政治学习
木愉
以前在国内，政治学习是工作的一个组成部分。记得那时，政治学习是每天早上十点，持续一个小时。不外是领导们读报或者读文件，再加一点信息通告。气氛沉闷，昏昏欲睡。多年过去，政治学习早就成了一个遥远的历史记忆。因为疫情，在家工作，每周部门要远程聚会一次，除了每人通报自己的工作，上司通报重大事项，还有一个内容是读书汇报讨论。读的书是统一布置的，每周一个人介绍一章，然后大家讨论，谈感触，说体会。已经读过的一本是Daniel H. Pink（丹尼尔· 平克）的《Drive》(驱动力)。现在正读的是《To Sell Is Human》(销售有关人性)。作者不是浪得虚名之徒，其著作都荣登了纽约商务畅销书名单榜首。下面是他的简历：
著名未来学家、超级畅销书作家、趋势专家，TED大会特邀演讲嘉宾，全球50位最具影响力的商业思想家之一。
全球排名第一的演讲经纪公司华盛顿演讲局演讲家，与该公司签约的名人还有美国前总统里根、英国前首相撒切尔夫人、美国前国务卿鲍威尔、美联储前主席格林斯潘。
曾任美国前副总统阿尔•戈尔的首席演讲撰稿人，美国前劳工部部长罗伯特• 赖克的得力助手。
世界知名杂志《连线》特约编辑，《纽约时报》《哈佛商业评论》《快速公司》等的长期撰稿人，也是全球著名媒体CNN、CNBC、ABC、NPR的商业趋势分析专家。著有《全新思维》《驱动力》等。
美国西北大学文学学士，耶鲁大学法学博士，蜚誉全球的美国大学优等生荣誉学会会员，杜鲁门学者奖获得者。
下周一，轮到我介绍。如同学习毛主席著作一样，我不敢怠慢，把书读了不止一遍，然后整理成概要。看Word里的工具栏里有翻译功能，就好奇地姑且试了一回。鼠标指处，英文文本就生成了一个中文文本，再略微编辑一下，就成了下面这个，可读性还将就吧。
第 九章 服务
在肯尼亚，小型公共汽车是长途旅行的主要交通工具。 小巴士的司机在开车时非常疯狂，因此坐小巴士是非常危险的。难怪肯尼亚是世界上人均交通死亡率最高的国家之一。
为了解决这个问题，政府已经尝试了很多方法，如降低限速、修路、鼓励使用安全带，在路面上建造一些凸起，以便司机不得不减速。但是因为资金短缺，这个痼疾一直难以根除。
乔治敦大学的两位经济学家设计了一个改变司机行为的方法。他们招募了2，276个司机，并把它们分成两组，对照组和实验组。
在实验组中，研究人员放置了五张贴纸。 所有的贴纸都敦促乘客在司机疯狂开车时，要大声喊叫、大声抱怨。
令人惊奇的是，这种方式非常奏效。 实验组里大声抱怨的乘客比对照组的多了三倍。 不过，最不可思议的是，实验组里的小型巴士的保险理赔费用要比对照组的少得多。 特别是涉及伤害或死亡的索赔下降了至少50%。
这个案例证明，贴纸动员了乘客，而乘客影响了司机。由此提供了理解最终技能（服务）的方法。
销售和非销售都有关服务。服务不仅是资源的交换，而且还改善他人的生活，并改善世界。
如何达到服务的目标？ 从贴纸示例中，作者提供了两种方法：与人相关和目的性。
1. 与人相关
丹尼尔·平克再次用一个故事或一个例子来表达他的观点。
放射科医生不直接与病人打交道。 他们只分析X光片、CT和MRI，这会使他们感到跟人不相关和机械性。 甚至会消极地影响他们的工作表现。
一位名叫耶霍纳坦·特纳的以色列年轻放射科医生，想出了一个办法，来激励他的同事们工作。 特纳拍摄了大约300名接受CT扫描的患者的照片。 患者的照片会与病人的扫描捆绑在一起。 当放射科医生分析CT扫描图像以进行评估时，他们会看到图像旁边的病人照片。作了这种改变之后，放射科医生对病人有了更多的同情， 而且他们的工作质量有了巨大提升。
在放射科医生中，区分是否出色的标准是能否获取"偶然的发现"。"偶然的发现"是意外的发现，并不跟医生最初寻找的病症直接相关。 特纳挑选了81张放射科医生90天前附带照片的扫描结果，并将其分配给同一组放射科医生。 这一次，病人的照片被从扫描中删除。 结果不可思议。这次，在所有的已经报告的“偶然发现”里，80%漏掉了。
这个案子告诉了我们什么？ 它告诉我们，如果放射科医生看到病人的照片伴随着扫描，他们会觉得他们是在与有血有肉的人打交道，而不仅仅是一个物理图像。 使工作跟人相关将提高他们的表现，提高工作质量。
跟人相关有两面性。 一种是认清买你的东西的人，另一边是把自己放在你试图要卖的东西的后面。丹尼尔 · 平克用另一个故事来解释这一点。 一天，他和他的家人去尝试一家新餐馆。 在大厅里，他发现了一个镶嵌了餐馆老板照片的相框，上面有如下信息。
"如果你在餐馆的经历不爽，请拨打我的手机703-624-2111"。
这表明，这个老板愿意对自己所销售的东西负责。 作为一个人，他愿意为他所卖的食物背书，他把服务跟人紧紧联系在一起。
这让我想起了亚里士多德曾经说过的一句话，推销是否成功，取决于推销人的个人品行是否好，是否值得顾客信赖。
2. 目的性
令人难以置信的是，在美国的医院里，大约1/20的住院病人会因感染而生病，每年有9.9万名患者因此死亡，损失达400亿美元。
