Go to this Weblog at http://personalbrandingblog.wordpress.com/ to access a wide variety of material on personal branding.
The way you manage your career is changing, due to the rise in competition and the introduction of web 2.0. In order to extend your reach, visibility and networking capabilities, you might turn to personal branding. In the digital age, your name is our only currency and by taking the first step reading this blog and consuming the information provided, you might have a competitive advantage in the marketplace.
The content provided on this blog includes podcasts, interviews with experts, insightful articles, research reports, games and much more, for all your personal branding needs. Remember that YOU are the brand.
I especially found the posting entitled "A high school and college entrepreneur speak out" very informative.
Please read the WebLog and send me any comments you have on its value.
Sunday, December 21, 2008
Thursday, December 11, 2008
Occupational Outlook Handbook
For hundred of dfferent types of jobs. the Occupational Handbook (OOH), 2008-2009 Edition tells you: The Occupational Outlook Handbook is a nationally recognize source of career information designed to provide valuable assistance to individuals making decisions about their future work lives. The Handbook is revised every two years.
> the training and education needed
> earnings
>expecte job prospects
>what workers do on the job
>working conditions
In addition, the Handbook gives you job search hints, links to information about the job market in each state and more.
Go to http://www.bls.gov/oco/home.htm to find out about all the occupations in which you might be interested.
> the training and education needed
> earnings
>expecte job prospects
>what workers do on the job
>working conditions
In addition, the Handbook gives you job search hints, links to information about the job market in each state and more.
Go to http://www.bls.gov/oco/home.htm to find out about all the occupations in which you might be interested.
10 Attributes of a great President
Doris Kearns GoodwinPublished: September 14, 2008
Taking Abraham Lincoln and Franklin Roosevelt as guides, Doris Kearns Goodwin, a renowened historian, identified 10 attributes that distinguish truly great Presidents. They are:
1. The courage to stay strong. A President needs the ability to withstand adversity and motivate himself in the face of frustration. From childhood, Lincoln showed a determination to rise above the poverty into which he was born. Despite failures that would have felled most others, he never lost faith that if he refused to despair, he would eventually succeed. Roosevelt, by contrast, grew up with wealth, privilege, and love. His crucible came in a polio attack that left him a paraplegic at 39. While crippling his body, the paralysis expanded his sensibilities. He emerged from his ordeal with greater powers of concentration and greater self-knowledge. Far more intensely than before, he was able to put himself in the shoes of others to whom fate had dealt an unfair hand.
2. Self-confidence. Good leadership requires you to surround yourself with people of diverse perspectives who can disagree with you without fear of retaliation. Lincoln placed his three chief rivals for the Republican nomination in crucial positions in his Cabinet and filled the rest of his top jobs with former Democrats. His Cabinet sessions were fiery affairs, but they provided him with a wide range of advice and opinion. Similarly, FDR created a coalition Cabinet on the eve of war, bringing unsparing critics of the New Deal into key positions as Secretary of War and Secretary of the Navy. And for his Army chief of staff, he reached 34 names down the list of senior officers to appoint George Marshall, because the straight-talking general was the only one to disagree with him in a meeting.
3. An ability to learn from errors: To lead successfully, you must be willing to acknowledge and learn from your mistakes. After the rout of Union forces at Bull Run, Lincoln stayed up all night writing a memo on military policy that incorporated the painful lessons he had learned. And when FDR concluded that a New Deal program was not working, he created a new one in its place, built upon an understanding of what had gone wrong.
4. A willingness to change. Conditions change, and Presidents must respond. When war came, FDR made his peace with the industrialists whose hatred he had welcomed during the New Deal. He relaxed anti-trust regulations, guaranteed profits, and brought in top business executives to run his production agencies, aware that only with their commitment could we build the planes, tanks, and ships we needed to win.
5. Emotional intelligence: A President must encourage his closest advisers to give their best and remain loyal. Lincoln shared credit for his successes and shouldered public blame for the failures of his subordinates. FDR had a remarkable capacity to transmit strength to others, to make them feel more determined to do their jobs well.
6. Self-control: Great leaders manage their emotions and remain calm in the midst of trouble. When angry with a colleague, Lincoln liked to write him a "hot letter," giving his emotions free rein. Then he would put the letter aside, knowing he would calm down and never send it. If he lost his temper, he would invariably follow up with a kind gesture. "If I was cross, I ask your pardon," he wrote to one of his generals. "If I do get up a temper I do not have sufficient time to keep it up." And on the Sunday that the Japanese attacked Pearl Harbor, Eleanor Roosevelt was struck by her husband's "deadly calm." While aides and Cabinet officers ran in and out in excitement, panic, and irritation, FDR remained at his desk, absorbing the news, deciding what to do next.
