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Cambiamento, questo sconosciuto.

I appeal to those in change is the main gear, he or she who must manage the new organization soon. Change is not consensus.

know how to react to your resources? Or rather, as the announcement of a coming change will react? Well avremmanno suffered a myriad of concerns that are generally of an informative nature to which you add questions like: What is this change? Why is it necessary? What is wrong with the current way of working? How and by when the organization needs to change? What role does cover you? I will be at risk?

Note, if there is a change taking place, there must have been decidedly ahead of the assessments on the current status quo that gave a poor outcome in some way and led to this new reality. But this is not the argument I want to be treated.

return to us ... Let's react, "reacted" very badly, as they say we are the last wheel of the wagon. And this makes us very "Incas ..." (Sorry) hoist. We are part of the system and not "fixed" is the result. Acceptable or not but it is.

solutions on this? Well more than one solution direzione da seguire. Uno dei mezzi più efficaci per conquistare il consenso del personale circa la necessità del cambiamento è il seguente: condividere le informazioni con tutti e poi chiedere ai dispendenti di ogni livello di spiegare le ragioni per cui ritengono che non si debba cambiare. Fatelo anche se pensate di conoscere già le risposte. In questo modo troveranno più convicente la vostra argomentazione e saranno più disposti ad accettarla.

Molte volte, il cambiamento è un'opportunità ma va condivisa non obbligata. Le attività del cambiamento devono astenersi dalla velocità di esecuzione, mi spiego meglio se è vero che coinvolgendo meno persone si accelera il processo decisionale, the execution is typically not quick decisions faster and better. Ignoring the difference between commitment and compliance with the rules is very dangerous.

The result: People can follow the new guidelines for a short time until, after the first impact will tend to sum up the old attitude. While the involvement and the opportunity to be part of the system generates a long-term commitment and sustainable.

remember and this goes for everyone: What decision are you most inclined to join, a decision that there is another tax or a decision you could help?

Pier Giorgio

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How important?

Think about it before, get your own opinion then ... and then read the following to taste.

If you want to build a ship, do not collect your men to pieces of wood, but transmit their nostalgia for the infinite sea.

Antoine de Saint-Exupéry

A sentence with a huge and great truth! How can you disagree with what they read. A large ship can be built at its best, can have the best and most advanced technological systems. But this does not alter the fact that without the right people will not go very far.

Given that history always teaches with sincerity, you believe that Columbus or Magellan would have done what history teaches us if they did not have the right human resources? Do you think that their success has been determined by the means employed? Questions have simple answers: The means were necessary but it is not conclusive, the resources have been guided by a "leader" to determine the success and not the reverse.

Pareto teaches us in his own way a winning formula "80% of the results obtained from 20% of the resources" to be recalled at any time but, in fact much too often, we forget the special meaning our time. Today it is found that companies invest only in systems, processes, structures, organizations are only bring 80% and 20% of the result. Strange but true.

era of large and rapid changes we can state that our organizations are over managed and under led. Why were formed companies organized as machines and their employees must behave as if their components. Everything has to run as a huge gear with standard rules. Woe to see things from another perspective, the system will let you and then sinks with "him."

Tell me then how can we address the changing nature of the changes if everything is so Standardiste cast? Is not able to cope with the changes with preconceived systems where everything is run by rules.

Remember that this should not lead to think that organized systems are wrong only that those who live in the system tends to flatten out and take steps accordingly. The problems are deflected and distorted generally avoided. This is the simple reality that the resources are not guided.

you ever feel to say .. you must not think! Nobody gave the delegation of ..! Well it hurts to hear it. Knowing that you want to be part of the solution not the problem but refuse to hear it makes you sink, but not for the fact of the sentence itself, but to see how the reasonableness of the presumption is confused. Remember that the organizations under the guidance will not be far away.

apply resources company! Guaranteed and proven, not only because you pay a salary at the end of the month, but because, as always support, you pay both hands free but you have a brain.

Congratulations to those who now choose the resources to lead and manage their organizations "organized". Thanks to those who invest resources in the solution as a springboard to success.

Now you can disagree with the opinion expressed above, moreover, what I write always wants to be my point of view and therefore questionable with the way you see things.

Pier Giorgio

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La produttività e il morale: Un rapporto imprescindibile

First a little definition of productivity. Productivity is the amount of work done and that in turn depends on the quality of work and all this will depend on the collaborative activities of resources in terms of skills and behaviors.

So already identifies that productivity is somehow subject especially on the attitudes of resources to their work, which somehow has to play. Implied that the whole matter are "relieved" the technical aspects of the production plant, machinery and other equipment.

Well, the resource with their existential and moral aspects of present conditions in that moment its working structure deteriorating or improving the overall performance of work activities.

We all know that when morale is low, the work is "unpleasant" and this spoils the enthusiasm which would increase the cynicism more than you get out in the morning.

