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The issue of November, 2002. Click on any
story title to go there and read it, or download the entire issue in Adobe Portable
Document Format (PDF) so you can print it and read it
at your leisure.
If you're not yet a
subscriber, you can only read or download "The Insider," a
special four-page section of .
Other stories require a subscriber's password. You may also
read or download the the entire Charter
Issue (June, 2002).
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Table of Contents (November, 2002)
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Design
Your eMail Identity
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Pick An Address
That Inspires Like
your legal name and your nickname, your eMail name says a lot about you,
and you should pick it carefully. You also need to use the
capabilities of your eMail product to make sure readers see your personal
name, not just the computer formatted style, so they can pick your eMail
out of the clutter. We also explain why you should have at least two
eMail addresses, and how to deal with a departmental or organizational
eMail address for customers who need to contact you.
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Eternal
Learning
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Staying Ahead
Of Your Challenges Learning
is a life-long activity, and when you no longer work in a central office,
you have to look at it differently. You're going to be on your own,
and have the discipline to motivate yourself to remain a
student...forever. Fortunately, the Internet offers lots of new
opportunities for staying abreast of your field without having to leave
your desk. We show you where to start...and why.
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The Insider:
Wicked
Problems
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Some Problems
Demand Different Methods Some
problems are so big and so difficult they're officially called "wicked."
How you treat them has less to do with classical systems analysis and
finding "the right answer" and more with marshalling the
resources of all the stakeholders in the problem, and leading them to the
best solution under the circumstances. We show you how to identify wicked
problems, and how to lead people toward solutions that will work.
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Managing
The Difficult Boss
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Finding Ways To
Help Them Lead Some
bosses, clients and coworkers are very, very difficult to work with.
Sometimes it's because they shouldn't be doing the job, sometimes they're
just plain incompetent...and sometimes they're actually doing the right
thing, and you need to learn better how to work with them. Learn how
to perform the triage that will help you discern which case you're
dealing with, and how best to move toward a better situation.
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Portable Document Format (PDF) files:
Entire November, 2002 Issue
(Including The
Insider)
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285 Kb
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Click for PDF
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The
Insider
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149 Kb
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Click for PDF
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If you don't have Adobe Acrobat on
your computer, you can download it,
free:
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The web edition of
has been assigned ISSN 1539-9206.
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