The Future of Islam by Dr Tareq Al Suwaidan

Being Steve Jobs' Boss

Confessions of the last man to manage the singular inventor.

Steve Jobs was 28 years old in 1983 and already recognized as one of the most innovative thinkers in Silicon Valley. The Apple (NasdaqGS: AAPL - News) board, though, was not ready to anoint him chief executive officer and picked PepsiCo (NYSE:PEP, News) President John Sculley, famous for creating the Pepsi Challenge, to lead the company. Sculley helped increase Apple's sales from $800 million to $8 billion annually during his decade as CEO, but he also presided over Jobs' departure, which sent Apple into what Sculley calls its "near-death experience." In his first extensive interview on the subject, Sculley tells Cultofmac.com editor Leander Kahney how his partnership with Jobs came to be, how design ruled — and still rules — everything at Apple, and why he never should have been CEO in the first place.

You talk about the "Steve Jobs methodology." What is Steve's methodology?

Steve, from the moment I met him, always loved beautiful products, especially hardware. He came to my house, and he was fascinated, because I had special hinges and locks designed for doors. I had studied as an industrial designer, and the thing that connected Steve and me was industrial design. It wasn't computing.

Steve had this perspective that always started with the user's experience;and that industrial design was an incredibly important part of that user impression. He recruited me to Apple because he believed the computer was eventually going to become a consumer product. That was an outrageous idea back in the early 1980s. He felt the computer was going to change the world, and it was going to become what he called "the bicycle for the mind."

What makes Steve's methodology different from everyone else's is that he always believed the most important decisions you make are not the things you do, but the things you decide not to do. He's a minimalist. I remember going into Steve's house, and he had almost no furniture in it. He just had a picture of Einstein, whom he admired greatly, and he had a Tiffany lamp and a chair and a bed. He just didn't believe in having lots of things around, but he was incredibly careful in what he selected.

Everything at Apple can be best understood through the lens of designing. Whether it's designing the look and feel of the user experience, or the industrial design, or the system design, and even things like how the boards were laid out. The boards had to be beautiful in Steve's eyes when you looked at them, even though when he created the Macintosh he made it impossible for a consumer to get in the box, because he didn't want people tampering with anything.

That went all the way through to the systems when he built the Macintosh factory. It was supposed to be the first automated factory, but it really was a final assembly and test factory with pick-to-pack robotic automation. It is not as novel today as it was 25 years ago, but I can remember when the CEO of General Motors, along with Ross Perot, came out just to look at the Macintosh factory. All we were doing was final assembly and test, but it was done so beautifully. It was as well thought through in design as a factory as the products were.

Now if you leap forward and look at the products that Steve builds today, today the technology is far more capable of doing things; it can be miniaturized; it is commoditized; it is inexpensive. And Apple no longer builds any products. When I was there, people used to call Apple "a vertically integrated advertising agency," which was not a compliment.

Actually today, that's what everybody is. That's what [Hewlett-Packard (NYSE: HPQ -News) is, that's what Apple is, and that's what most companies are, because they outsource to EMS — electronics manufacturing services.

Isn't Nike a good analogy?

Yeah, probably, Nike (NYSE: NKE - News) is closer. The one Steve admired was Sony (NYSE: SNE, News). We used to go visit Akio Morita, and he had really the same kind of high-end standards that Steve did and respect for beautiful products. I remember Akio Morita gave Steve and me each one of the first Sony Walkmans. None of us had ever seen anything like that before, because there had never been a product like that. This is 25 years ago, and Steve was fascinated by it. The first thing he did with his was take it apart, and he looked at every single part. How the fit and finish was done, how it was built.

He was fascinated by the Sony factories. We went through them. They would have different people in different colored uniforms. Some would have red uniforms, some green, some blue, depending on what their functions were. It was all carefully thought out, and the factories were spotless. Those things made a huge impression on him.

The Mac factory was exactly like that. They didn't have colored uniforms, but it was every bit as elegant as the early Sony factories we saw. Steve's point of reference was Sony at the time. He really wanted to be Sony. He didn't want to be IBM (NYSE: IBM - News). He didn't want to be Microsoft (NasdaqGS: MSFT - News). He wanted to be Sony.

The Japanese always started with the market share of components first. So one would dominate, let's say, sensors, and someone else would dominate memory, and someone else hard drives and things of that sort. They would then build up their market strengths with components, and then they would work toward the final product. That was fine with analog electronics, where you are trying to focus on cost reduction — and whoever controlled the key component costs was at an advantage. It didn't work at all for digital electronics, because you're starting at the wrong end of the value chain. You are not starting with the components. You are starting with the user experience.

And you can see today the tremendous problem Sony has had for at least the last 15 years as the digital consumer-electronics industry has emerged. They have been totally stovepiped in their organization. Sony should have had the iPod, but they didn't — it was Apple. The iPod is a perfect example of Steve's methodology of starting with the user and looking at the entire end-to-end system.

