Please help solve some principles. Thank you!

The so-called "Hedgehog Rule" means that biologists have done an experiment in order to study the living habits of hedgehogs in cold winter: put more than a dozen hedgehogs in outdoor open spaces. These hedgehogs are shivering with cold. In order to keep warm, they have to stay close together, and after they get close, they will soon be separated because they can't stand each other's long thorns. But it was too cold, so they stayed together to keep warm. However, the stabbing pain when they were together forced them to separate again. If you get too close, you will be stung; It's too far and too cold. In this way, I repeatedly on-off and on-off, gathering and off-off, constantly struggling between cold and being stabbed. Finally, the hedgehogs finally found a moderate distance, which can keep each other warm without being stabbed by each other.

Hedgehog rule emphasizes "psychological distance effect" in interpersonal communication. Applied to management practice, it means that leaders should keep close relationship with subordinates if they want to do a good job, but this is a close relationship and an appropriate cooperative relationship. Keeping a psychological distance from subordinates can avoid their preparedness and nervousness, reduce their compliments, flattery, gifts and bribery, and prevent them from being brothers and eating and drinking. Doing so can not only gain the respect of subordinates, but also ensure that principles are not lost in the work. An excellent leader and manager should be "secretive, secretive and secretive", which is the way to success.

Application of Hedgehog Rule

French President Charles de Gaulle

French President Charles de Gaulle is a man who can make good use of the hedgehog rule. He has a motto: "Keep a certain distance"! This also profoundly affected his relationship with consultants, think tanks and staff officers. During his more than ten years as president, no one in his secretariat, general office, personal staff and other consultants and think tanks has worked for more than two years. He always said to the new chief of staff, "I'll use you for two years, just as people can't take the work of the General Staff as a career, so you can't take the chief of staff as a career." This is the rule of Charles de Gaulle. There are two reasons for this rule: first, in his view, transfer is normal, while fixation is abnormal. This is influenced by the military practice, because the army is mobile and there is no army that is permanently fixed in one place. Second, he doesn't want "these people" to become "people he can't live without". This shows that Charles de Gaulle is a leader who mainly depends on his own thinking and decides his life. He doesn't allow people who can never leave him. Only by mobilizing can we keep a certain distance. Only by keeping a certain distance can we ensure that the thinking and decision-making of consultants and staff are fresh and full of vitality, and we can also stop the elderly consultants and staff from engaging in malpractices in the name of the president and the government.

De Gaulle's practice is thought-provoking and admirable. Without a sense of distance, leaders rely too much on secretaries or a few people in decision-making, and it is easy for think tanks to engage in politics, and then let these people seek their own personal interests under the guise of leadership, and finally drag leading cadres into the water, with very dangerous consequences. It is best to keep a certain distance between them.

ge

Si Tong, former president of American General Electric Company, paid great attention to practicing hedgehog theory in his work, especially in treating middle and senior managers. On the issues of workplace and treatment, Si Tong has never been stingy with the care of managers, but after work, he never invites managers to his home and never accepts their invitations. It is this kind of management that keeps a moderate distance that makes GM's various businesses flourish. Keeping a certain distance from employees will neither make you superior nor confuse you with employees. This is the best state of management. Distance is maintained by a certain principle, which treats everyone equally: it can restrain both the leader and the employees. If you master this principle, you will master the secret of successful management.

good to great

In From Excellence to Excellence, author Collins reinterprets the hedgehog theory. No matter how the fox tries to kill the hedgehog, the hedgehog just needs to shrink up, and the fox can't do anything. This shows that enterprises can easily cope with any changes in the market and competitors and achieve rapid growth as long as they find a simple and effective development model.

Proposed by kannikin's law: American management scientist Peter.

The bucket effect means that if a bucket is to be filled with water, every board must be flush and intact. If a board in the bucket is uneven or there is a hole under a board, the bucket can't be filled with water. How much water a bucket can hold depends not on the longest board, but on the shortest board. It can also be a short board effect. No matter how high a bucket is, the height of the water it holds depends on the lowest board.

Also known as Cannikin Law or barrel effect, the short board management barrel theory, the so-called barrel theory is the barrel law. Its core content is that the amount of water in a bucket does not depend on the tallest piece of wood on the bucket wall, but only on the shortest piece on the bucket wall. According to this core content, the "bucket theory" has two inferences: first, the bucket can only be filled with water if the wooden boards on the bucket wall are high enough. Secondly, as long as one piece in this bucket is not high enough, the water in the bucket will not be full.

produce

Cannikin Law was put forward by American management scientist Peter. It is said that the value of a bucket composed of multiple boards lies in its water holding capacity, but the key factor that determines the water holding capacity of the bucket is not the longest board, but the shortest board. In other words, any organization may face the same problem, that is, all parts of the organization are often uneven, and inferior parts often determine the level of the whole organization.

