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  主页 » 圣经灵修 » 周一吗哪 - 2018年 第四十九週

  
其他週一嗎哪

彼得原理的陷阱

By Rick Box

多年以前,劳伦斯.彼得博士的书“彼得原理”(注1)引起了商界的注意。这本书集中火力讨论了提升领导力的共同陷阱:如果我们不停地推崇业绩高的人,最后会让他们变成无能。换句话说,在某一方面取得成功不能保证承担更大权力和责任时也会成功。

虽然彼得博士的书已经出版了40多年,但“彼得原理”在今天仍然适用,一昧追求业绩高对个人和雇用他们的组织都不利。

“哈佛商业评论”的研究人员艾伦·本森(Alan Benson)和凯莉·孙(Kelly Shue)研究销售人员晋升到销售管理职位时的表现,来测试这一理论。他们发现业绩很高的销售人员往往不是好的管理者,这肯定了彼得原理。当升迁时,这些人接受这个职位来获得额外的奖励。他们很骄傲自己得到了一个新职位,渴望得到相关的地位或权威,而非谦卑诚实地考虑继续精进他们的技能,或评估这个角色是否适合他们。他们也没有意识到自己原来是“方形钉子”有可能难以适应新的“圆孔”,这会导致不必要的失败。

例如,具有说服力和人际交往能力的人在销售方面表现优异,但他们可能缺乏领导或管理必要的技能,可以有效应对管理和指导他人的挑战。这种升迁可能会变成一种惩罚而不是奖励。

将业绩很好的销售员转换到非常不同的职位,在几个层面都会造成很大的影响。对于一家公司来说,理想情况下,每个人应该都能在发挥专长和有发展的位置上,但不包括职位超过他们能力的人。

在体坛,不是所有出色的运动员都适合成为经理、教练或高阶主管。同样的,把某些人提升到需要不同技能和天赋的角色可能会让他和周遭的人都感到沮丧。这些人可能在他们目前的职位上找到很大的快乐和满足感,但若是在不适合自己的职位上就会造成悲剧。同时,他们下属的生产力也可能受到扼杀。

圣经告诉我们要如何避免这种困境:

寻求智慧,辨别如何最好、最大地利用人的才干和能力。 有效率的领导者会去了解为他们工作的人 ,包括他们的技能、兴趣、目标和限制。并且在升迁时考虑以上所有因素才做决定。“你要详细知道你羊群的景况,留心料理你的牛群;因为资财不能永有,冠冕岂能存到万代?”(箴言27章23节)。

不要让骄傲或野心误导你的职涯。的确,卓越应该得到认可和奖励。“你看见办事殷勤的人吗?他必站在君王面前,必不站在下贱人面前”(箴言22章29节)。然而,野心和对认同的欲望可能对决定职涯造成不良的影响。箴言29章23节教导我们:“人的高傲必使他卑下;心里谦逊的,必得尊荣。

如果你希望自己的工作得到尊荣,请专注在你最擅长的事,并且要求您的公司适当地奖励你的成功。

注1:《彼得原理》(英语:Peter Principle)是管理学劳伦斯·彼得在1969年出版的一本同名书,里面提出的“彼得原理”是指:在组织企业的等级制度中,人会因其某种特质或特殊技能,令他在被擢升到不能胜任的职位,相反变成组织的障碍物(冗员)及负资产[1]。《彼得原理》解释了人力资源中的级际竞争,原理中带有黑色幽默,但是也是很现实的。

(资料来源:维基百科https://zh.wikipedia.org/wiki/%E5%BD%BC%E5%BE%97%E5%8E
%9F%E7%90%86)

版权所有2018  非传统商业网路(前身为纯全资源中心)。节录自和Rick Boxx的纯全时刻,这本刊物主要是从基督徒的角度来探讨职场上正直这个主题。如果希望知道更多关于这个事工或是想订阅每日纯全时刻,请上这个网站: www.unconventionalbusiness.org. Rick Boxx最新出版的书提供用五个关键的神的方法来建立企业。

反省与问题讨论

  1. 当你听到“彼得原理”的时候,会先想到什么?
  2. 在工作的职场上你曾听说过“彼得原理”吗? 它曾经影响你或你的工作伙伴吗?解释你的答案。
  3. 你觉得把人推向无能,或者比较委婉地说是超过他们的能力的结果是什么?。
  4. 一个优秀的领导者如何能够辨别出公司中业绩高的人应该获得升迁,或者他们因为现在工作得到认可和奖励但是应该待在同样的职位?同样的,身为业绩很好的员工,自己要如何分辨自己在目前的工作中做得很好的时候,诚实地评估自己是否应该接受升迁?

