First, the principle of literacy Lansden: When you climb up, be sure to keep the ladder tidy, or you may slip down when you come down.
Presenter: American management scientist Lansden.
Comments: There is a certain degree of advancement and retreat.
Ruwes' Theorem: Modesty does not think of himself as bad, but does not want to be himself.
Presenter: American psychologist h. Luvis.
Comments: If you think of yourself too well, it is easy to think of others as bad.
The Toledo Theorem: Test whether a person's intelligence is superior, just look at whether the brain can accommodate two opposite ideas at the same time without affecting his life.
Presenter: French Social Psychologist hm Tolley.
Comments: Think of the contrary, they must be combined.
Second, control the theory of hedgehogs: hedgehogs in the cold weather close to each other to get warm, but keep a certain distance, so as not to stab each other.
Comment: An important way to maintain intimacy is to maintain a proper distance.
Carp effect: Carp is often gregarious because of its small size, and it is a strong leader who is a natural leader. After the division of the leader of the head carp was controlled, the fish lost self-control and the action was disordered, but the other carp were still blindly followed.
Presenter: German zoologist Horst.
Comments: 1. The tragedies of subordinates are always caused by leaders; 2. The subordinates feel that the most boring thing is that they follow one of the worst leaders.
Ray Bouf's Rule: When you set about establishing cooperation and trust, keep in mind our language:
1. The most important eight words are: I admit that I made mistakes.
2. The most important seven words are: You have done a good thing!
3. The most important six words are: What is your opinion?
4. The most important five words are: Let's do it!
5. The most important four words are: Try it!
6. The most important three words are: Thank you!
7. The most important two words are: Let's.
8. The most important word is: You.
Presenter: American management scientist Ray Bowf.
Comments: Remember to use it regularly, it will make you do more with less.
Loeb's theorem: For a manager, the most important thing is not what happens when you are on the court, but what happens when you are not there.
Presenter: American management scientist r.
Comment: If you only want subordinates to listen to you, then when you are not around they do not know who to listen to.
Third, to communicate Steiner's theorem: The less you say, the more you hear there.
Presenter: American psychologist St. Steiner.
Comments: Only a good listen to others in order to better speak their own.
Fisher's theorem: people have two ears but only one mouth, which means that people should listen more and talk less.
Presenter: President and General Manager of United Airlines, L. Finos.
Comments: Too much to say, will become an obstacle to do.
Grievance effect: If there is a person who complains about work in a company, then the company or the boss must be much more successful than the company that does not have such a person or has such a person and bury it in his stomach.
Presenter: Institute of Social Studies, University of Michigan, USA.
Comments: 1. Grievance is a catalyst to change the irrational status quo. 2. Dissatisfaction is not always correct, but it is always correct to be serious about complaints.
Lightning rod effect: A metal rod is installed on the top of a tall building, connected with a metal plate buried in the ground with a metal wire, and the tip of the metal rod is used to discharge electricity, so that the power of the clouds and the electricity on the ground gradually neutralize, thereby protecting Buildings, etc. avoid lightning strikes.
Comments: good sparse is the pass, can guide the peace.
Fourth, to coordinate the amino acid combination effect: The composition of the human body protein 8 amino acids, as long as there is a lack of content, the other 7 kinds of protein synthesis.
Comments: When it is indispensable, one is everything.
The MiG-25 effect: Many components of the MiG-25 jet fighter aircraft developed by the former Soviet Union lag behind those of the United States. However, because designers consider the overall performance, they can become a member in terms of lifting, speed, and emergency response. At the time the world was first class.
Comments: The so-called best overall is the best combination of individuals.
Wear-in effect: The newly assembled machine, through the use of a certain period of time, polishes the processing marks on the friction surface and becomes more cohesive.
Comments: In order to achieve a complete fit, both parties must make the necessary evasions.
5. Guide Porter's Theorem: When subjected to many criticisms, subordinates often only remember the first few, and the rest do not listen, because they are busy thinking about arguments to refute the initial criticism.
Presenter: British behaviorist lw Porter.
