1. Peter Principle
Every organization is composed of various positions, ranks, or hierarchies,
and everyone belongs to a certain rank. The Peter Principle is an American
scholar, Lawrence Peter, who came to a conclusion after studying the related
phenomena of personnel promotion in organizations: In various organizations,
employees always tend to be promoted to their incompetent status. The Peter
Principle is sometimes called the Climb Up Principle. This phenomenon is
ubiquitous in real life: a competent professor is promoted to university
president but is incompetent; an excellent athlete is promoted to an official in
charge of sports but does nothing. For an organization, once a considerable
number of employees are pushed to their incompetent level, it will cause the
organization's personnel to be superfluous and inefficient, causing mediocre
people to stand out and development to stagnate. Therefore, this requires
changing the corporate employee promotion mechanism that determines promotion
purely based on contribution. Just because someone has done an outstanding job
in a certain position, it cannot be inferred that this person must be qualified
for a higher-level position. Promoting an employee to a position where he cannot
perform his talents well is not only not a reward for him, but also makes him
unable to perform his talents well, and also brings losses to the company.
2. The law of wine and sewage
The law of wine and sewage means that if you pour a spoonful of wine into a
bucket of sewage, you will get a bucket of sewage; if you pour a spoonful of
sewage into a bucket of wine, you will still get a bucket of sewage. In almost
any organization, there are several difficult characters whose purpose of
existence seems to be to mess things up. The worst part is, they are like rotten
apples in the fruit bin. If not dealt with in time, it will quickly spread and
rot other apples in the fruit bin. The scary thing about rotten apples is their
amazing destructive power. An upright and capable person may be swallowed up if
he enters a chaotic department, while an unscrupulous person can quickly turn an
efficient department into a mess. Organizational systems are often fragile and
are based on mutual understanding, compromise and tolerance, and can easily be
violated and poisoned. Another important reason for the extraordinary ability of
destroyers is that it is easier to destroy than to build. A pottery that a
skilled craftsman spends time and time carefully making can be destroyed by a
donkey in a second. If there is such a donkey in an organization, no matter how
many skilled craftsmen there are, there will not be much decent work results. If
you have such a donkey in your organization, you should remove it immediately,
and if you are unable to do so, you should tie it up.
3. Barrel Law
The bucket law states that how much water a bucket can hold depends
entirely on its shortest piece of wood. This means that any organization may
face a common problem, that is, the various parts that make up the organization
often have different strengths and weaknesses, and the inferior parts often
determine the level of the entire organization. The bucket law is different from
the wine and sewage law. The latter discusses the destructive force in the
organization. The shortest board is a useful part of the organization, but it is
worse than other parts. You cannot throw them away as rotten apples. Strength
and weakness are only relative and cannot be eliminated. The question is to what
extent you tolerate this weakness. If it is serious enough to become a
bottleneck that hinders your work, you have to take action.
4. Matthew effect
There is a story in the New Testament Matthew: Before a king left for a
long journey, he gave each of his three servants a piece of silver and ordered:
Go do business and come see me again when I come back. When the king came back,
the first servant said: Master, from the ingot of silver you gave me, I have
earned 10 ingots. So the king rewarded him with 10 cities. The second servant
reported: Master, for the ingot of silver you gave me, I have earned 5 ingots.
So the king rewarded him with 5 cities. The third servant reported: Master, I
kept the ingot of silver you gave me in my handkerchief for fear of losing it,
so I never took it out. So, the king ordered that the third servant's 1 ingot of
silver be rewarded to the first servant, saying: "Everything that is small, even
what he owns, will be taken away." If there is more, give it to him, and tell
him that the more the better. This is the Matthew effect, which reflects a
common phenomenon in today's society, that is, the winner takes all. For
business development, the Matthew effect tells us that in order to succeed in
business, To maintain an advantage in a certain field, you must quickly expand
in this field. When you become a leader in a certain field, even if the return
on investment is the same, you can more easily obtain greater returns than your
weaker peers. But if you do not have the strength to quickly become bigger in a
certain field, you will have to keep Only by looking for new areas of
development can we ensure better returns.
5. Principle of zero-sum game
A zero-sum game refers to a game in which players lose and win. What one
party wins is exactly what the other party loses. The total score of the game is
always zero. The principle of zero-sum games has attracted widespread attention
mainly because people Situations similar to zero-sum games can be found in all
aspects of society. Behind the glory of the winner is often the bitterness and
bitterness of the loser. In the 20th century, mankind has experienced two world
wars, rapid economic growth, scientific and technological progress, global
integration and increasingly serious environmental pollution. The concept of
zero-sum game is gradually being replaced by the concept of win-win. People are
beginning to realize that self-interest does not necessarily have to be based on
harm to others. Happy endings are possible through effective cooperation.
