Passing the Torch : 의학을 가르치는 것은 횃불을 전달하는 것과 같다.

1.판단을 하지 말고, 상황을 묘사하라

1.Make it descriptive, not judgmental

2.대략적으로, 광범위한 것보다는 구체적인 것에 대하여 하라

2.Be specific, not general

3.개인에 대한 것보다는 변화될 수 있는 행동에 초점을 두라

3.Focus on changeable behaviors rather than individual

4.행동에 따른 결과에 초점을 두라

4.Emphasize consequences

5.적절한 시점에 하라

5.Be timely

6.직접 보고 들은 정보를 바탕으로 하라

6.Base on first hand information

(출처 : 9th Jan. 2014. : The Art of Giving Effective Feedback – SCIME – YH & SK.)

처음의 네 단계는 경화된 현재 상태를 녹이는 역할을 하며, 5단계부터 7단계까지는 새로운 실천방식을 도입하는 과정이다. 8단계는 조직문화의 변화를 정착시키는 과정이다. 리더들은 종종 5,6,7단계만 시도하고는 하나 1단계부터 4단계까지의 '녹이는'과정을 무시한다면 굳건한 기반을 마련하지 못할 것이다. 그리고 8단계가 없이는 변화가 유지되지 못할 것이다.

The first four steps help unfreeze a hardened status quo. Steps five to seven introduce new practices. Step eight grounds the changes in the organizational culture. Leaders often attempt only steps five, six, and seven. However, neglecting any of the unfreezing activities (steps one through four), precludes the establishment of a solid base. Without step eight, the changes won't stick.

1. 변화가 시급하다는 분위기 조성하기 ↔ 변화가 시급하다는 분위기 조성에 실패

1. Establishing a Sense of Urgency
Examining the circumstances and identifying and discussing crises, potential problems, or major opportunities.

2. 리더십 그룹 형성하기↔ 강력한 지도부 부재

2. Creating the Leadership Group
Putting together a group with enough power to lead the change and getting the group to work together as a team.

3. 비전과 전략 개발하기↔ 비전의 부재

3. Developing a Vision and Strategy
Creating a vision to help direct the change effort and developing strategies for achieving that vision.

4. 의사소통을 통해 바뀐 비전을 공유하기↔ 비전의 소통과 공유의 부족

4. Communicating the Change Vision
Using every means possible to communicate the new vision and strategies, and having the leadership group model behavior expected of others in the organization.

5. 광범위한 행동을 지원(empowering)하고 이에 맞게 조직을 조정(align)하기↔ 새 비전을 위한 장애물 제거 안함

5. Empowering Broad-based Action or Aligning the Organization
Getting rid of obstacles, changing structures or systems that undermine vision, and encouraging risk taking nontraditional ideas, activities, and actions.

6. 단기 성과를 이룩하기↔ 체계적으로 계획하지 않고, 단기 성과를 이룩하지 않음

6. Generating Short-term Wins
Planning for visible improvements in performance, creating those wins, and visibly recognizing and rewarding people who make the wins possible.

7. 이점/이득을 축적하고 더 많은 변화를 만들어나가기↔ 너무 일찍 성공을 선언함

7. Consolidating Gains and Producing More Change
Using newly developed and increased credibility to change all systems structures and policies that don't fit the vision; developing the capacity of people who can implement the vision; and "reimaginating" the process with new projects, themes, and change agents.

8. 새로운 접근법을 조직문화로 만들기↔ 변화된 것을 조직의 문화로 들여오지 않음

8. Institutionalizing New Approaches in the Culture
Creating better performance through customer-oriented focus, better leadership, and more effective management; articulating the connections between new behaviors and organizational successes; and creating means to ensure leadership development and succession.

