• Positioning Product Managers' Value in a Sluggish Market Like 2024

    https://shorterloop.com/the-product-mindset/posts/positioning-product-managers-value-in-a-sluggish-market-like-2024

    #ProductManagement #LeadershipInCrisis #MarketResilience #PMStrategy #AgileLeadership #InnovationInDownturn #ProductManagerValue #MarketAdaptation #2024Challenges
    Positioning Product Managers' Value in a Sluggish Market Like 2024 https://shorterloop.com/the-product-mindset/posts/positioning-product-managers-value-in-a-sluggish-market-like-2024 #ProductManagement #LeadershipInCrisis #MarketResilience #PMStrategy #AgileLeadership #InnovationInDownturn #ProductManagerValue #MarketAdaptation #2024Challenges
    SHORTERLOOP.COM
    Positioning Product Managers' Value in a Sluggish Market Like 2024
    Position your value as a product manager in 2024 with essential skills and strategies
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  • CISA® Certified Information Systems Auditor is a globally recognized standard for appraising an IT auditor's knowledge expertise and skills in assessing vulnerabilities and instituting technology controls in an enterprise environment. It is designed for IT auditors, audit managers, consultants, and security professionals.

    https://www.sprintzeal.com/course/cisa-certified-information-system-auditor-certification-training
    CISA® Certified Information Systems Auditor is a globally recognized standard for appraising an IT auditor's knowledge expertise and skills in assessing vulnerabilities and instituting technology controls in an enterprise environment. It is designed for IT auditors, audit managers, consultants, and security professionals. https://www.sprintzeal.com/course/cisa-certified-information-system-auditor-certification-training
    WWW.SPRINTZEAL.COM
    CISA Certification | CISA Training from ISACA
    Get CISA Certification Training course from ISACA . Top cyber security certifications. 1000+ Practice Questions. Expert Trainers. Enquire now.
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  • First Time Manager Training Program for #Corporates

    For growing organisation, the (Manager) FTM population comprises the critical #leadership mass. However, it is hard to change from an individual contributor who performs well to suddenly a leader who must continue to perform well plus lead a #team. Hence many first-time #managers feel no one understands what they’re going through. For more information please visit our website.


    https://growthsqapes.com/leadership-development-program/first-time-managers-leaders/
    First Time Manager Training Program for #Corporates For growing organisation, the (Manager) FTM population comprises the critical #leadership mass. However, it is hard to change from an individual contributor who performs well to suddenly a leader who must continue to perform well plus lead a #team. Hence many first-time #managers feel no one understands what they’re going through. For more information please visit our website. https://growthsqapes.com/leadership-development-program/first-time-managers-leaders/
    0 Comentários 0 Compartilhamentos 1057 Visualizações
  • ALCOHOLISM-
    "Happy Hour" All Day? Drinking While Working at Home.
    Working from home encourages problem drinking.
    Setting limits can help.
    Reviewed by Ekua Hagan

    KEY POINTS-
    Working from home makes some people want to drink more, and they may do so when working at home.
    In-person work has its challenges for problem drinkers, but it can also provide needed structure and social support.
    One can make a plan to get problem drinking under control, starting with an assessment.

    One in eight of all full-time workers in the United States now perform their jobs entirely remotely. This is five times the pre-pandemic rate. For professionals whose jobs don't need them to be on-site every day, the numbers are even higher. Most white-collar jobs offer at least a hybrid option of working at home one or two days per week.

    Much of this is good news for people who have the ability to work at home for at least part of the week. According to Stanford scholar Nicholas Bloom, working from home can enhance overall job satisfaction—as reflected by a 35 percent reduction in job quitting rates. People working from home are engaging in more outdoor recreation, including playing more golf, which increased by more than 50 percent since 2019, especially on weekdays. But, it's not all good news for people who have an issue with problem drinking.

    Working From Home Can Lead to Greater Alcohol Consumption
    Remote work, for some people, is accompanied by a substantial increase in alcohol consumption. During the COVID pandemic, more than a third of Americans reported consuming more alcohol while working at home than was previously the case. While the lockdowns and imposed isolations are over (we hope), those who continue to work from home at least two days per week report higher levels of alcohol consumption than people who do not work from home at all. Studies also indicate that:

    The sharpest spikes in alcohol intake are seen in younger adults working from home.
    Executives and others in managerial positions report higher levels of alcohol consumption than front-line staff members.
    Professionals with higher levels of education report higher levels of alcohol consumption than less educated people—possibly because their jobs are more conducive to being done remotely.
    A number of factors contribute to a rise in problem drinking among people working at home. These factors include blurred boundaries, reduced fear of detection, convenience, and availability.

