The Game, and How You Play It!

By Don Doman

In the seventies I worked in an office, and although we were fairly busy, there was downtime. When things got quiet, several of us would play “the game.” We didn’t have a real name for it, but we all knew what “the game” was.

At the merest suggestion of quiet time, we would immediately pull out a lined tablet and beginning with a line at the top we would write an “A” at the far-left and continue down the page to “Z” with each line representing a letter of the alphabet. Then we would divide the page into columns. If there were three of us playing, there would be six columns. It there were four of us playing, there would be eight columns. Each column would be given a heading like “rivers” or “politicians.”

Before starting “the game,” we would agree on a time limit. We would take turns answering the phone. We would all stop when work had to be done, so that no one had an advantage.

The object of the game would then be to write down as many rivers as we could that began with the letter “A” then “B” and so forth down the page. The winner would be the person who had the most correct answers. We all acted as a judge and we threw out all duplications. If two of us wrote down “Amazon River” neither one of us got credit. This was incentive to go beyond an easy answer.

Choosing the heading for the column was always important. Each person got to choose two headings. Generally, you want to choose a subject that you are familiar with, so that you have an edge in playing the game. For example, one friend had spent much of her early life in Eastern Washington, so she would sometimes choose “Washington counties” or “small towns in Washington.” In Washington State the Cascade Mountains divide the state into Western Washington and Eastern Washington. Most of the population is located in Western Washington along Puget Sound where I grew up, but the larger geographic area is Eastern Washington.

Two friends were older than I, so I would sometimes find myself trying to come up with “popular songs from World War II” or “radio programs.” What’s interesting is that after playing “the game” for a while, you learn the answers . . . and even obscure headings become familiar. You can learn much from playing a simple game. And I remember fondly our quiet time busily filling up the pages of lined tablets.

Since playing “the game” I have used it as a brainstorming tool. When my wife and I began selling business training products in 2001, I was overjoyed to find a three-ring binder, Pen and Paper Games For Training, which contains forty different games and activities that can be used for business training, or as the binder suggests, “Putting the Fun into Learning.” The very first activity listed is “A to Z.” It’s “the game!” The description says, “This is a fun and interesting way to brainstorm by finding words starting with every letter of the alphabet. It can be used to explore definitions and ideas.”

The Game has changed little in the last thirty years, but it has become a little more detailed. “A to Z” comes with Aims and Objectives, Overview, Applications, Trainer’s Role, Participant’s Role, Game Techniques, Resources, Step-By-Step, and Variations.

“A to Z” can be played during workshops, seminars, team meetings . . . and even during downtime. It can be used to find solutions for problems you never even knew existed. This is a great learning experience, and of course it doesn’t really matter if you win or lose, but rather . . . how you play “the game” that counts.

Author Don Doman: Don is a published author of books for small business, corporate video producer, and owner of Ideas and Training (http://www.ideasandtraining.com), which provides business training products. Don also owns and Human Resources Radio (http://www.humanresourcesradio.com), which provides business training programs and previews 24-hours a day.

3 Keys to a Great Working Relationship

By Deborah Cast

The key to a good business relationship is being clear and detailed up front - this includes when asking for a proposal or hiring an employee. Any business relationship can benefit from clarity and details.

Many business relationships are put in place with little planning or little conversation. A good relationship takes a little up front work from both sides. It is not merely the business has a job that needs to be done and the vendor/consultant has the skills or products to fulfill that need. A business relationship that is not well defined up front can lead to many problems as time goes on.

Amazingly too many businesses set out to look for a consultant or a vendor with little or no real thought into the details of the project.

A great working relationship needs to have three basic items.

1. Objectives:

What are the objectives of the project? What do you want this consultant or vendor to accomplish? You decide that you want to understand how the company has grown to its current size and what is needed to grow to the next level. You decide that current staffing does not allow for this to be done in house and you want a fresh set of eyes so you decide to hire a strategic management consultant.

The objective is appears fairly obvious. But then again, it may not be. Is the owner looking for a simple overview report that gives some basic guidelines and direction or are they looking for specifics like how much money it will take to grow the company, what types of staffing levels and expertise are needed, will additional technology be needed, new products that can be added, additional third parties that can be brought in to assist or a multitude of other items.