7. A popular touch .The best Presidents have an intuitive awareness of public sentiment, a sense of when to wait and when to lead. Lincoln once said that if he had issued the Emancipation Proclamation six months earlier, "public sentiment would not have sustained it." By following the gradual shift in the newspapers, by opening his office to conversations with ordinary people, by visiting troops in the field, he rightly concluded that by early 1863, the opposition was no longer "strong enough to defeat the purpose." FDR was said to possess an uncanny awareness of the hopes and fears of his countrymen and to know precisely when to move forward, when to hold back, and when to deliver one of his fireside chats.
8. A moral compass.Only strong leaders have the courage and integrity to follow their convictions when the risk of losing popular support is great. In mid-1864, top Republicans warned Lincoln that unless he renounced emancipation as a condition, the Confederates never would agree to peace talks, without which he had no chance of re-election. Yet Lincoln turned his party's leaders away without a second thought. "I should be damned in time and in eternity," he wrote, if he chose to conciliate the South over the slaves to whom he had pledged freedom. FDR chose in 1940 to supply England with what little America had in the way of weapons. In so doing, he drew the wrath of isolationists, liberals, and educators. His own generals warned that he so risked American security that he might be impeached or "found hanging from a lamppost" if England fell and Hitler used our captured weapons against us. Believing England's survival critical to the preservation of Western civilization, FDR was willing to take that risk.
9. A capacity to relax. FDR held a White House cocktail hour every evening. Its cardinal rule: Nothing was to be said of politics or war. Guests were to gossip, tell funny stories, and reminisce so that everyone could enjoy a few precious hours away from the pressures of the day. Lincoln possessed a life-affirming sense of humor and a legendary ability to tell long, winding tales that allowed him "to whistle off sadness." He laughed, he explained, so he did not weep
10. A gift for inspiring others. One of the key qualities of a great President is his ability to communicate national goals to the people and to educate and shape public opinion. Both Lincoln and FDR conveyed their convictions with stories and metaphors, as well as a profound sense of history and a love of poetry and drama. When Lincoln delivered his second inaugural address, the North was on the verge of winning the Civil War. Yet he avoided a triumphal message. Knowing that his next challenge was to return the defeated South to the Union, he suggested that the sin of slavery was shared by both sides and called on his countrymen "with malice toward none; with charity for all...to bind up the nation's wounds." FDR's first inaugural address, delivered at the height of the Depression, conveyed a clear understanding of the difficulties the nation faced and projected such serene confidence in the fundamental strength of his country that he renewed the hope of millions.
. Let us look closely in the coming years at the leadership style of Barack Obama and analyze his strengths and weaknesses in relation to our greatest leaders.
Taking Abraham Lincoln and Franklin Roosevelt as guides, Doris Kearns Goodwin, a renowened historian, identified 10 attributes that distinguish truly great Presidents. They are:
1. The courage to stay strong. A President needs the ability to withstand adversity and motivate himself in the face of frustration. From childhood, Lincoln showed a determination to rise above the poverty into which he was born. Despite failures that would have felled most others, he never lost faith that if he refused to despair, he would eventually succeed. Roosevelt, by contrast, grew up with wealth, privilege, and love. His crucible came in a polio attack that left him a paraplegic at 39. While crippling his body, the paralysis expanded his sensibilities. He emerged from his ordeal with greater powers of concentration and greater self-knowledge. Far more intensely than before, he was able to put himself in the shoes of others to whom fate had dealt an unfair hand.
2. Self-confidence. Good leadership requires you to surround yourself with people of diverse perspectives who can disagree with you without fear of retaliation. Lincoln placed his three chief rivals for the Republican nomination in crucial positions in his Cabinet and filled the rest of his top jobs with former Democrats. His Cabinet sessions were fiery affairs, but they provided him with a wide range of advice and opinion. Similarly, FDR created a coalition Cabinet on the eve of war, bringing unsparing critics of the New Deal into key positions as Secretary of War and Secretary of the Navy. And for his Army chief of staff, he reached 34 names down the list of senior officers to appoint George Marshall, because the straight-talking general was the only one to disagree with him in a meeting.
