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Listen and follow up with a question responding to what they have said: Which areas did you enjoy most Continue the process of listening and responding, then narrow down to speci cs with more direct questions: What was it in particular that made that dif cult for you Probe and ask for clari cation to get information straight: Are you saying that the problem was lack of training Summarize brie y what you have heard: So you achieved a lot in that position, but you feel you were less ef cient than you could have been with a better-trained team This process of opening up a topic and then narrowing it down to chunks of clearly examined information is known as the interview funnel.

The typical printing scenario is that you choose File Print from a program s menu bar, or press Ctrl+P, to print whatever document you re viewing at the moment. But as you ve seen in this chapter, there s more going on behind the scenes, and things you can do to manage your print jobs. To whit: Every document you print is a print job, temporarily stored in a print queue. To open the print queue, double-click the printer icon in the Notification area, or the printer s icon in the Printers and Faxes folder. To manage print jobs in the queue, right-click any job and choose an option from the shortcut menu. To cancel all documents that are waiting to be printed, choose Printer Cancel All Documents from the print queue s menu bar. To install new fonts for your screen and printed documents, choose File Install New Fonts from the menu bar in the Fonts folder.

Once you have summarized at the end of a funnel, you are poised to open your next funnel, using your prepared list of topics to ensure that you cover all the areas planned (In the series above, the interviewer could now move on to explore the candidate s approach to responsibility taking: did this person try to do anything to remedy having untrained staff ; if not, why not ) When a job interview fails to produce an accurate assessment of a candidate s suitability, it is usually because the interviewer has accepted what they said at face value, without clarifying particulars Often this is because the interviewer is mentally jumping ahead and thinking up their next question rather than paying attention to the candidate Don t proceed so fast You cannot think of a follow-up question until you have heard what the candidate has to say.

The direction of questioning all the time needs to be to get down to what this person actually did in a given situation, how they behaved, what shaped their thinking Your job is to get beyond the vague generalizations that leave the interviewers making decisions on the basis of assumptions, not information: You say you were responsible for the day-to-day running of the department What did those responsibilities consist of The answer needs to address what tasks the candidate undertook personally and what were delegated; who the staff were, whether they reported to the candidate, who hired them; who controlled the budget, how much discretion in decision.

A relation that transforms all the entities in one step is Rel (p) (M1, M2) M1.Entity = M2.Entity e : M1.Entity e.nameM2 = p + _ + e.nameM1 Relations that represent transformations are normally:

The Filmstrip view is available only in folders that contain pictures, such as your My Pictures and Shared Pictures folders. A folder that contains anything other than pictures most likely won t offer a Filmstrip view. The Filmstrip view displays each picture in a strip along the bottom of the window. Use the horizontal scroll bar at the bottom of the window to look through all your icons. To see an enlarged version of any picture, select that picture s icon. If you use double-clicking to open icons, click on a picture to select it. If you use single-clicking, just rest the mouse pointer on an icon for a moment to select it. The preview area up top will give you a better look at the selected picture, as in Figure 3-18.