学英语，长知识
导读
麦肯锡是世界最著名的咨询公司，它的思维方法、模型和解决方案为全世界所推崇。今天，让我们也来走近精英的思维，和世界同步。
It's easy to talk about innovation, reinvention, vision, and all the other business concepts that are supposed to offer new solutions to old problems. You just need a novel approach to a problem and you'll bypass whatever has held your company back.
谈论创新、再构建、愿景等所有为旧问题提供新解决方案的商业概念很容易。只需要一个新的问题解放方法，你就能绕过任何让你公司停滞不前的问题。
But there's a problem that these variations on a theme don't address. To do something novel, you need to break out of old patterns, associations, and habits.
但是有一个问题，是这些一个主题下的变化无法解决的。要让做的事情有创意，你需要打破旧的模式，联系和习惯。
Over time, we all become like carpenters who have become expert with a hammer and handsaw, but who may never have laid eyes on routers, power saws, nailing guns, and other tools that can help speed construction.
随着时间，我们都会变成木匠一样的人—— 用一个锤子，一把木锯就成了专家，但是他们可能从没有注意过路由器、动力 、打孔枪等这些可以在建筑中帮助加速的工具。
It's fine to talk about making smarter decisions, but how do you do that until you learn to think differently?
谈论怎样做出更英明的决策很好，但是在你改变思考方法之前，你会怎么做呢？
01
Use your networks. 利用你的人际网络
Every part of your business involves a network of people. There are people who are thought leaders, others who are receptive to ideas, those who produce products and services, and those who consume them.
Think of these networks as a graph, in which there are points, or nodes, connected by lines.将这些人际网络构想成一副图表，这幅图里有节点，有交叉，由线条连接。
The lines would represent such factors as trust, friendship, working partnerships, and influences. 这些线将代表诸如信任、友谊、工作伙伴和影响力之类的因素。
02
Let it evolve. 推导问题
The success of a product line, service, brand, or marketing strategy can hinge on（取决于）any number of different factors. 一条生产线、服务、品牌、或市场战略的成功取决于众多不同的因素，
Testing all of them is unrealistic, and a roll-the-dice bet（掷骰子打赌）is risky. Instead of trying to find the optimal solution in once step, use an evolutionary approach. Break the problem down into a series of tests, each one focusing on a factor that seems important. 将问题细化成一系列的测试，每个测试聚焦于一个看起来似乎重要的因素。
Over time you cull out the dead ends and advance.经过一段时间，你便能挑出死结，向前迈进。
03
Identify the decision agent. 识别决策主体
This approach looks at the dynamics of interactions among individuals, each trying to get the best outcome. It's like game theory, but more general because you don't assume（假设）that all the parties are acting in totally rational（理性的）ways.
Also, rather than assume you're necessarily talking about people, you can consider groups and organizations as well as individuals. Then you model the interactions as a set of competitions and cooperation among all involved: 建立一套涉及所有竞争和合作的互动模型。
You ascribe to（归因于）them beliefs and motives consistent with what you know (and think they know), consider how their payoffs change through the actions of others, determine the combinations of strategies they might collectively use, and seek an equilibrium where no agent can unilaterally deviate from the strategy without becoming worse off.
The decision agent approach lets you consider a problem in terms of the relevant players, what they're looking for, and how they behave. It may be that with the proper appeal to the right entities you can find an alternative solution to a problem.识别决策主体的方法让你从相关的参与者角度考虑一个问题，他们在寻求什么，他们如何表现。也许当恰当地迎合了正确的主体后，你便能找到问题的可选方案。
05
Look at the system dynamics. 看体系的动态
In engineering, you can get great value from describing a design problem as a complex system and looking at theinteractions, causes, and cascading effects（层叠效应）. There is an ultimate result, but you may have a wide choice of ways to affect that result.
A simple example from manufacturing could be addressing（解决）a lack of product inventory（产品库存）necessary to close sales. You could be constrained（受限于）by getting parts in house, the type of manufacturing equipment you have, issues in distribution from the factory to stores, or bad demand forecasting. Looking at thisinterconnected system（互相联系的系统）, you can identify where the biggest problems are and then see what different combinations of changes might do to availability. 你能识别最大的问题在哪，并观察到不同变化的组合可能对（产品）可及性造成的影响。
06
Parse your information processing. 分析信息处理过程
This isn't an analysis of IT per se（本身）, but instead examines the movement of information through the company. Look at who creates information, who uses or transforms it, or where it gets bottled up（被封锁）by employees. 看谁创造了信息，谁使用或转化信息，或者在哪里信息被职员封锁了。
If there are problems with decisions, it may be that you need to examine these flows of information（检查信息流）,making sure that everyone is getting the full set of information they need to operate. 确保每个人得到他们工作需要的全套信息。
None of these approaches is simple to implement. However, investigating the concepts may get you out of a jam and onto the road toward success.
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实用技能｜怎样改进团队协作，实现组织的有效？
实用技能｜怎样形成一份有效的行动计划——定义目标
职场｜实用技能｜怎样形成有效的行动计划——自我激励
职场｜怎样形成有效的行动计划——时间管理
职场｜怎样让我的人生很丰满——人际篇
职场｜怎样让我的人生很丰满？——走自己的路篇
职场｜怎样让我的人生很丰满？—— 自我定义篇（2）
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职场｜人际｜如何成为职场受欢迎的人？（2）
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实用技能｜怎样成为一个不让人讨厌的健谈者？(1)
职场｜实用技能｜怎样专业地做会议记录（3）？
职场｜实用技能｜怎样写一份总结报告？
职场｜实用技能｜团队建设（Team Building)的三个途径（二）
职场｜实用技能｜团队建设（Team Building)的三个途径（一）
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本文概览： 学英语，长知识导读麦肯锡是世界最著名的咨询公司，它的思维方法、模型和解决方案为全世界所推崇。今天，让我们也来走近精英的思维，和世界同...