... 133) Know How to Perceive Problems Effectively ... 133) 懂得如何有效发现问题
So…
因此：
... 134) Keep in mind the 5-Step Process explained in Part 2.
... 134) 时刻牢记在第 部分阐释过的五步流程。
... 135) Recognize that perceiving problems is the first essential step toward great management. As in nature, if you can’t see what’s happening around you, you will deteriorate and eventually die off. People who can 1) perceive problems; 2) decide what to do about them; and 3) get these things done can be great managers.
... 135) 要认识到，发现问题是优秀管理的第 步。在 然的环境中，如果你没有办法观察到周遭发 的事情，那么你将 分危 险，最终 取灭亡。那些能够发现问题、决定如何处理问题、并执 解决 案的 才能成为优秀的管理者
... 136) Understand that problems are the fuel for improvement. Problems are like wood thrown into a locomotive engine, because burning them up—i.e., inventing and implementing solutions—propels us forward. Problems are typically manifestations of root causes, so they provide clues for getting better. Most of the movement toward excellence comes from eliminating problems by getting at their root causes and making the changes that pay off repeatedly in the future. So finding problems should get you excited because you have found an opportunity to get better.
... 136) 要理解，问题是提升的动 。问题就像 头投 了 头发动机中 样，因为燃烧这些 头 —— 例如:创造和执 解决 案 ——
推动我们进步。问题通常是根源的表现形式，他们能够提供 些线索，让我们有所提升。分析问题的根源，彻底消除问题，进 做出改变，在未来能够重复获得回报，这 过程加快了我们向卓越迈进的步伐。因此，发现问题应该让你兴奋，因为这意味着 你 找到 个提升 的机会了。
... 137) You need to be able to perceive if things are above the bar (i.e., good enough) or below the bar (i.e., not good enough) , and you need to make sure your people can as well. That requires the ability to synthesize.
... 137) 你需要观察事情是在预期之上还是在预期之下，确保你的员 也有此观察 。这需要整合的能 。
... 138) Don’t tolerate badness. Too often I observe people who observe badness and tolerate it. Sometimes it is because they don’t have the courage to make the needed changes, and sometimes it is because they don’t know how to fix it. Both are very bad. If they’re stuck, they need to seek the advice of believable people to make the needed changes, and if that doesn’t work, they need to escalate.
... 138) 不要容忍问题。我经常看到 些 明明已经发现了问题，却对其放任。可能是因为他们没有勇 做出所需的改变，也可能 是因为他们不知道怎么改，这两种情况都很糟糕。如果他们不知所措，那么就应该寻求靠谱的 的意 ，做出相应改变。如果 不 ，他们就需要将问题升级。
... 139) “Taste the soup.” A good restaurateur constantly tastes the food that is coming out of his kitchen and judges it against his vision of what is excellent. A good manager needs to do the same.
... 139) “品尝汤的味道”。 个称职的餐馆 板会经常尝 尝 厨房做出的 物，然后以 的品味来判断菜品是不是好吃。同 理， 个好的管理者也需要这样。
... 140) Have as many eyes looking for problems as possible. Encourage people to bring problems to you and look into them carefully. If everyone in your area feels responsible for the well -being of that area and feels comfortable speaking up about problems, your risks of overlooking them will be much less than if you are the only one doing this. This will help you perceive problems, gain the best ideas, and keep you and your people in synch.
... 140) 找尽可能多的 起来发现问题。 励员 向你提交问题，同时你需要认真研究这些问题。如果公司每 个员 都认为 对
公司的成 负有责任，愿意坦诚地将问题说出来，这要 你独 发现问题好得多，更不容易忽略问题。这 过程能够帮助你发现问
题，吸取最好的观点，帮助你和你的员 达成意 致。
140a) “Pop the cork.” It’s your responsibility to make sure that communications from your people are flowing freely.
140a) “拔出瓶塞。” 确保员 交流畅通 阻是你的责任。
140b) Hold people accountable for raising their complaints. Ask yourself: 1) does someone think there’s something wrong; 2) did this lead to a proper discussion; and 3) if they felt raising the issue didn’t lead to the proper response, did they escalate it? That’s how it should be.
