3ruce’s Blog

Keith McGregor from Personnel Psychology NZ calls out some of the myths and mysteries around training and development and the prospect of realising change, or not…

Over the years we have run many management training courses and get wonderful feedback (causes a problem trying to get one’s head out of the door). We go back 6 months later and ask the manager how its going and they say “Great”. We ask the staff how its going and they say “How is what going?”. When we ask about the management training they say “Oh, so that where he was for a couple of days”. There may have been a brief flurry of activity and then normality prevailed. How many us can honestly say we have seen a permanent, positive change in managerial behaviour as a result of a management course? This is incredibly ego-deflating and a seeming waste of everybody’s time and money and yet the need is as strong as ever – in virtually every organisation there are people screaming out for ideas on how to manage difficult staff and deal with complex personnel issues.

Via the IONET Google Group

Abstract

1. Introduction. Set the scene and problem statement. Introduce structure of thesis, state contributions (3-5).

2. Background. Demonstrate wider appreciation (context). Provide motivation. The problem statement and the motivation state how you want the PhD to be judged – as engineering, scientific method, theory, philosophy.

3. Related Work. Survey and critical assessment. Relation to own work.

4 – 6. Analysis, design, implementation and interpretation of results.

7. Critical assessment of own work. State hypothesis, and demonstrate precision, thoroughness, contribution, and comparison with closest rival.

8. Further Work

9. Summary Conclusions and Restate Contribution

Appendix

Bibliography

Note: Should have an odd number of chapters, between 5 and 9.

Via UCL

Here’s the problem with Wired: They think print matters.

via Welcome, Wired. We call this land “Internet” | Boing Boing Gadgets.

My guess is that the problem with Wired is aligning their money making values (print and web) with their human values (e.g. editorial lines or who is the most important journalist/blog/contributor/editor etc.).

It seems to me that no one at Wired/Conde Nast has called the shots on the above decisively..?

Magnet drops super-slowly through an eddy tube 7 sec • videosift.com.