I want to ask about Jobs' heroes. You say Edwin Land was one of his heroes?

Yeah, I remember when Steve and I went to meet Dr. Land. Dr. Land had been kicked out of Polaroid. He had his own lab on the Charles River in Cambridge. It was a fascinating afternoon, because we were sitting in this big conference room with an empty table. Dr. Land and Steve were both looking at the center of the table the whole time they were talking. Dr. Land was saying: "I could see what the Polaroid camera should be. It was just as real to me as if it was sitting in front of me before I had ever built one."

And Steve said, "Yeah, that's exactly the way I saw the Macintosh." He said, "If I asked someone who had only used a personal calculator what a Macintosh should be like, they couldn't have told me. There was no way to do consumer research on it, so I had to go and create it, and then show it to people, and say now what do you think?"

Both of them had this ability not to invent products but to discover products. Both of them said these products have always existed — it's just that no one has ever seen them before. We were the ones who discovered them. The Polaroid camera always existed, and the Macintosh always existed — it's a matter of discovery. Steve had huge admiration for Dr. Land. He was fascinated by that trip.

Ross Perot came and visited Apple several times and visited the Macintosh factory. Ross was a systems thinker. He created EDS [Electronic Data Systems] and was an entrepreneur. He believed in big ideas, change-the-world ideas. He was another one.

Akio Morita was clearly one of his great heroes. He was an entrepreneur who built Sony and did it with great products — Steve is a products person.

You say in your book that first and foremost you wanted to make Apple a "product marketing company."

Steve and I spent months getting to know each other before I joined Apple. He had no exposure to marketing other than what he picked up on his own. This is sort of typical of Steve. When he knows something is going to be important, he tries to absorb as much as he possibly can.

One of the things that fascinated him: I described to him that there's not much difference between a Pepsi and a Coke, but we were outsold 9 to 1. Our job was to convince people that Pepsi was a big enough decision that they ought to pay attention to it, and eventually switch. We decided we had to treat Pepsi like a necktie. In that era people cared what necktie they wore. The necktie said: "Here's how I want you to see me." So we have to make Pepsi like a nice necktie. When you are holding a Pepsi in your hand, it says, "Here's how I want you to see me."

We did some research and discovered that when people were going to serve soft drinks to a friend in their home, if they had Coca-Cola (NYSE: KO - News) in the fridge, they would go out to the kitchen, open the fridge, take out the Coke bottle, bring it out, put it on the table, and pour a glass in front of their guests. If it was a Pepsi, they would go out into the kitchen, take it out of the fridge, open it, and pour it in a glass in the kitchen, and only bring the glass out. The point was people were embarrassed to have someone know that they were serving Pepsi. Maybe they would think it was Coke, because Coke had a better perception. It was a better necktie. Steve was fascinated by that.

We talked a lot about how perception leads reality and how if you are going to create a reality, you have to be able to create the perception. We did it with something called the Pepsi Generation. I had learned through a lecture Dr. Margaret Mead had given that the most important fact for marketers was going to be the emergence of an affluent middle class — what we call the baby boomers, who are now turning 60. They were the first people to have discretionary income. They could go out and spend money for things other than what they had to have. When we created [the] Pepsi Generation it was created with them in mind. It was always focusing on the user of the drink, never the drink.

Coke always focused on the drink. We focused on the person using it. We showed people riding dirt bikes, waterskiing, or kite flying, hang gliding — doing different things. And at the end of it there would always be a Pepsi as a reward. This all happened when color television was first coming in. We were the first company to do lifestyle marketing. The first and the longest-running lifestyle campaign was — and still is —Pepsi.

We did it just as color television was coming in and when large-screen TVs were coming in, like 19-inch screens. We didn't go to people who made TV commercials, because they were making commercials for little tiny black-and-white screens. We went out to Hollywood and got the best movie directors and said we want you to make 60-second movies for us. They were lifestyle movies. The whole thing was to create the perception that Pepsi was No. 1 because you couldn't be No. 1 unless you thought like No. 1. You had to appear like No. 1.

Steve loved those ideas. A lot of the stuff we were doing and our marketing was focused on when we bring the Mac to market. It has to be done at such a high level of perception of expectation that he will sort of tease people to want to find out what the product is capable of. The product couldn't do very much in the beginning. Almost all the technology was used for the user experience. In fact, we did get a backlash where people said it's a toy. It doesn't do anything. But eventually it did as the technology got more powerful.

Apple is famous for the same kind of lifestyle advertising now. It shows people living an enviable lifestyle, courtesy of Apple's products. Hip young people grooving to iPods.

I don't take any credit for it. Steve's brilliance is his ability to see something and then understand it and then figure out how to put it into the context of his design methodology — everything is design.

