How to analyze yourself

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Political cartoons use imagery and text to comment on a contemporary social issue. They may contain a caricature of a well-known person or an allusion to a contemporary event or trend. [1] X Research source By examining the image and text elements of the cartoon, you can start to understand its deeper message and evaluate its effectiveness.

How to analyze yourself

Common Symbols in Political Cartoons

Uncle Sam or an eagle for the United States
John Bull, Britannia or a lion for the United Kingdom
A beaver for Canada
A bear for Russia
A dragon for China
A sun for Japan
A kangaroo for Australia
A donkey for the US Democratic Party
An elephant for the US Republican Party

How to analyze yourself

  • Many political cartoonists will include caricatures of well-known politicians, which means they’ll exaggerate their features or bodies for humor, easy identification, or to emphasize a point. For example, an artist might make an overweight politician even larger to emphasize their greed or power.

How to analyze yourself

  • For example, if the cartoonist shows wealthy people receiving money while poorer people beg them for change, they’re using irony to show the viewer how wrong they believe the situation to be.

How to analyze yourself

  • For example, the stereotype of a fat man in a suit often stands for business interests.
  • If you’re analyzing a historical political cartoon, take its time period into account. Was this kind of stereotype the norm for this time? How is the artist challenging or supporting it?

How to analyze yourself

Text in Political Cartoons

Labels might be written on people, objects or places. For example, a person in a suit might be labeled “Congress,” or a briefcase might be labeled with a company’s name.

Text bubbles might come from one or more of the characters to show dialogue. They’re represented by solid circles or boxes around text.

Thought bubbles show what a character is thinking. They usually look like small clouds.

Captions or titles are text outside of the cartoon, either below or above it. They give more information or interpretation to what is happening in the cartoon itself.

How to analyze yourself

  • For example, a cartoon about voting might include a voting ballot with political candidates and celebrities, indicating that more people may be interested in voting for celebrities than government officials.
  • The effectiveness of allusions often diminishes over time, as people forget about the trends or events.

How to analyze yourself

  • If you need help, google the terms, people, or places that you recognize and see what they’ve been in the news for recently. Do some background research and see if the themes and events seem to connect to what you saw in the cartoon.

How to analyze yourself

  • The view might be complex, but do your best to parse it out. For example, an anti-war cartoon might portray the soldiers as heroes, but the government ordering them into battle as selfish or wrong.

How to analyze yourself

  • For example, a political cartoon in a more conservative publication will convey a different message, and use different means of conveying it, than one in a liberal publication.

How to analyze yourself

Pathos: An emotional appeal that tries to engage the reader on an emotional level. For example, the cartoonist might show helpless citizens being tricked by corporations to pique your pity and sense of injustice.

Ethos: An ethical appeal meant to demonstrate the author’s legitimacy as someone who can comment on the issue. This might be shown through the author’s byline, which could say something like, “by Tim Carter, journalist specializing in economics.”

Logos: A rational appeal that uses logical evidence to support an argument, like facts or statistics. For example, a caption or label in the cartoon might cite statistics like the unemployment rate or number of casualties in
a war.

Historians have traditionally priviledged textual evidence over other types of sources. Despite this, a number of non-textual resources contain a wealth of information that could help us find answers to important historical questions. Working with primary sources like cartoons, drawings, paintings, and photographs can sometimes prove to be challenging, particularly if you have little experience analyzing images. Political cartoons, for example, appear in newspapers across the country everyday, but they cannot be “read” in the same way as editorials and other articles. If you know how to examine them, however, there is much they can tell you about the world in which they were created. This tutorial will provide you with some basic information which should help you as you learn to “read” non-textual sources. Although it focuses specifically on political cartoons, some of the concepts it examines could be applied to other non-textual sources as well.

Jonathan Burack created a short checklist with some useful tips to keep in mind as you begin your analysis. First, since cartoons are non-textual sources, they often use symbols or metaphors to convey information rather than words. As part of your analysis you should therefore try to identify these symbols and what they might mean. You should also pay attention to how objects and symbols are depicted (particularly if they are distorted) as the way something is drawn can tell you a lot about the artist’s intent. In addition, as irony, caricature, and stereotyping are other common strategies utilized by political cartoonists, you should make a note of them when and if they are used. Finally, keep in mind that artists often adopt these techniques in order to make an argument. If possible, you should try to recognize not only the strategies themselves but also how these strategies are being used. In other words, what is the central point of the cartoon? What argument is the cartoonist trying to make? Similarly, you should always remember that, while cartoons can tell you a lot about prevalent attitudes, emotions, and political ideologies from the period in which they were created, they do NOT necessarily reflect the “Truth” about the situations or people they depict. As previously stated, cartoonists do have an agenda and this must be taken into consideration when cartoons are used as historical evidence. (Burack)

If you are still having trouble getting started, it may also be helpful to utilize the SCIM-C Technique. Although the step-by-step approach detailed on the site is fairly general, it can certainly be adapted (see below) to the specific study of political cartoons.

