leaders can avoid this problem by relying on breakout rooms hand raising and polls Asynchronous can also be challenging When working remotely team members can often feel overlooked in the deluges of Slack messages and Zoom calls Leaders must make a conscious effort to include others in their discussions and be transparent in their decision making by documenting and sharing the outcomes of important team conversations With the cover of asynchronous communication individuals may prefer to disengage from their team when facing failure Instead leaders should create cultural norms around sharing failures and asking for help For example they can share post mortems in public Slack channels or improve documentation after an outage Team building exercises coffee chats and happy hours can also make remote teams more resilient in the long term Group events help team members get to know each other as people when failure does happen they re able to talk more freely and openly What to do in a psychologically unsafe workplace as an employeeIn the worst case scenario individuals should consider leaving an organization that fails to provide psychological safety In the long term the lack of psychological safety leads to burnout unhappiness and dissatisfaction Most teams however start with a solid foundation for psychological safety they can build upon They already focus on output metrics and objectivesーsuch as features released and revenue targets Team leaders should make the case for also measuring inputsーlike psychological safetyーto the development pipeline Armed with a better understanding of the entire development life cycle teams can better identify their most serious bottlenecks and constraints Most importantly leaders and individuals can lead by example They should express vulnerability listen intently to their coworkers and ask deeper questions	2021-12-16 22:21:06
海外TECH	DEV Community	Generating PDFs in React with react-pdf	https://dev.to/logrocket/generating-pdfs-in-react-with-react-pdf-3na0	Generating PDFs in React with react pdfWritten by Hussain Arif ️Assume that you own a successful online business In such a place you would need to generate invoices and email them to your customers To create a receipt for each buyer you would have to do the following Open your word processor and paste the user s personal information Write the user s purchases in a table and calculate the total Download this file and convert it to PDF format Email this document to the userSure that might work But consider this what if you get hundreds of customers in a single day This would waste a lot of time and energy since you re doing the same process over and over again So how do we mitigate this problem The best way to solve this issue is to automate this operation by using an API This is where react pdf comes in It is an open source easy to use library that allows developers to generate PDF documents in a React environment In this article you will learn the basics of the react pdf library We will cover the following concepts Simple usage Fundamental components Embedding links Displaying annotations Displaying graphics in a Canvas Displaying SVG images Rendering JPG or PNG photos Advanced concepts Using flex boxes Page breaks Dynamic page content InstallationTo install the react pdf package run the following terminal command npm i react pdf renderer Simple usageThe following block of code renders a basic PDF document in the browser import Document Page Text View StyleSheet PDFViewer from react pdf renderer Create stylesconst styles StyleSheet create page backgroundColor dfb color white section margin padding viewer width window innerWidth the pdf viewer will take up all of the width and height height window innerHeight Create Document Componentfunction BasicDocument return lt PDFViewer style styles viewer gt Start of the document lt Document gt render a single page lt Page size A style styles page gt lt View style styles section gt lt Text gt Hello lt Text gt lt View gt lt View style styles section gt lt Text gt World lt Text gt lt View gt lt Page gt lt Document gt lt PDFViewer gt export default BasicDocument A few inferences from this code The StyleSheet module allows developers to apply CSS code on their PDF documents Here we