3. An ability to learn from errors: To lead successfully, you must be willing to acknowledge and learn from your mistakes. After the rout of Union forces at Bull Run, Lincoln stayed up all night writing a memo on military policy that incorporated the painful lessons he had learned. And when FDR concluded that a New Deal program was not working, he created a new one in its place, built upon an understanding of what had gone wrong.
4. A willingness to change. Conditions change, and Presidents must respond. When war came, FDR made his peace with the industrialists whose hatred he had welcomed during the New Deal. He relaxed anti-trust regulations, guaranteed profits, and brought in top business executives to run his production agencies, aware that only with their commitment could we build the planes, tanks, and ships we needed to win.
5. Emotional intelligence: A President must encourage his closest advisers to give their best and remain loyal. Lincoln shared credit for his successes and shouldered public blame for the failures of his subordinates. FDR had a remarkable capacity to transmit strength to others, to make them feel more determined to do their jobs well.
6. Self-control: Great leaders manage their emotions and remain calm in the midst of trouble. When angry with a colleague, Lincoln liked to write him a "hot letter," giving his emotions free rein. Then he would put the letter aside, knowing he would calm down and never send it. If he lost his temper, he would invariably follow up with a kind gesture. "If I was cross, I ask your pardon," he wrote to one of his generals. "If I do get up a temper I do not have sufficient time to keep it up." And on the Sunday that the Japanese attacked Pearl Harbor, Eleanor Roosevelt was struck by her husband's "deadly calm." While aides and Cabinet officers ran in and out in excitement, panic, and irritation, FDR remained at his desk, absorbing the news, deciding what to do next.
7. A popular touch .The best Presidents have an intuitive awareness of public sentiment, a sense of when to wait and when to lead. Lincoln once said that if he had issued the Emancipation Proclamation six months earlier, "public sentiment would not have sustained it." By following the gradual shift in the newspapers, by opening his office to conversations with ordinary people, by visiting troops in the field, he rightly concluded that by early 1863, the opposition was no longer "strong enough to defeat the purpose." FDR was said to possess an uncanny awareness of the hopes and fears of his countrymen and to know precisely when to move forward, when to hold back, and when to deliver one of his fireside chats.
8. A moral compass.Only strong leaders have the courage and integrity to follow their convictions when the risk of losing popular support is great. In mid-1864, top Republicans warned Lincoln that unless he renounced emancipation as a condition, the Confederates never would agree to peace talks, without which he had no chance of re-election. Yet Lincoln turned his party's leaders away without a second thought. "I should be damned in time and in eternity," he wrote, if he chose to conciliate the South over the slaves to whom he had pledged freedom. FDR chose in 1940 to supply England with what little America had in the way of weapons. In so doing, he drew the wrath of isolationists, liberals, and educators. His own generals warned that he so risked American security that he might be impeached or "found hanging from a lamppost" if England fell and Hitler used our captured weapons against us. Believing England's survival critical to the preservation of Western civilization, FDR was willing to take that risk.
9. A capacity to relax. FDR held a White House cocktail hour every evening. Its cardinal rule: Nothing was to be said of politics or war. Guests were to gossip, tell funny stories, and reminisce so that everyone could enjoy a few precious hours away from the pressures of the day. Lincoln possessed a life-affirming sense of humor and a legendary ability to tell long, winding tales that allowed him "to whistle off sadness." He laughed, he explained, so he did not weep
10. A gift for inspiring others. One of the key qualities of a great President is his ability to communicate national goals to the people and to educate and shape public opinion. Both Lincoln and FDR conveyed their convictions with stories and metaphors, as well as a profound sense of history and a love of poetry and drama. When Lincoln delivered his second inaugural address, the North was on the verge of winning the Civil War. Yet he avoided a triumphal message. Knowing that his next challenge was to return the defeated South to the Union, he suggested that the sin of slavery was shared by both sides and called on his countrymen "with malice toward none; with charity for all...to bind up the nation's wounds." FDR's first inaugural address, delivered at the height of the Depression, conveyed a clear understanding of the difficulties the nation faced and projected such serene confidence in the fundamental strength of his country that he renewed the hope of millions.
. Let us look closely in the coming years at the leadership style of Barack Obama and analyze his strengths and weaknesses in relation to our greatest leaders.
Sunday, October 5, 2008
The Ethics of Downsizing
The ethics of downsizingPosted by Jesse Nunes at 10:25 AM
It's a scary time out there. Millions of Americans are worried about the financial crisis, and with each day that passes it seems another major bank or company either bites the dust or gets swallowed up by a bigger entity -- or the government.