    Blurred Boundaries Between Work and Leisure Contribute to Heavier Drinking
    Unless you are extremely disciplined, the boundaries between work and leisure tend to become blurred when you work at home. When does work end and private time start when your colleagues, managers, or clients expect you to be available 24/7?

    Blurring the boundaries between work and home may be eroding inhibitions about drinking "on the job" when your workplace is also your private residence.

    "Closet" Drinking Is Easier at Home
    At an office, you might never even think about putting wine or beer in your coffee cup to help you get through a long meeting. Others in the meeting are likely to smell the alcohol. Online, this is not an issue. Being able to drink undetected removes one of the "backstops" that often discourage drinking in the workplace. Without a backstop, some remote workers drink more frequently and in larger quantities in the course of a workday.

    Unlimited Availability
    Anyone who has worked at home knows how much the refrigerator can be a temptation. The same is true for alcoholic beverages. At home, there is unobstructed access to alcohol any time of the day or night.

    Drinking to Dull Pain When You Have Less Social Contact
    The isolation of working from home can encourage reaching for alcohol as a way to manage unpleasant stressors. Alcohol can offer a balm to the pain or loneliness that feels more intense when we work less often alongside other people.

    Drinking While Working at Home Can Escalate into a Serious Problem
    Drinking from home does take longer to detect but over time it certainly can catch up with you. Over time, your drinking may increase incrementally before you realize that it has become a deeply ingrained habit, if not a full-blown addiction.

    Alcohol can reduce your productivity, limit your ability to manage your professional responsibilities, impair your judgment, damage your health, and compound other mental health challenges you have. Drinking can completely derail your career and cause your relationships to deteriorate.

    Make a Plan to Deal With Your Drinking
    If you’re concerned, it’s important to get help as soon as you start noticing that your drinking is becoming a problem. With proper support, you can get your alcohol consumption under better control. Here are some initial steps you can take:

