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一个好的演讲是让人不舒服。_高鹰生殖中心

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07:04:31

中信银行一个好的演讲是让人不舒服。

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    下载APP 阅读本文更深度报道  如今电子通信工具已将人类彻底包围。德勤一项研究显示,美国员工(合计)一天低头看手机的次数近80亿次,研究发现自从智能手机诞生,美国的劳动生产率一直在下降。但商业世界需要将人们聚在一起分享信息,传递观点,让人们为同一个目标努力。还有什么更理想的方式么?  我要介绍一种更经典,但很少有人重视的解决方案:演讲。演讲之所以让人印象不佳,是因为大多数演讲都很糟。好的演讲要花很多时间准备:须仔细研究,理顺思路,还要字斟句酌,仔细挑选图片,还要安排好转场效果。然而,如果准备得当,演讲的效果比其他传播工具都要好(其实很不容易,因为现在传播工具很多)。演讲能强有力地表达观点,陈述很有说服力,而且不用把碎片化的信息甩向听众,或是抛出海量信息把听众绕晕。  20世纪70年代,我参加了高中辩论队,一起研究了认知失调的概念,后来我根据研究结果做了几千场演讲和启发式谈话。核心观点其实很简单:如果想让一群人接受你的观点,首先要描述一个听众面临的很困难或很痛苦的情况,有可能他们还没意识到,又或者他们认为问题会一直存在。不管什么情况,你得让他们脑子里只剩下两个矛盾的观点:要么就是他们接受你的观点,要么就是固守原有观点。两者的冲突导致的不适感越发强烈,他们感觉改变势在必行。这时,你就可以提出对问题的解释,然后提出你的解决方案,将不适感一扫而空,只留下和谐。  不管你是在员工会议上介绍新战略,还是向客户推销产品,抑或跟团队讨论问题,这种方法都很适用。这些场合里,你都要努力推销自己的想法,希望听众接受,或是劝人们改变观点或采取某种行动。正如演讲专家南希·杜阿尔特指出的,你其实是在编一个故事,先设定困难,提出解决方案,告诉观众该做什么,然后告诉他们最后情况会如何改善。  我混迹商界多年遇到的最好的老师是IBM一位技术大师,他培训员工时就采用了这套方法。他讲了很多跟客户的故事,很多难搞定的挑战。每个故事里他都先设定困难,描述惨状(例如对方如何推诿搪塞),然后详细解释客户如何经历种种磨难也找不到毛病在哪。随后他就像大侦探夏洛克·福尔摩斯一样,抽丝剥茧找出核心问题,“啊哈”,轻松解决。在他的演讲中,我们学习了如何解决问题,理解了构建原理,当然也更接受了IBM的产品。他的培训课简直就是演讲圈里大师级别的。  一旦了解了这个方法,你会发现其应用广泛,TED演讲,重要讲话,教育视频、博客、文章,几乎所有说服性交流场合里都存在。与Twitter上“即时”碎片信息不一样,跟邮件也不同,演讲提供了充足的时间解释清楚,而且通过声音、表情和肢体动作让人相信应该按演讲人说的做。  你还可以在展示中加入很多漂亮的图片和图表抓住人们的注意力,但不能只在视觉上下功夫,真正重要的是强有力的观点和扣人心弦的好故事。我可能会觉得你用了很多美图,但如果不能告诉我接下来该做什么,或是我能从中学到什么,很可能在我印象里你就是做了个“挺好的演讲”,但不会有什么实际行动。  说到底,精心准备的演讲能让人集中精力,真正努力。如今各种各样的工具都在让人精神涣散,效率大受影响,注意力才是人们迫切需要的。  英文原文  It’s no secret that our digital communication tools are overwhelming us. A Deloitte study found that U.S. workers (in aggregate) look at their phones almost 8 billion times a day, and research shows that U.S. productivity has waned since the introduction of the smartphone. But the world of business needs a way to bring people together to share information and explain ideas, and to get them to reach for the same goals. So what’s the happy medium we’re looking for?  I’m going to suggest a classic, underappreciated solution: presentations. They often get a bad rap because they’re often badly made. A good one takes many hours to build: It requires research and clarity of thinking, and great care must be given to word choice, image selection, and flow. Yet when we do that important work, presentations can help us do something more effectively than almost any other communication tool at our disposal (which is saying a lot, because there are many). They enable us to make a compelling, persuasive argument — without overwhelming people with disjointed messages or a fire hose of information.  When I was on the high school debate team in the 1970s, we studied the psychological concept of cognitive dissonance, and I’ve since used it to create thousands of speeches and inspirational talks. The idea behind it is very simple: If you want a group of people to adopt your point of view, start by describing some difficult or painful issue they’re faced with. Maybe it’s a problem they didn’t realize they had, or maybe it’s something they recognize as an ongoing challenge. Either way, you’re forcing them to hold two contradictory things in their minds at once: either what they already believe and what you’re telling them, or what they know and how they behave. That dissonance ratchets up their discomfort, which makes them want to fix it. From there, you move to your explanation of the problem, and then to your proposed solution, which will replace the dissonance with harmony.  That basic formula can work effectively whether you’re articulating a new strategy at a staff meeting, pitching a product to a customer, or bringing up an issue for discussion with your team. In all these situations, you are trying to explain your idea, sell it to the audience, and ask people to change their views or take some sort of action. As presentation expert Nancy Duarte has pointed out, you are essentially creating a story, one that sets up a problem, suggests a solution, tells the audience what they should do, and describes how they’ll be better off as a result.  