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There are times when you ll want to assign several tooltips to a single widget usually when you re dealing with views for models and other widgets showing a complex document. In these situations a single widget is used to show several different items, in which each item might need a tooltip of its own. For example, suppose you have a drawing application in which you want to use tooltips to show the diameter of circles and the width and height of rectangles. Because the entire drawing is shown using a single viewing widget, that widget needs to provide different tooltips depending on where the mouse pointer is located. To do this it helps to understand how the tooltip is shown. The actual appearance of a tooltip is triggered through a ToolTip event. By intercepting the event in the event(QEvent*) method, you can change the tooltip depending on where the mouse pointer is located. Figure 9-4 shows the desired effect: the four squares are all part of one widget, but each square shows a different tooltip text.

I did not set out to build a big company. I actually wanted to be a software designer. I saw having a company not exactly as being a necessary evil, but there wasn t a good alternative. My experience had convinced me that being a program author and having somebody else publish it wouldn t give me enough control over the process. In Hollywood, the very successful directors like Steven Spielberg quickly understood that they also needed to be producers and have their own studio in order to retain control. It was a similar thing. There were some other funny things about it. In the 60s, when I came of age, business was not a cool thing. We were all counterculture people with long hair and sex, drugs, and rock n roll. It was the 60s; I have the pictures to prove it. I don t remember any of it, but as someone said, if you can remember the 60s, then you weren t there. But it turned out I also have some entrepreneurial talent. It s not surprising my father was a small businessman, my grandfather was a small businessman, it kind of runs in the family. But I think I had cultural biases against seeing it or valuing it that took a while to get over. So while Lotus was getting started, I just saw it as a vehicle to doing great product. I never wanted to have a big company.

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Second % 2 = 0 then box "heads" else box false print_any result Imperative programmers may be surprised that an if then else expression must have an else if the expression returns a value This is pretty logical when you think about it and if you consider the examples you ve just seen If the else were removed from the code, the identifier result could not be assigned a value when the if evaluated to false, and having uninitialized identifiers is something that F#, and functional programming in general, aims to avoid There is a way for a program to contain an if then expression without the else, but this is very much in the style of imperative programming, so I discuss it in 4..

Did you make a conscious effort to have a creative atmosphere at the time when programmers were considered dull and nerdy

avoiding the need to intercept the ToolTip event for the view widget or the scene. When working with item views, you can use the model-view architecture to set tooltips for each item by assigning data to Qt::ToolTipRole. If you want to provide custom tooltips for the view, reimplement the viewportEvent(QEvent*) method instead of event().

Kapor: Yeah I was interested in really cool products, so I guess that s where that came in I had a very unconventional background and really no interest in building a button-down business culture And I m not an engineering geek, either These types of companies tend to reflect the personalities and interests of their founders Microsoft is very much cast in Bill Gates s image; and Apple, Steve Jobs; Borland, Philippe Kahn And so we tended to have more creativity and innovation The other thing that I cared about a lot right from the very beginning was creating a workplace that treated people well At Software Arts, they felt I had attitude problems I didn t respect authority I basically thought, The people that are running this are stupid and they don t listen to me and I don t like being here, being told what to do.

It was a mixture of keen insight and adolescent emotions that I carried for a very long time So when I unexpectedly found myself running this high-growth successful software company, the thought of making it be the kind of place that I would want to work at and different from all those other places was incredibly appealing There were some other key people there who shared that feeling and I think I probably hired them And so we did all sorts of very progressive things with the corporate culture We invested in the human resources function extensively We surveyed all the employees annually on quality of work-life issues, and took what we heard very seriously We had a corporate values statement that wasn t just on a piece of paper.

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