Coping Strategies for Introverts Married to Extraverts - WSJ.com

Life as the Odd Couple

Need some help improving your introvert-extravert relations? Try these methods:

• Figure out your type by taking an online personality test or the Myers-Briggs Type Indicator. Understanding how you communicate—and your partner does it—will help you both do it better.

• Cut each other some slack. Introverts and extraverts simply process information differently. Extraverts really do need to be with other people. Introverts need 'down time.'

• Negotiate introvert-extravert needs. Do you like to go out while your partner prefers to stay in? Does one of you talk more than the other? Come to an agreement about how you can be together but still meet your individual needs.

• Introverts, check in before you disappear.'Practice cuing the people in your life with a simple, "I'd like a little time to myself," and let them know where you're going, even if it's just the other end of the house,' says psychologist Laurie Helgoe.

• Before a party or other social event, agree to a game plan. Take separate cars, so the introvert can leave early. Agree to check in at a specific time to see how the other is doing. Work an introvert activity into the evening, such as a walk together afterward.

• Decide upon a signal the introvert can use to tell the extravert to stop talking so much, and the extravert can use to say he needs to know what the introvert is thinking.

• Let the introvert speak first. Ask introverts specific questions to help draw them out: 'What is the best thing that happened today? Was work what you expected?

Coping Strategies for Introverts Married to Extraverts - WSJ.com

Dutch ban religious slaughtering of animals

Dutch close to ban on kosher, halal slaughter

Dutch vote bans ritual slaughter - FT.com

Dutch close to ban on kosher, halal... - Google News: "Jews and Muslims protest Dutch vote to ban ritual animal slaughtering"

Emergency in India by Indira Gandhi's Congress Govt & Most Corrupted - Top 10 World Dictators: Rajiv Ganthi

ஜூன் 25 நெருக்கடி நிலை நினைவுநாள்- இன்றும் | திண்ணை

Atop TV Sets, Cable Boxes and DVRs Drain Power - NYTimes.com

One high-definition DVR and one high-definition cable box use an average of 446 kilowatt hours a year, about 10 percent more than a 21-cubic-foot energy-efficient refrigerator

Atop TV Sets, Cable Boxes and DVRs Drain Power - NYTimes.com

Convener in Chief - NYTimes.com

Christie relies on power and mass. Emanuel relies on dexterity and speed. Both have begun their administrations in spectacular fashion.

Our first case study is what you might call the Straight Up the Middle Approach. When Chris Christie ran for governor of New Jersey, he campaigned bluntly on the need to reduce the state’s debt. After he was elected, he held 30 contentious town meetings with charts to explain how the debt would crush homeowners in each municipality.

Christie, needless to say, quotes Springsteen to describe his approach: “No retreat. No surrender.”

Our second case study exemplifies the Insurgent Approach. While campaigning to be mayor of Chicago, Rahm Emanuel also spoke bluntly about the tough steps he would take to reduce the city’s $650 million deficit.

But, in office, he hasn’t led a single frontal assault. Instead, Emanuel has introduced a flurry of initiatives in all directions.

The third case study is the most unexpected: President Obama’s Convening Approach.

Obama has been a delegator and a convener. He sets the agenda, sketches broad policy outlines and then summons some Congressional chairmen to dominate the substance. This has been the approach with the stimulus package, the health care law, the Waxman-Markey energy bill, the Dodd-Frank financial reform bill and, so far, the Biden commission on the budget.

All his life, Obama has worked in nonhierarchical institutions — community groups, universities, legislatures — so maybe it is natural that he has a nonhierarchical style.

Convener in Chief - NYTimes.com

LEGO builders show off their creativity at Brickworld 2011 Chicago

Brickworld 2011 Chicago was held June 15-19, and many LEGO builders and enthusiasts and vendors were in attendance. Check out photos from the LEGO fan event.