防止这种情况发生的逻辑步骤是鼓励医护人员经常洗手。 然而，美国医院的洗手频率相当低。
如何鼓励医护人员洗手？ 我们医院有健康培训课程，每个团队成员每年必须受训并通过。关于洗手的条款就包括在课程中，不过不确定是否有效。 亚当·格兰特和大卫·霍夫曼做了一个研究，看看他们能否找到更好的方法来推动医院员工改变他们的行为。
他们设计了三个标志。
- 保持手的卫生可以防止你感染疾病。
- 保持手的卫生可防止病人感染疾病。
- 擦上洗手液， 洗手。
他们的团队前往美国一家医院，在医院的66个肥皂和洗手液箱子旁边张贴上这三个标志。两周后，他们发现最有效的标志是第二个。
9个月后，他们又开始了另一个实验。 这一次，他们只使用前两个标志。 结果第一个没有任何效果，但第二个（防止病人得病 ）让洗手的比率提高了10%。 这些发现表明，健康和安全信息不应关注自我，而应该关注目标群体。
人类不仅会考虑自身利益，而且也会为社会考虑。 为了帮助我们理解这一 点，让我们 看下面的示例。
研究人员将参与者分为三个小组。 第一组阅读为什么拼车有利于环境的信息，第二个阅读为什么拼车可以节省钱的信息，第三个阅读有关拼车的一般信息。 他们阅读信息后，被要求填写一些无关的调查问卷。然后，他们被告知离开，并丢弃任何剩余的文件。 有两个垃圾箱可供选择。 一个是常规废物箱，另一个是回收箱。 令人惊讶的是，大约90%的第一组选择了回收箱，但第二组和第三组只有50%选择了回收箱。这说明，讨论一种有利于社会的生活方式会影响人们普遍的的行为方式。
作者 介绍了"仆人领袖"一词。 这个术语是由前美国 AT&T 公司一个中层管理人员罗伯特·格林利夫创造的。 对罗伯特·格林利夫来说，一个最有效的领导人不是一个英勇的、负责的指挥官，而是一个安静而谦逊的指挥官。 这种类型的领导者把服务放在第一位，首先倾听，接受和同情而不是拒绝。 把这个原理应用于推销，那就是理想的销售应该是如仆人一样推销。 先服务，再推销。推销的本质是改善世界，为这个世界提供它不知道它所缺少的东西。
Chapter 9 Serve summary
In Kenya, a small bus is the main transportation vehicle for long distance travel. The drivers of the small bus are quite wild when they are driving and therefore seating in the small bus is very risky. That might be one of the reasons why Kenya has one of the highest per capita rates of traffic deaths in the world.
The government had tried many ways, such as reducing speed limit, repair roads, encourage seat belt use, install speed bumps and so on, to solve the problem, but the problem is still there due to funding shortage.
Two Georgetown University economists designed a method to change the behavior of the drivers. They recruited 2,276 drivers and divided them into two groups, control group and experimental group.
In the experimental group, researchers placed five stickers. All of the stickers urged passengers to take actions like yelled out and complained loudly when the drivers driving crazily.
It is amazing that this way worked very well. The passengers in experimental group were three times as likely to heckle drivers as those in the control group. In the end, the small buses with stickers had much less insurance claims. Especially the claims involving injury or death fell by more than 50%.
