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2018-06-24

昨日阅读1小时，累计阅读314小时

1.今天阅读到的有价值的全文内容链接:

Transformation— Momentum and Mindset

https://www.pmi.org/learning/training-development/projectified-podcast

2.今天阅读到的有价值的内容段落摘录:

Kevin Murphy

I see a lot of people, who chase the latest buzz word. You know, for theirculture. To me the culture change that succeeds is actually theone that's riven by a transformation. Where you say, we actually needto create a different level of performance, in the future. Weneed to create a different way of operating, we need to create,you know, but there's a, there is a who we need to be aspiration andthen you say, but to get there, we would have to change how webehaved. So it's, the behaviour is not the driver, thebehaviour's a consequence of the business change, that you wantto take palce. They're the culture changes I've seen, succeed. And, and, and back to you h- how do you make thathappen, if that's uh, so different from where you are today, youknow, how do you make that, that happen. The first place the newculture emerges or is im-, applied, is actually on thetransformation project. You actually have to tran-, you actually haveto create your future, create the transformation, with themindset and culture and attitude of the future, not the mindset,culture and attitude of today.

We actually made it present in a number of thingsthat they, they do. A very simple one was, uh, from that dayforward, they ended every meeting, by giving themselves feedback. Soat the end of every meeting they had as a group, they sharedwith one another, did we live up to and what could we do betterand how do we make the next meeting better. We also paired them uparound the table, and they met, once a week with a peer to give oneanother feedback, or just share with one another what they were,and were doing. So, we made it very well. Then the big step, which took a, a, few weeks to get to, each of them got theirteam together. And shared the behaviour that they were workingon, with their team. And they invited their team to give themfeedback on what they were doing and what was happening. And in avery short time, they and now their dir-, direct reports wereall behaving more from the future perspective than the current.

We're talking about the leadership team of anelectric utility. Um, very traditional, in attitudes andmindset and process, this was very new and very different, forthem. But, again, remember it was anchored in remember that future weall said, not just that we want to achieve, but that we have toachieve. This is necessary to get us there. So, you know, n-,n-, it's not that there weren't times, when people faltered, whenpeople got frustrated, when people thought it was a game andthey didn't want to, continue with it, but you know, we wouldtake them back to, okay, which of, what part of that future thatyou described are you okay with giving up? Because, if we don'tmake this behavioural change, here, here are the elements ofthat, that are no longer possible. If we're all okay with that,then we can agree.

In each of the companies that I have describedand, and, and work with, there has been a leader, who is, youknow, behind and riving,  the success. And, and at the endof the day, yo-, you know you, you turn to that person, andkind of look for their support, look for, you know, they've gota personally model, and what it is you're trying to achieve.

Everybody can be a Change Agent. Um, the rolesthat Project Managers sometimes play, in organisations, area little too narrow. Transformational change is big and complex, it'salso dynamic and shifting ans changing and it's very personaland there's the knowing when to keep focused on the target andknowing when is the right pl-, time to, get a move and,and, and, and, address something. Different. It, it, requiresa lot of it's kind of discipline and flexibility at the sametime. Um, I can't think of the rig-, the right comment,discipline, discipline ability, for flexiplin

