An analysis of why people bullshit and what you can do about it. A taster for The Dictionary of Business Bullshit and asking Kevin to speak on the subject.
WHY PEOPLE BULLSHIT AND WHAT TO DO ABOUT ITKevin Duncan
A quick analysis of this strange phenomenon, with some suggestions about how to cope with people who bullshit.
bulldictionary.com
Buy the book: http://amzn.to/2doeOTI
As part of our book reading club in eBay, I did a talk about one of my favourites book "The Art of Thinking Clearly". Here are some snapshots from the book in my own words.
the art of creativity: asking provocative questionsJoyce Hostyn
Since we live in the world our questions create, "the most interesting thing you can do in life... is to call into question the rules of the game.” Questions make the impossible possible, help the unknown become known, and transform paradigms. To transform yourself, transform your organization, or transform the world learn the art of asking provocative questions.
Keynote from ACCU 2015 conference (http://accu.org/index.php/conferences/accu_conference_2015)
@petegoodliffe
www.goodliffe.net
Synopsis:
You've come this conference to improve your skills. You're here to learn: to learn new technologies, to learn new techniques, and to fuel your passion by meeting like-minded people.
Becoming a better programmer means more than just learning new technologies. It means more than practising techniques and idioms. It's about more than passion and attitude. It's the combination of all these things. That's what this session will look at.
Pete Goodliffe, author of the new book Becoming a Better Programmer, unpacks important mindsets and techniques that will help you improve as a programmer.
You'll discover specific tools that will help you review your current skillset, and you'll learn techniques to help you “become a better programmer”.
Innovation Tips That Will Change the Way You ThinkSlideShop.com
Innovation plays an important role in a business. If you don't create more effective processes, think of new products, or implement new ideas, your business will less likely to succeed.
How do you become an innovative person? Here's a short presentation. More themed slides here: http://slideshop.com/Themed-Slides
TEDx Talk :How to Build your Creative Confidence by David KelleySameer Mathur
David Kelley discusses how to build creative confidence by overcoming the belief that creativity is only for a select few. He cites research by psychologist Albert Bandura showing that overcoming fears in one domain can increase confidence in other areas. Kelley concludes that much of the design process involves reducing fear and increasing familiarity with creativity. Stories of a GE designer and Kelley's own cancer experience show that everyone is capable of creative problem solving when they regain their creative confidence.
To Bore No More: Designing & Delivering Presentations That Engage Your AudienceSarah Halstead
This slide show supports a workshop presented in March 2010 at the Fulfilling the Promise Conference in Oconomowoc, WI. While this was a 75 minute workshop, it can easily be expanded to 2 hours, half day or full day presentations.
PLEASE NOTE: This presentation was originally titled "Bore No More." Five months AFTER this presentation was delivered and uploaded, the phrase "Bore No More" was trademarked by Jonathan Petz of Powell, OH. The title has been changed in order to comply with federal trademark rules.
WHY PEOPLE BULLSHIT AND WHAT TO DO ABOUT ITKevin Duncan
A quick analysis of this strange phenomenon, with some suggestions about how to cope with people who bullshit.
bulldictionary.com
Buy the book: http://amzn.to/2doeOTI
As part of our book reading club in eBay, I did a talk about one of my favourites book "The Art of Thinking Clearly". Here are some snapshots from the book in my own words.
the art of creativity: asking provocative questionsJoyce Hostyn
Since we live in the world our questions create, "the most interesting thing you can do in life... is to call into question the rules of the game.” Questions make the impossible possible, help the unknown become known, and transform paradigms. To transform yourself, transform your organization, or transform the world learn the art of asking provocative questions.
Keynote from ACCU 2015 conference (http://accu.org/index.php/conferences/accu_conference_2015)
@petegoodliffe
www.goodliffe.net
Synopsis:
You've come this conference to improve your skills. You're here to learn: to learn new technologies, to learn new techniques, and to fuel your passion by meeting like-minded people.
Becoming a better programmer means more than just learning new technologies. It means more than practising techniques and idioms. It's about more than passion and attitude. It's the combination of all these things. That's what this session will look at.
Pete Goodliffe, author of the new book Becoming a Better Programmer, unpacks important mindsets and techniques that will help you improve as a programmer.
You'll discover specific tools that will help you review your current skillset, and you'll learn techniques to help you “become a better programmer”.
Innovation Tips That Will Change the Way You ThinkSlideShop.com
Innovation plays an important role in a business. If you don't create more effective processes, think of new products, or implement new ideas, your business will less likely to succeed.
How do you become an innovative person? Here's a short presentation. More themed slides here: http://slideshop.com/Themed-Slides
TEDx Talk :How to Build your Creative Confidence by David KelleySameer Mathur
David Kelley discusses how to build creative confidence by overcoming the belief that creativity is only for a select few. He cites research by psychologist Albert Bandura showing that overcoming fears in one domain can increase confidence in other areas. Kelley concludes that much of the design process involves reducing fear and increasing familiarity with creativity. Stories of a GE designer and Kelley's own cancer experience show that everyone is capable of creative problem solving when they regain their creative confidence.
To Bore No More: Designing & Delivering Presentations That Engage Your AudienceSarah Halstead
This slide show supports a workshop presented in March 2010 at the Fulfilling the Promise Conference in Oconomowoc, WI. While this was a 75 minute workshop, it can easily be expanded to 2 hours, half day or full day presentations.
PLEASE NOTE: This presentation was originally titled "Bore No More." Five months AFTER this presentation was delivered and uploaded, the phrase "Bore No More" was trademarked by Jonathan Petz of Powell, OH. The title has been changed in order to comply with federal trademark rules.
Are you thinking what you think you're thinkingLiz Calder
This document discusses cognitive biases and how they can impact business analysis work. It describes how the brain takes shortcuts called cognitive biases to process large amounts of information quickly. Some examples of cognitive biases discussed include anchoring, loss aversion, hyperbolic discounting, and the conjunction fallacy. The document suggests strategies for business analysts to reduce the impact of cognitive biases, such as getting other opinions, mixing things up, slowing down, and conducting pre-mortems before projects. Cognitive biases are most likely to influence decisions when there is too much information, not enough time to act, uncertainty around what to remember, or a lack of meaning.
The Plateau Effect: Why People Get Stuck...and How to Break ThroughThePlateauEffect
The Plateau Effect is a powerful law of nature that affects everyone. Learn to identify plateaus and break through any stagnancy in your life— from diet and exercise, to work, to relationships.
The Plateau Effect shows how athletes, scientists, therapists, companies, and musicians around the world are learning to break through their plateaus—to turn off the forces that cause people to “get used to” things—and turn on human potential and happiness in ways that seemed impossible. The book identifies three key flattening forces that generate plateaus, two principles to guide readers in engineering a plateau’s destruction, and three actions to take to achieve peak behavior. It helps us to stop wasting time on things that are no longer of value and to focus on the things that leverage our time and energy in spectacular ways.
