The Rise of History’s Most Powerful Empire Chapter 131: How to practice without money

The Five Practices of Learning Organizations (Part I) Outline One of the five practices of learning organizations: self-transcendence 1. The connotation and premise of self-transcendence 2. How individuals in the organization achieve self-transcendence 3. Self-transcendence does not Age by age Section 2 Learning Organization Five Practices 2: Improving the Mental Model 1. The Connotation and Characteristics of "Mental Models" II. How to Improve the Mental Model Section 3 Learning Organization Five Practices III: Establishing a Common Vision 1. The meaning of the common vision, the second element, the level of the vision, the level of the courseware knowledge points T01: self-transcendence T02: improvement of mental models T03: the establishment of a common vision T04: the level of vision text Peter Senge published his "The Fifth Item" in 1990 Cultivation-The Art and Practice of Learning Organizations, was named one of the five most influential management books in the past two decades by the Harvard Business Review. He is also known as the successor to Peter Dulac. The most influential management master.

Professor Peter Senge, after studying the history of the rise and fall of a large number of companies and participating in a large number of corporate management practices, concluded: For companies to move toward a learning organization in a rapidly changing market, they must have two abilities, namely, adaptability and The ability to adapt and have lofty ideals and the ability to create the future.

Just like people, companies not only simply adapt to the world in order to survive, but also strive for higher ideals, create and transform the world.

For an enterprise, to achieve this state, it must have five training skills.

The five practice of learning organization refers to the combination of five new skills of learning organization, which is called the Senge model by management circles.

It includes: self-transcendence, mental model, shared vision, team learning, and system thinking.

This chapter mainly introduces the three disciplines of self-transcendence, mental model and shared vision.

The two practices of "self-transcendence" and "improvement of mental model" provide a good foundation for future practice: "self-transcendence" enables us to recognize our personal vision and strive to realize it; "improve mental model" enables We open our minds, learn to spread out problems, and review and improve with others.

On this basis, it is possible for us to enter the third practice among the five practices-to establish a common vision.

The first section is one of the five practices of learning organizations: self-transcendence 1. The connotation and prerequisites of self-transcendence (1) What is self-transcendence? Self-transcendence is the spiritual foundation of learning organizations.

Self-transcendence is a practice that focuses on personal growth.

The pursuit of self-transcendence is to learn to constantly clarify and deepen one’s true desires, to concentrate energy, to cultivate patience, and to observe reality objectively; to encourage people to strive for excellence in doing things and to strive to realize their deep desires.

This practice incorporates the spiritual traditions of the East and the West.

Peter Senge gave an example: "For those who want to change the organization, but feel that they are slight and can't accomplish anything great, self-transcendence provides a choice-you can always strive to develop and surpass yourself." /

"A person with a sense of self-transcendence can recognize their own true desires and continuously expand their capabilities to realize this desire.

People who constantly "transcend themselves" can continue to realize their deepest desires.

Inamori Kazuo advocates "respecting nature and loving others", emphasizing the constant pursuit of perfection and self-reflection.

Bill Brien, president of Hanover Insurance Company in the United States, believes that the basic job of managers is to "provide a working environment for employees to pursue a fulfilling life.

"Ford (HenryFord) believes: "Everyone is a wise and complete entity, willing to exert spiritual power for a lofty mission.

But we lack the patience to wait for the results.

What we need is the spiritual force that looks forward to fulfilling the lofty mission to strengthen this kind of heart.

We rashly cut ourselves off from this mental power.

I believe that one day, we will be able to dig out this spiritual power to create the future. (2) Two premises for self-transcendence. Self-transcendence has two premises: one is to recognize one's own "vision"; the other is Know your current true situation.

Vision is the ultimate goal from the heart. It describes specific and specific results.

For example, "I want to pursue a career that I really love", but the current situation may be "I have to find another job in order to survive."

Those who have a sense of self-transcendence will devote themselves to mastering the skills and knowledge necessary to engage in the profession they love.

Self-transcendence must first clarify "what is most important to us", and then learn to "see the current real situation more clearly".

The vision has been established, and what remains is how to work hard to realize this vision.

The gap between the vision and the status quo may be a force that pushes you towards the vision, that is, "creative tension."

Only by recognizing the gap between these two aspects, can you know which abilities you need to expand.

Our strongest opponent is not necessarily others, but probably ourselves! Before surpassing others, we must surpass ourselves first! Therefore, we must emphasize self, that is, individual transcendence.

If an employee believes that work is to develop their own talents, create a better life, and create a better career, then he must have the potential to be creative.

Individuals in the organization need to grasp the following aspects: establish a personal vision: an expected future vision or desire; maintain creative tension: the gap between vision and reality is the source of creativity; see structural conflicts: vision and The gap in reality brings people's psychological impact, that is, whether the willpower of human nature can overcome resistance; face the truth honestly: eradicate the obstacles to see the true situation; use the subconscious mind: make the goals that the heart really cares about clearly show in people's minds .

To surpass yourself, you must first defeat yourself psychologically.