If only as a visual metaphor, the "bucket law" can be described as extremely ingenious and unique. However, with more and more frequent use, its application occasions and scope are becoming more and more extensive, and it has basically risen from simple metaphor to theoretical level. This "bucket" composed of many boards can not only symbolize an enterprise, a department, a team, but also an employee. The maximum capacity of the "bucket" symbolizes the overall strength and competitiveness.

develop

Evolution 1: The water storage capacity of the bucket also depends on the diameter of the bucket.

Every enterprise is a different bucket, so the size of the bucket cannot be exactly the same. The water storage capacity of a bucket with a large diameter is naturally larger than other buckets. In other words, when an enterprise enters the market, its start is not exactly the same. Some have a solid foundation, some are cramped, some have a wide range of resources, and some have a narrow range of resources, all of which play a key role in the initial development of enterprises.

Evolution 2: When each board is the same, the water storage capacity of the bucket also depends on the shape of the bucket.

Anyone who has studied physics knows that the area of a circle is larger than that of a square under the same circumference. Therefore, the water storage capacity of a circular bucket is the largest among all buckets. It emphasizes the coordination and centripetal force of the organizational structure and forms a circle that suits you best around a center.

Therefore, as an enterprise, every resource of the enterprise should revolve around a core, and every department should work hard around this core goal. As the general manager, any deviation in any department will have an impact on the final storage capacity of the barrel.

There is a saying that structure determines strength, and structure also determines the water storage capacity of buckets.

Evolution 3: The ultimate water storage capacity of the bucket also depends on the use state and mutual cooperation of the bucket.

Each barrel always has the shortest board. The original bucket theory tells us that the water storage capacity of a bucket depends on the height of the shortest board. However, in a specific state of use, a certain amount of water storage can be increased through mutual cooperation. If the bucket is consciously inclined to the long board direction, its water storage capacity is much more than that of the vertical bucket; Or in order to temporarily increase the water storage capacity, the long board can be cut off and the short board can be added to increase the water storage capacity.

The long-term water storage capacity of the bucket also depends on the close cooperation between the wooden boards of the bucket. The coordination should be seamless, each board has its own specific position and order, and no mistakes can be made. If the coordination between each board is not good, there will be cracks, which will only lead to water leakage in the end.

Without a good sense of cooperation, a team can't complement and connect with each other well, and finally its water storage capacity can't be improved. No matter how long the veneer is, it is useless. Such a board combination can only be said to be a pile of boards, not a complete bucket or a team.

If the bucket is compared to the supporting factor of enterprise competitiveness, how much water can be stored is the real competitiveness of enterprises. However, all this is based on a static and ideal assumption: all buckets are in the same water intake state, such as rainy weather, and all buckets are receiving falling rainwater, no matter where and how it is used.

Therefore, such an academic platform itself is a soil lacking practice.

In fact, water storage itself is a dynamic process. Being an enterprise and a brand is not just a process of storing water. It is not that the more water stored, the better. In fact, the most important thing is how to store water more efficiently and how to use the stored water.

Evolution 4: Dynamic evolution of barrel theory.

First of all, before storing water, we should make clear a question, which comes first, water or bucket? Is there a big bucket or a small bucket first? According to the bucket theory, there must be a bucket first, then water, and then constantly adjust. From small barrels to large barrels, from short barrels to long barrels, no barrel is very big and deep from the beginning. But in practice, it may be that there is water before there is a bucket, or there is an unformed bucket or even a few plates without a bucket, and then the first bucket of gold is earned through these scarce and monopolized plate resources, and then the first bucket of gold is made.

Secondly, the amount of water storage is dynamic, and the goal of setting the amount of water storage depends on how many long boards are made, not the more the better. More is a waste of investment, less is not enterprising.

Water storage capacity is sometimes not the whole competition of enterprises. In the market competition, not all the board of directors surpass their opponents. Sometimes in order to compete, they deliberately sell a broken wall to their opponents and use their centralized advantages to attack the relative weakness of others, thus winning. Just like a horse race in Tian Ji. When the enemy is outnumbered, we need to concentrate on breaking it. This is the relative competitive advantage.

Evolution 5: evolution of water use in bucket theory

All water storage processes are also aimed at maximizing the use value of water, that is, available water.

