感情の原因となる自身の考えや自分の立場からの必要性を説明する。”I feel irritated when spelling mistakes like that appear in our brochures, because I want our company to project a professional image.”
Asking for reflection. 私が言ったことを言ってみてって聞く。聞いた後"That's not what I said."などとは言わない。"I can see I didn't make myself as clear as I'd have liked. Let me try it again".
議論から得るものをはっきりさせる。“I’m confused about how you’d like us to respond to your story. Would you be willing to say what response you’d like from us?”
Positive Action Language. 現在形。"Would you be willing to..."の形が良い。Action verbはビデオで撮ってわかるもの。Non-action languageの例: "listen to me", "give me freedom to grow", "I want you to let me... "
Elephant in the roomの象を解決する。悪い問題はチームの雰囲気に影響するが、常にポジティブに取り組む。
Marissa was frustrated in a Google Associate Product Manager meeting. Bill told Marissa was wrong person to help them because she knew how things done in Google. She cannot relate to the problems they're facing. So set up a forum for them.
The path to success in a fast-moving, highly competitive, technology-driven business world is to form high-performing teams and give them the resources and freedom to do great things.
Short term
- Task force from representative team to monitor the implementation
- Customers/stakeholders must be informed throughout the steps
- Team A should assist team B on the issue. The protagonist should set an example by putting himself on cross-functional team.
Long term
- Align incentives to reward innovations and collaboration across groups.
Position
- Criterion “collection period has worsened” (inference from evidence)
- Evidence “It has changed 62 days -> 82 days on average between 1996 and 1998”
数字の説明を入れるのは採点者に自分の理解を伝えるため。
Action Plan
Too vagueな例: Rogers should make sure marketing and sales work better together.
Too detailedな例: Person’s name, time (dates)、ノートを作る、とかを出す。
Chronological order. Show priority; urgent comes first, non-urgent comes second.
ArgumentとAction Planは別の節に書く。
The proof consists of presenting the most compelling evidence related to each criterion and showing how it supports your recommended option (inference).
The Economist reviews It Doesn't Have To Be Crazy At Work: "Their book is funny, well-written and iconoclastic and by far the best thing on management published this year" 😍🙏 https://t.co/GRcCdmPiRr