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|Richard H. Axelrod||Berrett-Koehler Publishers||ePub|
I an Peters had a dream—to bring the 1989 Canadian National Cycling Championships to Ft. McMurray, Alberta.
Ft. McMurray was not really a logical choice for the race. It’s a small town in northern Alberta, meaning it would be a long trip for any competitor. The local cycling club had never hosted a major race. Ian’s dream was a long shot. He knew it would take a lot of effort to win the bid for the championships and even more to keep people on board for all the planning that would be needed.
Despite these challenges, Ian and his team won the right to host the race. Now they had a new goal: To host the best National Cycling Championships ever.
The Ft. McMurray steering committee went to the 1988 race in Toronto to get a head start on their work. For the next year, the entire committee stayed deeply involved in planning and staging the race. No one left the group. They met regularly to stay on track with time lines. They got together informally in small groups to problem solve over coffee. They traded late night phone calls to celebrate successes and share frustrations.See All Chapters
|Jane Roberts Wood||University of North Texas Press|
Part 5: 1980 • A Jury of Her Friends�
Two days before Thanksgiving, Sarah and Isabel reach Betsy’s house at the same time, and Gaynor, wearing her bright shawl, hurries them into Betsy’s sitting room. They stand in front of the fireplace warming their hands against the first hard freeze of the year.
“It might be snowing by Thursday,” Sarah says, rubbing her hands together. “And everything can return to normal.”
“Normal?” Betsy says, coming into the room with a tray of cups and saucers.
“Well, look at you, Betsy Rogers, in your gorgeous blue!”
Isabel exclaims. “What a wonderful color!”
“Thank you, Isabel. But as for normal, I’m not sure anymore what normal is. But we’re having chamomile tea today. After the hard time you girls have had, you need a little pampering.”
Sarah and Isabel sit side-by-side on the loveseat. Sarah is wearing khaki pants, clean khakis, and muddy running shoes.
Isabel wears a black silk suit with her black, rose-covered scarf thrown round her neck. Her heels are high. Her black hair falls to her shoulders. The length of her hair makes her look older, or so Sarah thinks.See All Chapters
|Shawn Doyle||HRD Press|
Motivating Employees to Achieve the Organization’s Goals
The world is a very ambiguous place. There are many aspects of our professional and personal lives that are confusing. We are often bombarded with many confusing rules, laws, and regulations with no explanations given. This should not happen in the work place. Managers should provide clarity and direction.
An employee’s understanding the purpose of what they do relates to the hygiene and the motivating factors mentioned in Chapter 2. It is the manager’s role to make sure that employees are well informed and clear on the purpose of their work, the team’s work, and the company’s work. When employees know why they are doing the work, they are much more motivated and satisfied with their jobs.
I recently overheard a conversation with two employees on an elevator. They were both furious at their supervisor. The one person said, “What is his problem? He doesn’t ever tell us what is going on and then expects us to do the work!” The other employee sighed and said, “I don’t know, I guess he thinks we are mind readers—but I don’t understand why we have to do it that way.” Obviously these employees were frustrated and angry, and were being managed by someone who didn’t communicate the employees’ roles and how those roles relate to the organization.See All Chapters
|Eric Maisel||New World Library||ePub|
YOUR ARTIST PLAN
You are an artist — and you are also a project manager. You are obliged to create plans and schedules, to set goals, and to monitor the state of your creative projects, your creative career, and your creative life. Before we turn to an examination of you as project manager, let’s summarize a bit. The following are seven key ideas that summarize the material we’ve been covering:
1. Understand what you are up against. Our personalities produce difficulties, the creative work we attempt produces difficulties, and the world we live in, which includes our society, our relationships, and the art marketplace, produces difficulties. Fully acknowledging the extent to which our life is a project beset by this array of difficulties and shadows, and that it will always be beset by this array of difficulties and shadows, is better than hoping and pining for the facts of existence to be different. You are not easy, writing your novel is not easy, and selling your novel is not easy. So be it.See All Chapters
|Pete Goodliffe||O'Reilly Media||ePub|
If debugging is the process of removing software bugs, then programming must be the process of putting them in.
— Edsger Dijkstra
It’s open season; a season that lasts all year round. There are no permits required, no restrictions levied. Grab yourself a shotgun and head out into the open software fields to root out those pesky varmints, the elusive bugs, and squash them, dead.
OK, reality is not as saccharin as that. But sometimes you end up working on code in which you swear the bugs are multiplying and ganging up on you. A shotgun is the only response.
The story is an old one, and it goes like this: Programmers write code. Programmers aren’t perfect. The programmer’s code isn’t perfect. It therefore doesn’t work perfectly the first time. So we have bugs.
If we bred better programmers we’d clearly breed better bugs.
Some bugs are simple mistakes that are obvious to spot and easy to fix. When we encounter these, we are lucky.
The majority of bugs—the ones we invest hours of effort tracking down, losing our follicles and/or hair pigment in the search—are the nasty, subtle issues. These are the odd, surprising interactions; the unexpected consequences of our algorithms; the seemingly non-deterministic behaviour of software that looked so very simple. It can only have been infected by gremlins.See All Chapters
Business & Economics