How to have a Great conversation

The art of conversation takes practice, and is not as hard as you might think. It will take some knowledge, practice, and patience, and you can learn to relax and enjoy a great conversation.

With these tips you will be well on your way to having a good, meaningful and entertaining conversation with anyone!

• Make a good first impression. Smile, ask questions that require more than a yes/no answer, and really listen. Maintain eye contact and keep as friendly and polite as possible.
• Listen. This is the most important part of any conversation. You might think a conversation is all about talking, but it will not go anywhere if the listener is too busy thinking of something to say next. Pay attention to what is being said. When you talk to the other person, injecting a thought or two, they will often not realize that it was they who did most of the talking, and you get the credit for being a good conversationalist – which of course, you are!
• Find out what the other person is interested in. You can even do some research in advance when you know you will have an opportunity to talk with a specific person. Complimenting them is a great place to start. Everyone likes sincere compliments, and that can be a great ice-breaker.
• Ask questions. What do they like to do? What sort of things have they done in their life? What is happening to them now? What did they do today or last weekend? Identify things about them that you might be interested in hearing about, and politely ask questions. Remember, there was a reason that you wanted to talk to them, so obviously there was something about them that you found interesting.
• Forget yourself. Dale Carnegie once said, “It’s much easier to become interested in others than it is to convince them to be interested in you.” If you are too busy thinking about yourself, what you look like, or what the other person might be thinking, you will never be able to relax. Introduce yourself, shake hands, then forget yourself and focus on them instead.
• Practice active listening skills. Part of listening is letting the other person know that you are listening. Make eye contact. Nod. Say “Yes,” “I see,” “That’s interesting,” or something similar to give them clues that you are paying attention and not thinking about something else – such as what you are going to say next.
• Ask clarifying questions. If the topic seems to be one they are interested in, ask them to clarify what they think or feel about it. If they are talking about an occupation or activity you do not understand, take the opportunity to learn from them. Everyone loves having a chance to teach another willing and interested person about their hobby or subject of expertise.
• Paraphrase back what you have heard, using your own words. This seems like an easy skill to learn, but takes some practice to master. Conversation happens in turns, each person taking a turn to listen and a turn to speak or to respond. It shows respect for the other person when you use your “speaking turn” to show you have been listening and not just to say something new. They then have a chance to correct your understanding, affirm it, or embellish on it.
• Consider your response before disagreeing. If the point was not important, ignore it rather than risk appearing argumentative. If you consider it important then politely point out your difference of opinion. Do not disagree merely to set yourself apart, but remember these points:

1. It is the differences in people–and their conversation–that make them interesting.
2. Agreeing with everything can kill a conversation just as easily as disagreeing with everything.
3. A person is interesting when they are different from you; a person is obnoxious when they can not agree with anything you say, or if they use the point to make themselves appear superior.
4. Try to omit the word “but” from your conversation when disagreeing as this word often puts people on the defensive. Instead, try substituting the word “and”, it has less of an antagonistic effect.

• Consider playing devil’s advocate – which requires care. If your conversation partner makes a point, you can keep the conversation going by bringing up the opposite point of view (introduce it with something like “I agree, and…”). If you overuse this technique, however, you could end up appearing disagreeable or even hostile.
• Do not panic over lulls. This is a point where you could easily inject your thoughts into the discussion. If the topic seems to have run out, use the pause to think for a moment and identify another conversation topic or question to ask them. Did something they said remind you of something else you have heard, something that happened to you, or bring up a question or topic in your mind? Mention it and you’ll transition smoothly into further conversation!
• Know when the conversation is over. Even the best conversations will eventually run out of steam or be ended by an interruption. Shake hands with the other person and be sure to tell them you enjoyed talking with them. Ending on a positive note will leave a good impression and likely bring them back later for more!

Warnings

• Choose carefully when asking personal questions. You do not want to venture into overly personal issues. Even if the other person might be willing to talk about it, you may end up learning things that you really do not want to know. You certainly do not want the other person to think afterward that you coerced them into revealing personal information.
• Be sincere! Compliments are great, but too much flattery is obvious and will reveal you as being insincere.
• Beware of topics that can be inflammatory – such as religion and politics – and don’t venture into them unless you know the person has roughly the same convictions as you, or the circumstances otherwise allow for pleasant discussion. Again, it’s fine to disagree and can be nice to talk about differences, but it can also be a quick step toward an argument.
• Try not to argue! You do not have to agree with everything someone says, but you do not have to tell them all about how you disagree. If you feel the need to explain an opposing viewpoint, express it simply and without putting the other person on the defensive. It is better to simply change the subject in a casual conversation than to get involved in an argument.
• Try not to nod or respond with “Yes” and “I see” so much. It might make the person think you are bored and sometimes it may seem like you are rushing them along. Never say anything hurtful or offensive to the other person, this may project a bad feeling between you.
• If it is a planned conversation, try listening to the news in case you run out of thing to say, it is always a good solution.
• Also try not to cut the person off mid-sentence. It seems disrespectful and it makes it seem like what you have to say is more important than what the other person has to say. Let the person finish their thoughts and then continue on with thoughts of your own.