The Project Manager who sees their role, aspart of the big picture, who is, kind of integral to what'shappening and, and, and frankly not just kinda, ticking theproject management boxes, is hugely valuable. Um, but it's,it's the environment and the opportunity um, to make, to makethat work. W-, we talked about again transformational changebeing big and the need to, to manage it and keep up with thechanges and the twists and turns. Um, w-, we implement somethingwe call a Results Delivery Office, you know which will sounda little bit like project management office, but, and, and, and, youknow the ideas are built on top of a, of, of many of the ideasfrom project management office, but, but, it's also differentand and one of the things is, you know, the highest level we seethree lanes and three disciplines, three focuses really, within a Results Delivery Office. And the three are value, deliveryand people. Um, value meaning, you know, are we creating the result,are we getting into the 12% are we paying attention to understandingyou know, the levers that we need to pull to create the #result, that, that needs to happen and is all that stayingfocused over the, the long term. Um, delivery, uh, meaning you know,are we keeping the trains running on time? Are we you knowachieving the, the result in the time frame that we wanted,but, also are we, are we helping people with the, the process andhow they go about making the change? We see the delivery role asbeing a Coach to um, to teams and, and, and you know, gettingthem the right tools, to make, to, to create the result.And then the, the three stream being people. Um, and ultimatelyit's back to our culture conversation. You know, organisationsdon't change, people do and you know how do we ensure that,that behavioural capability, organisational structure, etc, is all inplace to ensure, that we have you know, people who can and willsupport, the solutions that we're putting in place. And youknow I think of those three, value, delivery and, and, and, uh peopleand project management skills being you know present in allthree, but mostly in the delivery. Um, you know band. But Ithink of those three and it's, it's like if there isn't sometensionbetween them, we aren't thinking of the trade offs, Icould do this faster, but it doesn't get people, you know, onboard in the right way, or it may have an impl-, impact on thevalue that we're, generating. Um, if there isn't frequentdebate, and even sometimes, raised voices, between thosethree, you know, you actually don't have a functioning resourcedelivery from an office. Uh, you've people who are you know,doing the job, not, you know achieving the, the, the result.And that's my guidance for the, the project management professionalis, put yourself in the bigger picture. Don't see your rolenarrowly,  be a part of you know, what's happening and youknow, challenge and support your peers, don't just uh, speak up,whenthe Gantt chart you know, comes out, you know, get, get involvedin all of the dialogues and be part of the, the full solution.

So firstly uh, I'm wholly in agreement with you,there is always resistance. And when, when managers orleaders tell me that they're not seeing resistance, I say, you'reabsolutely right you're not see it. Um, because the, the onlyres-, re-, resistance that you can't address, is that which youcan't see. Um, you know the uh, o-, one of the thingsabout transformational change, is that it challenges manypeople's, you know, basic assumptions and experience. Um, the,and that particularly applies to resistance. Um, I tell leadersthat, when you hear resistance, when you first hear resistance,you know, go back to your office, close your door and quietlycelebrate. Because, resistance is the first sing that peopleare taking you seriously. Um until you experience resistance,people have been nodding their heads and saying, this'll goaway, it always does. Um, they don't put the energy into resist,until they believe it's going to happen.

3.今天阅读的自我思考点评感想

I.The challenge is to keep that momentum going.

II.Solution:having a system of those interactions. Theunderstanding that this wasn't a one off event, we're actuallychanging the way we work together.

III.Key points: Create, more opportunities and more experience. Therelationship between transformational change and culturalchange.

1)You can't invent the new culture by living the old one. culture'severything to do with behavior.

2)If you set out to make a purely cultural shift, you are going tofail. Because, culture is not the hardest thing to change.

3)The first level is changing what you do. The next level and in kindof order of magnitude harder, is changing how people think. Thethird level of change is, changing who you are, that's the culturalchange.

4)The first place the new culture emerges or applied, is actually onthe transformation project. You actually have to create your future,create the transformation, with the mindset and culture and attitudeof the future, not the mindset, culture and attitude of today.

5)How to achieve: a very simple step was feedback----giving youselffeedback, feedback from peers, feedback from your team.

6)Transformational change is big and complex, dynamic and shifting anschanging and personal. It requires discipline and flexibility at thesame time.

7)Put yourself in the bigger picture. Don't see your rolenarrowly.

8)There is always resistance. One of the things about transformationalchange is that it challenges many people's basic assumptionsand experience.

9)About how to deal with the resistance:

Manyleaders don't understand that, they're reaction to resistancecan often be all wrong. So, if you haven't thought, taught themthere's always resistance and, and it's a good thing when you see it,when they do get resistance, the push back is this too much, toofast, we can't do it, is it right? They then have a tendency to takea step back. And by take a step back I mean begin to questionthemselves. Maybe we are going too fast, maybe we should slowsomething down, and of course, if they do it, they just teachpeople that resistance works. Oh good, it's worked, let's resistsome more, cause it's working. Whereas, if you understand thatresistance is inevitable and it's a good sign, when youencounter resistance, you're reaction is actually to step in andto resistance and not step back. Of course, you would always startwith empathy, because empathy is so important, um, in these,these environments, so I understand that, you know, you thinkwe're moving fast, um, I'm glad you're raising it, I'm glad it, youknow, we can talk about it, but hold on, I want to remind youwhy we're doing this. Let me, let's go back to the case forchange and, and why we absolutely have to do this. And, and thenyou're actually getting people to kind of recommit and doubledown, instead of kind of stepping back from, um, huge, hugeshift. If you can make, make it happen.

