1. Prepare and over-prepare
   It is assumed that you don’t go in with egg on your tie, spinach in your teeth, or without a thorough knowledge of the organization and position for which you are interviewing. Beyond that, there’s an important principle that will enable you to be much more confident. It’s called, “over-preparing.” It goes like this: Plan your strategy–your answers to all the possible questions you may be asked or the challenges that may be thrown at you–and then practice, practice, practice. Role play and repeat your best responses until they are entirely natural, until they simply roll off your tongue with the apparent spontaneity that comes only with successive repetition.
2. Be particularly clear on what you know and what you want to achieve
   If your interview is resume-based (you’ve had to supply a resume either before or concurrently), have the facts of your stated objective, relevant experience, education, etc. thoroughly memorized and mentally supported. As to your job objective, be clear on what you want, as well as what you don’t want. There’s little room in the job market for the applicant who’s willing to take anything; he or she will usually get nothing!
3. Make sure your responses match your claims
   If, for example, you’ve taken extra coursework to qualify for a particular position, license, or certification, tie it into your narrative, e.g., “When I took my coursework for my CPA, I learned that …” Build on your resume, but don’t refer directly to it (assuming the interviewer has it in his or her possession); make sure the connections are there, but do it subtly.
4. Be clear about your strengths
   You’re almost certain to be hit with questions pertaining to your strengths and weaknesses. Know your strengths and emphasize those that relate specifically to the position for which you’re being considered. If, for example, you’re applying for a sales position, you might describe one of your strengths (if it’s true) as follows: “I’ve made a study of personality types and I’ve learned to quickly type people in terms of the kinds of approaches that might best attract them.” Be prepared, in this case, to back up your claim if the interviewer suddenly asks: “What type would you say I am?”
5. Describe your weaknesses as strengths
   This is tricky, so let’s think about why the question is asked. The interviewer probably wants to learn several things about you with this question, such as: whether or not you are arrogant (“I really don’t think I have any weaknesses”), whether you know yourself (“Well, I’ve never really thought about that”), and finally, what you are doing to eliminate your weaknesses. Here are two ways to answer this question so that you leave a positive impression in the mind of the interviewer: (a) Show that, in overcoming a weakness, you’ve learned. If, for example, there’s a period in your chronology that just doesn’t fit (say that you took a job selling cars between jobs as an accountant … it happens!), you might tell the interviewer: “One weakness, which it took me some time to overcome, wasthat I really wasn’t sure that I wanted to be an accountant. For example, in 1988-90, I worked as a car salesman. I did so because I couldn’t decide if I wanted to make accounting my career. That experience taught me that I really didn’t want to sell products, and that I was much more challenged by the opportunity to solve client problems. (b) Pick a weakness that is really a strength. If, for example, you’re interviewing for a job in an organization you know is hard-charging and unforgiving of average performance, you might say, “One of my weaknesses is that I tend to be impatient with people who aren’t willing to pull their full weight and give 110%.” In this case, your “weakness” may help you get the job.
6. If you’ve been fired, be forthright about it
   So many people have been laid off through no fault of their own in the past ten years that it’s no longer a stigma to have been fired–unless it was for justifiable cause (e.g.,- you socked your boss). Answer directly, but without a “charge” in your voice. Expressing your bitterness over being let go tells the interviewer (rightly or wrongly) that you can’t accept the realities of modern free enterprise — that downsizing is acceptable and often necessary.
7. Be clear where you want to go
   A standard question which has all manner of variations is: “Where do you want to be five years from today?” Only today, the answers are different. Unless you plan to inherit Dad’s company, your answer is apt to be a lot more general than it might have been a decade ago. Why? Because the economy and nearly every industry are changing so fast that specificity with respect to the distant future is extremely difficult. So, instead of responding to the question with, “I plan to be in a position of senior leadership in this company,” you might want to say: “I plan to become qualified in every phase of this industry.” The exact response depends upon the specifics of your job hunting campaign, but the principle is: be specific while allowing yourself the flexibility which suggests that you understand the complexities of the business you’re applying for.
8. Have clear personal standards
   This is a sleeper because, on the face of it, the question doesn’t seem to have much to do with the immediate interview. Today, however, many organizations are looking for people who DO have standards regarding their personal and professional lives, who can articulate them clearly and concisely, and who live by them. In this case, the briefer, the better. “I delegate my weaknesses.” “I don’t take on projects unless I can give them 100% dedication.” “I respond in specifics and avoid meaningless generalities.” “I am committed to life-long learning and growth.”
9. Interview the interviewer
   The applicant who will take anything offered is unlikely to win any but the most temporary of positions. A competent interviewer (there are some) will respect your efforts to assess the organization and the position in terms of whether or not it meets YOUR requirements. And you owe it to yourself to have defined before hand, what you ideally want and what you are willing to settle for, under certain conditions. For example, you might really want a salary of $75,000 to begin with, but you’d be willing to take less if the opportunities for growth are clearly in the picture.
10. Don’t allow yourself to be badgered by the salary issue
    Even today, it’s still not uncommon to hear the old refrain: “Our policy is not to pay a new employee more than X% higher than he/she is currently making.” Sorry, that doesn’t fly. The real issue, and the only one at stake here, is whether or not your prospective employer is willing to pay WHAT YOU ARE WORTH. And, your worth is a function of the job itself and your capability and willingness to perform it. In most organizations, there are clear parameters for a given job, a range of salary that is adjustable depending upon the market and the applicant’s experience. In most cases, unless you are very good, you will have to work within those limits. But, within the limits, what you are worth is a matter of mutual agreement based on your own knowledge of your worth and your ability to convince those interviewing you. So, to sum it up: Know the range of compensation for the job you’re seeking, make your own realistic determination of what you’re worth, and then be prepared to stand your ground.

