我好奇故我在

source:
http://www.becker-associates.com/disney_product_development.html

Disney used 3 different thinking styles, perceptual positions or roles when Walt Disney was conceptualizing a vision and change strategy and encouraged his team to have the flexibility to use all 3 thinking styles in their problem-solving process.
當Walt Disney在想一個願景以及要更改策略時，他鼓勵team用三種不同的思考角色來看問題。

• Dreamer 夢想家
• Realist 務實家
• Critic 批評家

在Higgins一書"101 Creative Problem Solving Techniques," 作者改編Disney對創意的基本想法，形成一套讓團體會議運作的方式。

運用有四個不同的腳本模版：主題標頭、目的標頭、其他類標頭以及內容標頭。
The story board is organized by four different header topics: topic headers, purpose headers, miscellaneous headers, and content headers.

• The "Topic Header" identifies the problem or issue.
  確定問題或議題。
• The "Purpose Header" defines why the team cares to explore the issue.
  定義為什麼組員需要去探討這個議題？
• Next, the "Miscellaneous Header," placed at the far right end of the board, gathers information that doesn't fit into any other header but the team feels is important and does not want to lose.
  收集不符合剛所提及的議題，但是組員覺得很重要的議題。
• The team then brainstorms all possible ideas related to the "Topic Header," prioritizes the list, and chooses the top five to seven as "Content Headers."
  然後，組員腦力對於topic header，激盪所有可能的想法，然後列出優先順序，並選前五個到七個作為content header。

source: 【天下講堂】
http://www.youtube.com/watch?v=LZMm4UIgqQw&feature=player_embedded#

今天聽到倫語一段，子貢曰：「君子之過也，如日月之食焉。過也，人皆見之；更也，人皆仰之。」講的意思是領導者高高在上，如果犯錯就像日月蝕一樣，大家都看到很清楚，如果能願意面對過失改錯，大家會更景仰他。

教授舉一個三隻猴子爬椰子樹為例子，三隻猴子比喻為上中下管理階層，老大很清楚要朝著目標椰子前進，老二正對著老大的屁股，看到很難看的屁股，而且沒有擦乾淨。這個難看到的部分，只有一個人看不見，就是老大自己，、

如果你是老二，看到老大屁股不乾淨，想拿衛生紙擦一擦。如果你是老大，正在努力爬樹時，那樣敏感的屁股被人擦了一下，是不是會想要一腳把老二拽下來。

作為一個部屬在看到我們的領導者的過失，要找一個對的時間、對的地點、適當的時候去告訴他；而領導者要創造一個對的環境，讓部屬可以回饋。

source: http://www.businessweek.com/managing/content/dec2009/ca20091214_346828.htm

有關領導的書蠻多的，那在今日到底哪些是最重要的領導技能呢？挑個重點來學習，可以省時。

At the Center for Creative Leadership, we spent two years surveying more than 2,000 leaders from 15 companies in the U.S., India, and Singapore. We asked them to consider a set of 20 leadership skills, from "decisiveness" and "doing whatever it takes" to "putting people at ease" and "employee development." We had these leaders rank those skills in terms of how important they will be for business success five years from now and how accomplished they and their colleagues are at them now.
經過兩年的調查，包括在美國、印度跟新加坡的15家公司中的2000名領導者，請他們依照哪些技能會影響明日的成功，針對20個領導技能排序。

Based on our survey, there are four skills that executives all over the world believe will be most important just five years from now: leading people, strategic planning, inspiring commitment, and managing change.

有四個技巧是從現在開始到未來五年都很重要的，分別是：領導人、策略思考、激發人們願意承諾付出、還有管理變化。所謂的策略思考就是translating vision into realistic business strategies 將願景化為實際的生意策略。

source: http://www.presentationzen.com/presentationzen/2008/05/if-you-are-not.html

