下載App 希平方
攻其不背
App 開放下載中
下載App 希平方
攻其不背
App 開放下載中
IE版本不足
你的 IE 瀏覽器太舊了 更新 IE 瀏覽器或點選連結下載 Google Chrome 瀏覽器 前往下載

免費註冊
! 這組帳號已經註冊過了
Email 帳號
密碼請填入 6 位數以上密碼
已經有帳號了?
忘記密碼
! 這組帳號已經註冊過了
您的 Email
請輸入您註冊時填寫的 Email,
我們將會寄送設定新密碼的連結給您。
寄信了!請到信箱打開密碼連結信
密碼信已寄至
沒有收到信嗎? 點這裡重寄一次
如果您尚未收到信,請前往垃圾郵件查看,謝謝!

恭喜您註冊成功!

查看會員功能

註冊未完成

《HOPE English 希平方》服務條款關於個人資料收集與使用之規定

隱私權政策
上次更新日期:2014-12-30

希平方 為一英文學習平台,我們每天固定上傳優質且豐富的影片內容,讓您不但能以有趣的方式學習英文,還能增加內涵,豐富知識。我們非常注重您的隱私,以下說明為當您使用我們平台時,我們如何收集、使用、揭露、轉移及儲存你的資料。請您花一些時間熟讀我們的隱私權做法,我們歡迎您的任何疑問或意見,提供我們將產品、服務、內容、廣告做得更好。

本政策涵蓋的內容包括:希平方 如何處理蒐集或收到的個人資料。
本隱私權保護政策只適用於: 希平方 平台,不適用於非 希平方 平台所有或控制的公司,也不適用於非 希平方 僱用或管理之人。

個人資料的收集與使用
當您註冊 希平方 平台時,我們會詢問您姓名、電子郵件、出生日期、職位、行業及個人興趣等資料。在您註冊完 希平方 帳號並登入我們的服務後,我們就能辨認您的身分,讓您使用更完整的服務,或參加相關宣傳、優惠及贈獎活動。希平方 也可能從商業夥伴或其他公司處取得您的個人資料,並將這些資料與 希平方 所擁有的您的個人資料相結合。

我們所收集的個人資料, 將用於通知您有關 希平方 最新產品公告、軟體更新,以及即將發生的事件,也可用以協助改進我們的服務。

我們也可能使用個人資料為內部用途。例如:稽核、資料分析、研究等,以改進 希平方公司 產品、服務及客戶溝通。

瀏覽資料的收集與使用
希平方 自動接收並記錄您電腦和瀏覽器上的資料,包括 IP 位址、希平方 cookie 中的資料、軟體和硬體屬性以及您瀏覽的網頁紀錄。

隱私權政策修訂
我們會不定時修正與變更《隱私權政策》,不會在未經您明確同意的情況下,縮減本《隱私權政策》賦予您的權利。隱私權政策變更時一律會在本頁發佈;如果屬於重大變更,我們會提供更明顯的通知 (包括某些服務會以電子郵件通知隱私權政策的變更)。我們還會將本《隱私權政策》的舊版加以封存,方便您回顧。

服務條款
歡迎您加入看 ”希平方”
上次更新日期:2013-09-09

歡迎您加入看 ”希平方”
感謝您使用我們的產品和服務(以下簡稱「本服務」),本服務是由 希平方 所提供。
本服務條款訂立的目的,是為了保護會員以及所有使用者(以下稱會員)的權益,並構成會員與本服務提供者之間的契約,在使用者完成註冊手續前,應詳細閱讀本服務條款之全部條文,一旦您按下「註冊」按鈕,即表示您已知悉、並完全同意本服務條款的所有約定。如您是法律上之無行為能力人或限制行為能力人(如未滿二十歲之未成年人),則您在加入會員前,請將本服務條款交由您的法定代理人(如父母、輔助人或監護人)閱讀,並得到其同意,您才可註冊及使用 希平方 所提供之會員服務。當您開始使用 希平方 所提供之會員服務時,則表示您的法定代理人(如父母、輔助人或監護人)已經閱讀、了解並同意本服務條款。 我們可能會修改本條款或適用於本服務之任何額外條款,以(例如)反映法律之變更或本服務之變動。您應定期查閱本條款內容。這些條款如有修訂,我們會在本網頁發佈通知。變更不會回溯適用,並將於公布變更起十四天或更長時間後方始生效。不過,針對本服務新功能的變更,或基於法律理由而為之變更,將立即生效。如果您不同意本服務之修訂條款,則請停止使用該本服務。

第三人網站的連結 本服務或協力廠商可能會提供連結至其他網站或網路資源的連結。您可能會因此連結至其他業者經營的網站,但不表示希平方與該等業者有任何關係。其他業者經營的網站均由各該業者自行負責,不屬希平方控制及負責範圍之內。