One of the very best teachers I ever had in business, a technical guru at IBM, used this approach in his training sessions with employees. He told lots of stories about customers and the daunting challenges they faced. In each story he would set up the problem, describe the painful symptoms (slow response time, for example), and explain all the gyrations the customer went through to figure out what was wrong. Then, like Sherlock Holmes, he would tell us how to diagnose the real issue and — “aha!” — fix it. We learned all about problem solving, architecture, and, of course, IBM’s products. His training sessions were master classes in the art of presenting.  Once you understand this approach, you can see it applied in TED talks, keynote speeches, instructional videos, blogs, articles, and almost every other form of persuasive communication out there. Unlike the “instant on” communication in Twitter, or even email, presentations give you time and room to make your case and — with help from your voice, face, and gestures — convince people that they should respond to your call to action.  You can also layer on lots of beautiful pictures and graphics to grab people’s attention, but visual candy does not substitute for a strong argument and a compelling story. I may find your images engaging, but if they don’t tell me what to do or what I must learn, I may just remember your talk as a “good presentation,” and never take any action as a result.  Above all, a well-crafted presentation gets people to focus their attention and their efforts. And focus is something we all desperately need when so many other tools are distracting us instead of making us more productive.  乔西·贝新(Josh Bersin)| 文  乔西·贝新2004年创立了Bersin & Associates(如今是德勤旗下贝新部门),主要在企业学习、领导力、人才管理和人力技术等方面进行研究并提供咨询服务。如今他在德勤贝新部门负责长期战略,指导研究方向以及保持市场领先地位。本文首发于微信公众号:哈佛商业评论。文章内容属作者个人观点,不代表网立场。投资者据此操作,风险请自担。

xia zai APP yue du ben wen geng shen du bao dao   ru jin dian zi tong xin gong ju yi jiang ren lei che di bao wei. de qin yi xiang yan jiu xian shi, mei guo yuan gong he ji yi tian di tou kan shou ji de ci shu jin 80 yi ci, yan jiu fa xian zi cong zhi neng shou ji dan sheng, mei guo de lao dong sheng chan lv yi zhi zai xia jiang. dan shang ye shi jie xu yao jiang ren men ju zai yi qi fen xiang xin xi, chuan di guan dian, rang ren men wei tong yi ge mu biao nu li. hai you shen me geng li xiang de fang shi me?   wo yao jie shao yi zhong geng jing dian, dan hen shao you ren zhong shi de jie jue fang an: yan jiang. yan jiang zhi suo yi rang ren yin xiang bu jia, shi yin wei da duo shu yan jiang dou hen zao. hao de yan jiang yao hua hen duo shi jian zhun bei: xu zi xi yan jiu, li shun si lu, hai yao zi zhen ju zhuo, zi xi tiao xuan tu pian, hai yao an pai hao zhuan chang xiao guo. ran er, ru guo zhun bei de dang, yan jiang de xiao guo bi qi ta chuan bo gong ju dou yao hao qi shi hen bu rong yi, yin wei xian zai chuan bo gong ju hen duo. yan jiang neng qiang you li di biao da guan dian, chen shu hen you shuo fu li, er qie bu yong ba sui pian hua de xin xi shuai xiang ting zhong, huo shi pao chu hai liang xin xi ba ting zhong rao yun.   20 shi ji 70 nian dai, wo can jia le gao zhong bian lun dui, yi qi yan jiu le ren zhi shi tiao de gai nian, hou lai wo gen ju yan jiu jie guo zuo le ji qian chang yan jiang he qi fa shi tan hua. he xin guan dian qi shi hen jian dan: ru guo xiang rang yi qun ren jie shou ni de guan dian, shou xian yao miao shu yi ge ting zhong mian lin de hen kun nan huo hen tong ku de qing kuang, you ke neng ta men hai mei yi shi dao, you huo zhe ta men ren wei wen ti hui yi zhi cun zai. bu guan shen me qing kuang, ni de rang ta men nao zi li zhi sheng xia liang ge mao dun de guan