학습 조직

The Learning Organization

학습 조직이란 사람들이 '알기'보다 '배우기'를 추구하는 곳이다. 그들은 그들이 가진 세계관이 완벽하지 못함을 인정하기에, 전체 시스템을 더 잘 이해하기 위해서 서로로부터 배운다. 이것은 서로의 관점을 존중하며 알아가는(respectful inquiry)과정을 통해 이루어진다.

A learning organization is a place in which people seek to learn rather than know. They admit that their pictures of the world are incomplete and therefore they need to learn from each other in order to fully understand the whole system. They do this through a process of respectful inquiry into each other's world views.

학습 조직에서는 탐구(inquiry)와 성찰(reflection)이 일이 진행되는 것과 함께 자연스럽게 같이 이루어지며, 이것이 장기적으로 조직을 효율적으로 만든다.

A learning organization is structured to include mechanisms which ensure inquiry and reflection as a natural part of ongoing work, which leads to long term organizational effectiveness

갈등의 고조단계

단호한 태도(Inflexibility) - 평가절하(Discounting) - 공격적 태도(Aggression)

• Inflexibility : Hardening, Persuasion, Manipulation
      => 회유(conciliation)가 효과적
• Discounting : Polarization, Loss of respect, Threats
      => 회유(conciliation), 중재(mediation)가 효과적
• Aggression : Verbal aggression, Physical aggression, Destructive behaviors
      => 중재(mediation), 구속력 있는 조정(binding arbitration)이 효과적

ㅗ

갈등의 유형

• Hardening : 난 내가 옳다고 생각해
• Persuasion : 내가 옳다고 생각하게끔 만들어야겠어
• Manipuation : 그들이 틀렸다는 것을 보여주기 위해서는 무엇이든 할거야
  

• Polarization : 내가 옳다고 생각하는 사람만 모여봐
• Loss of respect : 걔네들은 상대할 가치도 없어
• Threats : 우리와 같은 편이 아닌 사람들을 우리가 압도해야 해
  

• Verbal aggression : 그 인간은 @$#%@야
• Physical aggression : 이거나 가져가!
• Destructive behaviors : 내가 질 수도 있어. 그렇지만 그들이 승리한다고 해도 손해가 상당할 거야

갈등의 수준을 진단하기

• 전략적 갈등(Strategic conflict) : Decisional level에 근원. 전략을 수립할 때의 분열
• 깊숙히 자리잡은 갈등(Entrenched conflict) : Interpretive level에 근원. 가치관의 대립
• 유발된 정서적 갈등(Triggered emotional conflict) : Reflective level에 근원. 정서적 갈등
• 사실의 오해(Misunderstanding of Fact) : Objective level에 근원. 표면적 수준의 갈등.

(출처 : http://memorise.org/brain-articles/differences-vertical-lateral-thinking-00683.html)

Vertical Thinking vs Lateral Thinking

(출처 : info.sks.cz/users/jo/?download=8a_Creativity.ppt‎)

Six Thinking Hats is a book by Edward de Bono which describes a tool for group discussion and individual thinking involving six colored hats. "Six Thinking Hats" and the associated idea parallel thinking provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively.^[2]

In 2005, the tool found some use in the United Kingdom innovation sector, where it was offered by some facilitation companies and had been trialled within the United Kingdom's civil service.^[3]

Underlying principles

The premise of the method is that the human brain thinks in a number of distinct ways which can be deliberately challenged, and hence planned for use in a structured way allowing one to develop tactics for thinking about particular issues. De Bono identifies six distinct directions in which the brain can be challenged. In each of these directions the brain will identify and bring into conscious thought certain aspects of issues being considered (e.g. gut instinct, pessimistic judgement, neutral facts). None of these directions are completely natural ways of thinking, but rather how some of us already represent the results of our thinking.

Since the hats do not represent natural modes of thinking, each hat must be used for a limited time only. Also, many will feel that using the hats is unnatural, uncomfortable or even counter productive and against their better judgement.

A compelling example presented is sensitivity to "mismatch" stimuli. This is presented as a valuable survival instinct, because, in the natural world: the thing that is out of the ordinary may well be dangerous. This mode is identified as the root of negative judgement and critical thinking.

