Wednesday, February 13, 2013

Opera Confirms ?Gradual? Shift To WebKit ? Starting With Smartphones ? As It Clocks Up 300M Users

Opera-logo-JPGBrowser maker Opera plans to move to using the WebKit engine, as well as Chromium, for "most" upcoming versions of browsers for smartphones and computers. Its first WebKit product is likely to be a browser for Android -- due to be previewed at the Mobile World Congress tradeshow in Barcelona later this month -- with desktop and other products following.

Source: http://feedproxy.google.com/~r/Techcrunch/~3/-amNVHQjOG8/

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Wednesday, February 6, 2013

Dan Winslow Considers Senate Run In Massachusetts, Forms Exploratory Committee For Special Election

  • John Kerry (2013-Present)

    John Kerry leaves a Senate Foreign Relations Committee markup on Jan. 29, 2013 after a vote was held on his confirmation as Secretary of State. (SAUL LOEB/AFP/Getty Images)

  • Hillary Clinton (2009-13)

    U.S. Secretary of State Hillary Clinton speaks at a press conference on November 14, 2012. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Condoleezza Rice (2005-09)

    Secretary of State Condoleezza Rice talks about the State Department's 2007 Country Reports on Human Rights Practices during a March 11, 2008 briefing in Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Colin Powell (2001-05)

    U.S. Secretary of State Colin Powell speaks on June 22, 2004, about a corrected version of an inaccurate terrorism report issued by the government. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Madeleine Albright (1997-2001)

    U.S. Secretary of State Madeleine Albright delivers a Russia policy briefing on September 16, 1999 in Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Warren Christopher (1993-97)

    U.S. Secretary of State Warren Christopher briefs reporters on the peace process in Bosnia during a Dec. 8, 1995 press conference. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Lawrence Eagleburger (1992-93)

    Then-acting Secretary of State Lawrence Eagleburger listens to a reporter's question during a Nov. 18, 1992 news conference at the State Department. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • James Baker (1989-92)

    James Baker III waves to his associates at the US State Department on August 13, 1992. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • George P. Shultz (1982-89)

    U.S. Secretary of State George Shultz listens to a question during his first day of testimony before Iran-Contra investigators on July 23, 1987 in Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Alexander Haig (1981-82)

    Alexander Haig, Secretary of State-designate, a Reagan nominee on Monday, Dec. 23, 1980 in Washington for the announcement of selections. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Edmund Muskie (1980-81)

    (Pictured left) Freed hostage Richard Queen, right, greets well wishers at the State Department on Monday, July 21, 1980 in Washington. At left is Secretary of State Edmund Muskie. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Cyrus Vance (1977-80)

    Cyrus Vance, U.S. Secretary of State, pictured in 1979. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Henry Kissinger (1973-77)

    Secretary of State Henry Kissinger announces during an April 29, 1975 press conference in Washington that the evacuation of Americans from Vietnam and Saigon is complete, thus ending US involvement. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • William P. Rogers (1969-73)

    Israeli Defense Minister Moshe Dayan, left, and Secretary of State William P. Rogers begin talks at the Department of State on Feb. 7, 1972 in Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Dean Rusk (1961-69)

    Secretary of State Dean Rusk is shown during a news conference in Washington, D.C., on March 1, 1962. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Christian Herter (1959-61)

    President Dwight Eisenhower, left, says goodbye to Secretary of State Christian Herter in Gettsburg, Pennsylvania, on May 2, 1959 as Herter is about to board a helicopter on the President's farm to return to Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • John Foster Dulles (1953-59)

    U.S. Secretary of State John Foster Dulles (left) gets together with South Korean President Syngman Rhee in Seoul on August 4, 1953. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Dean Acheson (1949-53)

    U.S. Secretary of State Dean Acheson speaks from the State Department on Nov. 29, 1950 in Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • George C. Marshall (1947-49)

    Gen. George C. Marshall poses in his Red Cross office on Sept. 13, 1950 in Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • James F. Byrnes (1945-47)

    James F. Byrnes, United States Secretary of State, links arms with Associated Press correspondent, John Hightower, at Central Hall, Westminster in London, Jan. 15, 1946. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Edward Reilly Stettinius (1944-45)

