HOW TO WRITE

If you can’t write your idea on the back of my calling card, you don’t have an idea

Keep it simple: don’t use formal languages. Use plain, every word that get you across. Steer clear of jargon and avoid long-winded sentence. No one will ever complain that something is too easy to understand. Practice cutting long sentence down to their essence – make the point the shortest you can.

Be upfront:  put your conclusion first. Don’t make your reader hunt for the meaning. Us the rest of the document to support and explain that conclusion

Use descriptive headlines: test without headlines is dense and hard to digest. Break your text into clear; logical sections and flag them a headline which describes what follows. Don’t use empty headlines such as introduction, all its says is that you are at the

Beginning of a section – your reader can see that

Good layout: Use a narrow column of text to maximize the white space around it. This makes your text stand out. The eye also finds it easier to process text which dominantly downwards rather than across

Choose the right font: use fonts readers are familiar with. The more unusual the font, the more unreadable it becomes. Use italics, bold typefaces and capitals to highlight sections but don’t overdo it. This helps the reader pick put key words and phrases

Use capitals sparingly: they can be used for titles and headings but are hard to read and should never be used for entire sentence

Make sure they read it: keep it as brief as possible, don’t state the obvious (don’t start with ‘I have received your letter’,  you wouldn’t be replying if you hadn’t), and avoid stock phrases such as ‘I trust the above is in order’, your reader has it all before.

 

Thinking styles

Simplicity thinking

Have you ever thought about the way you think? There are different ways of thinking, and we tend to stick to the style we like best, ever if is not the most productive people. Once you identify these different styles within yourself and other people, you can learn to use them to your advantage.

Knowledge of thinking styles will improve your communications techniques and is ideal for use in situations at work where strong relationships are critical; for success

Try the second in a series of brain exercise shown below. Each exercise helps you to develop flexibility in that particular area shows you inn what context the technique could be used

 

 

Simplicity thinking

“If you want to be successful, it’s just this simple; what you are doing, love what you are doing and believe in what you are doing.” Will Rogers. This thinking simplifies complex issues and prefers things to be easy.

It is like that those of you who have big Chunk preference may find this exercise easier to do, and that those of you who tend to focus much more on details will find it more difficult. In no way should this detract from the complexities inherent within the issues, they still exist. However, by simplifying them it is likely that you will have made them easier for others to understand and get to grips with.

Exercise

Think of an issue at work, and simplifying it back to the principles. If you can, simplify it so it can be explained in one    sentence

Review

·        Did you find yourself getting frustrated ir irritated by the process?

·        Dou you think there are some issues that can not be simplified  in this way, and, if so, consider your reasons for thinking this

·        Try the exercise again - is it becoming easier?

Tip

Notice that simplifying the issue back to its core principles, you have effectively summarized it. Remember, each individual’s perception simplicity or complexity is very different

 

Be Confident

“Experience tells you what to do; confidence allows you to do it,”

Don’t be shy: If you describe yourself as shy it is more than likely that you care too much about what others think of you. This worry can be picked up on by others and they may treat you in a    way that does little for your confidence

Have your say:  you must believe that what you have to say has real worth. Think about how you ask and suggest things –do you sound apologetic or submissive?

Change your language – decide that you will never again use phrases such as “sorry to bother” and “could you possibly.” Rehearse asking the same question in a polite but direct way, for example I’ like to…..” or I’d like you ………’

Don’t apologies: Get straight to the point rather than smothering your meaning with layers of apologies. If someone contradicts or your ideas, don’t back. Stand up for what you believe and if you can’t win them over, agree to differ

 

 

Posture is everything: do you stand up straight? Hunched shoulder   or folded arms make you look as if you’d prefer to be invisible. Standing tall you noticed. Your posture won’t change overnight but practice will pay off

Look them in the eye: always look interested and turn to face people when they talk to you.  Maintaining eye contact shows your e confident in engaging and communicating with the person. Smile when appropriate, but not too much as it can be seen as insincere.