Completed staff work is the study of a problem and provision of a solution by a staff person in such form that
all that remains to be done by the boss is to give approval or disapproval of the completed staff action.  The
concept, completed action, is emphasized because the more difficult a problem is, the more there is a
tendency to present the problem to the boss in a piecemeal fashion.  It is the duty of a staff person to work
out the details.  The individual should not consult with the boss in the determination of these details, no
matter perplexing they may be.  The individual may and should consult other staff people.  The product,
whether it involves the pronouncement of a new policy or affects an established one, should be worked out in
finished formed before presentation to the boss for decision.

The impulse to ask the boss what to do recurs more often to an inexperienced staff person when the problem
is difficult.  It is accompanied by a feeling of mental frustration.  It is so easy to ask the boss what to do, and
it appears so easy for the boss to answer.  This impulse must be resisted.  A staff person will succumb to it
only if the individual does not know his/her job.  It is the individual’s job to advise the boss what ought to be
done, not to ask what ought to be done.  The boss needs answers not questions.  The staff’s job is to study,
write and rewrite until a single proposed action evolves–the best one of all considered.  The boss merely
approves or disapproves.

The boss should not be worried with long explanations and memoranda.  Writing a memorandum to the boss
does not constitute completed staff work, but writing a memorandum for the boss to send to someone else
does.  The staff person’s views should be placed before the boss in finished form so that the boss can make
them his/her views simply by signing the document.  In most instances completed staff work results in a
single document prepared for the signature of the boss, without accompanying comment.  If the proper result
is achieved, the boss will usually recognize it at once.  If further comment or explanation is needed, the boss
will ask for it.

The doctrine of completed staff work does not preclude a rough draft, but the rough draft must not be a half-
baked item.  It must be complete in every respect that it lacks the requisite number of copies and need not be
a clean copy.  But a rough draft must not be used as an excuse for shifting to the boss the burden of
formulating the action.

The completed staff work concept may result in more work for the staff person, but it results in more
freedom for the boss.  This is as it should be.  Further, it accomplishes two things;

1.  The boss is protected from half-baked ideas, voluminous memoranda and immature oral
presentments.
2.  The staff person who has a real idea to sell is enabled more readily to find a market.

When a staff person has finished the individual’s completed staff work, the final test is this:

If you were the boss, would you be willing to sign the paper you have prepared and stake your
professional reputation on its being right?

If the answer is in the negative, take it back and work it over, because it is not yet completed staff work

Each individual participant of the group has certain needs and characteristics.
1. A leader should understand his or her own needsand characteristics.
2. A leader should understand the needs and charac- teristics of each participant of the group. This helps the leader to deal with each person as an individua to treat that individual with respect, and to help the person grow.
3. This understanding helps in planning the program and in getting things done.
4. This understanding creates trust and builds confi-dence among group participants.