    Start with an online self-assessment.
    Set your goals. With your psychologist, you can determine if you can aim to learn how to drink in moderation or if you should focus on abstinence.
    Structure your week to reduce the opportunities for drinking. This may include spending more time in the office, working in a shared space, or setting strict times for work and leisure.
    Get social support that you might be missing from in-office work. This might include joining a support group, spending more in-person time with friends or family, or joining a team.
    Try to identify the stressors and emotional issues that might be powering your drink. Seek professional therapy from an addiction psychologist or other qualified practitioner who can help you learn new coping skills and reduce your need to "self-medicate" with alcohol or other substances.
    ALCOHOLISM- "Happy Hour" All Day? Drinking While Working at Home. Working from home encourages problem drinking. Setting limits can help. Reviewed by Ekua Hagan KEY POINTS- Working from home makes some people want to drink more, and they may do so when working at home. In-person work has its challenges for problem drinkers, but it can also provide needed structure and social support. One can make a plan to get problem drinking under control, starting with an assessment. One in eight of all full-time workers in the United States now perform their jobs entirely remotely. This is five times the pre-pandemic rate. For professionals whose jobs don't need them to be on-site every day, the numbers are even higher. Most white-collar jobs offer at least a hybrid option of working at home one or two days per week. Much of this is good news for people who have the ability to work at home for at least part of the week. According to Stanford scholar Nicholas Bloom, working from home can enhance overall job satisfaction—as reflected by a 35 percent reduction in job quitting rates. People working from home are engaging in more outdoor recreation, including playing more golf, which increased by more than 50 percent since 2019, especially on weekdays. But, it's not all good news for people who have an issue with problem drinking. Working From Home Can Lead to Greater Alcohol Consumption Remote work, for some people, is accompanied by a substantial increase in alcohol consumption. During the COVID pandemic, more than a third of Americans reported consuming more alcohol while working at home than was previously the case. While the lockdowns and imposed isolations are over (we hope), those who continue to work from home at least two days per week report higher levels of alcohol consumption than people who do not work from home at all. Studies also indicate that: The sharpest spikes in alcohol intake are seen in younger adults working from home. Executives and others in managerial positions report higher levels of alcohol consumption than front-line staff members. Professionals with higher levels of education report higher levels of alcohol consumption than less educated people—possibly because their jobs are more conducive to being done remotely. A number of factors contribute to a rise in problem drinking among people working at home. These factors include blurred boundaries, reduced fear of detection, convenience, and availability. Blurred Boundaries Between Work and Leisure Contribute to Heavier Drinking Unless you are extremely disciplined, the boundaries between work and leisure tend to become blurred when you work at home. When does work end and private time start when your colleagues, managers, or clients expect you to be available 24/7? Blurring the boundaries between work and home may be eroding inhibitions about drinking "on the job" when your workplace is also your private residence. "Closet" Drinking Is Easier at Home At an office, you might never even think about putting wine or beer in your coffee cup to help you get through a long meeting. Others in the meeting are likely to smell the alcohol. Online, this is not an issue. Being able to drink undetected removes one of the "backstops" that often discourage drinking in the workplace. Without a backstop, some remote workers drink more frequently and in larger quantities in the course of a workday. Unlimited Availability Anyone who has worked at home knows how much the refrigerator can be a temptation. The same is true for alcoholic beverages. At home, there is unobstructed access to alcohol any time of the day or night. Drinking to Dull Pain When You Have Less Social Contact The isolation of working from home can encourage reaching for alcohol as a way to manage unpleasant stressors. Alcohol can offer a balm to the pain or loneliness that feels more intense when we work less often alongside other people. Drinking While Working at Home Can Escalate into a Serious Problem Drinking from home does take longer to detect but over time it certainly can catch up with you. Over time, your drinking may increase incrementally before you realize that it has become a deeply ingrained habit, if not a full-blown addiction. Alcohol can reduce your productivity, limit your ability to manage your professional responsibilities, impair your judgment, damage your health, and compound other mental health challenges you have. Drinking can completely derail your career and cause your relationships to deteriorate. Make a Plan to Deal With Your Drinking If you’re concerned, it’s important to get help as soon as you start noticing that your drinking is becoming a problem. With proper support, you can get your alcohol consumption under better control. Here are some initial steps you can take: Start with an online self-assessment. Set your goals. With your psychologist, you can determine if you can aim to learn how to drink in moderation or if you should focus on abstinence. Structure your week to reduce the opportunities for drinking. This may include spending more time in the office, working in a shared space, or setting strict times for work and leisure. Get social support that you might be missing from in-office work. This might include joining a support group, spending more in-person time with friends or family, or joining a team. Try to identify the stressors and emotional issues that might be powering your drink. Seek professional therapy from an addiction psychologist or other qualified practitioner who can help you learn new coping skills and reduce your need to "self-medicate" with alcohol or other substances.
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  • Overlooked Reasons Why Women Don’t Get Promoted.
    Promotion guidelines and non-promotable tasks are holding women back.
    Reviewed by Ekua Hagan

    KEY POINTS-
    For every 100 men who are promoted into management, only 87 women get the same opportunity.
    One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions.
    Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion.

    Employees are increasingly looking for gender equity in the workplace, yet it remains elusive. For every 100 men who are promoted into management, only 87 women get the same opportunity, representing a broken rung in the first step of the corporate ladder.

    A new financial instrument is highlighting how this broken rung can hurt a company’s bottom line: Hypatia is an exchange-traded fund that only invests in companies that are run by women. Experts are calling Hypatia a solid investment. A report by the Peterson Institute for International Economics supports this conclusion, finding that companies that have at least 30 percent of executive roles filled by women have profits that are 6 percent higher.

    The broken rung also hurts employee morale and company culture. My research with my colleague Jennifer Franczak shows that companies with a larger share of female employees in management positions were viewed as better, safer, and more enjoyable places to work.

    What is holding women back from advancing into management positions when it is clear that businesses benefit from having them there? While there are many factors, ranging from gender bias to hostile work environments, below are two reasons that are discussed less frequently, yet make an important impact.

    Promotion Guidelines
    One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions. Rebecca Shambaugh1 provides a powerful example: Many companies require that open corporate board seats are filled by someone with CEO experience. However, because of the small number of CEO positions that have historically been filled by women, this requirement may automatically rule out many qualified women.

