第一篇：關(guān)于干的越多錯誤越多的討論發(fā)言

關(guān)于干的越多，錯誤越多的討論

我們工作中經(jīng)常會出錯，我們的人生也是在不斷地失誤中成長。出錯是不可避免的，任何人都不例外，而年輕人更是如此。出錯并不可怕，但一定要正確地對待它，同一類問題多次出錯，比出錯本身更可怕。究其出錯的原因，可謂五花八門，有時還不可思議。大致可分為：認(rèn)識不足型、業(yè)務(wù)不精型、忙中出亂型、疏忽大意型、自以為是型、情緒波動型。

對于認(rèn)識不足和業(yè)務(wù)不精兩種類型，需要加強(qiáng)學(xué)習(xí)，提高認(rèn)識，強(qiáng)化職業(yè)素養(yǎng)。這是基礎(chǔ)，沒有條件可講。但即使有了基礎(chǔ)，也同樣會出差錯，這就是忙中出亂、疏忽大意、自以為是、情緒波動等原因造成的。我以為這些原因是可以通過制定管理制度來控制的，使其出錯幾率盡可能的減少。

對于至今無人認(rèn)識的問題，不是用出錯來討論的話題，那只能叫探索。之所以叫出錯，是因為已有標(biāo)準(zhǔn)，而你的行為偏離了標(biāo)準(zhǔn)。對于突破標(biāo)準(zhǔn)的問題，那叫創(chuàng)新，也不是出錯的范疇。對于出錯的問題，我認(rèn)為可以采用以下一些方法和途徑來達(dá)到盡可能避免出錯的目的： 一．工作流程標(biāo)準(zhǔn)化。

合理的工作流程是避免出錯的基本保證。法律上特別講究程序的合理性，程序不合理的做法一定要推倒重來。工作中同樣如此，不經(jīng)過合理的流程是很難保證不出問題的，這已成為大家的共識，因此，制定合理的工作流程顯得至關(guān)重要。工作流程首先要標(biāo)準(zhǔn)化，同時要合理并具有可操作性，最后必須執(zhí)行到位。只有這樣，才能在宏觀上控制出錯的可能，即使有問題也不會太離譜。所以工作流程的標(biāo)準(zhǔn)化是我們工作伊始必須的工作。對于工作中出現(xiàn)的新情況，新問題也應(yīng)及時補(bǔ)充相應(yīng)管理流程。

二、工作目標(biāo)超前化。

所謂超前主要是指自己能夠做的工作，盡可能先做，這樣我們就可以有更多的時間來完成剩下的工作。相對充裕的時間，是避免出錯的保證。有時候不妨根據(jù)自己的經(jīng)驗，或口頭溝通后，把工作超前挺進(jìn)。這樣做肯定是有返工風(fēng)險的，但在當(dāng)前工期日益緊張的情況下，這樣的風(fēng)險是值得冒的，有時也是必須冒的，而且大多數(shù)時候。

三、基礎(chǔ)工作日常化。

基礎(chǔ)工作很重要，要有意識的隨時總結(jié)，不斷儲備，讓基礎(chǔ)工作日常化。俗話說的好基礎(chǔ)不好地動山搖。基礎(chǔ)工作日常化要落實到人，而且還應(yīng)當(dāng)是有相當(dāng)經(jīng)驗和業(yè)務(wù)水準(zhǔn)的人來做；領(lǐng)導(dǎo)必須重視基礎(chǔ)工作，在利益分配上要關(guān)注。這樣才能達(dá)到良好的效果。四．經(jīng)驗教訓(xùn)廣泛化

一個人一生不可能經(jīng)歷所有的事情，在工作中自己的經(jīng)驗和教訓(xùn)要總結(jié)，別人的乃至各種渠道得來的經(jīng)驗都是非常重要的信息，要眼觀六路，耳聽八方，自己的錯誤不能重復(fù)，別人的覆轍同樣不要重演。團(tuán)隊中每個人得到的信息要主動反饋，要讓所有相關(guān)的人盡可能的知道。因此，渠道的暢通非常重要。只有廣泛的吸取教訓(xùn)，才能使出錯不斷減少。