An anecdotal story: A friend of mine was at meetings at Apple and Microsoft on the same day. And this was in the last year, so this was recently. He went into the Apple meeting (he's a vendor for Apple), and as soon as the designers walked in the room, everyone stopped talking, because the designers are the most respected people in the organization. Everyone knows the designers speak for Steve because they have direct reporting to him. It is only at Apple where design reports directly to the CEO.

Later in the day he was at Microsoft. When he went into the Microsoft meeting, everybody was talking and then the meeting starts and no designers ever walk into the room. All the technical people are sitting there trying to add their ideas of what ought to be in the design. That's a recipe for disaster.

Everyone around him knows he beats to a different drummer. He sets standards that are entirely different than any other CEO would set.

He's a minimalist and constantly reducing things to their simplest level. It's not simplistic. It's simplified. Steve is a systems designer. He simplifies complexity.

If you are someone who doesn't care about it, you end up with simplistic results. It's amazing to me how many companies make that mistake. Take the Microsoft Zune. I remember going to [the Consumer Electronics Show] when Microsoft launched Zune, and it was literally so boring that people didn't even go over to look at it. The Zunes were just dead. It was like someone had just put aging vegetables into a supermarket. Nobody wanted to go near it. I'm sure they were very bright people, but it's just built from a different philosophy. The legendary statement about Microsoft, which is mostly true, is that they get it right the third time. Microsoft's philosophy is to get it out there and fix it later. Steve would never do that. He doesn't get anything out there until it is perfected.

That drives some people a little bit crazy. Did it drive you crazy?

It's O.K. to be driven a little crazy by someone who is so consistently right. Looking back, it was a big mistake that I was ever hired as CEO. I was not the first choice that Steve wanted to be the CEO. He was the first choice, but the board wasn't prepared to make him CEO when he was 25, 26 years old. They exhausted all the obvious high-tech candidates to be CEO. Ultimately, David Rockefeller, who was a shareholder in Apple, said let's try a different industry and let's go to the top headhunter in the United States who isn't in high tech: Gerry Roche.

They went and recruited me. I came in not knowing anything about computers. The idea was that Steve and I were going to work as partners. He would be the technical person and I would be the marketing person.

The reason why I said it was a mistake to have hired me as CEO was Steve always wanted to be CEO. It would have been much more honest if the board had said, "Let's figure out a way for him to be CEO. You could focus on the stuff that you bring, and he focuses on the stuff he brings."

Remember, he was the chairman of the board, the largest shareholder, and he ran the Macintosh division, so he was above me and below me. It was a little bit of a facade, and my guess is we never would have had the breakup if the board had done a better job of thinking through not just how do we get a CEO to come and join the company that Steve will approve of, but how do we make sure we create a situation where this thing is going to be successful over time?

I made two really dumb mistakes that I really regret, because I think they would have made a difference to Apple. One was when we were at the end of the life of the Motorola processor, we took two of our best technologists and put them on a team to go look and recommend what we ought to do.

They came back and said it doesn't make any difference which RISC architecture you pick, just pick the one you think you can get the best business deal with. But don't use CISC. CISC is complex instruction set. RISC is reduced instruction set.

So Intel (NasdaqGS: INTC - News) lobbied heavily to get us to stay with them, [but] we went with IBM and Motorola (NYSE: MOT - News) with the PowerPC. And that was a terrible decision in hindsight. If we could have worked with Intel, we would have gotten onto a more commoditized component platform for Apple, which would have made a huge difference for Apple during the 1990s. So we totally missed the boat. Intel would spend $11 billion and evolve the Intel processor to do graphics, and it was a terrible technical decision. I wasn't technically qualified, unfortunately, so I went along with the recommendation.

The other, even bigger failure on my part was if I had thought about it better, I should have gone back to Steve.

I wanted to leave Apple. At the end of 10 years, I didn't want to stay any longer. I wanted to go back to the East Coast. I told the board I wanted to leave, and IBM was trying to recruit me at the time. They asked me to stay. I stayed, and then they later fired me. I really didn't want to be there any longer.

The board decided we ought to sell Apple. So I was given the assignment to go off and try to sell Apple in 1993. So I went off and tried to sell it to AT&T (NYSE: T - News) to IBM, and other people. We couldn't get anyone who wanted to buy it. They thought it was just too high risk, because Microsoft and Intel were doing well then. But if I had any sense, I would have said, "Why don't we go back to the guy who created the whole thing and understands it? Why don't we go back and hire Steve to come back and run the company?"

It's so obvious, looking back now, that that would have been the right thing to do. We didn't do it, so I blame myself for that one. It would have saved Apple this near-death experience they had.

I'm actually convinced that if Steve hadn't come back when he did — if they had waited another six months — Apple would have been history. It would have been gone, absolutely gone.

