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[阅读小分队] 【Native Speaker每日训练计划—89系列】【89-13】经管

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发表于 2017-6-14 09:08:41 | 显示全部楼层 |阅读模式
内容:humphrey zhang 编辑: Humphrey Zhang


Wechat ID: NativeStudy  / Weibo: http://weibo.com/u/3476904471

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PartI: Speaker


Attorneys General In D.C., Maryland Sue Trump For Violating Emoluments Clause
[Rephrase 1, 2:27]
Source:NPR NEWS
http://www.npr.org/2017/06/12/532646010/attorneys-general-in-d-c-maryland-sue-trump-for-violating-emoluments-clause


PartII: Speed



[Time 2]
Early in my career, I discovered I was a borderline extravert when I completed the Myers-Briggs Type Indicator (MBTI) as part of a management training class. The tool measures psychological preferences among four sets of dichotomies: extraversion / introversion, sensing / intuition, thinking / feeling, and judging / perceiving. While my results showed that I had very dominant preferences in three of the categories, I had only a slight preference for extraversion. I was not surprised to learn that I go back and forth when it comes to being an extravert or an introvert.

The MBTI has been very popular in business circles because it shows how different people on the same team can view problems, process information, and make decisions very differently from each other, and yet, be equally effective. To demonstrate this insight, the class instructor divided our class of twelve into two groups based on our extraversion / introversion preferences, and assigned the same task to both groups. My group - the extraverts - immediately dove into the task, with everyone participating in a free flow of ideas and opinions. We engaged in a lively discussion where we often interrupted each other and sometimes finished each other’s sentences. We completed the task and had a fun time doing it.

When the instructor brought the two groups back together and we compared our results, both groups had come up with a responsive solution to the task. The instructor then asked us if we noticed any differences between the groups. One of the extraverts immediately jumped in and exclaimed how quiet the introvert group was, noticing that for the first few minutes no one spoke as each member was involved in writing notes. And when they did engage in conversation, it appeared very low key and orderly compared to the rowdy extraverts.

As the instructor probed more deeply into the dynamics of the two groups, it became clear that everyone was satisfied with how his or her group operated. It was then that the instructor enlightened us with a valuable lesson about the difference between extraverts and introverts: When it comes to gathering and processing information, introverts like to “think things through,” and extraverts prefer to “talk things out.”

As we all know, we usually don’t begin our business meetings by separating introverts from extraverts. So what happens when these two groups are comingled in the same conversation? Typically, the extraverts’ style of talking things out prevails, leaving the introverts frustrated at the seeming messiness of what often feels like thoughtless debate. If organizations want to achieve highly effective work cultures, chances are they will need to find a way to balance the voices of both the introverts and the extraverts.
[330 words]

[Time 3]
Building a Highly Effective Work Culture
Companies who take their work cultures seriously are apt to apply for Fortune’s annual list of the 100 Best Companies to Work For. Recently, the magazine unveiled the twentieth edition of this prestigious list. At the top of the list for an impressive eighth time in the last eleven years was Google. Google is one of a handful of companies that are perennial members of this distinguished group. Another company that once appeared poised to be a reliable presence on this list is now conspicuous by its absence for the second consecutive year: Zappos. Once renowned for its unique culture and its chosen mission of delivering happiness, the innovative Las Vegas retailer seems to have lost some of its cultural luster.

Zappos, which was founded in 1999, first appeared on Fortune’s list in 2009 when it debuted at #23. It remained on the list for seven consecutive years, peaking at #6 in 2011. During this time, Zappos had built a fun culture celebrated for treating employees and customers as family. Its reputation for turning culture into a corporate asset was so well-known that the shoe retailer needed to establish daily tours to accommodate the throngs of curious visitors who wanted a glimpse of this unique workplace.
[219 words]

The Biggest Holacracy Experiment
Zappos fall from Fortune’s prestigious list coincides with a singular and much publicized event: it’s adoption of Holacracy. In 2012, Tony Hsieh, Zappos’ CEO, attended a presentation by Brian Robertson who described the management system that he had introduced into his software company to eliminate the messiness of human interactions that often prevent organizations for achieving their full potential.
Much of this messiness, according to Robertson, comes from the emotional distress of power struggles that plague traditional bureaucratic organizations. Robertson’s system employs a distributed network of roles within overlapping circles, where people follow very specific rules designed to make sure that all voices are heard as they rationally resolve differences and reach agreements.