dian: yao me jiu shi ta men jie shou ni de guan dian, yao me jiu shi gu shou yuan you guan dian. liang zhe de chong tu dao zhi de bu shi gan yue fa qiang lie, ta men gan jue gai bian shi zai bi xing. zhe shi, ni jiu ke yi ti chu dui wen ti de jie shi, ran hou ti chu ni de jie jue fang an, jiang bu shi gan yi sao er kong, zhi liu xia he xie.   bu guan ni shi zai yuan gong hui yi shang jie shao xin zhan lue, hai shi xiang ke hu tui xiao chan pin, yi huo gen tuan dui tao lun wen ti, zhe zhong fang fa dou hen shi yong. zhei xie chang he li, ni dou yao nu li tui xiao zi ji de xiang fa, xi wang ting zhong jie shou, huo shi quan ren men gai bian guan dian huo cai qu mou zhong xing dong. zheng ru yan jiang zhuan jia nan xi du a er te zhi chu de, ni qi shi shi zai bian yi ge gu shi, xian she ding kun nan, ti chu jie jue fang an, gao su guan zhong gai zuo shen me, ran hou gao su ta men zui hou qing kuang hui ru he gai shan.   wo hun ji shang jie duo nian yu dao de zui hao de lao shi shi IBM yi wei ji shu da shi, ta pei xun yuan gong shi jiu cai yong le zhe tao fang fa. ta jiang le hen duo gen ke hu de gu shi, hen duo nan gao ding de tiao zhan. mei ge gu shi li ta dou xian she ding kun nan, miao shu can zhuang li ru dui fang ru he tui wei tang se, ran hou xiang xi jie shi ke hu ru he jing li zhong zhong mo nan ye zhao bu dao mao bing zai na. sui hou ta jiu xiang da zhen tan xia luo ke fu er mo si yi yang, chou si bao jian zhao chu he xin wen ti," a ha", qing song jie jue. zai ta de yan jiang zhong, wo men xue xi liao ru he jie jue wen ti, li jie le gou jian yuan li, dang ran ye geng jie shou le IBM de chan pin. ta de pei xun ke jian zhi jiu shi yan jiang quan li da shi ji bie de.   yi dan liao jie le zhe ge fang fa, ni hui fa xian qi ying yong guang fan, TED yan jiang, zhong yao jiang hua, jiao yu shi pin bo ke wen zhang, ji hu suo you shuo fu xing jiao liu chang he li dou cun zai. yu Twitter shang" ji shi" sui pian xin xi bu yi yang, gen you jian ye bu tong, yan jiang ti gong le chong zu de shi jian jie shi qing chu, er qie tong guo sheng yin biao qing he zhi ti dong zuo rang ren xiang xin ying gai an yan jiang ren shuo de zuo.   ni hai ke yi zai zhan shi zhong jia ru hen duo piao liang de tu pian he tu biao zhua zhu ren men de zhu yi li, dan bu neng zhi zai shi jue shang xia gong fu, zhen zheng zhong yao de shi qiang you li de guan dian he kou ren xin xian de hao gu shi. wo ke neng hui jue de ni yong le hen duo mei tu, dan ru guo bu neng gao su wo jie xia lai gai zuo shen me, huo shi wo neng cong zhong xue dao shen me, hen ke neng zai wo yin xiang li ni jiu shi zuo le ge" ting hao de yan jiang", dan bu hui you shen me shi ji xing dong.   shuo dao di, jing xin zhun bei de yan jiang neng rang ren ji zhong jing li, zhen zheng nu li. ru jin ge zhong ge yang de gong ju dou zai rang ren jing shen huan san, xiao lv da shou ying xiang, zhu yi li cai shi ren men po qie xu yao de.   ying wen yuan wen   It' s no secret that our digital communication tools are overwhelming us. A Deloitte study found that U. S. workers in aggregate look at their phones almost8 billion times a day, and research shows thatU. S. productivity has wanedsince the introduction of the smartphone. But the world of business needsa way tobring people together to share information and explain ideas, and to get them to reach for the same goals. So what' s the happy medium we' re looking for?   I' m going to suggest a classic, underappreciated solution: presentations. They often get a bad rap because they' re often badly made. A good one takes many hours to build: It requires research and clarity of thinking, and great care must be given to word choice, image selection, and flow. Yet when we do that important work, presentations can help us do something more effectively than almost any other communication tool at our disposal which is saying a lot, because there are many. They enable us to make a compelling, persuasive argument without overwhelming people with disjointed messages or a fire hose of information.   