工作的九个谎言中文版(九个工作谎言挽弓当挽强)

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本文节选自《工作的九个谎言中文版》

fromit.Theymightbesignificantortrivial.Itdoesn，tmatter.Justaskforthree“thingsthatareworking”Indoingd1at，you，repriminghisrnindM/ithoxytocin一whatwesometimescallthe“lovedrug，”butwhichhereisbetterdioughtofasthe“creativity”drug.Bygettinghimtothinkaboutsomespecificthingsdiataregoingright，youaredeliberatelyalteringhisbrainchemistrysothathecanbeopentonewsolutions，andnewwaysofthinkingoracting.(Bytheway，youcanbetotallyup-frontwithhimaboutwhatyouaredoing-theevidencesuggeststhatthemoreactiveaparticipantheisintl〕is，themoreeffectivethetechnique.旦蓦一)Next，gotodaepast.Askhim，“whenyouhadaproblemlikethisinthepast，whatdidyoudothatworked?”Muchofourlivesarelivedthroughpatterns，soit，shighlylikelythathehasencounteredthisproblembeforeandfoundhimselfsimilarlystuck.Butononeoftheseoccasionshe\\(/illalmostcertainlyhavefoundsomewayforward，someactionorinsightorconnectionthatworkedforhimandenabledhimtomoveoutofthemess.Gethimthinkingabouttliat，andseeingitinhismind，seye:whatheactuallyfeltanddid，andwhathappenednext.Finally，turntothefuture.Askyourteammember，“whatdoyoualreadyknowyouneedtodo?whatdoyoualreadyknowworksinthissituation?”Inasenseyou，reoperatingundertheassumptionthathe，salreadymadehisdecision一you，rejusthelpinghimfindit.Atthispoint，byallmeansofferuponeortwoofyourownpaintings，toseeiftheymightclarifyhisown.Butaboveallkeepaskinghimtodescribewhathealreadysees，andwhathealreadyknowsworksforhim.Theemphasishereshouldnotbeonwhyquestions(“whydidn，tthatwork?”or“whydoyouthinkyoushoulddothat?”)，becausethesetakebothofyoubackwardandupwardintoafuzzyretrospectiveworldofconjectureandconcepts.Instead，relyonyourwhatquestions(“whatdoyouactuallywanttohavehappen?”or“whatareacoupleofactionsyoucouldtakerightnow?”).The

九个工作谎言如何购买

sesortsofquestionsyieldconcreteanswers，inwhichyourcolleaguefindshisactualselfdoingactualthingsinthenearfuture.Eachanswerhecomesup\\(/ithisabrushstroketohispainting，makinghisimagesevermorevivid，morecompelling，andmorereal.Andifhestartsbig，assomedo，M/ithhugeswathsofcolorthatoverwhelmdaeentirecanvas一{\'whatIneedtodoisquitmyjob，buyadinghy，andsailroundtheCapeofGoodHope”一thenputacoupleofsmallerbrushesinhishandanddirecthisgazetooneCornerofdieCanvas:Here，safigure，youmightsuggest.Canyourepaintit，inadifferentcolorperhaps，or\\^/ithonesmallshiftintheperspective?Perhapshe\\(/illbeabletoComeup\\(/ithafewthingsheknowshecantacklerightnow，ratherthanupandquittinghisjob.Andthen，guidedbythesmallbutincreasinglyvividimageinhisownrnind，he\\^/ill，littlebylittle，createanewpainting.吏TheAmericanphilosopherJohnRawlsproposed，in1971，athoughtexperimenttocounterthesetheoriesofours，anexperimenthecalledTheVeilofIgnorance.Essentially，hesuggestedthatthebestwaytodesigntheworldwastoimaginethatwhenweweredonedesigningit，we，dberandomlyassignedsomeroleinthisnewworld，andthatweshoulddesigninignoranceofwhatthatrolewouldbe一whetherwewouldberichorpoor，maleorfemale，academicorathletic，andsoon.Heproposed，inotherwords，thatweshoulddesignaworldforourselves，foranyimaginablepermutationofourselves，ratherthanforothers.Andthisislikelyaverygoodwaytodesignaworkplace，too-notforthoseidiots，butforthisone.土ThisfalsesyllogismiswonderfullymemorializedintheBritishTVcomedyyes，PrimeMinister，intheformof“Wemustdosomething.Thisissomething.Thereforewemustdothis”Itsequivalent:“AllCatshavefourlegsMydoghasfourlegsTherefore，mydogisaCat.”Logiciansrefertothisasthefallacyoftheundistributedmiddle.Fortherestofus，it，sknownaspoliticians，logic.吏Andincaseyo

九个工作谎言挽弓当挽强

u，rewonderingwhichdriveswhich-whethertheperformanceleadstopraiseorviceversa一thedatarevealstl1atthoughhighperformanceatTime1doesindeedrelatetoahigherscoreontherecognitionitematTime2，thecorrelationcoefficientsarefourtimesbiggerwhenpointedtheotherway:praiseleadstoperformancemorethanpraisereflectsperformance.吏Andtheironythatwearehereadvisingyounottogiveadvicehasnotescapedus.‖E#6PeoplecanreliablyrateotherpeopleHowmuchdoyouthinkyoucanknowaboutapersonsimplybywatchinghim?Ifyouwork\\^/ithhimeverysingleday，doyouthinkyoucanfigureoutwhatdriveshim?Couldyouspotenoughcluestorevealtoyouwhetherhe，scompetitive，oraltruistic，orhasaburningneedtocrossthingsoffhislisteveryday?Howabouthisstyleofthinking?Areyouperceptiveenoughtoseehispatternsandpinpointthatheisabig-picture，what-ifthinker，oralogical，deductivereasoner，orthathevaluesfactsoverconcepts?Andcouldyouparsehowherelatestoothers，anddiscern，forinstance，thathe，sfarmoreempatheticthanheappears，andthatdeepdownhereallycaresabouthisteammates?Perhapsyoucan.Perhapsyouareoneofthosepeoplewhoinstinctivelypicksuponthethreadsofothers，behaviorsandthenweavestl〕eseintoadetailedpictureofwhoapersonisandhowhemovestl1roughtheworld.certainly，thebestteamleadersseemabletodothis.Theypaycloseattentiontothespontaneousactionsandreactionsoftheirteammembers，andfigureoutthatonepersonlikesreceivingpraiseinprivate，whileanothervaluesitonlywhenit，sgiveninfrontoftheentireteam;thatonerespondstocleardirectives，whileanothershutsdownifyouevenappeartobetellingherwhattodo.Theyknowthateachmemberoftheirteamisunique，andtheyspendahugeamountoftimetryingtoattendtoandchannelthisuniquenessintosomethingproductive.Howaboutratingyourteam，though?Doyouthinkyoucouldaccuratelygiveyourteam

工作的九个谎言

综上：九个工作谎言挽弓当挽强值得推荐阅读