140b) 将投诉作为员 义务来进 。问 问 ：1）是否有 认为有事情出错；2）这 问题是否能展开适当的讨论；3）如果他们 认为提出问题之后并不会针对问题进 讨论，那他们会将问题升级吗？基本上就是这样。
140c) The leader must encourage disagreement and be either impartial or open-minded.
140c) 领导者必须 励不同意 ，不偏不倚，思想开放。
140d) The people closest to certain jobs probably know them best, or at least have perspectives you need to understand, so those people are essential for creating improvement.
140d) 与某项 作接触最密切的 应该最了解该项 作，或者 少有值得你借鉴的观点。因此，这些 对于促进提升是很重要的。
... 141) To perceive problems, compare how the movie is unfolding relative to your script—i.e., compare the actual operating of the machine and the outcomes it is producing to your visualization of how it should operate and the
outcomes you expected. As long as you have the visualization of your expectations in mind to compare with the actual results, you will note the deviations so you can deal with them. For example, if you expect improvement to be within a specific range…
... 141) 参照你的剧本， 较电影情节的发展，通过这种 式来发现问题。观察机制的实际运 与其产出的实际效果，将其与你预
期的运 式和结果相 较。只要将你脑海中的预期的具体表述与实际结果对 下，你就会发现 者之间的出 ，从 做出修正。
如，如果你的预期提升是在 个特定范围内的，那么……
… and it ends up looking like this …
… 最终将变成这样 …
… you will know you need to get at the root cause to deal with it. If you don’t, the trajectory will probably continue.
你会意识到，你需要解决根源来处理问题，否则，前进的轨迹将 法继续。
... 142) Don’t use the anonymous “we” and “they,” because that masks personal responsibility—use specific names. For example, don’t say “we” or “they” handled it badly. Also avoid: “We should...” or “We ar...”Who is “we”? Exactly who should, who made a mistake, or who did a great job? Use specific names. Don’t undermine personal accountability with vagueness. When naming names, it’s also good to remind people of related principles like “mistakes are good if they result in learning.”
... 142) 不要使 模糊的 称“我们”或“他们”，这样做会掩盖个 责任。请使 具体 名。 如，不要说“我们”或“他们”做的很糟
糕。同时也要避免说，“我们需要……”或者“我们是……”这样的句 。到底谁是“我们”？到底是谁需要？谁犯错？ 是谁
的好？请使 具体的名字。不要 模糊表述掩盖了个 的责任。在点名时，最好能够提醒被点名的 “犯错能促进学习，是好
事。”这样的原则。
... 143) Be very specific about problems; don’t start with generalizations. For example, don’t say, “Client advisors aren’t communicating well with the analysts.”Be specific: name which client advisors aren’t doing this well and in which ways. Start with the specifics and then observe patterns.
... 143) 具体问题要具体对待，不要 开始就过于宽泛。 如，不要说，“客 顾问没有与分析师进 很好的沟通。”请更具体 些，
指出是哪些客 顾问没有做好，为什么说他们没有做好。先从具体问题下 ，再试图观察模式。
... 144) Tool: Use the following tools to catch problems: issues logs, metrics, surveys, checklists, outside consultants, and internal auditors.
... 144) 具：使 以下 具来捕捉问题：问题 志、计量图表、调查问卷、清单、外部咨询，以及内部审计。
1) Issues log: A problem or “issue” that should be logged is easy to identify: anything that went wrong. The issues log acts like a water filter that catches garbage. By examining the garbage and determining where it came from, you can determine how to eliminate it at the source. You diagnose root causes for the issues log the same way as for a drilldown (explained below) in that the log must include a frank assessment of individual contributions to the problems alongside their strengths and weaknesses. As you come up with the changes that will reduce or eliminate the garbage, the water will become cleaner.
In addition to using issues logs to catch problems, you can use them to measure the numbers and types of problems, and they can therefore be effective metrics of performance. A common challenge to getting people to use issues logs is that they are sometimes viewed as vehicles for blaming people. You have to encourage use by making clear how necessary they are, rewarding active usage, and punishing non-use. If, for example, something goes wrong and it’s not in the issues log, the relevant people should be in big trouble. But if something goes wrong and it’s there (and, ideally, properly diagnosed) , the relevant people will probably be rewarded or praised. But there must be personal accountability.
