di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Håll ihop tankar och uttryck över radbrytningar.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Håll ihop tankar och uttryck över radbrytningar. • Mellan preposition och sitt huvudord (i Stockholm) • Mellan verb och verbpartikel (bryta av) • Mellan antals-si ff ra och sitt huvudord (100 slajds) • Mellan bestämd artikel och sitt huvudord (ett bord) • I sammansatta uttryck (project manager) • Efter första ordet i en mening • Efter första ordet i en bisats (… sajten, som …) Bryt inte:
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Se om du kan dela stycket i två (eller fl era), för att skapa mer en mer lätthanterlig textmassa. När ett stycke har en kort eller väldigt kort utgångsrad: Leta efter en mening som börjar längre in på raden, och som börjar en ny tanke.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Även om det vita utrymmet på slutraden är litet: se om det fi nns någon mening som börjar nära slutet av en rad.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Nytt stycke med kort utgångsrad! Fortfarande gäller att dela upp texten efter tanke-innehållet. Bryt inte mellan två meningar som hänger tätt ihop.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Två alternativ: indrag i början av raden, eller lite extra avstånd mella styckena.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Två alternativ: indrag i början av raden, eller lite extra avstånd mella styckena.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Två alternativ: indrag i början av raden, eller lite extra avstånd mellan styckena.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Finns det något mer vi kan göra?
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Jag använder ofta kursiv för att signalera citat eller titlar, men också för en medelstark betoning. Finns det mer vi kan göra?
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Typogra fi är tonläge.
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. Från detta …
di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well-informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and connect it to rewards, you will fi nd excuses to avoid it. Th is is as true for organizations as it is for everyone eating Pringles on the sofa wishing they wanted to motivate. … till detta.
nyvaknade staden; ångvinscharne snurrade nere i Stadsgårdshamnen, järnstängerna skramlade i järnvågen, slussvaktarnes pipor visslade, ångbåtarne vid Skeppsbron ångade, Kungsbacksomnibussarne hoppade skallrande fram på den kullriga stenläggningen; stoj och hojt i fi skargången, segel och fl aggor som fl addrade ute på strömmen, måsarnes skri, hornsignaler från Skeppsholmen, gevärsrop från Södermalmstorg, arbetshjonens klapprande med träskorna på Glasbruksgatan, allt gjorde ett intryck av liv och rörlighet, som tycktes väcka den unge herrens energi, ty nu hade hans ansikte antagit ett uttryck av trots och levnadslust och beslutsamhet och, då han lutade sig över barriären och såg ner på staden under sina fötter, var det som om han betraktade en fi ende; hans näsborrar vidgades, hans ögon fl ammade och han lyfte sin knutna hand, som om han velat utmana den stackars staden eller hota den. Adobe Garamond 52 p / Radavstånd 1 August Strindberg: Röda Rummet (1879)
nyvaknade staden; ångvinscharne snurrade nere i Stadsgårdshamnen, järnstängerna skramlade i järnvågen, slussvaktarnes pipor visslade, ångbåtarne vid Skeppsbron ångade, Kungsbacksomnibussarne hoppade skallrande fram på den kullriga stenläggningen; stoj och hojt i fi skargången, segel och fl aggor som fl addrade ute på strömmen, måsarnes skri, hornsignaler från Skeppsholmen, gevärsrop från Södermalmstorg, arbetshjonens klapprande med träskorna på Glasbruksgatan, allt gjorde ett intryck av liv och rörlighet, som tycktes väcka den unge herrens energi, ty nu hade hans ansikte antagit ett uttryck av trots och levnadslust och beslutsamhet och, då han lutade sig över barriären och såg ner på staden under sina fötter, var det som om han betraktade en fi ende; hans näsborrar vidgades, hans ögon fl ammade och han lyfte sin knutna hand, som om han velat utmana den stackars staden eller hota den. Adobe Garamond 57 p / Radavstånd 1