Brickworld 2011 Chicago Photo 1 | TechRepublic

Sevara Nazarxon - Wikipedia, the free encyclopedia

Sevara Nazarxon - Wikipedia, the free encyclopedia

PKS | Thinnai

அறிவா உள்ளுணர்வா? | திண்ணை

Getting Started as a Social Entrepreneur - NYTimes.com

Joining mission and money in one business can be tough. Experts offer tips on building self-sustaining social ventures.

Getting Started as a Social Entrepreneur - NYTimes.com

24 poems translated by A. S. Kline

Osip Mandelstam - Selected Poems in translation

I am the flower, and the gardener as well.

- Osip Mandelstam
Russian poet(1891-1938)

Source: "What shall I do with this body they gave me?"

Tip: $24,869

Boston Bruins Bar Tab - Up Next In Sports - Funny Sports Pictures, Tiger Woods Fails

Book Reveals Ugly Details of Press Deals - NYTimes.com

James O’Shea, the former editor in chief of The Los Angeles Times, found a classic of the genre in the course of reporting out “The Deal From Hell: How Moguls and Wall Street Plundered Great American Newspapers,” his deep dive into the two deals that tipped over the companies that owned, among many other newspapers, The Los Angeles Times and The Chicago Tribune.

Here’s the capsule version: in 2000, The Tribune Company, owner of the Tribune and many other papers, bought The Times-Mirror Company, owner of The Los Angeles Times, for a then-record $8.3 billion. The merger never yielded much in the way of synergy, and the combined company put itself in play in 2007, when there were few buyers left.

Enter Sam Zell, a real estate tycoon with a fondness for distressed assets, who took over the business with the help of an Employee Stock Purchase Plan that saddled The Tribune with $13 billion in debt. The company is now mired in a two-year, hugely expensive bankruptcy.

That’s all known. What Mr. O’Shea focused on was how the bankers — who he said should have known the deal would render the company insolvent — seemed to be too busy counting their fees to care. Here’s a note he found buried deep in court records from Jieun Choi, an analyst at JPMorgan Chase & Company, that demonstrated a breathtaking level of cynicism and self-dealing:

“There is wide speculation that [Tribune] might have so much debt that all of its assets aren’t gonna cover the debt in case of (knock-knock) you know what,” she wrote to a colleague, in a not very veiled reference to bankruptcy. “Well that’s what we are saying, too. But we’re doing this ‘cause it’s enough to cover our bank debt. So, lesson learned from this deal: our (here I mean JPM’s) business strategy for TRB but probably not only limited to TRB is ‘hit and run.’ ”

Book Reveals Ugly Details of Press Deals - NYTimes.com

New Twist to Wives’ Playbook for Political Scandal - NYTimes.com

New Twist to Wives’ Playbook for Political Scandal - NYTimes.com

visiting MIT: what to do

visiting MIT: what to do

City of Cambridge Visitor's Guide

City of Cambridge Tourism Office

Cambridge Chamber of Commerce

Harvard Square Business Association

City of Cambridge Arts Council

Calendar | Visit Harvard University - campus tours and historical information

WHEN	Friday, June 24, 2011, 2 – 3pm
WHERE	1350 Massachusetts Avenue, Cambridge, MA, Inside Holyoke Center
NOTE	The Official Harvard tour departs from the Harvard Information Center, in the Holyoke Center Arcade. The tour is student-led and is comprised of an outdoor walk through of the Harvard Yard, providing a history of the university, general information, and a unique view on the student’s individual experience! The tour is completely free of charge. There is no pre-registration for general visitors, however, if you have a group of 15 or more, reservations are required. If you have additional inquires, please e-mail info_center@harvard.edu We look forward to seeing you!
LINK	www.harvard.edu…

Calendar | Visit Harvard University - campus tours and historical information

MIT Events Calendar - Friday, June 24, 2011 - Campus Tour

Time: 11:00a

Location: Lobby 7 (Main Entrance Lobby at 77 Massachusetts Ave)

