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A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, "Nothing." His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, "Is he alright?" It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings. This story captures much of the sense of the responses to this month's question about why managers don't think deeply. The list of causes was much longer than the list of proposed responses. But in the process, some other questions were posed. Ben Kirk kicked off the list of reasons for the phenomenon when he commented, "… what rises to the top levels are very productive and very diligent individuals who tend not to … reflect and are extremely efficient at deploying other people's ideas," implying that this type of leader is not likely to understand, encourage, or recognize deep thinking in others. Adnan Younis added the possibility that "… managers are not trained for it." Dianne Jacobs cited the possibility that persisting assumptions borne out of success serve as "roadblocks to act on needed change" (proposed by those who engage in deep thinking?). Ulysses U. Pardey, whose comment triggered my recollection of Tony Athos, wrote that "Time-for-thinking is a special moment which can be resource consuming and an unsafe activity …" (Fortunately, Athos held a tenured position in an academic organization.) A number of comments alluded to the triumph of bureaucracies and large organizations over deep thinking. As Lorre Zuppan said, "I think Jeff Immelt's efforts to protect deep thinking reflect a nice sentiment but … If his team could carry the ball, would he need to announce that he's protecting it?" Tom Henkel was more succinct: "Ther

www.office.com/setup Blogs: Sway: Microsoft Office presentation software. PowerPoint: Microsoft Office presentation software. So what's the difference? You're watching Jeopardy! when the presenter utters the following answer in keeping with the game show's famous format: "A software tool from Microsoft for creating presentations, web-based reports and projects." Quick as a flash you spit out the question in unison with the contestant: "What is PowerPoint?" To your astonishment, presenter Alex Trebek shakes his head and utters a curt "No". The correct question was "What is Sway?" To the best of our knowledge, that scenario has yet to surface on the American quiz show, but it's hypothetically possible. After all, there are a number of similarities between PowerPoint and Sway on first inspection: Both are part of Microsoft Office Both can be used to create rich presentations Both support multimedia including video, audio and images Both feature customisable templates There's no disputing that there are areas where PowerPoint and Sway overlap. But if you're thinking Sway is just a web-based clone of PowerPoint, think again - each piece of software has highly specific functions. It's well worth familiarising yourself with the differences between the two, cos if you Sway when you're meant to PowerPoint, you're gonna have a bad time. POWERPOINT IN A PARAGRAPH As the world's preeminent slideshow software, PowerPoint requires no introduction. From classroom projects to delivering keynote addresses, Microsoft's easy to use presentation software has graced overhead projectors on every continent. Slides; audience handouts; speaker's notes. Whatever you choose to create and however you choose to deliver your story, PowerPoint makes it simple. SWAY IN SUMMARY Sway is an online presentation and storytelling app that's free for anyone with a Microsoft or Office 365 account. The newest addition to Microsoft Office, Sway helps

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