Step 1: Summarizing

At this stage of your analysis, you should focus on basic information about the cartoon you are examining. Who or what is depicted in the cartoon? What is it about? Can you identify any common symbols? Is there any text and, if so, what does it say? Who drew the cartoon and in what newspaper did it appear? Who was its intended audience? Does it have a clear message or agenda? (Historical Inquiry)

Step 2: Contextualizing

Once you feel that you have a good understanding of the basics,you should begin to think about the time and place in which the cartoon was produced. You must consider the perspective of the source’s creator as well as its original audience in order to ensure your interpretation is historically sound. Although some images in eighteenth and nineteenth century political cartoons remain common today (such as the Republican Elephant and Uncle Sam), symbols and styles do change over time. If you make assumptions based on modern interpretations,you might soon find that your ideas are contradicted by additional evidence. In order to better understand these issues, you should ask yourself a number of different questions. Where was the cartoon first printed and how widely did it circulate(was it in a local paper, a state paper, etc.)? What date was the paper issued? Were there any important events going on at the time that might explain the subject matter of the cartoon? What other articles are printed in the paper and what topics do they discuss? The answers to these questions might help you determine why an illustrator chose to draw a particular cartoon when he or she did. (Historical

Step 3: Inferring

In the third stage of your analysis,you should use the basic and contextual information you have previously considered to broaden your understanding of the source. Although it might be tempting to assume that you have finished your work once you have described the image and placed it in its historical context, by looking more closely at the cartoon you can uncover hidden meanings that you missed when answering more basic questions. What do some of the images or symbols in the cartoon suggest? How is the subject matter portrayed (i.e. is the subject being mocked or praised)? Whose viewpoint is being represented and, by extension, who is being left out? Why might this be? Is there evidence to suggest that the paper (or the cartoon)supported a particular party or interest group? Remember, political cartoons often have an agenda and an important aspect of analyzing them involves uncovering what this agenda might be. To that end, you should ask yourself what the artist was trying to say in the cartoon you are examining. Why, ultimately,did he or she create it? The answers to these types of questions bring you closer to answering larger historical questions that you might have about the cartoon or its subject. (Historical Inquiry; Burack)

Step 4: Monitoring

At this stage in your analysis, you should pause and think about the work you have done thus far. What questions have you been unable to answer about the cartoon and where might you go for more information? Are there symbols or individuals that you cannot identify? If you are examining the cartoon as part of a research project, it may also be a good idea to ask how the source can help you reach your goals. Are you making the best possible use of the source? Does it help you answer your larger question or should you move on in order to find something more appropriate to your research? (Historical Inquiry)

Final Step: Corroborating

Once you have finished your initial analysis, it is time to begin comparing the cartoon to other sources so that you can construct a historical argument. In order to determine where the image fits in your research you should examine how it is both similar to and different from your other sources and why. In other words, how does the cartoon highlight or contradict information provided by other textual or visual sources and, just as importantly, what can you learn from these similarities and contradictions? If you find conflicting interpretations, do not be afraid to investigate the matter further. Additional research might shine a light on any discrepancies and, perhaps, open new avenues for investigation. (Historical Inquiry)

The wireless network report is one of the more useful tools in Windows 10 that can help you diagnose Wi-Fi connection problems.

To create the wireless network report

In the search box on the taskbar, type Command prompt, press and hold (or right-click) Command prompt, and then select Run as administrator > Yes.

At the command prompt, type netsh wlan show wlanreport.

This will generate a wireless network report that’s saved as an HTML file, which you can open in your favorite web browser. The report shows all the Wi-Fi events from the last three days and groups them by Wi-Fi connection sessions. It also shows the results of several network-related command line scripts and a list of all the network adapters on your PC.

The wireless network report contains the following sections:

Wi-Fi summary chart. This chart shows the Wi-Fi connection sessions that are available in the report. Select a section in the chart to go to the corresponding Wi-Fi session shown in the report.