九．管理監(jiān)督制度化

讓管理監(jiān)督制度化，讓崗位責(zé)任清晰化，讓管理流程明確化，盡可能不要等到出了問題后，再來彌補(bǔ)制度的不足。當(dāng)然亡羊補(bǔ)牢也是必須的。

第二篇：書越借越多

書，越借越多（新春走基層）

一個小小的尖頂，一扇不加鎖可以隨意開關(guān)的小門，造型像個人工制作的鳥巢，無人值守，每個人都可以自由取書閱讀??無錫街頭出現(xiàn)了這樣的小小圖書館。1月23日，記者在江蘇無錫天一中學(xué)校門前公交站臺旁發(fā)現(xiàn)，“鳥巢圖書館”不僅吸引著乘客關(guān)注，且圖書越借越多。

記者看到，這個木制的“鳥巢圖書館”上有兩塊銅牌，一塊刻著中文“無錫1號鳥巢圖書館”，并注明“24小時免費”“歡迎隨時閱讀，讀完放回原處”“若要取走一本書，請留下一本書”，另一張則用英文注明“Little Free Library”“take a book，return a book”。在“鳥巢圖書館”的側(cè)面，貼著“鳥巢圖書館的故事”，說明這個圖書館建立的緣由。市民黃成在這個公交站臺等候時，看到“鳥巢圖書館”，產(chǎn)生了濃厚興趣，不停地用手機(jī)拍照，并打開圖書館的小門，從里面取出書，認(rèn)真地讀了起來。黃成說：“在公交站臺放置這樣一個圖書館，不僅可以讓乘客打發(fā)無聊的等候時間，還可以激發(fā)大家讀書的興趣。”這個無人值守、自由閱讀的“鳥巢圖書館”由天一中學(xué)教師師素方倡議建立。說起建立動機(jī)，師素方在微信中說，“幾個不認(rèn)識的人站著或坐著或蹲著，圍在一個街角或樹下看書，這個場面很溫馨，在過于泛濫的電子時代，讓閱讀回歸，讓心靈找回寧靜，一個小小的鳥巢圖書館即可。”

“鳥巢圖書館”的書越借越多。1月23日下午，記者數(shù)了一下圖書數(shù)量，共有53本圖書和雜志，比最初設(shè)立時的22本增加了31本。

設(shè)立“鳥巢圖書館”受到市民歡迎。師素方稱，她接受網(wǎng)友的委托，又定制了3個鳥巢圖書館。錫山區(qū)委宣傳部相關(guān)負(fù)責(zé)人也稱，他們將在全區(qū)推廣這樣的公益活動，促越來越多的人加入到閱讀隊伍中來。

第三篇：補(bǔ)丁越多希望越多名人故事

又是一年秋風(fēng)起。

老樹的葉子，隨著蕭瑟秋風(fēng)，像是斷了翅的蝴蝶，墜落了一地。老卡洛斯深深吸了一口氣：“又得去借錢過日子了。”他轉(zhuǎn)頭看了看在樹下玩耍的兒子卡洛斯·特維斯，眉頭鎖得更緊了。

20世紀(jì)八十年代后期，阿根廷遭遇了嚴(yán)重的經(jīng)濟(jì)危機(jī)，老卡洛斯家的生活便是在這場經(jīng)濟(jì)風(fēng)暴中變得窘困不堪的。打零工的老卡洛斯因為經(jīng)常找不到工作，家里總是沒有食物。無奈之下，他只得到處去求人，到處去借錢，以此來養(yǎng)活他的老婆，還有他6歲的兒子卡洛斯·特維斯。

在小卡洛斯·特維斯幼小的心靈里，記得最多的便是“卑微”這兩個字。他清楚地記得，父親借錢時的情形，母親哭泣的眼睛。他發(fā)誓，將來一定要出人頭地，回報自己的父母。