When I was on the high school debate team in the 1970s, we studied the psychologicalconceptof cognitive dissonance, and I' ve since used it to create thousands of speeches and inspirational talks. The idea behind it is very simple: If you want a group of people to adopt your point of view, start by describing some difficult or painful issue they' re faced with. Maybe it' s a problem they didn' t realize they had, or maybe it' s something they recognize as an ongoing challenge. Either way, you' re forcing them to hold two contradictory things in their minds at once: either what they already believe andwhat you' re telling them, or what they know andhow they behave. That dissonance ratchets up their discomfort, which makes them want to fix it. From there, you move to your explanation of the problem, and then to your proposed solution, which will replace the dissonance with harmony.   That basic formula can work effectively whether you' re articulating a new strategy at a staff meeting, pitching a product to a customer, or bringing up an issue for discussion with your team. In all these situations, you are trying to explain your idea, sell it to the audience, and ask people to change their views or take some sort of action. As presentation expert Nancy Duarte has pointed out, you are essentiallycreating a story, one that sets up a problem, suggests a solution, tells the audience what they should do, and describes how they' ll be better off as a result.   One of the very best teachers I ever had in business, a technical guru at IBM, used this approach in his training sessions with employees. He told lots of stories about customers and the daunting challenges they faced. In each story he would set up the problem, describe the painful symptoms slow response time, for example, and explain all the gyrations the customer went through to figure out what was wrong. Then, like Sherlock Holmes, he would tell us how to diagnose the real issue and " aha!" fix it. We learned all about problem solving, architecture, and, of course, IBM' s products. His training sessions were master classes in the art of presenting.   Once you understand this approach, you can see it applied in TED talks, keynote speeches, instructional videos, blogs, articles, and almost every other form of persuasive communication out there. Unlike the " instant on" communication in Twitter, or even email, presentations give you time and room to make your case and with help from your voice, face, and gestures convincepeople that they should respond to your call to action.   You can also layer on lots of beautiful pictures and graphics to grab people' s attention, but visual candy does not substitute for a strong argument and a compelling story. I may find your images engaging, but if they don' t tell me what to do or what I must learn, I may just remember your talk as a " good presentation," and never take any action as a result.   Above all, a wellcrafted presentation gets people to focus their attention and their efforts. And focus is something we all desperately need when so many other tools are distracting us instead of making us more productive.   qiao xi bei xin Josh Bersin wen   qiao xi bei xin 2004 nian chuang li le Bersin amp Associates ru jin shi de qin qi xia bei xin bu men, zhu yao zai qi ye xue xi ling dao li ren cai guan li he ren li ji shu deng fang mian jin xing yan jiu bing ti gong zi xun fu wu. ru jin ta zai de qin bei xin bu men fu ze chang qi zhan lue, zhi dao yan jiu fang xiang yi ji bao chi shi chang ling xian di wei. ben wen shou fa yu wei xin gong zhong hao: ha fo shang ye ping lun. wen zhang nei rong shu zuo zhe ge ren guan dian, bu dai biao wang li chang. tou zi zhe ju ci cao zuo, feng xian qing zi dan.

