Finding the Groupware with a Grip on Ad Hoc

Written by Joe Miller

Continued from page 1

Steven R. Covey was insightful in pointing out that one ofrepparttar seven habits of highly effective people is “Begin withrepparttar 148835 End in Mind.” I would like to alter that slightly to say that in seeking for groupware that meets a business’s needs, a highly effective business will also begin withrepparttar 148836 end in mind.

Document sharing is a large part of what businesses do. Any business plan and budget will have to go through an editorial process involving groups from two to twenty people--maybe even more. As documents are sent around underrepparttar 148837 pressure of upcoming deadlines, and changes are saved in various email boxes and drives, a groupware that can track changes, chronology, and locations is necessary.

The following are some ofrepparttar 148838 elements you need in a good groupware package:

Digital Thread Technology

Digital Signatures

Version History



In your search for groupware technology to meet your business needs, remember to “begin withrepparttar 148839 end in mind.” Document sharing, ad hoc collaboration, document tracking across email boxes and hard drives, and compatibility with other users are necessary in today’s Information Age business environment. Though many content management solutions are available, if they don’t meet these needs, they don’t workrepparttar 148840 way your business works.

Joe Miller is an author of informational articles and online advertisements on business, technology, and health. Information on Groupware is available at

Language in International Business

Written by Brenda Townsend Hall

Continued from page 1
In fact someone who is really in agreement is likely to take off into other types of linguistic behaviour such as asking questions, summarising, echoing, and perhaps offering to do something to takerepparttar matter further. There will also be aspects of gesture and expression that reinforce this. The problem forrepparttar 148785 listeners is that by relying onrepparttar 148786 explicit meaning ofrepparttar 148787 message alone, they are likely to misinterpret apparent agreement, forrepparttar 148788 sake of politeness, as wholehearted agreement. Asking questions, is another communicative activity to look. By questioning we may be seeking to influencerepparttar 148789 hearer in ways beyondrepparttar 148790 apparent intention of seeking information. We can ask questions: •to show we are actively listening to what someone has to say in order to encourage them to elaborate and expatiate; •to draw timid or less confident people into a conversation (open ended questions); •to interrogate (yes/no questions).

Yet, if we really want to gain information, then techniques for eliciting, such as re-formulation or invitations to explain further are likely to be more effective than direct questions. People may become defensive or resentful if questioning techniques are too obtrusive. Activities are needed to helprepparttar 148791 international business person use questioning techniques more effectively and match them to an appropriate communicative strategy. Alerting clients torepparttar 148792 potential for misunderstanding, for giving and taking offence, for having progress frustrated, through not knowingrepparttar 148793 cultural norms of language use is surely a field those training managers to work across cultures should not neglect.

Brenda Townsend Hall is a communications and cross-cultural trainer and an associate member of the ITAP International Alliance:

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