 为什么选择这本书：根据杰伊的推荐以及杜希格《习惯的力量》的出色评论，我所在的两个阅读小组选择了这本书。 用 3 句话概括：杜希格个人一直在努力保持足够的组织性和积极性，以达到他认为自己能够/应该达到的生产力，并希望探索提高自己生产力的方法。他认为这是一个常见问题，并决定探索超越现有技术的解决方案。他在《习惯的力量》一书中提到了这些好习惯，因此研究了对其他人有用的方法，看看他们的工具是否对他有用。他将自己的发现和讨论分为 8 个章节：动机、团队、专注、目标设定、管理他人、决策、创新、吸收数据，最后他以附录分享了他如何利用这些经验教训。 我的印象。本书令人愉快、有趣且易于阅读，其中有许多精彩的故事来帮助阐明他的观点并支持他的论点。他提供了八种主要工具来提高生产力和成功，并在八个单独的章节中进行了探讨。这些工具对我来说并不新鲜，但在 h是对它们的探索，他根据自己广泛的知识提供了见解和观点这些研究值得一读，并强化了我从其他来源的经验中得到的重要教训。对我来说有一些新想法——特别是在创新和吸收数据的章节中。最后，他在附录中介绍了他个人如何利用这些方法来帮助自己在充满杂务和其他干扰的世界中提高工作效率。 他所谈到的共同主题是永恒的，值得重复和重新审视——杜希格在讲故事和使观点相关方面做得很好。我对这本书的主要反对意见是，除了一系列成功和失败的故事来支持获得更多成功、减少失败和提高生产力的愿望之外，我未能找到将整本书联系在一起的强有力的线索。此外，各章节之间也存在相当大的重叠——例如，他在重点和动机方面分享的很多内容也可能包含在决策中。但这并没有削弱这些想法的价值。也就是说，我相信这是一本优秀的书，可以介绍领导力管理文献并与那些刚接触领导力管理文献的人进行讨论。这是一本供组织内领导者逐章回顾的好书。 这是经过充分研究的。虽然我没有花很多时间探索本书后面的大量注释，但我花的时间是富有成效的。对于认真学习这些概念的学生来说，花一些时间在笔记上，回顾他的研究并放大章节的笔记将会引起很大的兴趣。 以下是我从他的每一章中得到的关键见解和要点，并引用了一些内容： 第一章：激励： 他介绍了“控制点”的概念——每个人都希望感觉自己对影响他们生活的因素有一定的控制力，他说领导者理解这一点是激励员工的关键。这是基于合规的文化和基于承诺的文化之间的区别，在这种文化中，人们只做他们被告知的事情，在这种文化中，人们对自己正在做的事情进行个人投资，因为他们相信自己在决策中拥有发言权，并且可以通过他们所做的选择影响他们的命运。 如果你想激励人们，就给他们一种他们有一定控制权的感觉。它让人们相信良好的结果是他们的决定的结果。如果他们觉得自己没有发言权，他们通常会通过被动的攻击行为，甚至攻击性的反抗行为来控制。 有趣的故事——
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第二章：团队：伟大的团队会鼓励并热爱彼此的疯狂想法——即使人们意见不同，也会互相支持。杜希格认为，成功团队中最重要的是他们“如何”运作，而不是团队中的“谁”。在优秀的团队中，人们会谈论团队的“感受”。他讨论了如何制定群体规范，以及如何创造非惩罚性环境，使人们更愿意承担风险和承认错误。杜希格谈到了发展“心理安全感”，让人们可以自由表达不同意见。 本章讨论的“团队智力”大于其成员智商的总和，他指出在许多拥有许多聪明人的团队中，都会做出愚蠢的决定。他指出团队的规范如何将人们聚集在一起，而这些规范，而不是个人，使团队变得聪明。但并没有一套放之四海而皆准的规范来优化团队绩效——它们必须不断发展并适应每个团队的化学反应。 他指出，在会议上，优秀团队的所有成员的发言比例大致相同，并且具有较高的社交敏感性——这意味着他们能够熟练地根据语气等来直觉成员的感受。优秀的团队也包含更多的女性。最好的团队拥有能够树立倾听和社交敏感性规范的领导者——他们表现出培养心理安全感的行为。在伟大的团队中，整个团队互相支持，每个人都感觉像明星。 Lazlo Bock（谷歌）列出了最高效团队的五个关键标准：
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第三章：注意力：一个人的注意力就像一盏聚光灯，可以广泛分散，也可以紧密集中。我们的大脑会自动寻找断开连接和放松的机会。“认知隧道”会导致人们过度关注眼前的事物，或者专注于眼前的任务。当我们进行认知隧道时，我们会失去全局，并可能错过隧道之外的关键指标——可以拯救我们生命的关键指标。 “反应性思维”是一个表亲——以我们反复训练的方式自动做出反应——不假思索地做出反应。虽然这通常是一个有价值的工具，但自动反应思维也会压倒我们利用判断针对这种特定情况做出最佳决策的能力。 我们一生中最重要的决定是我们选择关注什么。 有趣的故事：
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第四章：目标设定： 他讨论了我们许多人对“认知封闭”的心理需求——对自信判断的渴望——以达到“最终？” 避免歧义和混乱的结论。决定已做出。虽然它可以是一种优势，但它也可能引发思想封闭、独裁冲动、不愿意考虑新的事实或意见。果断的本能会让我们对那些应该让我们停下来的细节视而不见。 He describes how GE developed the SMART goals approach to systematize goal setting, but Jack Welch also demanded that executives identify stretch goals – a desirable goal so ambitious that it was hard to describe HOW to achieve it. Yet “for a stretch goal to inspire, it often needs to be paired with something like the SMART system.” Interesting Stories:
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CHAPTER 5: MANAGING OTHERS: In this chapter Duhigg outlines five different cultural models he’s seen in organizations:
Research shows that the only one of these models that is a consistent winner is the commitment model. Managing others begins with hiring. When you choose employees slowly you have time to find people who excel at self-direction – a key requirement for a commitment culture. That also allows the leader to decentralize decision making – which speeds up progress and inspires the work force. The best leaders devolve decision making to the employees that are closes to the problem – giving them great say in how it is solved. By giving employees more say, they open the door, and create the right conditions for great ideas to be explored and to take root. But that requires experimentation and allowing for mistakes. The biggest misstep is when there is never an opportunity for an employee to make a mistake. For example Pixar and Toyota succeeded by empowering low-level employees to make critical choices. Similarly in healthcare, there has been a movement toward giving more authority to nurses and other non-physician health workers – this is referred to as “lean healthcare.: Interesting stories:
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CHAPTER 6: DECISION MAKING: This chapter spends a lot of time on Annie Duke’s approach to decision making as a bet – that every decision has uncertainty built into it, and the decision is a bet that it will achieve the desired outcome. He describes thinking “probabilistically”- that is, questioning assumptions and accepting uncertainty. “Losers are always looking for certainty. Winners are comfortable admitting to themselves what they don’t know.” Just as every decision is a bet, it is also a prediction – of the outcome of that decision. So predicting well is also a key aspect of decision making – but you have to start with the right assumptions if your predictions will work out for you. And those assumptions have to recognize and accept uncertainty to work. Good decisions demand having realistic assumptions and accepting a realistic assessment of risk. Making good choices relies on forecasting the future, and accurate forecasting requires research that exposes us to as many examples of both successes and disappointments as possible. (p196) Many successful people spend a lot of time studying failures – to better understand mistaken assumptions and where uncertainty lies. Interesting story: Annie Duke’s Poker playing background Quotes:
