A Nice Saying:
If someone points out your mistake, do not loose your heart or get disappointed, be happy that atleast someone is interested in what you have done.
Monday, November 24, 2008
GANTT CHARTS AND PERT CHARTS
this is a link to help you all get a clearer view of GANTT CHARTS AND PERT CHARTS
Hope it is beneficial !!
Hope it is beneficial !!
Saturday, November 22, 2008
Unique Features of Human Language
Unique Features of Human Language
Posted by. Muhammad Umer Toor, On Nov, 23 2008.
Those who meditate on their human nature and their enviornment with a keen philosophical outlook, find themselves eagerly observing and studying human language. I am no exception as I have an intellect that takes pleasure in reflecting over its own 'self', and certainly there's a language of self.
In this post I will be sharing with my intelligent readers a few basic but unique features of human language - rather 'design featurs' as R. L Trask call them. This man - R. L. Trask - wrote a book for laymen like me, Language: The Basics [1], from where I actually came to appreciate the following conepts of human language:
Desgin Features of Human Language:
1. Duality or Duality of Patterning.
In simplest terms, duality or duality of patterning states that 'by combining a very small set of meaningless speech sounds in various ways, we can produce a very large number of different meaningful item: words. For example, let these be special symbols for speech sounds: /K/, /a/ and /t/. These are called by Trask phonemes [2]'. Individually they mean nothing. But, if we combine them together in different ways, different meaningful English words will be produced, like cat, tact, tacked or act.
It is unique to human language only that we have a very small number of phonemes and we can produce a very large number of meaningful words, even such words which we never have heard before [3]. Whereas non-human creatures communicate on the basis of "one word, one meaning" principle, as the book says. That means, they can't combine their signals to form new signals or calls. Their this signalling system 'consists of usually between three and six signals, or calls - monkeys remarkably have total of twenty or so!![4]'. On the other hand, humans have around 45 phonemes, as mentions the book, and, many, many thousand words, increasing day-by-day, which are made only by the combination of different phonemes.
2. Displacement.
"Displacement is the use of language to talk about things other than the here and now."[5] Have you ever seen the movie "The Day After Tomorrow" or "10,000 B.C"? Even if you've not, the title suggests clearly that both movies must be about time and space not in the present, and they do so (as I have seen both). This is exactly displacement. And no non-human creature except honeybee enjoys this quality. Even so, honeybee's ability to communicate things in displacement is seriously limited as to be compared with that of humans', e.g, it can't mention height, it cannot refer to future events, and so on. Its systems of communications can have no match to what we possess.
3. Open-endedness.
Here are some interesting, mind-boggling sentences from the book:
(1.1) Luxembourg has invaded New Zealand. [Keep in mind, Luxembourg has no Navy, no Air Force and only a small Army of 800 men.]
(1.2) A large pink spider wearing sunglasses and wielding a feather duster boogied across the floor.
(1.3) Shakespeare wrote his plays in Swahili, and they were translated into English by his African bodyguards. (Shakespearean fans are requested not to outrage for few moments only.) [6]
"Open-endedness is our ability to use language to say anything at all, including lots of things we've never said before [7]." The preceding examples are ones you most probably have never heard before, and almost all of them, to my knowledge, are flat lies. A monkey can warn, "[Roger that] Look out - hunters," if data's at hand'. But they cannot certainly say, "Two hunters with Rifle Belgian FAL prototype (ca.1950) chambered for British .280 (7x43mm) intermediate cartridge." [8]
4. Stimulus-Freedom
This ability of ours, as it will be defined in the next sentence, also testifies of a fact Stephen Covey has advocated in the Ist habit (I leave it upto you to detect this, and mention it in the comments, if it pleases you. Further, see note # 8). I have a friend in some part of Pakistan, when I like to irritate him, I reply to his serious questions and requests in some of these ways: "Well, Well" or "Yes, yes", or, to bruise him completely, by saying, "No thanks." I do this in a context which is utterly different to the answer. We usually don't prefer answering a person, "No thanks," when he's asking, "Hello, how are you?"! I have done this many time, because I'm stimulus-free!
