这是描述信息

Committed to manufacturing world-class
High-end intelligent CNC equipment

 

这是描述信息
/
/
Industry News
10 work habits of the McKinsey elite

10 work habits of the McKinsey elite

Whenitcomestosmartpeople,mostofthemhaveamethodology.McKinsey,whichowns70%oftheclientsoftheworld'stop100companies,hasnotonlybeenpraisedforitsprofessionalconsultingservices,butitsmethodologythathasbeenspreadoverdecadeshasalsobeenimitatedandlearnedmadly.Theseeminglysimplemethod,butthetricksareallstunts. McKinseyhasa7-stepmethodtosolvetheproblem:1.Mastertherealproblem2.Organizetheproblem3.Collectintelligence4.Makeahypothesis5.Verifyhypothesis6.Thinkaboutsolutions7.Implementsolutions Thisisageneralproblem-solvingframework.Evenifweencounternewproblemsinanunfamiliarenvironment,wecanuseittocarryoutourwork.Buttheframeworkitselfdoesnotallowyoutosolveaproblemeffectively.比如妳知道演講要根據坡道、發現、甜點這種結構來設計內容,但妳並不壹定能真的設計好壹個演講的結構;再比如妳知道MVC模式可以很好的分離數據和呈現,可妳在開發中用不用得好也很難說。要想能夠運用某個框架快速解決問題,還需要打通壹個關節:通過練習,掌握高效使用框架的技能和習慣。《麥肯錫工作方法:麥肯錫經營的39個工作習慣》,就是從這樣壹個角度出發,圍繞解決問題7步法,分門別類總結了39個工作習慣。幫助妳養成習慣,駕馭框架,解決問題。我精選了10個,推薦給大家看。麥肯錫解決問題流程的第壹步,就是“從零開始”,找到真正的問題。因為往往委托人交給我們的問題,並不是真正的問題。比如有人找妳咨詢“為什麽部門員工沒有幹勁?”。很可能問題並不是“員工沒有幹勁”,而是經理不能很好的和下屬溝通,不能有效激勵下屬。所以我們必須要跳出問題的表象,避免直接反應式的處理模式,多考慮壹下問題究竟是什麽。保持從原點出發的思考方法非常重要。因為如果搞錯了真正的問題,那麽壹切努力都將是徒勞的。溫伯格的《妳的燈亮著嗎》對這點也有精到的描述。這就是我們的成語“未雨綢繆”所提倡的習慣。但是這本書把它具體化、方法化了,我們更容易知道怎麽做。看看下面這張圖就清楚了:“空”表示的是“如今處於怎樣的狀況”這壹“事實”。如果“天空中全都是烏雲,那麽很快就會下雨”。“雨”表示的是“如今的狀況表示怎樣的含義”這壹“解釋”。也就是說,根據事實會得出何種結論。隨時可能下雨的狀況,得出如果被淋濕會影響心情的解釋。“傘”表示的是在了解事實與解釋之後所應該實際采取的行動,也就是“解決辦法”。只要帶傘出門就不會被與淋濕。所謂PMA(PositiveMentalAttitude),指的就是時刻“保持積極向上的工作態度”。只為成功找方法,不為失敗找理由,將全部精力都集中在完成工作上。這個習慣開始的舉例比較容易引起員工的反感。不過殘酷的是,它是對的。如果妳是只有幾年工作經驗的年輕人,那麽與上司的交流基本就是“認真服從”。這樣妳工作的品質和效率都會得到提高。對上司保持尊敬,並且絕對服從,做壹個聽話的好員工。不管上司說什麽,只要保持回答“是”就好。“但是……”“哎?”“可是……”“有困難!”“做不到。”從現在開始,把這些回答都從妳的字典裏刪掉。老老實實地回答“是”,然後按照上司的指示進行工作,把壹切精力都集中在工作上,努力取得超出上司期待的成功。“真誠、正直、明朗的人”是無敵的。或許有人認為,這豈不是和奴隸壹樣嗎?那說明他不理解“積極的態度,本身就有價值”這句話。2011年08月29日,馬雲發內部郵件時說的話,也是壹樣的邏輯:剛來公司不到壹年的人,千萬別給我寫戰略報告,千萬別瞎提阿裏發展大計……誰提,誰離開!但妳成了三年阿裏人後,妳講的話我壹定洗耳恭聽。我們喜歡小建議小完善……我們感恩妳的每壹個小小的完善行動。在《致加西亞的信》壹書中,也有類似的觀點。我經常會收到類似“怎麽和領導搞好關系”、“要不要拍馬屁?”、“為什麽能力不如我只會和領導搞關系的同事,加薪卻比我多?”這種問題。這個習慣可以解答這類問題。深受上司喜愛的部下都有壹個共同點,那就是具有摸清上司類型的能力。工作能力差的人,不管跟隨怎樣的上司都是“以我為主”。結果,他和上司之間的配合就會很不搭調,工作難以取得進展。在現實工作中,我們應該從中立的視角觀察上司屬於什麽類型,然後做出相應的配合。這樣的話妳的工作肯定會變得非常順利。書裏從兩個維度區分上司類型:性格和任務管理方式。1.從性格上看,要識別上司是“情感型還是理智型”。 這種劃分,遵從的是MBTI當中的第三個性格維度。