Industrial Books

The only addition I would have liked would have been a discussion of horizontally mounted PCB's and how heat transfers from these boards.

A great read.

I recommend this book to anyone brave enough to attemp thermal qualification of any type of electronic system, and many "real life" lessons are to be learned. A must in your collection of "got to have" titles !!!

This book gave me the insight, in simple terms, to learn my way of living up to any principle I choose, and then to determine if it really is a good principle for my work or the kind of leader I want to be.

The book teaches you how to work with your own best inherent desires and abilities in order to develop all the ideas, successful habits and best practices you will need. Not someone else's that they self-righteously prescribe for you, but your own genuine best.

So this is not about trying to implement the latest fad in how to be a highly successful professional and leader. This book is about a simple, elegant way of discovering and learning to be your best.

After Gallwey finished his English study at Harvard University in the nineteen seventies, he went to work as a tennis coach. Doing that, he discovered that nearly all his pupils tried very hard to improve one aspect of there play that they did not like, for instance their backhand. They expected Gallwey to give them the remedy for their problem. First, this was exactly what he did: "hold your racket like this, stand there, hit the ball then", etc. He instructed pupils but noticed that they showed resistance to his instructions and that their learning did not go well. Then he noticed, to his surprise, that the performance suddenly was better when pupils stopped trying so hard to correct their mistakes but instead just played tennis for fun. Based on this observation that the 'forced mode' of learning was less effective than the `natural' mode Gallwey built his approach. His book `The Inner Game of Tennis' became a bestseller.

Gallwey proposed that the ineffective, instructive dialogue between coach and pupil also existed within the head of the pupil. While playing, the pupil continuously gave himself instructions and comments: "that was really bad, hold your racket like this, do this, don't do that" etc. Gallwey called the coach inside the pupils head SELF-1. In Gallwey's words: SELF-1 is the collection of internalised voices from the outside world. To whom then did this internal coach speak? According to Gallwey it spoke to the person him or herself. He called this spoken-to self the SELF-2. The best learning took place when SELF-1 was turned off. How is this possible? Gallwey's answer: While SELF-1 is busy giving vague and (too) simple instructions, SELF-2 is doing something infinitely more complex and precise: computing the curve of the ball, instructing muscle groups, taking into account the wind speed, the speed of the ball, etc.

Gallwey concluded that SELF-1 was a from of interference that led to nothing else than an underutilization of the person's potential. In other words: Performance = Potential - Interference. In still other words: don't let SELF-1 distract you from your task and goal!

Gallwey formulated a different, more effective and more elegant way of coaching aimed at achieving three things: 1) Awareness: by letting SELF-2 do its work the pupil can focus on collecting information on the critical variables in the task (where is the ball landing? How fast is it going? How is it influenced by the wind? etc) which leads to a greater awareness of the task; 2) Choice: it is essential that the pupil determines what he or she wants to achieve. Without this choice there is no direction and focused attention is impossible; 3) Trust: trust yourself. This goes for both the coach and the pupil. This refers to the confidence that SELF-2 will be capable of fulfilling the task.

Galwey gradually started to apply his approach to others field that tennis: golf, skiing, music and ...work. He noticed that the effects were the same. For instance: a salesman who stopped instructing and commenting himself became more effective. In seminars Gallwey draws a triangle with on the corners the words: performance, learning en enjoyment. Gallwey claims that each of these are of great importance in work and that they are dependent on each other. When you neglect enjoyment, this will eventually also lead to performance problems. What Gallwey says about the relationship between performance and learning is interesting. Performance leads to an observable change in the external world. Learning, however, establishes a change within the person who learns. It is precisely because of this that learning results are hard to measure. Enjoymentis important according to Gallwey because it refers to the relationship the person has to him or herself. If you appreciate yourself, you won't deny yourself enjoyment for a prolongued period.

Since his discovery Gallwey's most important ambition has been to let himself and others enjoy the freedom to express in their work who they really are and what they really want. He says that human freedom is nowhere more constrained than in the world of work. Nowadays, the most prevailing experience of work even seems to be: someting I'd rather not be doing if I had a choice. Gallwey says that striving for freedom at work is not the same as wanting to avoid responsibility or bosses. It is about choosing a way of working which shows responsibility to oneself. A way which is aligned with your choices and values. Gallwey uses the word 'conformity' to describe the situation when an individual gives priority to extranl demands above his internal fire. Doing this brings the security of doing and being like others but it puts out our internal fire and it diminishes our chance of satisfaction. If life decisions are based on external demands instead of internal demands, someting of the greatest value can be lost. The conflict between external and internal voices seems unfair. There is constant pressure from the outside world to conform. Sanctions, corrections, instructions, rewards, etc. are everywhere. The external world is so large and the internal so small. But the internal has one advantage: it is always there. An important step would be to understand why conformity is so attractive to us and how it affects our way of working. As an alternative to conformity Gallwey names its opposite 'mobility': the freedom to move in any direction without self-restriction.