Six distinct directions are identified and assigned a color. The sixth meta thinking (Blue) is discussed in the next section. The other 5 directions are:

• Information (White) - considering purely what information is available, what are the facts?
• Emotions (Red) - intuitive or instinctive gut reactions or statements of emotional feeling (but not any justification)
• Discernment (Black) - logic applied to identifying reasons to be cautious and conservative
• Optimistic response (Yellow) - logic applied to identifying benefits, seeking harmony
• Creativity (Green) - statements of provocation and investigation, seeing where a thought goes

Coloured hats are used as metaphors for each direction. Switching to a direction is symbolized by the act of putting on a coloured hat, either literally or metaphorically. These metaphors allow for a more complete and elaborate segregation of the thinking directions. The six thinking hats indicate problems and solutions about an idea the thinker may come up with.

DEBONO 6 HATS 20 PAGES.pdf

DeBono 6 hats.pub

리더십

- Hierarchical                 :            위계적

- Symbolic (스티브잡스)    :            상징적

- Bureaucratic                 :           관료적

- Facilitative                   :            촉진적

The Four Developmental Stages of the Organization

1단계 - 위계 조직

Phase 1 - The Hierarchical Organization

Leadership in the hierarchical organization operates in the style of benevolent paternalism. Orders and incentives come from the top down. Management may believe in spending time listening to what subordinates say, but this feedback is commonly ignored in the real process of management. The worker is imaged as a child who is cared for by a fatherly leader, and who, by following the rules and working hard, can win favour in the organization. The top-rated skills involve problem-solving, administrative effectiveness and “keeping calm.” Basically, this style is reactive. The main agenda is responding to problems and crises as they occur. A major preoccupation of management is keeping labour submissive, which may involve discouraging unions.

Harrison Owen in his book, Spirit, has a telling description of the reactive organization: “It doesn’t seem to make much difference what you do, just do something: react. Things get done but what things and to what purpose is not always clear.” Overly zealous accountability means the workforce sees keeping and looking busy as a prime value.

2단계 - 제도 조직

Phase 2 - The Institutional Organization

While the hierarchical organization at its worst is characterized by the “big boss” style and the crisis mode, the institutional organization is a miracle of organization. There are the board of directors, the shareholders, the CEO, the vice presidents of this, that and the other, the managers, the supervisors, the workers.

This is the large, efficient bureaucracy. Its style is that of responsiveness. As Harrison Owen remarks, this kind of organization “is truly a pleasure to work with, for they seem to recognize what the business is, and are prepared to go all the way to ensure that you, the customer, are fully met, even if they do not understand all the details of the operation.”

3단계 - 협력 조직

Phase 3 - The Collaborative Organization

If the first two phases were primarily concerned with the patterns of power relations, profit, efficient production and customer service, the preoccupations of the last two phases are with maximizing vision, creativity, interaction, communication and collaboration.

If the first two phases are all about structure, the last two are more about process, though structure remains important.

Interaction is the core characteristic of the collaborative phase. These organizations aim for real teamwork between all members and departments. Their missional goal is to make a quality impact on society. Structurally, this is a lattice organization. All the parts are integral to the whole, and no part may be replaced without altering the whole. They are concerned about reducing rigidity, and increasing the flow of creativity.

4단계 - 학습 조직

Phase 4 - The Learning Organization

The learning organization is blessed with a high degree of interactive learning, an emphasis on human resource development and concern with “making a difference.” To some extent, the organization itself becomes a message to the world, offering its own vision of human relations for the future. This phase involves a new take on “quality” and “learning”. The learning organization is necessarily a network, made up of self-directed teams.

Using the model of servant leadership, the leaders quietly enable others to maximize their performance through a system of layered mentoring. The quality of communication is empathetic throughout. The worker is a microcosm of the organization, and is encouraged to assume responsibility for the whole, beyond his or her job description. Outside involvement in the community and personal growth are encouraged as relevant to the organization’s vision.