Ultimately, a business needs to take the time to outline their objectives and make them as clear and even specific as possible. The objectives should be refined as conversations and negotiations with the vendor/consultant take place to put them into a realistic perspective.

2. Expectations:

Expectations are the next most important element. Now that we understand the clear objectives of management, the next is to understand their expectations. This starts to get into the deliverables. These expectations are for both parties. This includes when things are to be accomplished, if this is to be on-site or not, payment schedules, key dates, confidentiality, and other important items that both sides expect of the other.

Expectations can also be utilized in the contract negotiations for bonuses and penalties. If the management report is expected by a certain date, it can be written in the contract that bonuses will be given if it is completed early or penalties for late reports. California started utilizing this system for private contractors for road repairs. Setting clear expectations also makes certain that misunderstands are less likely.

3. Responsibilities:

Once management and the vendor are clear about the objectives and the expectations, now both parties must agree on the responsibilities. This is pretty clear because of the roles each plays. For example, let’s look at a management consultant hired to help management understand why the company is not growing as fast as its competitors. The responsibilities of management includes granting access to all staff, needed books and records, being truthful and honest, and important third parties. It may also include office space or use of a computer. The responsibilities of the consultant includes setting up meetings with staff in advance, confidentiality, professional attire while in the office, and not representing themselves as a employee of the firm.

Both Parties:

Although many of these seem obvious, the more that can be outlined the better. With these items, a vendor or consultant understands what you are trying to accomplish, how you want it accomplished, and what he or she is responsible to do. Management also understands what the consultant or vendor can accomplish and if the objectives of the firm need to be altered because some of their objectives or expectations were unrealistic.

Objectives, expectations and responsibilities – detailing as much as possible all of this allows for a better relationship, a better contract, and a better proposal. Although it is the responsibility of management to start the process and be as clear and detailed as possible in the beginning, it takes both parties working together, to put a realistic scope of services and relationship in place.

About the Author: OTB Strategic Consulting, Inc. runs a successful business and financial consulting firm. They are also authors of the ebook/course, "Business Consulting for Small Businesses" and the "Small Business Authority Newsletter. To get your free subscription, visit http://www.otbstrategic.com Visit other related sites: http://www.megbusinessconsulting.com and http://www.videogamepixel.com

Promote Workplace Morale, Prevent Surprises, and Get a Nifty Accessory

By Nathan Kartchner

Another day at work, another day of playing solitaire to ease the boredom. You quickly organize the suits with practiced ease. The cards fall obediently into their proper stack as you rapidly create order out of card chaos. You are the master of your domain… You’re so elated at your latest solitaire success that you fail to notice your manager darkening the doorway of your cubicle. The heavy hand of authority falls on your shoulder and you realize that this is the end of your game-playing escapades.

Sure, you could be working, adding value to the company, contributing to the corporation’s success. But where’s the fun in that? But it’s not just fun. A study by the University of Utrecht in the Netherlands suggests that game-playing at work increases productivity, morale, and reduces absenteeism. So really, you’re giving the company a better employee with your solitaire-playing escapades.

Surprisingly, somehow this logic doesn’t always jive, particularly in more conservative workplaces. However, don’t let this dissuade you in your attempts to give your company more. There is a solution for your gaming distress: enter the Iomega Monitor Rearview mirror, available at www.SewellDirect.com. This handy little mirror fits neatly in the corner of your monitor, giving you a wide rear vista, which prevents unpleasant surprises from behind.
I suppose that this mirror has other uses other than to act as an early-warning boss detection unit. Actually, we had one of these things installed in our monitor at home to prevent sneak attacks by siblings. For those with hypertension, this could be a great solution to prevent possibly deadly jolts caused by unannounced cubicle visitors. And for the computer user who has everything, this mirror is the perfect accessory.

So don’t allow restrictive company policies to stunt your productivity. Get one of these mirrors and watch your morale soar. And if anybody asks you, you didn’t hear about this here.
Nathan Kartchner is a copywriter for Sewell Direct, an online retailer of obscure computer accessories (such as the Iomega Rearview Monitor Mirror) and connectivity products, like the USB to Serial Adapter.

