https://wiki.panlichao.top/ 2026-04-16T19:13:59+00:00 https://wiki.panlichao.top/ https://wiki.panlichao.top/lib/tpl/vector/images/favicon.ico text/html 2024-06-06T18:14:21+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E5%A4%B4%E8%84%91%E9%A3%8E%E6%9A%B4&rev=1717668861&do=diff 头脑风暴 迅速并且直观地挑选出很多想法 最好和一群不同的人一起开展，产生不同的方法和解决方法 定义问题 通过重新组织问题来定义问题： * 问“为什么？” 四条基本原则 * 追求数量，列出所有想法，无论他们多么愚蠢 text/html 2022-07-29T10:17:23+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E6%80%A7%E6%A0%BC%E6%B5%8B%E8%AF%95&rev=1659061043&do=diff text/html 2024-01-16T16:04:50+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E6%88%90%E4%BA%BA%E6%88%90%E9%95%BF%E7%90%86%E8%AE%BA&rev=1705392290&do=diff 成人成长理论 初级的成长基于记忆学习。然而这种学习只是扩大知识面，也就是脑袋中的信息量增加了，但并不会造成心智的成长。所以很多人觉得，自己懂得这么多，怎么还过不好这一生呢？“懂得多”，并不能促使你心智的成长，所以我们会说有的人读书读傻了。书呆子的知识量很丰富，但这只是量上的增加，在思维的结构上并没有质变。纯粹的记忆学习仅仅是知识存量的增加，它并不能导致成长。… text/html 2025-05-15T17:35:57+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E6%88%BF%E6%99%9F%E9%99%B6-%E9%A6%96%E5%B8%AD%E7%BB%84%E7%BB%87%E5%AE%98&rev=1747301757&do=diff 房晟陶-首席组织官 第一章 组织与美好组织 “美好组织”的标准有三条： * 第一条是个人充分发展； * 第二条是能产生知识进步和技术创新； * 第三条是不作恶。 组织开门七件事：人才、团队、文化、运营、系统、进化、变革. text/html 2022-09-07T14:45:58+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E6%B5%8B%E8%AF%84%E6%A8%A1%E5%9E%8B%E6%AF%94%E8%BE%83&rev=1662533158&do=diff 测评模型比较 大五霍根DISC情绪稳定性/神经质 Emotional Stability调试 Adjustment 外向性 Extroversion抱负 Ambition支配型：直截了当积极进取 D (Dominance） 社交 Sociability影响型：乐观富于想象力 I (Influence） text/html 2022-10-08T16:47:16+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E7%A7%AF%E6%9E%81%E5%BF%83%E7%90%86%E5%AD%A6&rev=1665218836&do=diff 积极心理学 第一节：积极心理学的背景 积极心理学是人本主义心理学的产物和衍生，人本主义心理学本质上是对当时已有的各种心理学派的一种反应，其创始人称之为心理学界的“第三势力”。 text/html 2022-06-05T21:40:36+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E8%80%81%E6%9D%BF%E7%9A%846%E7%A7%8D%E8%A7%92%E8%89%B2&rev=1654436436&do=diff 老板的6种角色 text/html 2024-09-16T14:29:49+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E9%9D%9E%E6%9A%B4%E5%8A%9B%E6%B2%9F%E9%80%9A&rev=1726468189&do=diff 非暴力沟通 背景 如何识别暴力沟通 * 道德判断：是非对错 * 做评判 * 回避责任：所有问题归因到对方： * 个人性格、成长经历：我就是这样的人 * 群里压力，大家都这样，我也没办法 text/html 2023-09-24T23:51:20+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:%E9%AB%98%E6%95%88%E6%BF%80%E5%8A%B1&rev=1695570680&do=diff 高效激励 Motivate individual and team effectively 讲师 Kimmy Liu *上海交通大学，复旦大学，医学院特聘高级顾问 * 华东师范大学，应用心理系，人力资源方向，研究生班 * 二十年外企历练，曾经华南区总，70000元哦概念股， text/html 2022-09-23T16:25:43+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:34%E5%BC%A0%E6%89%8D%E5%B9%B2%E5%8D%A1&rev=1663921543&do=diff 34张才干卡 中文 英文 维度 维度 一句话描述 成就 Achiever 执行力 Doer 精力充沛，锲而不舍，乐于忙忙忙忙碌碌并有所作为。 统筹 Arranger 执行力 Doer 兼具组织能力与灵活性，善于合理安排现有资源以实现最大功效。 text/html 2023-02-07T17:40:42+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:agile&rev=1675762842&do=diff Agile Agile essentials Introduction on agile * Agile is the ability to create and respond to change, it is a way of dealing with, and ultimately succeeding in, an uncertain and turbulent environment. * Agile represents the adaptiveness and response to change which is so important to the chosen approach. text/html 2022-09-23T17:15:46+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:cliftonstrengthfinder&rev=1663924546&do=diff Clifton Strength Finder 克利夫顿优势识别器(Clifton StrengthsFinder) 是由美国优势心理学之父、盖洛普前董事长唐纳德·克里夫顿主导设计的，他们团队花了至少30年，对不同国家及行业的杰出人士进行采访，了解 他们是如何成为行业的佼佼者。基于海量访谈的大数据，找到这些成功人士身上所具备的共同底层特质，最终提炼出34项才干主题（talent theme）来给这些特质命名，并归类为4个维度。… text/html 2022-08-30T18:53:23+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:communication_in_a_successful_way&rev=1661856803&do=diff Communication in a successful way Topics * To understand each other is rather unlikely: mean-> say-> hear-> understand -> agree -> implement -> reaction * Conversation = exchange of information + dialogue: * Two levels: content and relationship text/html 2024-09-16T12:30:25+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:criticalthinking&rev=1726461025&do=diff Critical thinking Who ...benefits from this? ...have you also heard discuss this? ...is this harmful to? ...would be the best person to consult? ...makes decisions about this? ... will be the key people in this? text/html 2023-10-10T11:48:14+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:high_output_management&rev=1696909694&do=diff 格鲁夫给经理人的第一课 序言 在经理/员工关系中,一对一谈话不仅是一个基本要素,或许更是经理人可以获取关于企业知识的最佳来源,不进行一对一谈话的经理人对企业动态的了解将非常有限 text/html 2022-09-07T17:24:49+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:hongan&rev=1662542689&do=diff Hogan * HPI 霍根人格量表分析: HPI(Hogan Personality Inventory)是一個關於正常的個性和習慣於做出預測工作績效的測量工具。 