Anything you want to do better—play guitar, make friends, communicate with your children, run a business—you can accomplish faster by understanding the plateau effect.
http://plateaueffect.com/
This document provides presentation tips and advice from various experts. It begins by noting that 99% of presentations "suck" according to Guy Kawasaki. It then discusses the importance of preparation, design, and delivery in creating an effective presentation. Specific tips include starting with the goal and knowing your audience, simplifying content to the essential, getting focused alone time without distractions, using analog tools like post-its for brainstorming, and exercising to boost brain power. The document also warns against common mistakes in presentations like including all text on slides and excessive bullet points. It concludes by providing design principles and best practices like limiting text, using visuals and quotes, applying color and alignment properly, and making data memorable.
Michael Edson, Resource Sharing RemixedMichael Edson
Presentation for the 2009 Rethinking Resource Sharing IV forum at the Online Computer Library Consortium (OCLC) campus in Dublin, OH. Focuses on ways to catalyze change -- particularly in regard to digital strategy and asset sharing -- in large organizations. (The slideshow as a compilation is in the public domain, though individual assets may be under copyright as noted.)
The document provides guidance on making ideas stick through simple, memorable messaging. It discusses focusing on the core idea and compact delivery. Unexpected elements can grab attention if they surprise without losing the connection to the core. Concrete language uses specifics, names and examples to make abstract concepts tangible. Credibility comes from authority, testimonials and compelling details. Emotional appeals tap into what people care about. Stories engage audiences and help them visualize ideas.
Joyce Hostyn discusses how storytelling can be used to influence people and effect change. She outlines three aspects of story - listening, thinking, and telling. For listening, she recommends practicing empathy, seeking to understand others, and assuming good intentions. For thinking, she discusses how stories can be used to think through problems and perspectives. For telling, she emphasizes using emotional language and visual elements to craft stories that create experiences and evoke responses in others. The overall message is that stories are powerful ways to communicate and reframing issues, as people prefer stories over facts alone.
The document discusses creating a culture of trust and openness in organizations to foster creativity and innovation. It argues that most organizational cultures today still operate with mental models from the industrial age and fail to adapt to the ideas economy. Creating a culture with high emotional intelligence where people feel psychologically safe to share ideas and have constructive dialogue is key to unleashing an organization's full potential. Such cultures exhibit characteristics like transparency, loyalty, and a focus on learning from mistakes rather than judgment.
The document discusses using interaction as a material in design. It describes interaction as how a space responds to people within it, rather than it just being static. It outlines different zones of interaction from attraction to engagement. It also discusses using sensors to detect movement and gestures to trigger responses from the space. The goal is to design interactions that enhance people's experiences in the space rather than just showing them things.
The document discusses leadership in a knowledge economy. It notes that the future will be different and the main skill will be unlearning old patterns from the industrial age. Culture plays a key role in how organizations view things and whether they are open to new possibilities. Creating a culture of emotional intelligence, dialogue, and flow states can help organizations be more creative and adaptive.
1. The document outlines Claudio Perrone's journey from being afraid of public speaking to becoming a successful presenter. It describes how he was initially offered a speaking opportunity that scared him but he eventually joined the movement to move beyond bullet points in presentations.
2. Claudio discovered the importance of storytelling and using dramatic structure in presentations. He shares a seven-step process for crafting stories to engage audiences.
3. Through practicing new techniques like moving beyond bullet points and unleashing the power of story, Claudio was able to overcome his fear of public speaking and become a confident presenter. He advocates finding one's own voice and style in presentations.
Success Story You Will Never Repeat – But Should Still Tryisdeforum
История успеха проекта, которую вам никогда не повторить – но вы должны все равно пробовать.
Success story you will never repeat: but should try anyway.
1. Хронология успешного проекта.
a. Построение отношений между основателями
b. Поиск людей, которые будут работать на Вас, и поиск партнеров, которые будут работать с Вами
c. Сотрудничество с юристами, менторами, советниками, и консультантами для продвижения вперед
d. Сбор всей своей интеллектуальной собственности в одну корзину (компанию)
e. Подход к инвесторам
f. Переговоры с инвесторами, основные недостатки и ошибки
g. Инвесторы вошли в Вашу компанию – как теперь ею управлять
2. Фатальные ошибки, которые собъют Ваш бизнес при взлете
1. A timeline of a successful project.
a. Forming relationship among founders
b. Finding people to work for you and finding partners that would work with you
c. Working with lawyers, mentors, advisors, and consultants to move forward
d. Gathering of all of your intellectual property in one basket (company)
e. Approaching investors
f. Negotiations with investors, main shortfalls and mistakes
g. Investors are in – how do I run my business now?
2. Critical mistakes that shot down many projects at the takeoff
23 Amazing Lessons Learned From Interviewing The World's Top Developers!Usersnap
Three months ago – on Thursday, April 16th – we launched bugtrackers.io as a new platform showing the life of people in web development.
I expected it to be super fun. And of course I expected it to be successful. After all, we showcased the life of famous, successful or simple extraordinary tech people, like CTOs, developers, web designers or product people.
But I didn’t expect it to have such an impact on me personally.
Today, I’m sharing the top takeaways for me and for us as a company. Yours might be different, which is why I encourage you reading all of the interviews in their entirety.
I hope they’re as valuable for you as they’ve been for us.
Antifragile systems benefit from disorder, randomness, errors or volatility and gain from them. Short iterations with frequent feedback allow projects to benefit from mistakes and changes instead of being harmed by them. Planning too far in advance restricts optionality and ability to change course, while frequent retrospectives help teams learn and improve. Embracing challenges within reason makes individuals and systems stronger over time.
Close your eyes, grasshopper. And imagine a time when music came in cardboard sleeves, your “virtual communication tool” was a phone box, and nobody minded if the soundtrack of a movie didn’t sync with the characters’ lips.
This was the time of martial arts legend Bruce Lee.
Emerging from a 5,000 year old culture, he had great respect for the traditions of his ancestors. But when it came to productivity he was a thoroughly modern man. He built his skills using what later decades would call “life hacking” - short-cuts and best practices to get the job done.
Bruce wasn’t just a master of the five-point palm exploding heart technique; he was also a master of project scoping and effective execution. So if you’re ready to study with the master, let’s enter the temple of productivity … and turn Jeet-Kune-Do into Jeet-Kune-DONE.
Mental models are deeply held internal images that shape how we think and act in familiar ways. They are often unconscious and can limit our behavior. Understanding our own and others' mental models is important for overcoming biases and having productive discussions. Effective leaders balance advocating for their own views while also inquiring about others' perspectives to resolve conflicts. When addressing mental models, people may experience strong emotions, so frustration should be used to further inquiry rather than action. Creating new shared mental models can lead to positive change.
A hands-on approach to applying foresight by Andy Hines, Principal at Hinesite and Lecturer/Executive-in-Residence in Futures Studies at University of Houston.
This document summarizes a class on human perspective in artificial intelligence. It discusses how emotions are constructed and play an important role in influence. Emotions signal what we care about and are part of how our minds constantly predict the world. The class covered how the brain and its components collaborate to produce feelings and thoughts without being intelligent on their own. It discussed myths about emotions and asked how emotional abilities develop through interactions with others. The last part summarized required reading on emotions and influence tactics.
This document discusses the need for new paradigms and strategic thinking to address major problems. It argues that minds and markets influence each other, and new paradigms emerge from scientific breakthroughs, not arguments. The author advocates taking a first principles approach to problems rather than just addressing symptoms. Design thinking is presented as a method to understand problems, generate ideas, and test solutions through collaboration and prototyping to identify potential paradigm shifts and catalysts for change. Education is key to developing more original thinkers who can hasten paradigm shifts.
