易經與管理 - faculty.csuci.edu

易經與管理 - faculty.csuci.edu

Minder Chen, Ph.D. Professor of Management Information Systems Martin V. Smith School of Business and Economics California State University Channel Islands Camarillo, CA 93012 [email protected] http://faculty.csuci.edu/minder.chen/china/

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? : : http://articles.latimes.com/1996-04-26/news/mn-63068_1_fair-division Minder Chen , 2003-2015 - 16 ( )

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-- Minder Chen , 2003-2015 Http://www.chinakongzi.org/rjwh/lsjd/zzylj/ - 18

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Minder Chen , 2003-2015 - 30 Minder Chen , 2003-2015

8 causes are: 1.Conflicting resources. 2.Conflicting styles. 3.Conflicting perceptions. 4.Conflicting goals. 5.Conflicting pressures. 6.Conflicting roles. 7.Different personal values. 8.Unpredictable policies. - 31

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* Minder Chen , 2003-2015 - 34 12-Step Model for Effective Complaint Handling

Also, Gary Dawson, Manager, NSW Ombudsman Frontline Skills for Complaints Handling [PDF 746KB] [RTF 143KB] Minder Chen , 2003-2015 - 35 *

(Kathy) Minder Chen , 2003-2015 - 36

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Minder Chen , 2003-2015 - 42 (Lady Justice) http://en.wikipedia.org/wiki/Lady_Justice Minder Chen , 2003-2015 - 43

Minder Chen , 2003-2015

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4. 5. 6. 7. 8. 9. Minder Chen , 2003-2015

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( ) -- ( ) Minder Chen , 2003-2015 - 58 Pixar Finding Nemo( ) Warner

Brothers Brad Bird Pixar The Incredibles( ) (groupthink) See also: http://www.futurist.com/articles-archive/creativeconflict/ Minder Chen , 2003-2015 - 59 Pixar

https://hbr.org/2008/09/how-pixar-fosters-collective-creativity Minder Chen , 2003-2015 - 60 Pixars Operating Principles Everyone must have the freedom to communicate with anyone. This means recognizing that the decision-making hierarchy and communication structure in organizations are two different things. Members of any department should be able to approach anyone in another department to solve problems without having to go through proper channels. It must be safe for everyone to offer ideas. Were constantly showing works in progress internally. We try to stagger who goes to which viewing to ensure that there are always fresh eyes, and everyone in the company, regardless of discipline or position, gets to go at some point. We make a concerted effort to make it safe to criticize by inviting everyone attending these showings to e-mail notes to the creative leaders that detail what they

liked and didnt like and explain why. All directors, writers, and lead storyboard artists at the studio look at each other's projects on a regular basis and give each other very candid "notes" (the industry term for constructive criticism). https://hbr.org/2008/09/how-pixar-fosters-collective-creativity https://www.youtube.com/watch?v=82wslxk28iY Minder Chen , 2003-2015 - 61 Pixar Story 1986 Steve Jobs purchased computer animation division from Lucas Film for 5 million dollars and put $5 million as capital into the company. The new company is called Pixar Studio. 1990 sold hardware division.

Overtime, he invested 50M in Pixar with more than 50% of ownership. 1991, down to 42 employees and received 26M to make 3 movies for Disney. Pixar was responsible for creation and production, while Disney handled marketing and distribution. Profits and production costs were split 50-50, but Disney exclusively owned all story and sequel rights and also collected a distribution fee. 1995 Toy Story released, net 361M world wide. 1995 Pixar IPO, $1.5 billion market capitalization. Fighting with Disney and its CEO Michael Eisner, ending negotiations in 2004. Disney new CEO Bob Iger realized Disney needed to buy Pixar while watching a parade at the opening of Hong Kong Disneyland in September 2005. Iger noticed that of all the Disney characters in the parade, not one was a character that Disney had created within the last ten years, since all the newer ones had been created by Pixar. 2006, sold to Disney for 7.4 billion dollars. Steve Jobs owned 7% of Disney, its largest shareholders. Minder Chen , 2003-2015

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( ) 1.http://www.fongyuan.org/2015/03/24/ / 2.https://www.youtube.com/watch?v=7W-YfUwsK7o Minder Chen , 2003-2015 - 65 Minder Chen , 2003-2015

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( ) Minder Chen , 2003-2015 - 67 ( ) 21 21 21

