[管理學(xué)]新論：黑即是白

1、管理學(xué)新論:黑即是白there is a brand new fashion in management circles. it doesrft yet have a name so pm calling it "white is the new black" r because it involves taking something we all think is bad and telling us that it's good (or vice versa).在管理圈里，目前涌現(xiàn)出一股嶄新的潮流。這股潮流還沒(méi)有一個(gè)名稱(chēng),所以，我打算稱(chēng)其為 黑即是白潮流，因?yàn)?/p>

2、它的特點(diǎn)是，把大家都認(rèn)為不好的東西說(shuō)成是好的(或反過(guò)來(lái)every one loves this latest fas hi on. it's refreshing. it's cou nteeintuitive. it's liberating. and it's so cool. on linkedin and the harvard business review website, readers can't get their fin gers on the "like" butt on fast eno ugh.每個(gè)人都喜歡這

3、股最新的潮流。它讓人耳目一新,出乎意料,解放了思路。并且它很酷。在 linkedln和哈佛商業(yè)評(píng)論(harvard business review)網(wǎng)站上，讀者們迫不及待地對(duì)這股潮流點(diǎn)"贊 in the past week alone i've come across four examples of it. the first and most popular case of white-is-the-new-black says that failure is not bad: it is good. pushers of this theory, who first a

4、ppeared a few years ago, have consistently said that mistakes are vital because you lear n from them this is fair eno ugh. what isrtt fair eno ugh is to say that since it's hard to succeed without failing first, you must therefore aim to fail.僅上周一周，我就遇到了四個(gè)體現(xiàn)這股潮流的例子。第一個(gè)、同時(shí)也最受大家歡迎的黑即 是白"的例子是，

5、認(rèn)為失敗不是壞事,而是好事。這個(gè)理論首次出現(xiàn)于幾年前，鼓吹它的人 一直堅(jiān)稱(chēng)，犯錯(cuò)非常重要，因?yàn)榭梢宰屓藢W(xué)到東西。這倒不無(wú)道理。這個(gè)理論接著說(shuō)，因?yàn)?不經(jīng)歷失敗很難成功，所以我們必須致力于讓自己失敗這就有些令人匪夷所思了。a recent harvard business review blog argues that failure is so fantastic that organisations ought to hold a regular "fail-fest" at which employees wear a pink feather boa and cele

6、brate their cock-ups this is not only silly and patronising it is dangerous it is true that a fear of failure can be paralysing, but in my experienee it can also be galvanising. tm currently working on a radio series and the dreadful and very real prospect of screwing it up is focusing my mind no en

7、d if i thought the bbc would organise a party for me and give me a pink feather boa if i messed up, i would barely be moved to try at all.哈佛商業(yè)評(píng)論博客上最近的一篇文章建議，因?yàn)槭∈侨绱嗣烂畹囊患虑?，各?lèi)組織 都應(yīng)定期舉行"失敗歡慶會(huì)"，讓員工戴上粉色羽毛圍巾，慶祝過(guò)去的種種失敗。這個(gè)建議 不僅愚蠢、傲慢，還非常危險(xiǎn)。誠(chéng)然，對(duì)失敗的恐懼可能讓人畏手畏腳”但從我自身的經(jīng)驗(yàn) 來(lái)看這種恐懼也可能促人奮起。我最近在準(zhǔn)備一個(gè)系列廣播節(jié)目，搞砸

8、的可能性真實(shí)存在, 令我十分擔(dān)心，反而讓我全神貫注。如果我這樣想：反正如果我搞砸，英國(guó)廣播公司(bbc) 會(huì)為我舉辦慶?；顒?dòng)，給我戴上粉色羽毛圍巾，那么我可能根本提不起努力的勁頭。failure is a bad thing and should not be celebrated. it shouldn't be punished either; unless it is caused by laziness and sloppiness. in that case i can think of a better use of the pink boas 一 force offend

9、ing employees to eat them.失敗是壞事，不值得慶祝。失敗也不應(yīng)受到懲罰，除非是懶惰和馬虎引起的。如果員工因?yàn)?懶惰和馬虎導(dǎo)致失敗，那么我認(rèn)為，可以用粉色羽毛圍巾做一件更有用的事情：讓這些懶惰 鬼或馬虎鬼吃掉它。this leads naturally to the second white-is-the-newblack theory, which says laziness can be a good thing in a boss. this idea is peddled in richard koch's latest book, the 80/20 m

10、anager, published last week. in it he writes: "lazy managers achieve exceptional results. only by being economical with your energy and attention can you make it count when it matters/ he goes on to say that sloth is such a gift that those managers not fort un ate eno ugh to have been bor n wit