Article Source: http://EzineArticles.com/?expert=Nathan_Kartchner

Internal Politics at Work Place

By Arvind Katoch


Many times we see lot of people leaving their jobs because they found the work place politics affecting their life. Internal politics involving the people at work place are some times bad and avoidable. These politics not only affect the normal working of job, but also may some time cause people to quite their jobs. This results in lose of human resource of a company. To get the good people for working in the organization is a difficult task. However by ignoring the internal politics at work place can cost the companies dearly.

People usually want to be remaining in group; they do not like others to enter their group. This tendency sometimes made lot of subgroups in the office. For every group the agenda of their group is more important than what is required. They try to promote the people in their group more over the others. They sometimes also try to let down the people of other group. This creates inter group rivalries. One group try to hinder the work of other group, in this they even forget the goals of organization. Group rivalries are most common and can be seen in big offices where lot of people work. These group politics are one of reason for collapse of work due to the non corporation and are of great cause of low performance.

Second politics is seen in individual basis. Many people try to be smart and play with the emotions of other. They are not associated to any other, still they are in all group. They pretend to be the friends of many, but actually they are with nobody. There main purpose is to achieve own results. They create misunderstanding between the people. They remove their enemy by creating a bad image for them in others eye. They never fight their enemies directly, but provoke others to take revenge for them. They try to make their enemy alone by creating misunderstanding with his friends. They make the person alone and then become friend of it. Now they know the secret about him and upon feasible time use them against him. In this way they are able to remove their enemy without fighting him directly. These kinds of politics are most dangerous and to know that some one is doing it against us is a difficult task. This kind of politics is main reason behind the many, who leave their jobs?

So we should be alert of politics on the work place and try to avoid indulging in them. Indulging in them may unnecessary cause use lot of difficulties and simultaneously should aware about the others politics about us.

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Zap the Power Monger

By Jan Verhoeff

You know that one. He’s the one in the office who puts out all the great ideas then steps out of the way while you do the work, but comes back just in time to tell you how you did it all wrong. His interest gravitates only to Power and Recognition. He isn’t interested in doing the work, actually participating in the project, or actively becoming involved in the accomplishment. He only wants the glory of suggestion and the recognition of completion.

Over the past several years’ one particular person has instigated several projects in a group I actively participate in. This person shows up suggests a project and disappears for the next several meetings, appearing often enough to rip apart most anything that’s been accomplished toward the completion of any article, find fault with any work done on the project, and disappear again until the next round of complaints and judgmental condemnations are ready.

Unfortunately, there are those members of the group who desire accomplishment enough to go the extra mile and attempt to complete the projects in the face of this sorry individual who desires only the glory. Those members willingly commit their time and effort to the project and work hard to gain acceptable results, while inadvertently complying with the demanding coworker with the bad attitude.

There is a solution.

When the power hungry recognition monster rears its head on that occasional appearance, if the rest of the members suggest that person get started on the project and agree to jump in and do their part after the original project is well started, the power disappears. That person looses the control factor and becomes just another peon in the group. The project in question is either activated by the instigator, or dies on the table. The power monger must either get into the project or let it die the unnatural death of neglect.

So, the next time someone in your office or group comes up with an incredible opportunity to accomplish something and you know for a fact they aren’t going to actively participate in the completion of the project, bow out gracefully by suggesting they get it started and offer to jump in with your part when the project is actively ongoing. Otherwise let their own neglect of their project kill it.

Impact your market as never before. Be seen. Be alive. Be creative in your endeavors to brand your business and consume your market. Let eBiz Blitz empower your dreams by infusing your business publications with Dynamic Content. Visit Dynamic Content Creator, Jan Verhoeff, at http://www.freewebs.com/ebizblitz

Remove Trash Carefully!

By Steve Hanson

One of the most common tasks a cleaning company does is to take the trash out and it is usually given little or no thought. Trash receptacles can contain broken glass and metal objects. Handling trash in a safe manner will help employees avoid getting cuts and punctures. The following are a few do's and don'ts of safe trash handling.

*Don't press down on trash with hands or feet. You don't know what objects are in the trash.

*Do lift carefully! Get a good grip on the bag. Make sure your hands are dry before lifting. If the bag is heavy, get help before lifting.

*Don't swing filled trash bags on your back! This can cause back injury, may puncture the bag, and may cause trash to spill onto the floor.