    France's Foreign Minister Georges Bidault makes a VE Day radio statement from the Opera House in San Francisco, CA, May 8, 1945. Seated at the far right U.S. Secretary of State Edward Stettinius. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>) <em><strong>Correction</strong>: An earlier version of this text misspelled Stettinius' surname.</em>

  • Cordell Hull (1933-44)

    U.S. President Franklin Roosevelt is greeted by Secretary of State Cordell Hull on Sept. 15, 1938 in Washington. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Henry Lewis Stimson (1929-33)

    Henry Lewis Stimson, American Secretary of State for War shown around July 1931. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Frank B. Kellogg (1925-29)

    Former United States Secretary of State Frank B. Kellogg on Aug. 17, 1936 at Waterloo Station in London. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Charles Evans Hughes (1921-25)

    (Center) Former Secretary of State and Chief justice Charles Evans Hughes, pictured on on March 27, 1931. (Source: <a href="http://www.state.gov/secretary/former/">U.S. Department Of State</a>)

  • Source: http://www.huffingtonpost.com/2013/02/05/dan-winslow-senate_n_2622770.html

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    New Orleans braces for fallout from blackout

    A power outage affects about half the lights in the Superdome during the second half of the NFL Super Bowl XLVII football game between the San Francisco 49ers and the Baltimore Ravens, Sunday, Feb. 3, 2013, in New Orleans. (AP Photo/Dave Martin)

    A power outage affects about half the lights in the Superdome during the second half of the NFL Super Bowl XLVII football game between the San Francisco 49ers and the Baltimore Ravens, Sunday, Feb. 3, 2013, in New Orleans. (AP Photo/Dave Martin)

    Half the lights are out in the Superdome during a power outage in the second half of the NFL Super Bowl XLVII football game between the San Francisco 49ers and Baltimore Ravens on Sunday, Feb. 3, 2013, in New Orleans. (AP Photo/Marcio Sanchez)

    Field judge Craig Wrolstad stands on the field after the lights went out during the second half of NFL Super Bowl XLVII football game Sunday, Feb. 3, 2013, in New Orleans. (AP Photo/Matt Slocum)

    Baltimore Ravens players look around the Superdome after the lights went out during the second half of NFL Super Bowl XLVII football game Sunday, Feb. 3, 2013, in New Orleans. (AP Photo/Matt Slocum)

    San Francisco 49ers tight end Vernon Davis (85) looks around a dark stadium after the lights went out during the second half of NFL Super Bowl XLVII football game Sunday, Feb. 3, 2013, in New Orleans. (AP Photo/Matt Slocum)

    (AP) ? A Super Bowl week that had gone so smoothly for the Big Easy suddenly turned bizarre when everyone was watching.

    The lights went out on the biggest game of the year.

    Just imagine the uproar if Baltimore had lost.

    The outage, blamed on an unspecified "abnormality" in the Superdome's power system, was an embarrassment for New Orleans, which was hosting its first Super Bowl since 2002 and was eager to show off how it has been rebuilt since Hurricane Katrina.

    Mayor Mitch Landrieu called Sunday night's outage "an unfortunate moment in what has been an otherwise shining Super Bowl week for the city of New Orleans."

    He said he expected to receive "a full after-action report from all parties involved" in the coming days.

    The Ravens had been cruising along with a 28-6 lead in the game when, without warning, the power to the Superdome suddenly shut down early in the third quarter, plunging parts of the 38-year-old stadium into darkness and leaving TV viewers with no football and no explanation why.

    For 34 minutes, the players tried to stay loose, the fans milled about in darkened corridors, and stadium officials scrambled to figure out what went wrong. The Ravens barely hung on for a 34-31 victory over the San Francisco 49ers, needing a goal-line stand in the closing minutes to preserve the championship.

    "It really hurt us," Baltimore fullback Vonta Leach said. "We had lot of momentum."

    There is sure to be some fallout for the city and the Superdome ? especially since New Orleans plans to bid for the title game in 2018, in conjunction with the 300th anniversary of its founding.

    Escalators stopped working and credit-card machines shut down, though auxiliary power kept the playing field and concourses from going totally dark.