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The 10 Biggest Mistakes People Make Managing Organisational Performance

Mistake #1: Rely just on financial statements
Profit and loss, revenue and expenses these are measures of important things to a business. But they are information that is too little and too late. Too little in the sense that other results matter too, such as customer satisfaction, customer loyalty, customer advocacy. Too late in the sense that by the time you see bad results, the damage is already done. Wouldn't it be better to know that profit was likely to fall before it actually did fall, and in time to prevent it from falling?

Mistake #2: Look only at this month, last month, year to date
Most financial performance reports summarise your financial results in four values: 1) actual this month; 2) actual last month; 3) % variance between them; and 4) year to date. Even if you are measuring and monitoring non-financial results, you may still be using this format. It encourages you to react to % variances (differences between this month and last month) which suggest performance has declined such as any % variation greater than 5 or 10 percent (usually arbitrarily set). Do you honestly expect the % variance to always show improvement? And if it doesn't, does that really mean things have gotten bad and you have to fix them? What about the natural and unavoidable variation that affects everything, the fact that no two things are ever exactly alike? Relying on % variations runs a great risk that you are reacting to problems that aren't really there, or not reacting to problems which are really there that you didn't see. Wouldn't you rather have your reports reliably tell you when there really was a problem that needed your attention, instead of wasting your time and effort chasing every single variation?

Mistake #3: Set goals without ways to measure and monitor them
Business planning is a process that is well established in most organisations, which means they generally have a set of goals or objectives (sometimes cascaded down through the different management levels of the organisation) . What is interesting though, is that the majority of these goals or objectives are not measured well. Where measures have been nominated for them, they are usually something like this: Implement a customer relationship management system into the organisation by June 2006 (for a goal of improving customer loyalty) This is not a measure at all it is an activity. Measures are ongoing feedback of the degree to which something is happening. If this goal were measured well, the measure would be evidence of how much customer loyalty the organisation had, such as tracking repeat business from customers. How will you know if your goals, the changes you want to make in your organisation, are really happening, and that you are not wasting your valuable effort and money, without real feedback?

Mistake #4: Use brainstorming (or other poor methods) to select measures
Brainstorming, looking at available data, or adopting other organisations' measures are many of the reasons why we end up with measures that aren't useful and usable. Brainstorming produces too much information and therefore too many measures, it rarely encourages a strong enough focus on the specific goal to be measured, everyone's understanding of the goal is not sufficiently tested, and the bigger picture is not taken into account (such as unintended consequences, relationships to other objectives/goals) . Looking at available data means that important and valuable new data will never be identified and collected, and organisational improvement is constrained by the knowledge you already have. Adopting other organisations' measures, or industry accepted measures, is like adopting their goals, and ignoring the unique strategic direction that sets your organisation apart from the pack. Wouldn't you rather know that the measures you select are the most useful and feasible evidence of your organisation's goals?
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Mistake #5: Rely on scorecard technology as the performance measure fix
You can (and maybe you did) spend millions of dollars on technology to solve your performance measurement problems. The business intelligence, data mining and 'scorecarding' software available today promises many things like comprehensive business intelligence reporting, award-winning data visualization, and balanced scorecard and scorecarding and an information flow that transcends organizational silos, diverse computing platforms and niche tools .. and delivers access to the insights that drive shareholder value. Wow! But there's a problem lurking in the shadows of these promises. You still need to be able to clearly articulate what you want to know, what you want to measure and what kinds of signals you need those measures to flag for you. The software is amazing at automating the reporting of the measures to you, but it just won't do the thinking about what it should report to you.