TICK ACHIEVE 2015 WITH LATEST WORK STATISTICSKevin Duncan
Consolidated stats of what people have to cope with in the world of work, plus suggested remedies from Tick Achieve: How to get stuff done. 6,000 trained so far.
How To Have a Point Of View and Develop a Persuasive Line of ArgumentKevin Duncan
To be effective in business, you need a clear point of view, and a clear line of argument that ensures that people agree with you. This highly popular training scheme and talk uses material from Kevin's books -The Diagrams Book and The Ideas Book - to explain how.
Are you thinking what you think you're thinkingLiz Calder
This document discusses cognitive biases and how they can impact business analysis work. It describes how the brain takes shortcuts called cognitive biases to process large amounts of information quickly. Some examples of cognitive biases discussed include anchoring, loss aversion, hyperbolic discounting, and the conjunction fallacy. The document suggests strategies for business analysts to reduce the impact of cognitive biases, such as getting other opinions, mixing things up, slowing down, and conducting pre-mortems before projects. Cognitive biases are most likely to influence decisions when there is too much information, not enough time to act, uncertainty around what to remember, or a lack of meaning.
The Plateau Effect: Why People Get Stuck...and How to Break ThroughThePlateauEffect
The Plateau Effect is a powerful law of nature that affects everyone. Learn to identify plateaus and break through any stagnancy in your life— from diet and exercise, to work, to relationships.
The Plateau Effect shows how athletes, scientists, therapists, companies, and musicians around the world are learning to break through their plateaus—to turn off the forces that cause people to “get used to” things—and turn on human potential and happiness in ways that seemed impossible. The book identifies three key flattening forces that generate plateaus, two principles to guide readers in engineering a plateau’s destruction, and three actions to take to achieve peak behavior. It helps us to stop wasting time on things that are no longer of value and to focus on the things that leverage our time and energy in spectacular ways.
Anything you want to do better—play guitar, make friends, communicate with your children, run a business—you can accomplish faster by understanding the plateau effect.
http://plateaueffect.com/
This document provides presentation tips and advice from various experts. It begins by noting that 99% of presentations "suck" according to Guy Kawasaki. It then discusses the importance of preparation, design, and delivery in creating an effective presentation. Specific tips include starting with the goal and knowing your audience, simplifying content to the essential, getting focused alone time without distractions, using analog tools like post-its for brainstorming, and exercising to boost brain power. The document also warns against common mistakes in presentations like including all text on slides and excessive bullet points. It concludes by providing design principles and best practices like limiting text, using visuals and quotes, applying color and alignment properly, and making data memorable.
Michael Edson, Resource Sharing RemixedMichael Edson
Presentation for the 2009 Rethinking Resource Sharing IV forum at the Online Computer Library Consortium (OCLC) campus in Dublin, OH. Focuses on ways to catalyze change -- particularly in regard to digital strategy and asset sharing -- in large organizations. (The slideshow as a compilation is in the public domain, though individual assets may be under copyright as noted.)
The document provides guidance on making ideas stick through simple, memorable messaging. It discusses focusing on the core idea and compact delivery. Unexpected elements can grab attention if they surprise without losing the connection to the core. Concrete language uses specifics, names and examples to make abstract concepts tangible. Credibility comes from authority, testimonials and compelling details. Emotional appeals tap into what people care about. Stories engage audiences and help them visualize ideas.
Joyce Hostyn discusses how storytelling can be used to influence people and effect change. She outlines three aspects of story - listening, thinking, and telling. For listening, she recommends practicing empathy, seeking to understand others, and assuming good intentions. For thinking, she discusses how stories can be used to think through problems and perspectives. For telling, she emphasizes using emotional language and visual elements to craft stories that create experiences and evoke responses in others. The overall message is that stories are powerful ways to communicate and reframing issues, as people prefer stories over facts alone.
The document discusses creating a culture of trust and openness in organizations to foster creativity and innovation. It argues that most organizational cultures today still operate with mental models from the industrial age and fail to adapt to the ideas economy. Creating a culture with high emotional intelligence where people feel psychologically safe to share ideas and have constructive dialogue is key to unleashing an organization's full potential. Such cultures exhibit characteristics like transparency, loyalty, and a focus on learning from mistakes rather than judgment.
The document discusses using interaction as a material in design. It describes interaction as how a space responds to people within it, rather than it just being static. It outlines different zones of interaction from attraction to engagement. It also discusses using sensors to detect movement and gestures to trigger responses from the space. The goal is to design interactions that enhance people's experiences in the space rather than just showing them things.
The document discusses leadership in a knowledge economy. It notes that the future will be different and the main skill will be unlearning old patterns from the industrial age. Culture plays a key role in how organizations view things and whether they are open to new possibilities. Creating a culture of emotional intelligence, dialogue, and flow states can help organizations be more creative and adaptive.
1. The document outlines Claudio Perrone's journey from being afraid of public speaking to becoming a successful presenter. It describes how he was initially offered a speaking opportunity that scared him but he eventually joined the movement to move beyond bullet points in presentations.
2. Claudio discovered the importance of storytelling and using dramatic structure in presentations. He shares a seven-step process for crafting stories to engage audiences.
3. Through practicing new techniques like moving beyond bullet points and unleashing the power of story, Claudio was able to overcome his fear of public speaking and become a confident presenter. He advocates finding one's own voice and style in presentations.
Success Story You Will Never Repeat – But Should Still Tryisdeforum
История успеха проекта, которую вам никогда не повторить – но вы должны все равно пробовать.
Success story you will never repeat: but should try anyway.
1. Хронология успешного проекта.
a. Построение отношений между основателями
b. Поиск людей, которые будут работать на Вас, и поиск партнеров, которые будут работать с Вами
c. Сотрудничество с юристами, менторами, советниками, и консультантами для продвижения вперед
d. Сбор всей своей интеллектуальной собственности в одну корзину (компанию)
e. Подход к инвесторам
f. Переговоры с инвесторами, основные недостатки и ошибки
g. Инвесторы вошли в Вашу компанию – как теперь ею управлять
2. Фатальные ошибки, которые собъют Ваш бизнес при взлете
1. A timeline of a successful project.
a. Forming relationship among founders
b. Finding people to work for you and finding partners that would work with you
c. Working with lawyers, mentors, advisors, and consultants to move forward
d. Gathering of all of your intellectual property in one basket (company)
e. Approaching investors
f. Negotiations with investors, main shortfalls and mistakes
g. Investors are in – how do I run my business now?
2. Critical mistakes that shot down many projects at the takeoff
23 Amazing Lessons Learned From Interviewing The World's Top Developers!Usersnap
Three months ago – on Thursday, April 16th – we launched bugtrackers.io as a new platform showing the life of people in web development.
I expected it to be super fun. And of course I expected it to be successful. After all, we showcased the life of famous, successful or simple extraordinary tech people, like CTOs, developers, web designers or product people.
But I didn’t expect it to have such an impact on me personally.
Today, I’m sharing the top takeaways for me and for us as a company. Yours might be different, which is why I encourage you reading all of the interviews in their entirety.