This case proved that the stickers moved the passengers and the passengers moved the driver, which offers a way to understand the final skill: To SERVE.
Sales and non-sales selling are about service. Service is not only an exchange of resources but also improve others’ lives and, in turn, improving the world.
How to reach the goal of service? From the sticker example, the author provided two ways: Make it personal and make it purposeful.
1. Make it personal
Again, Daniel Pink used a story or an example to express his point of view.
Radiologists don’t deal with the patients directly. They read the X-rays, CTs and MRIs, which can make them feel impersonal and mechanical. And even have negative impact on their performance.
A young Israeli radiologist named Yehonatan Turner had an idea to move his fellow practitioners do their jobs better. Turner took pictures of about 300 patients who came for a CT scan. The pictures would be associated with the patients’ scans. When the radiologists read the CT scan to make an assessment, they would see the photo next to the image. After this change, the radiologists felt more empathy to the patients. The results show even dramatic changes.
Outstanding radiologists are able to identify “incidental findings”. “Incidental findings” are something else abnormal that are not the physician was originally looking for. Turner selected 81 of the photo-accompanied scans that the radiologists had found incidental findings 90 days ago and assign them to the same group radiologists. This time, the patients’ photos were removed from the scans. The outcome was 80% of the incidental findings were not reported.
What does this case tell us? It tells us if the radiologists saw the patients’ photos accompanied with the scans, they would feel they are dealing with the real human being instead of just a physical image. Make their jobs personal would boost their performance and increase the quality of care.
Make it personal has two sides. One is to recognize the human being behind what you are selling and the other side is to put yourself personal behind whatever you are trying to sell. Daniel Pink used another story to explain this. One day, he and his family went to try a new restaurant. While in the lobby, he found a framed sign with a photograph of the restaurant’s owner.
“If you had anything less than a great experience, please call my cell 703-624-2111”.
This framed sign indicated that the owner was willing to be accountable for what he was selling. He, as a human being, was behind the food that he was selling and he made the service personal.
This reminds me what Aristotle said “Persuasion is achieved by the speaker's personal character when the speech is so spoken as to make us think him credible.”
2. Make it purposeful
It is unbelievable that about 1/20 hospitalized patients contracts an infection in a US hospital and 99K patients died because of this and $40 billion loss a year.
The logical step to prevent this from happening would be to encourage the providers and staff to regularly wash their hands. However, the frequency of hand washing in US hospitals is pretty low.
How to encourage the clinical providers and staff to wash hands regularly? IU health has the training courses, which include hands washing that each team member has to take and pass each year. Not for sure if it works. Any way Adam Grant and David Hofmann did a research to see if they could find a better way to move the hospital employees to change their behavior.
They designed three signs.
- Hand hygiene prevents you from catching disease.
- Hand hygiene prevents patients from catching disease.
- Gel in, wash out.
Their team went to a US hospital to post the signs next to 66 of the hospital’s soap and hand-sanitizing gel dispensers. After the two weeks, they found that the most effective sign was the 2nd one.
9 month later, they started another experiment. This time, they used the first two signs only. The result was the first one did not have any effect but the 2nd one (prevent the patients from catching diseases) boosted hand washing by 10%. These findings suggest that health and safety messages should focus not on self but rather on the target group.
Human beings are not just motivated by self-interest but also by prosocial or self-transcending. To help us understand this, let’s see the example below.
The researchers assigned the participants to three groups. The first one read information about why car sharing is good for the environment, the 2nd one read why car sharing can save money and the 3rd one read general info about car travel. After they read the info, they were asked to fill a few unrelated questionnaires. Then they were told to leave and discard any remaining papers they still had. There were two bins available for them to choose. One is marked regular waste and the other one for recycling. Amazingly, about 90% of the first group chose the recycle one but only 50% of the 2nd and 3rd groups chose recycle. Discussing purpose in one case moved the people to behave differently in the 2nd case. This indicates that human beings can be motivated by prosocial.
The author introduced the term “Servant Leader”. This term was created by former AT&T executive Robert Greenleaf. According to Robert Greenleaf, a most effective leader is not a heroic and take-charge commander but a quieter and humbler one. This type of leader put service first, respond by listening first, accept and empathize rather than reject. Use this principle to apply to selling, the ideal selling should be servant selling. The people who move others aren’t manipulators but servants – meaning serve first and sell later. The nature of selling is to improve the world and to provide that world with something it didn’t know it was missing.
