Theorem Complaining Effect Edward Theorem Locke suggested Iacocca's law of employing people, latour's law, aronson's law, suggestion effect, seesaw effect, Antai effect, M amino acid combination effect, Kanekin's law, Murphy's law, Peter's law, mushroom management law, Unworth Matthew's effect, Bell's effect, bowling effect, MIG -25 effect, Britt's law, horse fly effect, Babylon's law, last elimination law, Berlin's law, mcclelland's law, Buffett's Law of Ludbad Moscow Law of Blidan Effect Beauty is a good effect Porter's Law Maslow's Law of Mandino's Law of Porter's Law of Aggression Brown's Law of Caterpillar's Effect Burns's Law of Bliss's Law of Barrel Tilting Theory of Celebrity's Effect Byron's Law n Ice Cream Philosophy of Catfish's Effect Billing Law Nanfeng's Law Bonnie's Law of Manpower nirenberg's Principle of Glass Ceiling Effect Cohesion Barnum's Principle of Midway Effect Hill's Seventeen Items.
Success Principle Bernard Effect Bird Cage Effect Berber Law O Marginal Effect Occam Razor Law Spinach Law Olgilvy Law Label Effect Otis Law Cup Theory Olgilvy Principle Bismarck Effect Overstor Principle Moving Iron Block Test P C Crab Effect Long Tail Theory Pareto Law Hedgehog Law Parkinson's Law Whip Effect pygmalion effect Magnet Law Broken Window Effect Magnetic Pierce Law Keggini Effect Pickington Theorem is consistent. Effect Pierre Cardin Theorem Authority Effect Beatles Law Ze Gnacke Memory Effect Comparison Effect Overlimit Effect Q Globalization Chain Law Group Pressure Infection Effect Jobs Law Participation Law Dog Mastiff Effect Success Theorem Frog Law Demolition Effect George Theorem Ugliness Effect Autumn Tail Law D Strong Hand Law Domino Effect Zigannik Law Emotional Effect Inverted Pyramid Management Law R Positioning Law Hot Stove Law Rong Da Law Elastic Management Law Durio Law Ruff Law Du. Root Law Locke Law Dis Suggests Human Nature Law Lighthouse Effect | Sharpening Effect davydov Law S Denimo Law Three Strong Three Points Principle Du Jiafa Watch Law Dupont Law Dam Management Law Foot Entrance Effect First Cause Effect Overlapping Patch Effect Ecological Position Effect Waiting Effect Desi Law Dylan Duo Law See Multi-effect E Sashimi Theory 250 Law Tunnel Vision Effect Demon Effect F500 Top Enterprises
Canon Management Law Anti-Hint Effect Frost's Law Double-tube Theory Radiation Effect Distortion Effect Appropriate Law Flywheel Effect Stamp Duty Law Frish Law Schwartz's Judgment Soap Effect Shane Law veblen effect Steyr's Law Fa Yueer Principle Steiner's Law Fesniu's Law Yazer's Law Firth's Law "4+2" Law Rejuvenation Effect Feedback Effect Social Inertia Effect Anti-Koninkin's Law Su Dongpo Effect Flo. Lloyd's slip of the tongue forest effect peak law G sage theory reputation magnetic field halo effect T Gresham's law colleague's law body language Goodison's law flea effect communication potential difference effect Tremeur's law management communication theory cat kick effect communication infinite theory Torid's law Terry's law nail effect Gail's law molting effect solitary peak principle fruit effect Toye's judgment over-rationality effect projection effect over-learning effect peer effect function fixed psychological head fish theory sense deprivation experiment ostrich policy shovel attitude change-
Candy Experiment W Emotional Effect Wang Yongqing Law * * Health Effect whiteley Law Hoop Theory Wilson Law Uz Nadz Law Wilde Law flowerpots effect Weng Mali Effect Peanut Test Environment Readiness Black Hole Effect Butterfly Effect Walson Law Hawthorne Law Washington Cooperation Law Watson Law Monkey Theory Wang An Judge Reciprocal Relationship Law Welch Principle Jay Henry Law Wendell Law Tidal Effect No Discount Law Hengshan Law Warman Law Weapon Effect Monkey Elephant Law X Heller Law New Bucket Method Confidence Obtained Salted Duck Egg Theory White Slope Ball Method Hammer Method Shapiro Method Rotten Apple Method West Point Military Academy.
Classical laws, such as Hobson's selection effect, hope effect, Heinrich's law, harmony theorem of snobbery effect, Y Harrow effect, herding theory, Aphrodite's principle, J "100-1= 0" law, wine and sewage law, fish tank theory and incentive multiplication law have influenced the world.