但，現(xiàn)實的殘酷，不是靠他心里的誓愿便能改變的。12歲的時候，他身上的衣著還是一如幼時——破舊不堪，污穢無比。因為衣服上打的補(bǔ)丁實在太多，人們給他起了個綽號——“補(bǔ)丁小子”。在人們的嘲笑聲中，卡洛斯·特維斯每天的生活都在悶悶不樂中度過。

那天，卡洛斯·特維斯看到操場上有人在踢足球，內(nèi)心不禁被打動，他沖上球場便將球搶到了面前，表示要和他們一起玩足球。可是，沒過多長時間，熱愛足球的卡洛斯·特維斯就無心踢球了。

卡洛斯·特維斯出生在布宜諾斯艾利斯南郊的圣意西德羅區(qū)，被人習(xí)慣稱為“FuerteApache”。這個名稱來自美式英語，用來表示那里是黑人族居、社會治安極亂的地方。在卡洛斯·特維斯踢球的過程中，伙伴們以這個理由來侮辱他，以他身上臟亂的衣服來嘲笑他。甚至，就連看臺上的小觀眾也大聲喊他“補(bǔ)丁小子”。

傷心的卡洛斯·特維斯回到家里，父母的安慰也沒能止住他眼里簌簌而落的淚水。他伏在母親的懷中說：“我再也不和他們一起玩球了。”

從此，屋后的一塊平地上，多了一個落寞的身影——那是卡洛斯·特維斯一個人在繼續(xù)著他的足球夢想。但卡洛斯·特維斯不知道，他一個人的足球夢想只是在空洞地繼續(xù)著，球技卻永遠(yuǎn)無法有所長進(jìn)。

那是一個黃昏的午后，卡洛斯·特維斯的“球場”上來了一個老人，他叫卡爾特。卡爾特問卡洛斯·特維斯為什么一個人練球。本來，卡洛斯·特維斯不想回答，因為他不想將自己的心事吐露出來。可是，多日的委屈讓他實在憋不住了，在淚水中，他將滿腹的委屈都倒了出來。

卡爾特老人憐愛地摸了摸卡洛斯·特維斯的頭，問他：“你的出生地布宜諾斯艾利斯的圣意西德羅，你現(xiàn)在有辦法改變嗎？”卡洛斯·特維斯想了想，搖了搖頭。

“那你現(xiàn)在身上的衣服，你覺得能改變嗎？”卡爾特看著他身上的襤褸衣衫，繼續(xù)問。

卡洛斯·特維斯想到自己貧寒的家境，又搖了搖頭。

“既然無法改變，那為什么不去面對現(xiàn)實？”卡爾特一臉慈愛，“其實，你身上也有新的東西。”

“新的東西？”卡洛斯·特維斯感到好笑，自己的身上居然還會有新的東西？

卡爾特的手指指向卡洛斯·特維斯身上的一塊補(bǔ)丁，說：“這不是一塊新的補(bǔ)丁嗎？”

卡洛斯·特維斯瞧了瞧，確實沒錯，這是母親昨天晚上剛打的補(bǔ)丁。可是，這補(bǔ)丁能算得上是新的東西嗎？

卡爾特看著他狐疑的臉蛋，說：“最起碼，你身上每天都有塊新的補(bǔ)丁出現(xiàn)。再小，也是新的東西。再小，也代表著希望。你的衣服，補(bǔ)丁越多，希望就越多。孩子，記著，你的衣服就是你的生活，你的未來……”卡爾特頓了頓，拉著卡洛斯·特維斯的手繼續(xù)講，“補(bǔ)丁越多，希望越多。”

年少的卡洛斯·特維斯的心靈被震動了。他沒想到，自己身上的補(bǔ)丁在別人的眼中，居然也是希望的所在。“最起碼，這塊補(bǔ)丁是新的。”卡爾特的話，久久回蕩在他的耳邊。