Trask's knowledge also shows that almost all non-human signals do not have such 'liberty' in saying or reacting to particularsituations, as humans normally can do. He labels non-human creature's signalling system as being, "stimulus-bound" [9]. Humans are, to the contrary, stimulus-free. Most of us reply in 'expected' manner only because of, what Trask puts as, 'social norms or pressures'. Otherwise, "there's nothing about English that prevents us [10]" from saying whatever we want, no matter what is being asked or whatever be the context.
Conclusion.
To finish this post in Trask's own words, author of Language: The Basics [1], "Lacking duality, lacking displacement, lacking open-endedness, lacking stimulus-freedom, animal signalling systems are almost unfathombly different from human languages." And, he goes further to declare boldly, "...human language is unique on earth, and without it we could not count ourselves human at all."! [11]
Notes:
[1] "This second edition of R. L. Trask's Language: The Basics (LTB), provides a concise introduction to the study of language, Routledge - Publisher." [Source is here.]
[2] LTB, 2nd Ed. Routledge. Reference to quotation, Pg. # 3.
[3] The concept human language can produce words which we know not of before, falls under the heading of arbitrariness [Pg. # 12, LTB, 2nd Ed.]. Which says that words do not, mostly, contain inherent meaning within themselves, they are only labelled particular meaning. And, its, obviously, is a matter of convention. For instance, what is the meaning of word meaning? Why we call dog, d-o-g in English? This is arbitrariness. To give you more clearer idea, consider word mean again. Trask explains that mean has different meanings in English. [This is again arbitrariness.] 'The French word mine sounds exactly like English mean, but the French word means (coal)mine', he says. And, there are so many other meanings of words of form like of mean, yet they represent utterly different truths. Now, it should be clear to my reader that this happens because mostly words are born out of conventions. And, conventions are conventions, they're absolute in such cases.
[4] Quote: LTB, 2nd Ed. Routledge, Pg. # 4.
[5] Quote: LTB, 2nd Ed. Routledge, Pg. # 5.
[6] Quote: LTB, 2nd Ed. Routledge, Pg. # 6.
[7] Quote: LTB, 2nd Ed. Routledge, Pg. # 5.
[8] The book accounts of one rare spectacle ever recorded, which is an example of stimulus-freedom in animals. 'A fox, Arctic one, was found signalling danger signs to her cabs, when there was no danger around. Probably to distract them from her meal she was trying to eat'. [Pg # 11, LTB, 2nd Ed.]
[9] Quote: LTB, 2nd Ed. Routledge, Pg. # 11. Moreover, notice, this can be a clue to my question.
[10] Quote: LTB, 2nd Ed. Routledge, Pg. # 10.
[11] Quote: LTB, 2nd Ed. Routledge, Pg. # 11.
Friday, November 21, 2008
Excecution of Change - But How?
First, allow me to go back to habit 1 and 2*:
I prioritize that on computer or on internet, nothing is necessary doing except writing on blog and reading or sending mails, etc, so on and so forth. But. I am always trapped by useless activities. Though. This question is very common, and too frequent to be exciting.
I recognize that Stephen Covey's success is twofold: one, that he has managed to prove the unavoidable need for humans of guiding principles for a successful and happy life (happiness = success + no regret at the end ...). Second, that his book gives us ''tools'' that are only effective, in the first place, and efficient for humans as managers.
Coming back to the querry, how do I change this situation? He says that I need to change my perceptions. Alright. ....... They are clear. ........ Now where's the change? Where do I start to bring about a change, from nowhere? I don't think I exactly know what COvey would have answered. But we have his key-book. That's why, I humbly ask you to explain even from your own point-of-view, if you wish to: how a lazy fish can change his habit(s) starting first in the head, only? Where's the tipping point?
(I earlier did try to put this question before you, but I had stretched the post** unnecessarily long. And, I didn't get satisfy.)
I request you to answer as soon as you can, because I think that I may know of a hint-an-answer, which is derived from an example given by Covey on paradigm-shift. Well, I have already given you the clue of a clue! Where's the clue?
I prioritize that on computer or on internet, nothing is necessary doing except writing on blog and reading or sending mails, etc, so on and so forth. But. I am always trapped by useless activities. Though. This question is very common, and too frequent to be exciting.