100 law goldfish bowl effect ant effect Giegler theorem Jacobs theorem Gilbert law imprint effect Giegler theorem 150 law Gideon law yerkes-dodson
Legal competitive advantage effect Johnson effect prison role simulation
Empirical logic of psychological ratchet effect, imprinting effect and recency effect dominance effect of experimental wild ducks
Reasoning Effect Superiority Enrichment Effect Metal Cutting Experiment Delayed Encounter Experiment K Causality Law Kirchner's Law of Heterosexual Psychology Fast Fish Law of Wild Goose Effect Brewing Effect Possession Effect Kanter's Law Z Kebe's Law of Wisdom Pig Game Theory Kreiger's Theorem Collision Theory Covey's Theorem Tap Water Philosophy Carlzen's Theorem Boiling Frog Effect Stereotype Effect Self-feeding Baby Effect L self-reference effect Rainier's Effect self-selection effect Zero-sum Game Tent Theory Covey's Theorem Maximum Temperature Effect Carlson's Theorem Jensen's Effect Rainier's Effect Responsibility Diffusion Cockroach Effect Seat Comfort [Editor] Kanekin's Law was put forward by It is said that the value of a wooden barrel composed of multiple boards lies in its water holding capacity, but the key factor that determines the water holding capacity of a wooden barrel is not the longest board, but the shortest board. In other words, any organization may face the same problem, that is, all parts of the organization are often uneven, and inferior parts often determine the level of the whole organization. If only as a visual metaphor, the "barrel law" can be described as extremely ingenious and unique. However, with more and more frequent use, its application occasions and scope are becoming more and more extensive, and it has basically risen from simple metaphor to theoretical level. This "wooden barrel" composed of many boards can not only symbolize an enterprise, a department, a team, but also an employee. The maximum capacity of the "wooden barrel" symbolizes the overall strength and competitiveness. Of course, there is also an "anti-Koenigin law": the longest wooden board in a barrel determines its characteristics and advantages and becomes the commanding height in a small range; For an organization, with distinctive features, it can jump out of the rules of the game of large groups and establish its own kingdom. In terms of strengths and weaknesses, it is more reasonable to base your performance on your own superior resources. According to Drucker, it is to "base your performance on strength, not weakness". [Editor] Eight evolutions of Kanekin's law: the water storage capacity of a barrel depends on the diameter of the barrel. Every enterprise is a different barrel, so the size of the barrel can't be exactly the same. The storage capacity of a barrel with a large diameter is naturally greater than that of other barrels. In other words, when an enterprise enters the market, its start is not exactly the same. Some have a solid foundation, some are cramped, some have a wide range of resources, and some have a narrow range of resources, all of which play a key role in the initial development of enterprises. Evolution 2: Under the condition that each board is the same, the water storage capacity of the bucket depends on the shape of the bucket. Anyone who has studied physics knows that the area of a circle is larger than that of a square under the same circumference. Therefore, in all shapes of barrels, the circular barrel holds the largest amount of water. It emphasizes the coordination and centripetal force of organizational structure, and forms a circle that suits you best around a center. Therefore, as an enterprise, every resource of the enterprise should revolve around a core, and every department should work hard around this core goal. As the general manager, any deviation in any department will have an impact on the final water storage capacity of the barrel. There is a saying that the structure determines the strength, and the structure also determines the water storage capacity of the barrel. Evolution 3: The ultimate water storage capacity of a barrel depends on the use state and mutual cooperation of the barrel. Every barrel always has the shortest board. The original barrel theory tells us that the water storage capacity of a barrel depends on the height of the shortest board. However, in a specific state of use, a certain amount of water storage can be increased through mutual cooperation. If the bucket is consciously inclined to the long board direction, its water storage will be much more than that of the vertical bucket; Or in order to temporarily increase the water storage capacity, the long board can be cut off and the short board can be added to increase the water storage capacity. The long-term water storage capacity of the barrel also depends on the close cooperation of the wooden boards in the barrel. There is no gap in the coordination, and each board has its own specific position and order, and no mistakes can be made. If the coordination between each board is not good, there will be cracks, which will only lead to water leakage in the end. Without a good sense of cooperation, a team can't complement and connect with each other well, and finally its water storage capacity can't be improved. No matter how long the veneer is, it is useless. Such a board combination can only be said to be a pile of boards, not a complete bucket or a team. If wooden barrels are compared to the supporting factors of enterprise competitiveness, how much water to store is the real competitiveness of enterprises. However, all this is based on a static and ideal assumption: that is, all barrels are in the same water inflow state, such as rainy weather, and all barrels are receiving falling rainwater, regardless of where and how the rainwater is used. Therefore, such an academic platform itself is a soil lacking practice. In fact, water storage itself is a dynamic process. Being an enterprise and a brand is not just a process of storing water. It is not that the more water you store, the better. In fact, the most important thing is how to store water more efficiently and how to use the stored water. Evolution 4: Dynamic evolution of barrel theory