Authorized reading notes

What is the principle basis of authorization?

1. Deep well diseases:

-information is not shared, and small teams are embedded to form large teams. People in the organization live in one well after another and don't know each other.

The people below stare at the instructions of the people above every day, and the people above do whatever they ask, and don't do it without notice.

2. Simplification theory:

The originator of reductionism is Newton, who thinks that the whole universe is a big universe, that is, I can calculate it all by the method of universal gravitation, and it is accurate, where is each star, what is the distance and what is the intensity.

The core of reductionism is that I must be able to calculate accurately, control clearly, and then standardize all actions. The most important sign is KPI, that is, how much I have calculated from it, layer by layer, and how much each post has completed every day.

The basic assumption of reductionism is that if I can take a thing apart and calculate each component clearly, then I can know what the result is when this thing is put together. In other words, as long as I fully control the input information, I can determine what the output must be.

3.3F-E-A operating rules

The three F's are Find, Fix and Finish, which means find, lock and end. These are the three actions of the combat troops.

After the end of 3F, this E is exploitation, just to see if it can be developed and utilized.

Analysis is analysis, so when the US military is carrying out a whole set of tasks, when they are conducting military exercises.

4. What about the butterfly effect

The input conditions have only changed a little, but the output results have changed so much. This is a complicated environment. In this complicated environment, you will find that you can't know what has changed.

5.Uka era?

The Uka era means four things:

V stands for variability, which means volatility and variability.

U stands for uncertainty, which means uncertainty.

C stands for complexity, which means complexity.

A stands for ambiguity, that is, ambiguity, so together VUCA is the Uka era. The core significance of the Uka era is to tell us that the whole world has become more changeable, uncertain, complex and vague.

6. Biological thinking mode?

It is the power led by Darwin. Darwin believes that the most important organizational system in the world is nature, and the natural biological system is not so mechanized and reductionist. It is not assembled by clockmakers, but grows naturally through survival of the fittest and heredity.

7. Embedded plan?

You should send your elite to work in the embassy regularly. The embassy will send your elite to the SEALs to work with them, and then the FBI will send its elite to the SEALs, the embassy or other places. It is equivalent to that we used to have a term called "secondment". You will find that a large number of grass-roots organizations get high-level information from these seconded personnel, and seconded personnel will play a great role because it realizes embedding. That is, I can't communicate with the following schools, but I seconded several people from there to work, and the channels were smooth, so the secondment method was very effective.

8. How to break through the deep well and simplify the complex?

1. Building a super team: mutual trust and clear goals.

To cope with the uncertainty of the world, we need to build a super team with resilience, which should meet such conditions: mutual trust and clear goals.

The myth of 2.2. MECE

The full name of MECE is mutual exclusion and collective exhaustion, which means "mutual independence and complete exhaustion". This is a common way of thinking in consulting industry. It may be effective in dealing with organizational categories, but it is not a good way for organizational teams.

3. SEALs: No heroes, no swimming partners.

Navy regulations stipulate that every navy seal should have his own intimate partner. Team members should live together, train together, fight together and swim together, so they are called "swimming partners". The purpose of doing this is not only to cultivate team spirit, but also to create an atmosphere of mutual trust. With the help of these two aspects, SEALs can have excellent combat effectiveness, and they have also become a model for building flexible small teams and breaking through deep wells at the bottom.

4. Break through the deep well: build a flexible team

There is only one SEAL, and the scale is very small, so it is easy to achieve deep well breakthrough. How to expand such a small team and build a large team composed of flexible small teams is a problem that more organizations need to solve.

The traditional "deep well" organizational structure is shown in the figure. Small teams are independent and unrelated, only listen to the words of the top leaders and pass on information and instructions at different levels.

If you want to break through the deep well, you must improve the flexibility of the team. So we can often see an improved team structure: flexible deep well. In this system, the lower level is a team structure, but the upper level still maintains the command and control structure.

The ultimate goal is to build a highly flexible team. In this system, there is no deep well, but a flexible small team to build a flexible big team. Everyone in the organization doesn't need to know other people, just contact someone in other teams.

9. Learn to empower?

Many leaders can't resist the temptation of control. We want to control it too much. Authorization is to give the decision-making power and action power to the front-line personnel who know the grass-roots situation, and to build a decentralized distributed management system, so that everyone can enjoy the right to know and fully mobilize everyone's subjective initiative, which is the requirement of the information age full of uncertainty for organizations. Is to let the right person do the right thing at the right time and in the right way.

If you want to be a manager, you need to learn to be a gardener leader, not a hero leader. To treat employees as living plants, they can grow by themselves, so what you need to do is to organize the creators of the environment.