Gee then think about how to get back to that place on Monday and narrow with the unbearable state of mind to pieces. Already we think by Friday night so you end up che ti rovini il fine settimana e ti ritrovi con la domenica affossata nella malinconia.

Notizia importante: I lavori infelici si trovano in ogni luogo e a tutti i livelli di categoria. Quanti di voi concordano con me che almeno una volta ci si è trovato in questa condizione di insopportabilità?

Come dicevo la produttività il morale vanno a braccetto dunque sta a noi responsabili di noi stessi o di un team, dirigenti, ecc, cambiare rotta verso questo atteggiamenti maleodoranti.

L'anonimità, a nessuno importa realmente chi tu sia come persona; l'irrilevanza, you that there is or is someone else in your place is basically the same, the non-measurability, no one cares that you work really well or not.

These are some points to work both with ourselves and with our collaborators. Ask yourself questions and see if the answers are finds of real, true and measurable.

now set before you my views on this issue, it is certainly not that I have a magic formula but follow me a little 'and you'll learn the three essential steps to remove (an act of positivism) situations smelly.

• diagnosis, or rather the ability to assess the needs and level of growth, all we have and varied.
• Flexibility, or the ability to use the range of behaviors available.
• Selection, or the ability to adopt behaviors that meet the needs.

On the other hand, we must think about the "success" in real and tangible way to make sure that morale is up, as our performance or productivity, that they say. Sunday Sweet Sunday!

soon, Pier Giorgio

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Influenza ora la tua performance: Come fare? Bé io ti dico la mia (parte 3/3)

As I did not collapse under the weight of so many hardships, as I'm still supporting optimal congested and hostile situations. Well I did do one myself and I am committed to follow a procedure very similar to the speech in first person about what will follow below.

Whoever you are, you're reading you realize the crucial role played by the completion of this stock right now. For now, I assure you of first-person as well as support that research shows conclusively that "your" speech in first person has a direct influence on your performance. For this procedure, we have made the identification of your qualities in the form of first person and present tense. Several times a day - but especially before you start the day and as the last thing to do at the end of each day - now read as indicated:

him, I am a honest person, intelligent, oriented towards the objectives , organized, responsible, committed, punctual. I am an extremely motivated, optimistic, enthusiastic, positive, focused and with initiative. I am a firm responsible, competent, disciplined, persistent, knowledgeable, creative enterprising and making right choices. I am a person emotionally intelligent, confident, able to believe and to go all out. They are endowed with energy, I have great self control and a healthy image of myself, and I manage fine. These are the qualities of individuals who are born to be successful, using them every day and keep my momentum and I will have job security in a world without the safety of the workplace. They also allow me to procure a greater quantity of things that money can buy and a greater quantity of things money can not buy.

PS Remember: You have to be before they can do, and you have to do before I can have. The procedure of the speech in person is an integral part of 'being.

A note to my personal honesty and integrity "manifesto" in person is different in form and length. The substance is the same (although the PS is the same, but it is not my bag of flour).

If you need other "posters" motivational, write me.

soon

Pier Giorgio

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Influenza ora la tua performance: Azione ora, benefici ora (parte 2/3)

take responsibility for your behavior, your expenses and your actions, and do not always support that society should forgive because it "is not your fault" is the quality most needed in the next century.

Barbara Tuchman, the Pulitzer Prize

As is true in this sentence from an authoritative book collection. Think about it and agree that very often "ask for the collective responsibility for a poor product or a polluted beach, and yet we refuse to require individuals to accept responsibility for their acts of irresponsible behavior. Perhaps it is easier to enact laws and regulations on meat spoils not enact laws and regulations on the dead person. " How strange our society in which we live.

N on matter to me what was good or bad our (my) past, I do not care how good or bad our (my) financial condition right now, I can now specifically something that will improve or worsen my future and the choice is mine.

This is something profound because says: "I'm not a victim. I can do many things that will improve or worsen my future depends on me and make the right choices." Recognizing that you away from the "blame game" and puts you on the road to be unequivocally more, do more and have more.

progress exists in your life when you decided to accept responsibility for your actions, you have accepted the responsibility for your future. This is of almost overwhelming, because as long as you do not accept responsibility for your future, your future is left to chance, and the case is a cruel seducer.

followed in: Influence now your performance: What to do? Well I tell you my (part 3 / 3).

Pier Giorgio

Do I Have Bell's Palsy

Influenza ora la tua performance: Pianifica - Preparati - Nutri aspettative (parte 1/3)

To go where you want to be, you need to plan to win, and the plan must be good. Gee good and should work. The good news is that you started so fantastic even before they are old enough to make choices. Your arrival has been well planned from eternity. Maybe your mother and father have not planned specifically to put you in the world, and may have thought that your timing is not fosse del tutto giusto; ma, carissimo/a, ti assicuro che sei l'individuo vincente che sei stato destinato a essere.