翌日早上，他便重返了真正的球場，在伙伴們的嘲笑聲中，繼續(xù)著他的足球之旅。時日一久，人們看到了一個一心練球而兩耳不聞別人冷言熱語的少年，在用汗水澆灌自己的夢想，便再也不去嘲笑他了。

他的球技，在一日復(fù)一日的練習(xí)下，在“最起碼，這塊補(bǔ)丁是新的”的激勵下，與日漸長。

20xx年，卡洛斯·特維斯首次代表青年隊參賽，勇奪“頭號種子”的美名。在20xx年南美解放杯足球大賽中，他以出色的球技贏得了全場關(guān)注的目光和熱烈的掌聲；20xx年雅典奧運會，他猶如神助，以精湛的球技幫助阿根廷隊贏得了金牌。在巴西科林西安，身為隊長的他率隊奪取了20xx年的聯(lián)賽冠軍，53場進(jìn)31球的效率令人咋舌。在此期間，他先后贏得了“歐洲足球先生”和“美洲足球先生”的稱號，在各國國家隊射手榜上，他名列第二。他以撞不倒的平衡能力、出眾的爆發(fā)力、靈活的變線和超人的球感，令對手聞風(fēng)色變，膽戰(zhàn)心驚。

因為他那矮壯的身材，卻有著出色的速度和平衡性，令人驚嘆的突破能力，人們給了他一個永久性的桂冠——馬拉多納重生。

卡洛斯·特維斯，這個被譽為“賽場雄獅”和“重生的馬拉多納”的足球超級明星，在成功的背后，光環(huán)的下面，他永遠(yuǎn)記得那句話——最起碼，今天身上還有塊新的補(bǔ)丁！因為，那是逆境中能迎風(fēng)飛翔的箴言，是黑暗里能刺破天宇的光亮，是陰霾里能撥云見日的最強(qiáng)風(fēng)。