Summary of some of Dr. de Bono's thoughts from video

• If our brain is a computer, then the software we're using was largely designed 2,400 years ago. We've done virtually nothing about thinking since the days of Socrates, Plato, and Aristotle.
  如果我們的頭腦是一部電腦的話，我們現在使用的軟體，大概在2400年前就已經由希臘三個哲學家(蘇格拉底,柏拉圖,亞里斯多德)設計好。從此之後，我們幾乎在思考上沒有在作任何事情。因為中國思考都是從實用到實用(from certainty to certainty)，不像西方有講possibility system、理論、想像，所以後來中國的思考落後。
• Creativity is a skill, not just a matter of individual talent (therefore it can be learned). But it's not merely a matter of inspiration, etc.
  創意是一個技巧，不只是個人的天分，所以創意是可以學習的。創意也不只是一個靈感。
• Creativity is more than just being different. The creative idea is not just different (for the sake of being different). Creative ideas must necessarily have or add value.
  創意不是為了「不同」而不同，得要能說出「價值」來。譬如，如果你作一個三角形的門，取代長方形的門，你得要能說出三角形門的價值來，不然就只是為了不同而不同。
• People are reluctant to be creative out of fear of making "a mistake." Problem is (at least in the English language) we don't have a good word to describe creative ideas that just don't work...except to call them "mistakes." That is, we do not have a good word for this: "Fully justified venture which for reasons beyond our control did not succeed." If you do not succeed with your creative idea this is called a "mistake." And people generally like to avoid "mistakes." (We need a better word!)
  人們不願意變得有創意是因為害怕錯誤。當一個創意無法成功時，我們叫它錯誤，我們並沒有一個好的說法來形容它，應該叫「充分嘗試過的冒險歷程，因為某些我們無法控制的原因，所以無法成功」。因為人們傾向迴避錯誤，所以就害怕嘗試創意。
• Provocation is one of the methods of lateral thinking. Provocations runs opposite to our normal logical thinking. Provocations put you on a new path and open up new ideas (even though this may not seem obvious at first).
  「Provocation激發」水平式思考的一種方法。「Provocation激發」跟我們正常的邏輯思考是相違背的，它將你放置在一條新的道路，並且開啟新的想法(或許這個想法已經有了，只是不那麼明顯)。
• Thinking outside the box. Escaping from, breaking out of the box to change concepts, change perceptions, change constraints and rules. Developing an idea that would not have been expected in our usual behavior and our usual thinking.
  跳出框框發想：我們現在常是處於某一個box中，被概念、認知、期待或是規則等等限制住。發展一個新的想法可能有別於我們已經習以為常的行為或是慣性思考。

source: http://pkab.wordpress.com/2008/06/04/pemecahan-masalah-secara-kreatif-dengan-scampe/

想起一個新加坡空軍跟我提過一個創意法則叫SCAMPER，這個中文好像翻「奔馳法」，在產品改良中常被應用。

SCAMPER is based on the notion that everything new is a modification of something that already exists.
SCAMPER是基於每一個新東西都是既有事物的調整而來，是由美國Bob Eberle所提出的。用的時候，想一個你想要改善的問題。

• S = Substitute 代替
  Think about replacing part of the problem, product or process with something else. By looking for replacements you can often come up with new ideas. You can change things, places, procedures, people, ideas, and even emotions.
  想問題中有哪一個部分、產品或過程可以被其他事物取代？藉由想替代品，你可以想出新點子。你可以改變事情、地點、過程、人、想法、或甚至是情緒。
• C = Combine 合併、聯結、組合等
  Think about combining two or more parts of your problem to create a different product or process or to enhance their synergy. A great deal of creative thinking involves combining previously unrelated ideas, goods, or services to create something new.
  將問題的兩個或超過兩個以上的部分結合起來，創造出一個不一樣的產品或是過程，增加綜效。一個好創意通常是結合兩個不相關的點子、產品、或服務，來創造出一個新東西。
• A = Adapt 適應
  Think about adapting an existing idea to solve your problem. The solution of your problem is probably out there already. Bear in mind that all new ideas or inventions are borrowed to some degree.
  可以想想用一個現有的想法來解決目前你的問題。你的解答或許有時候已經出來了。
• M = Magnify 擴大
  Think about ways to magnify or exaggerate your idea. Magnifying your idea or parts of it may increase its perceived value or give you new insights about what components are most important.
  想一些方法擴大或是誇大一些你的想法。擴大你的想法或是部分想法，可以增加其被認知的價值，或是給你一些新的洞察，找出哪些部分是最重要的。
• P = Put to Other Uses 作為其他用途
  Think of how you might be able to put your current idea to other uses, or think of what you could reuse from somewhere else in order to solve your own problem. Many times, an idea only becomes great when applied differently than first imagined.
  想想看將你現有的想法改成其他用途，或是想你可以用在其他哪些地方來解決你的問題。很多時候，當點子被運用在不同地方時(有別於第一次所想到的用法時)，通常可以成為很棒的想法。
• E = Eliminate (or Minify) 刪除或簡化
  Think of what might happen if you eliminated or minimized parts of your idea. Simplify, reduce or eliminate components. Through repeated trimming of ideas, objects, and processes, you can gradually narrow your challenge down to that part or function that is most important.
  如果你刪掉或是簡化你的部分想法，想想看會發生什麼？簡單的說，簡化或刪除一些部分元素。透過不斷的修剪想法、物體或過程，你可以將你的問題濃縮至最重要的部分。
• R = Rearrange (or Reverse) 相反；重新安排
  Think of what you would do if part of your problem, product or process worked in reverse or were done in a different order.
  如果你的部分問題、產品、或是過程反過來運作，或是用不同的順序運作，你會怎樣作？

source: http://www.recruitingroundup.com/2010/01/best-recruiters-may-not-be-relationship.html