Mistake #6: Use tables, instead of graphs, to report performance
Tables are a very common way to present performance measures, no doubt in part a legacy from the original financial reports that management accountants provided (and still provide today) to decision makers. They are familiar, but they are ineffective. Tables encourage you to focus on the points of data, which is the same as not seeing the forest for the trees. As a manager, you aren't just managing performance today or this month. You are managing performance over the medium to long term. And the power to do that well comes from focusing on the patterns in your data, not the points of data themselves. Patterns like gradual changes over time, sudden shifts or abrupt changes through time, events that stand apart from the normal pattern of variation in performance. And graphs are the best way to display patterns.


Mistake #7: Fail to identify how performance measures relate to one other
A group of decision makers sit around the meeting room table and one by one they go over the performance measure results. They look at the result, decide if it is good or bad, agree on an action to take, then move on to the next measure. They might as well be having a series of independent discussions, one for each measure. Performance measures might track different parts of the organisation, but because organisations are systems made up of lots of different but very inter-related parts, the measures must be inter-related too. One measure cannot be improved without affecting or changing another area of the organisation. Without knowing how measures relate to one another and using this knowledge to interpret measure results, decision makers will fail to find the real, fundamental causes of performance results.


Mistake #8: Exclude staff from performance analysis and improvement
One of the main reasons that staff get cynical about collecting performance data is that they never see any value come from that data. Managers more often than not will sit in their meeting rooms and come up with measures they want and then delegate the job of bringing those measures to life to staff. Staff who weren't involved in the discussion to design those measures, weren't able to get a deeper understanding of why those measures matter, what they really mean, how they will be used, weren't able to contribute their knowledge about the best types of data to use or the availability and integrity of the data required. And usually the same staff producing the measures don't ever get to see how the managers use those measures and what decisions come from them. When people aren't part of the design process of measures, they find it near impossible to feel a sense of ownership of the process to bring those measures to life. When people don't get feedback about how the measures are used, they can do little more than believe they wasted their time and energy.


Mistake #9: Collect too much useless data, and not enough relevant data
Data collection is certainly a cost. If it isn't consuming the time of people employed to get the work done, then it is some kind of technological system consuming money. And data is also an asset, part of the structural foundation of organisational knowledge. But too many organisations haven't made the link between the knowledge they need to have and the data they actually collect. They collect data because it has always been collected, or because other organisations collect the same data, or because it is easy to collect, of because someone once needed it for a one-off analysis and so they might as well keep collecting it in case it is needed again. They are overloaded with data, they don't have the data they really need and they are exhausted and cannot cope with the idea of collecting any more data. Performance measures that are well designed are an essential part of streamlining the scope of data collected by your organisation, by linking the knowledge your organisation needs with the data it ought to be collecting.
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Mistake #10: Use performance measures to reward and punish people
One practice that a lot of organisations are still doing is using performance measures as the basis for rewarding and punishing people. They are failing to support culture of learning by not tolerating mistakes and focusing on failure. It is very rare that a single person can have complete control over any single area of performance. In organisations of more than 5 or 6 people, the results are undeniably a team's product, not an individual's product. When people are judged by performance measures, they will do what they can to reduce the risk to them of embarrassment, missing a promotion, being disciplined or even given the sack. They will modify or distort the data, they will report the measures in a way that shows a more favourable result (yes - you can lie with statistics), they will not learn about what really drives organisational performance and they will not know how to best invest the organisation's resources to get the best improvements in performance.

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Informative Computer Tips - NTFS Vs FAT

To NTFS or not to NTFS—that is the question. But unlike the deeper questions of life, this one isn't really all that hard to answer. For most users running Windows XP, NTFS is the obvious choice. It's more powerful and offers security advantages not found in the other file systems. But let's go over the differences among the files systems so we're all clear about the choice. There are essentially three different file systems available in Windows XP: FAT16, short for File Allocation Table, FAT32, and NTFS, short for NT File System.

FAT16
The FAT16 file system was introduced way back with MS–DOS in 1981, and it's showing its age. It was designed originally to handle files on a floppy drive, and has had minor modifications over the years so it can handle hard disks, and even file names longer than the original limitation of 8.3 characters, but it's still the lowest common denominator. The biggest advantage of FAT16 is that it is compatible across a wide variety of operating systems, including Windows 95/98/Me, OS/2, Linux, and some versions of UNIX. The biggest problem of FAT16 is that it has a fixed maximum number of clusters per partition, so as hard disks get bigger and bigger, the size of each cluster has to get larger. In a 2–GB partition, each cluster is 32 kilobytes, meaning that even the smallest file on the partition will take up 32 KB of space. FAT16 also doesn't support compression, encryption, or advanced security using access control lists.

