职场72变:职场中改变的几种途径

1. Embrace the power of one. One company I worked with posted 8 values and 12 competencies they wanted employees to practice. The result: Nothing changed. When you have 20 priorities, you have none. Research on multi-tasking reveals that we're not good at it. Focus on one behavior to change at a time. Sequence the change of more than one behavior.

1. 专一的力量。我曾经合作过的一家公司，有8条价值观和12条核心竞争力希望员工实践。结果却毫无改变。当最重要的事有20件，那等于没有紧急的事。对多任务的研究表明，我们并不擅长同时处理很多事。集中精力一次改变一项行为，一个接着一个来。

2. Make it sticky. Goal theory has taught us that for goals to be effective, they need to be concrete and measurable. So with behaviors. "Listen actively" is vague and not measurable. "Paraphrase what others said and check for accuracy" is concrete and measurable.

2. 增加粘性。目标理论告诉我们，有效的目标应该是明确并可测量的。行为也一样，“积极听取”这个行为很模糊，也无法衡量，“回想别人的话并且判别正确性”则明确可测。

3. Paint a vivid picture. As Herminia Ibarra outlines in her book Working Identity, imagining new selves can be a powerful force for change. Use stories, metaphors, pictures, and physical objects to paint an ugly image of "where we are now" and a better vision of a glorious new state. This taps into people's emotions, a forceful lever for (or against) change.

3. 生动地描绘。如Herminia的《职业身份》一书所述，幻想新的自己是促进改变的巨大力量。通过讲故事，打比方，画图或实物，来描绘“我们的现状”，然后用一幅更好的画面来呈现“美丽新世界”，这样可以触及到人的情感面，更有力地促使（或阻止）改变发生。

4. Activate peer pressure. As social comparison theory shows, we look to others in our immediate circle for guidance for what are acceptable behaviors. Peers can set expectations, shame us or provide role models. This is also the case for online groups. Ask peers to set expectations and put pressure on one another. Sign up friends on facebook to check in on your behaviors (or use a company network tool).

4. 激发同伴间竞争。根据社会比较理论，我们会参照身边的圈子，来判断什么样的行为是可以接受的。同伴的行为会让我们设立预期，或是让我们羞愧，或是成为我们角色的榜样。这一点同样体现在网络社区。同伴间相互设置期望，能给彼此带来压力。注册facebook(或使用公司的网络工具)后加些好友，然后把你的行为“签到”。

5. Tweak the situation. How do you get employees to eat healthier food in the company cafeteria? You could educate them about healthy food. Or you could alter the physical flow. Google did just that. Using the cue that people tend to grab what they see first, they stationed the salad bar in front of the room. You nudge people, not by telling them directly, but indirectly, by shaping their choices. Use different default settings, frame things as losses (not gains) and so on.

5. 改变环境。如何让员工在公司的自助餐厅吃更健康的食物呢？你当然可以对他们进行健康食品教育，或者你还可以改变人流方向。谷歌在这点上做得很好。人们往往去拿他们所看到的第一样东西，根据这中心理暗示，谷歌就把沙拉放在餐厅的最前面。想要推动别人，不必直接告诉他们，而是间接方法——修改他们的选择，比如使用不同的默认设置,习惯于没有（而非拥有）等等。

6. Teach and coach well. Many behaviors have a skill dimension.I may not know how to prioritize work, even though I am motivated to do so. Be a good teacher or coach (or, be a good learner if you're trying to change your own behaviors).

6. 做个好榜样。很多行为需要技巧，比如我很想按工作的重要性做事，但是我不知道怎么做。管理人员应该做个好的老师或教练(如果你想改变自己的行为，那就做个好学生)。