A bucket, first of all, it must have at least two strongest boards as handles, so that it can be easily drawn out. These two long boards must be able to bear the weight of the whole bucket. This is the star effect of plates: the plates of bare barrels are all the same length, which just shows that you have this water storage potential. How to play potential and use potential, you must have a certain level of leverage, by lifting or pulling to operate.

From the bucket itself, a bucket must have at least two boards that are longer and stronger than other boards before the handle can be installed, and the wooden block where the handle is installed must be particularly able to withstand lifting. This is what the so-called contour collar means. As an enterprise, we must cultivate core competitive advantages, which can lead the development of the whole company. Otherwise, as a bare bucket, it is really difficult to lift it.

Similarly, a bucket that is too deep is too shallow, which will definitely affect the efficiency of the bucket. This is not the ultimate goal pursued by an enterprise.

example

If an enterprise wants to become a durable bucket, it must first find ways to increase the length of all boards. Only by keeping all boards "high enough" can we fully embody the team spirit and give full play to the team role. In this era of fierce competition, more and more managers realize that as long as one employee in an organization is in a weak position, it will affect the whole organization to achieve the expected goals. The best way to improve the competitiveness of every employee and effectively unite their strength is to educate and train employees. Enterprise training is a meaningful and practical work, and many famous enterprises attach great importance to employee training.

According to the authoritative IDC company's forecast, in the United States, by 2005, the total expenses of enterprises for employee training will reach11400 million dollars. The president of GE, who is known as the "best manager" in the United States, claims that the annual employee training expenses of GE will reach 500 million dollars and will increase exponentially. Hewlett-Packard Company has an education program on management norms. Just this training program, the annual research funding is as high as millions of dollars. They not only study the content of education, but also study which education method is more acceptable to people.

The essence of employee training is to increase the capacity of these buckets and enhance the overall strength of the enterprise through training. In order to improve the overall performance of enterprises, besides training all employees, we should pay more attention to the development of "short board"-non-star employees.

In practical work, managers often pay more attention to the use of "star employees" and ignore the use and development of ordinary employees. If enterprises pay too much attention to "star employees" and ignore the general employees who account for the majority of the company, it will hit team morale, thus making the talent and teamwork of "star employees" out of balance. And practice has proved that it is difficult for superstars to obey the team's decision. A star is a star because he feels that his starting point is different from others. What they need is to constantly improve their level and challenge themselves. Therefore, although the light of "star employees" is easy to see, the non-star employees who account for the vast majority of the company also need encouragement. Two heads are better than one. If we encourage "non-star employees" well, the effect can be much better than "star employees".

There is a Hua Xun employee who is worried and uninterested because his relationship with the supervisor is not very good and some ideas in his work are not affirmed. As it happens, Motorola needs a technician seconded from Hua Xun to assist in their marketing services. Therefore, after careful consideration, the general manager of Hua Xun decided to send this employee. The employees are very happy and feel that they have a chance to display their fists and feet. Before leaving, the general manager simply explained to the employees: "Going out to work represents both the company and us. I don't need to teach you how to do it. If you feel overwhelmed, just call back. "

A month later, Motorola called: "The soldiers you sent are great!" "I have something better!" When the general manager of Hua Xun didn't forget to promote the company, he was really relieved. After the employee came back, the department head looked at him with special respect, and he also increased his confidence. Later, this employee made great contributions to the development of Hua Xun.

The example of Hua Xun shows that paying attention to the encouragement of "short board" can make the "short board" longer and longer, thus improving the overall strength of enterprises. Human resource management should not be limited to individual ability and level, but should integrate all people into the team, scientifically allocate and use good steel in the cutting edge. The height of the board of directors is sometimes not a personal problem, but an organizational problem.

On the stage of home appliances, a hundred schools of thought contend, but Haier runs at the forefront step by step. Why? Haier's capital is no thicker than that of others, the number of international talents introduced is no higher than that of others, and the quality of talents is no higher than that of others ... In short, there are not many "high planks" in Haier, but people have good teams, and the overall performance is no worse than any "high planks".

Therefore, in the process of strengthening the water holding capacity of buckets, we can't simply oppose "high wooden boards" and "low wooden boards". Everyone has his own "high board". Instead of kicking him out, we should give full play to his strengths and put him in a position suitable for him.

App application

In addition to employing people, the bucket effect is equally effective in the sales ability, market development ability, service ability and production management ability of enterprises. Besides, every enterprise has its weaknesses. It is these links that make many resources of enterprises idle or even wasted, and cannot play their due role. For example, common weak links such as wrangling, inefficient decision-making and ineffective implementation have seriously affected and restricted the development of enterprises.