There are two kinds of thinking in the human brain that dominate us, one is inertness and the other is transcendence.

So when people decide to do something consciously, his mind has gone through the struggle of inertia and transcendence.

Although I am sometimes dissatisfied with the status quo and always feel that I have higher ideals waiting in front of me, I am reluctant to give up the beautiful halo above my head.

At this time, we should defeat ourselves psychologically, remove the fog in front of us, and give up the temporary "halo".

If you don’t learn to give up, you will never see another world, you will never get a breakthrough in your ideals, and your pace will slow down or even stagnate.

Go beyond yourself, fully tap and develop your potential, let yourself be tempered and improved in different environments, and constantly enrich and improve your own knowledge system and experience system.

[Case] ​​Welch proposed an "extension" concept at General Electric.

Its content is to keep asking employees that seem to be too high.

The idea of ​​"expansion" is: when we want to achieve these seemingly impossible goals, we will often do our best and show some extraordinary abilities; and, even in the end, we still have no success. Our performance will be even better than in the past.

At General Electric, the expansion project is only an incentive method, not a standard of evaluation. "At the end of the year, what we measure is not whether we have achieved our goals, but compared with the results of the previous year. Whether there is significant growth and progress in the case of variable causes.

When employees suffer setbacks, I will encourage them with positive rewards, because they have at least begun to change.

If you are punished for failure, everyone will not dare to act rashly.

"To achieve self-transcendence, to enable employees to achieve self-transcendence, they must achieve the "three essentials": first, carry out state education, and second, change from the "instrumental" work concept to the "creative" work concept. Challenge to the limit (1) Carry out state education. Some people think that the current era of market economy, ideological education is in the past, and it is a product of the revolutionary era.

In fact, no matter what time or place, ideological education is very important.

[Case] ​​Japan Xinghuo Pharmaceutical Co., Ltd. attaches great importance to the ideological education of employees. The word "spark" is inspired by Mao Zedong's "a single spark can start a prairie fire", and it warns employees "as long as we are ambitious , It will be successful.

"The company has also organized employees many times to pursue the Long March of the Red Army.

Xinghuo Pharmaceutical Co., Ltd. has established a belief in the hearts of employees through the development of realm education.

With the support of this belief, employees have the courage to move forward to the "vision" in their hearts.

(2) Transition from an "instrumental" view of work to a "creative" view of work. Traditionally, employees and companies form a contractual relationship. Under this relationship, employees work to earn income. Earning income is to "do what you really want to do." Therefore, in a sense, work is a tool for employees to realize their wishes.

To achieve self-transcendence, you must get rid of the "instrumental" work concept, and treat work as an important part of a better life, "what you really want to do", just as in Panasonic, "work itself seems to be seen as Some kind of sacred thing.

"(3) Challenge to the limit" The biggest obstacle to your success is neither your opponent nor your enemy, but yourself.

"People tend to set up barriers in their hearts. This is what self-transcending people try to avoid.

3. The third step of the game: Add a paper clip to the cup, the water level is higher, and the water still does not overflow the cup.

The revelation of the game This simple game tells us: things you think are impossible, but miracles often occur.

You tell yourself: "The cup is full. Add more water and it will overflow.

"In fact, due to the effect of surface tension, the water surface can be higher than the rim of the cup by a certain height.

There is a sentence like this: "If you think it can't, then it won't work.

"This shows that people tend to fall into self-imposed obstacles, such as the following two situations: (1) People who have enough energy but lack of heart will think that they can't do it if they have enough energy.

For example, "During the 2000-meter long run, I felt that I would run about 800 meters, so I stopped when I ran.

"(2) People who do not dare to accept new things will not dare to approach things that are unfamiliar to them.

Many great figures in history, such as Franklin, Beethoven, Leonardo da Vinci, Einstein, Galileo, Russell, Bernard Shaw, Churchill, and most of them are pioneers who dare to explore the unknown.

Actually, they are as ordinary as ordinary people in many aspects, but—the only difference is that they dare to take the road that ordinary people dare not take.

Another Renaissance figure Schweitzer once said: "Nothing about humans will make me feel strange.

"If you fully believe that you are capable of any activity, then you can actually be successful.

Once you dare to explore those unfamiliar areas, it is possible to actually experience all the fun in the world.

People can only re-examine themselves with new eyes, open the windows of the soul, and try those activities that they have always thought are beyond their ability; otherwise, they will only repeat the same activities in a fixed way until the end of life.

The reason why great men are great is often reflected in the quality of their exploration and the courage to explore the unknown.

(4) Self-transcendence, regardless of age, transcends oneself, and the most important thing is to implement it in action.

Some people know that they have to surpass themselves, but they are afraid of failure, so they procrastinate and refuse to take the most critical steps.

Of course, surpassing yourself is not easy. The key lies in perseverance and perseverance.

In fact, a long life is a trajectory of self-transcendence.

In life, the biggest enemy is not necessarily foreign, but we may be ourselves.

The limits that people often encounter in life can be divided into three levels: self limit, conventional limit, and death limit.

Self limit refers to the limit set by oneself.

