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    I Advice - Making Your Work Environment Work Well: Tap Into the Synergy of the Solitary Soul

    China Manufacturing Secrets
    China's focus is to become the manufacturer to the world. Their rate of expansion is 15% or higher over the last few years and is maxing out many of the resources of the country and world. Commodity prices for metal, concrete and other natural resources have skyrocketed. Chinese power plants can not produce enough electricity to keep up with the industrial production that is going on in their country.What is their secret to such
    on a daily basis in our jobs, at home and in our communities. We’re seldom called upon to go any deeper than our operational consciousness. We’ve grown accustom to thinking that what’s in the tiny top of the iceberg is all there is to us and, that once we’ve performed to the best of our perceived ability, we can’t do any better. “I did my best” is often used as an excuse for not doing any better. Occasionally,
    Two Types of Business Plan Executive Summaries
    Companies seeking capital often ask how long the Executive Summary of their business plan should be. The answer depends upon the use of the summary, mainly determining if 1) it precedes the full business plan, or 2) it will be used as a stand-alone document.When the Executive Summary precedes the business plan, its length should be short, typically only one to two pages and certainly no longer than three pages. This is because the E
    You may recall the scene in the film, “The Lion King,” in which Simba, having been banished from his murdered father’s kingdom, is floundering in the forest looking for sympathy from anyone who would listen to his sad tale of self-pity. He comes to a stream and, as he gazes into the waters, the form of his father appears and says: “Simba, you have forgotten who you are -- you are more than what you have become.”

    We all are more than what we have become.

    There are several reasons why this is so. One of the reasons has to do with our work environments. In college, I had a job in a pizza restaurant. One of my tasks was to keep the stainless steel oven doors clean. My manager showed me how he wanted me to do it. After a while I realized I could improve on the process and did so with the results he said he wanted – clean and no streaks. One day, he saw me doing it my way and marched up to me and said: “What do you think you’re doing? I showed you how I wanted it done!” Thinking he would listen to reason I said, “I thought . . .” and he cut me off right there and shouted, “I’m not paying you to think, I’m paying you to do what I tell you to do!” Our work environments often do not require us to think in order to perform our responsibilities; in fact, they often require us NOT to think in order to do our job.

    Prolonged exposure to this kind of work environment results in a psychological situation that can be illustrated by imagining an iceberg, only the tip of which is visible. What lies below is immense in comparison. The top of the iceberg I call the “operational consciousness,” which comprises the actions most of us take on a daily basis in our jobs, at home and in our communities. We’re seldom called upon to go any deeper than our operational consciousness. We’ve grown accustom to thinking that what’s in the tiny top of the iceberg is all there is to us and, that once we’ve performed to the best of our perceived ability, we can’t do any better. “I did my best” is often used as an excuse for not doing any better. Occasionally,

    5 Steps To Turbochare Your Success!
    Let's take an imaginary journey. Better yet, imagine that you wish to take a driving trip across the country from New York to San Francisco. There are more than a couple of ways to head out on this trip. But, you have limited time and resources, AND you want this trip to be productive, enjoyable, and NOT stress-inducing.Which of the two following approaches makes the most sense: (A) Saying "I'm going to San Francisco" then jump i
    /p>

    We all are more than what we have become.

    There are several reasons why this is so. One of the reasons has to do with our work environments. In college, I had a job in a pizza restaurant. One of my tasks was to keep the stainless steel oven doors clean. My manager showed me how he wanted me to do it. After a while I realized I could improve on the process and did so with the results he said he wanted – clean and no streaks. One day, he saw me doing it my way and marched up to me and said: “What do you think you’re doing? I showed you how I wanted it done!” Thinking he would listen to reason I said, “I thought . . .” and he cut me off right there and shouted, “I’m not paying you to think, I’m paying you to do what I tell you to do!” Our work environments often do not require us to think in order to perform our responsibilities; in fact, they often require us NOT to think in order to do our job.