"Puoi pianificare, prepararti, nutrire aspettative e assumerti l'impegno proprio dove sei, facendo esattamente ciò che stai facendo".

Dobbiamo credere in noi, per siamo tutti quanti unici individui, splendide creature, avvolte bizzarre.

Il prossimo esempio e racconto ti aiuterà a capire perché lo sviluppo della tua dichiarazione della missione è importante per il tuo successo ed è una caratteristica delle persone "di success ", that they get what they want.

• It tells the story of his grandfather who was walking on the beach with his grandson. My grandfather often stooped to pick up a sea-urchin and threw him into the water. After a while 'the grandson asked his grandfather: "Grandpa, what are you doing?" The grandfather smiled and said, "Well, son, these urchins are living organisms and discarding them if they do not die in the sun." The grandson replied, " But, Grandpa, there are thousands! What difference can I do? "The Grandfather quietly stooped, picked up another hedgehog, threw him into the sea and said:" For this guy, makes all the difference in the world. "

Message: maybe you can not change the world, but when you change your world, you have made a very important step to change the world of other people (without knowing many of them) through the words you use and the actions we .

Someone once said that no drop of rain is responsible for the flood, or a snowflake is reproached the blizzard, but the reality is that each / has played a role in . Unfortunately too many people throw up their hands to heaven and say, 'What can I do? " Speaking figuratively, you can reject the sea-urchin at sea so that it can live. You can give help and give a hand to those in need. You can give your opinion and be an encouragement, not only for the people around you, but through them you can influence many other individuals.

followed in: Influence now your performance: Action now, the benefits now.

Pier Giorgio

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Manager: (ma) che lezione!

Hi all, if our ability to understand how good we are - or unable - to do the best with a given time, is already a success for our professionalism and a great step forward for our expertise.

Bingo, unfortunately, that power is not necessarily refined with experience. One of the best demonstrations of this fact comes from a study done at the end of 1980, a test of the ability of golfers who showed in putting. The putting, after all, is a fundamental part of the game, as it represents 43 percent of the shots. Among other things, the study would detect and the percentage of two-meter putt to pocket the best golfers in the world. The study was made up of fifteen major international tournaments. At each tournament, the team chose a green field with a smooth surface and relatively flat. Then, during the four days of the race, measured every putt.

The study cataloged data on 11,060 putt. How many of them were sent to pit the best golfers in the world? The answer turned out to be little more than half: 54.8 per cent, to be exact.

interesting was the reaction of the professionals who participated in tournaments: most of them predicted that at least 70 percent of their putts would go in the hole. A famous rookie tournament, former U.S. Amateur champion and performer of great putt, he believed that the average putt to pocket more than 80 percent and considered to hold an average staff of "about 91 or 92 percent." Illusion data in hand, or just a little trick to the player to disorient opponents disclose numbers (performance) are not real. Be sure it is a fact that some prominent professionals say: "If you do not send in the hole at least 85 percent of the putts of two feet, nothing is gained." When, with concrete data have been reported as the result of the study that the actual average was 54.8 percent, stated: "Impossible, do not believe it."

The presumption always unfortunately confuses the reasonableness of the supposition.

Dunque carissimi a quanto rilevato dallo studio e magari anche da una nostra analisi più approfondita su quanto letto, possiamo affermare che si tratta di una reazione comune alla maggior parte delle persone: come abbiamo visto, tutti noi pensiamo di essere un po' migliori di quanto non siamo in realtà. Se, però, osserviamo da vicino il curriculum di molti cosiddetti professionisti, scopriamo che neanche loro sono così bravi come vorrebbero darci a intendere.

Nel caso di certe attività - specialmente quelle che riguardano la capacità di esprimere giudizi o fare previsioni - le loro prestazioni si rivelano often worse than you would have us believe. In one study, a group of psychologists and their assistants have received information from a test to diagnose brain damage. The psychologists' diagnoses were not better than those of their assistants. It is still worse in the case of the specialists on which many of us rely for economic advice: financial analysts. When the researchers examined the ability to predict the profits of companies followed by analysts, they discovered not only that their performance was painful, but even worse with the passage of time. In 1980, the analysts were wrong in 30 percent of cases, in 1985, they went wrong in 52 percent of cases, in 1990, they went wrong in 65 percent of the cases (a huge percentage).

appears at the end got a little article from a newspaper: The opinions of analysts are generally biased in one direction: about 95 percent of the time, advised investors to compare, or retain portfolio actions and almost never throw the dart, pronouncing the word "sell." In order to moderate the incurable optimists, in 2008, Merrill Lynch, the largest U.S. investment bank, began to require its analysts to assign a rating of 'supply less than the market' or 'sale' to 20 percent of titles di cui si occupano. Vedi Anderson e Bajaj (2008).