are telling React to change the background color and the font color of our pages Furthermore in the viewer object we are using the width and height properties As a result this will tell react pdf that we want the browser s PDF viewer to take up all of the space on the page As the name suggests the PDFViewer component will render a PDF viewer on the browserLet s test it out As the next step render the BasicDocument component to the DOM like so import BasicDocument from BasicDocument function App return lt div className App gt lt BasicDocument gt lt div gt export default App We can even reduce the viewer s available space const styles StyleSheet create viewer width window innerWidth height window innerHeight further code In this snippet we restricted the viewport s width and height properties This will decrease their available size on the page Fundamental components Embedding linksWe can display anchor links using the L component This is handy for cases where you want to redirect the user to a website import Link from react pdf renderer lt Text gt lt Link src www facebook com gt Go to Facebook lt Link gt lt Text gt Here we are assigning the src prop to Facebook s website When the user clicks on this piece of text the app will redirect them to the page Displaying annotationsTo attach annotations in your document use the Note component One critical use case for this element is when you need to display comments in a file import Note from react pdf renderer lt Note gt This will take the user to Facebook lt Note gt Displaying graphics in a CanvasThe Canvas component lets users draw content on the page This is suitable for displaying simple diagrams and logos in SVG format This code snippet renders a triangle on the page import Canvas from react pdf renderer Create stylesconst styles StyleSheet create canvas backgroundColor black height width lt Canvas style styles canvas paint painterObject gt painterObject save moveTo move to position lineTo draw a line till lineTo draw another line till fill red when the diagram is drawn set the background color to pink gt In the above snippet we used the Canvas component to display a diagram The paint prop is a callback function One of its parameters is a painterObject argument which gives us access to drawing methods Displaying SVG imagesreact pdf also bundles an SVG component to render SVG diagrams Just like Canvas we can use this for rendering simple diagrams This piece of code renders a line on the page import Line Svg from react pdf renderer Create stylesconst styles StyleSheet create line x starting coords are x and y y x ending coords y strokeWidth stroke rgb stroke color lt Svg width height style backgroundColor blue gt lt Line style styles line gt lt Svg gt Here we used Line to render a line in the document Notice that Line is a child of the Svg component We can also use the Polygon component to render closed shapes like so lt Svg width height style backgroundColor blue gt lt Polygon points fill white color of background stroke black color of border strokeWidth border thickness gt lt Svg gt The points prop accepts a dataset of coordinates This will help the app render the graphic Rendering JPG or PNG photosThe Image component gives us the ability to insert images over the network or on a local disk This is great for displaying complex diagrams or screenshots This block of code renders a by pixel image on the PDF import Image from react pdf renderer const styles StyleSheet create image width height lt Image style styles image src gt The src prop contains the source URL of the image that we want to render Advanced concepts Using Flex boxesJust like CSS react pdf lets developers use the flex property which allows for responsive design This is handy for cases where you want your documents to scale up or down depending on the device s screen size Create styles Notice that we have specified a flex direction const styles StyleSheet create page flexDirection column lt Page size A style styles page gt lt View style backgroundColor black flex gt lt View gt lt View style styles section backgroundColor pink flex gt lt View gt lt Page gt In this piece of code we used the flex property on both of our View components This means that half the page will have a background