Comments: The total mistake of staring at subordinates is the biggest mistake of a leader.
Lansden's Law: Working with a friend is far more fun than working with his father.
Presenter: American management scientist Lansden.
Comments: respectable and irrelevant, hard to endure; power has no authority, often lost power.
Gilbert's Law: The most conclusive signal of work crisis is that no one tells you what to do.
Presenter: British manpower training expert B. Gilbert.
Comment: The real danger is that nobody talks to you about danger.
Authoritative implied effect: A chemist said that he will test the speed of the spread of a bottle of odor. After he opened the bottle cap for 15 seconds, the front row students raised their hands and said they smelled bad, while the rear row people raised their hands. They said they had already smelled, but there was nothing in the bottle.
Comments: Superstition is credulous, blind blindly.
6. Organization O'Neill Theorem: All politics are local.
Presenter: O'Neill, former US House Dean.
Comments: Only the people who can understand what they see will be considered real.
Positioning effect: social psychologists have done an experiment: First, let people freely choose seats when they convene the meeting, then go to the outdoor rest for a while and then enter the indoor seats, so five or six times, they find that most people choose their first time. Sit seat.
Comments: Most people think that people do not want to easily change it.
Echebonne Theorem: If you meet an employee and don't recognize it, or forget his name, your company is too big.
Presenter: Aaron Echebone, director of the theatre theatre of Stephen Joseph.
Comments: Once the stall is oversized, you can hardly take care of it.
7. Cultivate the Girge's theorem: In addition to life itself, there is no need for any training.
Presenter: U.S. training expert Giegler.
Comments: The water has no product, no breadth, and people can't grow up.
Dog licking effect: When the young Tibetan dogs grow their teeth and can bite, the owner puts them in a closed environment without food and water and allows the puppies to bite each other, leaving a living dog. This dog is called ç’. It is said that ten dogs can produce a skeleton.
Comment: The dilemma is to create a strong school.
VIII. Selecting the proximate effect: Recent or final impressions have a strong influence on people's perception.
Presenter: American social psychologist Lochins.
Comments: The results are often seen as a summary of the process.
Sakai's Law: When you use all the means to recruit for the job, you can use different methods. Instead, make yourself a good company. This will naturally bring people together.
Presenter: Japanese business management consultant Masao Sakai.
Comments: Can not attract talent, existing talent can not stay.
The United States is a good effect: For a person with a handsome appearance, it is easy for people to mistake that other aspects of him or her are also good.
Presenter: American psychologist Daniel McNeill.
Comments: Once the impression is based on emotions, this impression often deviates from the facts.
9. Appointment of Ogilvy's Law: If we each employ someone who is stronger than ourselves, we can become a giant company.
Presenter: Ogilvy, president of Mather, USA.
Comment: If you are worse than you, then they can only do worse than you.
Pierre Cardin's theorem: One plus one does not equal two in employment, and one cannot equal zero.
Presenter: Pierre Cardin, a famous French entrepreneur.
Comments: Mistakes in composition, loss of overall advantage, and proper arrangement are the best configurations.
X. Inspire the horsefly effect: Once again, the lazy horse, as long as it has a bite on the horsefly, will be full of energy and run fast.
Comments: There will be correct response if there is correct stimulation.
Inverted u-shape hypothesis: When one is in mild excitement, he can do the best job. When a person is not excited at all, there is no incentive to do a good job. Correspondingly, when a person is in extreme excitement, the pressure that comes with it may make him unable to complete the work that he has done. One of the secrets of the world’s tennis star, Becker, known as General Victory is to prevent over-excitement throughout the game while remaining semi-excited. Therefore, some people also called the inverted u-shape hypothesis as the "Berker's realm."
Presenters: British psychologists Robert Yikes and Dodlin.
Comments: 1. Passion overheating, passion will burn out the reason. 2. The calmness in the enthusiasm is sobering, and the enthusiasm in calmness makes people persistent.
Eleventh, investigating Tebor's argument: No security can be found in the figures.