People say he killed the Newton — your pet project — out of revenge. Do you think he did it for revenge?

Probably. He won't talk to me, so I don't know.

http://finance.yahoo.com/career-work/article/111103/being-steve-jobs-boss;_ylt=AjuAoN_uhITD5272hE2uYdv3BK1_;_ylu=X3oDMTBzbjBiczU0BHBvcwMyMQRzZWMDYXJ0aWNsZU1haW4Ec2xrAzI-?mod=career-leadership

“LIFE IS TOO SHORT TO BE LITTLE”

On the slope of Long's Peak in Colorado lies the ruin of a gigantic tree.

Naturalists tell us that it stood for some 400 years.

It was a seedling when Columbus landed at San Salvador, and half grown when the Pilgrims settled at Plymouth.

During the course of its long life, it was struck by lightning 14 times, and the innumerable avalanches and storms of 4 centuries thundered past it.

It survived them all. In the end, however, an army of beetles attacked the tree and levelled it to the ground.

The insects ate their way through the bark and gradually destroyed the inner strength of the tree by their tiny but incessant attacks.

A forest giant which age had not withered, nor lightning blasted, nor storms subdued, fell at last before beetles so small that a man could crush them between his fore finger and his thumb.

Aren't we all like that battling giant of the forest?

Don't we manage somehow to survive the rare storm and avalanches and lightning blasts of life, only to let our hearts be eaten out by beetles of worry-little beetles that could crushed between a finger and a thumb?

Let's not allow ourselves to be upset by small things we should despise and forget.

Remember

"LIFE IS TOO SHORT TO BE LITTLE"

Komanwel VS Babri

Jarak antara Manipal dengan Delhi,3jam perjalanan dengan plane,hampir 3 hari dengan train.

Perjalanan yang sebegini panjang tidak memungkinkan aku datang menyokong atlet2 negara dalam sukan komanwel yang baru melabuhkan tirai.

Tirai dilabuh,kritikan tetap bergema.Tirai hanya tabir.Bukan penghalang mutlak suara2 kritikan terhadap prestasi atlet Negara.

Rumah siap,pahat masih berbunyi.

12-10-14 angka keramat

Mungkin penggemar judi nombor ekor berpusu-pusu membeli nombor ini.

Ya.12 emas,10 perak dan 14 gangsa cukup membuktikan keupayaan sebenar Malaysia.

Badmintan kekal sebagai lombong emas.Pelombong adalah Lee Chong Wei,Koo Kien Kiat serta seluruh pemain acara berpasukan dan beregu campuran.

Bangsa Cina memperkenalkan industri melombong timah di Selangor dengan membawa kapal korek.

Dalam sukan,bangsa ini jugalah yg mengorek emas untuk negara.

Atlet melayu???Agak layu terutama Hafiz Hashim.Tangan layu,badan layu,mata kuyu.

Pembukaan dan penutup

Aku masih lagi teruja dengan upacara pembukaan Olimpik Beijing.Sangat menarik dan sarat dengan pelbagai kebudayaan masyarakat Cina.

Mereka berjaya menggabungkan semua elemen2 penting dan kepercayaan mereka,disimpulkan dalam simpulan mati dan dipersembahkan kepada dunia.

Kungfu Panda,cerita lucu seekor panda gemuk yang ingin menjadi pahlawan naga menceriakan suasana olimpik.Satu kaedah promosi yang sangat efektif.

Pendapatan di jana,duit terhasil lantas memartabatkan lagi maruah China,selaku bakal kuasa besar dunia.

Teringat aku akan satu artikel,biarkan China tidur.China seekor gergasi,lebih mirip seekor naga.

Dulu semasa naga terjaga,seluruh dunia dijelajahi melalui laksamana Cheng Ho.Armada yang di bawa belayar merrentasi laut diiktiraf sebagai yang terbesar di dunia.

Dari situ,masyarakat melayu mula kenal akan perihal manusia bermata sepet,hidung kembang kulit yang cerah.Melaka antara destinasi tujuan.

Di India,promosi berlaku agak hambar.Beberapa siaran sahaja menyiarkan siaran langsung perlawanan yang berlaku.Itupun sekiranya melibatkan atlet india.

Suasana pembukaan tidak lekang dengan kontroversi.

Bermula dengan isu perkampungan atlit yang diaanggap inhabitable.

Penangkapan ular di penginapan kontinjen Afrika.

Isu penarikan diri Usian Bolt(lightining bolt),Asafa powel dan atlet renang lain memanaskan lagi atmosfera Komanwel.

Dalam segala macam ribut melanda,tiba2 jambatan runtuh manakala stadium,semua pekerja bertungkus lumus dihias dan disiapkan sehingga detik2 akhir upacara pembukaan

Ular berjaya lagi ditangkap di gelanggang tenis.Ternyata king cobra sangat bermaharajalela di India.