10)The power inside:

It'sfinding the confidence to do it. You know or to do it again, or to doit in these new circumstances. My guidance advice is to try. Find theright situation, find the leader that you think is the rightperson, and might be open. You'll find that it is more welcomed,more than you needed and anticipate.

11)The first step you should take:

To leave your office. To get up, to walk around, to spend more time withthe people who are playing different roles on the project. Instead of90% of your time in front of the screen and 10% in meetings, maybe10% in meetings, 10% in front of the screen and 80% out, lookingat what's happening, experiencing understanding. I mean we often aremarking up things on you know, charts and we don'tactually understand what people are doing or what it takes.

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阅读《法律的经济分析》至24%

为了促进资源由较小价值用途向较大价值用途的转移，财产权在原则上应该是可以自由转让的。这一原则必须要被限制，但在此之前，我们必须注意可分所有权是如何在没有有效限制的情况下妨碍财产权转让的。如果有 50 个人为一件财产的共同所有人，那么财产的出售就要求他们在价格和互相间的收益分配问题上达成协议。这样，就会产生坚持不合作问题。

所以，契约法的基本功能（至少自霍布斯时代起就被这么认为）是阻止人们对契约的另一方当事人采取机会主义行为，以促进经济活动的最佳时机选择（ theoptimal timing of economicactivity ），并使之不必要采取成本昂贵的自我保护措施。

富人的无效允诺导致了一旦违约时受约人要承担很大的依赖成本（ reciancecost ）。这样的成本在以后可以通过要求要约人（即允诺人）对受约人的依赖成本负法律责任而予以避免。然而，我们必须区别可能引起依赖的赠与允诺和不可能引起依赖的赠与允诺。我允诺给你一件小礼物，而我隔天后就收回了这一允诺。我没有理由要求你依赖于此，你的依赖是轻率的、冒失的。所以，无论你是否确实依赖于此，法律都不会约束我履行允诺。

假设，我雇佣了一个承揽人修建房屋，但建设中途房屋遇火灾而被烧毁。承揽人要求我偿付他在建筑上所花费的材料和劳务的价金。否则，在不重新订立契约的条件下，将拒绝为我重建那所房屋。并非由于他的过错而造成他无法履行契约预期之义务这一事实，不应该是好像由于我已承担了火灾风险而承揽人就自然取得了停止建筑权或获得了补偿权。这个问题应该是我们中的哪一位愿意承担火灾风险的问题。在没有证据能证明当事人实际意图的情况下，这一问题应通过比较当事人双方防止火灾或为火灾保险的相对成本（ relativecost ）而得到解答。承揽人可能是成本较低的保险人，因为他比所有者更便于估计建筑在不同阶段的火灾可能性和结果。再要考虑的是，即使特定的火灾在经济学意义。

物在交付前被烧毁的厂商一样）总的来说在防火上要比所有者有利，因为他受允诺约束并知道建筑过程中的房屋火灾危险。

你不可能对任何东西都保险，因为你只对有些东西才有可保险利益。假设 A 和 B 看到一个陌生人 C 在街上行走，而且他们对 C 是否健康有不同意见。 A 愿意向 B 出售 C 的人寿保险单， B 考虑到 C 可能会死得比 A 想象的早，就接受了。这样的契约是无法实施的，因为 B 对 C 的生命没有可保险的利益。有人可能会假设这一结果起因于法律对打赌契约的不认可，但可保险利益规定仍可追溯到英国认为打赌合同合法的时候。一种更好的解释可能是，契约对 C （非契约当事人）产生了外在成本。因为它使 B 有兴趣使 C 尽早地死亡（当然，它也使 A 有兴趣使 C 活得更长，但如果 C 知道了这一契约，那就可能安慰了 C ）。