However, moving from a zero-sum game to a win-win situation requires all parties
to have the spirit and courage of sincere cooperation. In cooperation, do not be
clever or always want to take advantage of others. You must abide by the rules
of the game. Otherwise, a win-win situation will not be possible. In the end, It
is the collaborators themselves who suffer the loss.
6. Washington’s law of cooperation
Washington's Law of Cooperation says that one person is perfunctory, two
people are pushing the envelope, and three people will never accomplish
anything. It is somewhat similar to the story of our three monks. Cooperation
between people is not a simple sum of manpower, but much more complex and
subtle. In this kind of cooperation, assuming that everyone's ability is 1, then
the result of the cooperation of 10 people is sometimes much greater than 10,
and sometimes, even smaller than 1. Because people are not static objects, but
more like energies in different directions. When they push each other, they will
naturally get twice the result with half the effort. When they conflict with
each other, nothing will be accomplished. In our traditional management theory,
there is not much research on cooperation. The most intuitive reflection is that
most current management systems and behaviors are dedicated to reducing the
unnecessary consumption of manpower rather than using organizations to improve
human effectiveness. In other words, it might be said that the main purpose of
management is not to make everyone do better, but to avoid excessive internal
friction.
7. Watch theorem
The watch theorem means that when a person has one watch, he can know what
time it is, but when he has two watches at the same time, he cannot be sure. Two
watches cannot tell a person a more accurate time, but will make the person
looking at the watch lose confidence in the accurate time. The watch theorem
gives us a very intuitive inspiration in terms of business management, that is,
the management of the same person or the same organization cannot use two
different methods at the same time, and cannot set two different goals at the
same time, even for each person It cannot be directed by two people at the same
time, otherwise the company or the person will be at a loss. Another meaning of
the watch theorem is that everyone cannot choose two different values at the
same time, otherwise, your behavior will be in chaos.
8. The law of unworthiness
The most intuitive expression of the law of unworthiness is: anything that
is not worth doing is not worth doing well. This law couldn't be simpler, but
its importance is often overlooked and forgotten by people. The law of
unworthiness reflects people's psychology. If a person is engaged in something
that he thinks is not worth doing, he will often maintain a cynicism and
perfunctory attitude. Not only will the success rate be low, but even if he
succeeds, he will not feel that it is worthwhile. What a sense of
accomplishment. Therefore, for individuals, one should choose one from a variety
of alternative goals and values, and then strive for it. Choosing what you love
and loving what you choose can inspire our fighting spirit and give us peace of
mind. For a company or organization, it is necessary to analyze the personality
characteristics of employees and allocate work reasonably. For example, let
employees with a strong desire for achievement complete tasks with certain risks
and difficulties alone or take the lead, and when they are completed, Give
timely affirmation and praise; allow employees with a strong desire for
attachment to participate more in a certain group and work together; let
employees with a strong desire for power serve as a supervisor commensurate with
their abilities. At the same time, it is necessary to strengthen employees'
sense of identification with the company's goals and make employees feel that
the work they do is worthwhile, so as to stimulate employees' enthusiasm.
9. Mushroom management
Mushroom management is a management method used by many organizations to
treat newcomers. Beginners are placed in dark corners (departments that are not
valued, or do errands) and are doused with dung (unwarranted criticism,
accusations, and suffering on behalf of others). ), left to fend for themselves
(without necessary guidance and support). I believe many people have had such an
experience with mushrooms. This is not necessarily a bad thing, especially when
everything has just begun. A few days of mushrooms can eliminate many of our
unrealistic fantasies and bring us closer to reality. See The questions are also
more practical. An organization generally treats new employees equally, and
there is no big difference from starting salary to job. No matter how talented
you are, you can only start with the simplest things at the beginning. The
mushroom experience is like a cocoon for growing young people, a step that must
be experienced before emerging. Therefore, how to efficiently go through this
period of life, learn as much experience as possible, mature, and establish a
good and trustworthy personal image are issues that every young person who has
just entered society must face.
10. Occam’s razor
In the 12th century, William of Ockham in England advocated nominalism,
which only recognized things that really existed and believed that those empty
universal concepts were useless burdens and should be ruthlessly eliminated. He
advocated not adding entities unless necessary. This is often called Occam's
razor. This razor once made many people feel threatened and was considered
heresy, and William himself was persecuted for it. However, the sharpness of
this knife has not been damaged. On the contrary, after hundreds of years,
Occam's razor has been sharpened faster and faster by history, and has long been
overloaded with the original narrow field, but has broad, rich, and profound
implications. significance. Occam's razor can be further evolved into the law of
simplicity and complexity in business management: making things complicated is
easy, making things simple is complicated. This law requires that when we deal
with things, we must grasp the main essence of the matter, grasp the mainstream,
and solve the most fundamental problems. In particular, we must follow nature
and not artificially complicate things, so that we can handle things well.
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