Presenter: American economist Ws Tebow.
Comments: The numbers are dead, the situation is alive.
Mosco's theorem: The first answer you get is not necessarily the best answer.
Presenter: American management scientist r. Mosco.
Comments: rooting roots, asked at the end of knowledge.
Twelve, predicting Rogers's conclusion: Successful companies will not wait for outside influence to decide their own destiny, but always look ahead.
Presenter: P. Rogers, former president of IBM, USA.
Comments: just want to follow the flow, there is no ideal other shore.
Saatchay's Law: A person wearing a watch knows the exact time, and people wearing two watches are not sure about the time.
Presenter: British psychologist p. Saky.
Comments: If you choose wrong reference, there must be no correct comparison.
Tunnel vision effect: If a person is in a tunnel, he sees only a very narrow vision.
Comments: 1. Do not expand the road, difficult to open the field of vision. 2. The field of vision is not wide, and the road under the foot will get narrower and narrower.
XIII. Target Buffy's Law: You will not make a fortune if you invest in places where others have invested.
Presenter: American stockholder Buffett.
Comments: 1. Good at taking your own path, it is possible to take the road others have not gone. 2. Features are not special, superior advantages.
Guterre's Theorem: Each exit is the entrance to another.
Presenter: American management scientist W. Guttray.
Comments: The previous goal is the foundation for the next goal, and the next goal is the continuation of the previous goal.
XIV. Program Levin Theorem: Those who hesitate to delay planning, usually because of lack of confidence in their abilities.
Presenter: French manager p. Levin.
Comments: If you do not have the ability to plan, only time to regret it.
Frost’s rule: Before you build a wall, you should know what circle to go out and what circle to bring in.
Presenter: American thinker Wp Frost.
Comments: Beginning on the clear boundaries, eventually will not make things beyond the limits.
15. The Polk Theorem of Staff: Only in a dispute can the best ideas and best decisions be born.
Presenter: James Polk, General Manager of SC Johnson, USA.
Comments: There is no friction when there is no friction, and there are arguments for discussion.
Wei Qi's theorem: Even if you have an opinion, but if there are ten friends who are opposed to you, it is very difficult for you to waver.
Presenter: Emily Wech, an economist at the University of California, Los Angeles.
Comments: 1. There should be no prejudice when you do not listen. 2. Do not be afraid to start different opinions, but I am afraid that the last one is not.
16. Decision-making Falkland's Law: When there is no need to make a decision, it is necessary to make no decision.
Presenter: French manager dl Falkland.
Comments: When you do not know how to act, the best action is to take no action.
Wang An's argument: Hesitating may eliminate some opportunities for wrongdoing, but it also loses the opportunity for success.
Presenter: Dr. Wang An, a Chinese-American entrepreneur.
Comments: Non-interruption can make good things go from bad to bad, and decisive can turn the crisis into danger.
17. Implementing Greiste's Theorem: An outstanding strategy must be accompanied by outstanding execution.
Presenter: American entrepreneur h. Grist.
Comments: Good things to do better and better, more solid facts.
The Guidlin's Law: The problem has been clearly written out and it has already been solved.
Presenter: Charles Gidling, Management Consultant, General Motors, USA.
Comments: Disorganized thinking, it can not produce a reasonable action.
18. Information Law of Walson: Putting information and intelligence first, money will roll.
Presenter: American entrepreneur SM Wallson.
Comment: How much you can get depends on how much you can know.
The Tamara effect: Tamara is a kind of radar invented by Czech radar expert Fu Peihe. Its biggest difference from other radars is that it does not transmit signals but only receives signals, so it cannot be detected by enemy anti-radar devices.
Comments: The people who are good Tibetans are unknowable.
XIX. Supervision of Koike Theorem: The more intoxicated, the more you hold onto the things you see.
Presenter: Japanese manager Koichi Koike.
Comments: narcissism is not easy to wake up, self-righteous does not like criticism.
Heller's Law: When people know that their work performance is checked, they will redouble their efforts.
Presenter: British manager H. Heller.