第四篇：TED演講選擇越多,困惑越多 英文稿

I'm going to talk to you about some stuff that's in this book of mine that I hope will resonate with other things you've already heard, and I'll try to make some connections myself, in case you miss them.I want to start with what I call the “official dogma.” The official dogma of what? The official dogma of all western industrial societies.And the official dogma runs like this: if we are interested in maximizing the welfare of our citizens, the way to do that is to maximize individual freedom.The reason for this is both that freedom is in and of itself good, valuable, worthwhile, essential to being human.And because if people have freedom, then each of us can act on our own to do the things that will maximize our welfare, and no one has to decide on our behalf.The way to maximize freedom is to maximize choice.The more choice people have, the more freedom they have, and the more freedom they have, the more welfare they have.This, I think, is so deeply embedded in the water supply that it wouldn't occur to anyone to question it.And it's also deeply embedded in our lives.I'll give you some examples of what modern progress has made possible for us.This is my supermarket.Not such a big one.I want to say just a word about salad dressing.175 salad dressings in my supermarket, if you don't count the 10 different extra-virgin olive oils and 12 balsamic vinegars you could buy to make a very large number of your own salad dressings, in the off chance that none of the 175 the store has on offer suit you.So this is what the supermarket is like.And then you go to the consumer electronics store to set up a stereo system--speakers, CD player, tape player, tuner, amplifier.And in this one single consumer electronics store, there are that many stereo systems.We can construct six and a half million different stereo systems out of the components that are on offer in one store.You've got to admit that's a lot of choice.In other domains--the world of communications.There was a time, when I was a boy, when you could get any kind of telephone service you wanted, as long as it came from Ma Bell.You rented your phone.You didn't buy it.One consequence of that, by the way, is that the phone never broke.And those days are gone.We now have an almost unlimited variety of phones, especially in the world of cell phones.These are cell phones of the future.My favorite is the middle one--the MP3 player, nose hair trimmer, and creme brulee torch.And if by some chance you haven't seen that in your store yet, you can rest assured that one day soon you will.And what this does is it leads people to walk into their stores asking this question.And do you know what the answer to this question now is? The answer is “No.” It is not possible to buy a cell phone that doesn't do too much.So, in other aspects of life that are much more significant than buying things, The same explosion of choice is true.Health care--it is no longer the case in the United States that you go to the doctor, and the doctor tells you what to do.Instead, you go to the doctor, and the doctor tells you, well, we could do A, or we could do B.A has these benefits, and these risks.B has these benefits, and these risks.What do you want to do? And you say, “Doc, what should I do?” And the doc says, A has these benefits and risks, and B has these benefits and risks.What do you want to do? And you say, “If you were me, Doc, what would you do?” And the doc says, “But I'm not you.” And the result is--we call it “patient autonomy,” which makes it sound like a good thing.But what it really is is a shifting of the burden and the responsibility for decision-making from somebody who knows something--namely the doctor--to somebody who knows nothing and is almost certainly sick and thus not in the best shape to be making decisions--namely the patient.There's enormous marketing of prescription drugs to people like you and me, which, if you think about it, makes no sense at all, since we can't buy them.Why do they market to us if we can't buy them? The answer is that they expect us to call our doctors the next morning and ask prescriptions to be changed.Something as dramatic as our identity has now become a matter of choice, as this slide is meant to indicate.We don't inherit an identity, we get to invent it.And we get to re-invent ourselves as often as we like.And that means that every day when you wake up in the morning, you have to decide what kind of person you want to be.With respect to marriage and family, there was a time when the default assumption that almost everyone had is that you got married as soon as you could, and then you started having kids as soon as you could.The only real choice was who, not when, and not what you did after.Nowadays, everything is very much up for grabs.I teach wonderfully intelligent students, and I assign 20 percent less work than I used to.And it's not because they're less smart, and it's not because they're less diligent.It's because they are preoccupied, asking themselves, “Should I get married or not? Should I get married now? Should I get married later? Should I have kids first, or a career first?” All of these are consuming questions.And they're going to answer these questions, whether or not it means not doing all the work I assign and not getting a good grade in my courses.And indeed they should.These are important questions to answer.Work--we are blessed, as Carl was pointing out, with the technology that enables us to work every minute of every day from any place on the planet--except the Randolph Hotel.(Laughter)

There is one corner, by the way, that I'm not going to tell anybody about, where the WiFi works.I'm not telling you about it because I want to use it.So what this means, this incredible freedom of choice we have with respect to work, is that we have to make a decision, again and again and again, about whether we should or shouldn't be working.We can go to watch our kid play soccer, and we have our cell phone on one hip, and our Blackberry on our other hip, and our laptop, presumably, on our laps.And even if they're all shut off, every minute that we're watching our kid mutilate a soccer game, we are also asking ourselves, “Should I answer this cell phone call? Should I respond to this email? Should I draft this letter?” And even if the answer to the question is “no,” it's certainly going to make the experience of your kid's soccer game very different than it would've been.So everywhere we look, big things and small things, material things and lifestyle things, life is a matter of choice.And the world we used to live in looked like this.That is to say, there were some choices, but not everything was a matter of choice.And the world we now live in looks like this.And the question is, is this good news, or bad news? And the answer is yes.(Laughter)

We all know what's good about it, so I'm going to talk about what's bad about it.All of this choice has two effects, two negative effects on people.One effect, paradoxically, is that it produces paralysis, rather than liberation.With so many options to choose from, people find it very difficult to choose at all.I'll give you one very dramatic example of this, a study that was done of investments in voluntary retirement plans.A colleague of mine got access to investment records from Vanguard, the gigantic mutual fund company of about a million employees and about 2,000 different workplaces.And what she found is that for every 10 mutual funds the employer offered, rate of participation went down two percent.You offer 50 funds--10 percent fewer employees participate than if you only offer five.Why? Because with 50 funds to choose from, it's so damn hard to decide which fund to choose that you'll just put it off until tomorrow.And then tomorrow, and then tomorrow, and tomorrow, and tomorrow, and of course tomorrow never comes.Understand that not only does this mean that people are going to have to eat dog food when they retire because they don't have enough money to put away, it also means that making the decision is so hard that they pass up significant matching money from the employer.By not participating, they are passing up as much as 5,000 dollars a year from the employer, who would happily match their contribution.So paralysis is a consequence of having too many choices.And I think it makes the world look like this.(Laughter)

