在野外奔馳

(從我一個尊敬的作家,賽斯·高汀

以下是個很容易碰到的現象:

多項選擇,加上努力,再加上堅持。

我們從一出生就被訓練去尋找有邊界的小而可行的任務。似乎我們的努力最好地是花在那上面,這種風險和責任要比任何都小得多。

“不要問我接下來該做什麼,告訴我接下來該做什麼!”

因此,在尋找和確定界限時,我們經常讓他人來決定,而忽略了擺在我們面前的機會。

另一種方法是去繪製地圖而不是光閱讀地圖。

因為想這樣做的意願人很少,所以它通常被高度重視。 如果我們來練習,我也可以學會去做得更好。

這很容易做到(如果你知道怎麼做的話)

(從我一個尊敬的作家,賽斯·高汀

這是每個遊戲設計師、表單創建者和教師都會面臨的困境。

編寫說明手冊、進行調查、創建地圖——由於需要對某種事情來做翻譯,這些都是艱鉅的任務。從事這項工作的人已經知道他們要教什麼,但是讀這手冊的人並沒有這個概念。

這裡需要的同理心的事會使許多人不知所措,無論他們多麼的善意。

畢竟,你正在指導的人(還)不知道你知道什麼。他們可能不會像你之前學習的那樣學習。你可能也已經通過不同的途徑來獲得了這知識。

成功的教學設計的三個要素通常是:

(ㄧ)承認交流你所知道的事情是蠻困難的。

(二)對那些還不知道你所知道的人產生同理心。

(三)經常測試你的作法。

設計中的謙遜能與傲慢的相信我們可以幫助其他人前進來一起共舞。

準時

(從我一個尊敬的作家,賽斯·高汀

我們可以從做出一個簡單的承諾中來獲得了巨大的好處:

不要錯過最後期限。

好處是一旦我們同意這最後期限,我們就不必再擔心了。 我們不必談判,找藉口,甚至為此施加壓力。

完美的時候,不會發貨。

它會發貨,是因為我們說過會發貨。

一旦清楚這一點,我們運送的產品的質量就會大大提高。 與其花時間和精力尋找理由、藉口或否認,我們只是專心做好工作。

隨著時間的推移,我們會更好地確定能承諾的最後期限。 因為如果我們做了承諾,我們就會做到。

Seth Godin on Survival Is Not Enough, Part 14

In his book, Survival Is Not Enough: Why Smart Companies Abandon Worry and Embrace Change, Seth Godin discusses how innovative organizations and individuals can apply prudent strategies in adapting and positioning themselves for the constant changes.

These are some of my favorite concepts and takeaways from reading the book.

The Important Questions (even more questions)

In this chapter, Seth discusses some of the crucial questions we should be asking ourselves as we set out to implement the concepts of evolving and zooming. He offers the following observations and recommendations for us to think about:

What are we measuring?

Whatever gets measured is what will get done. A fast feedback loop cannot work unless we are measuring something we can change. Being specific about our measurement is a crucial first step in evolving.

Have we institutionalized the process of sharing what we learn?

Learning that does not get passed on does not do us any good. For example, if our organization invests in farming and hunting, the effort is wasted unless we keep track and teach each other what is being learned.

What do we need to do to become the first choice?

Can we create a winning strategy in which our organization wins even if our employees are not the best? Can we formulate a winning plan even if our personal mDNA is not the best personally?

Are we investing in techniques that encourage fast memetic evolution?

  • Invest in exploring to find the memes most likely to give us success.
    • Invest resources taking care of the people who carry the best set of memes.
    • Create lots of memes and drop the ones that do not work.
    • Recognize that monogamy is ineffective.
    • Use fast feedback loops.
    • Keep overhead small by investing as little as possible in creating new memes.
    • Do not spend a lot of resources supporting the memes that do not make our organization more fit.
    • Swap memes with others.
    • Depend on recombination more than mutation.
    • Invest in the memes that are worth spreading.