Actually, most people have two peaks of creation: 28 years old and 55 [Case] ​​22 invention of calculus Newton 22 "origin of species" Darwin 29 invention of phonograph, electric light Edison 30/40 proposed "parity non-conservation" law Li Zheng Dao/Yang Zhenning 26 put forward the "special theory of relativity" Einstein has statistics showing that 61% of scientists around the world made their first invention before the age of 25.

Facts have proved that being young is not an obstacle to career success, and "borrowing youth as a reason" is the obstacle to success.

Young people must have the courage to break the limits set by themselves and continue to move towards higher goals.

Of course, older people also have to challenge the "limit".

The second golden age of people is at the 55th right, and there is even a saying that "thirties stand, sixty-two stands".

Professor Cui Qi won the Nobel Prize in Physics in 1998. At that time, he was the second of the Five Practices of 57 Section Two Learning Organization: Improving the Connotation and Characteristics of the "Mental Model" in the work process. There are often opportunities to put the ideas into practice, or some small-scale attempts have achieved certain results.

But sometimes it feels impossible to continue to promote this achievement in a comprehensive way and make more effective progress.

Research shows that this is not because of our weak ability to do things, insufficient willpower, or incomplete thinking, but from the "mental model".

Therefore, learning how to spread out our mental models and reflect on and improve them will help us do things faster and better.

So, a person who constantly improves his mental model will be more effective in doing things.

(1) The connotation of the mental model. The mental model is a concept in cognitive psychology. It refers to the many assumptions, prejudices and impressions that are deeply anchored in people’s hearts and affect people’s understanding of the world around them and actions taken. They are thoughts. The stereotype reflects.

The mental model not only determines how we perceive the world, but also affects how we act.

The mental model is a kind of mindset. The mindset we are talking about here is not a derogatory term, but refers to our methods and habits of knowing things.

Different mental models lead to different behaviors.

When our mental model is consistent with the development of cognitive things, we can effectively guide actions; on the contrary, when our mental model is inconsistent with the development of cognitive things, it will make our good ideas impossible to realize .

So, we must keep the scientific part of the mental model and correct the unscientific part in order to achieve good results.

In an organization, the mental model has many manifestations, and the examination of the mental model is an important tool for a learning organization.

Organizational behavior theory believes that there are also anthropomorphic collective thinking or organizational mental models in organizations.

There are two main characteristics of the mental model of an organization: on the one hand, it is a mental model; on the other hand, it exists in the group and affects the members of the group.

(2) The characteristics of the mental model (1) It is deep-rooted and deeply rooted in people's hearts (2) It is difficult to be found, and most people feel good about themselves (3) Everyone's mental model must be lacking. The mental model is accompanied The impressions and assumptions formed in the mind formed by the growth of a person and the things experienced during the growth process are the mental models, so the mental models are closely related to the personal growth environment.

In addition, personality is also an important factor that affects mental models. "The country is easy to change, but the nature is hard to change.

"Character is hard to change.

The characteristics of the environment and personality determine the characteristics of the mental model: deep-rooted, deeply rooted in the hearts of Marx/Engels who published the "Communist Manifesto" on 30/28.

It is a relatively fixed and hard-to-change impression in people’s minds.

The key problem of the mental model is difficult to be discovered. People always feel good about themselves and don’t realize that there may be shortcomings in his mental model.

In fact, "There is no pure gold, no one is perfect.

"Everyone's mental model has some shortcomings.

2. How to improve your mental model? To improve your mental model is to examine your own mental model, deny and discard the old mental model.

This practice requires the leaders and employees of the company to see the world in a new light.

Peter Senge believes: "The mental model is a variety of images, assumptions and stories deeply rooted in our hearts.

Just as a piece of glass subtly distorts our vision, the mental model also determines our view of the world.

The core task of this practice is to help us see the glass blocking our eyes and create a new mental model that suits us.

"—Generally, large companies that have achieved a dominant position after years of development often breed a unique mode of thinking: the 3C model, namely: complacency, conservatism, and conceit.

Because of the existence of the 3c model, the mental model of the enterprise has been greatly strengthened, and the way to improve the mental model has been cut off, and the development of the enterprise will encounter difficulties.

Therefore, analyzing the diseases of large companies from the perspective of mental models has become a new perspective.

Improving the mental model is very important to the long-term development of an enterprise, and the era of knowledge economy requires us to raise the mental model to a higher level.

In a certain sense, the era of knowledge economy is a new era of accelerated improvement of mental models.

(1) Reflection on one’s own mental model and inquiry into other’s mental models 1. Rethinking on one’s own mental model and opening up "turn the mirror to oneself" is similar to the meaning of "my day and my body". Examining oneself and self-reflection is a further examination of one's mental model.

Through this, we learn to discover the reflections of our inner world on external things, make these reflections surface, and examine them.

In this process, reflective techniques can be used to slow down the thinking process and make it easier for us to discover our mental model and how it affects our actions.

The criterion for effective expression is that the other party can understand it correctly.

Open your heart to be able to accommodate and accept the opinions of others.

