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Parsons out of the sentence. When it doubt, the simplest way to figure out what to use is to leave the other folks out of the sentence.
Parsons and me. Great piece of writing. As you say, once or twice is acceptable, any more and my interest is lost. When interesting titles go bad. Article good. Misleading title that had nothing to do with the post bad. An historically bad title myself was not soon to forget. Nice article, and no argument with the grammar points. Although we may not like it, language changes. And there are always those that hate to let go.
In the rule Was vs Were, what would be the case in the event it was used to describe an action of someone else, i. This made my day! Grammar nerdery is a wonderful thing. I have to stop following this thread, as it shows all signs of going on forever. But until then …. Pretty entertaining stuff! Thanks for this post, John! Very interesting article!
Many people with native language different than english do common sense errors in their blogs instead promoting clean and crisp language…. This was driving me crazy the other day. They are a universal language for feeling good and being happy. After a week or two of different sweets throw in some bubblegum.
Also some bubblegum with collectible cards. This gesture is not restricted to the training room; you can put baskets of sweets all over the place. Even in the reception and the board room; and even in the finance director's office. You can ask the receptionist if she or he would be so kind as to make sure that the sweet basket is always filled to the brim at the company's cost of course , and to make sure she or he always invites every single visitor to dip their hand in and take a big handful for their kids.
And you'll see how wonderfully well people react to being treated in this way. When you've firmly established the practice of having baskets of sweets everywhere, you can move on to fresh cut flowers Next of course you'll need to appoint a flower monitor, which every right-minded person will want to be, so you can have one per floor, or one per day of the week, or one per department, whatever Before you decide to use any team building games with a group of people, think about whether the activities are appropriate for the team members and the situation.
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Think beyond providing traditional work skills development. Explore everything, and show your people that you have a broader view about development - they'll have lots of ideas of their own if you let them see it's okay to think that way. Team building games are just a part of a very wide mix of learning and and development experiences that you can explore and facilitate for your people - try anything. If it helps your people to feel good and be good, then it will help your organisation be good too.
Ensure that team-building activities comply with equality policy and law in respect of gender, race, disability, age, etc. For example, a demanding physical activity might be great fun for fit young people, but if any of the team members are old or in any way disabled, then think again, because it wouldn't be fair, and it might even be unlawful. The same applies to any activities that discriminate against people on grounds of gender, race, etc. Team-building games and activities have to agreeable and acceptable to team members, and the exercises have to be fair.
These free team building games and exercises generally last less than one hour, and can be adjusted to create longer team building activities, depending on the sort of team building, ice-breakers, training development activities required.
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Review and discussion are often useful and helpful after exercises which have raised relationship issues, or changed people's perceptions. Plan and practise all unknown aspects of the activities before using them. Logistics, facilitation and especially how you split the group into the numbers of team members per team are factors which have a big effect on how the exercises work and the experience for all. This simple exercise format is adaptable for a wide variety of training and development situations.
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Before moving to the next question, the group should discuss, refine and agree the correct answer. You can expand the exercise by splitting the group into teams and giving points and offering incorrect answers as bonus questions. These questions are just examples. Create your own, and ensure you clarify questions where ambiguity could exist. The exercise is especially relevant for a group after a break, for example after holidays, or when a boost or intervention is required to help people shift habits or assumptions.
The task suggested is 'how to tie a shoelace', but you can substitute any other easy instinctive skill e. Ideally something that people can actually do for real in the review. The purpose of the activity is to start people thinking and working, and particularly to assist thinking and learning about:.
Obviously avoid arrangements that will be unnecessarily time-consuming and tedious, for example do not ask a group of twenty people to do the task individually and to present their results individually, or the exercise will take til lunchtime.. Ideally review the group's work so that at least some of the resulting instructions can be viewed by the whole group. You should also encourage people to try to follow - in practice - at least some of the resulting instructions which is often overlooked by writers of manuals and instructions.
The activity offers a very neat association with the concept and principles of empathy, and the metaphor of 'putting yourself in the other person's shoes' when communicating to others. This is a very simple and amusing introductions activity, and a super icebreaker and energizer, for groups of people, any age and level, or bigger groups subject to splitting people into smaller sub-groups and giving guidance to self-facilitate as required.
Then, after everyone has taken their sheets do not issue these instructions until everyone has taken their sheets :. Aside from the obvious values of the activity energizing, ice-breaking, quickly introducing people to each other in an interesting way , the exercise cleverly makes the points that:. Tuckman's Forming Storming model. Presentation skills. Christmas Quizballs Instruct delegates to individually consider and describe the personality of a well known admired person which you can suggest, or assist the group in deciding who to describe. A common cause of differences between delegates' views - and a fascinating aspect of the exercise - is that delegates' descriptions of a greatly admired person commonly match their own self-image.
For obvious reasons it can be preferable to omit 'self-image' from the name of the activity before you run it with a group. Select a well known admired person. Involve the group in this if you wish but avoid being distracted by other discussions about the selection, unless you welcome such discussion. You may select more than one well known person to repeat the exercise, but of course the point of the exercise is for the group to describe the same person at one time. If the group has expertise in personality theories and psychometric systems, then for extra focus on the technical aspects of personality theories you may select more than one theory for delegates to work with which means delegates give more than one view - i.
Importantly you must be able to explain the basic workings of the chosen personality theory to the group, or the group must already understand the chosen theory to a very basic level. If working with young people or others who have no appreciation of personality theory then begin the activity by helping the group to establish and agree key describing words of personality, which can then be used for the exercise.
Encourage delegates to use only words to describe the dominant features of the personality.
You and the group will perhaps think of more appropriate examples for your local situation and the group's interests. Personality theories. Johari Window theory. Interviewing and selection. Multiple Intelligences theory. Commonly staff social events, especially at Christmas time, involve eating and drinking in a pub or restaurant somewhere.
The format tends to be: drink, eat, more drink, maybe dance a bit, maybe fall over in the car-park, and for many, have a hangover the next day. The organization, and more likely these days the staff too, spend a lot of money and have little to show for it, let alone a sense of fulfilment or spiritual uplift.
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Many organizations now seek more wholesome and responsible ways for team members to socialize, celebrate and bond at Christmas parties and other social events. Instead of spending or asking people to spend a big amount per head on a meal out - instead do it yourselves 'in-house'. Perhaps ask every staff member of staff to bring in some interesting food.