撒谎者对错误信息作出了实在的投资。从社会角度来看，这种投资完全是无用的，所以我们自然就不会对他的谎言给予报酬。

如果销售者谎称其产品质量，而不仅仅不告知其产品的不利信息，那么即便购买者能以很低的成本识破这一谎言，他的行为仍然是非法的。这在经济学上是有道理的。 A 出售一盒糖给 B ， B 问 A 有没有必要打开看看里面有没有糖， A 回答没有必要，完全可以相信他的话。所以 B 在没有检查的情况下买了这盒糖，结果当 B 回家打开盒子时，发现里面装的是猫食干粮而不是糖。如果对这种谎言不予起诉，在理论上 B 可以通过检查而很轻易地避免这样的后果，但世界上所有的 B （购买者）都不得不进行检查，这样其检查的总成本就会是巨额的。相反， A 不撒谎的成本是零，甚至有可能像前面提到的那样是负的。

在法律称作信托（ fiduciary ）或信任（ confidential ）这样的关系中，告知义务就要大得多。大多数代理人（ agent ，律师、会计、经纪人、受托人等）都忠实于他们的当事人（ principals ，公司内的信托义务将是 14.8 单独讨论的主题）。代理人是收取费用而将委托人的事尽可能当成自己的事处理的，他将成为其改变了的自我。信托原则是解决信息成本不公平问题的法律方法。它允许你雇佣某拥有更充分信息的人以你的名义与另一拥有较充分信息的人打交道。这一原则还有其他的作用。通过实施最大善意义务而非标准契约下的普通善意义务，它使委托人的自我保护成本最小化。这在当事人无法保护自己（他可能是一个儿童）的情况下尤为重要。信托义务的实施在那种情况下是很普遍的，监护人是典型的受托人。

胁迫也被用作垄断的同义词。 A 发现了在暴风雪中迷路漫步的 B ，在 B 允诺将其全部财产给予 A 之前， A 拒绝帮助他。也许在此 B 也应被允许免于履行其诺言。如果我们允许在救援工作中获取垄断利润，那么极大量的资源可能会被用于救援事务。

损害赔偿的预期衡量法（ expectationmeasure ）将注意力集中于违约受害者对契约履行的预期收益，而依赖衡量法（ reliancemeasure ）注视着受害人由违约而遭受的损失。如果受害人放弃一项利益相当的契约而“依赖”于此，那么这两种衡量方法就融合了。如果不是这样，那么预期衡量法实际上可能会比依赖衡量法更易接近受害人的真实经济损失，从而也就产生更为有利的激励。

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告诉自己：与其焦虑的思考，不如静心的实干！

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人生中最重要的投资，莫过于健康投资。而每天抽时间阅读相关书籍，就是简捷有效的健康投资。
1.今天读了一本医学科普书，是法兰克·佛杜锡克写的《神经外科的黑色喜剧》。链接为：
http://product.m.dangdang.com/product.php?pid=1422538558&host=product.dangdang.com
2.今天所读有价值的内容段落摘录：
与成功相比，失败是更好的老师。
细胞中也有一些不法分子，他们蔑视组织。当他们无限制的繁殖，他们就有了新的名字，别管他们原来是谁，现在他们变成了“肿瘤细胞”。肿瘤细胞更加无法无天，当他们不满足于自己的领地开始四处占地扩疆的时候，他们变成了癌细胞。
死亡不是瑕疵，不是生物界的失败，而是经过设计而存在的，目的是要在这个永远改变的地球上维持着永远的存活机会。
3.今天所读到的有价值信息的自我思考点评感想：
读完这本书，对自身和大脑有了新的认识，对生与死、对医生、对疾病，甚至对生命，都有了新的认识。一个真正称职的医生，心中充满了压力，永远无法睡个安稳觉。就像作者做为实习住院医师刚进入脑外科时，他的前辈对他说的：“只有别人主刀的手术才叫小手术，只要是你主刀的，那就是大手术。”
感谢作者让我们更深入地了解了神经大脑、並更深入地了解了医生。
4.昨日阅读时间2小时
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