论文部分内容阅读
竞争加剧,经济动荡,企业员工面临着超乎寻常的压力。对公司而言,如何保持员工士气,同时又能激发他们的创造性和突破思维的桎梏显得比任何时候都重要。现在,一些著名跨国公司上至总裁下到部门经理,已经把幽默融入到日常管理活动中,作为一种崭新的培训手段。 那么如何使幽默成为企业的一种管理工具呢?美国企业及心理问题顾问芭芭拉·麦考博士向公司主管们提出了四个要点,一是把你的幽默对准环境而不是个人,避免讽刺和指责;二是让问题成为笑话的对象,不要让你个人成为笑话的对象。你应该设法避免嘲笑自己,嘲笑环境将是个更好的办法;三是运用麦考的“镜像——借用——预计”公式。即,通过自身的想象来嘲笑环境,通过戏剧性比较来创造喜剧性效果,运用幽默来预计同事的反对意见,四是开发幽默,把它作为一种思维状态。也就是说,乐于以“沉默的喜剧”方式,在你的大脑中创造出紧张压力下放松的幽默意象。
Intensified competition and economic turmoil, corporate employees face extraordinary pressure. For companies, how to maintain employee morale while at the same time inspiring their creativity and breakthrough thinking is more important than ever. Nowadays, some well-known multinational corporations have gone from the president to the department manager and have integrated humor into daily management activities as a new training method. How to make humor become a management tool for enterprises? Dr. Barbara McCaw, an American corporate and psychological consultant, proposed four points to company executives. First, aim your humor at the environment rather than the individual. Satire and accusation; second is to make the problem a subject of jokes, not to make you personally a joke. You should try to avoid ridiculing yourself. It would be a better idea to laugh at the environment. The third is to use Mai Kao’s “mirroring-borrowing-predicting” formula. That is, by imagining the environment with its own imagination, creating comedic effects through dramatic comparisons, using humor to anticipate the opposition of colleagues, and fourthly developing humor as a state of mind. In other words, you are happy to create a humorous image that relaxes under stress in your brain in a “silent comedy” way.