"Self-transcendence" emphasizes the healthy development of the individual, while "improving mental model" is a process from individual behavior to collective openness and communication in the form of openness and communication.

Therefore, only by showing your mental model can you improve your mental model.

2. Inquiry into other people's mental models. In face-to-face interaction with others, especially when dealing with complex and conflicting issues, we can use the method of "mutual inquiry", which can produce the best results.

Mutual inquiry means that everyone speaks out their thinking clearly and accepts everyone's test.

When a person can bravely show his mental model, he will first state his views and reasons, and sincerely invite the members of the group to examine his mental model, in this harmonious atmosphere Every employee in the group will open up their minds, inquire into each other's views in depth, and then discover new perspectives, and thus have innovations.

When practicing the practice of "inquiring each other", you should keep in mind the following guidelines: Make your inferences clear.

(For example, explain the basis for your idea.

) Encourage others to explore your ideas.

(For example, "Do you see any flaws in my inference?") Encourage others to provide different ideas.

(For example: "Do you have a different basis or conclusion for this idea?") Take the initiative to inquire into other people's ideas different from your own.

(e.g. "How do you think?", "How do you generate such an idea?", "Do you have a basis for thinking that is different from what I have generated?") Those who are willing to admit their own thinking flaws, have Those who have to correct their mistakes will be able to show their opinions sincerely and receive sincere help from others, so that they can continue to learn and surpass themselves.

(2) The "three-point requirements" of the mental model of successful people, learn how to communicate and practice 3Q1. Managers must have leadership tolerance in order to exert their influence on subordinates.

The so-called tolerance is the tolerance of the leader to the shortcomings of the subordinates.

The size of leadership is closely related to the size of the enterprise.

As the saying goes, "The ruler is short and the inch is strong." Leaders must be good at making use of their strengths and at the same time tolerate their shortcomings.

The ancients said: When the water is clear, there will be no fish, and when people are observing, there will be no disciples.

The leader sees too clearly the shortcomings of his subordinates, and he will inevitably put more attention in his work, which obscures many of the advantages of his subordinates.

In this way, the enthusiasm of subordinates will inevitably be hit, which is very detrimental to the development of the organization.

In the process of employing people, leaders should never forget: employing people is for the development of their careers, not for making themselves pleasing to the eye. Therefore, employing people's strengths and accepting others' shortcomings is a principle that must be followed.

2. Learn to communicate. Mintzberg, a well-known leader in leadership behavior research, found through on-site follow-up research that the verbal activities (including written) of managers in the implementation of management activities are far more than other activities.

A competent manager must spend more time in information exchange activities such as dissemination, negotiation, dissuasion, and encouragement than other activities.

Psychologist Howard Jardner argued in his 1995 book "Leading Minds" (LeadingMinds): "The core of leadership is the effective dissemination of stories."

In the course of his test of certain well-known and unknown managers, he found that most of those well-known managers found themselves possessing special talents for telling stories when they were children. "Many of them have The talent to persuade others is either through eloquence or rigorous written words to express their goals."

Communication skills such as learning to understand, listen attentively, effectively asking questions, and passionate speeches have become prerequisites for managers to be competent at their jobs.

It is vital to the success of the manager’s personal career and even the efficient operation of the organization.

Through communication, and only through communication, managers can tell their employees their ideals and let them understand the organization's future goals, that is, the organization's vision.

Many research results show that: managers create a common ideal, and through effective communication to make the members of the organization reach a consensus, form the vision of the organization, for the company, it can be said to be even more powerful, not only will enhance the motivation of employees, but also It will make employees full of expectations and strong emotional attachment to the organization.

The key to learning to communicate is to remember: 100% of the responsibility for communication lies with yourself.

3. Practice 3Q3Q refers to IQ, EQ and Adversity Quotient AQ.

IQ training is mainly to improve knowledge. IQ is an index of human success, but it is not the most important, let alone the only index of success.

Modern management science and human resources scientific research show that the most important index of human success is the emotional quotient of human beings-emotional quotient.

Emotional intelligence is a kind of spiritual power, a kind of self-cultivation, a character factor, and therefore an important force that promotes the success of a person's career.

Research shows that emotional intelligence is intrinsically and inextricably linked to leadership and performance.

Research on emotional intelligence, control emotions, and cultivate emotional intelligence is of great significance for improving leadership qualities and doing management work.

Emotional quotient refers to a person’s comprehensive mental abilities, including five aspects of abilities: the ability to understand one’s own emotions, the ability to manage one’s own emotions, the ability to control one’s emotions, the ability to understand other people’s emotions, the ability to coordinate interpersonal relationships. Adversity quotient is a person facing The ability to face adversity is what we call frustration quotient.

When faced with adversity or setbacks, different people have different reactions. People who are high in adversity will not shrink back when facing adversity, and use adversity as a driving force to motivate themselves to move forward, and maximize their potential to overcome Difficulties lead to success; people with low adversity quotient frustrate or anger others and lose out in the face of difficulties.