Risultati altrettanto sconcertanti sono derivati da studi che hanno messo a confronto i pronostici dei professionisti con quelli elaborati da modelli attuariali (sostanzialmente, dei computer). Sono stati svolti un centinaio di studi di questo tipo. «Gli esperti hanno fatto meglio solo in una manciata di casi», ha stabilito. Le ricerche che ha esaminato riguardavano vari settori - ammissioni al college, recidività dei criminali, diagnosi mediche. In alcuni casi, gli "esperti" si sono dimostrati più precisi dei principianti, ma raramente lo sono stati più di semplici modelli statistici. «La deprimente conclusion to be drawn from these studies is that the judgments of experts in most areas of clinical and doctors are not more accurate than those expressed by beginners behind an internship with a minimum '.

Discoveries like this should produce humility, but in reality this is not the case. A test of the ability of political scientists to predict world events revealed that "both the inexperienced experts who have proven slightly more accurate than you might expect from a hypothesis based on the case." The fundamental difference between the two groups was in their levels of modesty. "Most of the experts pensava di sapere più di quanto sapesse in realtà», ha determinato la ricerca. Anche di fronte all' evidenza dei fatti, gli esperti cercavano di «convincersi di avere sostanzialmente ragione».

Esercitiamoci, dunque per essere migliori, viste le prestazioni altalenanti di molti esperti, sembra ragionevole porsi una domanda: che cosa rende realmente esperto un esperto? Quando l'esercito americano ha posto questa domanda, ha scoperto che molti dei suoi “top gun” erano in realtà dei pensatori profondi. Come i campioni di scacchi e altri superesperti, i piloti avevano la capacità di prevedere in tempi rapidi le conseguenze di un dato evento - Could, that is, to think in depth about the problem, and do so quickly. How did they develop this ability? In large part, by making a lot of memories. Then there are the innate capacities - mental or physical - does not matter what you think in general. The intelligence tests, for example, have proven useless to explain individual differences in performance in the arts, science and the professions of a higher level. And, with the exception of 'height, there are few indisputable evidence to the special features are necessary to achieve outstanding performance in sports.

What matters is exercise. Experts are carrying a lot. Whatever the sector, it is generally understood that it takes about ten years of sustained effort to become an expert level established and authoritative. Please note not all types of exercise, however, are useful. "Practice" and "competence" are not the same thing over and over again simply to the same business, does not guarantee any improvement in its performance. The exercise, however, must aim to improve memory performance. If done correctly, prolonged, unhurried, operation generates a large set of expert knowledge - a library, if you will - in the mind of the person who is practicing. This is important because the fact of possessing a large library allows an expert to quickly recognize patterns that do not recognize other glia.

O ps!, It is now has revealed a secret, completely unexpected? "An expert is able to quickly recognize patterns that do not recognize other glia, because its jurisdiction is well-stocked library and loose." So much of what has been written shortly before:

What is important is exercise. Experts are carrying a lot.

Pier Giorgio

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La leadership efficace è un processo di trasformazione

Just like situational leadership applies not only to situations of one to one relationship, where the head is related to an employee, but also in the context of team, organization and above all, against himself themselves. Leadership is a process of transformation in four phases that include self-leadership, individual leadership or one by one, team leadership and organizational leadership.

The self-leadership is the first step in what effective leadership is born within the same leader. Before you can hope to lead others, must know himself and know what needs to avere successo. La conoscenza di sé permette di essere obiettivi. Il leader è pronto per guidare gli altri solo quando ha acquisito esperienza nel guidare se stesso.

La leadership individuale si basa sulla creazione di un rapporto di fiducia nei confronti degli altri. Se il leader non conosce se stesso - ignora i propri punti di forza e le proprie debolezze - e non è disposto a mostrarsi vulnerabile, non potrà mai stabilire un rapporto di fiducia. Senza fiducia, è impossibile che l'organizzazione funzioni con efficacia. La fiducia fra il leader e i suoi collaboratori è un presupposto essenziale della collaborazione.

Il passo successivo del processo di trasformazione è la team leadership. Quando il leader ha sviluppato un rapporto di fiducia con i singoli collaboratori, diventa egli stesso un leader affidabile e degno di fiducia. È una condizione fondamentale per la creazione del team e della comunità. Il leader efficace che opera a livello di team comprende che,per gestire l'energia e il contributo dei collaboratori, deve onorare il potere della differenza e riconoscere il potere del lavoro di squadra. Il suo compito diventa più difficile, ma i risultati possono essere molto gratificanti.

La leadership organizzativa è l'ultima fase del processo di trasformazione della capacità del leader di act as the organizational leader (who oversees more than one team) depends on its objectivity, trust and community cohesion that has created the first three stages of processing. The requirement to develop an effective organization is to create an environment that gives value to both relationships and results.