比如我的MBTI代碼是INFP,第三個字母是F,就是情感型的;第三個字母是T,就是理智型的。如果妳知道上司的MBTI測試結果,就很容易區分出來。如果不知道(大概率),就只能多多觀察他的行事風格來推測。情感型的上司,直率、感情豐富、有氣勢、重視共鳴、容易感動,做決定時偏好感性,註重考慮人的感受。和情感型的上司溝通,要著重情感表現,多使用引起情感共鳴的詞語。比如妳和他聊房貸,說妳壓力太大,心煩意亂、焦慮不堪,時常感到無力和沮喪。他可能就比較容易感受得到。比如妳要請假參加孩子的運動會,描述孩子多期待妳出現。他也很可能會爽快的答應,還會和妳聊幾句。理智型的上司,自制、重視理論、準備周全、沈著冷靜、討厭借口和浪費時間;喜歡邏輯分析和推理,偏重以理服人;常常認為某些事情邏輯上怎樣就應該怎樣去做。妳可能覺得他冷漠、不近人情。跟這種類型的上司溝通,不用閑聊,不用套近乎,也不用表現妳豐富的感情。這些不但沒卵用,還會降低他對妳的評價。比如妳說自己家裏事情多比較煩惱不能加班,他往往會冷酷地認為這是妳自己的事情搞不定這是妳的責任。比如妳早上發給他的報告中有壹個嚴重的數據錯誤。妳解釋說昨晚加班到淩晨3點太累了早上有點恍惚。他根本不會接受妳這種解釋,反倒會認為這人沒有責任和擔當遇事只會找借口。開門見山、就事論事、邏輯清晰、有理有據,這是理智型上司喜歡的方式,轉變妳和他溝通的方式,主動配合,是良策。2.從任務管理方式看,要識別上司是“單獨型還是復合型”。 單獨型的上司,基本上會集中於壹件工作,偏好以串行的方式管理任務,壹件工作結束後才會開始另壹件。在向單獨型上司匯報工作時,要註意集中在壹件工作上進行商討和匯報。不要壹會兒東壹會兒西,那樣很容易引起他的憤怒。復合型的上司擅長多任務並行,不怕被打斷,喜歡像八爪魚壹樣同時搞定多件事情。遇見這種類型的上司,妳盡管提問題,找他商量,他不會煩。但是,他很容易遺忘。妳今天提過的事情,可能明天他就忘了。他處理的很多任務也很有可能不了了之。在工作中,如果我們知道自己的類型。摸清上司的類型,就可以壹邊發揮自己的長處,壹邊配合上司的類型進行工作。有壹次,我的壹個同事找我說:“老大,妳有時間嗎?我想和妳聊聊。”我說有啊,於是我們到會議時,他告訴我他要離職。我好尷尬,沒有任何準備。還有壹次,我想找另壹個部門的同事討論壹個架構設計問題,我走到他工位前說:“XX,妳下午有時間嗎?”他猛壹擡頭,眼露警惕,生硬地問:“什麽事?”這是兩個很不好的開頭哦。如果妳能把問題是什麽、需要多少時間表達清楚,別人就比較容易配合妳。比如我那個要辭職的同事如果說,“老大,占用妳10分鐘的時間,和妳聊聊辭職的事情”。我就可以知道他要跟我說什麽,可以安排時間來好好的聊。比如我找別的部門同事討論架構問題,用“XX,有個CMS架構的問題,想占用妳10分鐘時間討論壹下,可以嗎?”這句話來開始,他就沒那麽大反應了。妳的經理告訴妳:“產品提了個需求,妳看壹下。”妳接受了這個任務,找產品經理討論了壹下,然後就投入工作,吭哧吭哧開始修改代碼……搞了三天之後,經理來問妳:“周壹說的版本,今天該發布了,搞得怎麽樣了?”妳壹臉懵逼:“啊?!妳不是讓我看新需求嗎?我正在實現產品提的需求,那個版本還沒來及弄呢。”經理壹臉黑線,立馬吧啦吧啦數落起妳來。是不是覺得妳很冤枉?明明是妳讓我看新需求的哇!然而,其實妳壹點也不冤枉。因為妳沒搞清楚領導的意圖,也沒有和領導確認目標。當我們接到壹個任務時,壹定要搞明白三件事:1.背景和意圖2.工作目的3.截止日期這些都要在開始工作之前確認,在搞清楚這些問題之後再安排工作時間。這樣工作效率和品質才能得到大幅度提高。另外在進行調查的過程中,也應該經常向上司確認工作的方向性,是否出現了偏差。如果沒弄明白任務委托人的意圖就開始按自己的理解猛搞。結果往往是領導壹句話,妳的工作就要從頭再來。像剛進大學、剛入職場、剛進新公司、剛加入某個群這些場景,都可能會讓妳做自我介紹。妳的介紹可能是這樣子:“大家好,我是白娘子,請大家多多關照。”請問,這樣的介紹有沒有用?沒用啊。因為這個介紹裏除了名字,沒別的信息,別人無法找到和妳的共同點。如果改成這樣:“大家好,我是白娘子。家在杭州西湖邊,畢業於浙江大學,喜歡讀小說,李碧華的《青蛇》是我最喜歡的。我還喜歡川劇變臉,還喜歡瑜伽,還喜歡自己做糕點,也喜歡玩《王者榮耀》,希望和大家多多交流。”是不是好多了?新的版本裏,透露了個人的家鄉、母校、興趣愛好,構建了彼此連接的著陸點。這樣喜歡瑜伽的就可以找妳聊瑜伽,喜歡玩《王者榮耀》的可以和妳討論裝備……當妳和別人因為某個共同點連接起來,接下來的交往就會比較自然順暢。昨天在壹個微信群裏看到壹個問題:團隊裏有個技術大牛,做的設計總是很難實現。可是他很堅持,誰說都沒用,怎麽辦?還有人問我:領導是從業務線過來的,不懂技術。他的安排經常不合理,導致效率低下,我該怎麽提醒他合適?直接說他會很不高興。類似這種問題,我們在工作中天天都會碰到。習慣26提供了壹個非常棒的方法,能讓我們妥妥地搞定這些問題。這個習慣的思路就是:運用疑問和提問,引導對方自己看到結果。還是用書裏的例子來講,我前面提的兩個問題,大家下來可以當做練習。把妳想到的解決辦法,寫在本文後的留言裏。有個客戶提出問題:“白色的杯子賣不動。怎麽辦才好呢?”妳知道白色杯子在市場上競爭力很低,應該推出不同顏色的款式。如果妳直接了當地說:“很遺憾,我認為貴公司的白色杯子沒有市場需求。這些數據可以表明……”聽到妳這樣說,對方肯定會非常尷尬——因為他的工作被徹底否定了。但如果妳嘗試提出下列問題:貴公司堅持生產白色的杯子很了不起,那麽市場對白色杯子的反響如何?顧客喜歡什麽顏色的杯子?