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專(zhuān)欄 - 向Anne提問(wèn)

頭腦風(fēng)暴失靈之謎

Anne Fisher 2013年08月28日

Anne Fisher為《財(cái)富》雜志《向Anne提問(wèn)》的專(zhuān)欄作者,這個(gè)職場(chǎng)專(zhuān)欄始于1996年,,幫助讀者適應(yīng)經(jīng)濟(jì)的興衰起落,、行業(yè)轉(zhuǎn)換,,以及工作中面臨的各種困惑。
頭腦風(fēng)暴的意義在于打破常規(guī)思維的盒子,,提出不落窠臼的新點(diǎn)子,。所以首要的一步在于搞清楚舊盒子是什么,,然后才能 “跳出盒子思考”,否則就是在浪費(fèi)大家的時(shí)間,。而沒(méi)搞清楚舊盒子就隨意發(fā)散思維正是大多數(shù)頭腦風(fēng)暴以失敗告終的原因所在,。

????布拉班迪爾和艾尼還指出,,除了不愿意跳出固有觀念之外,很多“頭腦風(fēng)暴”無(wú)疾而終的另一個(gè)原因是缺乏結(jié)構(gòu)化,?!对谛碌暮凶永锼伎肌芬粫?shū)中有很多專(zhuān)門(mén)的小點(diǎn)子,告訴人們?nèi)绾伟炎⒁饬衅饋?lái),,以免他們“偏離到隨機(jī)的方向上,。”

????艾尼表示,,其中的一個(gè)點(diǎn)子,,就是讓參與頭腦風(fēng)暴的人們想象一下,“最不現(xiàn)實(shí),、最預(yù)想不到,、似乎最不可能的事件”可能會(huì)如何影響公司的業(yè)務(wù)。這種鍛煉有益于打破滿足感,。如果百視達(dá)公司(Blockbuster)在搞頭腦風(fēng)暴的時(shí)候曾經(jīng)嘗試過(guò)這個(gè)點(diǎn)子,,那么他們可能會(huì)預(yù)見(jiàn)到,以流媒體視頻網(wǎng)站Netflix為代表的互聯(lián)網(wǎng)公司最終可能會(huì)蠶食他們的業(yè)務(wù),,那么他們可能就會(huì)提早減少對(duì)零售店的依賴,,而不是等到后來(lái)才手忙腳亂地進(jìn)行追趕。

????至于如何讓心懷抵觸的同事參與這個(gè)過(guò)程,,艾尼和布拉班迪爾給出的建議是:“人們一開(kāi)始參加頭腦風(fēng)暴時(shí)通常是不樂(lè)意的,,因?yàn)槿巳硕紖⒓舆^(guò)沒(méi)什么實(shí)際作用的研討會(huì)或頭腦風(fēng)暴會(huì)?!辈贿^(guò)只要給他們足夠的時(shí)間,,“他們就會(huì)放下防備,放松下來(lái),?!蹦敲炊嗌贂r(shí)間才夠呢?“如果有疑問(wèn)的話,,給你自己至少半天的時(shí)間(如果條件允許,,一整天也可以),以便盡可能深地挖掘到一個(gè)創(chuàng)造性的過(guò)程,?!弊D愫眠\(yùn),。

反饋:你是否曾經(jīng)參與過(guò)某個(gè)頭腦風(fēng)暴會(huì)議,而且最終得到了有價(jià)值的創(chuàng)意,?它成功的因素是什么,?請(qǐng)?jiān)谙路搅粞栽u(píng)論。(財(cái)富中文網(wǎng))

????譯者:樸成奎??

????esides neglecting to think beyond old assumptions, the authors say the second-biggest reason so many brainstorming sessions fizzle out is a lack of structure. Thinking In New Boxes is packed with specific tips for focusing people's attention so they won't "veer off in random directions," as Iny puts it.

????One of these, he says, is to ask the group to imagine how "the most unreal, unexpected, seemingly impossible events" could affect the business -- an exercise that tends to crush complacency. If brainstormers at Blockbuster had tried this, the authors note, they might have foreseen that the Internet, especially Netflix (NFLX), could end up eating their lunch, and lessened their reliance on retail stores much sooner instead of scrambling to play catch-up.

????As for how to get your jaded colleagues on board, Iny and de Brabandere have found that it's often a simple matter of not rushing them. "Participants tend to begin the [brainstorming] process with their backs up," they write, since "everyone has been through workshops or brainstorms that don't work." With enough time, however, "they let their guards down. They free up." How much time is enough? "When in doubt, give yourself at least half a day (or a full day if resources permit) in order to dig as deeply into the creative process as possible." Good luck.

Talkback: Have you ever participated in a brainstorming meeting that produced valuable ideas? What made it work? Leave a comment below.

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