One of the worst mistakes of the leaders today is that often when we are called to a position of leadership, devote most of their time and energies to trying to improve on an organizational level, even before having gained credibility in the inner level, staff and team.

soon, your performer and his performance.

Pier Giorgio

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Le competenze dei nostri nuovi manager

start by saying that: Leadership is not something you do to others, but something you do with others.

So the requirements for effective use of the model of Situational Leadership II are three diagnostic capacity, flexibility and partnering in the management of performance. They do not involve great difficulties, but they require some practice.

before competence: diagnostic capacity. As we have already observed, the situational leader must assess the level of growth of the employee. How do you do in practice? Should consider two factors: the competence and dedication. Competence is the sum of all knowledge and skills which the employee has with respect to a particular task or objective. The most effective tool to evaluate the competence and performance. The employee knows how to plan, organize, solve problems and communicate on a particular task? Can realize the goal set with precision and punctuality? Competence is acquired through education Formally, the job training and experience, with direction and support needed, can improve over time. The second factor to consider in assessing the level of growth is the dedication: the motivation and confidence that the employee shows towards a particular goal or task. Prove you are interested and feel enthusiasm for a particular job? It is self-confident? They have confidence in their ability to achieve a certain goal or task? If motivation and safety are high, then the employee has a good level of dedication.

Second expertise: flexibility. The manager who has learned to safely use the different styles of leadership has become the second jurisdiction of situational leader: flexibility. As the person grows, the leadership style must change accordingly.

Third expertise: partnering in performance management. The third responsibility of partnering is the situational leader in performance management, the ability to act as partners of their employees towards achieving a common goal. Partnering involves the free exchange of information and dialogue on improving the quantity and quality. At this point comes into play the concept of partnering or collaboration towards a common goal. This jurisdiction is to obtain the consent of persons to use the leadership style most appropriate for their level of growth. Collaboration is also what allows the employee to request the chief leadership style they need. Since this relationship involves a new type of exchange between leader and follower, it is to be sure that you have acquired a good understanding of the concept of situational self leadership.

(Continued ... effective leadership is a process of transformation).

Pier Giorgio

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Stabilire un sistema efficace per la gestione della performance

Un traccia di lavoro percorribile

Inizio con l’evidenziare che senza una adeguata gestione delle performance non si hanno i parametri necessari per identificare sia lo stato dell’arte nei i progresso e ne i regressi. Dunque un sistema di gestione della performance che possa dirsi efficace comprende tre componenti:

• La prima è il performance planning, la pianificazione della performance. Quando tutti hanno compreso perfettamente la visione e la direzione organizzativa, è nel corso della pianificazione della performance that the leaders agree with the staff's goals on which to focus action. In the planning stage, the traditional hierarchy is always a useful reference because, in case of disagreement between managers and employees, the decision rests with the manager, since he is the representative of organizational goals.

• The second component is the performance coaching. It is in this aspect of the organizational pyramid is inverted, because the manager is obliged to do everything possible to help employees succeed. Log in question at this point the concept of leadership in service to others. In this phase, the manager works for its people, it commends the progress and redirect the inappropriate behavior.

• The third component is the performance review, ie the evaluation of performance, the time when managers and employees sit at a table and evaluate the performance. Which of these three aspects organizations typically spend more time? Unfortunately, the aspect of evaluation. In many organizations with whom we meet in our work, we hear often: "You will find interesting new tab that we have prepared for the evaluation of performance." And we promptly smile, thinking that it could easily hunger paper. Why? Why those cards they want to measure aspects che nessuno sa come valutare. Per esempio, «spirito di iniziativa», «assunzione di responsabilità»,o «idoneità alla promozione». Belle parole. Quando nessuno sa come effettuare la valutazione, le energie si volgono alla gerarchia. Dopo tutto, chi ha buone relazioni con il capo ha maggiori probabilità di ottenere una valutazione positiva.

• Alcune organizzazioni effettuano un'ottima pianificazione della performance, definendo obiettivi molto chiari. Tuttavia, dopo che sono stati definiti, quale pensate che sia il loro destino? Il più delle volte sono archiviati e nessuno li prende più in considerazione fino al momento della performance review. Allora tutti si danno un gran da fare per ritrovarli. Fra le tre componenti della gestione della performance, a quale pensate che si dedichi meno tempo? La risposta è: al coaching. E tuttavia esso rappresenta l'aspetto più importante, perché è nel coaching che si ha un costante feedback (valutazione dei progressi e re indirizzamento dei comportamenti inadeguati).

(Segue … Le competenze dei nostri nuovi manager)

Pier Giorgio

Billed Knit Hat Patterns

Formazione, da una richiesta, una mia proposta

Il documento che segue è una piccola traccia in risposta ad una richiesta ricevuta. Spero che il tutto sia decisamente comprensibile e decisamente utile a tutti.

