Some recent e-Government news I hadn’t picked up on:
- Interview with Jim Fitzpatrick (my new minister – I haven’t met him yet)
- Interview with Marcus Robinson of Accenture (one of my advisory group members)
- Launch of Together we Can
Monthly Archive for June, 2005
As you might expect, we over-rate our own presentations vs ones we see others give. One of us must be wrong…
Three explorers take Dinner and dive from a hot air balloon. Nice to know we’re still suitably eccentric over here.
An interesting question: should we be concerned about Public-sector commercialization? The arguments have often been about our collective ability to ensure that a privately-run business delivers socially-acceptable outcomes. For example, it seems a generally good thing to reduce traffic flows to congested areas by making the parking expensive (and thereby reducing demand, one hopes). However, when local authorities make money and profit from this, they can change their behaviour into substantial enforcement mode and upset motorists. However, removing the mistaken and overzealous penalties, we should not forget that everyone charged is breaking the (by)law. So no problem then. How would this work for benefits or social services.
Life at Low Reynolds Number is a glorious lecture about life in a world where inertia is nearly irrelevant.
I hadn’t come across Mary Sue stories before:
MARY SUE (n.): 1. A variety of story, first identified in the fan fiction community, but quickly recognized as occurring elsewhere, in which normal story values are grossly subordinated to inadequately transformed personal wish-fulfillment fantasies, often involving heroic or romantic interactions with the cast of characters of some popular entertainment. 2. A distinctive type of character appearing in these stories who represents an idealized version of the author. 3. A cluster of tendencies and characteristics commonly found in Mary Sue-type stories. 4. A body of literary theory, originally generated by the fanfic community, which has since spread to other fields (f.i., professional SF publishing) because it’s so darn useful. The act of committing Mary Sue-ism is sometimes referred to as ’self-insertion’.
Unbelievably, we’re running out of single malt. Holy bejasus. I’ll hold on to my lovely Port Ellen, then…
Interesting World Bank seminar and presentations asking How Relevant is US and Canadian e-gov experience to Developing Countries?
Some nice tips for business, summarised here. Copied here for my reference. And here’s a PDF reprint and an article about the author of the rules.
- Learn to say, “I don’t know.” If used when appropriate, it will be often.
- It is easier to get into something than it is to get out of it.
- If you are not criticized, you may not be doing much.
- Look for what is missing. Many know how to improve what’s there, but few can see what isn’t there.
- Viewgraph rule: When something appears on a viewgraph (an overhead transparency), assume the world knows about it, and deal with it accordingly.
- Work for a boss with whom you are comfortable telling it like it is. Remember that you can’t pick your relatives, but you can pick your boss.
- Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid Newton’s Law.
- However menial and trivial your early assignments may appear, give them your best efforts.
- Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don’t be known as a good starter but a poor finisher.
- In completing a project, don’t wait for others; go after them, and make sure it gets done.
- Confirm your instructions and the commitments of others in writing. Don’t assume it will get done!
- Don’t be timid; speak up. Express yourself, and promote your ideas. Personal note to self: It is equally important to learn, learn, learn when to S-H-U-T U-P!!!
- Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get it done.
- Strive for brevity and clarity in oral and written reports.
- Be extremely careful of the accuracy of your statements.
- Don’t overlook the fact that you are working for a boss.
- Keep him or her informed. Avoid surprises!
- Whatever the boss wants takes top priority.
- Promises, schedules, and estimates are important instruments in a well-ordered business. You must make promises. Don’t lean on the often-used phrase, “I can’t estimate it because it depends upon many uncertain factors.”
- Never direct a complaint to the top. A serious offense is to “cc” a person’s boss.
- When dealing with outsiders, remember that you represent the company. Be careful of your commitments.
- Cultivate the habit of “boiling matters down” to the simplest terms. An elevator speech is the best way.
- Don’t get excited in engineering emergencies. Keep your feet on the ground.
- Cultivate the habit of making quick, clean-cut decisions.
- When making decisions, the pros are much easier to deal with than the cons. Your boss wants to see the cons also.
- Don’t ever lose your sense of humor.
- Have fun at what you do. It will reflect in your work. No one likes a grump except another grump.