Pengganas pula dengan berani melontarkan ancaman,sengaja memporak perandakan lagi New Delhi.

Itu belum dikira dengan pengemis kanak2 persis slumdog millionaire.Berpakaian buruk,membawa bayi kecil yang menangis dan berwajah kusam meminta sedekah di jalanan.

Aku pasti,atlet2 akan dicubit,diganggu oleh peminta2 sedekah yang cilik ini semasa bersiar-siar di Delhi kelak.

Lambang penjajahan

Komanwel,satu lambang British.

Bongkak british menjajah,menghuru harakan pentadbiran melaui dasar pecah perintah,kini disanjung dengan Komanwel.

Komanwel satu reuinion terbesar di dunia.Anggota sahaja lebih dari 70 negara.Inilah perjumpaan yang berlaku setiap 4 tahun seklai.

Masjid Babri

Terletak di Avodhya,Uttar Pradesh di atas Rama's Fort,masjid ini telah dimusnahkan pada 1992 walaupun ada arahan daripada Mahkamah Tinggi bahawa struktur itu tidak akan dimusnahkan.200 terbunuh,kebanyakan muslim dalam tunjuk perasaan yang turut berlaku di bandar2 seperti Mumbai dan Delhi.

Dibina usai penaklukan Empayar Moghul pada 1527 oleh Babur,Maharaja Moghul pertama di India,masjid ini antara masjid terbesar di Uttar Pradesh.Sebelum 1940,ia dikenali sebagai Masjid-i-Janmasthan(masjid kelahiran) untuk memperakui kelahiran Dewa Rama.Selepas struktur Hindu dimusnahakan,Masjid Babri dibina.

Walaupun antara masjid terbesar,hanya sedikit jemaah Islam memanfaatkannya untuk kegunaan harian.Mungkin ancaman-ancaman keganasan yang diterima berjaya menakutkan maysarakat Islam daripada mengunjunginya.

Pelbagai petisyen dan bantahan telah difailkan di mahkamah berkenaan masjid ini.

Menariknya,keputusan pemilikan tanah diumumkan 18 tahun selepas Masjid ini dimusnahkan,iaitu ketika Sukan Komanwel bakal dirasmikan.
Aku melihat situasi ini sengaja dipolitikkan.

Kontroversi kegagalan menyipakan struktur2 penting untuk komanwel,ditambah pula dengan isu keselamatan,sengaja menarik perhatian masyarakat dunnia kepada India.

Semua mata tertumpu di Delhi,masa keemasan unutlk mengumukna keputusan petisyaen sekaligus menamatkan konflik babri.

Keputusan memang telah dijangka di mana Muslim hanya memperoleh 1/3 daripada jumlah keseluruhan tanah.

Dan apabila keputusan tidak memihak kepada muslim,seandainya berlaku tunjuk perasaan,dengan senang masyarakat dunia dapat melihat keganasan Islam.

Media yahudi akan melabelkan umat Islam sebgai pengganas dan sengaja menghuru-harakn negara tuan rumah.

Ancaman keganasan bagi aku sengaja dicipta oelh pihak berkepentigan.Sekiranya umat islam India membantah,automatik ini akan disyhtiharkan sebagai ancaman pengganas.

Sekali lagi,watak pengganas dipegang oleh Muslim.

Aku melihat,ada persamaan berkenaan peristiwa ini dengan pergaduhan merebut Masjidil Aqsa di Palestin.

Antagonis semestinya Yahudi,golongan yang mendakwa tapak berdirinya Masjidil Aqsa,sebenarnya,tapak 'Temple Of Solomon'.

Aku bukan penggemar teori illuminati,tetapi ancaman sebegini tidak harus dipandang ringan.Ancaman ini datang dengan tindakan seperti menggali terowong di bawah masjid.Ini tidak lain bertujuan memusnahkan struktur Masjid.Sedikit gempa bumi,nescaya rebah menyembah bumi Al-Aqsa.Nasi telah menjadi bubur.

Mahkamah antarabangsa sememangnya dilobi dan mereka berdiri teguh di bawah telunjuk jari kelingking Israel.

Mungkin pada masa ini,segala NGO sekadar anjing menyalak bukit..

Wallahualam.

p/s-Esok end-posting exam for psychiatric.Doakan kejayaan aku.Wassalam

Pokok epal yang amat besar

Suatu masa dahulu, terdapat sebatang pokok epal yang amat besar. Seorang kanak-kanak lelaki begitu gemar bermain-main di sekitar pokok epal ini setiap hari. Dia memanjat pokok tersebut, memetik serta memakan epal sepuas-puas hatinya, dan adakalanya dia berehat lalu terlelap di perdu pokok epal tersebut. Budak lelaki tersebut begitu menyayangi tempat permainannya. Pokok epal itu juga menyukai budak tersebut.