color of black and the other half will have a pink colored background Page breaksPage breaks are useful for ensuring that a certain element will always show up on the top of the page We can enable page breaks via the break prop like so Create stylesconst styles StyleSheet create text fontSize Create Document Component lt Page gt lt Text break style styles text gt First PDF break lt Text gt lt Text break style styles text gt Second break lt Text gt lt Page gt Dynamic page contentWith react pdf we can render dynamic text using the render prop of the Text component like so lt Document gt lt Page size A gt lt Text style styles text render pageNumber totalPages gt Page pageNumber of totalPages fixed gt lt Page gt lt Page gt lt Text gt Hello second page lt Text gt lt Page gt lt Document gt Here the render prop has two arguments pageNumber the current index of the page and totalPages the total number of pages that this document contains We are displaying both of their values to the client N B the render function is executed twice for lt Text gt elements once for layout on the page wrapping process and another one after it knows how many pages the document will have Therefore use it in cases where app performance is not a problem We can also use the render prop on our View element lt View render pageNumber gt detect if user is NOT on an even page pageNumber amp amp lt View style background red gt If condition is fulfilled display this component lt Text gt I m only visible in odd pages lt Text gt lt View gt gt ConclusionIn this article we covered the fundamentals of the react pdf library Not only is it secure and robust but it is also lightweight thus bringing performance to the table Thank you so much for reading Happy coding Full visibility into production React appsDebugging React applications can be difficult especially when users experience issues that are hard to reproduce If you re interested in monitoring and tracking Redux state automatically surfacing JavaScript errors and tracking slow network requests and component load time try LogRocket LogRocket is like a DVR for web apps recording literally everything that happens on your React app Instead of guessing why problems happen you can aggregate and report on what state your application was in when an issue occurred LogRocket also monitors your app s performance reporting with metrics like client CPU load client memory usage and more The LogRocket Redux middleware package adds an extra layer of visibility into your user sessions LogRocket logs all actions and state from your Redux stores Modernize how you debug your React apps ーstart monitoring for free	2021-12-16 22:18:14
Apple	AppleInsider - Frontpage News	Tested: MagSafe charging speed versus Qi, USB-C, and USB-A	https://appleinsider.com/articles/21/12/16/tested-magsafe-charging-speed-versus-qi-usb-c-and-usb-a?utm_medium=rss	Tested MagSafe charging speed versus Qi USB C and USB AWe put Apple s MagSafe charger to test to see how fast it truly isand see how it compares to USB C Qi and USB A Charging our iPhone via MagSafeEven this long after MagSafe s introduction there are questions theories and rituals that users have regarding wireless versus wired charging Evaluating the combinations is simple and the answer of which is best depends very much on any given user s situation and hardware Read more	2021-12-16 23:00:00
海外TECH	Engadget	Cruise CEO to step down as GM accelerates self-driving car plans	https://www.engadget.com/cruise-ceo-to-step-down-as-gm-accelerates-self-driving-car-plans-221238170.html?src=rss	Cruise CEO to step down as GM accelerates self driving car plansGeneral Motors announced Thursday that Dan Ammann CEO of its self driving vehicle division Cruise is leaving both his position and the company Details are remain scarce on the reason for Ammann s sudden departure though the company has already named Cruise President and CTO Kyle Vogt the interim CEO What s more former Northrop Grumman CEO Wesley Bush will be joining the Cruise Board of Directors as well quot GM will accelerate the strategy the company detailed in its recent Investor Day in which Cruise will play an integral role in building GM s autonomous vehicle AV platform as GM aggressively pursues addressable AV markets beyond rideshare and delivery quot GM PR wrote in Thursday s staffing announcement nbsp The move comes weeks after the company earned DMV approval to offer autonomous rides to the California public in October and the launch of its driverless taxi service this November nbsp nbsp nbsp	2021-12-16 22:12:38
