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所在平台: Udemy |
课程主页: https://www.udemy.com/course/a-prepared-mind-building-eight-essential-skills/
课程评论：没有评论
**课程名称：** 未来青睐有准备的头脑 (The Future Favors a Prepared Mind) **课程概述：** 本迷你课程是对作者合著的《领导者的准备头脑：领导者用于创新、决策和解决问题的八项技能》一书的更新。这本书自2006年出版以来，一直是作者在全球范围内为数千名参与者举办的多日研讨会的基础。 新冠疫情凸显了许多领导者并未为未来做好准备。有些未来所需的技能会随着时间而衰退，而有些则经久不衰。而与良好思考未来相关的技能，无疑是经久不衰的。正如著名法国微生物学家路易·巴斯德所言：“机遇青睐有准备的头脑。” 展望“咆哮的二十年代”的剩余时间乃至更远，我们可以将他的忠告改为：“未来青睐有准备的头脑。” 为未来做好准备的技能虽然简单，但并不容易。这些技能包括： * **观察 (Observing)：** 因为世界在不断变化。 * **想象 (Imagining)：** 因为未来没有数据。 * **推理 (Reasoning)：** 因为我们需要不断地重新连接“变化的点”。 * **反思 (Reflecting)：** 因为我们需要诚实地面对自己在成功和失败中的角色。 * **挑战 (Challenging)：** 因为我们需要测试自己和组织的思维。 * **决策 (Deciding)：** 因为我们需要通过改变周围的事物来前进。 * **学习 (Learning)：** 因为我们需要避免因过时信息和世界观而带来的停滞。 * **赋能他人 (Enabling others)：** 因为我们并非孤身一人，需要帮助他人，也需要他人帮助。 这些技能看似显而易见，但作者通过多年的交流得知，在许多组织中并非所有技能都能得到规律性的运用，甚至有三项技能经常被低估和欠缺使用。
This mini-course is an updated view of The Prepared Mind of a Leader: Eight Skills Leaders Use to Innovate, Make Decisions and Solve Problems, a book I co-authored in 2006 and have used since as the basis of a multi-day workshop I've presented globally to thousands of participants. Covid-19 has demonstrated that many leaders were not prepared for their future. Some skills we need for the future are perishable, and others are durable. The skills associated with good thinking about the future are most certainly durable. The famed French microbiologist, Louis Pasteur, was once accused of being lucky. His response has been paraphrased as "Chance favors the prepared mind." As we look into the remainder of the "roaring 20s" and beyond, we can modify his admonition to "The future favors the prepared mind." The skills associated with being prepared for the future are simple, but not easy. They are:Observing, because the world is constantly changing.Imagining, because there is NO data from the future.Reasoning, because we need to constantly reconnect the "changing dots."Reflecting, because we need to be honest about our role in both success and failures.Challenging, because we need to stress-test thinking, both ours and our organization's.Deciding, because we need to progress by changing things around us. Learning, because we need to avoid the stagnation that comes with obsolete information and world views. Enabling others, because we are not alone. We need to help others as they help us. These skills may seem obvious, but I know from many years of discussions that not all are regularly used in many organizations. In fact, three are regularly underused.