FAT32
The FAT32 file system, originally introduced in Windows 95 Service Pack 2, is really just an extension of the original FAT16 file system that provides for a much larger number of clusters per partition. As such, it greatly improves the overall disk utilization when compared to a FAT16 file system. However, FAT32 shares all of the other limitations of FAT16, and adds an important additional limitation—many operating systems that can recognize FAT16 will not work with FAT32—most notably Windows NT, but also Linux and UNIX as well. Now this isn't a problem if you're running FAT32 on a Windows XP computer and sharing your drive out to other computers on your network—they don't need to know (and generally don't really care) what your underlying file system is.

The Advantages of NTFS
The NTFS file system, introduced with first version of Windows NT, is a completely different file system from FAT. It provides for greatly increased security, file–by–file compression, quotas, and even encryption. It is the default file system for new installations of Windows XP, and if you're doing an upgrade from a previous version of Windows, you'll be asked if you want to convert your existing file systems to NTFS. Don't worry. If you've already upgraded to Windows XP and didn't do the conversion then, it's not a problem. You can convert FAT16 or FAT32 volumes to NTFS at any point. Just remember that you can't easily go back to FAT or FAT32 (without reformatting the drive or partition), not that I think you'll want to.

The NTFS file system is generally not compatible with other operating systems installed on the same computer, nor is it available when you've booted a computer from a floppy disk. For this reason, many system administrators, myself included, used to recommend that users format at least a small partition at the beginning of their main hard disk as FAT. This partition provided a place to store emergency recovery tools or special drivers needed for reinstallation, and was a mechanism for digging yourself out of the hole you'd just dug into. But with the enhanced recovery abilities built into Windows XP (more on that in a future column), I don't think it's necessary or desirable to create that initial FAT partition. When to Use FAT or FAT32
If you're running more than one operating system on a single computer, you will definitely need to format some of your volumes as FAT. Any programs or data that need to be accessed by more than one operating system on that computer should be stored on a FAT16 or possibly FAT32 volume. But keep in mind that you have no security for data on a FAT16 or FAT32 volume—any one with access to the computer can read, change, or even delete any file that is stored on a FAT16 or FAT32 partition. In many cases, this is even possible over a network. So do not store sensitive files on drives or partitions formatted with FAT file systems.

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Coal Miners Of Meghalaya, India

Source: Based in New Delhi for Getty Images, photographer Daniel Berehulak writes for LightBox about his photo essay documenting the working life of coal miners in the Jaintia Hills.

I traveled to India’s far northeast last month, before the monsoon rains set in and rendered the mines unworkable for the summer. In the Jaintia Hills, in the remote state of Meghalaya, miners descend to great depths on slippery, rickety wooden ladders. Men, women, even children squeeze into ‘rat hole’ tunnels lacing thousands of privately-owned and unregulated mines. There, they toil to extract coal by hand with primitive tools and no safety equipment.

I was unsure of what the story would hold or the conditions I would face. I spent a week there, though two days were lost to arguing with ‘guides’ who, we believe, were hired by the mine owners to keep us from reporting. We eventually got underground to witness what miners were enduring to scratch out such a sad and meager existence.

As I was shooting an image of miners being lifted out from a shaft, about 300-feet deep, I wondered what I would do if the cable were to break and come crashing down. That is how four miners had died only weeks earlier. Where could I hide? Narrow shafts do not offer many escape routes beyond a few ‘rat hole tunnels’ that are two or three feet high.

Prabhat Sinha, from Assam, carries a load of coal weighing 60kg's, supported by a head-strap, as he ascends the staircase of a coal mine near the village of Khliehriat, in the district of Jaintia Hills, India. miners descend to great depths on slippery, rickety wooden ladders. Children and adults squeeze into rat hole like tunnels in thousands of privately owned and unregulated mines, extracting coal with their hands or primitive tools and no safety equipment.

Workers load coal onto trucks at a mine in the Jaintia hills, located in India's far North East state of Meghalaya.

Fourteen-year-old Chhai Lyngdoh, kicks out the coal from a container, as it is emptied onto a heap, after being craned out of a 300ft deep mine shaft.

Workers load coal onto a truck at a coal depot.

20 year old Anil Basnet pushes a coal cart, as he and a fellow worker pull coal out from the rat hole tunnel 300 ft below the surface.

22 year old Shyam Rai from Nepal pauses as he works, digging out coal, using hands and a pick to get at the seams of coal.

A crane lifts miners out of a 300ft deep mine shaft, as they head out for their lunch break.

A miner unloads tools after being hoisted from the depths of a coal mine.