I hope they’re as valuable for you as they’ve been for us.
Antifragile systems benefit from disorder, randomness, errors or volatility and gain from them. Short iterations with frequent feedback allow projects to benefit from mistakes and changes instead of being harmed by them. Planning too far in advance restricts optionality and ability to change course, while frequent retrospectives help teams learn and improve. Embracing challenges within reason makes individuals and systems stronger over time.
Close your eyes, grasshopper. And imagine a time when music came in cardboard sleeves, your “virtual communication tool” was a phone box, and nobody minded if the soundtrack of a movie didn’t sync with the characters’ lips.
This was the time of martial arts legend Bruce Lee.
Emerging from a 5,000 year old culture, he had great respect for the traditions of his ancestors. But when it came to productivity he was a thoroughly modern man. He built his skills using what later decades would call “life hacking” - short-cuts and best practices to get the job done.
Bruce wasn’t just a master of the five-point palm exploding heart technique; he was also a master of project scoping and effective execution. So if you’re ready to study with the master, let’s enter the temple of productivity … and turn Jeet-Kune-Do into Jeet-Kune-DONE.
Mental models are deeply held internal images that shape how we think and act in familiar ways. They are often unconscious and can limit our behavior. Understanding our own and others' mental models is important for overcoming biases and having productive discussions. Effective leaders balance advocating for their own views while also inquiring about others' perspectives to resolve conflicts. When addressing mental models, people may experience strong emotions, so frustration should be used to further inquiry rather than action. Creating new shared mental models can lead to positive change.
A hands-on approach to applying foresight by Andy Hines, Principal at Hinesite and Lecturer/Executive-in-Residence in Futures Studies at University of Houston.
This document summarizes a class on human perspective in artificial intelligence. It discusses how emotions are constructed and play an important role in influence. Emotions signal what we care about and are part of how our minds constantly predict the world. The class covered how the brain and its components collaborate to produce feelings and thoughts without being intelligent on their own. It discussed myths about emotions and asked how emotional abilities develop through interactions with others. The last part summarized required reading on emotions and influence tactics.
This document discusses the need for new paradigms and strategic thinking to address major problems. It argues that minds and markets influence each other, and new paradigms emerge from scientific breakthroughs, not arguments. The author advocates taking a first principles approach to problems rather than just addressing symptoms. Design thinking is presented as a method to understand problems, generate ideas, and test solutions through collaboration and prototyping to identify potential paradigm shifts and catalysts for change. Education is key to developing more original thinkers who can hasten paradigm shifts.
TICK ACHIEVE 2015 WITH LATEST WORK STATISTICSKevin Duncan
Consolidated stats of what people have to cope with in the world of work, plus suggested remedies from Tick Achieve: How to get stuff done. 6,000 trained so far.
How To Have a Point Of View and Develop a Persuasive Line of ArgumentKevin Duncan
To be effective in business, you need a clear point of view, and a clear line of argument that ensures that people agree with you. This highly popular training scheme and talk uses material from Kevin's books -The Diagrams Book and The Ideas Book - to explain how.
Kevin's 12 best charts that win business and get pitching approaches right. The Diagrams Book has sold 20,000 copies: http://amzn.to/13BexSJ For training or speaking contact Kevin: kevinduncanexpertadvice@gmail.com
7 Reasons Social Media is Perfect for Nonprofits Dave Kerpen
This document discusses how nonprofits can grow using social media. It notes that Facebook has over 1.3 billion monthly active users, and that 45-54 year olds are the fastest growing demographic. It then outlines 7 reasons why social media is perfect for nonprofits, including getting the word out faster and cheaper, building communities, and engaging influencers. The document promotes the services of Likeable Local for nonprofits, including offline marketing support, automated social media posting, custom mobile profiles, and training.
Este documento describe un proyecto inmobiliario de terminales logísticas en Colombia llamado TLC Bogotá. El proyecto es el segundo de cuatro terminales planeadas y será financiado a través de un Fondo de Capital Privado administrado por Profesionales de Bolsa. El TLC Bogotá ofrecerá espacio de almacenamiento flexible para operaciones logísticas e industriales cerca de Bogotá. Se espera que el proyecto genere altas rentabilidades para los inversionistas.
Social media strategies for small business notes pagesAntoinette Raynes
This document provides an overview of social media and how businesses can utilize various social media platforms. It begins with definitions of social media from different sources and discusses how social media allows for conversations and relationship building. Examples are given of companies using YouTube, Facebook, Twitter, and LinkedIn effectively. Setting up business pages on these sites and using applications, videos, discussions and other features are outlined. The key benefits for businesses are increasing customer reach, generating sales and profits through social connections. The conclusion emphasizes starting small with one platform and having conversations to build relationships.
2014 Report: Medicines in Development for HIV/AIDSPhRMA
Biopharmaceutical Company Researchers Are Developing More Than 40 Medicines and Vaccines For HIV Infection Treatment and Prevention
Globally, approximately 35 million people are infected with human immunodeficiency virus (HIV), the virus that causes
acquired immune deficiency syndrome (AIDS). However, new infections have dropped by 38 percent since 2001, according to UNAIDS, the Joint United Nations Programme on HIV/AIDS.
Cagolab was chosen as an e-commerce platform because it offers strong security, total support, and customizable and flexible features to meet business needs. It can handle fragile attacks on websites and help increase sales through recommendations, analytics, SEO, and advertising integrations. Owners can also customize Cagolab for periodical purchases, social media integration, VIP customers, and both desktop and mobile experiences. Using Cagolab provides peace of mind to business owners.
Le attività di Arpa Piemonte nell’ambito della prevenzione dei rischi natural...Arpa Piemonte
È obiettivo di Arpa Piemonte fornire il proprio contributo al sistema che opera per la prevenzione delle valanghe attravarso attraverso due canali: la previsione, in quanto attività tecnica di cui ha assunto sempre più competenze e conoscenze, e l’informazione, offrendo al pubblico prodotti di lettura immediata e realizzando momenti divulgativi e formativi per contribuire a creare la cultura del rischio
Over the course of its 35-year history, the Staten Island Basketball League has thrived under the leadership of Commissioner Craig Raucher. Players in the pick-up style, fee-based league range in age from 25 to 65 with an average age of 45. Many of them are experienced high school and college players who never lost their love for the game. Craig Raucher, an executive in the transportation sector, has devoted countless hours of his free time to developing what many players have described as “basketball heaven” for mature sportsmen craving both the excitement of intense competition and the comfort of indoor hardwood court.
Augmented reality (AR) is a technology that superimposes computer-generated images onto a user's view of the real world. AR has a variety of applications including mobile AR browsers, entertainment, education, and industry. Some examples of AR applications are mobile maps with location data, interactive books, manufacturing design tools, and video games. While AR provides opportunities for improved learning and interaction, some argue it could increase aggression in young people by normalizing violence through certain video game applications.
3 d pie chart circular puzzle with hole in center process 11 stages style 1 p...SlideTeam.net
The document describes an 11-stage 3D circular puzzle process. Each stage is represented by a text box positioned around a central circle. The text boxes can be edited to describe each step or contain other text, images, or diagrams. All elements are fully editable in PowerPoint.