218vjjm5vbb6m03n9i0us72tn401OrgJourneyArticle.pdf

인간은 실수를 하기 마련이지만, 진짜로 일을 망치려면 컴퓨터가 필요하다.

"To err is human, but to really foul things up you need a computer."
–Paul Ehrlich

문제에만 집중해서는 결코 해답을 찾지 못할 것이다.
If you focus on the problem you'll never see the solution"
–patch adams

우리가 결정해야 할 것은 우리에게 주어진 시간 동안 무엇을 할 것인가이다.

All we have to decide is what to do with the time that is given to us.
–Lord of the Rings: The Fellowship of the Ring

삶은 초콜릿 상자와 같다. 어떤 것을 갖게 될지 알 수 없다.

Life is like a box of chocolates. You never know what you're gonna get.
–Forrest Gump

중요한 것은 공포가 아니라 거기에 어떻게 대응하는가이다. 이건 마치 마라톤선수에게 고통스럽냐고 묻는 것과 같다. 중요한 것은 고통을 느끼는지가 아니라 그것을 어떻게 다루는지이다.

Fear is not what's important, it's how you deal with it. It would be like asking a marathon runner if they feel pain. It's not a matter of whether you feel it, it's how you manage it.
–War Photographer

우리의 삶은 우리에게 온 기회에 의해서 정의된다. 비록 우리가 그것을 놓치더라도 말이다.

Our lives are defined by opportunities, even the ones we miss.
–The Curious Case of Benjamin Button

나의 첫 번째 원칙은, "최선을 기대하면서 최악에 대비하는 것"이다.

My number one rule is, ‘Hope for the best, plan for the worst.
–The Bourne Ultimatum

우리가 누구인지를 보여주는 것은 우리의 능력이 아니라 우리의 선택이다.

It is not our abilities that show what we truly are... it is our choices.
–Harry Potter and the Chamber of Secrets

모든 사람은 죽는다. 그러나 모든 사람이 진정으로 살아있는 것은 아니다.

"Every man dies, but not every man really lives."
–"Braveheart"

고대 이집트인들에게는 죽음에 대한 아름다운 믿음이 있었다. 그들의 영혼이 천국에 들어갈 때, 문지기들은 두 가지를 묻는다. 그리고 그 대답에 따라서 천국에 들어갈 수 있는지 없는지가 결정된다. 질문은 '삶을 살면서 즐거움을 찾았느냐?', '다른 사람에게 즐거움을 주었느냐?' 이다.

“You know, the ancient Egyptians had a beautiful belief about death. When their souls got to the entrance to heaven, the guards asked two questions. Their answers determined whether they were able to enter or not. ‘Have you found joy in your life?’ ‘Has your life brought joy to others?’”
–The Bucket List

역경 속에서 피어난 꽃이 모든 꽃 중에서 가장 드물고 아름답다.

“The flower that blooms in adversity is the most rare and beautiful of all.”
–Mulan

삶은 네가 쉰 숨의 양이 아니라, 숨을 멎을 것 같은 순간이야

“Life is not the amount of breaths you take, it’s the moments that take your breath away.”
–Hitch

둘 중 하나다. 하거나 하지 않거나. 한번 해보는 것 따위는 없다.

"Do or do not, there is no try."
– Star Wars Episode V

딜란, 피카소, 뉴튼같이 위대한 예술가들은 실패를 감수했다. 위대해지고 싶다면 우리도 그 위험을 감수해야 한다.

The greatest artists like Dylan, Picasso and Newton risked failure. And if we want to be great, we’ve got to risk it too.
– Jobs

큰 힘에는 큰 책임이 따른다.

"With great power comes great responsibility."
–Spider-Man

문제를 해결하는 첫 번째 단계는 문제가 있음을 인지하는 것이다.