The central idea in this book is that there is a better way of thinking about working and learning that comes down to giving more priority to our inner capacities and whishes and less to external expectations, norms and instructions. I think this is a valuable book. The author gives good and convincing examples of the inner game, for instance applied to the field of sales. In this time of extreme change good and new ideas about how people can learn and perform are wellcome. Gallwey delivers this.

I could immediately relate to the book's ideas, because both my tennis and golf performances are hindered by the critical stream of commentary that flows in my head as I play these sports. Occasionally, I quiet the criticism and I play much better.

To me, the explanation of how to help someone improve their tennis or golf games, or do their work better was a real eye opener. If you encourage someone to simply notice what is going on during the performance of the act (where they strike the ball relative to their feet in tennis, the lie of the ball in golf, or the important circumstances of the work environment), the person will quickly and easily find their own solutions to becoming more effective. That made sense to me because I have been operating without taking golf lessons for about a year and a half now, and many parts of the game have improved in major ways. I have taken charge of making my own diagnoses of what I need to do differently, and have learned a lot that I did not grasp from taking lessons. That experience validated the author's approach for me.

The other reason it made sense is that in my own coaching activities with business executives about their work, I always find that people know the answer to their own issues if you can give them a more helpful focus to open their minds and help them recall information that they have observed in other contexts. That is exactly the coaching method that Mr. Gallwey describes in this book.

The model here is that our conscious minds tend to focus on harmful criticism that provides limited useful information about what we should be doing. On the other hand, our subconscious minds are very good at directing us when we let loose of the chatter from our conscious minds.

Mr. Gallway takes that observation and builds methods to help you set inspiring, authentic, and meaningful goals for learning, gaining experience, and becoming more productive. He gives you tools to shift you focus away from the concerns of the conscious mind, and how to coach others to do the same in their learning. He then links all of this to creating conscious choices to change your direction and behavior in ways that serve you better. To make this last step easier, he provides several alternative perceptual analogies to encourage you. The book has a series of effective exercises you can do to pursue those analogies. The book also provides many examples drawn from the author's consulting experiences to help bring the points home. I am sure that many of these will strike a familiar bell with you.

I plan to cite this book in my future writing, because it is an important contribution to how we can reestablish the wonderful learning capability we all had as children, in a way that is appropriate for adults.

Be sure to share this book with others you care about so you can learn to coach each other, as a way to reinforce your progress toward nonjudgmental learning. That will be a 2,000 percent solution for you both!

I also suggest that you reread this book from time to time . . . especially if you find that you are not accomplishing things as easily and as joyfully as you would like.

After the Rapid changes of Internet Age, Globalization is the next development in the coming decade. But it makes more competition and prices down in the Global markets. All the traditonal and industrial products are over supply than demand in these two years.

When you think back on the rapid development in Computer and Internet business since year 2000, they have over one time growth for every 18 months and the price is down for 50%. Thus, it makes the competition are so quicky and fast in year 2002 or even in the coming decade.

" Post Industrial Era " is coming now. It means that all the industrial products are over supply in the Global markets. Now we are needing the Elite people and knowledge workers to help all industries to re-fresh and re-build their new roads. High-tech skills and people are welcome in the developmet of Globalization.

New Business models and E-business structures are the only way for us to go and keep on running in the year 2003!

In order to keep your business in the rapid growth of the global markets, please try to absorb more Elite people in your Corporation in time.

After the Rapid changes of Internet Age, Globalization is the next development in the coming decade. But it makes more competition and prices down in the Global markets. All the traditonal and industrial products are over supply than demand in these two years.

When you think back on the rapid development in Computer and Internet business since year 2000, they have over one time growth for every 18 months and the price is down for 50%. Thus, it makes the competition are so quicky and fast in year 2002 or even in the coming decade.

" Post Industrial Era " is coming now. It means that all the industrial products are over supply in the Global markets. Now we are needing the Elite people and knowledge workers to help all industries to re-fresh and re-build their new roads. High-tech skills and people are welcome in the developmet of Globalization.

New Business models and E-business structures are the only way for us to go and keep on running in the year 2003!

In order to keep your business in the rapid growth of the global markets, please try to absorb more Elite people in your Corporation in time.

After the Rapid changes of Internet Age, Globalization is the next development in the coming decade. But it makes more competition and prices down in the Global markets. All the traditonal and industrial products are over supply than demand in these two years.

When you think back on the rapid development in Computer and Internet business since year 2000, they have over one time growth for every 18 months and the price is down for 50%. Thus, it makes the competition are so quicky and fast in year 2002 or even in the coming decade.

" Post Industrial Era " is coming now. It means that all the industrial products are over supply in the Global markets. Now we are needing the Elite people and knowledge workers to help all industries to re-fresh and re-build their new roads. High-tech skills and people are welcome in the developmet of Globalization.

New Business models and E-business structures are the only way for us to go and keep on running in the year 2003!

In order to keep your business in the rapid growth of the global markets, please try to absorb more Elite people in your Corporation in time.