I recognize that Stephen Covey's success is twofold: one, that he has managed to prove the unavoidable need for humans of guiding principles for a successful and happy life (happiness = success + no regret at the end ...). Second, that his book gives us ''tools'' that are only effective, in the first place, and efficient for humans as managers.
Coming back to the querry, how do I change this situation? He says that I need to change my perceptions. Alright. ....... They are clear. ........ Now where's the change? Where do I start to bring about a change, from nowhere? I don't think I exactly know what COvey would have answered. But we have his key-book. That's why, I humbly ask you to explain even from your own point-of-view, if you wish to: how a lazy fish can change his habit(s) starting first in the head, only? Where's the tipping point?
(I earlier did try to put this question before you, but I had stretched the post** unnecessarily long. And, I didn't get satisfy.)
I request you to answer as soon as you can, because I think that I may know of a hint-an-answer, which is derived from an example given by Covey on paradigm-shift. Well, I have already given you the clue of a clue! Where's the clue?
Notes:
* Habits 1 (Be Proactive), Habit 2 (Begin with the End in Mind) ; From, Stephen Covey's 7 Habits of Highly Effective People.
** Link to the Post: http://management170.blogspot.com/2008/11/how-does-7-habits-of-highly-effective.html
Posted By:
Muhammad Umer Toor,
22-Nov-2008.
When Established Superiority Isn't everything
When Established Superiority Isn't everything !!
Posted By Muhammad Umer Toor, 21-Nov-2008.
Always keep in mind what first paragraph of page # 199, 227 (exhibit 8-7) of Management book [1] states, whenever you're in the business. Even when your organization is touching skies or, worst, in a downturn, and if you cease to bring innovation, cease to find new directions and so on and so fourth - this is a worst pitfall. Becoming best is one thing, and trudging along a constant line is not a safe strategy. Because, whenever you find that everything is going smooth, actually something is going wrong there. This happens mainly with those companies whose tasks demand optimum performance; when everything around them is changing without any notices. What I learnt from Stanely Hainsworth, 'former creative genius behind campaigns for Lego, Nike and Starbacks' [2], is that eternal reconstruction is the price of success for any brand. Editor at Entrepreneur magazine calls it as 'Survival of Fittest' [3]!
The basic idea behind finding new directions or cracking innovation, a necessity of established companies and else, is well explained by Hainsworth, and in his own words:
Doing something ahead of hard times isn't at all a weak idea, only to insane. It's experts' view as well as well-researched thesis. (To quote you one more example). According to a research done [6] on the four common causes of growth stall, two majors reasons given for growth stalls confirm Hainsworth point of view.
One big reason, according to HBR [7], is that 'innovation management breaks'.
Second, because 'company lacks a strong talent bench'. [8]
Once, I asked a senior student of criminal psychology, "What is the remedy for a criminal-minded person?" And, his reply, which I found quite witty, was, "You shouldn't be criminal in the first place." 'That's the best strategy', he whispered to me without even whispering! And, business studies are no exceptions!
-------------------------------------------------------------------------
Notes:
[1] Page 199 (Chapter # 7), Ist paragraph states the successful plans are not likely to work in changed situations. Whereas page 227 (exhibit 8-7) (Chapter # 8) urges the need for creating strategic flexibility, i.e, it consists of: monitoring and measuring results; gaining fresh perspectives and ideas outside organizations; sharing negative information and learning from the mistakes; while making strategic decisions, having multiple alternatives. (From: Management, 9th Ed., by S. P. Robbins& M. Coulter.)
[2] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway.
[3] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.
[4] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.
[5] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.
[6] When Growth Stalls, by Mathhew S. Olson, Derek van Bever, and Seth Verry, HBR (Harvard Business Review), OnPoint, Fall 2008, Article Published Originally March 2008.
[7] Excerpt from HBR (Harvard Business Review), OnPoint, Fall 2008, When Growth Stalls, from Idea in Brief coulmn, Pg. # 33, Article Published Originally March 2008.
[8] It is further explained in the article, (OnPoint, Fall 2008, When Growth Stalls, from Idea in Brief coulmn, Pg. # 33, Article Published Originally March 2008) as:
-------------------------------------------------------------------------
Posted By Muhammad Umer Toor, 21-Nov-2008.