First of all, before storing water, we should make clear the question, which comes first, water or barrel? Is there a big bucket or a small bucket first? According to the barrel theory, there must be a barrel first, then water, and then constantly adjust. From small barrels to large barrels, from short barrels to long barrels, no barrel is very big and deep from the beginning. But in practice, there may be water in front of the bucket, or there may be an unformed bucket first, or even only a few boards without a bucket, and then the first bucket of gold is earned through these scarce monopoly board resources, and then the first bucket is made. Secondly, the amount of water storage is dynamic, and the goal of setting the amount of water storage depends on how many long boards are made, not the more the better. More is a waste of investment, less is not enterprising. Water storage capacity is sometimes not the whole competition of enterprises. In the market competition, not all the board of directors surpass their opponents. Sometimes in order to compete, they deliberately sell a broken wall to their opponents and use their centralized advantages to attack the relative weakness of others, thus winning. Just like a horse race in Tian Ji. When the enemy is outnumbered, we need to concentrate on breaking it. This is the relative competitive advantage. Evolution 5: The use of water in barrel theory has evolved all the water storage processes, and it is also to maximize the use value of water, which is available water. A wooden barrel, first of all, it must have at least two strongest boards as handles, so that it can be easily drawn out. These two long boards must be able to bear the weight of the whole barrel. This is the star effect of plates: the plates in a bucket are all the same length, which just shows that you have this water storage potential. How to play potential and use potential, you must have a certain level of leverage, by lifting or pulling to operate. From the barrel itself, a barrel must have at least two boards that are longer and stronger than other boards before it can be fitted with a handle, and the wooden blocks where the handle is installed must be particularly able to withstand lifting. This is what the so-called contour collar means. As an enterprise, we must cultivate core competitive advantages, which can lead the development of the whole company. Otherwise, it's just a bare bucket, which is really difficult to lift. Similarly, too deep barrels of water are too shallow, which will definitely affect the efficiency of the barrels. This is not the ultimate goal pursued by an enterprise. The water storage capacity of "Evolution Six" barrel also depends on the degree of cooperation between boards, and the water storage capacity of barrel also depends on the degree of cooperation between boards, that is, the gap between boards. Every employee of an enterprise is a plank, and each plank has its own strengths and weaknesses, which means that every employee of an enterprise should be able to tolerate the weaknesses of others, give play to their strengths, assist each other and cooperate closely. Only in this way can we narrow the gap of mutual cooperation and achieve the best water storage. Evolution 7. The water storage capacity of a barrel depends on the thickness of each board, which is very important, if the board thickness is not enough. Then, the bigger the diameter of the bucket and the longer the board, the more dangerous it is. We can regard the skills of employees as the length of the board, and the moral character of employees as the thickness of the board. This is easy to understand. For an enterprise, its development depends not only on how many competent employees it has, but also on how many excellent employees it has. If there is no morality, then the extent of the employee's damage to the enterprise will be directly proportional to his skills. Evolution 8. The amount of water stored in a barrel depends on the area of the bottom of the barrel. This is also very important if the bottom of the bucket is not wide enough. It means that without a platform, employees will be bound and lose their hands and feet. When the bottom of the bucket is big enough, employees can give full play to their specialties, and even a short board needs the necessary space. Only then will you grow taller and have a chance to develop. Therefore, an enterprise must give its employees a big bucket bottom and a big platform. [Editor] Analysis of Kanekin's Law For an enterprise, the shortest "board" is actually synonymous with loopholes, which must be filled immediately. If the management level of an enterprise is compared to a barrel with three long and two short, and the productivity or business performance of an enterprise is compared to the water in the barrel, then the decisive factor affecting the productivity or performance level of this enterprise is the shortest board. The board of directors of an enterprise is all kinds of resources, such as research and development, production, market, marketing, management, quality and so on. In order to maximize the "capacity" of wooden barrels, it is necessary to rationally allocate various resources within the enterprise and make up the shortest "board" in time. As far as human resource management is concerned, wooden barrel can be regarded as the performance of human resource management, and the board of wooden barrel represents human resource planning, job analysis and job design, recruitment, selection and employment of personnel, development and training, performance management, salary management, corporate culture and so on. So there are different sizes of barrels and different parts of Konikin's law. All we have to do is find our own barrel, then find the shortest board and heighten it! However, it is impossible to completely overcome the weakest link. A chain always has the weakest link, and its strength is relative. The question is to what extent you can tolerate this weakness. Once it becomes a bottleneck that hinders your work, you must start. [Editor] The promotion and application of the barrel effect is equally effective in the sales ability, market