在圖書館看天下雜誌有業務的文章，這篇原文的標題是：
Most companies are betting that reps who focus on building stronger customer relationships will rebuild sales.
They’re wrong—here’s why.
大部分的公司相信業務如果著重跟顧客建立很強的關係，會恢復銷售。
但是這是錯的，以下就是為什麼？

在經濟不景氣的時候，會特別好奇哪種型業務會勝出？這是the Sales Executive Council 所作的研究，調查全球超過30多個國家的450個業務經理，將這些業務的策略歸成五類，引用天下雜誌對五類型的中文翻譯：

• The Hard Worker—always willing to go the extra mile.  He is self motivated and does not give up easily.  He seeks out feedback and tries to identify opportunities for improvement.
  苦幹實幹型：總是願意多努力一些，自我驅力足，不輕易放棄。他尋求回饋，並且試著找出可以改進的機會。
• The Challenger—the debater on the team. He has a deep understanding of the customer’s business and isn’t afraid to share his views, even if they are different. He is assertive in dealing with internal and external stakeholders, tending to push people out of their comfort zone.
  挑戰型：是team中的好辯者。他對於客戶生意有深度瞭解，並且不畏說出自己的觀點，即使所說的跟人不同。他很積極的處理對內以及對外的關係人，傾向將人推出舒適圈。
• The Relationship Builder—focused on serving the customer. He is adept at building and nurturing customer relationships by being highly accessible to customers and responsive to their specific needs.
  關係至上型：著在在服務顧客。他藉由讓顧客隨時可以找到以及照顧顧客的特殊需求，來善於建立並維繫與顧客的關係。
• The Lone Wolf—self-confident, follows his own instincts instead of the rules.
  孤狼型(獨來獨往)：自信，依照自己的直覺非規則做事。
• The Problem Solver—detail oriented, reliable, and naturally drawn to solving client issues. He excels at handling the post-sale service issues that can harm a client relationship.
  問題解決型：注重細節、可靠、並且很自然地會去解決客戶問題。他很擅長處理棘手的售後服務(會傷害顧客關係的問題)。

猜猜在不景氣，複雜度高的情況下，哪個勝呢？ ...繼續閱讀

source: http://totalexec.posterous.com/active-listening-2

傳達自己的想法是天天在作的事情，可是我以前沒有怎麼去瞭解別人怎樣聽事情？

Given all this listening we do, you would think we’d be good at it! In fact we’re not. Depending on the study being quoted, we remember a dismal 25-50% of what we hear.
通常我們只記得別人說的25~50%。我回想我以前所寫的企畫案，因為我對收集的資料以及想法最熟悉，但是我不是依照別人可以消化的模式與順序整理，所以別人聽起來其實很吃力。

可以參考大前研一建議的提案順序，適合各種提案：整體結論(精簡一兩個)→產業的動向→競爭對手的動向→客戶公司的狀況分析→改善的條件→解決之道(整體結論)→建議→實行計劃 (事前協商、取得共識)。

We have the capacity to listen and process 3-4x more information than a person can talk, 125-135 words per minute.
另外，一個人平均約講125到135個字，這是用講英文來看的。人的腦可以同時處理300~400字的資訊。這也就是為什麼我們在聽的時候，還一邊想著自己的想法或是作其他的事情。最好的方式是將自己放空(清出自我，才有空間給別人)，利用這個餘刃來觀察對方非語言的表達。也只有自己是一個open跟接受對方的狀態，才聽得進去他人的話。

所以換過來說，當自己講的時候，自己怎樣傳達訊息的方式？對方聽的心態？要一併考量進來。

Learn to listen to yourself. Identify how you are listening. Ask yourself, Do I focus on the other person when they are speaking or am I interrupting, changing the subject,  looking at my cell phone or just getting ready to take my turn in speaking? How do I feel about what is being communicated? Understanding your emotions of feelings connects you to the essence of the interaction.
溝通是一種互動，在聽別人講話時，也可以聽聽自己是用什麼方式聽？自己內在有沒有一個聲音也同時在對話，這個應該都會有。有時候，我會猜對方想講什麼？或是想「又來了？」或是打斷對方插話，或是有時候我會感受到我的情緒也在波動，想控制自己不要流露出表情來。最好的狀態是放空，不要有自己的聲音；如果聽到自己不開心的話，可以跟對方釐清意思，然後坦誠告訴他：你剛剛那樣講，讓我可能覺得....，不知道有沒有誤會處？

Avoid the temptation to respond immediately. Don’t feel pressured to speak. Use silence to allow others to go on. When ready try to restate, or rephrase what you heard so the other person feels understood.
最好避免立即回答，不要因為感到壓力就想要馬上講話。留一點白讓對方說完。確認自己有沒有積極聆聽的技巧，就是去重述對方的意見，看有沒有聽錯對方的意思？

所以自己在講話時，要避免講一大段沒有留白，留一點白，讓別人容易給意見，或是想一下。