HPI是一個理想化的工具為了幫助企業加強組織發展的不同應用，包含領導力發展，接班人計畫、人才管理專案、職業規劃、職業輔導、個體評估及升職計畫分析。 text/html 2024-01-09T15:28:27+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:interpersonalskills&rev=1704785307&do=diff Interpersonal Skills What is interpersonal skills * Mentoring: Coaching one or more people * Leadership: Leading and assisting others by example * Communication: Conveying ideas effectively through verbal and non-verbal means * Problem Solving: Resolving personal, group, and business conflict text/html 2023-09-28T15:42:10+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:leadership_in_projects&rev=1695886930&do=diff Leadership and its model Core dimensions of leadership Leadership-map * Positive principles: * leading with passion, * leading with focus on strengths, * leading with purpose * Professionalism: * instruments, * role clarity, text/html 2023-12-15T10:48:08+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:manager&rev=1702608488&do=diff 经理人 经理的四个帽子 * 个人 * 内容 * 公司代表 * 团队教练 A new Mckinsey study found that middle managers spend about * 28% of their time managing people. * Individual contributor (31%), * administrative (18%), text/html 2025-02-10T15:35:11+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:managersmindsettraining&rev=1739172911&do=diff Managers Mindset Training 2025-1-16 Reference: * Positive leadership, Merethe Dronnen * What the CEO wants you to know, Ram Charan Goal * Understand how People Dialogs help to achieve high performance * Understand the evidence-/ research-based approach text/html 2023-02-01T23:26:12+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:mbti&rev=1675265172&do=diff MBTI 介绍 'Myers-Briggs' normally refers to a classification of psychological types. It works with our broad 'personality preferences': * Where we focus our attention; * The way we take in information; * How we make decisions; and * How we deal with the external world. text/html 2025-12-09T18:07:14+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:motivatingandretaininghipot-b&rev=1765274834&do=diff Motivating and Retaining HiPoT-B 课程目标 * 数字列表项目了解导致员工士气高昂和低落的因素，激发工作团队高度且稳定的能量。 * 针对员工的需求与关注点，因人而异地激励，强化个人及团队的工作动力。 text/html 2022-08-30T18:04:49+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:negotiating_in_difficult_situations-a&rev=1661853889&do=diff Negotiating in difficult situations-A Small talk * Ice-breaker / reduce tension * Lean about the other person * Build-up relationship * Find out about the interest / motivation * Is it the right person (decision maker) * DISC * Culture text/html 2024-06-26T14:04:09+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:ppt%E6%8A%80%E5%B7%A7&rev=1719381849&do=diff 3步搞定PPT * Point * 寻找目的 * 改变视角 * 准备资料 * Powerful 3 steps * 逻辑结构 * 视觉呈现 * 汇报演讲 * Practice * 现场练习 * 导师反馈 * 持续精进 视角切换 麦肯锡结构化思维表达 text/html 2023-03-24T14:56:15+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:public_speech&rev=1679640975&do=diff How to make a speech Youtube * 0:45 1. Practice from an outline * 2:04 2. Spread out practice sessions over time * 3:34 3. Focus on just just 1 or 2 improvements each time you practice * 4:22 4. Keep practice realistic * 5:25 5. Visualize first and last 30 seconds text/html 2024-01-23T16:43:44+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:vsm&rev=1705999424&do=diff 可維生系統模型VSM Beer根据人体神经系统之控制机制、整合模控学(Cybernetics)的控制精髓，以结构(Structure)为著眼点，指出组织于求生存时，如何透过组织各组成要素的互动，达到内外均衡(Beer, 1979，1981)。模控学的目的乃在设计一个稳定的自动控制系统，藉由自我规律机制(Self-Regulation Mechanism)以维持组织原有的稳定状态或希暨状态，是研究与控制复杂系统的有效方法与架构(Ashby, 1956; Beer, 1959;Weiner, 1948)。… text/html 2022-10-13T15:02:36+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:win_win_negotiation&rev=1665644556&do=diff Win-Win Negotiation * Separate People From the Problem * Focus on Interests, Not Positions * Invent Options for Mutual Gain * Use Objective Criteria * Know Your BATNA (Best Alternative To a Negotiated Agreement) text/html 2022-10-13T16:37:23+00:00 Anonymous (anonymous@undisclosed.example.com) https://wiki.panlichao.top/doku.php?id=%E6%97%A5%E5%B8%B8%E7%B4%AF%E7%A7%AF:yes_and&rev=1665650243&do=diff Yes And " 1. Say Yes " It doesn't mean you'll agree with everything you hear, it means rather to respect what your partner has created. The point is to have an open mind, an environment where ideas can thrive and innovation is welcome." " " 2. Not Only Say Yes, Say Yes And