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新世纪的世界海军(海上力量)书籍详细信息
- ISBN：9787502793944
- 作者：暂无作者
- 出版社：暂无出版社
- 出版时间：2016-04
- 页数：暂无页数
- 价格：46.20
- 纸张：胶版纸
- 装帧：平装-胶订
- 开本：16开
- 语言：未知
- 丛书：暂无丛书
- TAG：暂无
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原文赏析：
如果你通晓某一行业的技术工作，那么，你也就理所当然地对该行业的一切都有了透彻的了解和认识。
某一行业的技术工作于从事这一技术的行业根本是两个完全不同的概念。
The work we do is a reflection of who we are. If we’re sloppy at it, it’s because we’re sloppy inside. If we’re late at it, it’s because we’re late inside. If we’re bored by it, it’s because we’re bored inside, with ourselves, not with the work. The most menial work can be a piece of art when done by an artist. So the job here is not outside of ourselves, but inside of ourselves. How we do our work becomes a mirror of how we are inside.
Work is passive without you. It can’t do anything. Work is only an idea before a person does it. But the moment a person does it, the impact of the work on the world becomes a reflection of that idea—the idea behind the work—as well as the person doing it.
In the process, the work you do becomes you. And you become the force that breathes life into the idea...
The idea the Boss expressed to me was broken down into three parts:
The first says that the customer is not always right, but whatever they are not not, it is our job to make them feel this way.
The second says everyone who works here is expected to work towards being the best he can possibly be at the tasks he’s accountable for. When he can’t do that, he should act like he is until he gets around to it. And if he’s unwilling to act like it, he should leave.
The third says that the business is a place where everything we know how to do is tested by what we don’t know how to do, and that the conflict between the two is what create growth, what creates meaning.
The idea the Boss has about the business comes down to one essential notion. That a business is like a martial arts practice hall, a...
I came to understand that the hotel was the least important thing in our relationship. What was important was how seriously I took to playing the game he had created here.
He wasn’t looking for employees so much as for players in his game. He was looking for people who wanted something more than just a job.
People do not simply want to work for exciting people. They want to work for people who have created a clearly defined structure for acting in the world. A structure through which they can test themselves and be tested. Such a structure is called a game. And there is nothing more exciting than a well-conceived game.
That is what the very best businesses represent to the people who created them: a game to be played in which the rules symbolise the idea you, the owner, have about the worl...
1. Never figure out what you want your people to do and then try to create a game out of it. If it is to be seen as serious, the game has to come first; what your people do, second.
2. Never create a game for your people you’re unwilling to play yourself. They will find you out and never let you forget it.
3. Make sure there are specific ways of winning the game without ending it.
4. Change the game from time to time—the tactics, not the strategy.
5. Never expect the game to be self-sustaining. People need to be reminded of it constantly. At least once a week, create a special meeting about the game. At least once a day, make some kind of issue about an exception to the way the game has been played—and make certain that everyone knows about it.
6. The game has to make sense.
7. The game ne...
What lessons haven’t we learned here at the end of the twentieth century, Sarah? Maybe we just don’t care enough. Meaning, it seems to me, is the product of caring, not vice versa. What we care about the value. And so, as I look around, I see that we are in some very fundamental way disconnected from caring sufficiently to be able to find true meaning in the things that we do.
Which is not to say that we don’t care about anything; we obviously do. We care about making money. We care about being safe. We care about being protected. We care about the Super Bowl.
But I think that the things we have come to care about are insignificant when placed on the scale that Dostoyevsky, or Camus, or Tolsoty, or Kierkegaard, or Kafka, or the Old Testament, or the New Testament, or Rollo May would use. T...
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