    As another example, companies often use leadership competencies to evaluate potential candidates for promotion. Because the managers who develop the lists of leadership competencies are more commonly men than women, these lists tend to reflect what makes men successful. However, it often backfires when women try to adopt the same work style as men. For example, men are typically seen as confident when they act assertively, whereas women are often considered aggressive for the same behavior and face backlash.

    In general, during performance reviews, managers tend to describe2 men using task words (e.g., analytical, competent) but describe women using relational words (e.g., compassionate, energetic). When evaluating candidates for promotion, task-related characteristics hold more weight.

    In our research, Jennifer Franczak and I encourage companies to begin to move past these challenges by adopting what we call “qualification diversity." We suggest that organizations reconsider their leadership competencies and promotion guidelines to ensure they are not unintentionally skewed to favor men.

    Non-Promotable Tasks
    Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion. This invisible labor includes things such as training new hires, planning team celebrations, leading low-revenue and low-visibility projects, or taking notes in meetings. Spending time on these non-promotable tasks takes away from the time and energy women can spend on promotable tasks.

    In a series of experiments, economists found that women were almost 50 percent more likely to perform non-promotable tasks than men. The economists sought to see if the higher rate of non-promotable tasks were due to the expectation workplaces place on women or due to the characteristics and preferences of women.

    To do so, they collected data to see if women had unique characteristics that encouraged them to volunteer for these tasks. The data showed that they did not: Characteristics such as agreeableness, altruism, and risk aversion were not able to explain the gender gap in non-promotable tasks. Second, the economists compared all-female, all-male, and mixed-gender groups. They found that men tended to only hold back in volunteering for non-promotable tasks in the mixed-gender group but volunteered in the all-male group. The researchers concluded that gender differences in non-promotable tasks can be best explained by the expectations and norms of workplaces rather than the characteristics and preferences of female employees.

    Although some may say that the solution is to encourage women to say no more often, research does not fully support this conclusion. Researchers have shown that the expectations for women around non-promotable tasks are so deeply ingrained in the workplace that women, but not men, face backlash if they do not volunteer and act as good corporate citizens.

    Women too often are put in a no-win situation, which has important implications for advancement and promotion in the workplace. As explained in the book, The No Club: Putting a Stop to Women’s Dead-End Work, it is not the women that are the problem, it is the practices and norms of organizations. Workplaces still have a lot of work to do.
    Overlooked Reasons Why Women Don’t Get Promoted. Promotion guidelines and non-promotable tasks are holding women back. Reviewed by Ekua Hagan KEY POINTS- For every 100 men who are promoted into management, only 87 women get the same opportunity. One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions. Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion. Employees are increasingly looking for gender equity in the workplace, yet it remains elusive. For every 100 men who are promoted into management, only 87 women get the same opportunity, representing a broken rung in the first step of the corporate ladder. A new financial instrument is highlighting how this broken rung can hurt a company’s bottom line: Hypatia is an exchange-traded fund that only invests in companies that are run by women. Experts are calling Hypatia a solid investment. A report by the Peterson Institute for International Economics supports this conclusion, finding that companies that have at least 30 percent of executive roles filled by women have profits that are 6 percent higher. The broken rung also hurts employee morale and company culture. My research with my colleague Jennifer Franczak shows that companies with a larger share of female employees in management positions were viewed as better, safer, and more enjoyable places to work. What is holding women back from advancing into management positions when it is clear that businesses benefit from having them there? While there are many factors, ranging from gender bias to hostile work environments, below are two reasons that are discussed less frequently, yet make an important impact. Promotion Guidelines One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions. Rebecca Shambaugh1 provides a powerful example: Many companies require that open corporate board seats are filled by someone with CEO experience. However, because of the small number of CEO positions that have historically been filled by women, this requirement may automatically rule out many qualified women. As another example, companies often use leadership competencies to evaluate potential candidates for promotion. Because the managers who develop the lists of leadership competencies are more commonly men than women, these lists tend to reflect what makes men successful. However, it often backfires when women try to adopt the same work style as men. For example, men are typically seen as confident when they act assertively, whereas women are often considered aggressive for the same behavior and face backlash. In general, during performance reviews, managers tend to describe2 men using task words (e.g., analytical, competent) but describe women using relational words (e.g., compassionate, energetic). When evaluating candidates for promotion, task-related characteristics hold more weight. In our research, Jennifer Franczak and I encourage companies to begin to move past these challenges by adopting what we call “qualification diversity." We suggest that organizations reconsider their leadership competencies and promotion guidelines to ensure they are not unintentionally skewed to favor men. Non-Promotable Tasks Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion. This invisible labor includes things such as training new hires, planning team celebrations, leading low-revenue and low-visibility projects, or taking notes in meetings. Spending time on these non-promotable tasks takes away from the time and energy women can spend on promotable tasks. In a series of experiments, economists found that women were almost 50 percent more likely to perform non-promotable tasks than men. The economists sought to see if the higher rate of non-promotable tasks were due to the expectation workplaces place on women or due to the characteristics and preferences of women. To do so, they collected data to see if women had unique characteristics that encouraged them to volunteer for these tasks. The data showed that they did not: Characteristics such as agreeableness, altruism, and risk aversion were not able to explain the gender gap in non-promotable tasks. Second, the economists compared all-female, all-male, and mixed-gender groups. They found that men tended to only hold back in volunteering for non-promotable tasks in the mixed-gender group but volunteered in the all-male group. The researchers concluded that gender differences in non-promotable tasks can be best explained by the expectations and norms of workplaces rather than the characteristics and preferences of female employees. Although some may say that the solution is to encourage women to say no more often, research does not fully support this conclusion. Researchers have shown that the expectations for women around non-promotable tasks are so deeply ingrained in the workplace that women, but not men, face backlash if they do not volunteer and act as good corporate citizens. Women too often are put in a no-win situation, which has important implications for advancement and promotion in the workplace. As explained in the book, The No Club: Putting a Stop to Women’s Dead-End Work, it is not the women that are the problem, it is the practices and norms of organizations. Workplaces still have a lot of work to do.
    0 Comentários 0 Compartilhamentos 919 Visualizações
  • ATTENTION-
    Stories Captivate Our Attention and Imagination.
    Unleash the power of humanity’s oldest invention—stories. ‎
    Reviewed by Tyler Woods

