Dan Pink的FLIP宣言

16 Counterintuitive Ideas AboutMotivation, Innovation, and Leadership Dear Reader– Have you ever suspected that some of the advice you’ve been getting has been wrong? Not wrong as in a “little bit off” or “not quite right.” But just plain wrong—flatly, flagrantly, fatally incorrect. Me too.So I decided to do something about it. The manifesto you have here offers16 pieces of advice that runcounter to—indeed, that often directly contradict—what you might have heard elsewhere. I proffer this contrarian counsel not for the sake of being clever or controversial, but because in my travelsand research, I’ve found that the individuals and organizations doing great things have often flipped theconventional wisdom. They’ve taken age-old beliefs—and turned them upside down. What they’re doing, andwhat I’m advising based on their success, represents smarter advice—despite (perhaps because of) runningcounter to what many others believe. In the pages that follow, we’ll look at: •why you should continue doing what you’re doing—just in reverse order •why doubting yourself is often wiser than believing in yourself •why trying to find your passion is a stupid idea •and why maximizing shareholder value is a worse idea still. Consider this manifesto like a piece of software—the latest word, but not the last one. Many of these ideashad their genesis in a column I wrote for the UK newspaper,The Sunday Telegraph. A few appear in some-what different form inDrive: The Surprising Truth About What Motivates Us. Many will eventually be retrofit-ted, refined, and maybe even rebuffed. But for now, take a look. Then let me know what you think. You can always find me through the Pink Blog(danpink.com), on Twitter (@danielpink), and via email (dan@danpink.com). Daniel Pink CONTENTS MOTIVATION 8. Pass your problem to someone else.9. Repeat after me: BO-GOA.10. Carve out time for non-commissionedwork. 1.Start doubting yourself.2.Pay people too much.3.Increase sales by eliminating sales com-missions.4.Take as much vacation as you want when-ever you want it.5.Give up trying to find your passion.6.Keep a To-Don’t list. LEADERSHIP 11. Establish a Department of Why.12. Scrap performance reviews.13. For Godsakes, talk like a human being.14. Stop trying to maximize shareholder value.15. Take the “E” test.16. Talk less, listen more. INNOVATION 7. Do the reverse of whatever you’re doingnow. 1. Start doubting yourself. If you’re looking for business advice, you might haul out your old MBA textbooks or consult a managementguru. But the shrewdest guidance often comes from an actual entrepreneur. Someone who's created acompany. Someone who's faced the challenges of missed deadlines, cranky employees and dodgy supplychains. Someone, say, like Bob the Builder. You might not realize it, but the overall-clad, stop-motion animated construction executive—whose televisionprogram now reaches children in 240 territories and 45 languages—is a management radical. His approachto directing projects, people and himself runs counter to the prevailing wisdom about business performance. Most of us believe in positive self-talk. "I can achieve anything," we mouth to the mirror in the morning. "No-body can stop me," we tell ourselves before walking into a big meeting. We think we'll do better if we banishdoubts about our ability or our strategy and instead muster an inner voice that affirms our awesomeness. But not Bob. Instead of puffing up himself and his team, he first wonders whether they can actually achievetheir goal. In asking his signature question—Can we fix it?—he introduces some doubt. Self-help gurus from Norman Vincent Peale to Anthony Robbins might shudder at allowing a shaft of nega-tivity to shine through our mental doors. But last year, a team of American scientists concluded that Bobmight be right after all. In a nifty set of experiments, three social scientists explored the differences between what they call "de-clarative" self-talk (I will fix it!) and "interrogative" self-talk (Can I fix it?). They began by presenting agroup of participants with some anagrams to solve (for example, rearranging the letters in "sauce" to spell"cause.") But before the participants tackled the problem, the researchers asked one half of them to takea minute to ask themselves whether they could complete the task—and the other half to tell themselvesthat they would complete the task. The results? The self-questioning group solved significantly more anagrams than the self-affirming group. The researchers—Ibrahim Senay and Dolores Albarracin of the University of Illinois, along with Kenji No-guchi of the University of Southern Mississippi—then enlisted a new group to try a variation with a twistof trickery: "We told participants that we were interested in people's handwriting practices. With this pre- tense, participants were given a sheet of paper to write 20 times one of the following word pairs:Will I, Iwill, I,orWill. Then they were asked t