"But what is the right strategy or the right style of leadership that leads to concrete and tangible results in your manager who now run our business or the resources contained in them? How should this gentleman / a autocratic or democratic? The fact that every one of us is at a different stage of growth depending on the particular job they are to perform at a particular time. "

The answer: To allow employees to give their best if you need to adapt leadership style to the level of each of them. Different tactics for different people.

The proposal: Quella di formare i manager alla gestione mirata delle loro funzioni, ovvero prepararli alla “Leadership situazionale”. Una disciplina che si basa su due convinzioni: le persone possono e vogliono crescere, e non esiste stile di leadership migliore per incoraggiare la crescita. Lo stile “situazionale” va adeguato alla situazione, un comportamento di sostegno intrappolato con un comportamento direttivo.

Il perché: Assumereste mai dei perdenti? Proclamate forse: «Lo scorso anno abbiamo perso alcuni dei nostri migliori perdenti, e siamo alla ricerca di nuovi perdenti che ne prendano il posto»? No! Volete dei vincenti o dei potenziali vincenti. Volete le migliori people as possible and giving you the best. (Continued ... Establish an effective system for performance management http://zuccaro-dt.blogspot.com/2009/10/stabilire-un-sistema-efficace-per-la . html)

soon

Pier Giorgio

Play Pokemon Pearl On Mac

Multi processualità, falso mito.

Hello everyone, this post again in our journey through the Performance and Performer, follow me because it will, as always , a nice trip. Accompany me and we will all have something more to share: Knowledge, knowledge.

know more and more often during the day we alternate in many activities, our frenzy is that we want to do so, and all together. This leads us to believe that they play a lot of "work" at once. Already our lives seems also well marked by activities in multi-task, both in the business world and private sectors. The multi processuality is one of the great myths of our era. We plan to focus on several tasks simultaneously, but in reality, our attention moves constantly from one activity to another.

Our mind gives us the same false impression, but unfortunately not the same results: there is the possibility of dividing attention between two conscious activities. Under certain conditions, we can consciously do two things at once, but do not take two conscious decisions - as easy - at the same time. Certainly, we are able to walk while drinking, or talking with a friend of ours while we drive, but (whether to walk or drive) after an amount of exercise such that almost automatically the main activity. The fact is that we do not practice most of our daily activities often enough to make it automatic.

In fact, the benefits we get from the multi processuality are often illusory, because in juggling various tasks, the brain slows down. A practical example of just what is said in this simple analogy: we do not get any advantage in going up the stairs two steps at a time when the extra effort slows us down enough to let us use the same time that we spent going up one step at a time. In essence, this is what often happens when we try to perform two mental tasks at once.

So the basis of all is that our brains, our processor is unique for all activities, a change from one activity to another causes an enormous amount of energy and time than other problems. One of them is that we forget what we were doing or that we were going to do. Our brains produce a sort of list of things to do, which takes note of everything we have to remember that in the short term, such as an email address that we have just been informed. The contents of the list of things to do, however, may disappear in about two seconds (the scientific information which is acknowledged), things start to fade and, as demonstrated by some researchers, having taken into account for fifteen seconds a new question, we have forgotten the old. In some occasioni, i casi di oblio possono raggiungere addirittura il 40%. Questo, ovviamente, può indurci a commettere grossi errori.

Un altro costo è rappresentato dai periodi morti: se, mentre stiamo lavorando a una cosa, ci interrompiamo per farne un'altra, abbiamo bisogno di un po' di' tempo per tornare a concentrarci su quello che stavamo facendo in precedenza.

Ora un dato di fatto, alcune ricerche condotte sui posti di lavoro hanno evidenziato che sono necessari quindici minuti per recuperare uno stato di concentrazione profonda dopo una distrazione come una telefonata. I risultati di questi studi coincidono con quelli research on the work habits of employees of a large multinational computer, which employed an average of fifteen minutes to return to demanding mental activities, such as writing a report or a machine code, after responding to an e-mail Inbox. Why so much? In general, it distracted to respond to other messages or look at news, sports or entertainment on the Internet.

Until this type of distraction is within the confines of our office, we are probably safe. The researchers, however, should convince yourself that, in reality, the multi processuality can be quite dangerous. Take a simple task like answering a cell phone while we drive. There are many studies on mobile phones but it should be noted in a particular way, that the effects of a telephone conversation relating to driving skills and the result was that: "Any form of use of mobile phones has meant a significant reduction in the ability to respond to traffic situations on the road. " Imagine now we are struggling with our ringing Barry Black, a navigation system that informs us and gives us the directions to make the road, the radio speaking in the background, the instrumentation of our car more and more complex and elaborate lights that illuminate and written while "just" drive!

A fact is we are used to divide our attention between different tasks that can jeopardize our security as well as cause even more disturbing and dangerous conditions for those close to us. Then let us remember that when this occurs a person may look directly at something without seeing it.