    KEY POINTS-
    We just do not do storytelling; we are storytellers.
    Great storytellers deploy stories to move from what they know to what they don’t know.
    Structure provides the blueprint for creativity because, without structure, the human mind struggles to derive meaning.
    Stories clarify matters; they change mind; and they inspire change.
    Life as we know it is nothing but a story that has been repeated since time memorial. We as human beings make meaning through stories, which we then categorize into different genres. Even so, many of us struggle to captivate attention and imagination through the power of the story—one of the oldest inventions at our disposal.

    “Storytelling is not something we do,” wrote Carmine Gallo in The Bezos Blueprint. “Storytellers are who we are.” In the beginning, there was Adam and Eve. That is the perennial genre of religion which has no shortage of stories. In the beginning, we have an atom that evolved through random selection, genetic mutilations, and survival of the fittest. That is the modern genre of science which is rampant with stories.

    Arguably the most influential science book of all times, Darwin’s On the Origin of Species contains no quantitative formula whatever because the book is replete with qualitative descriptions and stories. When we read a story, we go from what we know to what we don’t know—from the familiar to the unfamiliar.

    According to Yuval Noah Harari, the author of Sapiens, “Telling effective stories is not easy. Yet when it succeeds, it gives Sapiens immense power, because it enables millions of strangers to cooperate and work towards a common goal.” Because storytelling is both an art and a science that few of us master, we erroneously believe that great communicators are born. Nonsense. Great storytellers are made and they sharpen their craft with continuous learning and relentless practice.

    Great storytellers deploy the form of the story to gain admission in fierce competitions at Ivy League schools; they use stories to convince busy hiring managers of their merit to perform the job to the highest standards; and they narrate stories that foster both platonic and romantic connections. In other words, great storytellers deploy stories to move from what they know to what they don’t know—from the familiar to unfamiliar.

    Since we established that great storytellers are made—not born—then what are the characteristics of a good story? Without getting mired in the technical details, all good stories have one common denominator: They captivate the attention and imagination of the intended audience. Therefore, stories are local, even when they have universal implications. In other words, the more specific the story, the better.

    In addition to specificity, good stories have a hidden yet discernable structure—what Aristotle, and other rhetoricians, call the narrative arc. A story has a beginning, where the setting of the story is laid out; it also has a middle, where the progression of events is established; and it has an end, where the story comes to a resolution—a closure.