CHAPTER 7: INNOVATION: This chapter is about fostering a creative process in an organization. He points out that most creativity is combining old and often conventional ideas, concepts and practices in new and untried ways. That process is usually facilitated by a certain degree of stress or tension, that forces people to throw out old ideas and try out new ones, in order to solve a problem. This is referred to as “creative desperation” – when necessity pushes people to try something really different. Idea brokers are those who facilitate cross-fertilization of ideas that may be conventional in one setting, and then applying them in a new setting to achieve a breakthrough result. The creative process is built upon failure – learning from mistakes and trying new ideas that don’t quite work and then figuring out why. “Every wrong step gets us closer to what works.” Sometimes the best way to spark creativity is to disturb the status quo just enough to open the door to new thinking. Disrupt the teams dynamic just slightly – changing settings for work, or roles of key players, or one or two of the key players – that might be just enough to stop everyone from spinning in place. For a leader to become an idea or creative broker they must 1.Look to their own life for creative fodder – be sensitive to their own experiences; 2. Add a bit of urgency or stress to force people to see old ideas in new ways; and 3. Maintain some distance form what they create, so as not to become blind to alternatives. Interesting Stories:
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CHAPTER 8: ABSORBING DATA: This chapter is really about how to deal with information overload, and explores how to organize, and harvest good decisions from unwieldy amounts of data. He points out that our brains prefer to organize options into 2 or 3 possible options for decisions – which is a challenge when confronted with a large amount of information. He offers examples of how to engage employees, teachers students with a lot of data, and thereby help them distill it into practical applications. He also shows how cognitive tunnelin and becoming attached to binary yes-or-no options blinds us to alternatives or 3rd of 4th alternatives, He also describes how so many people are unable, or unwilling to seek to understand an opposing viewpoint or position, they are so entrenched in what they believe is right. And he concludes the chapter with examples of how people will retain and use information best if they force themselves to think about it, explain it, apply it in some way in their lives. This helps us create the mental folders, or what he calls mental scaffolding allowing us to build upon the lesson, the information, the new data. Which is also the lesson he teaches us in his Appendix. Interesting Story: Cincinnati school systems spent huge resources to examine why students were failing w minimal results, until an experimental program taught teachers how to better utilize the extensive data to change their approach to teaching. Quotes:
Appendix: A Reader’s Guide to Using These Ideas. This chapter is a personal note from the author and offers practical advice about how to implement the lessons in chapters 1-8. He provides several examples of how he struggled with writing this book, and then decided to follow his own advice, and then he tells us HOW he used the insights in his book to help him with motivation, goal setting, focus, decision making, etc. He also provides brief and useful summaries of the chapters on teams, managing others, innovation, and absorbing data. He concludes with a story of how he spent months researching an example of a man with a fanatic devotion to an idea (shipping containers) which ended up changing the world for the better. But he didn’t include it because it didn’t fit with the message he intended. He gave up his “darling.” For someone who just wants the bottom lines and the condensed version of Smarter Faster Better, reading the Appendix will offer that, without the stories and the examples to back up his points. |
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来自： learnmachine > 《读书杂志》
