【正文】 Before you try to change those on their own merit you have to build a cause and effect tree (what we call it in theory of constraints – current reality tree), to find out what is the core problem, what is the one or two things that cause unavoidably all these symptoms that we want to change. 在你嘗試改變前，必須先建構(gòu)一個(gè)因果樹(shù)（限制理論里把它叫做現(xiàn)況圖），找出核心問(wèn)題，了解究竟是哪一、兩件事情引發(fā)這些我們想要改變的癥狀。If you are looking and what is described to you is such a system, you must say – this system is too plex, there cannot be plex systems in reality. 如果你碰到的是這樣的系統(tǒng)，你一定會(huì)說(shuō)—這個(gè)系統(tǒng)太復(fù)雜了，在現(xiàn)實(shí)生活中不會(huì)有復(fù)雜的系統(tǒng)。Who said that there is one thing that cause all the four? 是誰(shuí)說(shuō)會(huì)有一種力量引發(fā)這四種作用力？Oh, it must be because four is too plex.噢！必然如此，因?yàn)樗姆N作用力太復(fù)雜了。At the beginning of the century we found out that there are four different fields. 上世紀(jì)初，我們發(fā)現(xiàn)了四種不同的作用力。One of them relates directly to the word ‘plexity’. 其中之一與“復(fù)雜”這個(gè)詞有直接的關(guān)系。Well, now what we have to bear in mind is the basic belief of hard sciences, belief, nothing that is proven. 現(xiàn)在我們必須銘記在心的是自然科學(xué)的基本假設(shè)，沒(méi)有經(jīng)過(guò)證實(shí)的假設(shè)。Well, when hard scientists approach the exact same thing, the word ‘plexity’, they are not looking in terms of how much data is needed, they are looking from a totally different angle. 嗯，科學(xué)家對(duì)“復(fù)雜”這個(gè)詞不是從需要多少數(shù)據(jù)的角度來(lái)看，他們采取另一個(gè)全然不同的角度。If you need 4000 pages to describe a system, that is a plex system. 如果你要用四千頁(yè)描述一個(gè)系統(tǒng)，這個(gè)系統(tǒng)就很復(fù)雜。They will say, what are you talking about it is obvious that A is much more plex than B. 他們會(huì)說(shuō)：“你在說(shuō)什么呀？B比較簡(jiǎn)單，A比較復(fù)雜，非常明顯。Let me ask you a question – which system is more plicated? Which system is more plicated? A? B?我問(wèn)你，哪一個(gè)系統(tǒng)比較復(fù)雜？A還是B？Well, let stop to be sophisticated. 嗯，我們不要過(guò)于復(fù)雜。If you have a very plex system you are bound to lose. 如果你的系統(tǒng)非常復(fù)雜，一定會(huì)輸。Let me try to explain what is the major difference between the two approaches. 讓我解釋一下這兩種方法最主要的差異。And what I am looking to what we have already started to talk about in the first session. 我現(xiàn)在要說(shuō)的是在第一講里面提過(guò)的內(nèi)容。In other words force. 換句話說(shuō)，你只好用暴力。Now look, suppose that you are talking with a foreman, he is bothered by one undesirable effect. 現(xiàn)在你看，假設(shè)你的談話對(duì)象是領(lǐng)班，他深受一個(gè)不良效應(yīng)所困擾。Is it easy to achieve?要做到這一點(diǎn)很容易嗎？Is it easy to get a consensus on what is the problem of our organization?我們組織的問(wèn)題是什么，大家要對(duì)這一點(diǎn)取得共識(shí)很容易嗎？Or lets be even more modest – what is the problem in this department, or in this topic?或者我們把范圍縮小一點(diǎn)—這個(gè)部門或這個(gè)主題的問(wèn)題是什么？Well, lets look on it schematically and it’s obvious that we are hitting here a huge problem. 嗯，我們概略地看一下，很明顯地，這里有個(gè)很大的問(wèn)題。Because you are telling them is, “l(fā)isten it must be that that’s the problem, because, because I have a solution for it.” 因?yàn)槟愀嬖V他們的是：“你看，這一定就是問(wèn)題所在，因?yàn)槲姨峁┝艘粋€(gè)解決方案。You must get a consensus on the problem, because the first layer of resistance is “we do not agree with you on the problem at all.” 你必須對(duì)問(wèn)題取得共識(shí)，因?yàn)榈谝粚拥木芙^是：“我們根本不同意你說(shuō)的問(wèn)題。