海外科学	NYT > Science	A C.D.C. panel recommends that other vaccines be preferred over J.&J.	https://www.nytimes.com/2021/12/16/health/cdc-johnson-vaccine-blood-clot.html	A C D C panel recommends that other vaccines be preferred over J amp J The agency s advisers cited concerns about the increased incidence of a rare but potentially serious blood clotting condition among those who received the company s shot	2021-12-16 22:03:56
海外科学	NYT > Science	Google Pledged to Remove Ads From Climate Denial Sites, but Many Still Run	https://www.nytimes.com/2021/12/16/climate/google-climate-denial-ads.html	Google Pledged to Remove Ads From Climate Denial Sites but Many Still RunResearchers found ads placed by Google on sites that falsely call global warming a hoax The revenue those sites earn from the ads can fund further misinformation	2021-12-16 22:42:13
金融	金融総合：経済レポート一覧	ISSの2022年版議決権行使助言方針改定～女性取締役の有無を経営トップの取締役選任議案の考慮要素に：ESG投資	http://www3.keizaireport.com/report.php/RID/478569/?rss	大和総研	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	FX Daily(12月15日)～FOMC後、ドル円は3週間ぶりの114円台に	http://www3.keizaireport.com/report.php/RID/478570/?rss	fxdaily	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	BIS決済・市場インフラ委員会による報告書「リテール部門における即時送金の動向と中銀RTGSシステムへのインプリケーション」の公表について	http://www3.keizaireport.com/report.php/RID/478572/?rss	日本銀行	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	FRBのパウエル議長の記者会見～balanced approach：井上哲也のReview on Central Banking	http://www3.keizaireport.com/report.php/RID/478573/?rss	balancedapproach	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	物価高騰への対応を本格化させるFRB～2022年はFOMC、市場ともに3回の利上げを予想...：木内登英のGlobal Economy ＆ Policy Insight	http://www3.keizaireport.com/report.php/RID/478574/?rss	lobaleconomypolicyinsight	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	米国　テーパリング加速決定とドットチャートの上方シフト（21年12月14、15日ＦＯＭＣ）～ＦＯＭＣ参加者はFRBの目標達成で22年に３回の利上げを想定も漸進的ペース	http://www3.keizaireport.com/report.php/RID/478586/?rss	目標達成	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	ＥＳＧ投資と超過収益～開示情報の拡充が好影響をもたらす可能性：基礎研レター	http://www3.keizaireport.com/report.php/RID/478591/?rss	開示	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	投資家アンケートからみた危機下での期待利回りの決定要因	http://www3.keizaireport.com/report.php/RID/478596/?rss	三井住友トラスト	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	CIPPS Report vol.70 ～CIPPS China Indexの逐次予測モデル改定によって見えてくるもの / 宿泊業の生産性・収益性の向上に向けて / CBDCの導入により戦略的に目指される通貨主権の確保...	http://www3.keizaireport.com/report.php/RID/478597/?rss	sreportvolcippschinaindex	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	Ｑ＆Ａ：社債投資家が二酸化炭素排出を考慮する必要性について：プロの視点	http://www3.keizaireport.com/report.php/RID/478598/?rss	二酸化炭素	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	特別レポート| 米FOMC、テーパリング加速を決定。2022年は3回の利上げ見通し	http://www3.keizaireport.com/report.php/RID/478600/?rss	三菱ufj	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	FOMC テーパリングのペース加速を決定～インフレ率上昇は「一時的」との文言を削除	http://www3.keizaireport.com/report.php/RID/478601/?rss	発表	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	米国金融政策（2021年12月）～量的金融緩和の縮小加速を決定：マーケットレター	http://www3.keizaireport.com/report.php/RID/478604/?rss	投資信託	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	マーケットフォーカス（REIT市場）2021年12月号～11月のJ-REIT市場は下落...	http://www3.keizaireport.com/report.php/RID/478606/?rss	jreit	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	FOMC、量的金融緩和の縮小ペース加速を決定～米国株式は主要3指数がそろって上昇：マーケットレポート	http://www3.keizaireport.com/report.php/RID/478607/?rss	三井住友トラスト	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	米国ハイ・イールド債券マンスリー：2021年11月の米国ハイ・イールド債券は続落	http://www3.keizaireport.com/report.php/RID/478608/?rss	野村アセットマネジメント	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	【石黒英之のMarket Navi】FOMC後も株高基調は継続へ	http://www3.keizaireport.com/report.php/RID/478609/?rss	marketnavi	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	2021年12月FOMCレビュー～タカ派的だがほぼ想定内：市川レポート	http://www3.keizaireport.com/report.php/RID/478610/?rss	三井住友	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	データを読む：国内106銀行　貸倒引当金 積み増しはリーマン・ショック超えの77行（2021年9月中間期決算（単独））	http://www3.keizaireport.com/report.php/RID/478616/?rss	東京商工リサーチ	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	エルサルバドルにおけるビットコインの法定通貨化の動きについて～政治経済学的な視点からの考察：国際経済金融論考	http://www3.keizaireport.com/report.php/RID/478625/?rss	国際通貨研究所	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	【注目検索キーワード】関係人口	http://search.keizaireport.com/search.php/-/keyword=関係人口/?rss	検索キーワード	2021-12-17 00:00:00