Comment: Supervision will only become a driving force if mutual trust exists.
Presenter: American management scientist Lansden.
Comments: There is a certain degree of advancement and retreat.
Ruwes' Theorem: Modesty does not think of himself as bad, but does not want to be himself.
Presenter: American psychologist h. Luvis.
Comments: If you think of yourself too well, it is easy to think of others as bad.
The Toledo Theorem: Test whether a person's intelligence is superior, just look at whether the brain can accommodate two opposite ideas at the same time without affecting his life.
Presenter: French Social Psychologist hm Tolley.
Comments: Think of the contrary, they must be combined.
Second, control the theory of hedgehogs: hedgehogs in the cold weather close to each other to get warm, but keep a certain distance, so as not to stab each other.
Comment: An important way to maintain intimacy is to maintain a proper distance.
Carp effect: Carp is often gregarious because of its small size, and it is a strong leader who is a natural leader. After the division of the leader of the head carp was controlled, the fish lost self-control and the action was disordered, but the other carp were still blindly followed.
Presenter: German zoologist Horst.
Comments: 1. The tragedies of subordinates are always caused by leaders; 2. The subordinates feel that the most boring thing is that they follow one of the worst leaders.
Ray Bouf's Rule: When you set about establishing cooperation and trust, keep in mind our language:
1. The most important eight words are: I admit that I made mistakes.
2. The most important seven words are: You have done a good thing!
3. The most important six words are: What is your opinion?
4. The most important five words are: Let's do it!
5. The most important four words are: Try it!
6. The most important three words are: Thank you!
7. The most important two words are: Let's.
8. The most important word is: You.
Presenter: American management scientist Ray Bowf.
Comments: Remember to use it regularly, it will make you do more with less.
Loeb's theorem: For a manager, the most important thing is not what happens when you are on the court, but what happens when you are not there.
Presenter: American management scientist r.
Comment: If you only want subordinates to listen to you, then when you are not around they do not know who to listen to.
Third, to communicate Steiner's theorem: The less you say, the more you hear there.
Presenter: American psychologist St. Steiner.
Comments: Only a good listen to others in order to better speak their own.
Fisher's theorem: people have two ears but only one mouth, which means that people should listen more and talk less.
Presenter: President and General Manager of United Airlines, L. Finos.
Comments: Too much to say, will become an obstacle to do.
Grievance effect: If there is a person who complains about work in a company, then the company or the boss must be much more successful than the company that does not have such a person or has such a person and bury it in his stomach.
Presenter: Institute of Social Studies, University of Michigan, USA.
Comments: 1. Grievance is a catalyst to change the irrational status quo. 2. Dissatisfaction is not always correct, but it is always correct to be serious about complaints.
Lightning rod effect: A metal rod is installed on the top of a tall building, connected with a metal plate buried in the ground with a metal wire, and the tip of the metal rod is used to discharge electricity, so that the power of the clouds and the electricity on the ground gradually neutralize, thereby protecting Buildings, etc. avoid lightning strikes.
Comments: good sparse is the pass, can guide the peace.
Fourth, to coordinate the amino acid combination effect: The composition of the human body protein 8 amino acids, as long as there is a lack of content, the other 7 kinds of protein synthesis.
Comments: When it is indispensable, one is everything.
The MiG-25 effect: Many components of the MiG-25 jet fighter aircraft developed by the former Soviet Union lag behind those of the United States. However, because designers consider the overall performance, they can become a member in terms of lifting, speed, and emergency response. At the time the world was first class.
Comments: The so-called best overall is the best combination of individuals.
Wear-in effect: The newly assembled machine, through the use of a certain period of time, polishes the processing marks on the friction surface and becomes more cohesive.
Comments: In order to achieve a complete fit, both parties must make the necessary evasions.
5. Guide Porter's Theorem: When subjected to many criticisms, subordinates often only remember the first few, and the rest do not listen, because they are busy thinking about arguments to refute the initial criticism.
Presenter: British behaviorist lw Porter.
Comments: The total mistake of staring at subordinates is the biggest mistake of a leader.
