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over again and expecting different results This is the trap in which business nds itself with regard to compliance How much falls through the gap between the ways people conduct themselves and the rules How much time and confusion does the need for external regulation by a management-oriented bureaucracy create around every decision or initiative Organizations spend 98 percent of their time and enforcement resources on the 2 percent of their employees responsible for compliance failures, and still have not substantially reduced those failures Herein lies the essential aw in informed acquiescence cultures: the gap between people and what s expected of them, people and the rules, and people and what their boss wants Gaps are the inevitable end result of external governance It s like an arms race, said Lankler.

You can keep tightening the controls, but businesses will get more aggressive and try to gure out a way around them; then you tighten the controls more and hire more people to enforce them, and they get even more aggressive, and it never ends Self-governance closes the gap It puts 100 percent of your resources into 98 percent of your organization, giving them the inspiration, trust, and opportunity to achieve at their highest level Why will employees do the right thing They will do the right thing because in self-governing cultures, not to do the right thing no longer betrays just the company; it betrays the individual s own values Rules control and limit how we do what we do; only values-based self-governance can simultaneously control behavior and inspire us to do more When companies and workers align on values, workers then act on their own beliefs.

Nothing is more powerful than that Betraying oneself brings distraction, those pesky little voices in your head that cause friction and diminish your productivity and effectiveness (We ll discuss the non-compliance percent in a few pages) Values-based self-governance creates a culture of consonance Imagine how much can be gained by eliminating dissonance at the very core of corporate governance and creating a culture of consonance The time, energy, and expense formerly dedicated to closing the gap between the individual and the corporation disappears To me, said Lankler, what I want to be saying to our sales force is, I m not interested in rules and policies and procedures and restrictions anymore I m not interested in bounds, what you can do, what you can t do.

9 illustrates an accounting or credit control dialogue that might occur between an accounting client and an accounting server This example is based on the charging of a streamed service to a prepaying subscriber, and also utilizes many of the mechanisms described in the preceding sections; for example, rating (to determine the service cost; and to translate this into a number of units to be metered by the service element), charging rules (to in uence the charging behavior of the access network), and revenue sharing OSA (Open Service Access) de nes a set of APIs enabling external applications to interact with a network s service capabilities One of these APIs supports contentbased charging, also supporting reservation and direct debit models [10] (OSA API speci cations are aligned with and functionally identical to those of the Parlay Group).

You people get it, you are big boys and girls, you have integrity, you understand that we expect you to do the right thing We don t have.

Uncompressed images can be large. Consider Table 37-1, which compares image dimensions, number of colors, and file size for some sample uncompressed images. As you can see, with file sizes like this, you would have to limit yourself to mighty tiny images, or two-color, such as black and white, images. Or, you could compress the files.

Every dialog box that you create will probably have at least one CommandButton. Usually, you ll want to have a CommandButton labeled OK and another labeled Cancel.

Log in to your wireless router s con guration utility, as follows: a. Make sure you are connected to your wireless network. Test this by hovering your mouse pointer over the wireless icon located in the lower-right corner of Windows. A message indicates your connected status. b. Open a Web browser like Internet Explorer. If your router is not connected to the Internet, your browser will not nd a valid Web page. Instead, it displays an error message that says something like Page cannot be displayed or Page not found. c. In your Web browser s address window (the place where you usually type the name of a website you want to visit), type your router s IP address, and then press the Enter key. Do not type http:// or www. Instead, only type the number for your IP address. d. A login box appears. If you created a username and password when initially setting up your router, type them into the login box. If you didn t create a username or password, look for the default ones listed in your wireless router s instructions or manual.

To see an add-in that does not declare its functions as Private, install Microsoft s Lookup Wizard add-in. Then click the Insert Function button. You ll find more than three dozen nonworksheet functions listed in the User Defined category of the Insert Function dialog box. These functions are not intended to be used in a worksheet formula.