Masa berlalu.Budak lelaki itu sudah besar dan menjadi seorang remaja. Dia tidak lagi menghabiskan masanya setiap hari bermain di sekitar pokok epal tersebut. Namun begitu, suatu hari dia datang kepada pokok epal tersebut dengan wajah yang sedih.

"Marilah bermain-mainlah di sekitarku," ajak pokok epal itu.
"Aku bukan lagi kanak-kanak. Aku tidak lagi gemar bermain dengan engkau,"jawab budak remaja itu.

"Aku mahukan permainan. Aku perlukan wang untuk membelinya," tambah budak remaja itu dengan nada yang sedih.

Lalu pokok epal itu berkata, "Kalau begitu, petiklah epal-epal yang ada padaku. Jualkannya untuk mendapatkan wang. Dengan itu, kau dapat membeli permainan yang kau inginkan."

Budak remaja itu dengan gembiranya memetik semua epal di pokok itu dan pergi dari situ. Dia tidak kembali lagi selepas itu. Pokok epal itu merasa sedih.

Masa berlalu...

Suatu hari, budak remaja itu kembali. Dia semakin dewasa. Pokok epal itu merasa gembira.

"Marilah bermain-mainlah di sekitarku," ajak pokok epal itu.

"Aku tiada masa untuk bermain. Aku terpaksa bekerja untuk mendapatkan wang.
Aku ingin membina rumah sebagai tempat perlindungan untuk keluargaku. Bolehkah kau menolongku?" Tanya budak itu.

"Maafkan aku. Aku tidak mempunyai rumah. Tetapi kau boleh memotong dahan-dahanku yang besar ini dan kau buatlah rumah daripadanya." Pokok epal itu memberikan cadangan.

Lalu, budak yang semakin dewasa itu memotong kesemua dahan pokok epal itu dan pergi dengan gembiranya. Pokok epal itu pun tumpang gembira tetapi kemudiannya merasa sedih kerana budak itu tidak kembali lagi selepas itu.

Suatu hari yang panas, seorang lelaki datang menemui pokok epal itu. Dia sebenarnya adalah budak lelaki yang pernah bermain-main dengan pokok epal itu. Dia telah matang dan dewasa.

"Marilah bermain-mainlah di sekitarku," ajak pokok epal itu
"Maafkan aku, tetapi aku bukan lagi budak lelaki yang suka bermain-main di sekitarmu. Aku sudah dewasa. Aku mempunyai cita-cita untuk belayar. Malangnya. Aku tidak mempunyai bot. Bolehkah kau menolongku?" tanya lelaki itu.

"Aku tidak mempunyai bot untuk diberikan kepada kau. Tetapi kau boleh memotong batang pokok ini untuk dijadikan bot. Kau akan dapat belayar dengan gembira," cadang pokok epal itu.

Lelaki itu merasa amat gembira dan menebang batang pokok epal itu. Dia kemudiannya pergi dari situ dengan gembiranya dan tidak kembali lagi selepas itu.

Namun begitu, pada suatu hari, seorang lelaki yang semakin dimamah usia, datang menuju pokok epal itu. Dia adalah budak lelaki yang pernah bermain di sekitar pokok epal itu.

"Maafkan aku. Aku tidak ada apa-apa lagi nak diberikan kepada kau. Aku sudah memberikan buahku untuk kau jual, dahanku untuk kau buat rumah,batangku untuk kau buat bot. Aku hanya ada tunggul dengan akar yang hampir mati..." kata pokok epal itu dengan nada pilu.

"Aku tidak mahu epalmu kerana aku sudah tiada bergigi untuk memakannya. Aku tidak mahu dahanmu kerana aku sudah tua untuk memotongnya. Aku tidak mahu batang pokokmu kerana aku berupaya untuk belayar lagi. Aku merasa penat dan ingin berehat," jawab lelaki tua itu.

"Jika begitu, berehatlah di perduku," cadang pokok epal itu.

Lalu lelaki tua itu duduk berehat di perdu pokok epal itu dan berehat. Mereka berdua menangis kegembiraan.

Usai pagi

Usai pagi menjelang,hidup diteruskan.Alhamdulillah atas sisa nyawa kurniaan dalam badan.

Tahun ke-3 sebagai pelajar bidang perubatan.Kehidupan seakan berubah.Daripada buku menjadi rujukan sebelumnya,sekarang hospital menjdi mainan.

Rutin nyata berubah.Kelas hanya sejam,selainnya habis di hospital.

Tahun ke-3, hari ke-3 bidang psikiatrik.

Seks

Suasana di bank tenang.Seorang pakcik lingkungan 70-an,beruban di kepala bergegas,melangkah cepat masuk lantas menuju arah tempat simpanan borang.Satu borang diambil tertera slip pengeluaran wang.