See weakness as strengths: think about how your bad quality can help. For instance “I may be quite person but this makes me better listener and a ore astute observer.” Create a confidence bank-list moments of achievement, times you overcame difficulties etc, and keep cards and letters from friends and family that make you feel good. Wherever you need a confidence boost, simply dip into your bank.

GENERIC FRAME WORK FOR DEVELOPING  YOUTH  GROUP STRATEGY

Planning an youth group strategy is decision –making process. Such a crucial process should be undertaken carefully, systematically and with a firm understanding of the business context.

 

This article describes and discusses a general frame work that may be adopted when forming an youth project strategy. This proposed framework focuses on a five-stage model. Examples are provided detailing possible tools and techniques that can be adopted at each stage.

It spans the past, present, and future and incorporates both a planning and review stage. Each stage .It spans the past, present, and the future and incorporates both a planning and review stage.

Each stage poses a single question:

1.W³? represent “Where We Were?” – the past

2.W² R? is “Where We Are?” – the present

3. W³2B?” is “Where We Want To Be?” – the future

4.[GT]²  is “Going To Get There?” – the plan

5. W⁴?”  IS “Where We Went Wrong?” – the review

 

This approach to developing a youth project strategy systematically focuses the mind on the five key stages in turn. First, what has been learnt from experience in terms of successes and failures? Second is a critical analysis of the current situation. Third is the identification of future youth group objectives (allied with projects objectives). The next stage plans progression towards these objectives by exploiting relevant experiences, strengths and weaknesses opportunities whist  overcoming weaknesses and threats. The third and fourth stages are iterative both within and between each other.

Finally the whole process is reviewed, which completes the cycle and provides an important part of the input into the first stage of the next cycle.

 W³? WHERE WE WERE?

Much is written about the experiences of both successful and failed youth projects that document “where we were” for the benefit of future projects teams. T risks of failure are high and the causes may be Political, Economic, Social or Technological (PEST). Before embarking on a project it is recommended that a full PEST analysis is conducted. The key issues that must be addressed when planning a youth project strategy are:

Commitment

This must be spread from the very top down and across all management and user populations affected by the projects. Each must put sufficient resources and time into the projects to give it a chance to succeed, otherwise it will fail.

Coordination

Youth projects must be planned and controlled in detail to ensure that “the right people are doing the right things at the right sequence”. Othewise unforeseen details can subsequently determines success or failure. One survey suggests poor co-ordination is the most common cause of failure, contributing to 74% of all failed cases researched.

Communication

“the right people must communicate the right things at the right time media” to successfully implement youth  project. This is especially true when analysis and specifying user requirements. The cost escation of correcting poor specification when the system is operational has been estimated as between ten- fold one hundred-fold.

If any of these three conditions is lacking, then the youth project will probably fail. At best, its costs the youth project will escalate dramatically.

Unfortunately, youth leaders do not always understand   these reasons. Education and training are key to improve their understanding of the issues involved and their role in exploiting youths successfully. Every organization planning youth strategy should commence with workshops to help ensure that the lessons of the past are learnt by all concerned and that the same mistakes will not be made in its own youth project.

‘W²R?’ WHERE WE ARE?

Workshops or discussiona should also pave the way for a critical analysis of “ where we are: with respect to the existing project systems, in terms of both “good and bad” news. This helps to ensure that the former will be retained and the latter will be corrected when designing a new or improved projects. Strengths, weaknesses, opportunities and threats (SWOT) analysis can be useful technique to help ensure that criticism is structured in a systematic and comprehensive manner. A suggested framework is shown in figure 1, as 4 x 4 matrix. The matrix focuses on one set of issues at a time. The four columns are headed Strengths , the weakness, Opportunities and Threats. The first two are internal to the domain of the projects. These can be further classified into analysis of the existing systems. SWOT analysis yields a framework for conducting, communicating and agreeing a balanced criticism of the present situation and identifies  both short-term and long term weakness that need to be resolved.

