九个工作谎言豆瓣影评(关于工作的九个谎言)

领500g书库，关注公众号:程叫兽的宝藏 (长按可复制！)

热门下载区==>点此链接进入<<<

本文节选自《九个工作谎言豆瓣影评》

M/ithoutfilter，withoutdelay.SoatBridgeWater，notonlyiseverymeetingvideotaped，archived，andmadeavailableforeverypersoninthecompanytoviewinthecompany，s“TransparencyLibrary”(Dalio，scommitmenttoradicaltransparencyistotaland\\(/itl〕outirony)butalsoeachemployeeisissuedaniPadloadedMathavarietyofappsforratinghisorherfellowemployeesonSixtyattributes，suchas“\\^/illingnesstotouchthenerve，”“conceptualthinking，”and“reliability.”Employeesareexpectedtoratetheirpeersaftercalls，meetings，anddailyinteractions，andalldieresultantratingsareanalyzed(bydieteamthatcreatedIBM，sWatson，noless)，permanentlystored，andthendisplayedonacarddaateachemployeecarriesv/ithhimorheratalltimes.BridgeWatercallsthisyour“baseballcard，”anditsintentistoholdyouaccountahleforknov/ing“whoyoureallyare，”andtogiveeveryoneelsearadicallytransparentviewofwhatyoutrulybringtoBridgeWater-oneofthemetriCsitdisplaysisyour“believabilityscore.”旦Thisisobviouslyanextremeexample-backin2016，DalioandhisC(〕(〕gotintosuchaheatedspatthateachdemandedtheotherberatedon“integrity”bytheentirefirm-anditisdifficulttoprovewhateffect，positiveornegative，thistransparencyhashadonperformance.(Despitethemillionsofdatapointscollected，BridgeWaterstillhasnoreliablemeasureofeachperson，sperformance，aswe，llseeinchapter6.)ThecompanyasawholehasproducedoutstandingresultsacrossdecadesandhasgrownfromMr.Dalio，stwo-bedroomapartmenttooccupyingagleamingofficebuildinginGreen\\^/ich，Connecticut，M/ith1，500full-timeemployees.Atdiesametime，however，the〔]lassdoorreviewsofBridgeWateraremixed，anditsfirst-eighteen-monthturnoverlevelsstandat30percent，threetimeshigherthantheindustryaverage.Peopleleaveteams，notcompanies，aswe，veseen.Thatsaid，itdoesseemthatBridgeWaterhasmorethanitsfairshareofteamsthatpeoplewanttoleave.ButwhileRayDalioandBridgeWatermaybeoutliers，theyareatthesametimeclearlypartoftheestablishedconsensusthatpeopleneedfeedback，andthatthebestcompaniesandthemosteffectiveteamleadersmustfigureouthowtogiveittothem.Inpart，diisconsensusisaperfectlyreasonablereactiontotheabsurdinfrequencyoftraditionalperformancereviews.Becausecompani