You really want to get the decision right if it's for all eternity, right? You don't want to pick the wrong mutual fund, or even the wrong salad dressing.So that's one effect.The second effect is that even if we manage to overcome the paralysis and make a choice, we end up less satisfied with the result of the choice than we would be if we had fewer options to choose from.And there are several reasons for this.One of them is that with a lot of different salad dressings to choose from, if you buy one, and it's not perfect--and, you know, what salad dressing is? It's easy to imagine that you could have made a different choice that would have been better.And what happens is this imagined alternative induces you to regret the decision you made, and this regret subtracts from the satisfaction you get out of the decision you made, even if it was a good decision.The more options there are, the easier it is to regret anything at all that is disappointing about the option that you chose.Second, what economists call opportunity costs.Dan Gilbert made a big point this morning of talking about how much the way in which we value things depends on what we compare them to.Well, when there are lots of alternatives to consider, it is easy to imagine the attractive features of alternatives that you reject, that make you less satisfied with the alternative that you've chosen.Here's an example.For those of you who aren't New Yorkers, I apologize.(Laughter)

But here's what you're supposed to be thinking.Here's this couple on the Hamptons.Very expensive real estate.Gorgeous beach.Beautiful day.They have it all to themselves.What could be better? “Well, damn it,” this guy is thinking, “It's August.Everybody in my Manhattan neighborhood is away.I could be parking right in front of my building.” And he spends two weeks nagged by the idea that he is missing the opportunity, day after day, to have a great parking space.Opportunity costs subtract from the satisfaction we get out of what we choose, even when what we choose is terrific.And the more options there are to consider, the more attractive features of these options are going to be reflected by us as opportunity costs.Here's another example.Now this cartoon makes a lot of points.It makes points about living in the moment as well, and probably about doing things slowly.But one point it makes is that whenever you're choosing one thing, you're choosing not to do other things.And those other things may have lots of attractive features, and it's going to make what you're doing less attractive.Third: escalation of expectations.This hit me when I went to replace my jeans.I wear jeans almost all the time.And there was a time when jeans came in one flavor, and you bought them, and they fit like crap, and they were incredibly uncomfortable, and if you wore them long enough and washed them enough times, they started to feel OK.So I went to replace my jeans after years and years of wearing these old ones, and I said, “You know, I want a pair of jeans, here's my size.” And the shopkeeper said, “Do you want slim fit, easy fit, relaxed fit? You want button fly or zipper fly? You want stonewashed or acid washed? Do you want them distressed? You want boot cut, you want tapered, blah blah blah...” On and on he went.My jaw dropped, and after I recovered, I said, “I want the kind that used to be the only kind.”

(Laughter)

He had no idea what that was, so I spent an hour trying on all these damn jeans, and I walked out of the store--truth be told--with the best fitting jeans I had ever had.I did better.All this choice made it possible for me to do better.But I felt worse.Why? I wrote a whole book to try and explain this to myself.The reason I felt worse is that, with all of these options available, my expectations about how good a pair of jeans should be went up.I had very low expectations.I had no particular expectations when they only came in one flavor.When they came in 100 flavors, damn it, one of them should've been perfect.And what I got was good, but it wasn't perfect.And so I compared what I got to what I expected, and what I got was disappointing in comparison to what I expected.Adding options to people's lives can't help but increase the expectations people have about how good those options will be.And what that's going to produce is less satisfaction with results, even when they're good results.Nobody in the world of marketing knows this.Because if they did, you wouldn't all know what this was about.The truth is more like this.(Laughter)