    "We sincerely apologize for the incident," Superdome spokesman Eric Eagan said.

    Most fans seemed to take the outage in stride, even starting up the wave to pass the time.

    "So we had to spend 30 minutes in the dark? That was just more time for fans to refill their drinks," said Amanda Black of Columbus, Miss.

    The problem occurred shortly after Beyonce put on a halftime show that featured extravagant lighting and video effects.

    A joint statement from Entergy New Orleans, which provides power to the stadium, and Superdome operator SMG shed some light on the chain of events, although they weren't sure about the source of the problem. It apparently started at the spot where Entergy feeds power into the stadium's lines.

    "A piece of equipment that is designed to monitor electrical load sensed an abnormality in the system," the statement said. "Once the issue was detected, the sensing equipment operated as designed and opened a breaker, causing power to be partially cut to the Superdome in order to isolate the issue. ... Entergy and SMG will continue to investigate the root cause of the abnormality."

    The FBI quickly ruled out terrorism, and the New Orleans Fire Department dismissed reports that a fire might have been the cause.

    On the CBS broadcast, play-by-play announcers Jim Nantz and Phil Simms went silent. Sideline reporter Steve Tasker announced to viewers a "click of the lights" as the problem. Later, the halftime crew anchored by host James Brown returned to fill the time with football analysis.

    "We lost all power up here at the press box level," Nantz said after power was restored. He and Simms were off the air for most of the outage.

    The failure occurred shortly after Jacoby Jones returned the opening kickoff of the second half for a 108-yard touchdown, the longest play in Super Bowl history and pushing the Ravens to a commanding lead. But when play resumed, the momentum totally changed.

    The Niners scored two straight touchdowns and nearly pulled off a game-winning drive in the closing minutes. They had first down inside the Ravens 10, but Baltimore kept them out of the end zone to preserve the victory.

    The blackout, it turned out, became more of a footnote than a spark to what would have been the greatest comeback in Super Bowl history.

    "It just took us longer to lose," moaned San Francisco linebacker Ahmad Brooks.

    No one could remember anything like this happening in the title game, but it wasn't unprecedented.

    Just last season, the Niners endured two power outages during a Monday night game against the Pittsburgh Steelers at Candlestick Park.

    "I didn't know what was going on," San Francisco safety Dashon Goldson said. "I just tried to keep my legs warmed up."

    The Ravens felt the delay turned what looked like a blowout into a close game. Safety Ed Reed said some of his teammates began to fret as the delay dragged on.

    "The bad part is we started talking about it," he said. "Some of the guys were saying, 'They're trying to kill our momentum.' I was like, 'There's two teams on the field.' But once we started talking about it, it happened. We talked it up."

    A few of the Ravens threw footballs around to stay loose. Others took a seat on the bench, or sprawled out on the turf.

    "I was a little stiff when I got back out there," Baltimore running back Ray Rice conceded. "I'm just glad we were able to finish the game and be world champions."

    Finally, the lights came back on throughout the dome and the game resumed.

    "Let's go!" referee Jerome Boger barked to the teams.

    Monique Richard, who is from the north shore of Lake Pontchartrain, had tickets in the Superdome's upper deck.

    "My exact words on the way over here were, 'I hope this goes off without a hitch,' because the city just looked so good, they were doing so well, the weather so good everything was kind of falling into place," she said. "Hopefully, everybody will be understanding."

    New Orleans was once a regular in the Super Bowl rotation and hopes to regain that status. The Superdome has undergone $336 million in renovations since Katrina ripped its roof in 2005. Billions have been spent sprucing up downtown, the airport, French Quarter and other areas of the city in the past seven years.

    Maybe they forgot one of the basics.

    Joked Doug Cook, a Ravens fan from New Orleans: "They didn't pay the light bill."

    ___

    AP Sports Writer Brett Martel and Associated Press writers Brian Schwaner and Kevin McGill in New Orleans contributed to this story.

    ___

    Follow Paul Newberry on Twitter at www.twitter.com/pnewberry1963

    Associated Press

    Source: http://hosted2.ap.org/APDEFAULT/3d281c11a96b4ad082fe88aa0db04305/Article_2013-02-04-Super%20Bowl-Power%20Outage/id-e02d94397a6949f4a01457ced39050f8

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    Monday, February 4, 2013

    Integrated planning and performance management approach is key ...