nyvaknade staden; ångvinscharne snurrade nere i Stadsgårdshamnen, järnstängerna skramlade i järnvågen, slussvaktarnes pipor visslade, ångbåtarne vid Skeppsbron ångade, Kungsbacksomnibussarne hoppade skallrande fram på den kullriga stenläggningen; stoj och hojt i fi skargången, segel och fl aggor som fl addrade ute på strömmen, måsarnes skri, hornsignaler från Skeppsholmen, gevärsrop från Södermalmstorg, arbetshjonens klapprande med träskorna på Glasbruksgatan, allt gjorde ett intryck av liv och rörlighet, som tycktes väcka den unge herrens energi, ty nu hade hans ansikte antagit ett uttryck av trots och levnadslust och beslutsamhet och, då han lutade sig över barriären och såg ner på staden under sina fötter, var det som om han betraktade en fi ende; hans näsborrar vidgades, hans ögon fl ammade och han lyfte sin knutna hand, som om han velat utmana den stackars staden eller hota den. Adobe Garamond 52 p / Radavstånd 1 August Strindberg: Röda Rummet (1879)
nyvaknade staden; ångvinscharne snurrade nere i Stadsgårdshamnen, järnstängerna skramlade i järnvågen, slussvaktarnes pipor visslade, ångbåtarne vid Skeppsbron ångade, Kungsbacksomnibussarne hoppade skallrande fram på den kullriga stenläggningen; stoj och hojt i fi skargången, segel och fl aggor som fl addrade ute på strömmen, måsarnes skri, hornsignaler från Skeppsholmen, gevärsrop från Södermalmstorg, arbetshjonens klapprande med träskorna på Glasbruksgatan, allt gjorde ett intryck av liv och rörlighet, som tycktes väcka den unge herrens energi, ty nu hade hans ansikte antagit ett uttryck av trots och levnadslust och beslutsamhet och, då han lutade sig över barriären och såg ner på staden under sina fötter, var det som om han betraktade en fi ende; hans näsborrar vidgades, hans ögon fl ammade och han lyfte sin knutna hand, som om han velat utmana den stackars staden eller hota den. Adobe Garamond 48 / 66 p 1,2 rader August Strindberg: Röda Rummet (1879)
nyvaknade staden; ångvinscharne snurrade nere i Stadsgårdshamnen, järnstängerna skramlade i järnvågen, slussvaktarnes pipor visslade, ångbåtarne vid Skeppsbron ångade, Kungsbacksomnibussarne hoppade skallrande fram på den kullriga stenläggningen; stoj och hojt i fi skargången, segel och fl aggor som fl addrade ute på strömmen, måsarnes skri, hornsignaler från Skeppsholmen, gevärsrop från Södermalmstorg, arbetshjonens klapprande med träskorna på Glasbruksgatan, allt gjorde ett intryck av liv och rörlighet, som tycktes väcka den unge herrens energi, ty nu hade hans ansikte antagit ett uttryck av trots och levnadslust och beslutsamhet och, då han lutade sig över barriären och såg ner på staden under sina fötter, var det som om han betraktade en fi ende; hans näsborrar vidgades, hans ögon fl ammade och han lyfte sin knutna hand, som om han velat utmana den stackars staden eller hota den. Adobe Garamond 47 / 71 p 1,35 rader August Strindberg: Röda Rummet (1879) Ju längre rader, desto mer radavstånd
nyvaknade staden; ångvinscharne snurrade nere i Stadsgårdshamnen, järnstängerna skramlade i järnvågen, slussvaktarnes pipor visslade, ångbåtarne vid Skeppsbron ångade, Kungsbacksomnibussarne hoppade skallrande fram på den kullriga stenläggningen; stoj och hojt i fi skargången, segel och fl aggor som fl addrade ute på strömmen, måsarnes skri, hornsignaler från Skeppsholmen, gevärsrop från Södermalmstorg, arbetshjonens klapprande med träskorna på Glasbruksgatan, allt gjorde ett intryck av liv och rörlighet, som tycktes väcka den unge herrens energi, ty nu hade hans ansikte antagit ett uttryck av trots och levnadslust och beslutsamhet och, då han lutade sig över barriären och såg ner på staden under sina fötter, var det som om han betraktade en fi ende; hans näsborrar vidgades, hans ögon fl ammade och han lyfte sin knutna hand, som om han velat utmana den stackars staden eller hota den. Adobe Garamond 47 / 1 radavstånd August Strindberg: Röda Rummet (1879)
di ff er, what goes for individuals goes for organizations. Every single time you are faced Långa rader kräver mer radavstånd. While the methods and the amount of collaboration required may di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well- informed. Of course it feels easier to make things without asking questions. It always will. Like everything else uncomfortable in life, if you don’t make a habit out of it and Radavstånd 1 rad Radavstånd 1,4 rader
and the amount of collaboration required may di ff er, what goes for individuals goes for organizations. Every single time you are faced with a decision, you need to ask “Do we have the right information to make this decision?” If you are continuously making decisions, you need to continuously ensure that those decisions are well- informed. Of course it feels easier to make things without asking questions. It always Radavstånd 1,4 rader Rubriker bör sättas på radavstånd mindre än graden Radavstånd 0,8 rader
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