McKinsey & Company pointed out that 70% of our knowledge structure comes from on-the-job learning, 20% from interpersonal learning and 10% from classroom learning. It can be seen that on-the-job learning is helpful for our personal growth. The experience of the post may be the preparation experience of an annual meeting; Perhaps it is an experience of customer negotiation; Maybe it is a blind date; Maybe it's an outdoor training arrangement or something

After experiencing the above experience, we often reflect and sum up, but obviously we want to sum up our experience and do better next time, but the following problems often appear:

1) investigate the responsibility and hold a criticism meeting: the problem of this project is mainly Xiao Ming's problem. If he hadn't made a mistake in the pre-sales work, we would have won the order, so I think Xiao Ming is mainly responsible for this failure;

2) Emphasis on objectivity and shirking responsibility: everyone worked hard and devoted themselves to this bidding meeting. Although there is no success, it is not everyone's problem, but it is caused by many objective factors;

3) Deceive yourself and prove that you are right: especially when you sum up, you stand completely in your own position and don't analyze objectively and comprehensively, just to prove that you are right;

4) A mere formality, a mere formality, lacking objective and comprehensive analysis and analysis that returns to objective facts;

Today, we disassemble a book "Management Recovery-Rethinking Problems with Cases and Turning Experience into Ability" to teach you how to turn experience into ability.

Review is to review the management events that have been done in the past, sum up experiences and lessons, think things through, put the obtained methods into the follow-up things, and constantly review, reflect, explore and improve. Management recovery is to learn management from yourself, go through specific management events in your mind, put the obtained methods and experiences into the follow-up things, constantly improve them, and have a set of standardized processes for recovery.

There are four steps to managing repasks:

Step one. Review: What is it? What is the goal, what is the result, what is the difference, and what is the accident. Attitude, to admit facts, management must be based on facts; In terms of methods, we can use the situational representation method, asking questions first and then asking people. The main problems are: target comparison, result comparison and narrative process.

Step two. Analysis: Why: Find out the reason, accidental luck or inevitable logical inducement. Ask questions, answer arguments and review ideas step by step. Frequently asked questions: What is the situation now? How did you decide at the beginning? Let's examine the premise of thinking.

Step three. Refining: what to do: find the law, find the reason behind the reason, and find the problem behind the problem. It is suggested that rational decision-making, collective decision-making and individual responsibility should be adopted. The final decision-making behavior is carried out on individuals.

Step four. Action, how to do it: sort out thinking and logic, eliminate wrong paths, and choose practical methods. We should follow the method of thinking slowly and acting quickly, and the plan includes changes; Management implementation should be audited and feedback should be given, and personnel should be replaced afterwards.

Management Discipline: What subordinates do is not arranged by you, but checked by you.

When you see this, will you think about how you made a comeback before?

When you think back to the last experience summary meeting, you will think of the last internal management inquiry meeting, and you will think of the impressive retrospective reflection meeting. ........

After a meeting, everyone was soaked, and the person responsible for the failure of a certain project was determined. Someone went back for a profound review, and everyone went back with a burden.

But, I'm not sure. What should I do next time? What pits should we avoid next time?

For example, you carefully organized an annual meeting of 500 people in the company, and prepared for two months before and after, from the venue, meeting process, speakers, vehicles, programs, restaurants, parties, prizes and so on. You designed a detailed plan. But at the annual meeting, the power went out suddenly. After emergency contact and coordination, the power supply was finally restored after 20 minutes, and the annual meeting finally ended.

Afterwards, the department director didn't criticize you in person, but you felt deep pressure and self-blame through complaining eyes.

If you were a department head, how would you deal with this situation?

Is it to sum up the experience and lessons, or to investigate the relevant responsible persons?

The correct way is to review-analyze-refine-act. Summarize the next action plan, and then make emergency plans in advance for such activities, estimate all possible risks, and formulate corresponding measures for each risk.

Review is neither a summary nor a responsibility analysis. Review is aimed at the expected goal, reviewing the process of the incident, reviewing what specific actions we have taken and what our next action improvement plan is.

In a word, we should learn to manage the resumption from four aspects: 1) review the objectives; 2) evaluation results; 3) analyze the reasons; 4) Summarize the rules.

Manage the resumption, reflect on the problem with cases, and turn valuable experience into your ability and mine.