    In the collective mind, some may erroneously believe that structure is antithetical to creativity. Nonsense. Structure provides the blueprint for creativity because, without structure, the human mind struggles to derive meaning. We are hardwired to notice patterns. When we come across an undiscernible pattern, we experience moments of incomprehension, chaos, and misunderstanding.

    Following a structure ensures that the story does not drift. Most powerful stories tend to be brief, largely because of the economy of attention. However, these are not hard rules. If the storyteller is able to captivate the human attention and imagination for long, then that is the only measure that matters. Long stories that educate, entertain, and delight are better than mundane, useless, and lame short stories.

    Stories clarify matters; they change mind; and they inspire change. One of the oldest inventions of humanity, stories are currently underused. Imagine all the benefits we could gain if we all became adept at telling out stories, if we are able to captivate the attention and imagination of those whom we meet—then the world will become an interesting place to live.

    The next time you are trying to communicate, fashion your message in the form of a story. Try it and observe the response of your audience, because they largely determine the value of the stories. Iterate through trial and error until you become the great storyteller you were always meant to be.
    ATTENTION- Stories Captivate Our Attention and Imagination. Unleash the power of humanity’s oldest invention—stories. ‎ Reviewed by Tyler Woods KEY POINTS- We just do not do storytelling; we are storytellers. Great storytellers deploy stories to move from what they know to what they don’t know. Structure provides the blueprint for creativity because, without structure, the human mind struggles to derive meaning. Stories clarify matters; they change mind; and they inspire change. Life as we know it is nothing but a story that has been repeated since time memorial. We as human beings make meaning through stories, which we then categorize into different genres. Even so, many of us struggle to captivate attention and imagination through the power of the story—one of the oldest inventions at our disposal. “Storytelling is not something we do,” wrote Carmine Gallo in The Bezos Blueprint. “Storytellers are who we are.” In the beginning, there was Adam and Eve. That is the perennial genre of religion which has no shortage of stories. In the beginning, we have an atom that evolved through random selection, genetic mutilations, and survival of the fittest. That is the modern genre of science which is rampant with stories. Arguably the most influential science book of all times, Darwin’s On the Origin of Species contains no quantitative formula whatever because the book is replete with qualitative descriptions and stories. When we read a story, we go from what we know to what we don’t know—from the familiar to the unfamiliar. According to Yuval Noah Harari, the author of Sapiens, “Telling effective stories is not easy. Yet when it succeeds, it gives Sapiens immense power, because it enables millions of strangers to cooperate and work towards a common goal.” Because storytelling is both an art and a science that few of us master, we erroneously believe that great communicators are born. Nonsense. Great storytellers are made and they sharpen their craft with continuous learning and relentless practice. Great storytellers deploy the form of the story to gain admission in fierce competitions at Ivy League schools; they use stories to convince busy hiring managers of their merit to perform the job to the highest standards; and they narrate stories that foster both platonic and romantic connections. In other words, great storytellers deploy stories to move from what they know to what they don’t know—from the familiar to unfamiliar. Since we established that great storytellers are made—not born—then what are the characteristics of a good story? Without getting mired in the technical details, all good stories have one common denominator: They captivate the attention and imagination of the intended audience. Therefore, stories are local, even when they have universal implications. In other words, the more specific the story, the better. In addition to specificity, good stories have a hidden yet discernable structure—what Aristotle, and other rhetoricians, call the narrative arc. A story has a beginning, where the setting of the story is laid out; it also has a middle, where the progression of events is established; and it has an end, where the story comes to a resolution—a closure. In the collective mind, some may erroneously believe that structure is antithetical to creativity. Nonsense. Structure provides the blueprint for creativity because, without structure, the human mind struggles to derive meaning. We are hardwired to notice patterns. When we come across an undiscernible pattern, we experience moments of incomprehension, chaos, and misunderstanding. Following a structure ensures that the story does not drift. Most powerful stories tend to be brief, largely because of the economy of attention. However, these are not hard rules. If the storyteller is able to captivate the human attention and imagination for long, then that is the only measure that matters. Long stories that educate, entertain, and delight are better than mundane, useless, and lame short stories. Stories clarify matters; they change mind; and they inspire change. One of the oldest inventions of humanity, stories are currently underused. Imagine all the benefits we could gain if we all became adept at telling out stories, if we are able to captivate the attention and imagination of those whom we meet—then the world will become an interesting place to live. The next time you are trying to communicate, fashion your message in the form of a story. Try it and observe the response of your audience, because they largely determine the value of the stories. Iterate through trial and error until you become the great storyteller you were always meant to be.
    0 Comentários 0 Compartilhamentos 827 Visualizações
  • Why Do We Diss Women’s Speech?
    The 3 reasons women’s voices are subject to negative stereotypes.
    Reviewed by Tyler Woods

