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  • A learning organization encourages personal mastery and cultivates open feedback to see problems and opportunities on all levels.

    學習型組織鼓勵個人掌握並培養心胸開闊的反饋能力,藉此在各個層面上看到問題和機會。

  • Some argue that learning organizations attract and retain more talents.

    有人認為,學習型組織能吸引和留住更多的人才。

  • Others say that there is a competitive advantage for an organization whose people learn faster than the people of other organizations.

    也有人說,組織內的人才若能更快地學習新知,便能在面對其他組織時具有競爭優勢。

  • Here are 6 characteristics most have in common.

    以下是學習型組織所擁有的六大共通特點。

  • They cherish an open culture.

    他們珍惜開放的文化。

  • Learning organizations encourage everyone to share information, admit to mistakes and practice giving and taking constructive criticism.

    學習型組織鼓勵大家分享資訊、認錯改過並給予和接受具有建設性的批評。

  • Once the problem is found, they try to understand its root cause and fix it.

    一旦發現問題,他們便會試圖瞭解其根本原因並加以解決。

  • To achieve such a culture: walls are removed, information is shared and leaders show their human sides.

    為了要實現這樣的文化:人與人之間的圍籬被拆除、資訊被共享,而領導者們則展現出具人性的一面。

  • They design and implement feedback loops.

    他們設計和實施能夠循環運作的反饋機制。

  • Some establish 360 degrees surveys, in which people assess themselves, their peers and their bosses.

    有些組織會進行 360 度問卷調查,讓人們評估自己、同儕與上司的表現。

  • Employees at 5-star hotels ask guests for their opinions.

    五星級酒店的員工會詢問客人的意見。

  • Top schools may videotape teachers so they can later study themselves.

    頂級學校可能會對教師的課程進行錄影,以便他們之後能夠自行研究。

  • Some even make feedback a team effort.

    有的組織甚至將反饋視為團隊工作的一部分。

  • Before any new project, they all get together to kick things off.

    在任何一個新計畫開始之前,他們會聚在一起開工。

  • After the project they meet again to share and reflect on what has happened.

    項目結束後,他們會再次開會,並分享和反思所發生的一切。

  • They promote personal mastery.

    它們會促進個人技能提升。

  • Employees try to achieve personal mastery in their fields.

    員工會努力實現個人在該領域的掌握。

  • Once they become experts, they feel proud of their work, they are motivated intrinsically and they can create positive change wherever they are.

    一旦他們成為專家便會為自己的工作感到自豪,並使他們有了不論身處何方都能創造出積極變化的內在動力。

  • For example, a cleaner might come up with an idea on how to save water and an accountant on how to save bank fees.

    例如,清潔工可能會想出如何節水的點子,而會計師則能想出如何節省銀行費用。

  • The job of the boss is to connect all experts and give directions.

    老闆的工作是要將所有專家串聯起來,並給團隊指示。

  • They plan for intelligent fast failure.

    它們會為規畫過的短期失敗做好準備。

  • When they build something new, they don't spend time to make assumptions on paper.

    當想建立新的東西時,他們不會花時間紙上談兵。

  • Instead, they create what's called Minimum Viable Product, a simple prototype with only the core functions.

    相反的,他們會創造一種只有核心功能的簡單原型,稱為最簡可行產品。

  • This is then presented to users as early as possible to test what they think.

    接著這個產品會儘早呈現在用戶面前,藉此測試他們對產品的想法。

  • Because it is imperfect, even friends give their honest opinions.

    因為它顯然並不完美,因此即使是親朋好友也會提出自己的真實意見。

  • The goal: fail fast, but collect intelligent information so you can improve while going forward.

    目標是要快速失敗,但收集到具有智慧的資訊,讓你在繼續研發的過程中可以進行改良。

  • They steal best practices.

    它們會偷竊別人的最佳實務方法。

  • Picasso apparently said that "good artists borrow, great artists steal".

    畢卡索曾這樣說過:「好的藝術家借鑒,偉大的藝術家偷竊。」

  • Learning organizations study others, steal best practices and then implement them fast.

    學習型組織會從他人身上學習,竊取最佳實務方法,然後快速地實施。

  • The newspaper The Economists took advice from George Orwell; its editors never use jargon if everyday English works.

    《經濟學人》報接受了喬治·奧威爾的建議。如果日常用語可以表達出來的話,他們的編輯從不使用專業術語。

  • Printing manufacturers stole the razor-and-blades business model from Gillette, selling printers cheap but ink expensive.

    印表機廠商則竊取了刮鬍刀廠商吉列的商業模式:印表機賣得很便宜,但墨水卻相當昂貴。

  • They cultivate a common vision.

    它們會培養共同的願景。

  • A learning organization prospers when all members share a common vision.

    當所有成員都擁有共同的願景時,學習型組織便能蓬勃發展。

  • That way employees can understand the importance of their role, connect the dots and develop systems thinking.

    如此一來員工就可以理解自己職位的重要性、與其他員工人建立聯繫並培養出系統性思維。

  • When goals are clear, regulations can be reduced and people can create their own personal benchmarks of success.

    只要目標明確,組織便能減少規章制度,而員工們則能用自己的標準去衡量成果是否成功。

  • This reduces bureaucracy, authority and corruption.

    這樣便能減少官僚主義、權力和腐敗的狀況。

  • Salesmen and author Zig Ziglar once wrote: "the only thing worse than training people and having them leave, is not training them and having them stay."

    銷售員兼作家吉格・金克拉曾經寫道:「唯一比培訓人員之後讓他們離開更糟糕的事情,是不培訓他們卻把他們留下來。」

  • At a learning organization education happens as a side-product of working together, as everybody learns from each other to adapt to whatever the future might bring.

    在學習型組織中,教育是共同合作之下的副產品,在所有人相互學習以適應未來可能發生的一切的過程中培養出來。

  • If you like our videos and want to support our channel, visit us at Patreon.com/Sprouts and see if you want to donate just one dollar.

    如果你喜歡我們的影片並想支持我們的頻道,請訪問我們的 Patreon.com/Sprouts 贊助網頁,最低僅需一美元即能贊助我們。

  • With your support, we plan to create many more MinuteVideos about learning and education.

    有了各位的支持,我們正計畫著要做出更多有關學習與教育的數分鐘短片。

A learning organization encourages personal mastery and cultivates open feedback to see problems and opportunities on all levels.

學習型組織鼓勵個人掌握並培養心胸開闊的反饋能力,藉此在各個層面上看到問題和機會。

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B1 中級 中文 組織 反饋 培養 實踐 創造 員工

你身處的公司有其特點嗎?學習型組織六大共通特點 (The Learning Organization: Is Your Company Ready for the Future?)

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    Summer 發佈於 2021 年 10 月 29 日
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