With companies large and small facing a credit crisis that severely limits their ability to borrow, downsizing is a real threat for many US workers. (Check out today's story in the Globe on how the crisis is affecting small business in Mass.) Even those who thought their jobs were secure are probably playing the painful mental exercise of imagining what they'd do if they lost their job.
Getting laid off is not any easy thing to endure. In BusinessWeek, "Ethics Guy" Bruce Weinstein writes that "getting fired is the eighth most stressful life experience, behind the death of a spouse (No. 1) or going to jail (No. 4), but ahead of the death of a close friend (No. 17), foreclosure on a mortgage or loan (No. 21), or in-law troubles (No. 24)."
And while doing the ethical thing may not be the first thing on your mind when you lose your job, Weinstein writes that it's critical – for both your mental well-being and future job prospects – that you handle getting laid off correctly. In a two-part series in BusinessWeek, Weinstein offers tips for those who are on both sides of the downsizing issue -- employers and workers. Here are samples of some of his advice for workers:
1. Get angry ... later. It's easy to react with hostility when you're told that your position is being eliminated. Don't... It's only human to be terribly upset or even filled with rage, but acting on those feelings may violate the do-no-harm principle. Less obvious but also important to think about is the damage you would do to a valued relationship that you may not be able to undo. You won't regret holding back, but you will regret losing your cool.
2. Don't take it personally. We'd like to be able to control our lives and shape our destiny through the sheer force of will, but sometimes things happen to us that have absolutely nothing to do with what we've done or who we are. This is one of those times.
3. Get a recommendation. One of the best ways for a potential employer to find out how valuable you are is to hear from your current boss, but you may have to be the one to make this happen. Get a recommendation in writing as soon as possible. Volunteer to write it yourself. If a letter is out of the question or doesn't arrive in a timely fashion, ask your boss to send you a short e-mail; even a one- or two-line testimonial will do. Get your boss's permission to put his or her direct phone number on your résumé and give out at job interviews.
4. Be a self-promoter. We're raised to believe that it's wrong to toot your own horn, but if ever there were a time to put that belief aside, it's now... One of our greatest challenges is striking the right balance between self-absorption and devotion to others. Still, there is not only no harm in standing up for yourself; it is unethical not to do so.
5. Grief is good. Grief is a natural and healthy response to losing something or someone of value in your life, and taking your grief seriously is another important way to treat yourself with kindness. It is a sign of strength, not weakness, to seek counseling in the wake of being downsized. If you sustained an injury to your back, you would have no qualms about getting physical therapy. Why shouldn't you seek the appropriate remedy when your world is turned upside down? Many of us still attach a stigma to psychotherapy—wrongly so.
6. Accentuate the positive. Is it possible that one of the worst things that could happen to you might turn out to be the best? Take a look at Harvey Mackay's We Got Fired!: ... And It's the Best Thing That Ever Happened to Us (Ballantine Books, 2004). Michael Bloomberg, Muhammad Ali, Billie Jean King, Home Depot founder Bernie Marcus, Lee Iacocca, and Robert Redford are just a few of the wildly successful people who explain how losing a job led to something much better.
(Read the complete articles on BusinessWeek's website: Part 1 and Part 2)
Of course, following such a plan is easier said than done when your way of life is at stake. As the Job Doc pointed out in a recent column, it is hard for some to move on when they lose their jobs.
Many Boston.com readers chimed in on a discussion thread on the topic of being 'wronged on the job', and it is clear that, even many years after being slighted, many still hold ill feelings toward their former employers.
How would you deal with a layoff? Have you been through this before? What steps have you taken to prepare for the worst?
It's a scary time out there. Millions of Americans are worried about the financial crisis, and with each day that passes it seems another major bank or company either bites the dust or gets swallowed up by a bigger entity -- or the government.
With companies large and small facing a credit crisis that severely limits their ability to borrow, downsizing is a real threat for many US workers. (Check out today's story in the Globe on how the crisis is affecting small business in Mass.) Even those who thought their jobs were secure are probably playing the painful mental exercise of imagining what they'd do if they lost their job.
Getting laid off is not any easy thing to endure. In BusinessWeek, "Ethics Guy" Bruce Weinstein writes that "getting fired is the eighth most stressful life experience, behind the death of a spouse (No. 1) or going to jail (No. 4), but ahead of the death of a close friend (No. 17), foreclosure on a mortgage or loan (No. 21), or in-law troubles (No. 24)."