• COMMUNICATING

To improve your skills in getting information:
• Pay attention and listen carefully.
• Make notes and sketches.
• Ask questions and repeat your understanding of what was said. To improve your skills in giving information:
• Be sure others are listening before you speak.
• Speak slowly and clearly.
• Draw diagrams, if needed. Ask those receiving infor-mation to take notes.
• Have the listeners repeat their understanding of what was said. Encourage questions.

• KNOWING AND USING THE
  RESOURCES OF THE GROUP

• PLANNING

Planning is an important part of everything we do in Exploring. The following is a simple process for
planning:
• Consider the task and objectives. What do you want to accomplish?LEADERSHIP SKILLS 2
• Consider the resources—equipment, knowledge, skills, and attitudes.
• Consider the alternatives. Brainstorm.
• Reach a decision, evaluating each option.
• Write the plan down and review it with the post.
• Execute the plan.
• Evaluate the plan.

• CONTROLLING GROUP PERFORMANCE

Setting the example is the most effective way of con-trolling the group. When working with post participants,
do the following:
• Continually observe the group. Know what is hap-pening and the attitude of the group.
• Make your instructions clear and pertinent.
• Pitch in and help when necessary.
• Quickly deal with disruption. Guide the post toward self-discipline.

• SETTING THE EXAMPLE

Setting the example is probably the most important  leadership skill. It is the most effective way to show others the proper way to conduct themselves, and is even more effective than verbal communication. With-
out this skill, all the other skills will be useless. One way to think about setting the example is to imagine
yourself as part of a group and think about how you would like your leader to act.

• SHARING LEADERSHIP

While there are various ways to exercise leadership, the goal of Exploring leadership is exemplified in a
quote from the ancient Chinese philosopher, Lao-Tzu: “But of a good leader . . . When the work is done, his
aim fulfilled, they will say, ‘We did this ourselves.’ ”

• EVALUATING

Getting the job done—

1. • Was the job done?
2. • Was the job done right?
3. • Was the job done on time?

• COUNSELING

Counseling is important
• To help people solve problems
• To encourage or reassure
• To help an Explorer reach his or her potential Counseling can be effective when a person is
• Undecided—he or she can’t make a decision
• Confused—he or she doesn’t have enough informa-tion or has too much information
• Locked in—he or she doesn’t know any alternatives

• REPRESENTING THE GROUP

The leader represents the post in two situations:
• Without consultation—when he or she doesn’t have
the opportunity to consult with post officers about a
decision
• With consultation—when he or she can meet with
post officers about the issue

• EFFECTIVE TEACHING

The steps of effective teaching include
• Choosing the learning objectives
• Providing a discovery experience that helps the learner understand the need for the skill
• Demonstrating or explaining the skill
• Allowing the learner to practice the skill
• Evaluating the process

Orang Yang berintegritas adalah:

• Orang yang tidak memakai kedok.
• Sama di depan dan dibelakang
• Konsisten antara apa yang diimani dan kelakuannya
• Konsisten antara nilai hidup yang dianut dan hidup yang dijalankan

Kunci mengembangkan integritas :

1. Perhatikan hal-hal yang kecil

Segala sesuatu selalu dimulai dari hal-hal kecil. Saya pernah menyusun sebuah puzzle yang besar dan saya memulainya dengan meletakkan sebuah potongan kecil. Kita juga sering tersandung karena hal-hal yang kecil. Karena itu selalu perhatikan hal-hal kecil, perkara yang sepele.

2. Katakan “ TIDAK “ pada pencobaan

Ketika pencobaan datang kita punya kuasa untuk berkata tidak. Sekalipun bila kita melakukan tidak ada orang yang tahu. Tapi kita dan Tuhan tahu bila kita telah jatuh dalam pencobaan.

3. Jangan bedakan kehidupan di depan umum dan ketika tidak di lihat oleh orang.

Jangan ingin di puji orang. Lakukan apa yang seharusnya kita harus lakukan baik dilihat atau tidak oleh orang lain karena kita melakukannya untuk Tuhan.

Once a project risk level is determined using the project level indicators and the project scorecard these guidelines outline the required planning, documentation, and approvals required for information technology projects at Virginia Tech. While the processes required for low, medium, and high risk projects are the same, the project manager and project leader should provide project documentation that is appropriate to the complexity of the project. High risk projects are supported with documentation that is substantially more detailed and thorough than would be expected for a medium-risk, or low-risk projects. For many low-risk projects, the full documentation package could be as brief as two to three pages, using the low risk project form. Whereas, the documentation for high-risk projects could easily run to hundreds of pages.