Research has confirmed that the higher a person’s adversity quotient, the more a person can turn a crisis into an opportunity.

Adversity Quotient was proposed by American scholar Paul Storz.

It is not only an indicator of predicting who will succeed, but also a quantitative indicator of the psychological quality of each person's ability to face and overcome difficulties.

The Adversity Quotient Theory put forward by Stozzi divides people's attitudes towards adversity into three levels: retreat in the face of difficulties; give up halfway; climb.

Self-transcendence needs to be cultivated to reach this level of climbing, that is, to be brave and to move forward bravely.

Section 3 of the Five Practices of Learning Organizations: Establishing a Shared Vision 1. The meaning and elements of the shared vision (1) The meaning and significance of the shared vision. Many people are familiar with the vision, and many companies have medium and long-term vision plans. .

The theory of learning organization reminds us: No matter how good the long-term plan is, if it is only locked in the desks of leaders at all levels, it can only become a dead letter.

To make long-term planning a force to gather employees and stimulate their creativity, learning organization theory suggests: You should do everything possible to make long-term planning a desire in the minds of employees.

Common vision is the integration of the personal visions of all members of the organization. It is a vision that can become the aspiration of employees. It covers all-round activities of the organization and integrates various activities.

Common vision is the coordinate of individual, team, and organization learning and action.

It is very important to a learning organization. It can gather and provide energy for learning. Only when people are committed to achieving common ideals, aspirations and common visions can conscious and creative learning occur.

Because outstanding companies have a common vision, employees can think in one heart, and work hard together. The operation of the company is coordinated, and the quality of personnel and corporate culture are high, so production and management are carried out in an orderly manner. , The quality of the products and services of the company, and the corporate image must be excellent. Before establishing a common vision, the organization must encourage individuals to develop their personal vision freely.

By sharing personal visions and then building a common vision, the organization can closely unite its members on the one hand and devote themselves to creating common ideals; on the other hand, it also enables its members to belong to the organization through genuine participation Sense and become a working partner with a good tacit understanding.

This vision takes both ideals and reality into consideration. The creative tension created by the gap between the common vision and the real situation enables the members of the organization to work hard to create the future.

(2) Elements of the common vision The common vision consists of three elements: goals, values, mission sense "Common vision" is not an illusory thing, but a definite image that can be depicted, and a goal that can be achieved through hard work. .

It is not enough for an enterprise to have goals. It must also have common values ​​and a sense of mission as a powerful support to achieve its goals.

The focus here is on values.

Because many business leaders have attached great importance to common goals, but many companies have ignored values.

Values ​​are an important conceptual basis to ensure the realization of goals.

Values ​​are the core of corporate culture and the soul of corporate spirit.

How well an enterprise’s corporate culture is built depends not only on how its various activities are carried out, such as cultural activities, sports activities, environmental arrangements, etc., but more importantly, whether the values ​​of the enterprise can guide the entire enterprise Healthy development.

Whether the company has achieved its ideal goal depends on whether this value has penetrated into the hearts of employees.

Otherwise, no matter how good the values ​​are, it will be invalid if they cannot enter the hearts of employees.

2. The level of vision. Vision can be divided into three levels. Organizational vision. Team. Small vision. Personal vision. 1. Organizational vision. Many corporate leaders attach great importance to the organization’s vision. Vision.

2. Team small vision team refers to each sub-department, a workshop, and a team in the organization.

Many enterprise leaders have good decision-making ideas and can put forward a great vision for a good organization, but they often neglect the small vision of the team.

The leader of a smart learning organization not only involves the overall vision of the entire organization, but also pays great attention to the construction of the small vision of the team, so that the small vision of the team supports the realization of the big vision of the organization.

Shanghai Baosteel has done a good job in this regard. Here are three cases.

[Case 1] Three bells rang, there must be an answer Three bells rang, there must be an answer-this is the small vision of the Baosteel switchboard team.

If you call Baosteel's switchboard, you will generally agree after a ringing: "Hello, Baosteel.

"If the switchboard agrees after the four rings, you can make another call-Baosteel's user hotline-to complain. If the verification is true, Baosteel will deal with it seriously.

[Case 2] Everything is for 3'18" Everything is for 3'18"——This is the small vision of the team in the front laboratory of Baosteel's steelmaking plant.

The steelmaking furnace of Baosteel is the largest steelmaking furnace in the world, with 300 tons of steel per furnace.

Whether a furnace of molten steel can be tapped requires a steel sample to be sent to the laboratory in front of the furnace.

Japan’s Junjin Steel Plant is one of the world’s advanced steel mills. The fastest time for this process is 3 minutes and 19 seconds at the Junjin Steel Plant.

Baosteel puts forward the goal of 3'18".

(Note: Since the laboratory receives the steel sample sent by the operator in front of the steelmaking furnace, it will take out the test result within 3 minutes and 18 seconds and hand it to the operator.

) At present, the time for this process has reached 2 minutes 28 [Case 3] 10101010 is a small team vision proposed by the maintenance department of Baosteel Steel Pipe Plant.