現在銷量最好的杯子是哪壹款?如果您是顧客的話,想要什麽樣的杯子?您都在什麽時候使用杯子?您吃飯的時候經常喝什麽?喝東西的時候使用什麽容器?把自己的意見和假設,融入其中,讓對方自己思考問題的答案。他往往能夠自己看到問題所在。好啦,我們再舉個例子。公司的新聞APP要求用戶必須使用手機號碼註冊後才能瀏覽新聞。妳覺得這樣不合理,應該允許匿名使用,或者用微信登錄。如果妳直接找產品經理說:“這種設計簡直腦殘,用戶什麽都看不到根本不可能用手機註冊。再說啦,手機註冊也不方便,還要發驗證碼什麽的,煩死了。”假設妳是產品經理,聽到開發這樣說,妳會是什麽反應?尷尬,反駁,生氣,憤怒……都會有吧。如果妳問產品經理壹個問題:“妳第壹次用今日頭條時,用手機註冊了沒?”他可能就會意識到自己的設計不妥。麥肯錫的“優秀上司”們具有三個共同點:1.認可部下2.與部下產生共鳴3.激勵部下關於如何認可部下,我先摘錄原文:要想最大限度地激發出部下的潛力,最好的方法就是“認可”部下。雖然與“稱贊”很相似,但實際上有很大區別。所謂“認可”,指的是承認這個人的存在
2018-08-14
My beautiful assistant resigned

My beautiful assistant resigned

youngpeople                                         Pleaselearntodothelittlethingsathandfirst   Thecompanyrecruitedalargenumberofnewpeoplewhograduatedfromundergraduateandgraduatestudents.Theaverageageis25yearsold. ThatnewassistantisagirlIpersonallyrecruitedaftermanyinterviews.Graduatedfromaprestigiousuniversity,smartandlivelypersonality.Inprivate,IhavetoadmitthatoneoftheveryimportantreasonsIrecruitedherwasnotonlyherexcellentperformanceintheuniversity,butalsobecauseshewrotebeautifulcharacters.Therearenotmanygirlswhocanwritegoodwords,especiallylikeher.Shelookslikeherwithlonghair.Whatafemininegirl,butthesonorouswritinginonehandmademefeelgoodabouther. Sheteacheshand-in-hand,fromworkflowtodealingwithothers,shealsolearnsquickly,andshecanlearnmanytasksassoonassheteaches,andsheisproficientassoonasshegetsstarted,andshegetsalongwellwithcolleagues.Istartedtogivehersomecoordinationworkslowly,andshetriedtodealwiththebusinesscontactsandcommunicationbetweenvariousdepartmentsandbetweenvariousbranches. Ioftenmakemistakesatfirst.Shewasverynervousandcametotalktome. Itoldher:"Itdoesn'tmatterifyouarewrong,youcanrestassuredtodowhatyouthink.Ifyouencounteraproblem,comeandaskme,Iwilltellyouwhattodo. Stillwrong,cametomeagain.ThistimeItalkedmoredeeply.Herconfusionis,whydoshealwaysletherdothesetrivialthings? Iaskedheratthetime:"Whatismeantbynon-trivialwork?" Shecouldn'tanswer,thoughtforalongtime,andsaidtome:"Ialwaysfeelthatmyabilityisnotonlyabletodothese,butIcanalsodosomemoreimportantthings." Theconversationlastedforanhour,andIknewthatshedidn'tlistenmuchtowhatIsaid.Later,Isaid,dotheworkathandfirst,avoidcommonsensemistakes,andthenproceedstepbystep.                                                  Themostterriblethingisnotthatyouareincapable,                                        Isnotcapableandnotgrounded.                                    