    

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    今天,在这个关于大学的问题中,我们将讨论如何在Windows10中创建环境变量。Windows中的环境变量是包含有关系统环境和当前登录用户信息的值。除了Windows之外,环境变量也存在于以前的Microsoft操作系统中,如MS-DOS。众所周知,应用程序或服务可以通过由环境变量定义的信息来确定操作系统的各种内容有比东北爷们更爷们的_高鹰生殖中心,例如进程数、当前登录用户的名称、当前用户配置文件的文件夹路径或临时文件目录。在Windows10中有很多种环境变量。在本文中,我们将讨喋血孤岛全集优酷_高鹰生殖中心论如何创建用户环境变量和系统环境变量。用户环境变量是适用于当前登录Windows 10的用户的环境变量,系统环境变量是适用于Windows 10中所有用户的环境变量。在注册表编辑器(regedit)中,我们可以找到环境变量的注册表项,其中用户环境变量存储在以下注册表项下:hkey_current_用户环境和系统环境变量存储在以下注册表项下:hkey_local_machine system current control set control 爱在春天 张恺彤_高鹰生殖中心session m管理者环境。分别讨论了用户环境变量和系统环境变量。首先,创建用户环境变量并不是在Windows10中创建环境变量的唯一方法。在今天的文章中,我们将讨论三种方法:通过控制面板创建、通过命令提示中星6b节目表_高鹰生殖中心符(cmd)创建和通过创建进行创建。1。要通过GUI创建用户环境变量,请执行以下步骤。单击“开始”按钮右侧的搜索框/搜索按钮,或通过“Win S”组合键调出Windows年度之歌 歌词_高鹰生殖中心 Search,搜索并打开“控制面板”。依次单击“用户帐户”-“用户帐户”,直到到达此页。单击窗口左侧的“更改我的环境变量”链接,控制面板将弹出如下窗口:“新建”按钮将弹出如下“新建用户变量”窗口:输入要创建的变量的名称和要分配给它的变量的值。如果不想手动输入,也可以通过单击窗口左下角的两个按钮来浏览目录或文件。设置好用户环境变量的变量名和值后,点击“新建用户变量”右下角的“确定”按钮,完成创建。为了验证刚才创建的用户环境变量是否成功,我们可以打开命令提示符(在Windows Search中搜索关键字“cmd”),然后输入并执行以下命令:echo%刚刚创建的变量名为%e.g.echo%bkup%。如果命令提示符返回刚刚设置的变量的值,那么我们已经成功地创建了用户。环境变量。2。要通过命令提示创建用户环境变量,请执行以下步骤:单击“开始”按钮右侧的搜索框/搜索按钮,或通过“win s”组合键调用windows search来搜索并打开“cmd”;输入并执行以下命令:要创建的用户环境变量的变量名例如,如果我们想创建一个名为“bkup”的变量值为“d:backup”的用户环境变量,那么我们需要在命令提示下输入和执行的命令是:setx bkup“d:backup”。注意:前一句命令中的引号是英文引号。为了验证我们刚刚创建的用户环境变量是否成功,我们可以关闭并重新打开命令提示符,然后输淮南一中国际班_高鹰生殖中心入并执行以下命令:echo%我们刚创建的变量名为%e.g.echo%bkup%。如果命令提示符返回刚刚设置的变量的值,那么我们已经成功地创建了用户环境变量。扩展:setx命令是一个控制台命令,可用于设置或取消环境变量。有关此命令的详细用法,请在命令提示下输入并执行该命令:setx/?注意:上一个命令中的问号是英文问号。三。要通过PowerShell创建用户环境变量,请执行以下步骤:单击“开始”按钮右侧的“搜索”框/Search按钮,或通过Win的组合键调用Windows Search来搜索并打开“PowerShell”;输入并执行以下命令:【环境】:设置环境变量(“用户环到”如前一节所述,如果要创建变量名为“bkup”且变量值为“d:backup”的用户环境变量,则需要在采购订单中输入和执行的命令。

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