备注: 如果你手上有圣经希望阅读更多和这个主题相关的经文,请参考: (因经文较长,考虑到篇幅和新旧约经文,您可以参阅下列未列出的经文:箴言11:12、12:9)

箴言15章33节

15:33 敬畏耶和华是智慧的训诲;尊荣以前,必有谦卑。

箴言16章18节

16:18骄傲在败坏以先;狂心在跌倒之前。

罗马书12章3-8节

12:3 我凭着所赐我的恩对你们各人说:不要看自己过于所当看的;要照着 神所分给各人信心的大小,看得合乎中道。

12:4 正如我们一个身子上有好些肢体,肢体也不都是一样的用处。

12:5 我们这许多人,在基督里成为一身,互相联络作肢体,也是如此。

12:6 按我们所得的恩赐,各有不同。或说预言,就当照着信心的程度说预言;

12:7 或作执事,就当专一执事;或作教导的,就当专一教导;

12:8 或作劝化的,就当专一劝化;施舍的,就当诚实;治理的,就当殷勤;怜悯人的,就当甘心。

哥林多前书12:12-26

12:12 就如身子是一个,却有许多肢体;而且肢体虽多,仍是一个身子;基督也是这样。

12:13 我们不拘是犹太人,是希腊人,是为奴的,是自主的,都从一位圣灵受洗,成了一个身体,饮于一位圣灵。

12:14 身子原不是一个肢体,乃是许多肢体。

12:15 设若脚说:“我不是手,所以不属乎身子,”它不能因此就不属乎身子。

12:16 设若耳说:“我不是眼,所以不属乎身子,”它不能因此就不属乎身子。

12:17 若全身是眼,从哪里听声呢?若全身是耳,从哪里闻味呢?

12:18 但如今, 神随自己的意思把肢体俱各安排在身上了。

12:19 若都是一个肢体,身子在哪里呢?

12:20 但如今肢体是多的,身子却是一个。

12:21 眼不能对手说:“我用不着你。”头也不能对脚说:“我用不着你。”

12:22 不但如此,身上肢体人以为软弱的,更是不可少的。

12:23 身上肢体,我们看为不体面的,越发给它加上体面;不俊美的,越发得着俊美。

12:24 我们俊美的肢体,自然用不着装饰;但 神配搭这身子,把加倍的体面给那有缺欠的肢体,

12:25 免得身上分门别类,总要肢体彼此相顾。

12:26 若一个肢体受苦,所有的肢体就一同受苦;若一个肢体得荣耀,所有的肢体就一同快乐。


PITFALLS OF THE ‘PETER PRINCIPLE’

By Rick Boxx

Years ago, the business world became captivated by a book called The Peter Principle, authored by Dr. Laurence J. Peter. The book focused on an common pitfall of leadership advancement: If we continually promote high performers, we will eventually advance them to a level of incompetence. In other words, success in one level of endeavor does not guarantee success in levels of greater authority and responsibility.

Even though Dr. Peter’s book was first published more than 40 years ago, this “Peter Principle” continues being practiced today, often to the detriment of individuals and the organizations that employ them. According to the Harvard Business Review, researchers Alan Benson and Kelly Shue tested this theory by studying how well sales people performed when promoted to sales management positions.

Benson and Shue discovered high-performing salespeople often were not good managers, affirming the Peter Principle. When offered a promotion, some people accept it for the additional compensation that comes with it. Or they take the new position out of pride, desiring status or authority that goes with it, rather than to humbly and honestly consider their skill sets, evaluating whether the proposed role would be the best fit for them. Failing to perceive they could become “square pegs” struggling to fit into “round holes” can lead to unnecessary failure.

For instance, people whose persuasive and people skills enable them to excel in sales might lack the necessary leadership or administrative skills to effectively handle the challenges of managing and directing others. Such a promotion could prove to be more of a penalty than a reward.

The consequences of moving high performers into very different new roles are significant on several levels. For a company, ideally every individual would be situated in positions where they can both excel and thrive. The adage about a chain being only as strong as its weakest link applies to people being promoted beyond their capabilities.

In sports, not all stellar athletes are suited to experience equal success as managers, coaches or sports executives. Similarly, promoting someone to a role that requires different skills and gifts can prove frustrating for everyone. Some individuals may find great joy and fulfillment in their current position, but become miserable in another role for which they are ill-suited. At the same time, those assigned to report to them could become stifled in their own productivity.

The Bible offers insight into how to avoid this dilemma:

Seek wisdom to discern how best to utilize people’s talents and abilities. Effective leaders learn to understand the people who work for them – their skills, interests, goals and limitations. Advancement decisions should be made with all of those factors in mind. Be sure you know the condition of your flocks, give careful attention to your herds” (Proverbs 27:23).

Do not let pride or ambition misdirect your career. Without question, excellence should be recognized and rewarded. “Do you see a man skilled in his work? He will serve before kings; he will not serve before obscure men” (Proverbs 22:29). However, ambition and the desire for recognition can lead to poor career decisions. Proverbs 29:23 teaches, “A man’s pride will bring him low, but a humble spirit will obtain honor.”

If you desire honor for your work, concentrate on what you do best and ask your company to reward your successes appropriately.

Copyright 2018, Unconventional Business Network. Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective. To learn more visit www.unconventionalbusiness.org. His latest book and inspiration for their new ministry name, Unconventional Business, provides “Five Keys to Growing a Business God’s Way.”

Reflection/Discussion Questions

  1. When you hear the term “Peter Principle,” what comes to your mind?
  2. Have you seen this Peter Principle in action during your work experience? Has it ever directly affected you, or people with whom you have worked? Explain your answer.
  3. What are some of the consequences of promoting people “to their levels of incompetence”? Or to state it a bit more kindly, beyond their levels of competence?
  4. How can a good leader discern whether a high performer in the company is suited to receive a promotion, or should just be recognized and rewarded for their work and remain in the same position? Similarly, how can someone honestly evaluate whether they should accept a promotion if offered, when they are highly effective in the work they are currently doing?

NOTE: If you have a Bible and would like to read more about this subject, consider the following passages:     Proverbs 11:2, 12:9, 15:33, 16:18; Romans 12:3-8; 1 Corinthians 12:12-26


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