Sebatang pen biru,tadi tersemat dalam poket baju,penutup dibuka,tangan lantas berayun,pen menari atas kertas menulis huruf dan angka dalam kotak2 yang disediakan.

Setiap kotak di isi,pertanyaan dijawab.Penuh keyakinan.

Akan tetapi,satu kotak beserta persoalan gagal diisi,sangat merungsingkan pakcik tua itu.

"Haish.Soalan macm ini pun kena jawab ke?"

"Aku nak keluarkan duit je.Tidak lebih dari itu,"

"Apa aku nk tulis ni.Perlu ke aku jujur?"

Bermacam pertanyaan singgah di benak fikiran.

"Isi jer laa.Apa nak malu.Benda lumrah.Lagipun aku kena jujur.Nanti tak dapat duit,"akhirnya keputusan dapat dicapai.

"No 135,kaunter 3!",nyaring sekali mesin berkomputer menjerit angka itu.

Pakcik tua,sedar akan nombor itulah yg di nanti selama ini mara ke hadapan menuju kaunter 3.

Slip bertukar tangan..Petugas kaunter tersipu2,merah menjalar ke muka.

"Pakcik,SEX INI JANTINA. Lelaki atau perempuan.Tak perlu tulis 3 kali seminggu.Tak ada orang hendak tahu benda tu,"terang pegawai bank.

"La.Patut pun.Sorry2.Maklumlah.Pakcik dah tua,"kata pak cik itu.Muka berkedut,mula kemerahan menahan malu yang teramat sangat.

Berderai ketawa para hadirin.

Serba sedikit cerita dikutip semasa JASSI 10,Mangalore.Bersahaja Ustaz Dr Jamlun Azhar bercerita.Nampak bodoh,lucah tapi itulah hakikat yang bakal dihadapi seorang doktor.

Seorang doktor,harus berhati-hati apabila berhadapan dengan seorang tua.DI samping rasa hormat haruslah tinggi,arahan mestilah jelas agar tiada salah faham berlaku.

"Ubat ini makan 3 kali sehari,bukan 3 hari sekali,"

"Ni antibiotik.2 kali sehari mak cik.Habiskan ubat ini.Jangan bagi anak makcik makan,"

Wajib jelas dan terang arahan yang diberikan.

Larangan bersetubuh semasa haid

OBG bidang khas untuk kaum wanita.Bercerita tiada yang lain selain perihal penyakit kaum hawa.Betapa istimewanya seorang wanita.Syurga di telapak kaki,kebajikan terjaga,bidang perubatan ada yang khusus untuk mereka.

Pensyarah masuk,tepat jam 8.Seorang wanita tua dengan gelaran professor.Ilmu penuh di dada,pengalaman melimpah tampak di muka.

Female genital anatomy menjadi topic perbincangan.

Aku leka menyalin slide sambil otak ligat memahami.

Sehinggalah dia bercerita tentang vagina.

Vagina is acidic in nature due to Doderlin's bacilli. These bacilli convert glycogen to lactic acid thus prevent growth of other microorganism.

But, during menstruation, the mixture with blood increases the pH. Vagina is no longer acidic. So, opportunistic fungus such as Candida albicans tends to grow and produce infection

That's why; we need to avoid intercourse during menstruation.

Subhanallah!Aku terkejut.Selama ini,aku hanya bulat2 menerima sahaja kenapa Islam mengatakan bahaya mendatangi perempuan ketika haid.

Penjelasan ilmiah yang aku terima hari ini,jelas menjadi bukti saintifik larangan itu.Jangkitan mudah berlaku semasa haid kerana pH sekitar vagina menigkat menjadi alkali.Sebarang persetubuhan akan meningkatkan risiko STD(sexual transmitted disease).Akhirnya keluarga porak peranda,suami isteri menderita.Benar sekali larangan itu ditujukan kepada umat manusia.

Allah berfirman:

Dan mereka bertanya kepadamu (wahai Muhammad), mengenai (hukum) haid. Katakanlah: "Darah haid itu satu benda yang (menjijikkan dan) mendatangkan mudarat". Oleh sebab itu hendaklah kamu menjauhkan diri dari perempuan (jangan bersetubuh dengan isteri kamu) dalam masa datang darah haid itu, dan janganlah kamu hampiri mereka (untuk bersetubuh) sebelum mereka suci. Kemudian apabila mereka sudah bersuci maka datangilah mereka menurut jalan yang diperintahkan oleh Allah kepada kamu. Sesungguh-Nya Allah mengasihi orang-orang yang banyak bertaubat, dan mengasihi orang-orang yang sentiasa mensucikan diri. (al-Baqarah: 222)

Esok perjuangan bakal bersambung.Semakin dalam ilmu aku gali,semakin dekat dan yakin aku terhadap Islam.InsyaAllah.

Sekian.wassalam

Lagi gila dari orang gila untuk jaga orang gila.Secebis pengalaman posting di wad psikiatrik.