Hsieh was so impressed with Robertson’s system, he decided that Holacracy would be the platform Zappos would use to reinvent itself into a self-managed organization. In doing so, Zappos would become the largest company to embrace this controversial organizational model. After piloting Holacracy in Human Resources in 2013, the whole organization adopted the new management system in 2014. Three years into this grand experiment, perhaps it’s time for leaders at Zappos to reconsider the wisdom of this move. And if they do, it might be useful to keep in mind the importance of balancing the needs of the introverts and the extraverts.
[296 words]


[Time 4]

A System Designed for Introverts
Because Zappos’ adoption of Holacracy had been a major topic in the business press throughout 2014, I was pleased to have the opportunity in early 2015 to attend a half-day session on the innovative management system. The session was facilitated by one of the trainers who had been part of the team that oriented Zappos staff on the practices and principles of Holacracy.
What became clear very quickly in the session - and what was subsequently reinforced when I read Robertson’s book, Holacracy: The New Management System for a Rapidly Changing World - is that Holacracy is a system designed for introverts. I was stuck by how similar the Holacracy practices were to the meeting dynamics that were naturally used by the introvert group in the MBTI training exercise that I had attended many years earlier.
Holacracy values rationality and order. Its rules are very explicit that only one person may speak at a time and usually only when it is your turn to speak. While people are free and encouraged to speak candidly and authentically during their speaking time, there is none of the usual back and forth that is the more natural style of extraverts who like to talk things out.
Because I’m only a borderline extravert, my introvert side appreciated and valued the system’s cultivation of thoughtfulness. However, my extravert side was not at all comfortable with the proceedings. That’s probably because Holacracy successfully reverses the typically dynamics for what happens when introverts and extraverts are comingled by making sure that the introverts’ style of thinking things through prevails. Unfortunately, one of Holacracy’s unintended consequences is that it runs the risk of leaving the extraverts frustrated at the seeming rigidity of what feels like tedious and lifeless interaction.
[296 words]


[Time 5]
Messiness Is Not the Problem
As I became more familiar with Holacracy, especially after reading Robertson’s book, I appreciated the sincerity of what he set out to accomplish because I faced a similar task twenty years ago when I was a business executive leading a geographically distributed enterprise where endless debate among business factions thwarted our growth. It became undeniably clear that, if we were going to achieve our growth potential, we would have to stop the endless debate, and that meant designing meetings that worked.

As we set out to design a different way of interacting, I remembered the insights learned in the MBTI class and knew that, if we were to work at our very best, our meetings needed to balance the voices and the styles of both the introverts and the extraverts. Our solution was an innovative meeting format that has evolved over the years into what is now known as the Collective Intelligence Workshop. This meeting protocol became the foundation for a networked-based management system that successfully aligned the dispersed activity of our distributed business.

[179 words]


[Time 6]
The secret sauce of our new way of working was the continuous iteration between dynamics designed for the different needs of the introverts and the extraverts. There were times in these sessions where only one person could speak or where only clarifying questions could be entertained, especially early on when we were gathering initial information. There were other times where participants were engaged in small group exercises where the discussion was more free form in the accomplishment of a focused task. At other times the facilitator guided the participants through structured large group discussions where the individuals could build on each other’s ideas, often producing powerful ideas or results as the ostensible messy process morphed into creative insight.
We learned that messiness, in and of itself is not a problem - it’s unresolved messiness that’s the problem. Messiness is often the first stage of the creative journey, and if you structure out all the messiness, you run the risk of killing creativity.
A great work culture is one where creativity thrives because organizations are able to balance the voices of both the introverts and the extraverts in a way that both of these styles feel their voices matter. If Zappos wants to return to the Fortune list, perhaps pivoting to a system that better balances these differing styles might be the solution.

This article was originally published in the Huffington Post.
[231 words]
Source:management issues
http://www.management-issues.com/opinion/7272/why-holacracy-may-not-work-for-extraverts/


PartIII: Obstacle



Uber has a lot of rebuilding to do. On Tuesday, the embattled startup released the recommendations from a months-long investigation into its corporate culture.
Former U.S. Attorney General Eric Holder was hired to conduct the probe after a former engineer named Susan Fowler claimed the company refused to properly address sexual harassment allegations.
The 13-page document contains 47 different recommendations that largely confirm many of the concerns people had about what was going on inside the company.