Allworkhasvalue                                   Thekeyiswhetheryouarecareful Sixmonthslater,shecametomeandresignedforthefirsttime.Iturnedofftheappointmentandtalkedtoheraboutresignation.Askedaboutthereasonforherresignation,shetoldmebluntlythatshehadafour-yearundergraduatedegreeandhadexcellenthomework.Shedidn'texpecttofindajobaftergraduation,butshedealswithtrivialthingseveryday,withoutasenseofaccomplishment. Iaskedheragain:"Whatdoyouthinkisthemostmeaninglessworkthatwastesyourtimeandenergyamongallyourcurrentwork?" Sheansweredmeimmediately:"Helpyouposttheinvoice,thenreimburse,thengotothefinancetogothroughtheprocess,andthenbringthecashbacktoyou." Ismiledandaskedher:"Haveyouhelpedmetopastetheinvoiceforreimbursementforhalfayear?Throughthisincident,whatinformationhaveyousummarized?" Shestayedforalongtimeandreplied:"Postinganinvoicemeanspostinganinvoice.Aslongasthereisnofinancialerror,it'sfine.WhatinformationcanIhave?" Isaid,letmetellyouwhatIdidbackthen:In1998,Iwastransferredfromthefinancetothegeneralmanager'sofficeasanassistanttothegeneralmanager.Oneofthemistohelpthegeneralmanagerreimburseallhisbills,justlikeyouaredoingnow.Originally,thisjobisjustlikewhatyoujustsaid,justpostthebillsandcompletethefinancialprocess. Infact,abillisakindofdatarecord,whichrecordsexpensesrelatedtothegeneralmanagerandeventheoperationoftheentirecompany.Abunchofdatathatseemsmeaningless,infact,theyinvolveallaspectsofthecompany'soperationsandoperations. SoIsetupatabletorecordallthedatareimbursedbythegeneralmanagerhereinaccordancewithtime,amount,consumptionlocation,contactperson,telephonenumber,etc. Thepurposeofmyinitialcreationofthisformwasverysimple.Iwantedtohaveafinancialbasis,andifmybossaskedmeaboutthesituation,Iwouldhaveaccuratedatatotellhim. Throughsuchastatistics,Igraduallydiscoveredsomeoftherulesofsuperiorsinbusinessactivities,forexample,whatkindofbusinessactivities,whatkindofoccasionsareoftenused,andtheapproximatecostofthebudget,thegeneralmanager’spublicrelationsConventionalandunconventionalprocessingmethodsandsoon. Whenmysuperiorfindsoutthatheassignsworktome,Iwillhandleitveryappropriately.Thereissomeinformationthathedidn'ttellmeatall,andIcandealwithitpromptlyandaccurately. Heaskedmewhy,andItoldhimmyworkingmethodsandsourcesofinformation.Gradually,basedonthisbenignaccumulation,heexplainedmoreandmoreimportanttasks.Gradually