Therefore, if an enterprise wants to be strong, it must do a good job in product design, price policy, channel construction, brand cultivation, technology development, financial monitoring, team training, cultural concept, strategic positioning and so on. Any link is too weak, which may lead enterprises to be at a disadvantage in the competition and eventually lead to failure.

It is appropriate to apply this effect to the performance improvement of our business representatives. The performance improvement of business representatives mainly depends on their mastery of mentality/thinking/product knowledge/business etiquette/sales skills/mobility/marketing/enterprise management/social science/psychological science/humanities/economics. Only by developing in a balanced way and accumulating knowledge and experience can we steadily improve our performance, and then move from a general business representative to a senior business/salesman/business manager/business director; Otherwise, you will always be an ordinary business representative. In computer installation, performance is considered as a whole concept (bucket effect, the worst part is decisive for sex). To give full play to the overall performance of computer installation, it is necessary to improve the performance of each part.

This effect has been confirmed in many aspects of enterprise operation and management, and has been highly valued, such as human resource management, marketing, human nutrition balance and so on. Facts have proved that it is very necessary to pay attention to the bucket effect. However, the author believes that overemphasizing the barrel effect is a dogmatic thought and practice, which will lead to the failure of enterprise operation and management, and even the failure of personality and life. If we overemphasize the barrel effect and try our best to improve the shortcomings, it will take a lot of time, energy and cost, but the results are minimal. Presumably this is a misunderstanding of the barrel effect theory. Many things can't be directly applied to the bucket effect. Aside from business matters, let's take a look at our own character building. As the saying goes, no one is perfect. Everyone in the world has his own advantages and disadvantages, and it is impossible to be perfect. Many people think their shortcomings are their own when they see them. They spend a lot of energy and time to change or improve, with little effect, and even lose themselves in this change, not knowing who they really are and who they should be. Here, the author is not opposed to declaring war on shortcomings, but supports declaring war on shortcomings, only in the process of implementation, we should be clear-headed about what can and cannot be done. Although "everything is possible", there are many characteristics in a person's personality that are deeply rooted and branded, and it is impossible or impossible to really change. It is very difficult to seek changes in these characteristics. However, many people are struggling, wasting time and energy in order to get rid of some deep-rooted characteristics, but with little effect, and ultimately achieving nothing. In one's life, it is better to try to change some of his so-called shortcomings than to give full play to his own advantages. As long as the losses, injuries and risks caused by shortcomings can be controlled, it will be more effective to give play to advantages. The author always believes that you are you, which cannot or is difficult to change. A stone is a stone, whether you are sharp or round; No matter how peaceful and round your edges and corners are washed by water, you are still a stone. I'm not talking about passively facing my own shortcomings, but knowing myself more clearly, judging myself, knowing myself, and then developing my own advantages while discovering my own shortcomings. Because improving shortcomings is a shield, developing advantages is really your sword. Different people have different views on how to use them together.

Locke's Law: Goals are most effective when they are both future-oriented and challenging.

Presenter: American management scientist Edwin Locke

Comment: Only when you have a single goal can you concentrate on your actions.

If you want to succeed, you must set a goal. However, the goal is not that the higher the better. Everyone has his own characteristics and some advantages that others can't imitate. Only by making good use of these characteristics and advantages and formulating high goals and steps to achieve them can you succeed. For everyone, when implementing the goal, it is most effective only if every step is future-oriented and challenging.

Most people may have played basketball, and they all know that it is much easier to score goals in basketball than in football. Have you thought about the reason? In fact, this is related to the height of the basketball stand. I think if you make the basketball stand as high as two floors, you won't score goals so easily. Conversely, if the basketball stand is only as high as an ordinary person, it is easy to score goals, but will you still play with it? It is precisely because the basketball stand has a height that can be reached by jumping that basketball has become a worldwide sport. It tells us that a goal of "reaching by leaps and bounds" is the most attractive, and people will pursue it with high enthusiasm. Therefore, in order to arouse people's enthusiasm, we must set such a "high" goal. Therefore, Locke's law can also be called the "basketball stand" principle.

We can set ourselves an overall high goal, but we must set ourselves a more important step to achieve it. Don't think about reaching the sky in one step, make yourself more basketball shelves, and then overcome them one by one. Over time, you will find that you have stood at the peak of success.