 

The SWOT matrix can be adapted to meet particular requirements of youth organization and their youth projects. Usually, a first step is to construct the model with youth leaders and to identify the ‘go/no go’ areas. When planning a youth stategy, it is to understand the present situation, because this will affect the tactical plans to achieve the stategy. To plan a route fromA to B, it is helpful that we know where A is

 

‘W³2B?’ WHERE WE WANT TO BE

Planning a youth strategy requires that a group strategy has already been planners or is simultaneously being planned. The group objectives and constraints may drive the  youths or alternatively youths developments may enable the  youths strategy, i.e the internet and its accompanying technologies may enable a strategy of globalization. A target  marketing strategy of focusing competitive  products and services against customer segments may generate the youths application portfolio. Group budgets and priorities, based on competitive threats or return on investment (ROI) may dictate budgets and priorities for the youth strategy. A project strategy cannot be planned in isolation from a youth strategy –the two are inextricably intertwined.

 

In order that youth group can benefit from technological innovations that serve the project process, an element of balance must be achieved. This youth and project architecture is considered along with the group application and the group process.

 

Youth involves many stakeholders. As youth becomes strategic, group need to recognize the multiplicity of stakeholders involved and organize themselves to manage stakeholder relationship and to influence their youth.

 

FIGURE 1: THE 4X4 MATRIX SWOT MATRIX

	Internal		External
	Strength	Weakness	Opportunities	Threats
People
Money
Technology
Information

 

Environment by ensuring that the focus of development is balanced, project and groups can be implemented in a way that provides benefits to all of the stakeholders, internal and external to the organization.

 

 A key issue in setting youths goals is to establish an appropriate balance between cost, quality and lead times. However, many youth groups are preoccupied with lead times and believe speed is the essence, “stuff projects in quick and sort youth out later”.  Too many youth leaders are preoccupied by the short-term of this year’s performance and competitive pressures; to them group quality, or even cost is not the main concern.

 

However, in most cases, the trade off between cost, quality and lead times can be achieved. It is important to examine in details right.

 

For example, cost quality and lead times can be achieved. It is important to examine in detail the cost and timings of all aspects of a youth project. The answer often lies in getting the youth project right.

For, example costs and times can often be measured in pounds or months (albeit after the event), but the quality of youth group cannot generally be quantified. This is because   “quality” is multi-dimensional and embraces such intra intangible and conflicting objectives as reliability , flexibility, robustness, security, portability, accuracy, compatibility, maintainability, efficiency and so on. Each project may have its own set of quality parameters or a different hierarchy of measurement. In addition to the requirement to balance youths objectives, there is the need to drive the project objectives through the detailed youth objectives. Target youth groups system also need to be designed that will support the strategic   youth is important to recognize that this target is a moving one, as detailed below.

 

Youth group plan may require a long time to implement, perhaps   two or three years of operation are possibly needed to reap the benefits of the initial investment – the planning horizon may be several years or so. During this time, the youth requirement may well change, and if not, the group will certainly change, and tomorrow’s group project will definitely be physically different from todays. How then, can we possibly design tomorrow’s youth groups today?

 

The answer is that we cannot design future physical system because we do know the costs, capacities, speed, reliability, facilities and so on of emerging technologies. A nanosecond is a lifetime in youth group and exploit new products to achieve  the youth objectives as and when they become available and proven.

 

Thus, identifying: Where We Want To Be” requires that youth strategy and project are developed in unison. Thereafter, emerging problems will need to be exploited in order to physically achieve the youth goals within the planning horizon of the long term group strategy.

 

FIGURE 2: CLIMBING THE (GT)² STAIRS

 

                                                                                          W³2B

 

 

                                                      (GT)²

Youth Benefits

 

 

 

 

 

w³      W²R

 

       Now                                                                          Planning Horizon

 

‘(GT)²? GOING TO GET THERE?

The tactics  of  ‘Going To Get There’ which are adopted to implement a project  strategy should take into account.