九个工作谎言电子书

esreporttheirfinancialresultsannually，wehaveallbecomeusedtoalteringpeople，scompensationannually，andsincemanycompaniescametoespouse“payforperformance，”itwasinevitabletlaatgoalswouldbesetannually，andperformancereviewsconductedannually，andthereforefeedbackgivenannually.ThisCadence，thoughitworkedforthefinancialfolks，madelittlesenseforeitherteamleadersormembers.Leadersfeltburdenedbytlaeneedtoputeverythingintoonesetofgoalsatthebeginningoftheyearandonesetoflaboriousreviewsattheend，whileteammemberssimplyfeltignored.Noonewasservedbythisannualinfrequency，yetdierewasn，tmuchtobedoneaboutit一ifwehatedfillingoutonelongsetofformsatthebeginningandtheendoftheyear，nothingwouldbegainedbyuppingthefrequencyoftheformfilling.Andthentechnologycametotherescue，asitwere.withthecreationofapp-enabledsmartphones，thesubsequentnearubiquityofthesephones，andthentl〕eirintegration\\^/ithcorporateITinfrastructure，companiesgainedtheabilitytogiveeveryemployeethepowertolaunchasurveytoanyoneintheemployeecensusfile，andcollect，aggregate，andreporttheresults.Todaywecangetfeedbackfromanyone，onanyone，atanytime，quicklyandeasily.Butwhilethismightexplainwhywearenowabletogiveconstantfeedback，itdoesn，thelpusunderstandwhywewouldsodesperatelywantto.Tounderstandthatweneedtoturntotwowell-documentedodditiesofhurnannature.Let，ssaythatoneofyourcolleaguesislateforanimportantmeeting.Asyousitinmildannoyancewaitingforhimtoarrive，youcreatealittlestoryinyourrnindthatexplainshistardinessasaresultofhisdisorganizationandlackofprioritization，andhislackofconcernforallthepeoplehe，skeepingwaiting.Thissortofinterpretationofothers，actionsissocommonplacethatitwouldbeunremarkable，exceptforthefactthatitcontainsakernelofreasoningthat，sdemonstrablyflawed，andthatneverthelesshasahugeimpactonhowwedesignourorganizationswhatwe，redoing，increatingourlittlestory，iscomingupwithanexplanation-anattribution，ifyoulike-forourcolleagues，actions，andthoseexplanations，whentheyconcernthepeoplearoundus，overwhelminglyascribeothers，behaviortotheirinnateabilitiesandpersonality，nottotheexternalcircumstancestheyfindthemse

关于工作的9大谎言

lvesin.Inthiscase，yourcolleagueislatebecauseofhisinnatedisorganization，forexample，notbecauseaseniorleadergrabbedhiminthehallwaytoaskapressingquestion.Thistendencyofourstoskewourexplanationsofothers，behavior(particularlynegativebehavior)towardstoriesaboutwhotheyareiscalledtheFundamentalAttributionError.Showussomeonedoingsomethingthatannoysus，orinconveniencesus，andwe，reinstantlycertainthatit，sbecausethere，ssomething\\^/rong\\^/iththatperson.AndtheFundamentalAttributionErrorhasacousin.whileourstoriesofotherscenteronwhotheyare，wearemuchmoregeneroustoourselvesinourinterpretationofourownactions.whenitcomestoourself-attributions，weskewtlaeotherway，andoverascribeourbehaviortotheexternalsituationaroundus，towhdt，shappeningtous.Ifwe，redoingsomethingthatannoyssomeoneelse，thenthatpersonisannoyedonlybecauseheorshedoesn，tunderstandthesituationthat，sforcingustoactthatway.ThistendencyiscalledtlaeActor-(〕bserverBias，andit，soneofanumberofhuman-reasoningbiasesthatfallintoacategorycalledself-servingbiases，becausetheyservetoexplainawayourownactionsinawaythatpropsupourself-esteem.Thesebiasesleadustobelievethatyourperformance(whethergoodorbad)isduetowhoyouare一yourdrive，orstyle，oreffort，say-whichinturnleadsustotheconclusiontl1atifwewanttogetyoutoimproveyourperformancewemustgiveyoufeedbackonwhoyouare，sothatyoucanincreaseyourdrive，refineyourstyle，orredoubleyourefforts.Tofixaperformanceproblemweinstinctivelyturntogivingyoupersonalfeedback，ratherthanlookingattheexternalsituationyouwerefacingandaddressingthat.Andbytheway，ifyoud1inkaboutit，muchoftheworldofworkisdesignedthisway-it，sdesignedforThose(〕therPeople，whoneedtobetoldwhattodo(henceplanninginsteadofintelligence)，whoseworkneedsaligning(hencegoalsovermeaningandpurpose)，andwhoseweaknessesputusallatrisk(hencethedeficitthinkingwesawinthelastchapter，insteadofthefocusondistinctiveabilities).(〕neoftheinconvenienttruthsabouthumansistl1atwehavepoortheoriesofothers，andthesetheoriesleadus，amongotherthings，todesignourworkingworldtoremedyortoinsulateagainstfailingsthatweseeinothersbutdon，tseeinourselves.二k

九个工作谎言读后感

综上：关于工作的九个谎言值得推荐阅读