Seven Habits[七个习惯]
(Stephen Covey)

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领导力与管理。 Stephen Covey的Seven Habits[七个习惯]解析。 (‘89)

目录

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由管理大师Stephen Covey 提出的的七个习惯是一项可以广泛应用于个人生活、社会生活以及职业生活的实用理论。 尽管如此,七个习惯理论还是更多地为领导者和管理人员所运用。 根据Covey,我们的行为范式影响着我们与人交往,最后,又反作用影响着别人与我们的交往。 因此,Covey认为,任何有效的帮助我们提高的方法都应该是“自内而外”的,而那些把问题归咎为外界环境的“自外而内”法是不可行的。 改变和提高,必须从检阅自身的性格特征、行为习惯以及心智动机开始。


七个习惯

  1. 积极主动。 这是一种控制环境的能力,而不是让环境来控制我们。 管理人员需要运用自我决断的能力以及对不同环境的应变能力来有效控制自己所处的环境。
  2. 以终为始。 管理人员必须能够预见期望的结果,然后再集中精力于那些帮助实现结果的要务上。
  3. 要事第一。 管理人员必须要能够管理自己, 也即自我管理。 管理人员所做的事情,都要能够围绕第二个习惯。 Covey认为,以终为始是第一位的,是心智创造的过程。 要事第一是第二位的,是实际创造的过程。
  4. 双赢思维。 这是人际关系领导力的最重要方面,因为大多数的成果都是建立在双赢基础上的。 因此,管理人员在实践中需要寻求能够实现双赢的办法。
  5. 知彼解己。 管理人员要通过有效的沟通,建立积极的人际关系,理解同仁和下属,自己也能够被他人理解。
  6. 统合综效。 这一条是创造性合作习惯, 合作努力往往要比单枪匹马获得更多。
  7. 不断更新。 我们要向过去的经验学习, 同时要鼓励其他人也这么去做。 Covey视过往经历为我们应对挑战、发展更高能力的一项最重要的资源。

2004年, Covey出版了新书 《第八个习惯:从高效到卓越》 (The 8th Habit:From Effectiveness to Greatness),又引入了第八个习惯:

  1. 找到你自己的心声,并激励他人去寻找他们的心声。 向“卓越”的目标努力,意味着你不再仅仅着眼于自己做一个高效能人士,而是要整合所有的个体,帮助别人共同实现卓越目标。 根据Covey,这一习惯代表着他的习惯模型的第三维度。 “卓越”意味着三个维度的交叠:
  • 个人卓越。 通过如下种种个体形式来应用七个习惯: 愿景、纪律、激情和良知,等等。
  • 领导卓越。 运用七个习惯塑造领导力,并贯彻于如下四种领导角色中:
    • 道路开拓者。 构建宏伟组织蓝图。
    • 力量联合者。 开发高效组织系统。
    • 授权者。 充分发挥聪明才干之士的作用。
    • 建模者。 构建组织内人与人之间的信任。 高效领导力的核心所在。
  • 组织卓越。 将卓越的目标贯彻到组织愿景、使命和价值中去, 为组织带来清晰前景、明确任务、忠诚员工、协同效应,并在组织内产生一种责任感和使命感。

参考书: Stephen Covey: Seven Habits of Highly Effective People [中译本《高效能人士的七个习惯》,中国青年出版社,2004] -

参考书: Stephen Covey: The 8th Habit: From Effectiveness to Greatness [中译本《高效能人士的第八个习惯》,中国青年出版社,2005] -


七个习惯 小组


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最近的话题

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管理资讯一站式平台


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