This presentation discusses digital transformation and the future of service-oriented architecture (SOA). Mobile and cloud technologies have disrupted enterprises by transforming IT infrastructure and society. This context-driven digital transformation requires APIs, flexibility, adaptability, portability, and context-awareness in architectural approaches. The presenter suggests designing service-oriented solutions for scalability, resiliency and responsiveness while keeping them simple, mobile-enabled, componentized, automated, and API-driven.
This document contains a collection of 87 aphorisms, rules, and heuristics on various topics. Some of the key points include:
- Trust those who are greedy for money more than those who are greedy for credentials. Having control over your schedule, like being able to take naps, indicates control over your life.
- Bureaucracy is designed to maximize distance between decision makers and risks. Fields where simplicity is penalized will experience more explosive errors.
- Most mistakes get worse when corrected, and it's difficult to replace someone's illusion with a better one. Numbers should generally not be shown to convey risk.
- Mathematics requires abstraction while philosophy requires more control. Compliments can
The document discusses gossip in the workplace. It defines gossip as idle talk or rumors about others' personal affairs. Gossip is a form of social bonding and a way for companies to informally disseminate information. Some key points are that gossip can mean power for those with insider information, bring people closer by sharing personal details, and be used as a currency to trade information. The document provides steps to avoid gossip, such as analyzing gossip sources, limiting association with gossips, confronting gossips directly, and reminding them of workplace consequences for spreading rumors.
The document examines propaganda techniques and provides examples from World War II. It defines propaganda as manipulating people using images and words to promote a desired outcome rather than educate. Several propaganda techniques are described, including association/transfer, bandwagon, appealing to emotions like fear or pity, repetition of simple slogans, and misleading use of language. Quotes from Hitler and other propagandists emphasize appealing to masses through limited, repeated messages to shape their thinking.
The document outlines Irving J. Lee's vision for "the semantic person", described as "a new sort of man" who has undergone general semantics training. Lee proposes 13 chapters that would profile the characteristics of such an individual. Some of the key attributes include having tremendous curiosity about the world, an ability to forget unpleasantness, being acutely sensitive to nuances and differences, integrating knowledge with action, possessing great patience and realism, and being alert to endless human potential and possibilities for growth. The semantic person would strive for continuous learning and re-evaluating in light of new information.
Masterclass: Confronting indifference to truthIan McCarthy
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
This section discusses the concept of "top lists" that track popular products and experiences. It draws an analogy to the iconic American Top 40 radio show, which helped popularize songs by playing the top 40 most popular tracks. The section argues that creating top lists for various categories has become a way to recognize trends and boost visibility for the best performers in a field. It suggests there may be an opportunity to identify top word of mouth products in different categories, which could help marketers understand trends and give momentum to the right brands.
"How a Good Person can Really Win" shows how the “good person” (one for whom means are as important as the ends) can win against the unprincipled man (for whom only ends matter).
ABOUT THE BOOK
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Real-world research shows that the good person often loses to the unprincipled man. The three main reasons for this are:
1. He cannot comprehend how the unprincipled man thinks, works or makes his moves.
2. He lacks battle skills and doesn’t know how to fight back.
3. He is often egoistic about his honesty, whereas the unprincipled man can subjugate his ego to greed and team up with others.
This book prepares the good person towards:
1. Comprehending evil moves
2. Executing powerful antidotes
3. Converting his virtues into competitive tools and building powerful collaborations with men like himself & win decisively.
Free of platitudes & unproven recommendations, How a Good Person can Really Win is backed by extensive research, and can lead men to victory and success in the real world. It has relevance to all walks of life.
The book discusses the concept of "Black Swan" events - highly improbable occurrences with large impacts that are only predictable after the fact. It argues that humans have a tendency to underestimate uncertainty and ignore rare events. The book is divided into four parts - the first two discuss psychological biases that prevent awareness of Black Swans, while the second two apply these concepts to business, science and complexity. The main idea is that rather than trying to predict Black Swans, systems should be made more robust to negative ones and able to benefit from positive ones.
So, your company has gone Lean, or is in the process of embarking in lean practices.
Maybe you are a manufacturer and implemented some Lean Manufacturing in your operational areas... Or you are a contractor, and are trying to deploy some solid Lean Project Management and Lean Planning in order to run more efficiently and effectively your contracts... Or, even greater, you have decided to restructure your organisation and embark in a company-wide Lean Management project..... Very positive indeed.
BUT: have you perhaps considered a potentially very serious draw-back capable of jeopardising and threatening your Lean Project in part or in full? Most probably or most definitely NOT.
Your very serious draw-back (and public enemy N. 1) is Stupidity!
by Carlo Scodanibbio
https://www.scodanibbio.com
1. Anthropology provides a new way of viewing human behavior by making the strange familiar and the familiar strange. This increases understanding of both.
2. Embracing different worldviews and looking at the world through others' eyes allows us to see our own blind spots and assumptions more objectively.
3. Ethnographic tools like participant observation can help uncover insights that may be hidden in plain sight by listening to social silence. Understanding different perspectives is key to cultivating empathy for strangers and embracing diversity.
Herein u will find part of Marjorie Kanter´s OneHundredDays Project in conjuction with the London Word Festival. Originally posted on Twitter/Facebook/Blogger.
The 48 Laws of Power - Law 33 - Discover Each Man’s ThumbscrewTariq Al-Basha
Everyone has a weakness, a gap in the castle wall. That weakness is usually insecurity, an uncontrollable emotion or need; it can also be a small secret pleasure. Either way, once found, it is a thumbscrew you can turn to your advantage.
The document discusses introversion and extroversion. It notes that introverts and extroverts are born that way, not made, and that their relationship with people differs - extroverts feel energized by social interaction while introverts find it taxing. Both types can behave socially when needed. Cultures vary in whether they value introversion or extroversion more. Overall, the document examines the nature and characteristics of introverts versus extroverts.
Fallacies prevent critical thinking by fooling us. Common fallacies include ad hominem attacks, appeals to ignorance, tradition, slippery slopes, false dilemmas, hasty generalizations, non sequiturs, bandwagon appeals, and appeals to pity. We must be aware of fallacious reasoning and support arguments with evidence instead of logical fallacies.
Chatty Cathys & Quiet Keiths: Bridging the Communication GapBeth Buelow
“Why can’t they just figure it out on their own?” “What is taking him so long?!” “Why does she keep talking about stuff she doesn’t know about?” “Why can’t we ever have a productive team meeting?”
In the typical workplace, there are a wide range of personality types, all trying to accomplish the same thing but having very different ways of doing it. We often label others as “control freaks” or “fly by the seat of her pants” types, sometimes using even less flattering terminology. Underneath those behaviors is a core personality trait – being introverted or extroverted – that informs whether we prefer to have lots of space or be rapid fire.
So many business challenges have their roots in poor communication. This seminar will close the communication gap between the introverts and extroverts in your business, which opens up everyone to greater productivity and profitability. (PS: Don’t be surprised if you learn some things that help with your personal relationships, too!)
Presented by Beth Buelow, a professional speaker and certified coach who speaks fluent introvert.