The first 10 means that when the production line fails, the maintenance department should be rushed to the scene within 10 minutes after the telephone informs the maintenance department. If it exceeds one minute, it must be dealt with seriously.

The second 10 means a successful repair, and 0 means the repair rate is 0.

If the company's production line breaks down, the maintenance personnel will immediately rush to the site and have a successful repair. The repair rate is 0.

Then the leader does not need to fight the fire anymore, and the employees of the first-line production can also work with peace of mind.

3. Personal vision "Personal vision" is the intention or vision held in people's hearts or minds.

The "common vision" is not to find the common ground in the "personal vision", but to refine and converge the essence of the "personal vision".

Therefore, the "shared vision" can reflect the essence of each person's "personal vision".

Such a "common vision" can be realistic and everyone's "personal vision".

If the "common vision" is not in line with the reality of the "personal vision", such a "common vision" will appear hollow, and without people's enthusiasm and support, it will not make people truly invest in it, fight for it and fight for it. Dedication, such a "common vision" loses its meaning.

To establish a "shared vision", we must first encourage a "personal vision". If people lack a "personal vision", let alone establish a "shared vision".

The power to realize the "personal vision" comes from a person's deep concern for the vision, that is, to rely on the power of the individual to realize the "personal vision", and the power to realize the "common vision" comes from the common concern, that is, the collective Power to realize the "common vision."

It is obvious that the power of people is much greater than the power of individuals, and the realization of the vision will be faster and better.

Since the "shared vision" includes the essence of the "personal vision", while realizing the "shared vision", the "personal vision" is naturally realized.

In other words, when each of us is working hard to realize the "common vision" or helping others realize the "common vision", we use the power of the group to realize the big vision of "individuals wish the entire enterprise to be organized, and each team has a small team. The vision guarantees the realization of the big vision, and the individual also has his own vision.

The vision of a learning organization requires that the three levels of vision can be integrated into one, so that the enterprise will generate tremendous power.

Link information [Case] ​​Haier: A typical example of work-study.

In terms of learning organization construction and corporate culture management, Haier pays more attention to learning work, that is, the entire work process of managers and employees is also a learning process, and it has truly realized work learning. Haier employees have gone through several years of experience. After working, I have developed a different quality and habit of doing things than those in other companies or groups.

Haier’s CEO Zhang Ruimin is knowledgeable, thoughtful, and practical. He is an outstanding corporate leader with a strategist’s vision, philosopher’s depth, and manager’s executive power. Haier’s most important feature of a learning organization is: philosophy Forerunner, that is, no matter what new approach Haier has, a new concept must first guide it.

1. Haier’s helms love learning and are good at learning and applying.

Although Zhang Ruimin is very busy, he always manages to squeeze time to learn, that is, reading ancient and modern Chinese and foreign classics, cultural masterpieces, dissecting contemporary Chinese and foreign well-known corporate cases, and taking advantage of business trips, exchanges and other opportunities for field trips and exchanges.

Regarding dynamic learning, Zhang Ruimin put forward three requirements to the management: first, know yourself correctly and treat yourself correctly; second, you should fully study your competitors; third, you must follow the pace of the group and solve problems as soon as possible. Backlog.

Regarding the content of learning, Zhang Ruimin manages the enterprise with new ideas derived from learning.

Haier CEO Zhang Ruimin is a philosopher-minded entrepreneur who advocates lifelong learning and is good at thinking. He learned process management and scientific management from Taylor.

Learned from "Laozi" the overall sense of corporate management and the philosophy of life of "the weak beats the strong", from "The Analects" he gained vigorous, enterprising, mighty and unyielding, and learned many competitive strategies from "Sun Tzu". In addition, he also learned from Mao Zedong about the relationship between strategy and tactics, from Jack Welch to "concept leader", from Panasonic to institutionalization, from Peter Senge to a new way of thinking, from West Point The military academy has learned execution, learned the concept of service-oriented from IBM, and learned quality awareness and refined management from the Germans?. 2. Use the cultural environment to nurture people.

Haier is good at creating a working environment with cultural personality and cultural taste for employees, paying attention to the appearance of the factory in the early stage, and changing employee behavior through environmental improvement and discipline.

Later, a modern Haier Industrial Park was created, with garden-like factories and beautiful green office areas full of cultural colors, allowing employees to be nurtured in an elegant cultural atmosphere.

The 12-story Haier Building stands on Haier Square, symbolizing the reincarnation of a year and 12 months and the evergreen career of Haier. The shape of the outer circle and the inner square of the building reflects the humanistic concept of Haier people’s "thinking of squares and circles". The square shape of the building and the eight pillars that lift the sky signify all directions. The green water surrounding the building symbolizes the source of vitality and corporate innovation. The "Map of the World" planted with green trees and lawns on the square implies that Haier people have the world in mind; The "dry" of the dry spring on the square originated from the "Gentlemen's work all day" in the Book of Changes, which is a metaphor for the Haier people's constant striving for self-improvement and the pursuit of excellence; the Haier dragon on the sculpture "Five Dragon Tower" implies taking off on five continents; Haier The statue of the brothers and the manifesto of Zhang Ruimin's "Haier is the Sea" behind it imply that all rivers are inhabited; the sculpture in the middle of the square-"An Open Book" echoes the quaint and elegant Haier University, indicating that Haier is always advocating learning and advocating culture. Enterprises; these environments, together with the walls inside and outside the workshop, the cultural slogan "Haier People", the Haier website, the Haier product exhibition hall, various business management books and CDs, and other cultural media, constitute a vivid three-dimensional Haier culture The field, so that the employees in it are affected all the time.

