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WWW.OFFICE.COM/SETUP BLOGS: INTRODUCTION www.office.com/setup Blogs: PowerPoint allows you to add audio to your presentation. For example, you could add background music to one slide, a sound effect to another, and even record your own narration or commentary. You can then edit the audio to customize it for your presentation. Optional: Download our practice presentation. Watch the video below to learn more about inserting audio in PowerPoint. TO INSERT AUDIO FROM A FILE: In our example, we'll insert an audio file saved locally on our computer. If you'd like to work along with our example, right-click this link to our example file and save it to your computer (music credit: Something Small (Instrumental) by Minden, CC BY-NC 3.0). From the Insert tab, click the Audio drop-down arrow, then select Audio on My PC. Inserting audio from a file - www.office.com/setup Locate and select the desired audio file, then click Insert. Selecting the desired audio file - www.office.com/setup The audio file will be added to the slide. The inserted audio file - www.office.com/setup RECORDING YOUR OWN AUDIO Sometimes you may want to record audio directly into a presentation. For example, you might want the presentation to include narration. Before you begin, make sure you have a microphone that is compatible with your computer; many computers have built-in microphones or ones that can be plugged in to the computer. TO RECORD AUDIO: From the Insert tab, click the Audio drop-down arrow, then select Record Audio. Clicking Record Audio - www.office.com/setup Type a name for the audio recording if you want. Renaming the audio recording - www.office.com/setup Click the Record button to start recording. Clicking the Record button - www.office.com/setup When you're finished recording, click the Stop button. Clicking the Stop button - www.office.com/setup To preview your recording, click the Play button. Previewing the recording - www.office.com/setup When you're done, click OK. The au

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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

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