development ability, service ability and production management ability of enterprises except employing people. Besides, every enterprise has its weaknesses. It is these links that make many resources of enterprises idle or even wasted, and cannot play their due role. For example, common weak links such as wrangling, inefficient decision-making and ineffective implementation have seriously affected and restricted the development of enterprises. Therefore, if an enterprise wants to be strong, it must do a good job in product design, price policy, channel construction, brand cultivation, technology development, financial monitoring, team training, cultural concept, strategic positioning and so on. Any link is too weak, which may lead enterprises to be at a disadvantage in the competition and eventually lead to failure. [Editor] Kanekin's Law Case If an enterprise wants to become a durable wooden barrel, it must first try its best to increase the length of all boards. Only by keeping all boards "high enough" can we fully embody the team spirit and give full play to the team role. In this era of fierce competition, more and more managers realize that as long as one employee in an organization is in a weak position, it will affect the whole organization to achieve the expected goals. The best way to improve the competitiveness of every employee and effectively unite their strength is to educate and train employees. Enterprise training is a meaningful and practical work, and many famous enterprises attach great importance to employee training. According to the authoritative IDC company's forecast, in the United States, by 2005, the total expenses of enterprises for employee training will reach11400 million dollars. The president of GE, who is known as the "best manager" in the United States, claims that the annual employee training expenses of GE will reach 500 million dollars and will increase exponentially. Hewlett-Packard Company has an education program on management norms. Just this training program, the annual research funding is as high as millions of dollars. They not only study the content of education, but also study which education method is more acceptable to people. The essence of employee training is to increase the capacity of each "barrel" through training and enhance the overall strength of the enterprise. In order to improve the overall performance of enterprises, besides training all employees, we should pay more attention to the development of "short board"-non-star employees. In practical work, managers often pay more attention to the use of "star employees" and ignore the use and development of ordinary employees. If enterprises pay too much attention to "star employees" and ignore the general employees who account for the majority of the company, it will hit team morale, thus making the talent and teamwork of "star employees" out of balance. And practice has proved that it is difficult for superstars to obey the team's decision. A star is a star because he feels that his starting point is different from others. What they need is to constantly improve their level and challenge themselves. Therefore, although the light of "star employees" is easy to see, the non-star employees who account for the vast majority of the company also need encouragement. Two heads are better than one. If we encourage "non-star employees" well, the effect can be much better than "star employees". There is an employee of Hua Xun Company. Because of the bad relationship with the supervisor, some ideas at work are not affirmed, so I am worried and not interested. As it happens, Motorola needs a technician seconded from Hua Xun to assist in their marketing services. Therefore, after careful consideration, the general manager of Hua Xun decided to send this employee. The employees are very happy and feel that they have a chance to display their fists and feet. Before leaving, the general manager simply explained to the employees: "Going out to work represents both the company and us. I don't need to teach you how to do it. If you feel overwhelmed, just call back. " A month later, Motorola called: "The soldiers you sent are great!" "I have something better!" When the general manager of Hua Xun didn't forget to promote the company, he was really relieved. After the employee came back, the department head looked at him with special respect, and he also increased his confidence. Later, this employee made great contributions to the development of Hua Xun. The example of Hua Xun shows that paying attention to the encouragement of "short board" can make the "short board" longer and longer, thus improving the overall strength of enterprises. Human resource management should not be limited to individual ability and level, but should integrate all people into the team, scientifically allocate and use good steel in the cutting edge. The height of the board of directors is sometimes not a personal problem, but an organizational problem. On the stage of home appliances, a hundred schools of thought contend, but Haier runs at the forefront step by step. Why? Haier's capital is no thicker than that of others, the number of international talents introduced is no higher than that of others, and the quality of talents is no higher than that of others ... In short, there are not many "high planks" in Haier, but people have good teams, and the overall performance is no worse than any "high planks". Therefore, in the process of strengthening the water-holding capacity of wooden barrels, we cannot simply oppose "high boards" and "low boards". Everyone has his own "high board". Instead of kicking him out, we should give full play to his strengths and put him in a position suitable for him.
[Editor] The practicability of barrel theory 1. Find the weak link (short board) and improve it. 2。 Then find out the improved weak link (new short wrench) and improve it. . . . . 3。 As long as we stick to it, the enterprise will grow. 4。 "Long" board and "short" board don't necessarily refer to people. It can be a functional department or a product. Let go of your mind. 5。 Pay attention to learn from each other's strengths, which is more efficient.