    In recent years, NOCs have responded to these shifting circumstances by raising their level of professionalism in major competencies. However, they still tend to approach planning and performance management in a disaggregated fashion. With this lack of integration negatively affecting business, Management consulting firm Booz & Company has found that an integrated strategy to planning and performance management is imperative for NOCs to reap clear and tangible benefits.

    A Performance And Planning Capability Gap

    In this day and age, NOCs in the Middle East are navigating through a series of challenges. After all, the region's governments - the main beneficiaries of the NOCs' success - are asking for greater fiscal contributions to fund vital social and educational programs and to diversify their economic base. As a result, NOCs have established intensive programs of capital investment, better planning, and improved performance management.

    "During this decade we expect the main Arab oil producers to invest over $800bn in capital projects," explained Sean Wheeler, a Partner with Booz & Company. "So, most NOCs have installed Enterprise Resource Planning (ERP) systems to make a broad range of management information available to executives and senior managers. They have also introduced detailed, multiyear strategic plans as standard, along with balanced scorecards, KPIs, and other best-practice planning and performance management approaches."

    Although these advances are important, what is still missing is the capability to undertake integrated planning and performance management - as the scale and complexity of NOCs' activities grow.

    "Best practices are often used, but the positive effects are mitigated because plans and performance, along with reports and recommendations, are not fully aligned," said Alain Masuy, a Principal with Booz & Company. "This can cause systemic underperformance, a failure to achieve targets, and potentially serious problems in terms of health, safety, and environmental compliance. NOCs need to manage performance in a more intelligent and intuitive manner, to bring all their sophisticated management and other planning tools together in a coherent whole."

    The Need For A Continuous Integrated Planning Cycle

    The most effective means of addressing these performances and planning weaknesses is to fully align planning with performance management activities in a continuous, integrated planning cycle. This method works for the oil and gas sector because of its long-term horizons and near-term operational complexity.

    This continuous cycle of integrated planning and performance management comprises five steps.

    1. Strategic Planning and Portfolio Management - Developing Linkages

    Strategic plans in the energy sector generally begin with a processing capacity target. All aspects of the strategic plan flow from this fundamental determinant of effective capacity which clearly articulates the future vision and positioning of the company. In effect, the company needs to give careful consideration to its current internal capabilities and future objectives to specify the capacity target.

    These capabilities and objectives are what will distinguish the company in whichever market it aims to serve; the key elements of the strategic plan are then developed to reach this capacity target. It is precisely at this point that the first link in the planning and performance cycle has to be made as the company must ensure that the strategy itself is grounded in the reality of the current state of the business.

    There are four aspects to marrying the strategic plan to reality. First, the capacity profile identifies precisely where the business stands today. Second, any changes in the capacity profile are planned on a realistic time frame from inception to delivery. Third, the capacity profile should reflect ongoing work and project commitments, as well as potential expansion. Fourth, all projects relating to the strategic capacity profile or supporting functions should be defined with terms of reference, including clear objectives, activities, and time lines.

    "In truth, this approach involves a mix of cross-functional expertise brought together through interactive working sessions," added Wheeler. "These utilize the knowledge and experience of the wider organization early and actively in the planning process. The result is that appropriate consideration is given to the business functions' capabilities and options, providing them with ownership of their part of the plan and a sense of loyalty to the overall strategy."

    2. Operational Planning and Budgeting - Translating Strategic Thinking into Operational Reality

    The operational planning and budgeting step achieves the simple task of aligning strategic planning with operational realities and targets. This is the most involved step in the planning and performance cycle - and the phase where plans can start to come apart. The capacity profile should show very clearly when production increments are due and when activities must begin for projects to deliver on time.

    "The operational plan should be a short and influential communication of the company's intent, accompanied by data that describes deliverables and needs," said Masuy. "To achieve this, the operational planning process must be a cycle in itself; it must cascade strategic mandates sequentially, top-down through the organization."