It's no wonder that the famous American journalist Michael Bolton praised Zhang Ruimin as a "master of cultural symbols" after visiting.

These cultural symbols will have a subtle influence on the thoughts and behaviors of employees. Similar to the "scene teaching method" in pedagogy, the entire large factory is a beautiful university.

3. Make management vivid by telling stories.

From Zhang Ruimin to ordinary employees, Haier is a master of storytelling.

There are interesting plots in the story, as well as management concepts and even life philosophies.

For more than ten years, in famous media and publications at home and abroad, hundreds of Haier people’s stories have been spread and eulogized. In many forums and forums, Haier’s management stories have been regarded as classic cases by experts, It is talked about by scholars, critics, and entrepreneurs.

For example, "Famous Brands Produced by 76 Refrigerators", "Haier People's New Year's Day Repairs Color TV for Users", "Fixed for Shanghainese is not a Haier TV", "Xie Deming traveled all the way to Shanxi to repair the whole village of Xiecun at night. Stories such as "Closed Circuit Television" and "Haier Produced a Washing Machine That Can Wash Sweet Potatoes" read very vividly and touchingly.

It not only inspires the pride of Haier people, but also increases consumers' favorability and trust in the Haier brand.

4. The improvement of staff quality is the unshirkable responsibility of the leader.

Zhang Ruimin has such a management thought: the quality of employees is the quality of leaders.

It can only be said that the quality of cadres is poor, not that of employees.

The low quality of your subordinates is not your responsibility, but it is your responsibility to fail to improve the quality of your subordinates.

"Managers must be good at learning and improving themselves, and they must also lead their subordinates to learn and improve their quality, otherwise they will be first identified as unqualified leaders." A sense of urgency.

5. Absorb wisdom and experience from ancient and modern Chinese and foreign knowledge, improve work and increase efficiency.

Zhang Ruimin is very good at learning and absorbing, and he is better at "thinking and understanding", summarizing many different concepts from Chinese entrepreneurs and putting them into management, such as "only off-season ideas, no off-season products";" Everyone is a talent, not a horse racing"; "Defective products are waste products"; "Users are always right"; "Through hard work to make users' troubles to zero"; "The low quality of subordinates is not your responsibility , But it’s your responsibility if you can’t improve the quality of your subordinates”; “The goal of innovation is to create valuable orders”; “The way to innovate is to imitate creatively”; “Haier’s survival philosophy: always be cautious, always walking on thin ice”; “Selling Credibility instead of selling products"; "sincere forever"?? etc., these new concepts or concepts not only became Zhang Ruimin's mantra, but also became the behavior guide of thousands of Haier people, and became the appearance of financial and lifestyle media. The high-rate statements have accelerated Haier's process of becoming an international brand. The achievement of these effects depends on Zhang Ruimin's commitment to building Haier into a company with permanent learning and innovation capabilities.

6 The characteristic of Haier's learning lies in "learning and applying."

Every company and individual will learn, but the purpose of learning is to apply.

Some companies will learn but are not good at application, wasting a lot of learning resources.

Haier is not only good at learning, but also good at learning and applying.

(1) Zhang Ruimin visited Germany in 1984 and discovered that the quality of German-made cars and electrical appliances is related to their "fine management". Zhang Ruimin came up with the idea of ​​improving management through the "OEC" model. In 1985, after receiving complaints from users about the quality of refrigerators, he raised a sledgehammer and smashed 76 unqualified refrigerators in one fell swoop.

After that, Haier promoted refined management and OEC mode, and the quality of refrigerators was greatly improved.

(2) Advocate learning from West Point Military Academy.

During the start-up period, Haier employees had poor discipline. Zhang Ruimin promulgated the "Thirteen Articles" of serious discipline. Later, in order to strengthen discipline and improve execution, he advocated learning from the West Point Military Academy. Do not look for excuses, do things with principles and discipline, advocate "military management", subordinates obey superiors, organizational leadership has been strengthened, and execution capabilities have been significantly improved.

(3) "6S Big Footprint Management" comes from the "5S application" of Japanese management, which roughly means abandoning unnecessary things, placing tools in the order of use, keeping the workplace clean, maintaining self-cleanliness, and observing workshop discipline (The first letter of the five words is S).

Haier added another item on this basis: security.

In addition, the Boeing Company of the United States also has a "5S" management display board: sorting, cleaning, simplification, standardization and self-discipline (the first letter of each word is the beginning).