The reason that everything was better back when everything was worse is that when everything was worse, it was actually possible for people to have experiences that were a pleasant surprise.Nowadays, the world we live in--we affluent, industrialized citizens, with perfection the expectation--the best you can ever hope for is that stuff is as good as you expect it to be.You will never be pleasantly surprised because your expectations, my expectations, have gone through the roof.The secret to happiness--this is what you all came for--the secret to happiness is low expectations.(Laughter)(Applause)

I want to say--just a little autobiographical moment--that I actually am married to a wife, and she's really quite wonderful.I couldn't have done better.I didn't settle.But settling isn't always such a bad thing.Finally, one consequence of buying a bad-fitting pair of jeans when there is only one kind to buy is that when you are dissatisfied, and you ask why, who's responsible, the answer is clear.The world is responsible.What could you do? When there are hundreds of different styles of jeans available, and you buy one that is disappointing, and you ask why, who's responsible? It is equally clear that the answer to the question is you.You could have done better.With a hundred different kinds of jeans on display, there is no excuse for failure.And so when people make decisions, and even though the results of the decisions are good, they feel disappointed about them, they blame themselves.Clinical depression has exploded in the industrial world in the last generation.I believe a significant--not the only, but a significant contributor to this explosion of depression, and also suicide, is that people have experiences that are disappointing because their standards are so high.And then when they have to explain these experiences to themselves, they think they're at fault.And so the net result is that we do better in general, objectively, and we feel worse.So let me remind you.This is the official dogma, the one that we all take to be true, and it's all false.It is not true.There's no question that some choice is better than none, but it doesn't follow from that that more choice is better than some choice.There's some magical amount.I don't know what it is.I'm pretty confident that we have long since passed the point where options improve our welfare.Now, as a policy matter--I'm almost done--as a policy matter, the thing to think about is this.What enables all of this choice in industrial societies is material affluence.There are lots of places in the world, and we have heard about several of them, where their problem is not that they have too much choice.Their problem is that they have too little.So the stuff I'm talking about is the peculiar problem of modern, affluent, Western societies.And what is so frustrating and infuriating is this: Steve Levitt talked to you yesterday about how these expensive and difficult to install child seats don't help.It's a waste of money.What I'm telling you is that these expensive, complicated choices--it's not simply that they don't help.They actually hurt.They actually make us worse off.If some of what enables people in our societies to make all of the choices we make were shifted to societies in which people have too few options, not only would those people's lives be improved, but ours would be improved also.This is what economists call a Pareto-improving move.Income redistribution will make everyone better off--not just poor people--because of how all this excess choice plagues us.So to conclude.You're supposed to read this cartoon, and, being a sophisticated person, say, “Ah!What does this fish know? You know nothing is possible in this fishbowl.” Impoverished imagination, a myopic view of the world--and that's the way I read it at first.The more I thought about it, however, the more I came to the view that this fish knows something.Because the truth of the matter is that if you shatter the fishbowl so that everything is possible, you don't have freedom.You have paralysis.If you shatter this fishbowl so that everything is possible, you decrease satisfaction.You increase paralysis, and you decrease satisfaction.Everybody needs a fishbowl.This one is almost certainly too limited--perhaps even for the fish, certainly for us.But the absence of some metaphorical fishbowl is a recipe for misery, and, I suspect, disaster.Thank you very much.(Applause)

第五篇：銷售員手中擁有的客戶數(shù)量越多

銷售員手中擁有的客戶數(shù)量越多，做生意的基礎(chǔ)就會越穩(wěn)固。沒有客戶的銷售員一定不是好的銷售，沒有客戶就意味著沒有業(yè)績，后果很嚴(yán)重。都是銷售，為什么你沒有客戶？可以從下文找找原因。

1、手中擁有的潛在客戶數(shù)量不多。

優(yōu)秀銷售員之所以能源源不斷地售出產(chǎn)品，原因就在于他們擁有足夠多的客戶數(shù)量。研究表明，業(yè)績不佳的銷售員手中擁有客戶數(shù)量少的原因，在于他們常犯有以下三個錯誤中的一個或幾個：