"It's just a report -- now [Uber] actually has to make things happen," said Elizabeth Ames, SVP of marketing, alliances and programs at the Anita Borg Institute, which cut ties with Uber in May. "It definitely paints a picture of a company that was out of control," she added.
Related: Uber CEO takes leave of absence amid crises

Here are some of the glaring problems at the company, according to the report.
1. Uber considered "toe-stepping" a prized value
The company's 14 "cultural values" need some serious revamping. Things like Always Be Hustlin', Meritocracy, Toe-Stepping and Principled Confrontation "justify poor behavior" and should be rethought, according to the report.

2. Its human resources department wasn't properly serving its humans
Fowler's blog post, which catalyzed the investigation, placed much of the blame on Uber's HR department. The report confirms that the department is indeed disorganized, underutilized and lacks support from senior management.
The report tasks the department with record-keeping, a very basic function of HR. It suggests using software to track complaints, personnel records and employee data.

3. Some perks were reserved for the unattached
Uber offers a catered dinner for employees every night, but the timing made it inconvenient for those with families -- and set an expectation that people would work late every night. The report suggests moving the meal earlier to be more inclusive; Uber confirmed dinners will shift from 8:15 p.m. to 7 p.m. as a result.

4. Uber's frat culture was real ...
We've heard it many times: the company needs to grow up. That includes outgrowing its drinking habits. The report said managers should have an allowance of how much can be spent on alcohol, and there should be reimbursement restrictions for alcohol-related outings.

5. ... And so were employee hookups
In a 2013 email, obtained by Recode last week, CEO Travis Kalanick told employees not to hook up with someone in their chain of command. The report seems to suggest that Uber still doesn't have an official policy laying that out. It said Uber should provide "specific and clear guidance" to employees about intimate relationships, prohibiting them between people who report to each other in any capacity.

6. Uber execs held unchecked power
The report recommends the board add an independent chairperson to serve as a "check on Uber's management" and make sure the board is taking the recommendations seriously.
The chairperson will be key to holding new execs accountable, as Uber looks to fill position including CFO, general counsel and COO. Many of Uber's executive seats are currently vacant after a number of high profile exits, including Kalanick's controversial right-hand man, Emil Michael, who departed on Monday.

The report also asks that an "oversight committee" be created to hold the company accountable for things like ethical business practices, diversity and inclusion.

7. Employees were likely treated unequally
The report calls on Uber to update its discrimination and harassment policies, create transparent promotion requirements and take stock of its pay practices.

[574words]
Source:CNN

http://money.cnn.com/2017/06/13/technology/business/uber-workplace-culture-report/index.html




