40页PPT看懂麦肯锡的思考方式和沟通法则
本帖最后由 168主编 于 2018-11-16 16:29 编辑来源 | 职场效能（ID:zhichangxiaoneng）http://5b0988e595225.cdn.sohucs.com/images/20180528/1260d250fe18466c90b5bcbc00cb454c.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/eaa16a093af248cd834955fe56d12a80.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/375aa4d7ba3c49138d71eb018a713373.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/5bf51bb0aa8444df85616aacdf53d3d7.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/f693c5be97414a888a6a700f9efcef02.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/815ffca824d44473b41b9f88ee383ac0.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/377123923d04473b91424a717ba7834c.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/e39656ed250b4806b95f3b2eb42fb43a.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/bf81c5d6849c43c28041625a0f6a77f3.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/9e55f4c4cf664228a87d80be56a36862.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/9257c2368ae4429bb0f9f61c9f859142.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/999d50b64f874a5e81ced292b1a75bd7.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/bf4c74ce5973479383d4985cb35225d1.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/e37e946f84294576afe0f26164289f8b.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/7bb0c4100b95429eaf8595190a40b0a3.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/a0dff9e356764953a7019f116cd8e75b.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/ed83e5dfc84a4af4aad62eb5eed75289.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/6912854d9ee54776b074cfc13f841d56.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/5b08a72de8864b4496c206ad4d50d621.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/aea6780e3f7647c682ed9b46fa376f02.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/6ad71538a2eb42e3945817ff3f0c9f87.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/a83fc5f7545847429e35060cbf1c34b9.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/3ac4b60865a84139bdadf14e40c88930.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/b3d57fa5436546d9a02f4529eaa26d58.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/c770b18b7c8d4f9d8bfe6d23dbc21ea9.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/377f514a00514337bd4dbde6838fcec2.jpeghttp://5b0988e595225.cdn.sohucs.com/images/20180528/cbe23177b5de4db1bd27defbe13c57af.jpeg以下内容采编自网络：麦肯锡7S模型经理人在规划企业蓝图时，不能只注重策略、结构的硬性变量，也要注重强调员工、技能、管理风格、制度与共同的价值观等软性变量。http://5b0988e595225.cdn.sohucs.com/images/20180528/071c73d785de4bb8a161eb17d92c268e.jpeg麦肯锡解决问题7步骤解决问题的不是与生俱来的天赋，而是可以透过自我训练培养而成，你也能像麦肯锡人一样，倍速解决问题。http://5b0988e595225.cdn.sohucs.com/images/20180528/504fd29579754e51a2c0ae07c148da3a.jpeg高层观点戴上CEO的眼镜，从管理高层的视角俯瞰，站在「跟高阶主管一样的高度」了解问题。http://5b0988e595225.cdn.sohucs.com/images/20180528/4b8ecfebd4154d89b049d88f2c424fd2.jpeg假说思考一开始就想出解决方法，而不是等到截止日期才勉强出手。针对议题提出假说并且实行与验证，重复此一循环，直到发现真正问题并解决为止。http://5b0988e595225.cdn.sohucs.com/images/20180528/ddf5f820f7d7475ebf63ccde6a1cd1ab.jpegMECE（发音为me-see）将某件事或概念当成母集合（整体）思考，分成彼此独立、互无遗漏（MECE，Mutually Exclusive Collectively Exhaustive）的子集合（部分）。http://5b0988e595225.cdn.sohucs.com/images/20180528/7b5840b77ed0473197d6e5978114d507.jpeg逻辑思考逻辑的基本结构是以结论为顶点，并与导出结论的根据或由能够实现结论的方法建构而成。必须满足三大要件：1.结论就是问题（主题）的答案。2.纵向原则：自上而下形成「为什么如此？」（Why so?）的关系。相反地，由下往上则为「然后造成什么结果？」（So what?）的连结。3.横向原则：左右同层同组的要素之间，形成彼此独立、互无遗漏（MECE，Mutually Exclusive Collectively Exhaustive）。http://5b0988e595225.cdn.sohucs.com/images/20180528/3ae1075950a54b46bc90731eb1ef1fd3.jpeg金字结构http://5b0988e595225.cdn.sohucs.com/images/20180528/a281d664f9364015be08899aeef8301b.jpeg
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