    The mandates should start with the all-important strategic capacity profile. The cascade reinforces the "customer-to-service provider" relationships that will deliver the desired strategic outcomes. The operational plan then incorporates any constraints in the system. This, in turn, forces the planners to prioritize until a final document can emerge that is aligned with the strategy and that is explicit about its risks and resource limitations.

    3. Target Setting - The Reality Check

    The planning function becomes responsible for reflecting the outcome of the operational planning process in the targets that drive activities during the year. The purpose of annual targets is to motivate an organization to move toward a long-term goal by breaking it down into viable steps. Yet, it is precisely at this stage of the cycle that failure to integrate strategic and operational planning disciplines most often occurs.

    In actuality, the problem is the failure to integrate the process, which leads to the wrong information being used to set targets. NOCs can use one of three performance mechanisms to set targets in a manner that integrates the planning process:

    ? Absolute performance sets a specific number as the target.
    ? Relative performance sets targets in relation to the previous track record.
    ? Comparative performance involves targets relative to benchmarked peers.

    In addition to the target setting mechanism, the NOC should also establish a range for each KPI.

    4. Performance Conversations - Leveraging Management Information

    The remaining components of the cycle relate to performance management and ensuring the delivery of the mandates that cascaded to business functions during the process. Acquiring management information is easy. What is more challenging - and critical - is explaining facts and giving them value.

    In line with this, NOCs' planning functions should dig deeper for explanations; they need to excavate the root causes of the facts, which will lead to performance insights, in turn prompting recommendations.

    The Art of Performance Conversations

    The next step in the integrated cycle is turning good quality management information into meaningful performance conversations. Performance reviews of any kind fall within this phase of the integrated cycle.

    There are three good-practice principles that reviews should share:

    ? Be fact-based, but insight-driven.
    ? Be focused, be forward-looking.
    ? Be challenging, yet collaborative.

    Organizations that use these principles find that the entire dynamic of performance management changes.

    5. Incentives and Rewards - Differentiated Outcomes for Differentiated Inputs

    The final step in delivering a strategic plan is getting the incentives and rewards mechanisms right. The correct mechanism employs a mixture of financial and non-financial rewards; and, although financial incentives are popular, non-financial mechanisms equally provide an effective and long-lasting means of rewarding an employee's contribution.

    Of course, the annual employee appraisal process will remain the most important forum for dispensing incentives and rewards. There are two levels to these assessments, the personal and the corporate. On the personal level, those who have earned rewards should receive them; and those who haven't, shouldn't. On the corporate level, if the NOC as a whole is meeting its strategic targets, then the whole staff should share in that success. If the NOC as a whole is falling short, then all employees should understand that they must increase or redirect their efforts.

    To conclude, by bringing their planning and performance disciplines together, NOCs will achieve clarity and broad alignment on a new set of strategic objectives. They will be able to better direct their business functions' activities and targets to reflect these strategic objectives. Moreover, they will have more effective management meetings, thanks to focused and informed performance conversations. Most importantly, they will have a workforce that focuses on meeting its targets and that is incentivized to take responsibility for its future.

    Source: http://www.ameinfo.com/integrated-planning-performance-management-approach-key-328215

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    Barclays' finance director stepping down

    LONDON (AP) ? Finance director Chris Lucas and a senior legal adviser are stepping down from scandal-hit British bank Barclays, it said Sunday.

    Barclays said Lucas and general counsel Mark Harding will leave once successors have been found. The bank said in a statement that given the men's seniority, that could take "a considerable time."

    Lucas did not disclose reasons for his departure, but said his six-year stint as group finance director had occurred during "the most eventful period during which anyone could have occupied a role such as mine."

    Lucas is one of several past and present Barclays staff being investigated over whether the bank broke the rules when it took big cash infusions from Qatar's sovereign wealth fund in 2008.

    He also was one of the most senior survivors of a period that saw several top executives, including CEO Bob Diamond, leave since a rate-fixing scandal erupted last year. Barclays was fined $453 million by U.S. and British authorities after it emerged that executives had been involved in a campaign to rig a key interest rate known as LIBOR.

    Barclays also is one of several British banks involved in a scandal over the mis-selling of payment protection insurance, in which consumers were signed up for inappropriate and expensive insurance products. That scandal has already cost Barclays hundreds of millions of pounds in compensation.