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发表于 2017-6-14 11:06:41 | 显示全部楼层
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发表于 2017-6-14 14:25:55 | 显示全部楼层
T2 02:36
T3 02:26
T4 01:37
T5 01:00
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发表于 2017-6-14 15:05:31 | 显示全部楼层
3'27
3'40
2'00
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发表于 2017-6-15 06:54:01 | 显示全部楼层
89-14打卡
Time2:6'10 53wpm
Chinese Recall:我在MBTI中了解到我在外向中得分低->MBTI的效用->在一堂课中,讲师把我们根据外向内向分为2组->外向组马上开始讨论,打断,得出结论,感到有趣->内向组先写,再低调推进->结果都有效->本质是内向人倾向思考,外向人倾向直接表达->如果放在一起,外向人直接说,内向人会感到奇怪->应该给内向人更多的表达机会。
No English recall because of lack of time
Time3:2'38 83wpm 3'44 79wpm
Chinese Recall:最重视文化的企业适合申请最佳雇主榜单->新榜单公布->1)谷歌7年内第8次榜首。2)鞋零售企业Zappo曾经榜上常客但已经第2年落榜。它曾以独特文化和创造快乐闻名。->Zappo历史,上榜情况。上榜这段时间创造了一个对待员工和顾客像家人的文化->太出名以至于不得不安排访客参观。
Chinese Recall:Zappo落榜和它采用Holacracy系统时间一样->CEO2012年参加一个软件公司老板做的presentation->老板使用Holacracy系统取消员工互动来避免负面效果->那老板认为困惑来自不安->因此重新设计各职能,各职能有重合,交互过程被监控->Zappo CEO听了后认为该系统能让它变为自我管理企业->于是2013年在HR试运行,2014年全面运行->现在他们也许后悔,其中最该重视的就是外向者和内向者平衡。
No English recall because of lack of time
Time4:3'35 82wpm
Chinese Recall:2014年Zappo的案例很出名,因此我很高兴2015年参加半天的创新管理模式会议。举办人是引导Zappo采用新系统的团队成员之一->我在读那个软件老总的书时,马上领悟并被不断加强的一点是:Holacracy采用的方式和我在那时了解到的内向人一样->Holocracy重视规则,一次一人说话,外向人不能插->实际改变传统的外向人主导局面,变成内向人主导->我的内向成分欣赏,但我的外向成分不爽,因为外向人积极性被打击,认为这无趣。
No English recall because of lack of time
Time5:2'15 79wpm
Chinese Recall:当我更了解Holacracy后,尤其在读那本书,我欣赏那老板的真诚,因为我当时也带过一个频繁争论的团队。为了推进工作,必须中止争论,采用新的管理模式。->我们找到的方法逐渐形成了现在的创新管理模式,并形成了现在的管理模式。
No English recall because of lack of time
Time6:2'25 95wpm
Chinese Recall:这个方法同时考虑了内向者和外向者的需求->有时只有一人可以说话或只有清晰问题可以表达->有时分成很多小组讨论->有时整体自由讨论->关键是让内向者和外向者都感到他们观点很重要。问题关键是混乱不是问题,只要被管理。如果扼杀所有混乱,就没有创造力。如果Zappo想改变,需要这样做。
No English recall because of lack of time
Obstacle:8'24 68wpm
Chinese Recall:前律师Eric调研Uber,发布报告。最重要的7点是:1)重新考虑文化中的一些内容。2)HR职责不够。3)晚餐时间提前。4)降低酒类开销。5)阻止员工过分亲密。6)设置监察员岗位。7)平等对待。
Former U.S attorney Eric was hired to probe Uber and delivered report. Most important points are: 1) Reconsider things such as toe-stepping in culture value. 2) HR is undervalued and its function only contains recording, which is too basic. 3) Current supper time prevents employees from staying with family. The company has changed supper time as a result. 4) Set allowance for drinking and restrictions on reimbursement of drinking. 5) Set policy to prevent hookups. 6) Set chairman to make sure that the company changes. 7) Equally treat every employee.
发表于 2017-6-15 07:50:05 | 显示全部楼层
T2 3:49
T3 4:28
T4 2:33
T5 1:34
T6 2:33
发表于 2017-6-15 09:05:01 来自手机 | 显示全部楼层
June 16 89-15 经管
Time2:01:23
Time3:01:54
Time4:02:01
Time5:01:12
Time6:01:33
发表于 2017-6-15 10:47:32 | 显示全部楼层
T2:3’00” [330 words]
When it comes to gathering and processing information, introverts and extraverts tend to show different ways.
T3:1’33”[219 words]       
There are companies renown for unique culture.  
1’29”[296 words]
Zappos once adopted a controversial organizational model, where people follow very specific rules designed to make sure that all voices are heard as they rationally resolve differences and reach agreements.
T4:2’07”[296 words]
Holacracy is a system designed for introverts but it would also frustrates the extraverts.  
T5:2’51”[179 words]
if we were to work at our very best, our meetings needed to balance the voices and the styles of both the introverts and the extraverts.
T6:1’12”[231 words]
Messiness, in and of itself is not a problem - it’s unresolved messiness that’s the problem. Messiness is often the first stage of the creative journey.
OBSTACLE:4’16”[574words]
发表于 2017-6-15 10:54:05 | 显示全部楼层
T2 02'12
T3 01'59
T4 01'17
T5 00'52
T6 01'00
发表于 2017-6-15 11:09:18 | 显示全部楼层
T1 3.20
T2 3.12
T3 3.03
T4 1.30
T5 2.03
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