After the Rapid changes of Internet Age, Globalization is the next development in the coming decade. But it makes more competition and prices down in the Global markets. All the traditonal and industrial products are over supply than demand in these two years.

When you think back on the rapid development in Computer and Internet business since year 2000, they have over one time growth for every 18 months and the price is down for 50%. Thus, it makes the competition are so quicky and fast in year 2002 or even in the coming decade.

" Post Industrial Era " is coming now. It means that all the industrial products are over supply in the Global markets. Now we are needing the Elite people and knowledge workers to help all industries to re-fresh and re-build their new roads. High-tech skills and people are welcome in the developmet of Globalization.

New Business models and E-business structures are the only way for us to go and keep on running in the year 2003!

In order to keep your business in the rapid growth of the global markets, please try to absorb more Elite people in your Corporation in time.

After the Rapid changes of Internet Age, Globalization is the next development in the coming decade. But it makes more competition and prices down in the Global markets. All the traditonal and industrial products are over supply than demand in these two years.

When you think back on the rapid development in Computer and Internet business since year 2000, they have over one time growth for every 18 months and the price is down for 50%. Thus, it makes the competition are so quicky and fast in year 2002 or even in the coming decade.

" Post Industrial Era " is coming now. It means that all the industrial products are over supply in the Global markets. Now we are needing the Elite people and knowledge workers to help all industries to re-fresh and re-build their new roads. High-tech skills and people are welcome in the developmet of Globalization.

New Business models and E-business structures are the only way for us to go and keep on running in the year 2003!

In order to keep your business in the rapid growth of the global markets, please try to absorb more Elite people in your Corporation in time.

David Hoyle has over 30 years experience in quality Management and has authored or co-authored more than five books on ISO 9000. He is also the director of Transition Support, a firm that provides training and consulting in business improvement.

The book is easy to understand and is suitable for students, managers, instructors as well as auditors. The novice ISO practitioner as well as the seasoned ISO 9000 enthusiast will find this book a valuable tool when implementing ISO 9000 quality management systems. For those making the transition from the 1994 version of the standard, this book helps to point out the changes from the 1994 to the 2000 standard.

The standard has changed considerably. In the 4th edition, the meaning of each of the requirements of the ISO 9001:2000 standard is explained in detail and some of the sometimes confusing ISO language is clarified. The author explains why each of the requirements is necessary. He shows how each requirement links to the eight quality management principles on which the ISO 9001:2000 standard was based. The book gives practical guidance on implementing each requirement. This is the strong point of the book.

After introducing some basic quality concepts, the book explains the role, the origins and application of the ISO 9000 family. The succeeding chapters, 4 through 8, correspond to each of the five sections of the standard. This makes it easy when looking for help in understanding and implementing a certain requirement of the standard.

The 4th edition has a summary, a questionnaire that provides food for thought for the reader, and a list of references at the end of each chapter. A glossary and a list of related websites are included in the appendix.

The 4th edition of ISO 9000 Quality Systems Handbook will find a permanent place on your desk. Auditors will find this book indispensable.

Everybody should understand first and implement after and that's the purpose of this book: to deeply understand the standard in order to create or transform your management system (and by this way the quality system) into a customer driven management system

The strategies outlined in this book will help the IT department become a partner with functional business units in delivering solutions that address burning business problems. The focus shifts to providinig measurable value to the business as opposed to implementing unified and elegant technologies.

This is different. Too often, articles talk about how to make changes happen in an organization make deep studies on how people in organization will response and how the reader should do accordingly - without changing the reader/pioneer's stand. This one brings the topic back to what readers may improve in future actions.

Maybe the best book on the subject I've ever read. Much more accessible than theoretical texts currently available which I find cumbersome and difficult to plow through. This was a joy.

I only wish my friends would buy their own copy.

In particular, the chapters on the change cycle and the benefits we get in NOT changing were especially useful and thought-provoking.

My only problem was everyone who picked up my copy wanted to take it with them.

Finally we may play with the "building blocks of matter" we've been hearing so much about. Here is an instruction manual, detailing the Elements, and their Interactions, while at the same time suggesting possible Design Models for construcion.

Curious about the subject?
Start with Drexler's Engines of Creation, instead. Maybe some other collections of theoretical applications to whet your appetite. Come back to this when you begin to see a bigger picture.

Know some, want to know more?
Definately read. But be warned, it is quite techincal when it is not being necessarily vague. This is a halmark. The basis of this book was Drexler's thesis for his doctorate in Molecular Nanotechnology, the first awarded (MIT 1991, I believe).

Serious about the topic?
You already have access to a copy...or should.

You might very well be able to download significant portions from Foresight's website (it's an org.anization, not a com.mercial); but I would suggest supporting them with at least the price of the book. They seem to be committed to developing this Potential responsibly.

Your book is an excellent guide. Thank you for inviting me to the field of nanotechnology.

Sincerely,

Kenneth L. Buckingham, Founder Tiny Technology, Inc.