Student Led Campus Tours are approximately 90 minutes long and provide a general overview of the main campus. Please note that campus tours do not visit laboratories, living groups or buildings under construction. Groups over 10 people need to make special reservations by emailing: privategrouptour@mit.edu. The Campus Tour begins in Lobby 7 (Main Entrance Lobby at 77 Massachusetts Ave)

Web site:http://www.mitadmissions.org/topics/youmit/campus_tours_info_sessions
/index.shtml

Open to: the general public

MIT Events Calendar - Friday, June 24, 2011 - Campus Tour

Lifetimes of cryptographic hash functions

Lifetimes of cryptographic hash functions

The Psychopath Test: A Journey Through the Madness Industry

I’m O.K., You’re a Psychopath - NYTimes.com

We have been at war for 209 Years

burst and bloom

How your father's favorite music indicates what U listen to today?

Habitually Chic®: Happy Father's Day!

Scholars Discuss Weiner’s Behavior - NYTimes.com

“Most people who get as far as he’s gotten are high-testosterone people,” said Helen Fisher, the biological anthropologist and a member of the Center for Human Evolutionary Studies in the anthropology department at Rutgers. “Along with that ambition comes a high sex drive. Testosterone’s linked with both of them.”

According to some, seeking prominence is part of an inborn survival strategy.

“Men, particularly successful men, have an evolutionary history of polygamy,”

Scholars Discuss Weiner’s Behavior - NYTimes.com

The Weirdness of Walking to Raise Money - NYTimes.com

Still, the logic that united the walkers, the donors and the hungry mystified me. After years of witnessing such events I still wonder why we must be a nation in motion to secure aid for the needy.

Why are benefactors moved by the sight of urban hordes headed for the suburbs and back? Why do such exertions trigger the charitable impulse?

What I saw that morning in Boston was a resource diverted from its true purpose. Imagine those 210,000 man-hours (42,000 times a five-hour walk) put into direct service to benefit the poor. Think of the houses that might be built, roofs repaired, gardens planted and harvested, public spaces improved, and meals delivered to shut-ins. (And add in the efforts of the 2,000 volunteers that day and the contributions of 50,000 donors.) Now multiply that by the millions of man-hours that are represented by such events in cities across the nation, from Los Angeles to Louisville, Ky., from Austin, Tex., to Grand Rapids, Mich.

The Weirdness of Walking to Raise Money - NYTimes.com

Five Ways To Get What You Want At Work - IT Management - News & Reviews - Baseline.com

Getting Someone to Produce Better Work
Wrong: “I can’t believe you’re paid to do this. Can’t you do any better?”

Right: “Your work is valuable. Could you tell me, step-by-step, what you did to complete this task?”

Getting Someone to Ditch a Bad Idea
Wrong: “Your idea stinks. Is that the best plan you’ve got?”

Right: “What are some other options that we may want to consider?”

Getting Your Boss To Value You More
Wrong: “I do great work here. What kind of raise can I expect after my next review?”

Five Ways To Get What You Want At Work - IT Management - News & Reviews - Baseline.com

Poor Economics | Poor Economics

Poor Economics | Poor Economics

The Comparing Trap - Thomas J. DeLong - HBS Faculty - Harvard Business Review

Comparing is a trap that permeates our lives, especially if we're high-need-for-achievement professionals. No matter how successful we are and how many goals we achieve, this trap causes us to recalibrate our accomplishments and reset the bar for how we define success. What we've done in the past doesn't matter; real success or achievement requires something more — a title we've never held, a task we've never done, a company we've never worked for.

Capstone progress: Chart your progress toward your ideal position, determining if you're acquiring the experiences and expertise that make you a viable candidate for that position.

Satisfaction index: Keep track of how meaningful and fulfilling your work is; create a numerical satisfaction scale that depends on how much you're enjoying what you do and how purposeful it seems; take a reading regularly.

Learning level: Assess the knowledge and skills you're acquiring and whether you're becoming an "expert" in any one area (this is a more subtle measure, but it still can serve as a viable alternative to comparing behaviors).