21 21 http://zh.wikipedia.org/wiki/ Minder Chen , 2003-2015 - 68 Life Cycle and Level of Conflicts Minder Chen , 2003-2015

- 69 Conflict Process http://www.swiftutors.com/conflict-process.html Minder Chen , 2003-2015 - 70 Minder Chen , 2003-2015 - 71 5 Conflict Handling Intentions

Minder Chen , 2003-2015 - 72 ; ; ; http://www.guoyi360.com/64gua06/xj/1018.html Minder Chen , 2003-2015 - 73

Minder Chen , 2003-2015 - 74 [1]

-- [1] Minder Chen , 2003-2015 - 75

Minder Chen , 2003-2015 - 76 http://baike.baidu.com/view/ 3891801.htm

Minder Chen , 2003-2015 - 77 Zoom In and Zoom Out Minder Chen , 2003-2015 - 78 Zoom In and Zoom Out Minder Chen , 2003-2015 - 79

The best leaders work the zoom button in both directions. Faced with a crisis, they can address the immediate situation while seeking structural solutions. They can zoom in to see problems while zooming out to look for similar situations, root causes, and principles or policies that will help prevent the crisis from recurring. Minder Chen , 2003-2015 - 80

https://www.facebook.com/nghabh/posts/1033877339971664 Minder Chen , 2003-2015 - 81

Minder Chen , 2003-2015 - 82 Minder Chen , 2003-2015 - 83 Conflicts can be classified into the following categories: (i) Individual level conflicts (ii) Interpersonal conflict

(iii) Group level conflict (iv.) Organizational conflict Minder Chen , 2003-2015 - 84 Sense-Making Minder Chen , 2003-2015 - 85 Win-win Solution BATNA, Best Alternative to a

Negotiated Agreement ( ) is the course of action that will be taken by a party if the current negotiations fail and an agreement cannot be reached. Minder Chen , 2003-2015 - 86 --

( ) ( ) http://www.ifindtao.com/26131321473561132681315322223535611-22825277003535921350.html Minder Chen , 2003-2015 - 87 ( ) (silent majority))

silent majority) Richard Nixon ("And And so tonightto y)ou, the great silent majority) of my) fellow Americans I ask for y)our support."And ) Minder Chen , 2003-2015 - 88

Minder Chen , 2003-2015 - 89 Minder Chen , 2003-2015

- 90 A B C D E F A B C D E F

http://opinion.udn.com/opinion/story/6067/835662 Minder Chen , 2003-2015 - 91 ( ) ( )

(meta-cognition) http://opinion.udn.com/opinion/story/6067/835662 Minder Chen , 2003-2015 - 92 The Alchemy of Finance

http://opinion.udn.com/opinion/story/6067/806766 Minder Chen , 2003-2015 - 93 The Thinker Le Penseur/ The Thinker Minder Chen , 2003-2015

- 94 ( ) ( ) http://opinion.udn.com/opinion/story/6067/770262

Minder Chen , 2003-2015 - 95 http://mitleadership.mit.edu/pdf/LeadershipinanAgeofUncertainty-researchbrief.pdf - 96 Minder Chen , 2003-2015 Sensemaking The act of Sensemaking is discovering the new terrain as you are inventing it. In the very process of mapping the new terrain, you are creating it. Here are some tips for Sensemaking Seek many types and sources of data; Involve others in your sensemaking; Do not simply apply your existing frameworks and overlay them on the situation;

Move beyond stereotypes; Learn from small experiments; and Use images, metaphors, or stories to try to capture and communicate critical elements of your map. Minder Chen , 2003-2015 - 97 Connecting Engage in inquiry, advocacy, and connecting. 1.Inquiry means the ability to listen and understand what others are thinking and feeling. It also involves trying to understand how the other person has moved from data to interpretation to assessment, rather than simply reacting to the assessment itself. It requires the leader to suspend judgment and to listen without imposing his/her personal point of view. 2.Advocacy involves taking a stand and trying to influence others of its

merits while also being open to alternative views. 3.Tips for effective connecting are: Understand the perspective of others within the organization and withhold judgment while listening to them; Encourage others to voice their opinions; Be clear about your stand and how you reached it; Think about how others might react to your idea and how you might best explain it to them; and Think about your connections. Minder Chen , 2003-2015

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