A red circle indicates an error. If you see one, select it to get info about the error.

How to analyze yourself

Report Info. Shows the date the report was created and how many days it covers.

General System Info. Contains details about your PC. It includes the computer name, system manufacturer, system product name, BIOS date, BIOS version, OS build, Machine ID, and info about if it’s MDM joined.

How to analyze yourself

User Info. Contains general information about the person who is currently signed in to the PC. It contains:

Username. Current user signed in to the PC.

User Domain. The domain the PC is joined to.

User DNS Domain.

Network adapters. Contains a detailed list of all the network adapters on your PC. This includes any hidden adapters.

Device. This is the friendly name of the adapter.

PnP ID. The PnP ID the PC uses to identify the adapter.

Guid. The Unique identifier of this adapter on your PC.

Current driver version. Current driver version the adapter is using.

Driver date. The date the driver was installed.

Problem number. If there’s a problem with your adapter, the problem number will be listed here.

How to analyze yourself

Script output

IPConfig /all. Shows detailed information about the state of the adapters on the system. This includes the physical (MAC) address, IP address, DNS server, if DHCP is enabled, and much more.

How to analyze yourself

NetSh WLAN Show All. Shows detailed information about your Wi-Fi adapter including the adapter’s capabilities, the Wi-Fi profiles on your PC (not including security keys or passwords), and a list of the Wi-Fi networks that were found when you ran the report.

How to analyze yourself

CertUtil -store -silent My & certutil -store -silent -user My. Contains a list of the current certificates on your PC.

How to analyze yourself

Profile Output. A detailed list of all the Wi-Fi profiles stored on your PC. Security keys and passwords are encrypted and aren’t displayed.

How to analyze yourself

Session Success/Failures. Summary of the successes, failures, and warnings that are reported for the different Wi-Fi sessions.

How to analyze yourself

Disconnect Reasons. Lists the different reasons you were disconnected from the Wi-Fi network.

How to analyze yourself

Session Durations. A chart that shows how long each of the following sessions lasted.

How to analyze yourself

Wireless Sessions. All the Wi-Fi events associated with each Wi-Fi session.

Interface name. Friendly name for the adapter.

Interface Guid. Unique identifier for the adapter.

Connection Mode. How your device connected to the network—Manual, Auto with a profile, and so forth.

Profile. Profile used in the connection (when a profile is used).

SSID. The name of the Wi-Fi network.

BSS Type. Type of network—Infrastructure, Independent (adhoc), or any (either Infrastructure or Adhoc).

Session Duration. How long the session lasted.

Disconnection Reason. Reason why you were disconnected.

Events. All the Wi-Fi events for this session.

To get more info about an event, select it. These events are color coded and can help you to diagnose problems. The summary chart has a definition for each of the different colors.

How to analyze yourself

All the activities we pursue in our daily lives have directions. When you drive on the road there are laws meant to prevent us from getting into accidents, when we cook we follow a recipe and when we build with LEGOs we follow the literal directions so that our castles and spaceships turn out just right. For acting, the closest thing to a set of directions for how to proceed is a script. However, complications arise because of the different ways that readers interpret scripts. This means that the primary job of the actor is to analyze a script to uncover the truth about a character so they can accurately portray then on stage or on camera.

The First Read

Script analysis is a process and the process may be slightly different depending on the actor, but, in general, script analysis starts with the basics and gradually adds details. On the first read through, it is important to understand the literal situations and events that affect a character at each point in the story. These facts from the script are the given circumstances and help to determine the actions that you will take in performance.

As you read a script, make a list of all the facts about your character. Anything you can glean from a script is helpful. What do they do for a living? Where do they live? Who is closest to them?

Breakdown into Scenes and Beats

After you have a feel for the character, map out the story into scenes and beats. Good scripts are written as a series of related events where A leads to B and B to C and so on. The practice of making a scene map helps the actor to understand the story sequentially and provides built-in points to change action.

Look for points in the script where the setting changes or the characters on stage change, or time passes. These are common ways that scenes change. Beat changes are smaller shifts within the scenes where the characters may change their action, attitude, or topic of conversation. After identifying the scenes and beats….

Identify Your Characters’ Actions

Ask yourself, “What does my character want to other people in the scene to do?” The answer that question is your character’s objective. How are you going to accomplish your objective? That’s what is important because that gives you an action to play in each scene.

Usually, characters want other characters to do something, feel something, or understand something. For example, perhaps your character wants someone to get the mail. How will you get them to go to the mailbox for you? Charm them? Barter with them? Yell at them? The right action is the one that is true to your character and helps you to start identifying your character’s type.