The Comparing Trap - Thomas J. DeLong - HBS Faculty - Harvard Business Review

More people died of organic, local e coli than at Fukushima and Deepwater Horizon combined, yet the outrage is absent

The silence of the media and activists is deafening | The Rational Optimist…

Is Six Sigma Taking Over The GOP? | The New Republic

Is Six Sigma Taking Over The GOP? | The New Republic

Focus Guidelines - Getting Results | The Book

Focus Guidelines - Getting Results | The Book

Worst American Presidents : Lawyers, Guns & Money

Worst American Presidents : Lawyers, Guns & Money

The Backfire Effect « You Are Not So Smart

The Backfire Effect « You Are Not So Smart

Fired (and resigned) journalists extract literary revenge on their former bosses. - By Jack Shafer - Slate Magazine

Fired (and resigned) journalists extract literary revenge on their former bosses. - By Jack Shafer - Slate Magazine: "'I Would Have Loved To Piss on Your Shoes'"

Onion-like Headlines in Real Life

Onion-like Headlines in Real Life

Putting It on the Line — Forward — Utne Reader

Mandela set the example, and 50 million people, black and white, followed. Like Mahatma Gandhi and Rosa Parks and Martin Luther King Jr., Mandela didn’t act alone. He galvanized a movement by following his conscience, speaking his mind, and making his life an example.

Nobel Peace Prize winners like Guatemala’s Rigoberta Menchú Tum, Kenya’s Wangari Maathai, Burma’s Aung San Suu Kyi, and China’s Liu Xiaobo. All the social entrepreneurs who’ve become Ashoka Fellows and Skoll Foundation award winners.

What about you? What are the needs of the world that touch you most deeply? Is it the bees? GMOs? Global warming and climate change? Species extinction, the depletion of groundwater and fossil fuel, the pandemic spread of HIV/AIDS, the proliferation of nuclear weapons and small arms, the expanding gulf between the rich and the poor, teenage pregnancy, homelessness, racism, drug and alcohol addiction, the conflict between secularism and fundamentalism?

Putting It on the Line — Forward — Utne Reader

வலைப்பதிவுகள் செயற்படும் விதம் – 2 (அல்லது) எசப்பாட்டுக் கலாச்சாரம்

வலைப்பதிவுகள் செயற்படும் விதம் – 2 (அல்லது) எசப்பாட்டுக் கலாச்சாரம்

அண்டை அயல்: Flush The Lit.

அண்டை அயல்: Flush The Lit.

HUMILITY IS IN

Employees who perceive themselves as honest and humble receive significantly higher job performance ratings from their supervisors

Oracle Magazine - July/August 2011 - Page 8-9

The Rejectionist: Things That Are Not Actually Normal But Seem Sort of Normal After 2.89 Years in New York City

The Rejectionist: Things That Are Not Actually Normal But Seem Sort of Normal After 2.89 Years in New York City

The World of 100 - My Modern Metropolis

The World of 100 - My Modern Metropolis

Managing Yourself: The Paradox of Excellence - Harvard Business Review

The Curse of Being a High Achiever

Some behaviors that help you succeed can also get in your way. The classic high achiever is:

Driven to get results. Achievers don’t let anything stop them. But they can get so caught up in tasks that providing transparency to colleagues or helping others feels like a waste of valuable time.

A doer. Achievers believe, often rightly, that nobody can do it as well as they can. That can make them poor delegators—or micromanagers.

Highly motivated. Achievers take all aspects of their jobs seriously. But that means they often fail to distinguish between the urgent and the merely important.

Craving of positive feedback. Achievers care intensely about how others view their work—but they tend to ignore positive feedback and obsess over criticism.

Competitive. An appetite for competition is healthy, but achievers obsessively compare themselves with others, which can lead to a chronic sense of insufficiency, false calibrations, and ultimately career missteps.