金融	金融総合：経済レポート一覧	【お薦め書籍】なぜウチの会社は変われないんだ! と悩んだら読む 大企業ハック大全	https://www.amazon.co.jp/exec/obidos/ASIN/4478114196/keizaireport-22/	選抜	2021-12-17 00:00:00
金融	ニュース - 保険市場TIMES	「保険市場 札幌コンサルティングプラザ」リニューアルオープン！	https://www.hokende.com/news/blog/entry/2021/12/17/080000	「保険市場札幌コンサルティングプラザ」リニューアルオープン月日月増床リニューアルオープン株式会社アドバンスクリエイトは「保険市場札幌コンサルティングプラザ」をJRタワーオフィスプラザさっぽろ階から階に移転、増床リニューアルオープンしたと年月日月に発表した。	2021-12-17 08:00:00
ニュース	BBC News - Home	Omicron: Nightclubs to shut in Wales after Boxing Day	https://www.bbc.co.uk/news/uk-wales-politics-59685864?at_medium=RSS&at_campaign=KARANGA	announces	2021-12-16 22:56:42
ニュース	BBC News - Home	Covid: Cases hit new record as booster drive continues	https://www.bbc.co.uk/news/uk-59688186?at_medium=RSS&at_campaign=KARANGA	chief	2021-12-16 22:05:50
ニュース	BBC News - Home	Archbishop of Canterbury disappointed by Tory HQ party picture	https://www.bbc.co.uk/news/uk-politics-59686355?at_medium=RSS&at_campaign=KARANGA	newscast	2021-12-16 22:13:10
ニュース	BBC News - Home	Brexit: UK signs free trade deal with Australia	https://www.bbc.co.uk/news/business-59690080?at_medium=RSS&at_campaign=KARANGA	australiaministers	2021-12-16 22:30:07
ニュース	BBC News - Home	Chris Noth: Two women accuse Sex And The City actor of sexual assault	https://www.bbc.co.uk/news/world-us-canada-59689064?at_medium=RSS&at_campaign=KARANGA	denies	2021-12-16 22:27:38
ニュース	BBC News - Home	Ghislaine Maxwell trial: 'False memory' expert testifies for defence	https://www.bbc.co.uk/news/world-us-canada-59688787?at_medium=RSS&at_campaign=KARANGA	manipulation	2021-12-16 22:30:05
ニュース	BBC News - Home	Polls close in North Shropshire by-election	https://www.bbc.co.uk/news/uk-england-shropshire-59668219?at_medium=RSS&at_campaign=KARANGA	november	2021-12-16 22:07:11
ニュース	BBC News - Home	Liverpool 3-1 Newcastle United: Mohamed Salah scores as hosts close gap at top	https://www.bbc.co.uk/sport/football/59589155?at_medium=RSS&at_campaign=KARANGA	Liverpool Newcastle United Mohamed Salah scores as hosts close gap at topMohamed Salah scores his nd goal of the season as Liverpool close the gap on Premier League leaders Manchester City with a comfortable win over Newcastle	2021-12-16 22:19:43
ニュース	BBC News - Home	Chelsea 1-1 Everton: Jarrad Branthwaite equaliser gives Toffees hard-earned point	https://www.bbc.co.uk/sport/football/59589156?at_medium=RSS&at_campaign=KARANGA	Chelsea Everton Jarrad Branthwaite equaliser gives Toffees hard earned pointChelsea miss a chance to move two points behind Premier League leaders Manchester City as a depleted Everton side earn a superb point	2021-12-16 22:08:41
ニュース	BBC News - Home	Chelsea crash out of Women's Champions League	https://www.bbc.co.uk/sport/football/59673962?at_medium=RSS&at_campaign=KARANGA	final	2021-12-16 22:39:22
ニュース	BBC News - Home	Covid: What are the social distancing rules this Christmas?	https://www.bbc.co.uk/news/uk-51506729?at_medium=RSS&at_campaign=KARANGA	christmas	2021-12-16 22:07:01
ビジネス	ダイヤモンド・オンライン - 新着記事	CDC諮問委、J&Jワクチンよりファイザー・モデルナ製を推奨 - WSJ発	https://diamond.jp/articles/-/291029	jampampj	2021-12-17 07:27:00
ビジネス	ダイヤモンド・オンライン - 新着記事	バイデン氏と再出馬話していない、ハリス副大統領がWSJに語る - WSJ発	https://diamond.jp/articles/-/291030	副大統領	2021-12-17 07:13:00
北海道	北海道新聞	芥川、直木賞の候補決まる　米沢穂信さんら、５作ずつ	https://www.hokkaido-np.co.jp/article/624041/	日本文学振興会	2021-12-17 07:12:05
ニュース	THE BRIDGE	都市型垂直農法「Infarm」、カタール投資庁らから2億米ドルをシリーズD調達しユニコーンに	https://thebridge.jp/2021/12/infarm-series-d-round-funding	都市型垂直農法「Infarm」、カタール投資庁らから億米ドルをシリーズD調達しユニコーンにベルリンで創業、現在はアムステルダムに本拠を置く都市農業アーバンファーミングソリューションを開発するスタートアップInfarmは日、シリーズDラウンドで億米ドルを調達と発表した。	2021-12-16 22:05:54
ニュース	THE BRIDGE	物流テックのCBcloudが60億円をシリーズC調達、アプリで即配頼める個人向けサービスをローンチ	https://thebridge.jp/2021/12/cbcloud-series-c-round-funding	物流テックのCBcloudが億円をシリーズC調達、アプリで即配頼める個人向けサービスをローンチCBcloudは日、シリーズCラウンドで約億円を調達したことを明らかにした。	2021-12-16 22:00:54