Lansden's Law: Working with a friend is far more fun than working with his father.
Presenter: American management scientist Lansden.
Comments: respectable and irrelevant, hard to endure; power has no authority, often lost power.
Gilbert's Law: The most conclusive signal of work crisis is that no one tells you what to do.
Presenter: British manpower training expert B. Gilbert.
Comment: The real danger is that nobody talks to you about danger.
Authoritative implied effect: A chemist said that he will test the speed of the spread of a bottle of odor. After he opened the bottle cap for 15 seconds, the front row students raised their hands and said they smelled bad, while the rear row people raised their hands. They said they had already smelled, but there was nothing in the bottle.
Comments: Superstition is credulous, blind blindly.
6. Organization O'Neill Theorem: All politics are local.
Presenter: O'Neill, former US House Dean.
Comments: Only the people who can understand what they see will be considered real.
Positioning effect: social psychologists have done an experiment: First, let people freely choose seats when they convene the meeting, then go to the outdoor rest for a while and then enter the indoor seats, so five or six times, they find that most people choose their first time. Sit seat.
Comments: Most people think that people do not want to easily change it.
Echebonne Theorem: If you meet an employee and don't recognize it, or forget his name, your company is too big.
Presenter: Aaron Echebone, director of the theatre theatre of Stephen Joseph.
Comments: Once the stall is oversized, you can hardly take care of it.
7. Cultivate the Girge's theorem: In addition to life itself, there is no need for any training.
Presenter: U.S. training expert Giegler.
Comments: The water has no product, no breadth, and people can't grow up.
Dog licking effect: When the young Tibetan dogs grow their teeth and can bite, the owner puts them in a closed environment without food and water and allows the puppies to bite each other, leaving a living dog. This dog is called ç’. It is said that ten dogs can produce a skeleton.
Comment: The dilemma is to create a strong school.
VIII. Selecting the proximate effect: Recent or final impressions have a strong influence on people's perception.
Presenter: American social psychologist Lochins.
Comments: The results are often seen as a summary of the process.
Sakai's Law: When you use all the means to recruit for the job, you can use different methods. Instead, make yourself a good company. This will naturally bring people together.
Presenter: Japanese business management consultant Masao Sakai.
Comments: Can not attract talent, existing talent can not stay.
The United States is a good effect: For a person with a handsome appearance, it is easy for people to mistake that other aspects of him or her are also good.
Presenter: American psychologist Daniel McNeill.
Comments: Once the impression is based on emotions, this impression often deviates from the facts.
9. Appointment of Ogilvy's Law: If we each employ someone who is stronger than ourselves, we can become a giant company.
Presenter: Ogilvy, president of Mather, USA.
Comment: If you are worse than you, then they can only do worse than you.
Pierre Cardin's theorem: One plus one does not equal two in employment, and one cannot equal zero.
Presenter: Pierre Cardin, a famous French entrepreneur.
Comments: Mistakes in composition, loss of overall advantage, and proper arrangement are the best configurations.
X. Inspire the horsefly effect: Once again, the lazy horse, as long as it has a bite on the horsefly, will be full of energy and run fast.
Comments: There will be correct response if there is correct stimulation.
Inverted u-shape hypothesis: When one is in mild excitement, he can do the best job. When a person is not excited at all, there is no incentive to do a good job. Correspondingly, when a person is in extreme excitement, the pressure that comes with it may make him unable to complete the work that he has done. One of the secrets of the world’s tennis star, Becker, known as General Victory is to prevent over-excitement throughout the game while remaining semi-excited. Therefore, some people also called the inverted u-shape hypothesis as the "Berker's realm."
Presenters: British psychologists Robert Yikes and Dodlin.
Comments: 1. Passion overheating, passion will burn out the reason. 2. The calmness in the enthusiasm is sobering, and the enthusiasm in calmness makes people persistent.
Eleventh, investigating Tebor's argument: No security can be found in the figures.
Presenter: American economist Ws Tebow.
Comments: The numbers are dead, the situation is alive.