[Editor] Classic story

On his deathbed, Pavlov, a famous Russian biologist, was asked how to succeed. His answer is: "Be enthusiastic and take your time." He explained that "take your time" has two meanings: do what you can; Constantly improve yourself in the process of doing things. In other words, it is necessary to give people a chance to experience the joy of success, and not to be disappointed with the unattainable "fruit", and not to let people easily pick the "fruit" with no effort. "Jumping and reaching" is the best goal.

In the Buddhist classic Hokkekyo? There is a story in Huapin: A long time ago, a tutor took a group of people to a distant place to look for treasure. Because of the difficult road, it is difficult for them to go out for a walk and spend the night. When we were halfway through, everyone was so tired that they started talking loudly and quit. Seeing so many people, the tutor used a secret method to conjure up a city on the dangerous road, saying, "Look, everyone, there is a big city ahead! Not far from the city, the treasure is there. "When they saw that there was indeed a big city ahead, they pulled themselves together and moved on. In this way, under the painstaking guidance of the tutor, everyone went through all the hardships and finally found the treasure and returned with a full load.

As a manager, we should also learn the art of "transforming the city", constantly "transforming" employees into goals that can be seen and achieved in one jump, and guide the collective to keep moving forward. Someone once told a successful story of his friend. His friend works as a manager in a renewable resources company in Junan County, Shandong Province. When he first took office, he took over a mess. The company loses money every year and the morale of its employees is low. At the beginning of his tenure, this friend made a "small step run": set a monthly goal for each branch and then launch a "monthly competition" throughout the company. At the end of each month, he personally awarded the award flag to the winning unit and issued the tasks for the next month. In this way, all the employees' attention was drawn to the tasks of the month. No one talked about the company's difficulties, and no one complained that their tasks were too heavy. After half a year, the whole company turned losses into profits. Today, this company has become a well-known advanced enterprise in the city. Therefore, in management work, only by constantly setting a goal as high as a "basketball stand" for employees so that everyone can "jump and reach" can we get good results.

The same is true for an enterprise. When he founded Wanxiang Group, his idea was simple: to change the fate of being a farmer all his life, he must be a worker. Twenty years later, Wanxiang's corporate goal was changed to "struggle for ten years plus zero" (that is, corporate profit growth 10 times); Liu Chuanzhi founded Lenovo for only two purposes. In his own words, "First, I could support myself, and second, I had nothing to do at the Chinese Academy of Sciences at that time, so I found a place where I could do things". When the enterprise develops to a certain extent, such a goal can no longer unite a group of people, so Lenovo put forward a new goal of becoming bigger and stronger. No matter Wanxiang or Lenovo, at different stages of development, they have set the goal of "reaching by leaps and bounds" and become bigger and stronger in this process.

[Editor] Management Enlightenment

As the saying goes, a journey of a thousand miles begins with a single step. If you want to achieve life goals or business goals, you must have a down-to-earth spirit of struggle. The best way to keep your enthusiasm for hard work for a long time is to set yourself a series of phased goals of "jumping up and reaching". All this has been done, can success be far behind? !

80/20 Rule/Pareto Principle

Multiple explanations

1 originally meant that 20% of the rich owned 80% of the world's wealth.

2. 80% of the completed work comes from your 20% contribution; And 80% of the efforts, only 20% of the results.

3. Pareto Law, also known as "28 Law", 80% of revenue comes from 20% of customers. 80% of the majority can only have a little impact, and 20% of the minority have a significant and significant impact.

stock market

1. The "two-eighth rule" derived from business is also applicable to the stock market: most stocks in the market can not bring benefits, and may also cause huge losses, and only a few stocks can bring positive benefits. This is the "28 rule" in the stock market.

2. The stock market refers to 20% blue-chip stocks.

enterprise management

There is a recognized corporate rule in the world, which is called "Mattel Rule", also known as "28 Rule". Its basic contents are as follows:

The first is "28 management rules". Enterprises mainly manage 20% of the backbone, and then use 20% of the minority to drive 80% of the employees to improve the efficiency of enterprises.

The second is the "28 Decision Rule". Grasp the most critical problems in the general problems of enterprises and make decisions to achieve the effect of sweeping the outline.

The third is the "28 th Financing Rule". Managers should invest limited funds in key projects, so as to continuously optimize capital investment and improve the efficiency of capital use.

The fourth is the "28 marketing rule". Operators should seize 20% of key commodities and key users, penetrate marketing, and take the lead and move the whole body.

In short, the "28 Rule" requires managers not to "scratch their eyebrows" in their work, but to grasp key personnel, key links, key users, key projects and key positions.