This document contains the text from a presentation on excellence given by Tom Peters. Some of the key points discussed include:
- Thriving in a VUCA (Volatile, Uncertain, Complex, Ambiguous) environment requires a bias for action, being close to customers, autonomy, and putting people first.
- The memories that truly matter are developing great people and teams, taking risks on long shots, handling crises with aplomb, and leaving something of lasting worth.
- Joseph Heller responded to being told someone made more money in a day than he earned from his book Catch-22 by saying "Yes, but I have something he will never have...enough."
- True excellence and leadership
Gossip plays an important social and psychological role for humans. While often seen as trivial, gossip helps people cope with stress, build social bonds, and spread information in fragmented modern societies. Research shows that gossip can benefit human well-being by facilitating social connections and helping people adapt. While some see gossip as harmful or spreading private rumors, it fulfills an innate human need to share and learn information from others.
Hubris kills companies humility drives sustainable long term growth. Find out how, what to do, what to avoid, and who to model. Slides that supported my talk at Digital Marketer's Traffic and Conversions Summit.
The document discusses several topics related to business, creativity, relationships, and data visualization. It provides advice on dealing with difficult colleagues, negotiating successfully, representing data through effective charts, addressing environmental threats, and building strong working relationships through asking key questions. Specific tips include understanding emotional responses to build empathy, focusing on clarity and neutrality in stressful conversations, and dedicating half of the earth's surface to nature to address the biodiversity crisis.
The document discusses several rules and principles for evaluating numerical claims and statistics presented to us. It emphasizes the importance of checking the context, source and possible biases in numbers. Some key rules mentioned are avoiding taking numbers at face value, understanding what is actually being counted, looking for comparisons to put claims in context, and checking how data was collected and potential missing information. Transparency is important and misleading visuals can distort messages. Maintaining an open and curious mindset is emphasized as the "golden rule".
All the components of this classic training scheme updated. Includes current statistics of office life, and suggested remedies for coping with work pressure.
Some fast data showing why introverts are very much on the rise and making a big difference to companies. Plus introducing ambiverts - a blend of introvert and extravert. A 5 minute speech given at 100%Open Union event.
This document provides strategies for 7 areas: commercial, brand, customer, sales, people, innovation, and communication. For each area, it lists common strategic questions and warnings about potential pitfalls to avoid. The overall document aims to help companies develop effective strategies by highlighting important considerations and strategy best practices.
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
The Excellence Book: 50 Ways To Be Your BestKevin Duncan
BE AS EXCELLENT AS YOU CAN BE
The book draws together 50 ingenious thoughts to improve your attitude, your approach to life and work, the questions you ask, the decisions you make, and even your timing.
Attitude, approach, timing, questions and decisions are all covered, with ten provocative thoughts in each area.
MAKING INTERNATIONAL BUSINESS WORK: OUTLINE
Commercial success through increased cultural understanding
Diversity of thinking and respect for other peoples’ perspectives are critical virtues for the leadership of global corporations, and the successful interaction of businesspeople across cultures. Misunderstanding between team members of different nationalities, or with customers from different cultures, can cause extreme problems in business.
This course is all about success through increased cultural understanding. It is a great help to anyone who:
• Works with colleagues from a range of countries and cultural backgrounds
• Deals with clients or colleagues in a range of other countries and cultures
• Needs to solve cross-border commercial issues swiftly and effectively
It is a distillation of all the best wisdom on the topic – the best writing, the most interesting interaction models, and the most informative anecdotes.
In the morning, we cover:
• What is culture?
• How do national traits affect individual behaviour?
• How do corporate cultures do the same?
• What are the cultural characteristics of different nationalities?
• How can they be used to deal effectively other cultures?
• How can different characteristics be deployed in multi-cultural teams?
• How does all this affect approaches to communication, decision-making, meeting etiquette, negotiation styles, scheduling, and trust?
In the afternoon, we address the specific issues of the attendees.
• In a team with multiple cultures, we examine what they all are, and explain the worldviews of all the nationalities present. Poignant examples lead to greater realization of the attitudes of others.
• Where attendees regularly deal with other cultures, we examine their characteristics to create greater understanding and increase the likelihood of harmonious business relations.
• All of this is applied to group work on the multi-cultural team or on specific clients.
To achieve this, I need a full rundown on the cultural backgrounds of all the attendees (and/or their clients) in advance, so that I can prepare the correct blend of tailor-made examples to match their specific needs.
Kevin Duncan has travelled to over 70 countries, and worked with people from dozens of different nationalities.
16 from 16: THE BEST BOOKS OF 2016 SUMMARISEDKevin Duncan
The document discusses several books related to leadership, productivity, negotiation, culture and ideas. It provides short summaries of key points from books such as "The 5 Dysfunctions of a Team" by Patrick Lencioni, "Scrum" by Jeff Sutherland, and "Superforecasting" by Tetlock and Gardner. The summaries highlight effective team dynamics, agile project management techniques, and strategies for improving forecasting accuracy through an analytical approach.
This document provides guidance on conducting a skills bootcamp for new business. It discusses 10 key steps: initial contact, researching the opportunity, methodical analysis, criteria for proceeding, preparation, warming up prospects, tone, team, credentials, and presentation. For each step, it offers questions to consider and tips for success such as casting the right team, weaving credentials into the pitch narrative, and using brainstorming techniques to structure the presentation. The overall message is thorough planning and research are essential to capitalize on new business opportunities.
Tick Achieve 2014: What 5,000 people think about how to work effectivelyKevin Duncan
The document summarizes ideas from workshops with 5,000 people on improving work practices. It discusses five key ideas: 1) Avoid excuses and waffle, get things done clearly and concisely. 2) Focus on continuous progress over perfection. 3) Use technology to benefit work rather than distract from it with strict email and meeting practices. 4) Don't delay tasks as they won't improve with time and free up time for important work. 5) Consider a system for prioritizing personal tasks based on importance and urgency. The overall message is a manifesto for a better, sharper and smarter way of working.
The document summarizes ideas from workshops with 5,000 people on how to communicate effectively and efficiently. It provides six key points: 1) Don't make excuses or use jargon, bullshit, or politics. 2) Avoid waffling and take time to think before speaking or writing. 3) Focus on making progress rather than perfection. 4) Do quantitative tasks fast with minimum fuss but take time on qualitative tasks. 5) Only call necessary meetings, prepare properly, and don't steal others' time with emails. 6) Be brief, edit first, do worst tasks first, and don't delay.
USING DIAGRAMS TO INSPIRE STAFF AND SHORTEN TRAINING TIMEKevin Duncan
This document discusses using diagrams to inspire staff and shorten training time. It provides various diagram templates to visually explain strategies, such as using a priority matrix to determine tasks that are urgent and important. Additional diagrams outline how to anticipate dips in morale over the year and plan initiatives accordingly. The document advocates using interactive diagrams during training to maximize learning and provides international examples of effective diagram styles.
This document provides advice on how to be open with diagrams by discussing four key steps: 1) deciding who to work with using business decision and satisfaction models, 2) opening up opportunities by considering the long tail and bravery scale concepts, 3) striking an open deal using an "IF" triangle negotiation model and planning bargaining arenas, and 4) fostering open relationships by understanding motivational dips and relationship phases. It concludes with a nine dot puzzle challenge.
