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02 Nov 09

If you only do one thing this week … learn to manage stress | Money | guardian.co.uk

  • If your stress is mild, there are steps you can take to keep it that way and minimise its effects.

    Start with the basics. Make sure you take regular breaks throughout the day, as well as regular holidays. Getting away from your workstation, even if it's just to make a cup of tea, can help you get a bit of perspective on a problem and relieve some of the physical stress you may accumulating while hunched over a piece of work.

  • Palmer also advocates talking to colleagues to keep things in perspective: "You might feel that missing a deadline is a huge disaster," he says. "Colleagues will help you realise that, while it might not be great, it really isn't the end of the world."
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21 Oct 09

Why don't more dads work part-time? | Life and style | The Guardian

  • Tom, 37, is one of those unreconstructed fathers whose world-view flies in the face of today's report from the Equality and Human Rights Commission (EHRC) which suggests the majority of working fathers are unhappy with their work-life balance. The Fathers, Family and Work report found that that 62% of fathers thought that dads should spend more time caring for their children.
  • But maybe working fathers – and their employers – would benefit from reducing their hours. The EHRC report found that six out of 10 fathers work more than 40 hours a week. Yet a recent survey of American human resources directors by researchers at Brigham Young University in Utah, found that where city [ie local authority] employees had been offered flexitime or part-time contracts, 64% said the new working patterns improved morale, and 41% said they improved productivity.
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14 Oct 09

The history of management consulting : The New Yorker

  • Ordering people around, which used to be just a way to get things done, was elevated to a science in October of 1910
  • Management consulting isn’t a science, Stewart says; it’s a party trick.
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03 Aug 09

Social Networking on Intranets (Jakob Nielsen's Alertbox)

  • Underground efforts yield big results. Companies are turning a blind eye to underground social software efforts until they prove their worth, and then sanctioning them within the enterprise.
  • Frontline workers are driving the vision. Often, senior managers aren't open to the possibilities for enterprise 2.0 innovation because they're not actively using these tools outside of work. Indeed, many senior managers still consider such tools as something their kids do. One of the dirty secrets of enterprise 2.0 is that you don't have to teach or convince younger workers to use these tools; they expect them and integrate them as easily into their work lives as they do in their personal lives.
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17 Jun 09

R&D 2.0: Fewer Engineers, More Anthropologists - Navi Radjou - HarvardBusiness.org

  • In recent years, I have visited dozens of R&D labs of multinationals in India that are staffed with brilliant engineers and scientists, many of whom have PhDs in technical fields. They all represent version 1.0 of the global R&D model, still in practice, in which MNCs use low-cost but high-quality technical talent in emerging markets to crank out products and services that either get exported back to developed markets or are targeted to middle-class buyers in local markets.
  • But this 1.0 model will no longer be appropriate if MNCs like GE wish to cater their offerings to the 5 billion people who form the middle and the bottom of the economic pyramid in places like India, Brazil, and South Africa. Indeed, to effectively identify and address the explicit and unmet needs of the broader consumer base in emerging markets, I believe MNCs must adopt a new global innovation model. Let's call it global R&D 2.0.
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