,akindoftrustandunderstandingcameintobeing.WhenIwaspromoted,hesaidthatIwasthebestassistanthehadeverused. Afteralltheselongtalks,Ilookedatthisgirl,andshelookedatmeblankly. Itoldherbluntly:"Ithinkyourbiggestproblemisthatyoudidn'tuseyourheart.Youdidn'tsinkyourheartintheseeminglysimpleworkthatcanbedonewithoutthinkingaboutit.Therefore,afterhalfayear,youfeelthatyouhavenotmadeprogress.." Shewassilent,butwithdrewherresignationreport. Afterpersistingforanother3months,shestillresigned.ThistimeIdidnotkeepherandlethergo. Later,sheoftenchattedwithmeonMSN.Tellmeabouthernewjob.Withinayear,shechangedthreejobs,eachtimeshecouldn'tholdonforlong.Everytimeshesaidthatthenewjobwasnotthejobshewanted.In2005,sheresignedagain. Verydistressed,cametomeandwantedtoeatwithme.IaskedhertoeatJapanesefoodinthemallbehindtheofficebuilding.Halfwa
2018-08-14
Low profile is ruining your life

Low profile is ruining your life

Atthebeginningofthenewyearin2018,manypeoplemadenewyearwishesintheircircleoffriends.Somewantedtobepromotedthisyear,somewantedtoloseweight,somewantedtobeadmittedtograduateschool...However,halfof2018haspassed.Somepeopleshouldstillgotobed,swipetheirmobilephones,andlivealow-qualitylifethathasnorequirementsandnogoals.Afewdaysago,myfriendLinXiangaskedmeifIcouldrecommendajobforhim.Iwasverypuzzled.Ifapersonwhohasworkedinthelastcompanyfornearly5years,howcanIstopdoingit?    Heembarrassedlysaidthathewasfiredbythecompany.ItturnedoutthatwhenLinXiangfirstjoinedthecompany,hewasayoungmanfullofenthusiasm.Heworkedhardateverything,andhedidhisbesttoassigntasks. Aftertwoyearsofwork,hewasrecognizedbythedepartmentleaderandwaspromotedtotheteamleader.LinXiangwasveryproudandwasreadytodohisjobinthisposition. Butlaterhediscoveredthatthesupervisorofthesamelevelwasnotasdesperateashedideveryday,andstillsatinthispositionsecurely.   Hestartedtowaver,whydidhedothis? Liketheposition,thesalaryearnedissimilar,notaseasyasothersdoeveryday. Sohestartedtocommutetoandfromgetoffworkontime,assigningmostoftheworktohissubordinates,sittinginfrontofthecomputer,swipingonWeiboandwatchingmovies. Atthattime,Iremindedhim:Don’tstayinthecomfortzoneforalongtime.Asaresult,inaword. Inthefourthyear,thecompanystartedlayoffsonalargescale,andallemployeeswhodidnotmeettheworkingstandardswithinthreemonthswerefired. LinXiangbegantopanicandwasabouttoregainhisstrength,butfoundthatthelifeofeatingandwaitingfordeathhadbeencarvedintohisbones. Afterworkingforlessthananhour,hecouldn'thelpbutstarttobrowsethecircleoffriends,andtheplanshemadewerealwaysrejectedbyallthestaff.Hehadtoomuchthinkingandcouldnotkeepupwiththerhythmofthecompany,anditwasinevitabletobefired.Oneofthesignsthatapersonisbeginningtoabandonisunwillingtostepoutofhiscomfortzoneandliveanaturallifeunderlowerandlowerconfigurations. Isawapieceofnewsbeforethatawomangraduatedwithamaster'sdegreeattheageof34.Sheisstillaphotographerandherparentsarebothintellectuals.Butwhenshewenttoablinddate,allshesufferedwasridicule: "Master'sdegreeisuseless,awomanwithouttalentisvirtue.""Yoursituationisverydifficulttomatch." Thereisalsoamiddle-agedmanwhocompareshertoabeautifulhouseinthesuburbs: "Here,amanisabankcard.Ifyouhavemoney,youcanbuyahouse,soawomanisarealestate.Lookather,shelooksprettygoodandhasneverbeenmarried.Thisroomtypeisokay.Butsheisolder,soHerhouseisinthesuburbs." Ialsohappentohaveafemalemaster'sdegreebesideme.Aslongasshehasfreetime,sheiseitheronthewaytotheblinddateorattheblinddatetable.Ipersuadeher,sincesheisunwillingtogo,shewillbeover. Thefemalemastersaid,"Thereisnoway.MyparentsalwayssaidthatalthoughIhaveahighdegreeofeducation,butIamolderafterall,Ifeelthatway,inmyearly30s,thereisreallynowayout. Ireallycouldn'tfindasuitableone,soIloweredmyrequirementsandfoundonethatwasalmostabletogetit.IfIdidn'tgoonablinddate,Iwouldonlybepickedbytheworseonesinthefuture." Afterlisteningtoit,Iwasashamed,justbecauseIamgettingolder,canamasterstudentwithagoodmatchonlychooselovewithalowmatch? Justbecauseyouaregettingolder,doyoujustloweryourrequirementsandletyourloveandmarriagebediscounted?Eveniftheblinddateissuccessfulandthetwoenterintomarriage,thelow-qualitymarriagestatusisevenmoretormenting. Somepeoplethinkthatgettingmarriedisjusttwopeopleworkingtogethertolivealife,justlikeanyoneelse.Infact,aftergettingmarried,youreallyrealizethatamarriagewithoutloveisacageofheart.Withresponsibilitiesandobligations,ifyoudon'tlove,youhavetoobeyhisparents,givebirthtohim,andrunerrandsforhim.Thetwopeople'slifeisnotasgoodasbeingsingle. Thisisalow-qualitylife:lowrequirements,lowstandards,andlowgoals. Youwanttoshowyourambitionsinyourworkposition;afterhittingawallafewtimes,youthinkthatitdoesn'tmatter,aslongasyoucanpayyourwagesontime,itwilldo.Youwanttogotofitness,learntocook,andlivearefinedlife;youstillfeelcomfortablelyingonthebedafteryouhaven'tinsistedonitforafewdays.Thetakeawayiscalledconvenient.Anyway,youcan'tbehungry. Youarethinkingaboutmarryingloveanddon'twanttobroadenyoursocialrelations;later,whenyougetolder,thefamilyisrushedagain,soyoucanforgetit,andfindasimilarone.Youarealwaysloweringyourstandards,alwayslookingforthenextbestthing,thinkingthatyouwilllivebetterthisway,butyouactuallylosemore.Somepeoplesaythatsocietyisrealistic.Ifyoudon’thaveabackground,youwon’thavethedaytomakeyourdebut.Otherssay,isn’titgoodformetohavealeisurelylifelikethis? Themostfearfulthingisthatyouhavebeendoingnothinginyourlifeandcomfortingyourselfasordinaryandprecious. Inadditiontolow-qualityjobs,morepeoplehavelow-qualitylives. Somepeoplesaythatinabigcity,thewaytodestroyapersonisparticularlysimple: "Giveyouasmallspace,anetworkcable,andit'sbettertoaddatakeawayphone,andthenpeoplewillbeuseless." Attheclassreunionsometimeago,ImetWenJiawhohadn'tseenhimforalongtime. Shewasoneofthefewbeautifulgirlsinourclasswhenshewasastudent. Afterchattingwithher,Irealizedthataftergraduation,shedidn'twanttobeanofficeworker,butwantedtostayathome.Later,shequitherjobandreturnedtothesmallcounty,relyingonherparentstohelpher,plu
2018-07-31
In Psychology: Festinger's Law (good text in depth)

In Psychology: Festinger's Law (good text in depth)

ThesocialpsychologistFestinger(Festinger)hasawell-knownjudgment,whichiscalled"Festinger'sLaw":10%oflifeismadeupofthingsthathappentoyou,andtheother90%Isdeterminedbyhowyoureactedtowhathappened. Inotherwords,10%ofthingsinlifearebeyondourcontrol,whiletheother90%arebeyondourcontrol.Festingergavesuchanexampleinthebook. WhenKastingotupinthemorningtowashup,heputhishigh-endwatchnexttothesink.Hiswifewasafraidofgettingwet,sohetookitandputitonthediningtable.Whenthesongotuptopickupbreadonthediningtable,heaccidentallyhitthewatchonthegroundandbrokeit. KasiDinglovewatches,didashisson'sassbeatOneDayton.ThenhescoldedhiswifeYitongwithadarkface.Thewifewasnotconvinced,sayingthatshewasafraidthatthewatermightwetthewatch.Castingsaidhiswatchiswaterproof. Sothetwoquarreledviolently.Angrily,Castinedidn'teatbreakfast,anddrovedirectlytothecompany.Whenhewasapproachingthecompany,hesuddenlyrememberedthatheforgottotakethebriefcase,andimmediatelywenthome. Buttherewasnooneathome,hiswifewenttowork,andhissonwenttoschool.Casting'skeywasleftinhisbriefcase.Hecouldn'tgetin,sohehadtocallhiswifetoaskforthekey. Whenthewifehurriedhomeinapanic,sheknockedovertheroadsidefruitstall.Thestallownerstoppedherfromlettinghergoandaskedhertopaycompensation.Shehadtoloseasumofmoneytogetridofit. Aftergettingthebriefcase,Castingwas15minuteslate.Afterbeingseverelycriticizedbyhisboss,Casting'smoodwasextremelybad.Beforeleavinggetoffwork,Ihadaquarrelwithmycolleaguebecauseofaminorincident. Hiswifewasalsodeductedfromthefullattendanceawardofthemonthforleavingearly.Hissonparticipatedinabaseballgamethatday.Hewasexpectedtowinthechampionship,buthewasinabadmoodandplayedpoorly.Hewaseliminatedinthefirstgame. Inthiscase,brokenwatchesaccountedfor10%,andthenextseriesofeventsaccountedfortheother90%. Itwasallduetothefactthatthepersonconcerneddidnotcontrolthe90%well,whichcausedthisdaytobecomea"dayoftrouble".  ImagineifCastingchangedthereactionafterthe10%wasproduced.Forexample,hecomfortedhisson:"Itdoesn'tmatter,son,it’sokayifthewatchbroke,I’lltakeittorepairit."Thenthesonishappy,hiswifeishappy,andheisinagoodmood,soeverythingthatfollowswillnothappen.Up. Itcanbeseenthatyoucannotcontrolthefirst10%,butyoucancompletelydeterminetheremaining90%throughyourmentalityandbehavior.在現實生活中,常聽人抱怨:我怎麽就這麽不走運呢,每天總有壹些倒黴的事纏著我,怎樣就不讓我消停壹下有個好心情呢,誰能幫幫我?這都是壹個心態問題。其實能幫助自己的不是他人,而是自己。倘若了解並能熟練運用“費斯汀格法則”處事,壹切問題就迎刃而解了。延伸閱讀:停止抱怨的力量是多麽強大!有壹個作家出差時,無意中坐了壹輛非常有特色的出租車。這輛出租車的司機穿著幹凈,車裏也非常幹凈。作家剛剛坐穩,就收到司機遞來的壹張精美卡片,卡片上寫著:“在友好的氛圍中,將我的客人最快捷,最安全,最省錢地送達目的地。”看到這句話,作家來了興趣,便和司機攀談了起來。司機說:“請問,妳要喝點什麽嗎?”作家詫異:“這輛車上難道還提供喝的嗎?”司機微笑著說:“對,我不但提供咖啡,還有各種飲料,而且還有不同的報紙。”作家說:“那我能要杯熱咖啡嗎?”司機從容地從旁邊的保溫杯裏倒了壹杯熱咖啡給這個作家。然後又給了作家壹張卡片,卡片上是各種報紙的名稱和各個電臺的節目單。只見上面寫道《時代周刊》《體育報》《今日美國》……簡直太全面了。作家沒有看報,也沒有聽音樂。而是和司機攀談了起來。其間這個司機善意的詢問這個作家,車裏的溫度是否合適,離目的地還有條更近的路是否要走。作家簡直覺得溫馨極了。這個司機對作家說:“其實,剛開始的時候,我的車並沒有提供如此全面的服務。我像其他人壹樣,愛抱怨,糟糕的天氣,微薄的收入,堵車嚴重得壹塌糊塗的路況,每天都過得很糟糕。有壹天,我偶然在廣播裏聽到壹個故事,改變了我的觀念。那個廣播節目請了勵誌大師韋恩·戴爾博士,讓博士來介紹他的新書。書中重點闡述了壹個觀點,停止抱怨、停止在日常生活中的抱怨,會讓任何人走向成功。他讓我突然醒悟,我目前糟糕的情況其實都是自己抱怨造成的。所以決定停止抱怨,開始改變。第壹年,我只是微笑地對待所有的乘客,我的收入就翻了壹倍。第二年,我發自內心地去關心所有乘客的喜怒哀樂,並對他們進行寬慰,這讓我收入更加翻了壹翻。第三年,也就是今年,我讓我的出租車變成了全美國都少有的五星級出租車。除了我的收入,上漲的還有我的人氣,現在要坐我的車,都需要提前打電話預約。而您,其實是我順路搭載的壹個乘客。這位出租車司機的話,讓這個作家驚訝極了。作家不禁反思自身,其實在日常生活中,自己何嘗不是抱怨很多。他決定改變自己,他將這個司機的故事寫成壹本書。後來有讀者受到啟發後試著去做了,生活真的發生了改變。這種改變讓作家知道了,停止抱怨的力量是多麽的強大。俗話說車到山前必有路,只要有突破困境的願望,改變抱怨的態度,積極地去做當下應該做的事情,那麽就壹定能突破困難,繼續向追求的目標前進。讓我們下定決心,丟掉抱怨的惡習吧!
2018-07-28

All rights reserved ©  JIR FINE INTELLIGENT EQUIPMENT CO., LTD

粤ICP备06079730号