This document provides summaries of 12 books from Kevin Duncan's library. It summarizes the key themes and insights from each book in 1-3 sentences. The books cover topics like business, creativity, consumer behavior, and motivation. The document encourages the reader to be inquisitive, make time for reading, understand arguments, take views, inform their work, enjoy debate, and contact Kevin Duncan for speaking or training.
This document provides an overview of 50 ways to solve problems visually using diagrams. It lists various diagramming techniques categorized under headings like design classics, sequencing techniques, negotiation strategies, prioritization methods, storytelling approaches, grids for clarity, understanding time concepts, forecasting sensibly, distinguishing ideas, decision making, perfecting presentations, and puzzles. The full techniques and explanations are only available by purchasing the related book or scheduling a speaker.
The document provides tips for improving productivity including avoiding excuses, focusing on progress not perfection, controlling technology rather than letting it control you, not delaying tasks as they won't improve with time, and creating a personalized priority and time management system by considering personal priorities, emotional importance, reasons for tasks, financial value, others' priorities, timing, and developing your own style.
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Vision and Goals: The primary aim of the 1st Defence Tech Meetup is to create a Defence Tech cluster in Portugal, bringing together key technology and defence players, accelerating Defence Tech startups, and making Portugal an attractive hub for innovation in this sector.
Historical Context and Industry Evolution: The presentation provides an overview of the evolution of the Portuguese military industry from the 1970s to the present, highlighting significant shifts such as the privatisation of military capabilities and Portugal's integration into international defence and space programs.
Innovation and Defence Linkage: Emphasis on the historical linkage between innovation and defence, citing examples like the military genesis of Silicon Valley and the Cold War's technological dividends that fueled the digital economy, highlighting the potential for similar growth in Portugal.
Proposals for Growth: Recommendations include promoting dual-use technologies and open innovation, streamlining procurement processes, supporting and financing new ICT/BTID companies, and creating a Defence Startup Accelerator to spur innovation and economic growth.
Current and Future Technologies: Discussion on emerging defence technologies such as drone warfare, advancements in AI, and new military applications, along with the importance of integrating these innovations to enhance Portugal's defence capabilities and economic resilience.
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How Communicators Can Help Manage Election Disinformation in the WorkplaceMariumAbdulhussein
A study featuring research from leading scholars to breakdown the science behind disinformation and tips for organizations to help their employees combat election disinformation.
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The Key Summaries of Forum Gas 2024.pptxSampe Purba
The Gas Forum 2024 organized by SKKMIGAS, get latest insights From Government, Gas Producers, Infrastructures and Transportation Operator, Buyers, End Users and Gas Analyst
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the Power of Root Cause Analysis with Our Comprehensive 5 Whys Analysis Toolkit!
Are you looking to dive deep into problem-solving and uncover the root causes of issues in your organization? Whether you are a problem-solving team, CX/UX designer, project manager, or part of a continuous improvement initiative, our 5 Whys Analysis Toolkit provides everything you need to implement this powerful methodology effectively.
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4. Bullshit…
• Is now ubiquitous
“The realms of advertising and of public
relations, and the nowadays closely related
realm of politics, are replete with instances of
bullshit so unmitigated that they can serve
among the most indisputable and classic
paradigms of the concept.”
Professor Harry G. Frankfurt,
Princeton University
6. Bullshit…
• Is more insidious than you might think
Bullshit:
1. The excreta of a large male bovine.
2. Technically endless supply of waffle and nonsense
uttered in business meetings; cunning
wordsmithery that is neither on the side of the false
nor the truth; verbal expedience; the entire contents
of this book. (see Bollocks, talking; Doughnut rather
than the hole, it would be wise to concentrate on
the; Obfuscation; Off the top of my head; Static;
Talking out loud; Waffle; White noise; Word dump)
7. Bullshit…
• Has not attracted much sustained inquiry
because we think we know how to spot it
8. Bullshit…
• Has not attracted much sustained inquiry
because we think we know how to spot it
Going forward:
1. The opposite of backwards.
2. Truly a king amongst kings; the undisputed
champion of utter bullshit, with the possible
exception of “proactive”; entirely pointless modifier
somehow designed to suggest a forward-looking
demeanour, when any fool knows that a backward
one would be detrimental for everybody, except
possibly historians who should indeed adopt a
backward-looking approach; selfish waste of time
perpetrated by anyone using these two utterly
redundant words. (see -focused; Forward-looking;
Future-facing; Futureproof; Goal-oriented; Here-and-
now-ness; Momentum; Proactive)
9. Bullshit…
• Is not easy to define because the term is
often used loosely and as a generic term of
abuse
10. Bullshit…
• Is not easy to define because the term is
often used loosely and as a generic term of
abuse
Bollocks, talking:
1. Testicles that can speak.
2. Sustained burst of total rubbish blurted out in
answer to an unexpected interview question;
patchwork of platitude and cliché designed to
confuse; mission statement contents; any
acceptance speech; 100% of proclamations
made by politicians or sportsmen. (see
Bullshit; Obfuscation)
12. Bullshit…
• Covers a multitude of sins
Knowledge management, transfer:
1. Control, or handing over of, wisdom.
2. Catastrophic inability to control or hand over any
wisdom at all; brain drain; complete loss of
expertise when one intelligent person leaves the
company; collapse of all IT functions when Dave
leaves; haphazard filing system that passes on no
knowledge whatsoever. (see Know-how; Talent,
war on)
13. Bullshit…
• Is similar to shoddy goods – produced in a
careless or self-indulgent manner, and never
finely crafted
14. Bullshit…
• Is similar to shoddy goods – produced in a
careless or self-indulgent manner, and never
finely crafted
Bottom feeding:
1. Eating material on the floor of a river, sea or fish
tank.
2. Hoovering up any crap that has settled on the
bottom; dealing solely in the dross; working with or
for the cheapest and worst possible exponents in
the market; actively pursuing low-rent customers,
and to hell with the consequences. (see Ambulance
chasing; Scraping the barrel)
15. Bullshit…
• Is a lack of concern with the truth and an
indifference to how things really are
16. Bullshit…
• Is a lack of concern with the truth and an
indifference to how things really are
Off the top of my head:
1. Something has just fallen from my cranium, such
as a hat, or my wig.
2. I haven’t a clue what I’m talking about, so I’ll just
spout any twaddle I can think of and hope that
nobody notices because they are all doing the
same thing. (see Bullshit; Talking out loud; Waffle;
Word dump)
18. Bullshit…
• Involves a kind of bluff
Obfuscation:
1. Deliberately making something obscure or
difficult to understand.
2. An egregious lie or cover-up; frantic fudging of the
truth to disguise incompetence or outright crime.