We have a single brain, we have to get used to treat it well and allow the management of multiple processes to modern computers that are equipped with multiple processors, which allow the machine actually to perform multiple tasks simultaneously, as a person with two or more heads, because people do not see so I can candidly tell you: One thing at a time please!

me to thank those who carried out the scientific research gave me valuable significant similarities, Mr. Joseph T. Hallinan, and especially my mother that I suggested the topic, not wanting, in one of many talks that we do during the great meals that are ready to find those who masterfully. Thanks.

Pier Giorgio

Color Of Ribbon For Throat Cancer

Castelli e torri: Manager del XXI° secolo dove sei e cosa fai?

Dure and impertinent towers built in time so fortified castles seem indestructible. You know listening to case studies, reading articles in magazines and books on the subject I realize more and more that's why so many businesses in our country do not focus their attention on the product or on people because, "apparently," the focus on some else. Perhaps thinking better than I could say that is a global issue, although I have no data or studies that support me to say this. As always I say what I write is my point of view. So we go step by step.

my attention to this "company" is directed mainly to the analysis in the castle tower, or rather in inaccessible headquarters and sleight of financial instruments that were intended to eliminate the risk of the company to better manage work activities, but, unfortunately, rather than eliminate the action to the primary activities. Bingo at it again, you say, what other article on the subject should not be doing business and how you should move instead. I wish I had the magic formula but it is not. But follow me because basically there is no universal methodology and all the people.

Here's the golden rule of the modello, il pensiero positivo alla quale ogni top manager vorrebbe dar seguito, quello che ogni imprenditore vorrebbe ma che poi non mette in pratica nella quotidianità, o meglio dire che la teoria non è seguita da un reale atteggiamento al metodo “aureo”. Si vorrebbe ma non lo si fa: Un’azienda ben gestita fa largo affidamento sulle iniziative individuali o di gruppo da cui attingere innovazione ed energia creatrice. Il singolo dipendente viene utilizzato al limite della sua capacità creativa e produttiva. L’intera organizzazione “con le sue idee e suggerimenti, con i suoi circoli qualità” è organica e imprenditoriale e non meccanica e burocratica. Bel manifesto pubblicitario.

As I said earlier, I do not have solutions but on at least one explanation I can give, always from my point of view. In too many companies exaggerate reality, finding the most interesting "on schedule" and "to manufacture" a product to sell. Already planning strategy without giving you the actual operating result. As if that was part of the planning work that allows you to alienate himself from operational problems.

Anyway, it is more intellectually rewarding and results in less stress. The long-term planning always leads formalized a dare importanza eccessiva all’aspetto tecnico. In quanto metodo, in quanto disciplina per un gruppo di persone, la pianificazione è preziosa. Forza, pianificate, ma quando avete fatto la vostra pianificazione, non usatela come unico canale di lavoro, mettetela in un cassetto e rielaboratela di volta in volta. Non lasciate che vi incateni. Non usatela come fattore primario del processo decisionale. Servitevene soprattutto per individuare il cambiamento quando interviene.

Vi consiglio una buona lettera Strategia di von Clousewitz, naturalmente non nella sua versione originale ma qualche libro dei suoi tanti estimatori.

continuing to analyze well the problem is you are on to some obvious causes, or rather walls:

• The first is simply the instinct of self-defense. That the intellect and the soul of the business man is to blame. The system encourages managers to turn the other allegations in this case the "management, control, authority."

• Second, prosecutors faced a problem of language. The criticism is perceived as an attack on rational, logical thinking to themselves, almost implicitly encourage you wanted to escape into the irrational and mystical.

So in any case you can always find out a fact, such a focal point: the old "rationality" is replaced by another, new, different and more useful . Bingo! Rather tombola.

Let me explain to us that we like operations (and not), the rationality of production comes from the old school of F. Taylor, but look at this case has ceased to be a useful discipline for a while '. Let's see if I can explain better with simple analogies: I think the world was flat, hemispherical is! The earth was the center of the world, we are a point in the universe. In short, it is difficult to bring down beliefs and knowledge in the face of new initiatives for individuals or groups to create new ideas to disseminate innovations.

The effect of what is written above the door to the general belief that many managers, executives, entrepreneurs do not want to leave. By the time I made a certain opinion on this topic by drawing up a list of these paradigms-hards died, some lived in the first person other parallel seen and heard in other studies courses update - meeting:

• The larger structure, the greater the economies of scale achievable. When in doubt, the consolidation of units, eliminate overlap, duplication and waste. Incidentally, the structure gradually zooms make sure that everything is carefully and systematically controlled.

• Producers who have low costs are the only ones to be sure to come out winners every time. The principle of marginal utility applied to the customer ultimately drives them to focus on costs. Those who survive are always those who produce at lower cost.

• you get rid of the disturbing elements, namely the 'champions' fanatics of a product. Not for nothing that we have a plan. We want the activities to develop new products for the requisite innovation and, if need, we will work to five hundred technicians, because our idea is the best.

