Why Write Down Your Ideas?Learn Management Articles on management-info.biz. Why Write Down Your Ideas? article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
Whether you're planning or speculating, the exercise represents just the tip of the iceberg. For the plans or scenarios to amount to something, they have to be implemented. In turn, that usually involves other people. Which takes us to the subject of communication: How do you convert those ideas in your head into instructions or position papers or even real plans? I recommend writing, as in the sense of spending at least a few minutes to put the ideas to paper. Several benefits come out of the writing process: First, you'll force yourself to clarify what you're doing and what you want others to do. As long as an idea remains in our heads, it's not made accountable, so to speak. We don't subject our ideas to rigorous scrutiny when they're just thoughts. But, when we write out an idea, the strengths and weaknesses show up rather quickly; we force ourselves to look at the idea more critically. When I wrote the publishing plan for Abbott's Communication Letter, for example, the writing process uncovered many key issues. But, writing it down assumes even greater importance when we need to communicate with others. Since most thoughts for the future are inherently complex or uncertain, a written version of your plan enables you to explain much more. As you've probably noticed, you can't really deal with much complexity verbally, unless you're making a speech or presentation. In face-to-face communication, for example, a train of thought often gets derailed by questions or interjections by the other person. A written plan also communicates to others a broader scope than a verbal plan. After all, when you're writing, you can bring in the past, cover the present, and look into the future. Or, you can illustrate your points with more detail than you can in a verbal report. So, let's subject this article to the writing test, to see if hangs together. First, the article opened with the idea of looking or thinking ahead, and I assumed -- note, I assumed -- that this thinking implied future action. Second, you'll see the idea that to take action, or to get others to take action on our behalf, we need to be clear about the 'what' and the 'why' before we start. Of course, not every action needs this kind of launch; perhaps I should have said 'For important projects....' Third, I suggested the way to get this clarity is to write it out, but in retrospect, perhaps that simply reflects my bias toward writing. Perhaps you manage well simply by thinking, and don't need to write. Fourth, I next listed a couple of benefits that flow from writing, and looking back I see a that I had bigger projects in mind when I wrote it. So, all in all, subjecting this article (at least the first part of it) to the writing process did have the desired effect, and I discovered a couple of assumptions that I wasn't conscious of while writing. And, if I was writing a plan, especially a plan for a big project, those would be worthwhile discoveries. In summary, the act and process of writing down an idea will help you implement the idea, because it will help uncover some of the assumptions and expectations underlying your idea. Stand-Up Comedy Secrets! - Next Generation System For Quickly Developing Funny Stand-up Comedy Material. Eliminate Writers Block & Get The Big Laughs! Practical Report Writing. - Write greats reports with this report writing kit. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Empowering Your Manager By R.G. Srinivasan "So much of what we call management consists in making it difficult for people to work." - Peter DruckerManaging is often equated with controls rather than leading and developing a business. The manager feels more comfortable and secure when they are able to put in strict controls on everything that happens in a business organization. This is so especially of Senior Managements where the controls and directing becomes so severe that it erodes any creative freedom for the middle managers to w… 2. Make Them GLAD You're Their Boss By Linda Henman Criticism has the power to do good when there is something that must be destroyed, dissolved or reduced, but it is capable only of harm when there is something to be built. --Carl JungPeople won’t leave if they’re glad you’re their boss. They will want to stay with a boss that does what it takes to create a culture that capitalizes on each individual’s strength. However, bosses often don’t know what they should do to contribute to organizational culture, or even to their small part of the c… 3. The Top Three Problems IT Managers Face and How to Overcome Them By Frank Schmidt Todays business environment has changed drastically from just a few years back. Rather than working exclusively with equipment, data, and systems, todays IT managers face issues such as cross training, personnel management, interdepartmental communication, and a widening job scope for all IT employees.This expansion of the IT job realm has left many IT managers juggling new challenges. While the problems, in and of themselves, might appear overwhelming, there are simple, proven ways to rise ab… 4. Effective Coaching Releases Employee Discretionary Energy By Rick Johnson Discretionary EnergyWhat is discretionary energy? Discretionary energy is the energy an employee uses when going above and beyond the call of duty to complete a task or get the job done. Every employee has discretionary energy. The amount of energy released and employed at work depends on their attitude, how well they enjoy being at work, how they are treated and how they feel about the company.Discretionary energy can be the difference between doing what is expected and performing in an outst… |
||||
