饭后想睡觉

每天最困的时候,就是吃完中饭回到座位上。浏览一下网页就想睡觉。 今天特意百度了下,犯困的原因有两个。一是吃的油腻导致胆囊收缩素大量分泌,使得睡意增加。还有就是米饭、面食等高碳水化合物,会导致血糖升高,引起困意。 中饭吃的素点倒没关系,但要不吃米饭,作为中国人,这点做不到啊,不能学老外吃点沙拉、三明治就了事。 其实中午犯困还有一个原因,就是工作不是太紧张,如果有事情急着要处理,那不管吃什么都不会有睡意。

这阵子每天都忙到很晚,真没时间坐下来写点什么。趁中午这点时间,先写点吧。

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Poor Communication

https://www.business.auckland.ac.nz/en/about/news-and-media/nz-herald-brand-insights/2017/true-cost-of-poor-communication.html

https://www.inc.com/michael-schneider/the-extrovert-vs-introvert-dynamic-could-be-costing-your-organization-millions-heres-how-to-bridge-communication-gap.html

True cost of poor communication 03 April 2017 Nick Read, University of Auckland facilitator, Executive Education US$125m disaster underlines need to communicate effectively.

不良沟通的真实代价 沟通阻塞可带来1.25亿的损失 In 1999, a US$125 million space craft was launched - and promptly sailed off into the universe, never to be seen again. 1999年,价值1.25美元的宇宙飞船发射后,迅速的飞入太空,永远的消失了。

Why? Lack of communication. How effectively we communicate is vital to the success of our business ventures, as the tale of the Mars Orbiter shows. 为什么?缺乏沟通。如何有效沟通对商业的成功是至关重要的,正如火星探测器的故事一样。

It was lost because the two engineering teams involved in the project didn’t talk to each other well enough. One team used software calculations based on the Imperial system of measurement; the other used the metric system. 失败的原因就是两个工程团队没有很好的沟通,一个团队用的是英制单位计算,另一个用的是公制单位。

The failure to address this basic error led to the Orbiter departing from its intended path and burning up in Mars’ atmosphere. 这个基础的错误导致探测器从预定的轨道脱离并在大气中烧毁。

University of Auckland facilitator of the Executive Education course, Business Writing Skills, Nick Read, admits the tale of the Mars Orbiter is at the extreme end of any assessment of the cost of poor communication. 奥克兰大学《商业写作技巧》课程的主持人Nick Read承认火星探测器的故事是不良沟通的极端例子。

He says while there are few scientific studies purporting to quantify the cost of poor communication - internal and external - to business round the world, the Orbiter case study nevertheless underlines its importance. 他说全球的商业中,很少有科学研究来量化不良沟通(内部或者外部)的成本, 火星探测器这个例子强化了沟通的重要性。

An IDC study from 2014 covered 400 companies in the US and UK, finding that firms with 100,000 employees were losing US$62 million a year on average (or $624 per employee) because of communication - but made the point that number did not include revenue lost due to external communications affecting customer service, client acquirement and retention and general sales. IDC 2014年对美国和英国的400加公司进行了调查,具有10万员工的公司每年因为沟通损失6200万美元(每人624美元)。这还不包括由于外部沟通影响客户服务,客户获取、保留,一般销售等带来的收入减少

While effective communication is essential for success, our ability to achieve that is impaired by the volume of communication we face. 有效沟通是成功的本质,因为沟通的庞大,导致很难实现。

“The principles of effective communication haven’t changed since we were cavemen and women. What has changed is the sheer volume of written communication we have to deal with every day. So we write in haste and read in haste,” says Read. 有效沟通的原则自从原始社会以来一直没有变。变化的是我们每天要处理的庞大的交流量。所以我们匆忙的写,匆忙的读。 Read说。

On average, he says, we spend less than four minutes on each of the 123 business emails we deal with daily. 我们处理邮件的平均速度是4分钟。

Research by US firm Gartner shows a staggering 70 per cent of mistakes in business are due to poor communication. Meanwhile technology market research firm The Radicati Group’s latest Email Statistic Report states a third of emails go unopened. Gartner公司的研究显示70%的错误来自沟通不善。同时,技术市场研究公司Radicati Group最新的邮件统计报告显示,将近1/3的邮件没有被打开。

It’s little wonder poor communication can lead to increased stress, poor decision-making, muddied audit trails, legal disputes and business losses. 更惊讶的是,沟通不善可导致压力增大,决策力下降,审计拖泥带水,法律争论,商业失败

Clear communication, says Read, can be achieved using a mix of evidence-based tools, techniques and strategies. 明确的沟通可用通过使用经过证明的工具、技术和策略来实现。Read说。

His course responds to the demands of busy writers and readers. A five-step process helps writers turn scrambled thoughts into clear, concise, easy-to-read messages. Tips like making subject lines compelling, putting key messages up front and creating clear signposts help guide the busy reader. Tidying up irksome spelling, punctuation and grammar glitches are also part of the workshop. 他的课程满足了忙碌的作者和读者的需求,5步法帮助作者把杂乱的思想变成清晰,简明,易读的信息。 一些技巧比如让主题更加吸引人,把关键信息前置,创建清晰的指示牌引导读者。整理讨厌的拼写,标点和语病也是工作坊的一部分。