Project approval and oversight are also designed according to the level of project risk and complexity. These process guidelines forms show when approval is required and the approval and oversight section below shows who are appropriate approvers

1. Initiation Processes

• Project Inititation/Charter

The IT project initiation form, or project charter, serves a dual purpose. First, it is designed to formalize information about an initiative and to expedite gathering of the minimal information deemed necessary for an initial project approval. Second, is to encourage ideas that are not fully formed project proposals but are able to document enough information to gain approval to move forward with more detailed planning. Ideally all sections of the form would contain enough information for approval. However, where requested information is unknown, mark that section or component of a section, as unknown

• Approval

1. Planning Processes

1. Executing Processes

• Project Team Development
• Procure or Secure Resources
• Security
• Quality Assurance
• Direct & Manage Project Resources
• Communications Information Distribution

1. Monitoring & Controlling Processes

• Integrated Change Control
• Quality Control
• Independent Verification & Validation
• Report Performance
• Monitor Risks & Issues
• Implement Testing plan
• Security Final Review
• Implement Training plan
• Document new lessons learned
• Approval

1. Closing Processes

• Project Closing
• Sign Off

How To Manage Project

A successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. All these elements are interrelated. Each must be managed effectively. All must be managed together if the project, and the project manager, is to be a success

• Resources

People, equipment, material

• Time

Task durations, dependencies, critical path

• Money

Costs, contingencies, profit

• Scope

Project size, goals, requirements

The project management steps below guide you through the process of managing any project, step by step:

1. Define the Scope

The first, and most important, step in any project is defining the scope of the project. What is it you are supposed to accomplish by managing this project? What is the project objective? Equally important is defining what is not included in the scope of your project. If you don’t get enough definition from your boss, clarify the scope yourself and send it back upstairs for confirmation

1. Determine Available Resources

What people, equipment, and money will you have available to you to achieve the project objectives? As a project manager, you usually will not have direct control of these resources, but will have to manage them through matrix management. Find out how easy or difficult that will be to do

1. Check the Timeline

When does the project have to be completed? As you develop your project plan you may have some flexibility in how you use time during the project, but deadlines usually are fixed. If you decide to use overtime hours to meet the schedule, you must weigh that against the limitations of your budget

1. Assemble Your Project Team

Get the people on your team together and start a dialog. They are the technical experts. That’s why their functional supervisor assigned them to the project. Your job is to manage the team

1. List the Big Steps

What are the major pieces of the project? If you don’t know, start by asking your team. It is a good idea to list the steps in chronological order but don’t obsess about it; you can always change the order later

1. List the Smaller Steps

List the smaller steps in each of the larger steps. Again, it usually helps you remember all the steps if you list them in chronological order. How many levels deep you go of more and more detailed steps depends on the size and complexity of your project

1. Develop a Preliminary Plan

Assemble all your steps into a plan. What happens first? What is the next step? Which steps can go on at the same time with different resources? Who is going to do each step? How long will it take? There are many excellent software packages available that can automate a lot of this detail for you. Ask others in similar positions what they use

1. Create Your Baseline Plan

Get feedback on your preliminary plan from your team and from any other stakeholders. Adjust your timelines and work schedules to fit the project into the available time. Make any necessary adjustments to the preliminary plan to produce a baseline plan

1. Request Project Adjustments

There is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are often limits placed on a project that are simply unrealistic. You need to make your case and present it to your boss and request these unrealistic limits be changed. Ask for the changes at the beginning of the project. Don’t wait until it’s in trouble to ask for the changes you need

1. Work Your Plan, But Don’t Die For It

Making the plan is important, but the plan can be changed. You have a plan for driving to work every morning. If one intersection is blocked by an accident, you change your plan and go a different way. Do the same with your project plans. Change them as needed, but always keep the scope and resources in mind

1. Monitor Your Team’s Progress

You will make little progress at the beginning of the project, but start then to monitor what everyone is doing anyway. That will make it easier to catch issues before they become problems

