Weather forecasters appear to be „economically sensitive“ in that they provide more-accurate forecasts for more-populous cities, according to a study of U.S. weather by Nejat Anbarci of Deakin University, Australia, and a team of researchers.
For example, a 10% increase in population improves the National Weather Service’s „hit rate“—the proportion of correct forecasts—by 2.5 percentage points, with the effect being even greater for private weather services such as AccuWeather. With forecasts affecting plans for a range of activities, including power generation and the shipping of goods, the cost of an inaccurate forecast is estimated to be about 5.25 cents per person per day, the researchers say.
Es gibt Termine die man nicht versäumen sollte…
Auch heuer laden wir Sie/Dich zum alljährlichen vorweihnachtlichen Punsch-Trinken bei uns im Innenhof unseres Büros in Steyr ein. Bei hervorragendem Punsch, Glühmost sowie alkoholfreiem Punsch und den ersten selbst gebackenen Weihnachtskeksen werden wir einen netten Abend verbringen.
Am 29. November 2012, ab 17:00 Uhr bei Voithofer + Partner, Handel-Mazzetti-Promenade 4, 4400 Steyr.
Wir freuen uns auf ein geselliges Beisammensein mit Kunden und Freunden.
Mit Ihnen/Dir gemeinsam wollen wir anstoßen und uns für das entgegengebrachte Vertrauen bedanken.
Open House & „Bring your Friend!“: Es freut uns jene Menschen kennen zu lernen, die Sie uns gerne vorstellen möchten! Einfach mitbringen, plaudern, den Abend gemeinsam genießen …
Many managers rely on gut instinct to make important decisions, which often leads to poor results. On the contrary, when managers insist on incorporating logic and evidence, they make better choices and their companies benefit. Here are three ways to introduce evidence-based management at your company:
Demand evidence. Whenever anyone makes a compelling claim, ask for supporting data. Don’t take someone’s word for it.
Examine logic. Look closely at the evidence and be sure the logic holds up. Be on the lookout for faulty cause-and-effect reasoning.
Encourage experimentation. If you don’t have evidence, create some. Invite managers to conduct small experiments to test the viability of proposed strategies and use the resulting data to guide decisions.
No leader improves without feedback. But getting people to be honest about your performance isn’t always easy. Give your team a way to supply you with the candid information you need to change by asking them these three questions:
- What should I stop doing? Ask which behaviors stand in your way of success.
- What should I keep doing? Inquire about what you do right, and should continue to do.
- What should I start doing? Once you’ve stopped unproductive behaviors, you’ll have more time and energy for new behaviors.
When a project or meeting gets difficult, it can be tempting to power through to try to get it over with. But it’s better to do the same you might do for a slow-moving computer: shut it off and wait a minute.
Give yourself the opportunity to regain your composure. In a meeting that’s going nowhere? Take a break. Not making headway on that proposal you need to write? Take a walk. During the break, don’t think of new strategies or arguments. By taking yourself out of the situation, you allow your brain to rest so that when you return—with a fresh perspective and a calm mind—you are more likely to find a new solution.
