Special Lubrication And High Performance Lubricants
Special Lubrication is applied between two moving surfaces to reduce the friction and wear between them. The purpose of these special lubricants is to replace dry friction with either thin-film or fluid-film friction, depending on the load, speed, or intermittent action of the moving parts. Thin-film lubrication, in which there is some contact between the moving parts, usually is specified where heavy loads are a factor. In fluid, or thick-film, lubrication a pressure

2 Terrible Myths About Meetings
People have found numerous ways to ruin a meeting. Here are two myths that make everyone uncomfortable.1) Endurance implies strength.Back in the days of saber tooth tigers and walking to work, physical toughness was essential for survival. Now, modern managers have found a twisted way to apply this in meetings.It works like this: First the participants drink huge amounts of coffee. Then they lock themselves in a conference room while they carry on

The Modern Viking - Adventurous Enterprises Have Long Legacies
Consider the following story, not as a paradigm for business ethics, but as a template for the cultivation of an adventurous spirit. We are the product of our parents and their parents. Our children's entrepreneurial success is largely in our hands.With bold and bloody hands, the Nordic chieftain took me up. Well, not me, but my progenitor, full 40 rungs below me on the ladder. He solemnly squeeze-shut his eyes to recite the ancient, potent lay: Analysis is the methodology we use to identify who are the key people who have to be on our side and supporting us to ensure that our project succeeds.

The benefits of using a “stakeholder-based approach” are:

• Stakeholders tend to have opinions which may be sought earlier in the project cycle than later. Their knowledgeable input early in the project life, can improve the quality of the project, and give them a sense of ownership in ensuring the project actually happens successfully.

• In gaining support from the more powerful stakeholders we can gain access to more resources – financial, time based and people based.

• When we involve the stakeholders on a regular basis, even if is simply reporting on progress to them, we ensure that they understand what we are doing and are kept abreast of the project status and benefits. If and when we need their active support they are already “on side”.

• We can predict what stakeholders’ reactions to our project may be and ensure that we are actively marketing the project in a way that will win their support.

The first step is to identify who the key stakeholders for a particular project are. Brainstorm in a group if possible, who will be impacted upon by the project. Local government, regulators, unions, employees, customers, special interest groups, neighbouring sites, businesses, Trades people, contractors, investors, managers, suppliers, financiers/banks, the press, etc. Stakeholders may be either an organisation e.g. a trade union, or an individual e.g. the trade union delegate.

The next step is to work out their power and influence over and interest in the project. This activity ensures that we know who we should focus and prioritise our attention, marketing and communications. To create a power interest grid, on a page draw an X and Y axis. Label the y axis, “power” and the x axis “interest":

Where the axes meet, mark both “low” and at the extremity of each axis mark “high”

Now from our list of interested parties, we mark on the grid, where each person/organisations level of power vs. interest is.

Those who we identify as having high power and low interest will need nurturing and attention.

However those who we identify as high power and high interest will need to be marketed to early and regularly in a way which allows them to continue to see the advantages of the project to them. To do this, we ensure that we develop a good understanding of the most important stakeholders so t

ople based.

• When we involve the stakeholders on a regular basis, even if is simply reporting on progress to them, we ensure that they understand what we are doing and are kept abreast of the project status and benefits. If and when we need their active support they are already “on side”.

• We can predict what stakeholders’ reactions to our project may be and ensure that we are actively marketing the project in a way that will win their support.

The first step is to identify who the key stakeholders for a particular project are. Brainstorm in a group if possible, who will be impacted upon by the project. Local government, regulators, unions, employees, customers, special interest groups, neighbouring sites, businesses, Trades people, contractors, investors, managers, suppliers, financiers/banks, the press, etc. Stakeholders may be either an organisation e.g. a trade union, or an individual e.g. the trade union delegate.

The next step is to work out their power and influence over and interest in the project. This activity ensures that we know who we should focus and prioritise our attention, marketing and communications. To create a power interest grid, on a page draw an X and Y axis. Label the y axis, “power” and the x axis “interest":

Where the axes meet, mark both “low” and at the extremity of each axis mark “high”

Now from our list of interested parties, we mark on the grid, where each person/organisations level of power vs. interest is.

Those who we identify as having high power and low interest will need nurturing and attention.

However those who we identify as high power and high interest will need to be marketed to early and regularly in a way which allows them to continue to see the advantages of the project to them. To do this, we ensure that we develop a good understanding of the most important stakeholders so t

al government, regulators, unions, employees, customers, special interest groups, neighbouring sites, businesses, Trades people, contractors, investors, managers, suppliers, financiers/banks, the press, etc. Stakeholders may be either an organisation e.g. a trade union, or an individual e.g. the trade union delegate.

The next step is to work out their power and influence over and interest in the project. This activity ensures that we know who we should focus and prioritise our attention, marketing and communications. To create a power interest grid, on a page draw an X and Y axis. Label the y axis, “power” and the x axis “interest":

Where the axes meet, mark both “low” and at the extremity of each axis mark “high”

Now from our list of interested parties, we mark on the grid, where each person/organisations level of power vs. interest is.

Those who we identify as having high power and low interest will need nurturing and attention.

However those who we identify as high power and high interest will need to be marketed to early and regularly in a way which allows them to continue to see the advantages of the project to them. To do this, we ensure that we develop a good understanding of the most important stakeholders so t

“interest":

Where the axes meet, mark both “low” and at the extremity of each axis mark “high”

Now from our list of interested parties, we mark on the grid, where each person/organisations level of power vs. interest is.

Those who we identify as having high power and low interest will need nurturing and attention.

However those who we identify as high power and high interest will need to be marketed to early and regularly in a way which allows them to continue to see the advantages of the project to them. To do this, we ensure that we develop a good understanding of the most important stakeholders so that we can predict how they may respond. This allows us to work out how to win their support.

To get an easy to use visual report on stakeholders and their impact on the project, we can colour code the Power interest grid. Potential project blockers or critics can be coded in red; Project supporters can be coded green, those who are perceived to be neutral can be coded orange.

When unsure about the consequences then it may actually be useful to talk to the stakeholders and ask them! Most people are open with opinions and this is a first step in building a successful relationship with them.