1. Document Everything

Keep records. Every time you change from your baseline plan, write down what the change was and why it was necessary. Every time a new requirement is added to the project write down where the requirement came from and how the timeline or budget was adjusted because of it. You can’t remember everything, so write them down so you’ll be able to look them up at the end-of-project review and learn from them

1. Keep Everyone Informed

Keep all the project stakeholders informed of progress all along. Let them know of your success as you complete each milestone, but also inform them of problems as soon as they come up. Also keep you team informed. If changes are being considered, tell the team about them as far ahead as you can. Make sure everyone on the team is aware of what everyone else is doing

Net Worth : $74.0 Billion
Fortune : Self made
Source : Telecom
Age : 71
Country Of Citizenship : Mexico
Residence : Mexico City
Industry : Telecommunications
Education : NA
Marital Status : Widowed, 6 children

2. BILL GATES
Net Worth : $56.0 Billion
Fortune : Self Made
Source : Microsoft
Age : 55
Country Of Citizenship : United States
Residence : Medina, Washington
Industry : Software
Education : Harvard University, Drop Out,
Marital Status : Married, 3 children

3. WARREN BUFFETT
Net Worth : $50.0 Billion
Fortune : Self Made
Source : Berkshire Hathaway
Age : 80
Country Of Citizenship : United States
Residence : Omaha, Nebraska
Industry : Investments
Education : Columbia University, Master of Science
Marital Status : Widowed, remarried, 3 children

4. BERNARD ARNAULT
Net Worth : $41.0 Billion
Fortune : Inherited and Growing
Source : LVMH
Age : 62
Country Of Citizenship : France
Residence : Paris
Industry : Retail
Education : Ecole Polytechnique, Bachelor of Arts / Science
Marital Status : Married, 5 children

5. LAWRENCE ELLISON
Net Worth : $39.5 Billion
Fortune : Self made
Source : Oracle
Age : 66
Country Of Citizenship : United States
Residence : Redwood City, California
Industry : Software
Education : University of Illinois, Drop Out
Marital Status : Married, 2 children

6. LAKSHMI MITTAL
Net Worth : $31.1 Billion
Fortune : Inherited and Growing
Source : Steel
Age : 60
Country Of Citizenship : India
Residence : London
Industry : Steel
Education : St Xavier’s College Calcutta, Bachelor of Arts/Science
Marital Status : Married, 2 children

7. AMANCIO ORTEGA
Net Worth : $31.0 Billion
Fortune : Self Made
Source : Zara
Age : 74
Country Of Citizenship : Spain
Residence : La Coruna
Industry : Retail
Education : NA
Marital Status : Married, 3 children

Percaya atau tidak, bos juga ingin anak buahnya senang yang tidak selalu stres memikirkan pekerjaan. Karyawan yang bahagia, berarti senang dengan pekerjaannya dan bisa mengerjakan tugas dengan baik.

2. Ingat, setinggi apapun jabatan bos Anda, dia tetap manusia yang kadang bisa stres, mendapat tekanan dari atasannya yang lain juga sering kehabisan ide. Jika Anda melihat atasan sedang bingung atau punya masalah dalam pekerjaan, tak ada salahnya menawarkan bantuan padanya. Tapi pastikan Anda tahu bisa menyelesaikannya. Bila masalah tersebut bisa Anda pecahkan, maka atasan akan mengapresiasi Anda.
Kuncinya adalah, Anda tahu kapan harus menawarkan bantuan. Jika tidak terlalu darurat, biarkan atasan mengatasi masalahnya sendiri. Terlalu sering membantu atasan justru akan membuat Anda tampak berusaha mencari muka untuk mendapatkan jabatan tertentu.

3. Jangan mengumbar janji manis soal pekerjaan Anda. Misalnya, bila Anda seorang marketing, hindari berjanji kepada atasan kalau Anda bisa kerja melebihi target. Sementara Anda pun belum yakin bisa mencapainya. ‘Banyak bekerja sedikit bicara’ adalah konsep paling tepat untuk menjalin hubungan baik dengan atasan. Beri kejutan pada atasan Anda dengan menunjukkan hasil yang memuaskan tanpa dia tahu sebelumnya.

4. Bila atasan menanyakan masalah, berikan fakta sejelas-jelasnya. Jangan dikurangi atau dilebih-lebihkan, meskipun Anda tahu bukan informasi seperti itu yang ingin dia dengar. Karyawan yang jujur setiap menghadapi situasi sulit, akan lebih dihargai ketimbang pekerja yang berusaha menutupi kenyataan untuk lari dari masalah. Hal ini juga berlaku bila atasan bertanya tentang keadaan Anda di kantor, atau apakah Anda merasa nyaman setelah sekian lama bekerja di bawah arahannya.