    KEY POINTS-
    Women's voices were historically relegated to the domestic sphere.
    Young women tend to be more creative linguistically.
    Workplace norms are often based on those more typical in men's speech.
    Like, literally, you know, so, um, totally: These are just a few of the features that often get associated with women’s speech, and not in a good way. Instead, most of the time, young women’s voices are not lauded but lamented. Considering that women have long been one of the most powerful forces behind language change, why do we still have such negative stereotypes about the way they talk?

    Acting like a lady
    The first reason? Quite simply, history. Women have, until very recently, been valued as silent partners, rather than verbal ones, particularly in spheres traditionally considered men’s areas of expertise. In antiquity, women were not welcome in public, political, or legal forums, forced instead to lobby their husbands or male relatives to speak on their behalf on topics that fell outside the domestic.

    Likewise, in the late Medieval period, women who spoke out in ways considered disruptive in public were accused of being “scolds” and charged with what was referred to as a sin of the tongue. Though men could be accused of such crimes as well, historian Sandra Bardsley found that women were disproportionately charged, making up well over eighty percent of cases.

    By the Victorian period, women’s voices were not subject to criminal control, but rather to intense social expectation. Well-bred and stylish women were those who knew how to be charming and proper in speech, fashion, and manners. Still today, little girls are cautioned to “act like a lady,” echoing these earlier ideas of feminine virtue.

    As a result of these historically based views of women’s talk, we are more attuned to the amount and the type of talk that women contribute. Women’s speech outside the domestic sphere is often more noticed than men’s, leading to the sense that women talk too much or use flowery and weak language. When girls use obscenity or non-standard speech, they are also more likely to be noticed for acting outside the norms of linguistic behavior compared to boys.

    Linguistic fashionistas
    The second reason we tend to diss women’s speech more is because women tend to pick up new forms and features before anyone else does. What’s new—and different from what we think of as ‘normal’—is a beacon for negative notice, at least until the rest of the population catches up and it just becomes something everyone says.

    This innovative tendency of women has brought to the fore many features we find rapidly expanding in our speech today such as quotative-like use (as in, “I was like…”), the scratchy low pitch of vocal fry, and the rise of new adverbial intensifiers like so or totally (i.e., "so totally happy").

    Though young men often play catch up within a decade or two, women’s linguistic creativity stands out and they take the heat for these features because, as leaders of a new trend, it attracts more attention to their talk. But so many forms that we treat as well-established and completely natural today, for instance, saying you instead of ye, using third person verbal forms like does instead of doth, and saying have to instead of must were initially changes led by women. It just takes a bit of time for new speech habits to move from being novel to being the norm.

    Job talk
    The third reason we are more likely to be hesitant to embrace the features that populate women’s talk is because workplace culture has long been the domain of men in leadership and managerial roles. As a result, aspects associated with women’s language, such as having a higher voice pitch or the new features they’ve introduced into language are heard as comparatively weaker or less certain. In large part, this happens because the speech of those who have traditionally been in the ranks of the organizationally powerful have a different linguistic style.

    For instance, women are more often users of discourse markers such as like or so or well as part of their linguistic style. Such features are very useful in attending to conversational structure, recognizing what has previously been said, and linking it to what is upcoming. And, in fact, some research has found that discourse markers are often used by more conscientious speakers. But because women use more of them, and discourse markers are not well perceived in professional contexts where male speech patterns predominate, this can unwittingly affect how employers and managers view women’s contributions.

    Up and comers
    A lot of our linguistic judgment is directed toward women—which is unfortunate since this has much to do with the historical absence of women’s speech in public and professional environments, and the fact that women are more innovative linguistically so their use of features such as so, like, and vocal fry draws notice. Ironically, this prescience of women for what’s up and coming has moved language forward over time rather than held it back, despite the negative press that their choices often attract.