(1)不知道到哪里去開以潛在客戶;

(2)沒有識別出誰是潛在客戶;

(3)懶得開發(fā)潛在客戶。

由于開發(fā)潛在客戶是一項費時勞力的工作，因此一些銷售員不愿意去開發(fā)潛在顧客，只滿足于和現(xiàn)有顧客打交道，這是一種自殺的做法。因為現(xiàn)在顧客常以各種各樣的原因離你而去，如客戶轉(zhuǎn)產(chǎn)、倒閉或人事變動，他們每年以15%-25%的速度遞減。這樣，銷售員如果不能不斷開發(fā)新客戶來補(bǔ)充失去的客戶，那么4-7年后，銷售員手中的客戶數(shù)量就會變成零。?

2、抱怨、借口特別多。

業(yè)績不佳的銷售員，常常抱怨，借口又特別多，他們常常提到的抱怨、借口如：“這是我們公司的政策不對。”“我們公司的產(chǎn)品、質(zhì)量、交易條件不如競爭對手。”與其尋找借口，倒不如做些建設(shè)性的考慮，如：“這樣做可能打動顧客。”“還有什么更好的方法?”

事實上當(dāng)人們面臨真正的困難時，通常是連話都說不出來的;如果還能夠找些借口為自己辯解的話，這表示還沒有完全發(fā)揮出自己的能力。

3、依賴心十分強(qiáng)烈。

業(yè)績不佳的銷售員，總是對公司提出各種各樣的要求，如要求提高底薪、差旅費、加班費等，而且經(jīng)常拿別家公司作比較。銷售員不能向任何人要求保障，必須完全靠自己。沒有指示就不會做事，沒有上級的監(jiān)督就想法人情，這種人是絕對無法成為優(yōu)秀銷售員的。真正優(yōu)秀的銷售員經(jīng)常問自己：“自己能夠為公司做些什么”，而不是一味地要求公司為自己做些什么。

4、對銷售工作沒有自豪感。

優(yōu)秀銷售員對自己的工作都感到非常的驕傲，他們把推銷工作當(dāng)作一項事業(yè)來奮斗。缺乏自信的銷售員，如何能取得良好業(yè)績?想要向顧客推銷出更多的產(chǎn)品，銷售員至少必須要有一份自傲--你能夠告訴顧客他所不知道的事情。

5、不遵守諾言。

一些銷售員雖然能說善道，但業(yè)績卻不佳，他們有一個共同的缺點，就是“不遵守諾言”。昨天答應(yīng)顧客的事，今天就忘記了。銷售員最重要的是講究信用，而獲得顧客信任的最有力的武器便是遵守諾言。

6、容易與顧客產(chǎn)生問題。

無法遵守諾言的銷售員，與顧客之間當(dāng)然容易發(fā)生總是一些銷售員急于與顧客成交，結(jié)果，自己無法做到事情，也答應(yīng)下來，這是一種欺騙顧客的行為。優(yōu)秀銷售員與顧客之間也會發(fā)生問題。但是，他們卻能夠迅速地給予顧客滿意的解決方法，這樣反而獲得顧客的信賴。記住，當(dāng)與顧客談生意的時候，最重要的是讓對方感覺出自己的誠意。

7、半途而廢。

業(yè)績不佳的銷售員的毛病是容易氣餒。推銷是一場馬拉松賽跑，僅憑一時的沖動，是無法成功的。悶高放棄成功的信念，并堅持不懈地追求下去，才能達(dá)到目的。

8、對顧客關(guān)心不夠。

推銷成功的關(guān)鍵在于銷售員能否抓住顧客心，如果不善于察言觀色的話，生意一定無法成交。銷售員既要了解顧客的微妙的心理，也要關(guān)于選擇恰當(dāng)?shù)臅r機(jī)采取行動。這就需要對顧客的情況了如指掌，那些不關(guān)心顧客的銷售員，是無法把握和創(chuàng)造機(jī)會的。