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INTERACTING WITH OTHERS
An interaction has verbal content and non verbal communication-gaze, gesture, expression, voice, volume, tone etc.
Zen and the Art of The One Page Business Plan
Planning is a dialog. It starts deep within you. When it’s appropriate... you will begin the process of exposing the dialog to your external world. The initial form may be written notes, informal discussions with people you trust. When it’s appropriate, you will expand the dialog to your community. The dialog will grow stronger... or die. Remember when your mother told you to mind your business... maybe she was right. Your life... is your business. Two questions: - Who are you? - Who will you serve? Planning your business... is planning your life. The process of thinking before doing... is planning. Everyone has plans... every day! Sometimes the plans are important enough to put in writing. The successful have concise, clear plans and take action on them... and they may be in writing.
Learn the 10 basic steps to change negative attitudes
Negative/ bad attitudes spread like viruses, from one individual to the next and can "infect" entire groups, communities and organizations. Once an attitude virus begins to spread, it becomes an epidemic in no time. Health suffers, productivity suffers, finances suffer, and the relationships suffer.

Other informal discussions Related Articles

Ending poverty means abandoning charity and accepting reality
Benin Mwangi, who blogs about doing business in Africa, asked me recently: "should the discussion be about how to get the informal sector to become part of the formal sector or should it be how to cater to the informal sector?" This in an excursion into the morass of African poverty and development. The short answer is: neither; ending poverty has nothing to do with the informal sector.

4.0 The state of women’s enterprises in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Currently, there is no comprehensive data on the number of women in the MSME sector, the size of their enterprises, or their distribution by sector. Only proxies are available. In NISS (1991) women accounted for about 35 per cent of informal enterprises. By 1995, it was estimated that the proportion of women in the sector could have risen to 70 per cent of the informal sector labour force. In a 2000 Economic and Social Research Foundation (ESRF) study, 55 per cent of the enterprises in the sample were owned by women (as reported in Mlingi, 2000, p. 89). Swisscontact (2003) estimated that women owned 43 per cent of MSEs.
10.2 Pre-start-up training: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Data from a 1997-98 training needs assessment of informal sector operators found that over 75 per cent of informal sector operators had primary education, while only seven per cent had attended vocational training courses. Most had acquired their skills in a variety of trades through apprenticeships or directly from their peers, but were unaware of the theoretical aspects (reported in Mlingi, 2000, p. 81). Only 5.3 per cent of the MSEs in the Swisscontact (2003) study had received any entrepreneurship training, and even fewer in new product technologies or costing and pricing. This suggests that most MSEs are “learning through trial and error” or from the practical know-how of other operators.
2.3 Looking for Financial Sustainability: Microfinance in Africa - Experience and Lessons from Selected African Countries
The technologies described above, based on the formalization of informal techniques and on group-based instruments, have been used to promote financial sustainability of MFIs. They have the advantage of addressing a number of problems faced by financial institutions when operating with the poor or with the informal sector, for example, asymmetry of information, lack of collateral, and difficult enforcement of legal rights.
Micro-enterprise and the 'mobile divide'
New benefits and old inequalities in Nigeria's informal sector
4.1.2 Enterprises with growth potential: The demand for training
Most training strategies in the informal sector have targeted manufacturing microenterprises that are considered to have some growth potential. However, even within this relatively better-off segment of the informal sector, the effective demand for training has frequently been found to be quite limited.
Zen and the Art of The One Page Business Plan
Planning is a dialog. It starts deep within you. When it’s appropriate... you will begin the process of exposing the dialog to your external world. The initial form may be written notes, informal discussions with people you trust. When it’s appropriate, you will expand the dialog to your community. The dialog will grow stronger... or die. Remember when your mother told you to mind your business... maybe she was right. Your life... is your business. Two questions: - Who are you? - Who will you serve? Planning your business... is planning your life. The process of thinking before doing... is planning. Everyone has plans... every day! Sometimes the plans are important enough to put in writing. The successful have concise, clear plans and take action on them... and they may be in writing.
Impact and Influence in Negotiation – See How They Plan and Organise
For people to be influenced by you and for you to have personal impact in negotiations, discussions and meetings they need to “buy” what you have to “sell”. This article is about how they organise things and the amount of structure they seem to like. This is of vital importance not only in the meetings and discussions themselves but in any plans for the future – what happens after agreement has been reached and the discussions move to implementation.
Impact and Influence in Action – Make Sure Everyone Knows Where You’re Starting From
It’s important to set the scene for the discussions and make sure everyone is clear about the agenda. The danger here is that the need to get what you want or to resolve the issue means you jump straight into problem solving mode and discussions become about what needs to happen to move things to a conclusion. Just as important is clarifying what current reality is right now. It might not be where you or “they” would like to be but it is where you are in reality and thus is the starting point.
How do CEOs think?
I travel regularly to meet our customers. Normally, we work with the VP Engineering and the CTO of product Companies. I meet them regularly and most of the time our meetings are technical discussions or discussions about specific projects we may be working on. As the market was slow, most of our customers were not in a position to discuss specific projects. Most projects were on hold, and our customers were under pressure from their CEOs and Boards to reduce costs. This meant that they were pushing us for rate discounts.
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