• The high risks of failure and the causes of past disaster (W³)
• present and short-term problems, plus the time-scales within which they must be resolved (W²R)
• the moving target nature of the long-term objectives and project system design, particularly in light of emerging problems (W³2B)
• the priorities imposed by the group plan in terms of achieving   the youth benefits (competitive defenses/attack, return on investment (ROI) etc)

bearing in mind that the planning horizon  may be measured in years, the crucial, tactical choice is between a single, total implementation of the overall youth strategy , or a phased one. Most but not youth group opt for the latter because.

·        They will not ( or cannot) wait years for the project benefits

·        Longer projects are more difficult to manage, particularly  because they are more vulnerable to changing requirements

·        Management  of innovation recognizes that a ‘big deal’ is more difficult to sell than many ‘small deals’

·        Some pressing short-term  problems dictate that short-term solutions are vital ( or there may be long term)

Implementation tactics should be designed to achieve the appropriate phasing , as illustrated in Figure 2, “the staircase approach”.

 

Each step in the staircase represents a delivered application youth resource talents grants sponsors savings e.t.c) their ascending sequence often commences with emergency fixes to short-term problems, then to   build any necessary infrastructures to support the introduction of youth group in sequence of decreasing  benefits , until they comprises a total, integrated system. Of course some steps may be climbed simultaneously  and there may even be several staircases to  ascend, but  a phased approach helps to focus on “ the right applications being implemented at the right time and in the right sequence”

 

The group lifecycle is usually adopted for each step ( i.e an application or project) planning youth strategy further requires that the total project be partitioned into steps and the staircase be designed with due regard to the continuing availability of youth resources. Thus, the staircase is initially designed to support the project plan and may then be adjusted to satisfy youth groups and projects constraints. Further adjustments will also be made during its ascent due to project and group dynamics as previously mentioned.

 

W⁴?  WHERE WE WENT WRONG

Until we accept that the development of the information resource is an on-going purposeful and systemic activity- we will remain the worst sort of fools –experienced and ignorant. Success and failure are emergent rather than engineered. The primary focus of the management of youth project should be learn from and improve our products and practices.

 

During the last decade we have seen a blurring of industry boundaries, where blanks sell stocks, shares, insurance and mortgages, and credit cards are issues by wholesale deregulation has occurred in banking, air-transport, communications and the stock exchange.

 

The number of youths has increased, with a global 24 hours a day seven day week birth rate providing over population. We now inhabit a global business community, dominated by  teens and youth adults . the  First World  is an youth society with most of its un employed thus increasing the complexity of management   in a youth environment that is characterized  by complexity, simultaneity, asychronicity and decentralization.

Youth group, once sees as constraining and controlling liberating and empowering, there is general reorganization of information as a key resource or the ‘oil of the 21^st centuary’ youths are a key determination as worls depends on them. Youths are products considered to add to, and differentiate  products and services. New working practices such as desk sharing, home working individual learning, job sharing, contracting, and the  use of satellite offices are changing the nature of  youth future.

The world of the inter-cultural exchange  is changing  at a breakneck speed. each generation of  youth people supports  a new and improved generation of information systems. Youths management is broader and more complex and more certain indiscipline now than it has ever been.

A key lesson to be learned from the engineering youth groups is that failure is the key to success. Transferring the approach of learning from your mistakes from say building, where the cycles of failure and success take many years, to plan and development where changes almost, is difficult. As general principle, however, it is sound.

General professional and their clients have been making the same mistakes for decades, when as Brooks remind us “only an idiot makes the same mistakes twice”. At the very least, organizations should document and objectively analyze their major project system failures so as that they and others may learn the key to success.

 

CONCLUSION

These, and other tools, techniques and methods may be used within the framework given, to focus the mind on five key questions in turn. First, what is the historical background to the change process and what, in broad terms,  has been learnt from experience in terms of successes and failures? Second, what aspects of the current situation are likely to be relevant to the strategic decision making the process> third what are the objectives of the change of process?

Fourth, how  can experience, strength and opportunities be exploited and weakness and threat overcome, in order to progress  towards the stated objectives? Fifth, what have we learned from all our efforts?

 

Information is power and its the links between known and don't know,as youth its a time spent well trying to learn a new thing as well as talking to those who have done it before.