Coal miners wash themselves off as they break for lunch at a coal mine.

A crane lifts miners out of the 300ft deep shaft of a coal mine.

12 year old Abdul Kayum from Assam pauses for a portrait, whilst working at a coal depot carrying coal to be crushed

Workers load coal onto trucks at a coal depot. After traversing treacherous mountain roads, the coal is delivered to neighbouring Bangladesh and to Assam from where it is distributed all over India, to be used primarily for power generation and as a source of fuel in cement plants.

An umbrella lays discarded on a heap of coal.

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10 Things You Didn't Know About You

Your Stomach Secretes Corrosive Acid
There's one dangerous liquid no airport security can confiscate from you: It's in your gut. Your stomach cells secrete hydrochloric acid, a corrosive compound used to treat metals in the industrial world. It can pickle steel, but mucous lining the stomach wall keeps this poisonous liquid safely in the digestive system, breaking down lunch.

Body Position Affects Your Memory
Can't remember your anniversary, hubby? Try getting down on one knee. Memories are highly embodied in our senses. A scent or sound may evoke a distant episode from one's childhood. The connections can be obvious (a bicycle bell makes you remember your old paper route) or inscrutable. A recent study helps decipher some of this embodiment. An article in the January 2007 issue of Cognition reports that episodes from your past are remembered faster and better while in a body position similar to the pose struck during the event.

Bones Break (Down) to Balance Minerals
In addition to supporting the bag of organs and muscles that is our body, bones help regulate our calcium levels. Bones contain both phosphorus and calcium, the latter of which is needed by muscles and nerves. If the element is in short supply, certain hormones will cause bones to break downeupping calcium levels in the bodyeuntil the appropriate extracellular concentration is reached.

Much of a Meal is Food For Thought
Though it makes up only 2 percent of our total body weight, the brain demands 20 percent of the body's oxygen and calories. To keep our noggin well-stocked with resources, three major cerebral arteries are constantly pumping in oxygen. A blockage or break in one of them starves brain cells of the energy they require to function, impairing the functions controlled by that region. This is a stroke.

Thousands of Eggs Unused by Ovaries
When a woman reaches her late 40s or early 50s, the monthly menstrual cycle that controls her hormone levels and readies ova for insemination ceases. Her ovaries have been producing less and less estrogen, inciting physical and emotional changes across her body. Her underdeveloped egg follicles begin to fail to release ova as regularly as before. The average adolescent girl has 34,000 underdeveloped egg follicles, although only 350 or so mature during her life (at the rate of about one per month). The unused egg follicles then deteriorate. With no potential pregnancy on the horizon, the brain can stop managing the release of ova.

Puberty Reshapes Brain Structure, Makes for Missed Curfews
We know that hormone-fueled changes in the body are necessary to encourage growth and ready the body for reproduction. But why is adolescence so emotionally unpleasant? Hormones like testosterone actually influence the development of neurons in the brain, and the changes made to brain structure have many behavioral consequences. Expect emotional awkwardness, apathy and poor decision-making skills as regions in the frontal cortex mature.

Cell Hairs Move Mucus
Most cells in our bodies sport hair-like organelles called cilia that help out with a variety of functions, from digestion to hearing. In the nose, cilia help to drain mucus from the nasal cavity down to the throat. Cold weather slows down the draining process, causing a mucus backup that can leave you with snotty sleeves. Swollen nasal membranes or condensation can also cause a stuffed schnozzle.

Big Brains Cause Cramped Mouths
Evolution isn't perfect. If it were, we might have wings instead of wisdom teeth. Sometimes useless features stick around in a species simply because they're not doing much harm. But wisdom teeth weren't always a cash crop for oral surgeons. Long ago, they served as a useful third set of meat-mashing molars. But as our brains grew our jawbone structure changed, leaving us with expensively overcrowded mouths.

The World Laughs with You
Just as watching someone yawn can induce the behavior in yourself, recent evidence suggests that laughter is a social cue for mimicry. Hearing a laugh actually stimulates the brain region associated with facial movements. Mimicry plays an important role in social interaction. Cues like sneezing, laughing, crying and yawning may be ways of creating strong social bonds within a group.

Your Skin Has Four Colors
All skin, without coloring, would appear creamy white. Near-surface blood vessels add a blush of red. A yellow pigment also tints the canvas. Lastly, sepia-toned melanin, created in response to ultraviolet rays, appears black in large amounts. These four hues mix in different proportions to create the skin colors of all the peoples of Earth.

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Introduction of Corporate World

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