And while doing the ethical thing may not be the first thing on your mind when you lose your job, Weinstein writes that it's critical – for both your mental well-being and future job prospects – that you handle getting laid off correctly. In a two-part series in BusinessWeek, Weinstein offers tips for those who are on both sides of the downsizing issue -- employers and workers. Here are samples of some of his advice for workers:
1. Get angry ... later. It's easy to react with hostility when you're told that your position is being eliminated. Don't... It's only human to be terribly upset or even filled with rage, but acting on those feelings may violate the do-no-harm principle. Less obvious but also important to think about is the damage you would do to a valued relationship that you may not be able to undo. You won't regret holding back, but you will regret losing your cool.
2. Don't take it personally. We'd like to be able to control our lives and shape our destiny through the sheer force of will, but sometimes things happen to us that have absolutely nothing to do with what we've done or who we are. This is one of those times.
3. Get a recommendation. One of the best ways for a potential employer to find out how valuable you are is to hear from your current boss, but you may have to be the one to make this happen. Get a recommendation in writing as soon as possible. Volunteer to write it yourself. If a letter is out of the question or doesn't arrive in a timely fashion, ask your boss to send you a short e-mail; even a one- or two-line testimonial will do. Get your boss's permission to put his or her direct phone number on your résumé and give out at job interviews.
4. Be a self-promoter. We're raised to believe that it's wrong to toot your own horn, but if ever there were a time to put that belief aside, it's now... One of our greatest challenges is striking the right balance between self-absorption and devotion to others. Still, there is not only no harm in standing up for yourself; it is unethical not to do so.
5. Grief is good. Grief is a natural and healthy response to losing something or someone of value in your life, and taking your grief seriously is another important way to treat yourself with kindness. It is a sign of strength, not weakness, to seek counseling in the wake of being downsized. If you sustained an injury to your back, you would have no qualms about getting physical therapy. Why shouldn't you seek the appropriate remedy when your world is turned upside down? Many of us still attach a stigma to psychotherapy—wrongly so.
6. Accentuate the positive. Is it possible that one of the worst things that could happen to you might turn out to be the best? Take a look at Harvey Mackay's We Got Fired!: ... And It's the Best Thing That Ever Happened to Us (Ballantine Books, 2004). Michael Bloomberg, Muhammad Ali, Billie Jean King, Home Depot founder Bernie Marcus, Lee Iacocca, and Robert Redford are just a few of the wildly successful people who explain how losing a job led to something much better.
(Read the complete articles on BusinessWeek's website: Part 1 and Part 2)
Of course, following such a plan is easier said than done when your way of life is at stake. As the Job Doc pointed out in a recent column, it is hard for some to move on when they lose their jobs.
Many Boston.com readers chimed in on a discussion thread on the topic of being 'wronged on the job', and it is clear that, even many years after being slighted, many still hold ill feelings toward their former employers.
How would you deal with a layoff? Have you been through this before? What steps have you taken to prepare for the worst?
What Peter Drucker would have said
The Financial Crisis: What Drucker Would Have Said.... by Rick Wartzman
Peter Drucker didn't have a whole lot of nice things to say about those on Wall Street, at one point likening them to "Balkan peasants stealing each other's sheep."Given the magnitude of the latest crisis to grip Fannie Mae, Freddie Mac, American International Group, Lehman Brothers, and their friends, one can only imagine what kind of acid analogy he might have used today.Or perhaps he would have simply said, "I told you so." After all, so much of the trouble that has befallen these giants of the investment banking, mortgage, and insurance sectors—and that threatens to "undermine the financial security of all," as President George W. Bush put it—comes from a foolish disregard for the kinds of fundamental lessons that Drucker taught about risk, reach, and responsibility.
Some prefer to complicate things. Indeed, there is a temptation, in certain quarters, to fuzzy up what has happened here—to mask the basic management failures that are at the root of this disaster by pointing to the intricacies of credit-default swaps, "naked shorts," and other arcana. Luck Doesn't Last But as Drucker knew so well, none of this is really very complex: If you make enough dangerous bets—and amassing your fortune on a foundation of laughably loose lending standards and mountains of debt is nothing if not dangerous—you're eventually going to run out of luck."No matter how clever the gambler," Drucker asserted, "the laws of probability guarantee that he will lose all that he has gained, and then a good deal more."