Stay Open to Notes and Change

Remember that acting is a collaborative exercise and actors must also take a director’s opinion into account. Listen to what a director says and incorporate it into your character in an honest way, based on your own analysis of the script. Sometimes your initial analysis won’t be correct and you will have to make adjustments throughout the rehearsal process. But, with a strong foundation for your character, built from a thorough analysis of the script, these changes will be minor and your performance will be natural.

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Once you have conducted your interviews and have transcribed the interviews, the next step is to organize and process your data in order to interpret and produce an analysis. The process can seem daunting and overwhelming at first. Coding your data, however, makes the process much more manageable, offering some of the most significant insights from your research and helping you create the broader storyline you want to share.

You can do coding by hand, or use one of the software programs available like like ATLAS.ti or MAXQDA. Here, we offer some basic step-by-step instructions for coding. Be sure to also check out the video by Kent Löfgren for a more detailed discussion of analyzing interview data using coding methodology.

Step 1: Open Coding

As you read your interview text, first ask yourself these questions:

  • What do I see going on here?
  • What ideas, themes and concepts appear, and how are they related to each other?

Write down a list of conceptual categories that you think are significant and/or that come up repeatedly in the interviews.

Step 2: Focused Coding

Re-read your interviews and identify sections that relate to your conceptual categories.

Step 3: Data Compilation

Cut and paste sections all relating to the same conceptual categories so that they are all together.

Step 4: Theory building

See if you can find patterns, themes and commonalities from your respondent’s quotes in each of the conceptual categories. See if you can create a hypothesis that explains the patterns you found in the data. Jump to FAQ 14 “How do I analyze the data I collect?” for a more extensive discussion of applying social scientific theoretical frameworks to making sense of your data.

Kent Löfgren shares a step-by-step guide to coding qualitative data in this video:

How to analyze yourself

In this new world of big data and the Internet of Things (IoT), there’s certainly no shortage of data to be analysed in order to identify opportunities for business improvement. That said, organisations need to be clear about two things:

  1. What analysis approach they will use
  2. What outcomes they’d like to achieve

Trend analysis is an approach based on the concept that past data can be used to help predict the future. As such, the process involves comparing business data over time with the goal to identify certain patterns, otherwise known as trends.

But why are trends important?

Trend analysis can improve your business by helping you identify areas with your organisation that are doing well, as well as areas that are not doing well. In this way it provides valuable evidence to help inform better decision making around your longer-term strategy as well as ways to futureproof your business.

The trends most organisations normally zone in on are focused around:

    Key performance indicators (KPIs):
    Tracking against what you as a company has identified as your own measures of success. This could be anything from increased sales, to a reduction in manufacturing costs or even improved market share.

As with any other type of prediction (otherwise known as a calculated guess), the success of trend analysis hinges on the basic principle of “what you put in is what you get out”. Key considerations here are the accuracy and completeness of the data, the frequency of data collection and having the data in an easily accessible and usable format.

It is also important to have something to compare against. Benchmarking should be used to create the ideal gold standard to serve as your reference point. Benchmarks can be created by looking both internally and externally. If there are similar-sized organisations within your industry that are performing well, those could be used as your benchmark. Similarly, if there are particular departments within your organisation that are performing well, they too can become benchmarks. Even a particular period (i.e. a particular financial year) can be used as a baseline for tracking purposes.

The final two pieces of the trend analysis puzzle are:

  • Defining at which point a downward or upward change is worth looking into.
    – Is a 10% increase in sales significant? Would it warrant a closer look?
  • And identifying what caused it.
    – What were the contributing factors that lead to this change? Can it be replicated?

Once you have a good process in place for collecting, comparing and analysing data, trend analysis becomes a very powerful tool over time.

Our expertise within the analysis field makes Analyze the ideal partner to assist with trend analysis within your organisation. Want to find out more?

Get in touch with us today if you are looking for the expertise of a niche management consulting firm.
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Internal mobility is an integral component of a comprehensive talent acquisition strategy. Not only does tapping into this resource promote greater engagement in the workplace, it can also make your organization more resilient during downturns.

What Is Internal Mobility and Why Does It Matter?

Internal mobility refers to the movement of employees across different roles within an organization. Publications throughout the industry, including Harvard Business Review, Forbes, and SHRM agree that internal mobility is the most efficient path towards organizational success.