Passionate about work. Intense highs can give way to crippling lows. For achievers, it’s a fine line between triumph and agony.

A safe risk taker. Achievers aren’t likely to recklessly bet the company on a risky move, but they may shy away from the unknown.

Guilt-ridden. Achievers are driven to produce, but no matter how much they accomplish, they feel like they aren’t doing enough.

Managing Yourself: The Paradox of Excellence - Harvard Business Review

Mastering Business Fundamentals: A Harvard ManageMentor Skill Pack - Harvard Business Review

Finance Essentials lets you gain a better understanding of how to assess your company's financial health, develop and track a budget, or determine the merit of an investment opportunity.

Budgeting helps you understand the dimensions and dynamics of the budgeting process — from different types of preparation and the creation of "what if" scenarios through evaluation.

Marketing Essentials takes you deeply into the basic elements of market strategy and planning.

Negotiating prepares you for the key aspects of negotiation that will help you to broker a deal, mediate a dispute, avoid common errors and maximize the value of your interactions every day.

Mastering Business Fundamentals: A Harvard ManageMentor Skill Pack - Harvard Business Review

Five Office Drama Queens And How To Deal With Them - IT Management - News & Reviews - Baseline.com

Dramatis Personae: Idealists

Full of self-righteousness, idealists fight if momentum shifts from their purist world view.

Defusing Idealists

Convince them that the bigger picture matters more – for the organization and their own career.

Dramatis Personae: Creative Geniuses

Creative geniuses have 12 great ideas a day. All must be done now. Until tomorrow, when 12 new ideas emerge.

Defusing Creative Geniuses

Determine which ideas are achievable with tangible business value; make reasonable schedules for completion, diplomatically table the others.

Dramatis Personae: Overthinkers

Overthinkers are analytical to a fault. They drive co-workers nuts by constantly asking “how?”

Defusing Overthinkers

Explain that “what” and “who” always come first. After this, finding out “how” is much easier.

Dramatis Personae: Persecutors

Persecutors are good at placing blame, on everyone but themselves, usually when those being blamed aren’t present.

Defusing Prosecutors

Cut off “blame game” conversation from the start. Encourage others to do the same. Prosecutors eventually get the hint.

Dramatis Personae: Rescuers

Self-appointed superheroes, rescuers proudly (and loudly) protect all poor, defenseless co-workers from organizational horrors.

Defusing Rescuers

Convey that co-workers develop professionally by facing adversity. Tell them advice is fine, but at backing off is, too.

Five Office Drama Queens And How To Deal With Them - IT Management - News & Reviews - Baseline.com

Performance Review Template - J.D. Meier's Blog - Site Home - MSDN Blogs

• Results -- Identify the wins and outcomes. Quantify where you can to spice up the impact.
• How -- Briefly note how you achieved your results, demonstrating competencies and skills that are valued by the audience of your performance review.
• Evidence -- Identify the evidence that helps validate your results and impact. Any quotes or quantities are especially useful.
• Analysis -- Write down your take on how you did here. One way to focus is to think of three things going well and three things to improve.

Performance Review Template - J.D. Meier's Blog - Site Home - MSDN Blogs

Vodafone Sues A Customer For His Facebook Status

“Finally got Vodafone to admit that across Mumbai they have only 50% cell sites on 3G. Spoke to CEO (chief executive officer) and CMO (chief marketing officer). Told them that this is blatant cheating.
CMO in typical babu style told me if you aren’t happy with service, you have choice to move to another operator. I told I choose to stay with Vodafone and give them grief if I don’t get promised SLAs. Grudgingly he made 2 months 3G plan free worth 2500.“ (sic).”

The notice asked him to refrain from making any comments against the company and also remove the posts in 48 hours (via).

Vodafone Sues A Customer For His Facebook Status

Also see:

FIR Filed Against Facebook in Meerut [FB Is The New Orkut] |

Case Filed Against Facebook in India for ‘Hate Gandhi’ Group