First step in solving any problem is recognizing there is one.
–The Newsroom (U.S. TV series)

(http://www.inc.com/lou-adler/best-interview-question-ever.html)

The Only Interview Question That Matters BY Lou Adler

This single question provides the depth and breadth of insight needed to reach a fast, unanimous Hire/Don't Hire decision.

지금까지 당신의 경력(커리어)에서 가장 의미있는(중요한, Significant) 성취를 한 가지 고른다면 무엇을 꼽겠습니까?

What single project or task would you consider your most significant accomplishment in your career to date?

이 질문이 왜 그렇게 강력한지를 알아보려면, 당신이 면접을 보고 있고, 방금 그 질문을 받았다고 생각해보라. 어떤 성취를 선택하겠는가?

To see why this simple question is so powerful, imagine you're the candidate and I've just asked you this question. What accomplishment would you select?

그리고는 다음 15분~20분동안 다음의 질문을 추가로 던질 것이다. 어떻게 대답하겠는가?

Then imagine that over the course of the next 15-20 minutes I asked you the following follow-up questions. How would you respond?

•좀 더 구체적으로 묘사해줄 수 있나요?

Can you give me a detailed overview of the accomplishment?
•당신의 동료, 직함, 위치, 역할, 관여된 팀에 대해서 말해주세요.

Tell me about the company, your title, your position, your role, and the team involved.
•실제로 성취한 결과는 무엇인가요?

What were the actual results achieved?
•언제 있었던 일이고, 얼마나 오래동안 일어난 일이었나요?

When did it take place and how long did the project take?
•당신이 선택된 이유는?

Why were you chosen?
•그 문제를 해결하는 동안 부딪친 3~4개의 가장 큰 과제는 무엇이었나요?

What were the 3-4 biggest challenges you faced and how did you deal with them?
•특별히 애를 쓰거나 솔선해서 했던 것은 무엇인가요?

Where did you go the extra mile or take the initiative?
•그 계획에 대해서 설명해주세요. 어떻게 Manage했는지, 어떻게 성공 여부를 측정했는지

Walk me through the plan, how you managed it, and its measured success.
•그 일을 둘러싼 환경과 자원에 대해서 말해보세요.

Describe the environment and resources.
•상관(manager)의 스타일과 당신은 그 스타일을 어떻게 생각했는지 말해주세요

Explain your manager's style and whether you liked it.
•목표를 달성하기 위해서 필요로 했던 기술들은 무엇이며, 그 기술들은 어떻게 사용되었나요?

What were the technical skills needed to accomplish the objective and how were they used?
•가장 큰 실수는 무엇인가요?

What were some of the biggest mistakes you made?
•그 프로젝트에서 진정으로 즐겼던 면은 어떤 점인가요?

What aspects of the project did you truly enjoy?
•가장 관심을 두었던 측면과 그것을 어떻게 다루었는지(handle) 설명해주세요.

What aspects did you not especially care about and how did you handle them?
•다른 사람들을 어떻게 관리했고 어떻게 영향을 주었는지 예를 들어보세요.

Give examples of how you managed and influenced others.
•한 인간으로서 어떻게 변화했으며 어떻게 성장했나요?

How did you change and grow as a person?
•다시 한다면 어떤 면을 다르게 할 것 같은가요?

What you would do differently if you could do it again?
•그 일로 인해 공식적으로 인정받은 것이 무엇인가요?

What type of formal recognition did your receive?

충분히 대단한 성취이고, 그 세세한 내용이 20분은 충분히 채울 수 있다면 면접관은 이 한 가지의 질문만으로도 응시자에 대해 알아야 할 모든 것을 알아낼 수 있다. 중요한 것은 이 질문 자체가 아니고, 이것은 그저 장치일 뿐이다. 가장 중요한 것은 그 성취에 관한 디테일이며, 그 디테일을 파고드는 것이 바로 면접에서 진짜로 다루고자 하는 것이다.