问题 志：分辨哪些问题应该被记下来很容易，即记下所有出错的地 。问题 志就像阻拦垃圾的 过滤器 样，通过检查垃圾，
2) Metrics: Detailed metrics measure individual, group, and system performance. Make sure these metrics aren’t being
“gamed” so that they cease to convey a real picture. If your metrics are good enough, you can gain such a complete and accurate view of what your people are doing and how well they are doing it that you can nearly manage via the metrics.
However, don’t even think of taking the use of metrics that far! Instead, use the metrics to ask questions and explore.
Remember that any single metric can mislead. You need enough evidence to establish patterns. Metrics and 360 reviews reveal patterns that make it easier to achieve agreement on employees’ strengths and weaknesses. Of course, the people providing the information for metrics must deliver accurate assessments. There are various ways to facilitate this accuracy. A reluctance to be critical can be detected by looking at the average grade each grader gives; those giving much higher average grades might be the easy graders. Similarly helpful are “forced rankings,” in which people must rank coworker performance from best to worst. Forced rankings are essentially the same thing as “grading on a curve.” Metrics that allow for independent grading across departments and/or groups are especially valuable.
计量图表：详细的计量图表能够有效衡量个 、团队和系统的表现。确保图表 的数据没有被篡改，能够显 真实情况。如果你 的图表 够准确全 ，那么你就能够清楚看到你的员 在做什么事，业绩如何，你甚 可以通过图表来进 管理。但是，不要过度 使 图表，妄图实现 切。你需要观察图表，提问题，分析问题。记住，任何 个单 的图表都能带来误解。
你需要收集 够多的证据来建 模式。计量图表和360 度全息图能够揭 模式，记录员 优缺点，为各 达成 致意 带来 便。当 然，为图表提供数据的 必须给出准确的评估，促进评估准确性的 式多种多样。如果想要检测评分者是不是愿意以批判的眼 光在做评估，可以看看每个评分者给出的平均分。如果平均分给的过 ，则说明评分者太宽容。还有 个类似有效的 具：强迫 排序。员 必须对所有的同事表现进 排序，由最好的排到最差的。这种被迫排序和曲线评分 式相似。能够对各部 、各团队 进 独 打分的图表是最有价值的。
3) Surveys (of workers and of customers) . 调查问卷（包括员 调查问卷和客 调查问卷）。
... 145) The most common reason problems aren’t perceived is what I call the “frog in the boiling water” problem.
Supposedly, if you throw a frog in a pot of boiling water it will immediately jump out. But if you put a frog in room-temperature water and gradually bring the water to a boil, the frog will stay in place and boil to death. There is a strong tendency to get used to and accept very bad things that would be shocking if seen with fresh eyes.
... 145) 最常 的 法观察到原因的问题是“温 煮 蛙”问题。如果你将 只 蛙扔进滚烫的 ，它会 即跳出来。但是如果你把 蛙
放进室温下的 ，然后将 逐渐加热 沸腾， 蛙就是 直待在原地不动，直到被烫死。有 种很强的趋势去习惯和接受以第 次眼
光来看待 常令 震惊的坏的事情。
... 146) In some cases, people accept unacceptable problems because they are perceived as being too difficult to fix. Yet fixing unacceptable problems is actually a lot easier than not fixing them, because not fixing them will make you miserable. They will lead to chronic unacceptable results, stress, more work, and possibly get you fired. So remember one of the first principles of management: you either have to fix problems or escalate them (if need be, over and over again) if you can't fix them. There is no other, or easier, alternative.
... 146) 在某些情况下，因为某些问题实在难以解决， 们不得不接受那些不可接受的问题。但是，解决那些不可接受的问题其 实要 不解决它们更容易，因为不解决它们，将后患 穷。这些问题会带来 期 法让 忍受的结果、压 、更多 作，
甚 可能让你被开除。记住管理的 要原则之 ：要么解决问题，解决不了就要升级问题，如果需要的话，甚 可以循环往复
甚 可能让你被开除。记住管理的 要原则之 ：要么解决问题，解决不了就要升级问题，如果需要的话，甚 可以循环往复