While recruiting outside talent is an essential part of improving your business, many companies overlook the most promising talent within their company. At best, this leaves talent untapped. At worst, a failure to optimize the potential of your employees could discourage them from remaining in your firm and inadvertently push them to seek employment elsewhere.

How to analyze yourself

Add to this the fact that millennial workers change companies at a significantly higher rate than do older generations. Moreover, the recent COVID 19 pandemic has created a host of unforeseen obstacles for external recruiting, further compounding the need to optimize your internal mobility strategy.

Bottom line: Internal mobility is an essential part of an organization’s sustained success and future growth, and that is perhaps never more the case than right now.

So how do you create a highly effective internal mobility strategy? Here are the most important elements:

Effective Management

Good management is a foundation of a strong approach to internal mobility. When it comes to internal mobility, great managers do the following:

  1. Identify top talent and potential
  2. Build trust with their team members
  3. Consistently discuss team members’ career goals and conceptualize ways to meet those goals within the organization.
  4. Mentor employees to reach their goals, even if that requires leaving the company.

Make internal mobility a foundational component of your culture

The last point in the previous section may seem counter-intuitive. Why, in other words, would management want to potentially help employees, especially the most talented ones, leave their organization? The answer lies in building a corporate culture that employees don’t want to leave.

Effective management helps build a work environment that signals to employees and external candidates that your company is invested in their personal growth and success.

How to analyze yourself

In other words, demonstrating to your workers that you care about their career goals is one of the most impactful ways to show your employees that remaining with your firm might actually be the best place to pursue their goals. It also distinguishes your company from your competitors, which will prove a highly effective recruiting strategy.

A healthy culture of internal mobility, in other words, helps align your firm’s goals with those of your employees. It also helps boost morale and enhances engagement throughout your organization, and helps your workers feel like they are an essential part of the company, rather than a cog in its machine.

Hold Yourself Accountable

Internal mobility should not be viewed as an occasional strategy. Establishing a formal strategy to develop it into a standard practice is essential. When implementing your strategy, it’s imperative you thoroughly assess your success and improve as needed. Your assessment of your talent mobility efforts should answer the following questions affirmatively:

  1. Is your internal mobility strategy vertically integrated throughout the entire organization?
  2. Do you have quantifiable goals for internal mobility?
  3. Do your employees have easy access to opportunities for internal movement?
  4. Do you have training and mentoring programs that encourage leaders within your firm to help other team members broaden their skills and experiences to acquire the training and skills needed to move upward in your organization?
  5. Do your managers have a clear understanding of the skills required for internal mobility? Can they communicate them effectively to their team?
  6. Does your company, managers in particular, communicate regularly with employees about their career goals?

Don’t forget about lateral transitions

While “climbing the corporate ladder” was once considered the only method of career advancement, flatter organizations can benefit from programs that allow employees to move to different teams. Lateral movement enhances collaboration overall and eases disruption when new roles are filled by those who already know your company and culture.

You’re Ready to Get Moving!

Set your internal mobility in motion! By implementing some or all of these strategies, we believe you’ll see tangible improvement in your recruiting performance. You’ll hopefully find your organization filling roles faster and more efficiently.

How to analyze yourself

What’s more, your approach will align with those of top-ranked firms that possess some of the most mature talent acquisition procedures. Better yet, you’ll send a clear and reliable message to your employees that they can mobilize their careers and achieve their long-term goals within your company.

So don’t just look outside, look inside. And encourage employees to do the same. Doing so will help you win the battle for top talent!

Internal Recruiting in the Time of COVID-19

The COVID 19 pandemic has brought unprecedented challenges and concerns to every aspect of life, including business operations. So how does our current health crisis impact recruiting?

Externally, most companies have implemented hiring freezes. Yet, this does not mean you should neglect previous candidates and applicants. Instead, use this crisis as an opportunity to migrate previous applicants into your talent pool.

How to analyze yourself

Connect with those candidates and nurture your relationship with them. This will give you an edge with members of your talent pool and help prepare candidates and your organization to hit the ground running once we have an economic upswing.

Internally, there are also important recruitment opportunities. Don’t forget about your own employees. Internal mobility is critical during this pandemic. It helps ensure retention by reinforcing your commitment to your workers which is essential to keeping your top talent. It will help avoid having them poached by organizations with more active recruiting strategies during this period.

So remember: internal recruiting never stops—ever.

To learn more about what you can do to develop a workplace culture that supports internal mobility, sign up for a demo of our internal mobility software, SmartMobility!