5. Jadilah karyawan yang proaktif. Ambil inisiatif untuk bertanya apa ada pekerjaan lain yang harus ditangani (bila Anda mampu mengerjakannya). Tanyakan juga bila Anda bisa mengambil tanggung jawab yang lebih besar, dan berusahalah untuk menyelesaikannya dengan benar dan tepat waktu. Mungkin saja, lewat inisiatif ini Anda bisa mendapat promosi naik jabatan dan masa depan karir yang lebih cerah.

6. Bersikap ramah pada setiap orang di tempat kerja. Mulai dari atasan, rekan kerja sampai office boy dan cleaning service. Jangan lupa ucapkan salam dan beri senyuman setiap berpapasan dengan orang yang Anda kenal di lingkungan kantor. Dengan sikap ini, atasan akan melihat Anda sebagai pribadi yang menyenangkan dan bisa diajak kerja sama.

7. Anda bisa coba bersosialisasi dengan atasan di luar kantor, asal tahu batasannya. Bila sesekali bos mengajak Anda makan di luar sebagai apresiasi atas kinerja yang baik, jangan sungkan menerima ajakannya. Momen ini bisa Anda manfaatkan untuk mengenal atasan lebih dekat. Buka topik obrolan mengenai hobi, kegiatan bersama anak-anaknya saat akhir pekan atau bacaan favoritnya. Tapi hindari obrolan yang terlalu personal.

2. Tunjukkan rasa terima kasih
Setiap hari, carilah kesempatan untuk mengenali dan berterima kasih atas apa yang sudah dilakukan pasangan Anda dengan benar. Hal ini lebih baik ketimbang mencari-cari kesalahannya. Mengatakan hal-hal seperti, “Terima kasih untuk makan malamnya, Sayang. Telur dadar kamu memang yang paling enak,” akan membantu menghangatkan suasana dan mempererat hubungan. Hal semacam ini akan makin mempermudah Anda dan dia mengatasi konflik.

3. Lupakan masa lalu
Saat Anda sedang berada dalam sebuah perseteruan dengan si dia, cobalah untuk berada dalam topik tersebut. Mengungkit topik lama hanya akan membuat si dia kesal, belum lagi akan membuatnya bersifat defensif. Plus, melebar ke topik lain hanya akan mempersulit mencapai resolusi.

4. Komplain tanpa menyalahkan
Gunakan kata panggilan untuk diri sendiri saat Anda meminta ia untuk melakukan sesuatu. Misal, Anda ingin si dia menaruh baju kotornya di keranjang baju kotor, karena selama ini dia selalu menaruh sembarangan. Anda bisa katakan, “Saya suka kesulitan kalau kamu menaruh baju kotor sembarangan. Boleh tolong saya, setiap kali ada baju kotor, tolong taruh di keranjang baju kotor?” Hindari kata-kata menyalahkan dengan penggunaan kata ke dia, seperti, “Kenapa sih, kamu tuh selalu taruh baju kotor sembarangan?”

5. Time out
“Saat diskusi tidak berlangsung dengan baik, kebanyakan pasangan cenderung tetap bertengkar, yang pada akhirnya akan memperparah keadaan,” jelas Gibberman. Lain kali, jika Anda sedang bertengkar, cobalah untuk minta waktu untuk menahan diskusi dan rehat sejenak, entah itu 15 menit atau 5 hari, hingga Anda cukup tenang dan bisa berpikir jernih. Asal dibicarakan lagi, tidak dibiarkan menguap begitu saja.

6. Akui kesalahan Anda
Ambil tanggung jawab atas kontribusi Anda terhadap permasalahan, meski tidak mudah. Contohnya, “Saya seharusnya bicara dengan kamu tentang harga sofa itu sebelum beli. Boleh kita obrolin bagaimana cara kita untuk membayar sofa itu?” Mencoba mengelak, “Saya enggak belanja kemahalan, kok” atau menyerang, “Kamu juga belanja mahal, kok! Lihat tuh televisi layar datar!” hanya akan saling menyakiti dan memicu emosi.