類似於介形蟲

(從我一個尊敬的作家,賽斯·高汀

介形蟲滅絕了。 數百萬年來,每一步驟都有充分的理由,它進化成它本來的樣子。

當我們將所有這些小步驟加起來時,我們最終會得到一個不再適合其環境的生物。

組織也是這樣發展的。 工作實踐、文化體系和“我們在這裡做事的方式”就是如此。

我敢肯定,二十年前你現在所做的事情,所涉及的所有步驟,都是有充分理由的,但是你目前的競爭對手,那些從頭開始的人,正在跳過這大部分你現在所走步驟。

每天我們都有新的機會能重新開始。 如果你不這樣做,其他人會。

[更新! 我向所有介形蟲的粉絲道歉。 雖然有些類型已經消失,但它並沒有完全滅絕。 這使我感到很高興,即使用這個比喻不太好。]

Seth Godin on Survival Is Not Enough, Part 13

In his book, Survival Is Not Enough: Why Smart Companies Abandon Worry and Embrace Change, Seth Godin discusses how innovative organizations and individuals can apply prudent strategies in adapting and positioning themselves for the constant changes.

These are some of my favorite concepts and takeaways from reading the book.

The Important Questions (more questions)

In this chapter, Seth discusses some of the crucial questions we should be asking ourselves as we set out to implement the concepts of evolving and zooming. He offers the following observations and recommendations for us to think about:

“If an omniscient wizard walked into your offices and described the future and told you what to do to prepare for it, would your company be able to change in response to his vision?”

Organizations do not fail to change because of a lack of proof about the future. They do not change because they are stuck or they are afraid.

Are we building all our systems around testing and ignorance? How can we dramatically lower the cost of launching a test?

It is easy to invent the perfect system and insist that the market responds to our wisdom. However, creating a strategy around the test, change, and evolution is more realistic and lets our system respond to the market.

“If you could acquire another company’s mDNA, whose would you choose? Why don’t you do that?”

If you can’t, hire away a few of their employees who really “get it” and give them the resources they need to spread their mDNA through our organization. Let them hunt without the overwhelming day-to-day operational responsibilities.

“Is this project going to benefit from the learning it creates?”

If not, perhaps we should rethink why we have this project, to begin with?

“How much time does senior management spend with unhappy customers?”

The farmer does not see a disgruntled customer the way a serf does. Instead, a farmer wants to spend as much time as possible with disappointed customers. They realize that unhappy customers are a vast source of data on improving the system.

“狗吃了我的作業”

(從我一個尊敬的作家,賽斯·高汀

這狗是什麼時候成為了你的老師的問題?

當我們積極參與一項旅程時,責任就在我們身上。 這就是個要求要我們去選擇專業的行事。 你知道這條款、日期,和結構。 它甚至不是個很小的字體,而這是您同意參與的結構。

當然,選擇入伍是可怕的。 因為這選擇會賦予了責任。就像是講“這是我選擇做的事情。”

義務教育通常不會帶來真正的學習。 因為義務教育是強制的,而沒有主動的選擇。

對於我們其他人來說,有機會參與並向前邁進。人生旅程的一部分是承認我們有帶一隻狗,它有時會阻礙生活,永遠不會等到有理想的時刻或完美的時刻去做點什麼。

向前跳躍並不容易,但做那會比其他的選擇要好得多,也更安全。

Seth Godin on Survival Is Not Enough, Part 12

In his book, Survival Is Not Enough: Why Smart Companies Abandon Worry and Embrace Change, Seth Godin discusses how innovative organizations and individuals can apply prudent strategies in adapting and positioning themselves for the constant changes.

These are some of my favorite concepts and takeaways from reading the book.

The Important Questions

In this chapter, Seth discusses some of the crucial questions we should be asking ourselves as we set out to implement the concepts of evolving and zooming. He offers the following observations and recommendations for us to think about:

Why?”

Repeatedly asking this simple question and getting to the truth is the fastest way to understand an organization’s winning strategy. However, if that truth is no longer valid, it is time to reconsider our winning strategy.

“What’s your company’s winning strategy?”

Do we know what we are busy defending? Describing our strategy and then exposing its weaknesses will enable us to change the parts without worrying about anything irrelevant.

Are we building the five elements of an evolving organization?

  • They work to increase its “zoomwidth” daily.
    • They allow their employees to build quick and cheap prototypes.
    • They understand their winning strategy, and they consistently farm and hunt for it.
    • They quickly communicate learning across the organization to adopt the winning memes and discard the bad ones.
    • They practice aggressive sexual selection strategies by firing bullies with the same zeal they hire new employees.

Are we (personally) a serf, a farmer, a hunter, or a wizard? What about the people we work with every day?

Do we know what our personal mDNA is? Are we working on suitable activities to develop it, and do we know where we want to go? Are we working with the right sort of people so we can complement each other and help each other succeed?