    Prolonged exposure to this kind of work environment results in a psychological situation that can be illustrated by imagining an iceberg, only the tip of which is visible. What lies below is immense in comparison. The top of the iceberg I call the “operational consciousness,” which comprises the actions most of us take on a daily basis in our jobs, at home and in our communities. We’re seldom called upon to go any deeper than our operational consciousness. We’ve grown accustom to thinking that what’s in the tiny top of the iceberg is all there is to us and, that once we’ve performed to the best of our perceived ability, we can’t do any better. “I did my best” is often used as an excuse for not doing any better. Occasionally,

    Government Job Descriptions
    There are many governmental jobs that are advertised almost every day through every medium, ranging from newspapers, to television and radio and even the Internet. This is because there are millions of government jobs that are available every time in the nation. However, there is one major problem that often comes to notice whilst relating to government job descriptions. This is that most government job descriptions are vague and not to th
    d – clean and no streaks. One day, he saw me doing it my way and marched up to me and said: “What do you think you’re doing? I showed you how I wanted it done!” Thinking he would listen to reason I said, “I thought . . .” and he cut me off right there and shouted, “I’m not paying you to think, I’m paying you to do what I tell you to do!” Our work environments often do not require us to think in order to perform our responsibilities; in fact, they often require us NOT to think in order to do our job.

    Prolonged exposure to this kind of work environment results in a psychological situation that can be illustrated by imagining an iceberg, only the tip of which is visible. What lies below is immense in comparison. The top of the iceberg I call the “operational consciousness,” which comprises the actions most of us take on a daily basis in our jobs, at home and in our communities. We’re seldom called upon to go any deeper than our operational consciousness. We’ve grown accustom to thinking that what’s in the tiny top of the iceberg is all there is to us and, that once we’ve performed to the best of our perceived ability, we can’t do any better. “I did my best” is often used as an excuse for not doing any better. Occasionally,

    Keeping the Costs Low on Newsletter Printing
    These days, having to save money is on your priorities, this applies also with newsletter printing whilst not skimping on quality. Newsletters are a form of publication that gives news or information which is sent to a certain group. While there is an online newsletter, there is also a printed newsletter. Both of them deliver news to a particular group; this can be a very good way to inform them of your promotions and advertisements. our responsibilities; in fact, they often require us NOT to think in order to do our job.

    Prolonged exposure to this kind of work environment results in a psychological situation that can be illustrated by imagining an iceberg, only the tip of which is visible. What lies below is immense in comparison. The top of the iceberg I call the “operational consciousness,” which comprises the actions most of us take on a daily basis in our jobs, at home and in our communities. We’re seldom called upon to go any deeper than our operational consciousness. We’ve grown accustom to thinking that what’s in the tiny top of the iceberg is all there is to us and, that once we’ve performed to the best of our perceived ability, we can’t do any better. “I did my best” is often used as an excuse for not doing any better. Occasionally,

    Are Corporations Doomed to Fail?
    Many people believe that the Public Mega Corporations are eventually doomed to fail and of course there are many reasons for this. One of the most common reasons cited by media is Corporate Malfeasance. Another one which some free-market economists note is that the Stock Market is now a gambling casino and still others make light of the fact that corporate greed from those at the top is out of control. Of course someone once said something
    on a daily basis in our jobs, at home and in our communities. We’re seldom called upon to go any deeper than our operational consciousness. We’ve grown accustom to thinking that what’s in the tiny top of the iceberg is all there is to us and, that once we’ve performed to the best of our perceived ability, we can’t do any better. “I did my best” is often used as an excuse for not doing any better. Occasionally, however, we are challenged to go deeper into ourselves, beneath our “operational consciousness” into what I call the “deep down;” once there, we find ourselves performing better than what we previously thought our best was. We can challenge ourselves to do better than our best by simply spending time in silence and solitude thinking into our “deep down,” communing with what we often ignore and forget: our memories, our hopes, our dreams. The power of any organization lies not in its balance sheet assets that can be assigned a monetary value but in the “off balance sheet” intangible assets: the untapped depth of its employees.

    A well-known definition of “synergy” is “the whole is greater than the sum of the parts;” and this definition is often illustrated by the equation, “1 + 1 = 3.” Synergy, from this understanding, can only happen as an outcome of the interaction between two or more people. This is true, but not the whole truth about synergy. I’ve found that there’s tremendous power in what I call, “the synergy of the solitary soul.”

    When an organization formalizes a process that encourages and enables every employee to spend time thinking into their deep down, the synergy of multiple solitary souls that emerges will result in quicker and more creative solutions to problems, better decisions, more complete, accurate and timely information and a much more lively, livable, enjoyable and productive workplace.

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