    Last week CEO Antony Jenkins said he was forgoing his annual bonus in light of the "multiple issues of our own making besetting the bank."

    Associated Press

    Source: http://hosted2.ap.org/APDEFAULT/f70471f764144b2fab526d39972d37b3/Article_2013-02-03-Britain-Barclays/id-9f6efb342bb84e2691fe9154be69282e

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    Sunday, February 3, 2013

    Video: MTP Take Two Web Extra: Bob Costas

    A Second Take on Meeting the Press: From an up-close look at Rachel Maddow's sneakers to an in-depth look at Jon Krakauer's latest book ? it's all fair game in our "Meet the Press: Take Two" web extra. Log on Sundays to see David Gregory's post-show conversations with leading newsmakers, authors and roundtable guests. Videos are available on-demand by 12 p.m. ET on Sundays.

    Source: http://www.nbcnews.com/id/3032608/vp/50684100#50684100

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    Saturday, February 2, 2013

    How Team Building can actually ruin your team

    Last Friday my wife and I had our good friends over for a dinner. We started talking about the differences between working for small businesses and large corporations.

    A friend, who works for a Fortune 100 company, said: ?Do you know one thing I hate about my job? ?Team building exercises.?

    She proceeded with a very passionate and detailed description of how much stress and anxiety these team building activities cause her. And don?t get me wrong, on a scale from 1 to 10, with 10 being super socially active, my friend would probably get 12 points.
    Team building exercises can be stupid
    ?Last week they sent us to watch movies?, she said. ?I love movies, but I don?t like working until 9pm for a week to get all my tasks done, that I could not do on time because of that silly movie.?

    ?Can you imagine?, she continued, ?this summer we?ve been sent on a scavenger hunt. It was 40 degrees Celsius for God?s sake! (104 Fahrenheit for our USA readers). Team building? Job hating exercise, that?s what I call it?.

    The other guests also chimed in. They all shared similar stories of corporate stupidity and sheer embarrassment: karaoke bars, on-site dancing lessons with mandatory attendance, etc.

    The common denominator across all these stories was that the team building activities were mandated by the HR department, or a manager who wasn?t even close to the team! These parties were nevertheless insisting on implementing the ?team building best practices? for the sake of the practices, without any consideration for the effect on the team.

    The HR department might have had the best intentions, but the results were devastating for the team: work was not done on time, and people were demotivated.

    Do you remember what it was like being a child, forced by your parents or teachers to play the piano or perform a dance in front of an audience? You feel helpless and embarrassed. You don?t enjoy it and you don?t see the point, but you can?t escape it.

    Trust me, that?s not the experience you want anyone, especially your employees, to go through.

    What?s interesting in this story is that most small businesses do get team building right. Here are some examples of things that work:

    • Choose activities that are appropriate and enjoyable for your team. Freshbook?s annual Halloween Costume Contest is a great example.
    • Make sure that the team workload is not affected. Do their work for them, if you have to.
    • Don?t force it on people who don?t want to participate. Certain people are wired in different ways, and it?s not your job to change them. Let them be introverts, they?re still valuable to your business.
    • Encourage off-work gatherings where people can get to know each other better: gym memberships, charity drives, etc. Again, the keyword here is: optional or volunteering.
    • And the final advice: let people decide what they want to do. The best way is to just give your team a budget and let them pick and organize the desired unwinding. That?s going to be a great exercise in itself.

    Of course, there are other ways to motivate and inspire your team. How does Team Building work in your organization?

    Please share the good, the bad and the ugly experiences you have had!

    Read more from the Business category. If you would like to leave a comment, click here: Comment. or stay up to date with this post via RSS from your site.

    Source: http://www.easyprojects.net/blog/2013/02/01/how-team-building-can-actually-ruin-your-team/?utm_source=rss&utm_medium=rss&utm_campaign=how-team-building-can-actually-ruin-your-team

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    Video: Maria's Observation: Jobs Council Gone

    Sorry, Readability was unable to parse this page for content.

    Source: http://video.msnbc.msn.com/cnbc/50658052/

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