Mosco's theorem: The first answer you get is not necessarily the best answer.
Presenter: American management scientist r. Mosco.
Comments: rooting roots, asked at the end of knowledge.
Twelve, predicting Rogers's conclusion: Successful companies will not wait for outside influence to decide their own destiny, but always look ahead.
Presenter: P. Rogers, former president of IBM, USA.
Comments: just want to follow the flow, there is no ideal other shore.
Saatchay's Law: A person wearing a watch knows the exact time, and people wearing two watches are not sure about the time.
Presenter: British psychologist p. Saky.
Comments: If you choose wrong reference, there must be no correct comparison.
Tunnel vision effect: If a person is in a tunnel, he sees only a very narrow vision.
Comments: 1. Do not expand the road, difficult to open the field of vision. 2. The field of vision is not wide, and the road under the foot will get narrower and narrower.
XIII. Target Buffy's Law: You will not make a fortune if you invest in places where others have invested.
Presenter: American stockholder Buffett.
Comments: 1. Good at taking your own path, it is possible to take the road others have not gone. 2. Features are not special, superior advantages.
Guterre's Theorem: Each exit is the entrance to another.
Presenter: American management scientist W. Guttray.
Comments: The previous goal is the foundation for the next goal, and the next goal is the continuation of the previous goal.
XIV. Program Levin Theorem: Those who hesitate to delay planning, usually because of lack of confidence in their abilities.
Presenter: French manager p. Levin.
Comments: If you do not have the ability to plan, only time to regret it.
Frost’s rule: Before you build a wall, you should know what circle to go out and what circle to bring in.
Presenter: American thinker Wp Frost.
Comments: Beginning on the clear boundaries, eventually will not make things beyond the limits.
15. The Polk Theorem of Staff: Only in a dispute can the best ideas and best decisions be born.
Presenter: James Polk, General Manager of SC Johnson, USA.
Comments: There is no friction when there is no friction, and there are arguments for discussion.
Wei Qi's theorem: Even if you have an opinion, but if there are ten friends who are opposed to you, it is very difficult for you to waver.
Presenter: Emily Wech, an economist at the University of California, Los Angeles.
Comments: 1. There should be no prejudice when you do not listen. 2. Do not be afraid to start different opinions, but I am afraid that the last one is not.
16. Decision-making Falkland's Law: When there is no need to make a decision, it is necessary to make no decision.
Presenter: French manager dl Falkland.
Comments: When you do not know how to act, the best action is to take no action.
Wang An's argument: Hesitating may eliminate some opportunities for wrongdoing, but it also loses the opportunity for success.
Presenter: Dr. Wang An, a Chinese-American entrepreneur.
Comments: Non-interruption can make good things go from bad to bad, and decisive can turn the crisis into danger.
17. Implementing Greiste's Theorem: An outstanding strategy must be accompanied by outstanding execution.
Presenter: American entrepreneur h. Grist.
Comments: Good things to do better and better, more solid facts.
The Guidlin's Law: The problem has been clearly written out and it has already been solved.
Presenter: Charles Gidling, Management Consultant, General Motors, USA.
Comments: Disorganized thinking, it can not produce a reasonable action.
18. Information Law of Walson: Putting information and intelligence first, money will roll.
Presenter: American entrepreneur SM Wallson.
Comment: How much you can get depends on how much you can know.
The Tamara effect: Tamara is a kind of radar invented by Czech radar expert Fu Peihe. Its biggest difference from other radars is that it does not transmit signals but only receives signals, so it cannot be detected by enemy anti-radar devices.
Comments: The people who are good Tibetans are unknowable.
XIX. Supervision of Koike Theorem: The more intoxicated, the more you hold onto the things you see.
Presenter: Japanese manager Koichi Koike.
Comments: narcissism is not easy to wake up, self-righteous does not like criticism.
Heller's Law: When people know that their work performance is checked, they will redouble their efforts.
Presenter: British manager H. Heller.
Comment: Supervision will only become a driving force if mutual trust exists.
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