Always keep in mind what first paragraph of page # 199, 227 (exhibit 8-7) of Management book [1] states, whenever you're in the business. Even when your organization is touching skies or, worst, in a downturn, and if you cease to bring innovation, cease to find new directions and so on and so fourth - this is a worst pitfall. Becoming best is one thing, and trudging along a constant line is not a safe strategy. Because, whenever you find that everything is going smooth, actually something is going wrong there. This happens mainly with those companies whose tasks demand optimum performance; when everything around them is changing without any notices. What I learnt from Stanely Hainsworth, 'former creative genius behind campaigns for Lego, Nike and Starbacks' [2], is that eternal reconstruction is the price of success for any brand. Editor at Entrepreneur magazine calls it as 'Survival of Fittest' [3]!
The basic idea behind finding new directions or cracking innovation, a necessity of established companies and else, is well explained by Hainsworth, and in his own words:
"Many [companies] wait until a crisis hits and then go through the cycle of aThis happens (-unexpected shocks-) mainly becuase of 'market-shifts', customer choices change (like our favorite ice-cream example!), and of course, due to dynamic enviornment, generally. [5]
hiring freeze, cost-cutting and layoffs. [Refocus] while you're strong, while have the resources and before you start cutting."[4]
Doing something ahead of hard times isn't at all a weak idea, only to insane. It's experts' view as well as well-researched thesis. (To quote you one more example). According to a research done [6] on the four common causes of growth stall, two majors reasons given for growth stalls confirm Hainsworth point of view.
One big reason, according to HBR [7], is that 'innovation management breaks'.
Second, because 'company lacks a strong talent bench'. [8]
Once, I asked a senior student of criminal psychology, "What is the remedy for a criminal-minded person?" And, his reply, which I found quite witty, was, "You shouldn't be criminal in the first place." 'That's the best strategy', he whispered to me without even whispering! And, business studies are no exceptions!
-------------------------------------------------------------------------
Notes:
[1] Page 199 (Chapter # 7), Ist paragraph states the successful plans are not likely to work in changed situations. Whereas page 227 (exhibit 8-7) (Chapter # 8) urges the need for creating strategic flexibility, i.e, it consists of: monitoring and measuring results; gaining fresh perspectives and ideas outside organizations; sharing negative information and learning from the mistakes; while making strategic decisions, having multiple alternatives. (From: Management, 9th Ed., by S. P. Robbins& M. Coulter.)
[2] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway.
[3] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.
[4] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.
[5] Quote from Entrepreneur, November 2008, article, INSGHIT "Survival of the Fittest,' by Lindsay Holloway, Pg. # 33.
[6] When Growth Stalls, by Mathhew S. Olson, Derek van Bever, and Seth Verry, HBR (Harvard Business Review), OnPoint, Fall 2008, Article Published Originally March 2008.
[7] Excerpt from HBR (Harvard Business Review), OnPoint, Fall 2008, When Growth Stalls, from Idea in Brief coulmn, Pg. # 33, Article Published Originally March 2008.
[8] It is further explained in the article, (OnPoint, Fall 2008, When Growth Stalls, from Idea in Brief coulmn, Pg. # 33, Article Published Originally March 2008) as:
"The firm has few executives and staff with
strategy-execution capabilities."
-------------------------------------------------------------------------
Hello everyone I am Afifa Qaisar and i am the member of group 1 . My other team members are Iman, Maha and Summiaya and we also prepared presentation on habit 4 . I have already poster but I am going to post another presentation that we made before I think this also helps you to understand better
Thanks
PRESENTATION ON HABIT 4
THINK WIN/WIN
Principles of Interpersonal Leadership
In any business every one suppose to work together,to cooperate eachother otherwise the business should not be progressed and in this habit the auther tries to help the manager who has the workers which lack cooperation and are selfish so he as a manager tries to get the fruit of cooperation from a paradigm of Competition which is one manager's success meant failure of the other managers.
In any work place people are sometimes selfish and lack cooperation.To bring them together for positive and effective result the workers should get influenced by the habit of effective interpersonal leadership which is to THINK WIN/WIN.
This habit is one of the six paradigm of human interaction.
They are :
.Win/Win .Lose/Lose
.Win/Lose .Win
.Lose/Win .Win/Win or No Deal
WIN/WIN:
"Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interaction."