*Do handle with care. After removing a bag inspect it for protrusions and holes. Avoid bumping your body against a filled trash bag during removal and disposal.
*Don't block doorways, elevators, stairwells or access to safety and emergency equipment, such as fire alarms and extinguishers, with trash bags.

*Do place a piece of cardboard down if you need to place trash bags inside a building before taking them to a dumpster. This will help to protect the floor from any leakage.

Steve Hanson is co-founding member of The Janitorial Store (TM), an online community for owners and managers of cleaning companies who want to build a more profitable and successful cleaning business. Sign up for Trash Talk: Tip of the Week at http://www.TheJanitorialStore.com and receive a Free Gift!

Article Source: EzineArticles.com

Unraveling the Mystery of Conflict

By Gary Harper

Imagine a coworker and you have just delivered a report to senior management about a project on which you collaborated. As you leave the meeting, your coworker shakes his head and mutters “hope you’re happy”. Since then, he has barely acknowledged you. You are mystified by their attitude because the report was so well received by management. You decide to approach him, but don’t really know where to begin.

You can unravel the mystery of conflict by 1) understanding how people view such confrontations and 2) by using conversation skills to get to the root of the conflict.

First, remember that in conflict, each person has their story. People tend to see themselves as either the innocent victim or perhaps the righteous hero. They cast their adversary, of course, as the villain. Attachment to these roles results in conversations that quickly regress to debates or outright confrontations: a verbal thrust and parry in which judgement is met by justification. People expend tremendous energy and create significant drama, but at the end of the day feel like they’ve gone in circles with little understanding or identification of the real issue.

Stories consist of three basic elements: plot, characters, and theme. In conflict, these equate to: 1) what happened; 2) how it impacted the person; and 3) what need of theirs was unmet or threatened. To begin to explore someone’s conflict story, ask yourself “when did the knife go in?” for them. This metaphor represents the point of wounding – when they saw themselves as the victim (and pegged you as the villain). In some cases, the inciting incident will be obvious, but other times you will need to uncover it.

Second, use open-ended questions to peel back the layers of their conflict story. Used strategically, open questions help you discover why someone is upset and what they need to move forward. Of course, these questions must be accompanied by curiosity, because a question such as “what on earth were you thinking?” will understandably foster defensiveness. Rather, ask genuine questions to uncover new information and to encourage the other person to talk about what went on for them. As they verbalize their story you can learn not only when “the knife” went in for them, but also the impact events have had on them and what (unmet) need is fueling their frustration.

The following two tips will ensure your questions are helpful and productive. Remember to paraphrase the answers you receive to demonstrate you understand their perspective. This also provides balance to the conversation so your questions do not come across as an interrogation. Also, let the other person know why you are asking your question. Even an open question will spark some defensiveness as the other person wonders “why does he/she want to know?” You will significantly reduce defensiveness when you provide a context for your question by telling the other person why you are asking it and how the information will be useful.

In the example above, you might start by noting the lack of communication or feelings of tension, letting them know you want to try to work things out, and asking simply “what’s up?” In many cases, their reply will let know who not only what happened, but how it affected them (“you grab all the credit for our work and you ask me what the problem is?!”) In other cases, you may need to probe further “what was it about the meeting that upset you?” or “what went on for you during the meeting?” As you begin to peel the layers of their story, listen for their unmet need. When you uncover it, confirm you have it right: “so from your perspective, I received the credit – and you want to ensure that you get fair recognition for your contribution to the project”.

While this is by no means the end of the conversation, this discovery provides a foundation for deeper understanding and, eventually, resolution. From a relationship perspective, you build empathy when you demonstrate you understand both the events in question and the impact of those events on the other person. From a resolution perspective, you have identified one of the key components for a collaborative solution (in this case, recognition and fairness.)
So when confronted by conflict, resist the urge to proclaim your own story. Instead, put your perspective temporarily on the back burner and focus on discovering “when the knife went in”. You may find that what seems to be an insoluble conflict is really “elementary, my dear Watson.”

Gary Harper is the author of The Joy of Conflict Resolution: Transforming Victims, Villains and Heroes in the Workplace and at Home. For “Tips on Probing” and other information on conflict resolution, visit Gary’s website at http://www.joyofconflict.com/
Article Source: EzineArticles.com