Kenangan pertama amat manis.Tidak terlupa seseorang manusia akan pengalaman pertama.

Jelingan pertama,pandangan pertama,debaran pertama dan semestinya cinta pertama..

Pabila disoal tentang yang kedua,ramai terlupa..

"Who is the 1^st astronaut to land on the moon?"

"Neil Armstrong"

"Who is the 2^nd?"

"Aaaaaaaa+

Antara scene menarik dalam 3 idiots.Prof virus bertanya pelajar.Ternyata,hanya yang pertama bakal kukuh dalam ingatan.

Dan hari ini,kali pertama posting di hospital.

Destinasi pertama-Hospital Uduppi bidang psychiatry.

Pelajaran pertama-sejarah psikiatrik

Pensyarah pertama -Dr Rajesh

CR pertama-Vanessa

Sejarah

Aku tertarik dengan lipatan sejarah.Sejarah mengajar banyak perkara dan manusia sentiasa lupa.Apabila lupa,kita cenderung mengulangi.

Apa yang diulang,kebanyakan hanyalah kegagalan..Tiada yang ulang kejayaan.Kenapa??

Mungkin ideologi manusia suka mencipta kejayaan lain terus membumi dalam pemiikiran.Seolah-olah satu dosa sekiranya mengulangi kejayaan yang sama.

Falsafah jangan ulangi kesilapan sama,tiada dalam hati jiwa nurani.

Peristiwa anatara yang masyhur,berlaku semasa Napoeleon Bonaparte.Seorang maharaja Perancis,juga seorang pakar strategi.

Dengan angkatan tentera yg besar beliau bergerak untuk menawan Rusia, berperang semasa musim salju.Percaturan gagal kerana askar Rusia sangat terlatih dalam peperangan ssemasa musim salji berbanding askar Perancis.

Beberapa lama kemudian,musim berganti,pemerintahan Hitler muncul.

Seklai lagi,masa dingin salju menyengat,beliau memimpin tetntera dalam misi yang sama,menawan Rusia.

Masa diambil tepat pertengahan musim salju.Keputusan tetap sama-kalah.Tentera Hitler ditewaskan.

Itu contoh mausia yang berjaya tetapi masih gagal belajar dari kesalahan.

Sejarah psikiatrik

Abad 4 –Hippocrates menyatakan kelakuan tidak normal punca sakit mental.

Abad 8-Hospital sakit mental pertama dibina dalam tamadun islam di Baghdad.

Abad 10-Ar-Razi memperkenalkan rawatan pertama untuk pesakit mental

Abad 11-Ibnu Sina memperkenalkan physiological psychology dalam rawatan pesakit mental yang menjadi asas kepada Carl Jung mencipta Word Association Test pada abad ke-19.

Abad 13-Hospital pertama di bina di Eropah (Bethlem Royal Hospital di London)

1758- William Battie menulis Treatise on Madness

1788-Raja England,George III disahkan mempunyai masalah mental

1792-Phillipe Pinel memperkenalkan kaedah baru. humane treatment atau sokongan moral.Sebelum ini,pesakit menatal disisihkan atau dibakar hidup2 semasa Middle age.

1834-Anna Marsh membina hospital mental swasta di Amerika

Abad 20-  Emil Kraepelin memperkenalkan psychoanalytic theory.Teori ini mengumpulkan setiap penyakit mental mengikut kasifikasi tertentu.Bidang2 seperti Psychopharmacology juga semakin pesat membangun.

Wad D4

Tepat 2.25,bakal2 dr dari group F1 dan F2 berjalan masuk.Melangkah dengan segak masuk ke wad D4.

Wad ape D4??Wad orang gila..Kena la segak juga.

Seorang tua pernah berkata kepada aku.

"Pakcik dulu kerja kat Tanjung,"

"Tanjung mana pakcik?"

"Tanjing Rambutan.Hospital Bahagia ..10 tahun kat sana,pakcik rileks jer.Rahsianya,kau kena jadi lagi gila dari orang gila untuk jaga orang gila."

"Lagi gila dari orang gila untuk jaga orang gila!!"

Pening memikirkan ketika detik itu.Mungkin falsafah ini boleh aku aplikasi sepanjang 3 minggu posting kat wad psikiatrik nanti.

Suasana wad tenang.Pesakit terlantar di katil.Sekumpulan orang tengah bermain karom dengn khusyuk.

"Orang gila pun pandai main karom ker?"aku bertanya.

"Itu orang yg jaga orang gila,"jawab rakan yang dari tadi menyepi.

Pensyarah melangkah masuk,duduk di kerusi dihadapan pelajar sekalian.Muka pelajar,sedkit keletihan tapi api di dada terus membakar.

Serba sedikit pengalamn posting pertama di wad psikiatrik.

Sekian