Now this means that people work together feel good for the plan they make together for a common purpose just because its not according to a single person but its been decided by all mutually and nobody looses.
WIN/LOSE:
"If I win you lose."
This is where people get selfish for their own benefits .Win/Lose people are prove to use position,power,credentials,prossessions or personality to get their way.
LOSE/WIN:
"I lose you win!"
This is where people lack determination.They simply say they are not good enough,they are weak ,theu are looser so the other may take ahead.
LOSE/LOSE:
"Lose/Lose is the philosophy of adversal
conflict,the philosophy of war."
This include a person's ego,where he neither wants hinself to win nor the other party.He thinks that if he suffers the other must suffer with him too.
WIN:
"A person with the win menyality thinks in terms of securing his own ends_____and leaving to others to secure theirs."
People with this mentaliy don't get into competition and contest.He neither wants anyone to lose nor he is interested in anyones victory.
Which Option Is The Best?
The best option would be Win/Win where nobody gets involved alone with himself but interacts for best result.
WIN/WIN OR NO DEAL:
"No deal means that if we can't find a solution that would benefit us both,we agee to disagree agreeably __ no deal."
FIVE DIMENTIONS OF WIN/WIN
Think win/win is the habit of interpersonal leadership. It involves self_awareness,imagination conscience and independent in our relationship with others.The principle of win/win is fundamental to success in our interaction and has five dimentions of life.it begins with character and moves towards relationships out of which flow agreements.It also involves system and process.
CHARACTER:
It is foundation of win/win and every thing else builds on that foundation.
There are three character traits essential to the Win/Win paradigm:
(1) Integrity
(2) Maturity
(3) Abundance Mentality
INTEGRITY:
It is the value we place on ourselves.We develop self awareness and independant will by making promises and commitments.There is no way to win if we don't know what actually win means and if it related to our inner most values and if we can't make commitments to ourselves as to others so it comes meaninhless.
MATURITY:
It is balance between courage and considration.
For win/win we not only have to be nice but we have to be courageous and also confident.We not only have to be concentrate,we have to be brave.
ABUNDANCE MENTALITY:
It is the flow of a deep inner sense of personal worth and security.
RELATIONSHIPS:
From the foundation of character we built and maintain win/win relationships.(explain with example)
AGREEMENTS:
Give definition and direction to win/win they sometime called performance agreements or partenership agreements.Win/Win
agreements cover a wide scope of interdependent interaction.They have five elements.
(1)Desired Results
(2)Guideline
(3)Resources
(4)Accountability
(5)Consequences
WIN/WIN MANAGEMENT TRAINING:
It has two different paradigms
.Learner controlled instruction(This is a win/win agreement that involves identifying specific objectives and criteria that demonstrates the accomplishment.)
.System controlled instruction(This is a win/win agreement that involves objectives and criteria resources including learning from eachother)
WIN/WIN PERFORMANCE AGREEMENTS:
Creating win/win performance agreements required vital paradigm shifts.The focus is on results not methods.Most of us tend to supervise methods.With win/win accountibility people evaluate themselves.There are four kinds of consequences that management or parents can control.
(1)Financial Concequences
(2)Psychic Concequences
(3)Opportunity includes training development and other benefits.
(4)Responsibility has to do with scope and authority.
A true win/win agreement is the product of the paradigm the character and the relationships out of which it grows.It defines and directs interdependent interaction.
SYSTEMS:
Win/win can only survive in an organization when the system support it.
PROCESSES:
There is no way to acheive win/win ends with win/lose or lose/win means you can't say "you are going to think win/win whether you like it or not."The author says"Working with various people and organizations seeking win/win solutions."They become involve in the following four steps process:
(1)See the problem from oter point of view.
(2)Identify the key issues and concerns(not position) involved.
(3)Determibe what results would constitute a fully acceptable solutoin.(4)Identify possible new options to acheive those results.
Thanks
PRESENTATION ON HABIT 4
THINK WIN/WIN
Principles of Interpersonal Leadership
In any business every one suppose to work together,to cooperate eachother otherwise the business should not be progressed and in this habit the auther tries to help the manager who has the workers which lack cooperation and are selfish so he as a manager tries to get the fruit of cooperation from a paradigm of Competition which is one manager's success meant failure of the other managers.