• The manager's job is to make decisions. What makes the right calls, calls hard to balance the portfolio, you buy shares in promising areas. The implementation or execution are of secondary importance. If you want to ensure completion on time, change the entire management team.

• The task of managers is to ensure that one is in order and under control. Please specify in detail the organizational structure. We develop complex situations to anticipate any unforeseen matrix. Giving orders, decisions are taken net. You treat the people as factors di produzione.

• Sviluppare un buon programma d’incentivazione per aumentare la produttività. Se si danno alle persone sostanziosi incentivi monetari perché lavorino in modo corretto e intelligente, il problema della produttività svanirà. Venga ricompensato con larghezza chi produce i migliori risultati. Venga eliminato quel 40 % di pesi morti che batte la fiacca.

• Si verifichi il controllo della qualità. La qualità, come tutto resto, è il risultato di ordini precisi. Si triplichi il personale nell’area del controllo della qualità (ignorando che gli addetti al controllo della qualità per unità di produzione nelle aziende giapponesi del settore dell’automobile sono un terzo di quelli americani). Si disponga perché il servizio qualità faccia capo al Presidente per mostrare (agli operai) che è una cosa della massima importanza.

• Il business, in fondo non è altro che un business. Se il manager è in grado di leggere i bilanci, è in grado di gestire qualsiasi cosa. Le persone, i prodotti e i servizi sono semplicemente le risorse che devono essere distribuite per ottenere buoni risultati finanziari.

• Gli alti dirigenti la sanno più lunga del mercato. Se l’estetica (lei conto economico e dello stato patrimoniale è adeguatamente curata, l’azienda farà bella figura agli occhi degli Osservatori esterni. Soprattutto, si faccia di tutto perché gli utili trimestrali continuino a crescere.

Quello che segue ritengo che sia il corollario. Molti top manager, capi, responsabili ne hanno fatto/fanno una bandiera.

• Tutto è finito se si smette to grow. When they lack the opportunities in the sector in which we operate, we must make acquisitions in areas that you do not know anything. At least, you can continue to grow. How many people (95% of the bottom line) crying about these statements made to the sound of a sound logical principle!

Dura conventional rationality is true! As always, I repeat myself, but this is my point of view. I am not sure to find the manager at the twenty-first century and will certainly not know what I can tell him he can not dispose of the whole structure with simple analytical and quantitative components due to a static storage. That put everything in the reduction of costs can not become the primary target, while the increase in revenues into the background!

obsessed with everything and all costs, diverts attention from the quality and value, lead to give a refresher on old products rather than develop new products or new businesses that create disorder; door to face the problem of productivity through investment rather than revitalizing the labor force.

Dear reality is that the management, the general manager in analyzing what it is easier to analyze, we pass over a lot of time and leave the rest.

Hear what that says a management knew very much: rationality in the strict sense often tilts the negativism.

Good Peter Drucker gave us an excellent description of the influence detrimental to the analytical approach of the manager: The manager professional of today is often heard in the role of the judge that says 'yes' or 'no' to ideas as they emerge ... The high direction, which considers that its task is to sit in court, inevitably oppose his veto new idea. It is always "impractical".

your pensieo to you, see you soon.

Pier Giorgio

Uk.co Volleyballshorts

Alzarsi, dopo essere caduto: L’impegno, il coraggio e tanta disciplina.

Do you remember your favorite teacher or professor who was a student feel more important than class, and the impact this has had on your votes compared to the one that did not want to bother you? I will remember him well. The same thing is good for business. Any employee who feels that the employer appreciates it much more likely to do his job better. The people around us can feel in good measure what we think of them, but some people are good at hiding their feelings, so it is useful to remove all doubts from a positive perspective and let the people know what they are appreciated.

know we all want applause, the true and sound support, and we need to bridge that gap that so often missing as a feedback. Let us not forget that when we applaud someone else, we're both better, we check the positivity gesture of the other knows he is doing it right.

Here you create the resource will grow to be carrying in daily activities. Remember, people do not follow a leader for the character, followed by the leader because it is convincing. If you think that image that you win, whether you are entrepreneurs or leaders or managers, to your advantage that you only have resources, they will be your mirror, your soul to the productive engine of your business. So if they know they are appreciated and reflect the leadership and its guidelines will have more chance of success.

The explanation it all lies in the fact that people do not do something because it is right, do something because they "think" that is right.

Without the transmission, distribution, of the conviction, we can communicate the truth, but not to develop any new leader, and this must always be a fundamental objective. The basic fact that before any major result is achieved, it is believed in the hearts and minds.

The basic rule of establishing a business, from those in the know:

Committed in your company. I think I have exceeded my personal failings and even through the simple passion, which I dedicated to my work. Sam Walton

Pier Giorgio