With an accomplishment big enough, and answers detailed enough to fill 20 minutes, this one line of questioning can tell an interviewer everything he or she needs to know about a candidate. The insight gained is remarkable. But the real secret ingredient is not the question; that's just a setup. The most important elements are the details underlying the accomplishment. This is what real interviewing is about -- delving into the details.

똑똑한 면접 질문을 던지기 위해서 시간을 많이 쓰지 말고, 대신 이 한 가지 질문에 시간을 투자하라. 질문을 다시 던지고 점을 연결하라.

Don't spend time asking clever interview questions; instead, spend time learning to get the answer to just this one question. Then ask it again and begin to connect the dots. After you hire a few people this way, you'll also call it the most important interview question of all time.

개개인들이 가능한 것의 한계를 스스로 늘려나가는 한, 그리고 집단의 노력을 통해서 어떻게 함께 일할 수 있는지 배울 수 있는 한 최첨단의 기술조차 우리를 돕지 못할 것이다.

Unless individuals can stretch the limits of what they believe possible, and unless we can learn how to work together in a collective effort, even the best technology can’t help us.
–Douglas Engelbart

지혜로운 사람은 누구인가? 바로 모든 사람들로부터 배우는 사람이다.

Who is a wise person? One who learns from all people
– The Talmud

우리가 겪는 첫 번째 고통의 근원은 우리가 말하기를 두려워하는 것에 있다. 그것은 우리 안에 있는 침묵이 축적될 때 태어난다.

What is the source of our first suffering? It lies in the fact that we hesitated to speak. It was born in the moment when we accumulated silent things within us
– Gaston Bachelard

바보도 '아는 것'은 할 수 있다. 중요한 것은 '이해하는 것'이다.

“Any fool can know. The point is to understand.”
– Albert Einstein

내일 죽을 것처럼 살아라. 평생 살 것처럼 배워라.

“Live as if you were to die tomorrow. Learn as if you were to live forever.”
– Mahatma Gandhi

나는 그렇게 머리가 좋지 않다. 다만, 질문과 더 오래 씨름할 뿐이다.

“It is not that I'm so smart. But I stay with the questions much longer.”
– Albert Einstein

나에게 말해주면 잊을 것이고, 가르쳐주면 기억할 것이고, 참여시켜주면 학습할 것이다.

“Tell me and I forget, teach me and I may remember, involve me and I learn.”
– Benjamin Franklin

나는 가르치는 사람(선생님)이 아닙니다. 나는 자각하도록 돕는 사람입니다.

“I am not a teacher, but an awakener.”
– Robert Frost

내가 믿는 한, 독학(self-education)은 유일한 형태의 학습이다

“Self-education is, I firmly believe, the only kind of education there is.”
– Isaac Asimov

진정한 배움의 결과는 변화다.

“Change is the end result of all true learning.”
– Leo Buscaglia

그것이 바로 배운다는 것이다. 평생 이해하고 있던 것을 어느 순간 문득 새로운 방향에서 이해하게 된다.

“That is what learning is. You suddenly understand something you've understood all your life, but in a new way.”
– Doris Lessing

과거를 배우면 미래를 정의할 수 있다.

“Study the past if you would define the future.”
– Confucius

배움은 아이들의 놀이가 아니다. 고통 없이 배울 수 없다.

“Learning is not child's play; we cannot learn without pain.”
– Aristotle

리더십과 배움은 서로에게 필수적이다.

“Leadership and learning are indispensable to each other.”
– John F. Kennedy

배움의 아름다운 점은 아무도 당신으로부터 그것을 빼앗아갈 수 없다는 것이다.

“The beautiful thing about learning is that nobody can take it away from you.”
– B.B. King

지혜는 학교를 다녀서 생기는 것이 아니라, 평생의 노력으로 얻어지는 것이다.

“Wisdom is not a product of schooling but of the lifelong attempt to acquire it.”
– Albert Einstein