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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).

  Table of Contents (November, 2002)
Design Your eMail Identity   
  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.

Eternal Learning
  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.

The Insider:
Wicked Problems
  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.

Managing The Difficult Boss
  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.

 

  Portable Document Format (PDF) files:
Entire November, 2002 Issue
  (Including The Insider)
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The Insider   149 Kb Click for PDF

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The web edition of has been assigned ISSN 1539-9206.

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