In any work place people are sometimes selfish and lack cooperation.To bring them together for positive and effective result the workers should get influenced by the habit of effective interpersonal leadership which is to THINK WIN/WIN.
This habit is one of the six paradigm of human interaction.
They are :
.Win/Win .Lose/Lose
.Win/Lose .Win
.Lose/Win .Win/Win or No Deal
WIN/WIN:
"Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interaction."
Now this means that people work together feel good for the plan they make together for a common purpose just because its not according to a single person but its been decided by all mutually and nobody looses.
WIN/LOSE:
"If I win you lose."
This is where people get selfish for their own benefits .Win/Lose people are prove to use position,power,credentials,prossessions or personality to get their way.
LOSE/WIN:
"I lose you win!"
This is where people lack determination.They simply say they are not good enough,they are weak ,theu are looser so the other may take ahead.
LOSE/LOSE:
"Lose/Lose is the philosophy of adversal
conflict,the philosophy of war."
This include a person's ego,where he neither wants hinself to win nor the other party.He thinks that if he suffers the other must suffer with him too.
WIN:
"A person with the win menyality thinks in terms of securing his own ends_____and leaving to others to secure theirs."
People with this mentaliy don't get into competition and contest.He neither wants anyone to lose nor he is interested in anyones victory.
Which Option Is The Best?
The best option would be Win/Win where nobody gets involved alone with himself but interacts for best result.
WIN/WIN OR NO DEAL:
"No deal means that if we can't find a solution that would benefit us both,we agee to disagree agreeably __ no deal."
FIVE DIMENTIONS OF WIN/WIN
Think win/win is the habit of interpersonal leadership. It involves self_awareness,imagination conscience and independent in our relationship with others.The principle of win/win is fundamental to success in our interaction and has five dimentions of life.it begins with character and moves towards relationships out of which flow agreements.It also involves system and process.
CHARACTER:
It is foundation of win/win and every thing else builds on that foundation.
There are three character traits essential to the Win/Win paradigm:
(1) Integrity
(2) Maturity
(3) Abundance Mentality
INTEGRITY:
It is the value we place on ourselves.We develop self awareness and independant will by making promises and commitments.There is no way to win if we don't know what actually win means and if it related to our inner most values and if we can't make commitments to ourselves as to others so it comes meaninhless.
MATURITY:
It is balance between courage and considration.
For win/win we not only have to be nice but we have to be courageous and also confident.We not only have to be concentrate,we have to be brave.
ABUNDANCE MENTALITY:
It is the flow of a deep inner sense of personal worth and security.
RELATIONSHIPS:
From the foundation of character we built and maintain win/win relationships.(explain with example)
AGREEMENTS:
Give definition and direction to win/win they sometime called performance agreements or partenership agreements.Win/Win
agreements cover a wide scope of interdependent interaction.They have five elements.
(1)Desired Results
(2)Guideline
(3)Resources
(4)Accountability
(5)Consequences
WIN/WIN MANAGEMENT TRAINING:
It has two different paradigms
.Learner controlled instruction(This is a win/win agreement that involves identifying specific objectives and criteria that demonstrates the accomplishment.)
.System controlled instruction(This is a win/win agreement that involves objectives and criteria resources including learning from eachother)
WIN/WIN PERFORMANCE AGREEMENTS:
Creating win/win performance agreements required vital paradigm shifts.The focus is on results not methods.Most of us tend to supervise methods.With win/win accountibility people evaluate themselves.There are four kinds of consequences that management or parents can control.
(1)Financial Concequences
(2)Psychic Concequences
(3)Opportunity includes training development and other benefits.
(4)Responsibility has to do with scope and authority.
A true win/win agreement is the product of the paradigm the character and the relationships out of which it grows.It defines and directs interdependent interaction.
SYSTEMS:
Win/win can only survive in an organization when the system support it.
PROCESSES:
There is no way to acheive win/win ends with win/lose or lose/win means you can't say "you are going to think win/win whether you like it or not."The author says"Working with various people and organizations seeking win/win solutions."They become involve in the following four steps process:
(1)See the problem from oter point of view.
(2)Identify the key issues and concerns(not position) involved.
(3)Determibe what results would constitute a fully acceptable solutoin.(4)Identify possible new options to acheive those results.
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