11、h it must work to acquire it.由此自然引岀了第二個(gè)黑即是白理論。這個(gè)理論宣稱(chēng)，老板的懶1w可能是件好事。理查 德?科克(richard koch)在他上周出版的新書(shū)80/20經(jīng)理人仃he 80/20 manager)中就 宣揚(yáng)了這個(gè)理論。他在書(shū)中寫(xiě)道：懶惰的經(jīng)理人能夠?qū)崿F(xiàn)卓越的業(yè)績(jī)。只有節(jié)約精力和注 意力，才能把好鋼用在刀刃上。"他接著寫(xiě)道，懶惰是一種如此難得的天賦，那些不幸生而 沒(méi)有這項(xiàng)天賦的經(jīng)理人,必須努力去獲得它。mr koch is right to point out that most of our work is wasted effort;

12、 but the trouble is that we have to crunch through the wasted bits in order to get to the worthwhile ones. in real life there are few lazy bosses, since if you are an idle slug you tend not to get promoted. the few that i have met were in competent, much disliked and gen erally sacked before long.科克

13、說(shuō)，我們的工作大多是無(wú)用功，這話(huà)沒(méi)錯(cuò)。但問(wèn)題在于,沒(méi)有這些點(diǎn)滴的"無(wú)用功"， 就沒(méi)有后面的“有用功"。在實(shí)際生活中，很少有懶惰的老板，因?yàn)閼邢x(chóng)往往無(wú)法獲得晉升。 我認(rèn)識(shí)的為數(shù)不多的懶蟲(chóng)老板，都是不稱(chēng)職和討人嫌的，通常過(guò)不了多久就會(huì)被炒。the third idea is another new trend being pushed in an article by consultant jordan cohen on the hbr website. he argues that telling workers what to do 一 another esse

14、ntial prin ciple un derpi nning orga nisati on al life - is a bad idea and we shouldn't do it. he proceeds to "prove" this with a cute anecdote and then with neuroscienee: when people are told what to do, he says, "the brain's emotional response center can actually cause a dec

15、rease in cognitive functioning".第三個(gè)黑即是白"觀點(diǎn),見(jiàn)于咨詢(xún)顧問(wèn)喬丹?科恩(jordan cohen)在哈佛商業(yè)評(píng)論 網(wǎng)站上發(fā)表的一篇文章。該文章鼓吹的是另一股新潮流?？贫髡J(rèn)為，給員工下指令(支撐組 織運(yùn)作的另一個(gè)重要原則)是不好的,我們不應(yīng)該這樣做。接著,他先用一則有趣的軼事來(lái) 證明"這一點(diǎn)，然后又搬出了神經(jīng)科學(xué)。他說(shuō),當(dāng)人們遵循指令行事的時(shí)候，大腦情緒 反射中樞事實(shí)上會(huì)促使人的認(rèn)知機(jī)能下降"。i'm always suspicious of non-neuroscientist writers who use

16、 the science as a way of bullying me into submission. all they are saying is: here is something i don't understand and neither do you, but pm ordering you to accept it because a neuroscientist told me. 我對(duì)非神經(jīng)科學(xué)家使用神經(jīng)科學(xué)為論據(jù)始終表示懷疑，在我看來(lái)這不過(guò)是一種虛張聲勢(shì)。他們其實(shí)只不過(guò)是在說(shuō):這里有一個(gè)我不懂、你也不懂的理論，但我命令你接受這個(gè)理論, 因?yàn)橛幸晃簧窠?jīng)科學(xué)家是這樣告

17、訴我的。thanks，but fd rather stick with what i have observed to be the case after decades of paying attention: that most employees need instruction, although what they don't need is micromanaging i also carft help thinking that if mr cohen found himself in hospital having an operation on one of the

18、"response centers" in his brain, he might not like it if the hospital staff were told: cut into this man's brain in whatever way feels right for you.多謝了，但我還是寧愿堅(jiān)守我經(jīng)過(guò)多年觀察得出的結(jié)論：大多數(shù)員工需要指令，不過(guò)他們確 實(shí)不需要事無(wú)巨細(xì)的指導(dǎo)。我還忍不住設(shè)想，假如科恩發(fā)現(xiàn)自己躺在醫(yī)院里，他大腦的某個(gè)反射中樞正在接受手術(shù)，而醫(yī)院?jiǎn)T工已得到指示，自己覺(jué)得怎么合適就怎么切開(kāi)他的大 腦，那么，科恩大概不會(huì)樂(lè)意。the

19、 final example is described in an article being plugged on linkedln, called:"how to retain talent? teach them to leave, says kbs+." it tells how kbs+, a new york advertising agency, is teaching staff how to start their own businesses and 一 guess what? 一 some are taking the opport unity and quitti ng to do just that. but never mind: kbs+ insists this is a great way of keeping staff motivated. it sounds a pretty far-fetched way of keep