The course also includes strategies that focus on how our brains interpret information: “Neuroscience confirms that we do not think clearly or logically most of the time. Our thoughts are made up of connected fragments of pictures, memories, emotions,” Read says. 课程也包括了聚焦大脑如何解释信息的策略:“神经科学家已经确认了我们不总是考虑的很清楚或者很有逻辑性。 我们的想法有很多的碎片、记忆、感情组成”。 Read说。

“Habits of thinking make it difficult for us to think differently. Neuroscience helps us to create strategies for keeping ourselves resourceful, for thinking outside the box and communicating clearly.” 思考的习惯让我们很难从不同角度去思考。神经科学家帮助我们创建让我们足智多谋的策略。来从外部去思考并且清晰的沟通。”

Participants submit writing samples, before and after the course, and are coached on how to make their writing more readable. It is not unusual for low readability scores of around 15 to soar to 50-60 or higher. 参与者在课程前后分 “We know people don’t have time to untangle our messages to understand them easily - and we can’t demand audiences read what we have written. But we can help ensure that what we’ve written is clear, concise and easy to understand.”

“Albert Einstein once said: ‘If you can’t explain it simply, you don’t understand it well enough’,”

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敏捷转型

周三参加了敏捷社区主办的一个活动,主题是关于阿里健康团队的敏捷转型实践。两位老师分享了自去年11月开始转型以来团队取得的成效、采用的方案以及对敏捷实践的总结。我因为去的比较晚,只听了后半部分。整个分享给我印象最深的就2个字“价值”。 敏捷转型最终目的是交付更多的价值,如果只是遵循了一些所谓的敏捷实践,却没有在价值上比传统方法体现出优势,那就是为敏捷而敏捷,这不是敏捷的本意。分享老师也屡次提到,在转型过程中,不会强制要求团队按照敏捷的方式去做,没有站立会?可以,没有TDD,也OK。 只要你能完成预期的目标,用瀑布式也可以。 阿里健康有一个优势就是有几个团队同时在做敏捷转型,总有团队会去尝试下一些敏捷实践,然后发现效果不错。其他团队看到了,也开始尝试,最后完成转型。整个过程是效果驱动的,当然这中间少不了敏捷教练的培训、指导。

采取的方案主要是3点:

  1. 透明过程、获取基线 软件开发中最遥远的距离,是开发与设计对业务的认知偏差。个人认为这种偏差是导致团队价值交付能力弱的根源。 阿里健康开发与设计的人员比例是10:1,如果按照传统模式来做,价值交付的瓶颈就在设计上。问题是最终的锅大家要一起背。作为开发,你怎么办?是等着被设计连累,还是主动帮助设计,尽早开始开发,最后大家一起拿奖金呢? 当然是选择后者了。 阿里开发团队会安排一个人负责某一个功能模块的交付,称为Feature Owner。这样大大缩短了开发与设计的认知偏差,避免不必要的返工,缺陷率也会降低不少。
    建立度量指标也是保持透明的重要手段,指标如何来选取?还是要从问题出发。比如当前的问题是未能准时交付,要实现准时交付的目标,可以采用累计交付偏差这个指标。同时还要考虑REAL原则 Relevant、Easy to collect、Accurate、Least side effects。因为数据的采集是个日常的工作,一不能占用团队太多时间,二必须要方便,否则大家都不愿意去录入数据。

  2. 建立反馈环、自驱改进

  3. 立体式辅导、赋能团队

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请先闭嘴

Whenever you feel like criticising anyone, just remember that all the people in this world haven't had the advantages that you've had.

这是《了不起的盖茨比》这本书开篇的一句话,也是整本书给我留下印象最深的一句话。现实生活中要做到这一点,其实有点难度。当你想批评人时,大脑往往处于冲动状态,这个时候是不会理性思考的,根本不会去替别人考虑。批评别更多是一种个人情绪的宣泄,等发泄完了,大脑平静了,理性思考才会回归,这时,大脑才会考虑“he didn’t have the advantage that I’ve had”之类的话。并且为刚才的批评感到好后悔。

我经常就发生这种事,当对同事做的事不太满意时,我经常会说他几句,基本是脱口而出的,根本没有经过大脑。事后就会后悔:哎,这也不是什么大不了的事,好好跟他说不就完了吗,干嘛语气这么重呢?反思过后,下次同样的事情还是会发生。

所以,当你要批评别人时,首要的事不是想想自己比别人有优势,而是先闭嘴,让大脑平静下来后,再来处理。

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会议纪要与意见簿

今天陪儿子去医院做磁共振检查,门口放着一个意见簿,闲来无事,就顺手翻了翻,一共10来条建议,大概可以分成三类,一类是好评,比如感谢医生、环境很好这类的话。第二类是差评,骂医生没有良心等等。第三类是客观的提意见,比如建议开水机旁边放点茶叶,时间观念有待加强等。前两类属于情感的发泄,对医院改进服务没有什么意义。只有第三类有参考价值,至于医院会不会采纳,那又是一回事了。我特意留意了饮水机,旁边没有放茶叶的地方,而这个建议是去年10月份提的。

我们平时也经常开总结会,会上大家讨论的热火朝天,提了很多建议,然后。。。,就没有然后了。 PDCA循环里,A是最重要的, 但往往A最容易被忽视。 会议纪要就像医院里的“意见簿”,一直挂在那里,却很少有人问津。

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