Haier learned from this and changed it to sum up the team according to the above 6S content every day before leaving work, draw a footprint, and let the employees stand on the footprint to review the mistakes of the day one by one in the six aspects of work.

Later this management was named "6S Big Footprint Management".

However, this management method has encountered cultural conflicts that disrespect personality in the United States. Instead, it allows excellent people to stand on the big footsteps and talk about the achievements and experience of six aspects of work.

This method is practiced, learned, and strengthened every day, and persisted for many years, so that employees can develop good habits.

7 Train systematic thinking skills through "shift experience".

In order to fully mobilize the enthusiasm of employees, Zhang Ruimin advocates "let every cell be full of vitality".

Promote "self-management" by employees.

Initiated the “Self-management of Teams” activity to allow all levels of work to use their talents and wisdom more, and implement the “25-minute squad leader rotation system”, with 25-minute shifts at 10 minutes in the morning and 15 minutes in the afternoon every day. Workers can take turns to exercise their duties as the monitor. The worker can be a “25-minute monitor” on the day, inspect the entire assembly line, check the cleanliness of the work station, help employees, collect goods, and learn skills in other positions.

Through this kind of activity "change of job learning" to cultivate employees to "exchange thinking" or "think systematically from the perspective of the manager", which is conducive to deepening the perceptual understanding of management and strengthening the relationship between the manager and the managed. Communication and understanding, resolve conflicts and frictions, improve team harmony, team IQ and work efficiency.

8 In learning, let employees develop a good habit of paying attention to detail management.

In order to correct employee behaviors, enable employees to develop good management habits, and correct the careless, inadequate work style of Chinese people, and lack a little bit of work style every day, Zhang Ruimin deliberately borrowed from foreign management experience and designed the "OEC" management model. : OVERALL is comprehensive, "E" is EVERYONE for everyone and "EVERYDAY" every day, that is, everyone, everything, and every day; "C" is CONTROLCLEAR meaning "control and clean up", to achieve "clear every day" , Nissin Nissin, daily work is completed every day, and requires a little (1%) improvement in the quality of daily work.

In this way, the five sentences summarized by Zhang Ruimin can be realized: the general ledger is not missing items, everything is managed, everyone is in charge, management depends on the effect, and management depends on the appraisal.

9 Advocate the idea that everyone can become a talent, everyone is a talent, and horse racing is not a good match.

Zhang Ruimin advocates that everyone who can work hard can become a useful talent for the enterprise. As long as they can employ people, everyone is a talent. As the folk saying goes, "a mule is a horse, pull it out for a walk."

Talents can only show their value when they are placed in certain positions.

Haier’s talent mechanism is "three-post rotation" and "survival of the fittest".

There are no three fixed identities: temporary workers, permanent workers, and cadres here. Temporary workers can be promoted to permanent workers, permanent workers can be promoted to cadres, and grassroots managers can be promoted to middle and high-level managers. This is " "Three workers are transferred upwards"; if they are not done well, "three workers are transferred downwards." Cadres are reduced to workers, and workers are reduced to temporary workers. Changes in status and positions, wages, bonuses, benefits, housing allocation, labor and medical insurance, etc. Followed to change.

Perennial job competitions and team competitions~IndoMTL.com~The good ones are promoted, and the inferior ones are eliminated.

In Haier, about 30 people are eliminated every month because they cannot meet the requirements of the company.

This motivates employees to work while learning, to learn while doing, and to continuously improve their work abilities and their overall quality.

10Improve the quality of employees and service quality through "Haier International Star Service".

In order to improve service quality, Haier advocates star-level standards for pre-sales, in-sales, and after-sales services.

Requires that the phone rings twice and must be answered; customer problems must be resolved within 24 hours; door-to-door service cannot stain the customer's floor, cannot use the customer’s goods, cannot drink the customer’s sip of water, and serve until the customer is completely satisfied; in sale , Implement "no moving service" in places where conditions permit, door-to-door delivery, installation in place, on-site commissioning, return visits within a month, etc.; after-sales follow-up, follow-up visits by telephone within the specified time, and solve customer problems must be 100% satisfied.

Later, the after-sales service instituted strict "three disciplines" and "eight points of attention".

The service goal is to achieve zero product defects, zero customer complaints, and zero service troubles.

11 The greatest motivation for employees is to give them a sense of fairness, opportunities for success, and a sense of accomplishment.

General corporate incentives are mostly long wages and bonuses. In addition, Haier pays more attention to spiritual incentives for employees, such as encouraging employees to make small inventions and small innovations, and use employees to name projects. "Yunyan Mirror "Xiaoling Wrench", "Qiming Welding Torch", "Ma Nanjun Block", etc. are all named after the inventor of the improvement.

The "Haier Corporate Culture Handbook" has a clear reward system, including Haier Award---rewarding the contributions of employees of the group to the company; Star Employee Award---rewarding pioneers in star production and service; Haier hopes Awards---used to reward employees for small inventions, small reforms and rationalization suggestions; naming tools---name the tools invented by employees with the name of the inventor, etc., which can reflect the sense of accomplishment and honor of "work and gain" .