As a matter of fact, when we really look on when people say “but we are different,” you will find out that if you just continue to listen rather than immediately attack back, you will find out that what they are telling you is that the solution that you are suggesting is addressing a problem which is not their problem. 實(shí)際上，當(dāng)人們說(shuō)：“但是我們的情況不同”，如果你繼續(xù)聆聽(tīng)，不要立刻反擊，就會(huì)發(fā)現(xiàn)他們要說(shuō)的是—你提供的解決方案不是針對(duì)他們的問(wèn)題。Their opinion is that what you are suggesting probably that they have though about it before – and now they will try to show you why are they different, why it cannot be done. 他們的意見(jiàn)是你提出的建議他們以前也想過(guò)，現(xiàn)在他們會(huì)試著告訴你為什么他們的情況跟別人不同，為什么行不通。And, if you are not happy with the rate of improvement, why is it? 如果你對(duì)于改善的速度不滿意，這是什么原因造成的呢？It must be that they have reached the point where they think, quite convinced, that any jump in performance, any significant improvement, is blocked by something which is out of their control. 一定是因?yàn)樗麄兣龅搅四硞€(gè)瓶頸，他們深信某個(gè)超出掌控的因素，使績(jī)效無(wú)法進(jìn)一步大幅提升。Can you imagine better situation than that? No.你還能想出比這個(gè)更完美的情況嗎？ 不能。But the way we check is what we call, when we are the one who es with the idea, that is exactly what we call resistance to change. 如果我們是提出想法的人，就會(huì)把人們檢驗(yàn)的方式叫做拒絕改變。Well, do you think that people are idiots?嗯，你認(rèn)為人們都是傻瓜嗎？Do you think that people do not learn from their experience? 你認(rèn)為人們不會(huì)從自己的經(jīng)驗(yàn)中學(xué)習(xí)嗎？Of course they do.他們當(dāng)然會(huì)。Change and improvement. 改變和改善。Resistance to change. A huge problem, right? 拒絕改變，很大的問(wèn)題，對(duì)不對(duì)？Well, what I’ll try to prove to you is something amazing. 嗯，我要證明給你看的是一件很驚人的事。You are totally convinced that you are dealing here with too conservative people, setting their ways, that the only thing that guides them is how not to rock the boat.你深信自己是在跟過(guò)于保守的人打交道，他們安于現(xiàn)狀，唯一奉行的原則就是不要改變。通常他們的反應(yīng)是什么？負(fù)面的，他們似乎要開(kāi)始告訴你為什么我們的情況跟別人不同，為什么在這里行不通。So, lets assume that you are bothered by a whole herd of undesirable effects in your organization and you are thinking what to do, and you really put your mind into it. 假設(shè)你被組織內(nèi)許多不良效應(yīng)所苦，絞盡腦汁，思索該怎么做。And one of its ramifications, one of its derivatives will be to sell externally. 其中一個(gè)適用范圍就是外部銷售。Well, if you are a manager inside a pany and you are trying to sell internally you know how damn difficult it is. 嗯，如果你是公司的內(nèi)部經(jīng)理，而你在做內(nèi)部銷售，就會(huì)知道這是多么困難的事。Managers are selling, they are selling targets, decisions, they are selling changes internally.經(jīng)理在內(nèi)部推銷自己的目標(biāo)、決策、改革方案。One is the external sale. 一個(gè)是外部銷售。GOLDRATT SATELLITE PROGRAM高瑞特衛(wèi)星節(jié)目SESSION 6第六講SALES銷售Good day! 大家好。Because actually there are two different topics under the same name. 因?yàn)檫@個(gè)名稱其實(shí)涵蓋了兩個(gè)不同的主題。But is it the only thing? 但這是唯一的銷售型態(tài)嗎？No, there is another sale the internal sale, done by managers.不是，還有另外一種銷售型態(tài)—由經(jīng)理人所做的內(nèi)部銷售。You don’t have much time, you usually have only one shot, the person doesn’t have much time for you, not much patience. 你的時(shí)間不夠，通常只有一次機(jī)會(huì)，客戶給你的時(shí)間不夠，而且他們沒(méi)有耐性。The second reason is that if we succeed to crack the problem of how to sell targets, decisions and changes, we will find out that if the solution is good, it is a generic solution. 第二個(gè)的理由是—如果我們能成功地解決如何推銷目標(biāo)、決策、改革方案的問(wèn)題，會(huì)發(fā)現(xiàn)只要這個(gè)解決方案很好，就可以適用在其它地方。Lets make i