(see Access to information; Bollocks, talking;
Broad brush; Bullshit; Keep it dark; Hedge our
bets; Mum, keep; Off the top of my head;
Prevaricate; Talking out loud; Techno-babble;
Waffle; Word dump)
19. Bullshit…
• Is stimulated whenever a person’s
obligations or opportunities to speak about
some topic exceed their knowledge of the
facts that are relevant to the topic
20. Bullshit…
• Is stimulated whenever a person’s
obligations or opportunities to speak about
some topic exceed their knowledge of the
facts that are relevant to the topic
Bandwidth, he doesn’t have the:
1. Not intelligent.
2. He’s thick as a brick; dead from the neck up;
relentlessly useless at work; no help at all, in fact, a
downright hindrance; 100% incompetent. (see
Intelligent, if you were any less ______, I’d have to
water you once a day; Mental furniture; Obvious, firm
grasp of the; Psychic RAM; Shilling, not the full;
WOMBAT)
21. Bullshit…
• Can involve:
o deceptive misrepresentation
o just short of lying, especially by pretentious word or
deed
o misrepresentation of somebody’s own thoughts,
feelings or attitudes
22. Bullshit…
• Can involve:
o deceptive misrepresentation
o just short of lying, especially by pretentious word or
deed
o misrepresentation of somebody’s own thoughts,
feelings or attitudes
Jazz Hands:
1. All style and no content.
2. Soup this presentation up immediately because it
is essentially content-free (see Zee, we’ve
covered everything from A to; Full Monty, the;
Turd, polishing a; Wow factor)
25. The bullshitter
• Is not necessarily a liar
Facts, cold hard:
1. The untainted truth.
2. What’s left after all the bullshit has been stripped
away; most commonly exposed as nothing of
substance at all.
27. The bullshitter
• Is phony rather than false
Crafting, it needs a bit of:
1. Further work is required on this.
2. This is sub-standard rubbish and needs to be
done again. (see Bugs, iron out the; Drawing
board, back to the; Optimal; Sub-optimal; Tools,
management, unique; Woodwork, spanners in
the, spanners jumping out of the)
28. The bullshitter
• Is faking things, but this does not mean that
they necessarily get them wrong
29. The bullshitter
• Is faking things, but this does not mean that
they necessarily get them wrong
Putting lipstick on a pig:
1. Applying cosmetics to a porcine beast, presumably
to make it look better.
2. Frantically try to make something appear better
than it is, usually to no avail; futile cover up effort.
(see GIGO; Jazz hands; Rebrand; RIRO; SISO; Turd,
polishing a)
30. The bullshitter
• Has much more freedom than someone
who tells the truth or lies, because they do
not require an anchor point on one side or
the other
31. The bullshitter
• Has much more freedom than someone
who tells the truth or lies, because they do
not require an anchor point on one side or
the other
Broad brush:
1. Wide painting utensil for covering a wide area.
2. Total fudge; failure to come to point; obfuscation;
vagueness; sweeping attempt to avoid coming to
the point. (see Gloss over; Keep it dark; Strategy)
33. The bullshitter
• Intends neither to report the truth nor to
conceal it
Come up to scratch:
1. Reach the required level.
2. Exasperated exhortation to reach the required
level, for once in your life; desperate plea from
boss to ineffective and feckless subordinate; set
low standards for oneself and consistently fail to
meet them; underachieve.
34. The bullshitter
• Is neither on the side of the truth nor on the
side of the false
35. The bullshitter
• Is neither on the side of the truth nor on the
side of the false
Competitive advantage, edge:
1. Something compelling that makes us better than
our competitors.
2. Sinking feeling based on the dawning realization
that we are clearly no better than our competitors;
on further examination, alarming discovery that we
are actually much worse than our competitors;
trumped up piece of corporate puffery to claim
competitive advantage where there patently is
none. (see Leverage)
37. The bullshitter
• Does not care whether they describe reality
correctly
Reality check:
1. Occasion to consider a matter realistically or
honestly.
2. Moment that seldom occurs in business due to too
much haste or downright stupidity; sometimes used
in pseudo-rigorous way by glib managers, as in “I’m
broadly in agreement, but I think we need to take a
reality check here, Sebastian”, and often
accompanied by a broad sweep of the hand or a
thoughtful tug of the beard.
39. The bullshitter
• Just picks out material, or makes it up, to
suit their purpose
Massage the numbers:
1. Rearrange finances or statistics to create a different
conclusion.
2. Deceptive, often downright illegal, alteration of
financial reporting information in order to generate
an entirely different outcome, usually favourable;
slight of hand; legerdemain; malfeasance;
contemptible twisting of reporting line to create a
better picture, often resulting in company closure or
personal imprisonment. (see Bottom line; Cook the
books; Crunch the numbers; Fiscal juggling;
Negative growth, profit; Obfuscation; Smoke and
mirrors job)
40. The bullshitter
• Does not reject the authority of truth, as the
liar does, or oppose it – they pay no
attention to it at all
41. The bullshitter
• Does not reject the authority of truth, as the
liar does, or oppose it – they pay no
attention to it at all
Authenticity:
1. Relating to anything that is authentic.
2. Totally false, such as “This product was
lovingly forged in the crucible of time”; quality
constantly demanded of staff in over-earnest
companies. (see Passion, passionate;
Provenance; Rebrand)
44. What to do?
• Bullshit needs to be taken seriously
Alarm bells, set the ______ ringing:
1. Trigger warning system because there is a fire.
2. Cause total panic amongst colleagues by doing
something distinctly unnerving, such as wearing
trainers with suits, reaching inside a room from the
corridor when a meeting is in session and turning the
light switch repeatedly on and off for five minutes, or
insisting on being called Colin when your real name is
Samantha. (see AWOL, go; Ballistic, go; Box of frogs,
mad as a; Bundle, one stick short of a; Gene pool,
swimming in the shallow end of the; Mid-life crisis;
Moon, barking at the, over the, through the; Picnic,
one sandwich short of a; Plot, lose the; Pram, to
throw one’s toys out of the; Radar, off; Rails, gone off
the)
45. What to do?
• Should you be genuinely duped by it, things
could get awkward
46. What to do?
• Should you be genuinely duped by it, things
could get awkward
Nailing a jelly to the wall, trying to:
1. Attempting an impossible task.
2. Using jelly to do something for which it was not
intended; trying to use tools that will never do the
job, however insane the job is; hammering away
with an inappropriate approach, too dim to realize
that pausing for reflection could be more
productive. (see Banana, stabbing a seal with a;
Grasping at fog)
48. What to do?
• It pays to be on the lookout for it
Ear to the ground:
1. Well informed.
2. Phenomenally nosey.
49. What to do?
• Analyse the different types and the frequent
perpetrators of it
50. What to do?
• Analyse the different types and the frequent
perpetrators of it
SISO:
1. Shit In Shit Out.
2. Wise and eternally verified notion that if you put
poor data or other effort into something, the result
will be just as bad as the crap it always was. (see
GIGO; Putting lipstick on a pig; RIRO; Turd,
polishing a)
52. What to do?
• React appropriately
Risk-averse:
1. Not prone to taking any chances.
2. Inherently conservative; weak-willed;
unadventurous; lily-livered; scared; not likely to do
anything that might cause any trouble; ineffective;
possibly not worth having around; a bit useless;
not helping much; preferring to stay at one’s desk
rather than get up and do something. (see
Jobsworth)
54. What to do?
• Don’t act on falsehoods
60:50 relationship, this is the perfect:
1. This relationship is imbalanced.
2. Superbly exasperated expression of being set
upon in a lopsided partnership that is
supposed to be equal. (see Partners)
55. BANISH THE BULL
Kevin Duncan
www.bulldictionary.com
Twitter: @kevinduncan
07979 808770