Recent trends in software development market show that it is no
longer the most efficient way to work onshore. Competition is
too high and in some particular cases, US or European IT people
even go farming rather than admit the situation and adapt
themselves. This article is mainly for those who are going to
stay straight in the industry whatever surprises it keeps
International division of labour has done its work. So nowadays,
if you ask anybody about the regions he associates wit
There are many reasons why someone would decline to participate
during a meeting. While some of these may be valid, others may
warrant intervention in order to hold an effective meeting.
Approach 1: Encourage participation
When you notice a quiet participant, ask for contributions by
looking at the person and saying:
"How do you feel about that, Chris?"
"What results do you expect from this, Pat?"
"Chris, how will this affect you?"
Sometimes a quiet participant will test the environment w
While dominant participants contribute significantly to the
success of a meeting, they can also overwhelm, intimidate, and
exclude others. Thus, you want to control their energy without
losing their support.
Approach 1: Ask others to contribute
Asking quiet participants to contribute indirectly moderates the
more dominant participants. Say:
"Before we continue, I want to hear from the rest of the group."
"This is great. And I wonder what else we could do." (Look at
the quiet participants wh
Although a meeting is a vehicle for resolving differences, it
can break down when the participants become mired in a
Approach 1: Form a subcommittee
Ask for volunteers from the opposing viewpoints to form a
subcommittee to resolve the issue. This is a useful approach,
because: 1) The issue may require extensive research, which is
best completed outside the meeting, 2) The people who caused the
deadlock will be responsible for solving it, or 3) The effort to
resolve the issue wil
Personal attacks hurt people, mar communication, and end
creativity. If they become part of a meeting's culture, they
drive the participants into making safe and perhaps useless
Approach 1: Speak to the group
Set the stage for the group to enforce its culture by making a
general comment. Look at the middle of the group and say:
"Just a moment. Let's pause here to calm down. I can tell we're
upset about this. And we want to find a fair solution for
everyone." (Take slow deep br
Copyright 2005 by Dr. Jason Armstrong and Dana Buchman
"Conflict" is a word that can have varying degrees of severity,
meaning, and implication for each individual or circumstance.
For example, the conflict that is experienced in our current,
daily lives seems insignificant in comparison to the Samurai, or
those in war, who faced death on a regular basis. However, it is
still important to extrapolate the significant lessons that have
been derived from such severe scenarios, as these notions a
As a customer how often have you experienced poor service from
people obviously unsuitable for a retail environment? As a
retail executive, how often have you observed poor performance
or unsatisfactory behaviour within your own network of branches?
If so, you have probably wondered why branch managers tolerate
under-performance or poor behaviour? Anthony Dance has been
supporting retail managers in performance management issues for
over ten years and believes both the problem and the remedy is
For many people, money is like the weather – they talk about it,
but don't do anything about it. But making more money is not
just about working longer hours or working harder. If your goal
is to have more money, achieving it is about achieving your
To achieve something extraordinary, you need to have a clear and
precise vision plus a detailed plan to achieve that vision. A
detailed plan includes specific goals and steps with timelines.
Dreams without clearly defined goals, and goals
In our experience, we have found that there are several reasons
managers fail to get employees to see and acknowledge that they
have a problem.
They assume. Many managers bypass the step of getting agreement
because they assume that an employee views the problem in the
same way that they do. However, that is often not the case,
especially when the performance problem is a pattern of behavior
rather than a single event. People generally do things that they
perceive to be in their own bes
Although new ideas lead to creative solutions, they can be a
challenge when they interrupt or distract the work on an issue.
Approach 1: Question the relationship to topic
When new ideas seem inappropriate, say:
"That's an interesting point (or question). And how does it
relate to our topic?"
"Excuse me. We started talking about our budget and now we seem
to be discussing payroll administration. Is this what we want to
"We seem to be working on a new issue. I'm sure this is