ThomasCantrell.com Tech Blog

I really appreciate it when managers are honest about layoffs, instead of simply blaming it on economic conditions. Dilbert explains:

PowerPoint animations reduce retention, from ARS Technica:

Seems turns out to be the key word in that sentence, at least according to the study. The authors created a single PowerPoint presentation, and then eliminated the animations from it (on average, there were 3.4 animations per slide). They then recorded a single sound track and synched it to both presentations, so that the class would be identical except for the animations. Five weeks before the experiment, the class was given a quiz on the topic to provide a baseline assessment of knowledge on the topic (which was information security and privacy issues); the quiz was given a second time following the presentation.

Both presentations dramatically improved the students’ scores, which were a bit below 40 percent correct in the first administration of the quiz. But the animated presentation brought scores up to 71 percent, while the animation-free version got them to 82 percent. Of the nine questions, only one saw the animated group outperform their static peers.

This is facinating. I’ve been guilty of teaching using effects to reveal each bullet point. However, it seems like our brains like the data up front. In the area of PowerPoint, it appears that less equals more.

This is incredible technology:

I apologize for the length, but the material is fascinating. Even once in a while I wonder if we will ditch the metaphor of “mail” (e-mail) on the Internet. This emerging technology looks interesting.

And for those of you who want the quick summary from Google’s Site:

What is a wave?

A wave is equal parts conversation and document. People can communicate and work together with richly formatted text, photos, videos, maps, and more.

A wave is shared. Any participant can reply anywhere in the message, edit the content and add participants at any point in the process. Then playback lets anyone rewind the wave to see who said what and when.

A wave is live. With live transmission as you type, participants on a wave can have faster conversations, see edits and interact with extensions in real-time.

As I wrote about earlier, there is a risk that reports will hyper-analyze their manager’s non-verbals in a bad economy. Dilbert explains:

From the Soundview Summary of A Sence of Urgency:

An inwardly focused organization inevitably missed new opportunities and
hazards coming from competitors, customers, or changes in the regulatory
environment. When you don’t see opportunities or hazards, your sense of urgency
drops. With less urgency, you are less inclined to look outside for the new
possibilities and problems. Complacency grows.

In these economic times, it seems far to easy to “play the victim” and
complain about the economic hardship. However, having economic adversity
urgency which in turn creates the potential for meaningful change. These days
have a real opportunity. As Dead Poet’s Society would remind us,
“sieze the day.”

I’m packing for a business trip tonight and remembering this Dilbert:

I want to dress well, but sometimes I wonder if I should just pack some crazy ThinkGeek t-shirt to help my street credibility. If I look too “business like” can I be trusted?

After I read the article in the Harvard Business Review, I found this video online:

The Harvard Business Review has an excellent article on managing during a recession. After all:

[Susan] Fiske explains: “People pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power.” Further, people tend to interpret what they see the boss do in a negative light…. Related studies also show that when people down the pecking order feel threatened by superiors, they become distracted from their work.

The articles advice is for managers to work hard to address four areas:

• Predictability: Give people as much information as you can about what will happen and when….
• Understanding: Explain why the changing you’re implementing are necessary…
• Control: Take a bewildering challenge and break it down into “small win” opportunities.
• Compassion: … Express empathy and — when appropriate — sorrow for any painful actions that have to be taken.

This article seems to have a strong grasp on the issues. I’ve seen the “cone of silence” where managers don’t talk about the layoffs and keep me in constant stress. However, I’ve also seen managers personally talk to every employee in their department when employment seemed unsure.  It quickly eased the tension. Now that’s good management!