He wrote these words in the 1990s, as a different group of once-illustrious institutions—Barings, Bankers Trust, Yamaichi Securities—were felled by their recklessness.Drucker noted that top management professed to be shocked by some of the activities that had taken place at these firms, and it won't be surprising if we hear similar talk this time around—especially if people wind up going to jail. It was reported that the FBI has opened more than two dozen probes into possible fraud connected to the financial meltdown, including investigations at Fannie Mae, Freddie Mac, AIG, and Lehman. But Drucker didn't buy that senior executives were blind to their employees' egregious behavior a decade ago, and he wouldn't buy it now. "In the first place," he wrote, "there is a limit to coincidences. Such widespread breakdowns cannot be blamed on 'exceptions.' They denote systems failure.""Too Big to HideBesides, Drucker added, "in every single one of these 'scandals,' top management seems to have carefully looked the other way as long as trading produced profits (or at least pretended to produce them). Until the losses had become so big that they could no longer be hidden, the gambling trader was a hero and showered with money."Of course, the pressure to produce these profits—and, in turn, prop up a company's share price—has become unrelenting.
It used to be, veteran financial journalist Bob Reed remarked recently, "the stock price was an important component of something more grand: how well the company was managed, product quality, innovations, customer satisfaction—you know, the business." But over time, those pursuits have become largely overshadowed by just one: maximizing shareholder value.To Drucker, this mentality was anachronistic.
"One thing is clear to anyone with the slightest knowledge of political or economic history: The present-day assertion of 'absolute shareholder sovereignty'…is the last hurrah of 19th century, basically preindustrial capitalism," he wrote in a 1988 article. "It violates many people's sense of justice."Perhaps even more important, Drucker said, this lack of balance is unsettling in a world in which large institutions have such an enormous effect on so much"on the portfolios of shareholders, yes, but also on the lives of millions of other people, as we're seeing right now.Long-Term ThinkingIn this day and age, "modern enterprise, especially large enterprise, can do its economic job—including making profits for the shareholders—only if it is being managed for the long run," Drucker wrote. "Altogether far too much in society—jobs, careers, communities—depends on the economic fortunes of large enterprises to subordinate them completely to the interests of any one group, including shareholders."
All of which leads, in the end, to the biggest thing missing today on Wall Street and in much of Corporate America: an ethic of responsibility.Drucker believed strongly that every business must contribute to the general health of society. This means doing "good works" where appropriate. But above all, it means ensuring that the business itself is well-managed and built to last."The institution's performance of its specific mission is…society's first need and interest," Drucker wrote in his 1973 book Management: Tasks, Responsibilities, Practices. "A bankrupt business is not a desirable employer and is unlikely to be a good neighbor in a community. Nor will it create the capital for tomorrow's jobs and the opportunities for tomorrow's workers."I often tell people that there are a million reasons to read and reread what Peter Drucker had to say. This week, it's more like 700 billion.
Rick Wartzman is the director of the Drucker Institute at Claremont Graduate University and an Irvine senior fellow at the New America Foundation.
Posted by Jose Muri at 7:24 PM 0 comments
Friday, September 5, 2008
How six companies Energized Their Employees
http://images.businessweek.com/ss/08/08/0814_energize_your_team/index.htm.
This link provides a slide show that describes how six companies energized their employees, and as a result, made them more productive and fulfilled. Managers must constantly find ways to provide the challenges and opportunities needed to help employees maximize their talents and to motivate them to continue to "add Value" to the company.
This link provides a slide show that describes how six companies energized their employees, and as a result, made them more productive and fulfilled. Managers must constantly find ways to provide the challenges and opportunities needed to help employees maximize their talents and to motivate them to continue to "add Value" to the company.
Monday, August 25, 2008
A Problem Analysis Tool-Fishbone Diagrams
What is a Fishbone Diagram? The fishbone diagram is an analysis tool that provides a systematic way at looking at effects and the causes that create or contribute to those effects. The design looks like the skeleton of a fish so it is refered as the fishbone diagram. I use it in categorizing the many potential causes of problems or issues in an orderly way and in identifying root causes.
Go to http://quality.enr.state.nc.us/tools/fishbone.htm for a more in depth fishbone construction explanation and a template for creating your own fishbone diagram.
Go to http://quality.enr.state.nc.us/tools/fishbone.htm for a more in depth fishbone construction explanation and a template for creating your own fishbone diagram.
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