    As far back as 1905, when studying a Swiss-French dialect in Switzerland, linguist Louis Gauchat found women most prominently leading the charge in changes there, leaving him to conclude that “women welcome every linguistic novelty with open arms.” Perhaps the time has come for all of us to open our arms a little wider to the benefits, rather than the deficits, that are to be found in women’s speech.
    Why Do We Diss Women’s Speech? The 3 reasons women’s voices are subject to negative stereotypes. Reviewed by Tyler Woods KEY POINTS- Women's voices were historically relegated to the domestic sphere. Young women tend to be more creative linguistically. Workplace norms are often based on those more typical in men's speech. Like, literally, you know, so, um, totally: These are just a few of the features that often get associated with women’s speech, and not in a good way. Instead, most of the time, young women’s voices are not lauded but lamented. Considering that women have long been one of the most powerful forces behind language change, why do we still have such negative stereotypes about the way they talk? Acting like a lady The first reason? Quite simply, history. Women have, until very recently, been valued as silent partners, rather than verbal ones, particularly in spheres traditionally considered men’s areas of expertise. In antiquity, women were not welcome in public, political, or legal forums, forced instead to lobby their husbands or male relatives to speak on their behalf on topics that fell outside the domestic. Likewise, in the late Medieval period, women who spoke out in ways considered disruptive in public were accused of being “scolds” and charged with what was referred to as a sin of the tongue. Though men could be accused of such crimes as well, historian Sandra Bardsley found that women were disproportionately charged, making up well over eighty percent of cases. By the Victorian period, women’s voices were not subject to criminal control, but rather to intense social expectation. Well-bred and stylish women were those who knew how to be charming and proper in speech, fashion, and manners. Still today, little girls are cautioned to “act like a lady,” echoing these earlier ideas of feminine virtue. As a result of these historically based views of women’s talk, we are more attuned to the amount and the type of talk that women contribute. Women’s speech outside the domestic sphere is often more noticed than men’s, leading to the sense that women talk too much or use flowery and weak language. When girls use obscenity or non-standard speech, they are also more likely to be noticed for acting outside the norms of linguistic behavior compared to boys. Linguistic fashionistas The second reason we tend to diss women’s speech more is because women tend to pick up new forms and features before anyone else does. What’s new—and different from what we think of as ‘normal’—is a beacon for negative notice, at least until the rest of the population catches up and it just becomes something everyone says. This innovative tendency of women has brought to the fore many features we find rapidly expanding in our speech today such as quotative-like use (as in, “I was like…”), the scratchy low pitch of vocal fry, and the rise of new adverbial intensifiers like so or totally (i.e., "so totally happy"). Though young men often play catch up within a decade or two, women’s linguistic creativity stands out and they take the heat for these features because, as leaders of a new trend, it attracts more attention to their talk. But so many forms that we treat as well-established and completely natural today, for instance, saying you instead of ye, using third person verbal forms like does instead of doth, and saying have to instead of must were initially changes led by women. It just takes a bit of time for new speech habits to move from being novel to being the norm. Job talk The third reason we are more likely to be hesitant to embrace the features that populate women’s talk is because workplace culture has long been the domain of men in leadership and managerial roles. As a result, aspects associated with women’s language, such as having a higher voice pitch or the new features they’ve introduced into language are heard as comparatively weaker or less certain. In large part, this happens because the speech of those who have traditionally been in the ranks of the organizationally powerful have a different linguistic style. For instance, women are more often users of discourse markers such as like or so or well as part of their linguistic style. Such features are very useful in attending to conversational structure, recognizing what has previously been said, and linking it to what is upcoming. And, in fact, some research has found that discourse markers are often used by more conscientious speakers. But because women use more of them, and discourse markers are not well perceived in professional contexts where male speech patterns predominate, this can unwittingly affect how employers and managers view women’s contributions. Up and comers A lot of our linguistic judgment is directed toward women—which is unfortunate since this has much to do with the historical absence of women’s speech in public and professional environments, and the fact that women are more innovative linguistically so their use of features such as so, like, and vocal fry draws notice. Ironically, this prescience of women for what’s up and coming has moved language forward over time rather than held it back, despite the negative press that their choices often attract. As far back as 1905, when studying a Swiss-French dialect in Switzerland, linguist Louis Gauchat found women most prominently leading the charge in changes there, leaving him to conclude that “women welcome every linguistic novelty with open arms.” Perhaps the time has come for all of us to open our arms a little wider to the benefits, rather than the deficits, that are to be found in women’s speech.
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