兒童及青少年之保護 兒童及青少年上網已經成為無可避免之趨勢,使用網際網路獲取知識更可以培養子女的成熟度與競爭能力。然而網路上的確存有不適宜兒童及青少年接受的訊息,例如色情與暴力的訊息,兒童及青少年有可能因此受到心靈與肉體上的傷害。因此,為確保兒童及青少年使用網路的安全,並避免隱私權受到侵犯,家長(或監護人)應先檢閱各該網站是否有保護個人資料的「隱私權政策」,再決定是否同意提出相關的個人資料;並應持續叮嚀兒童及青少年不可洩漏自己或家人的任何資料(包括姓名、地址、電話、電子郵件信箱、照片、信用卡號等)給任何人。

為了維護 希平方 網站安全,我們需要您的協助:

您承諾絕不為任何非法目的或以任何非法方式使用本服務,並承諾遵守中華民國相關法規及一切使用網際網路之國際慣例。您若係中華民國以外之使用者,並同意遵守所屬國家或地域之法令。您同意並保證不得利用本服務從事侵害他人權益或違法之行為,包括但不限於:
A. 侵害他人名譽、隱私權、營業秘密、商標權、著作權、專利權、其他智慧財產權及其他權利;
B. 違反依法律或契約所應負之保密義務;
C. 冒用他人名義使用本服務;
D. 上載、張貼、傳輸或散佈任何含有電腦病毒或任何對電腦軟、硬體產生中斷、破壞或限制功能之程式碼之資料;
E. 干擾或中斷本服務或伺服器或連結本服務之網路,或不遵守連結至本服務之相關需求、程序、政策或規則等,包括但不限於:使用任何設備、軟體或刻意規避看 希平方 - 看 YouTube 學英文 之排除自動搜尋之標頭 (robot exclusion headers);

服務中斷或暫停
本公司將以合理之方式及技術,維護會員服務之正常運作,但有時仍會有無法預期的因素導致服務中斷或故障等現象,可能將造成您使用上的不便、資料喪失、錯誤、遭人篡改或其他經濟上損失等情形。建議您於使用本服務時宜自行採取防護措施。 希平方 對於您因使用(或無法使用)本服務而造成的損害,除故意或重大過失外,不負任何賠償責任。

版權宣告
上次更新日期:2013-09-16

希平方 內所有資料之著作權、所有權與智慧財產權,包括翻譯內容、程式與軟體均為 希平方 所有,須經希平方同意合法才得以使用。
希平方歡迎你分享網站連結、單字、片語、佳句,使用時須標明出處,並遵守下列原則:

  • 禁止用於獲取個人或團體利益,或從事未經 希平方 事前授權的商業行為
  • 禁止用於政黨或政治宣傳,或暗示有支持某位候選人
  • 禁止用於非希平方認可的產品或政策建議
  • 禁止公佈或傳送任何誹謗、侮辱、具威脅性、攻擊性、不雅、猥褻、不實、色情、暴力、違反公共秩序或善良風俗或其他不法之文字、圖片或任何形式的檔案
  • 禁止侵害或毀損希平方或他人名譽、隱私權、營業秘密、商標權、著作權、專利權、其他智慧財產權及其他權利、違反法律或契約所應付支保密義務
  • 嚴禁謊稱希平方辦公室、職員、代理人或發言人的言論背書,或作為募款的用途

網站連結
歡迎您分享 希平方 網站連結,與您的朋友一起學習英文。

抱歉傳送失敗!

不明原因問題造成傳送失敗,請儘速與我們聯繫!
希平方 x ICRT

「Yves Morieux:提高生產力的關鍵不是規則,而是合作」- How Too Many Rules at Work Keep You from Getting Things Done


框選或點兩下字幕可以直接查字典喔!

Paul Krugman, the Nobel Prize [winner] in economics, once wrote: "Productivity is not everything, but in the long run, it is almost everything."

So this is serious. You know, there are not that many things on earth that are "almost everything." Productivity is the principal driver of the prosperity of a society. So we have a problem. In the largest European economies, productivity used to grow five percent per annum in the '50s, '60s, early '70s. From '73 to '83: three percent per annum. From '83 to '95: two percent per annum. Since 1995: less than one percent per annum. The same profile in Japan. The same profile in the US, despite a momentary rebound 15 years ago, and despite all the technological innovations around us: the Internet, the information, the new information and communication technologies.

When productivity grows three percent per annum, you double the standard of living every generation. Every generation is twice as well-off as its parents'. When it grows one percent per annum, it takes three generations to double the standard of living. And in this process, many people will be less well-off than their parents. They will have less of everything: smaller roofs, or perhaps no roof at all, less access to education, to vitamins, to antibiotics, to vaccination-to everything. Think of all the problems that we're facing at the moment. All. Chances are that they are rooted in the productivity crisis.

Why this crisis? Because the basic tenets about efficiencyeffectiveness in organizations, in management-have become counterproductive for human efforts. Everywhere in public services-in companies, in the way we work, the way we innovate, invest-try to learn to work better. Take the holy trinity of efficiency: clarity, measurement, accountability. They make human efforts derail.

There are two ways to look at it, to prove it. One, the one I prefer, is rigorous, elegant, nice-math. But the full math version takes a little while, so there is another one. It is to look at a relay race. This is what we will do today. It's a bit more animated, more visual and also faster-it's a race. Hopefully, it's faster.

World championship final-women. Eight teams in the final. The fastest team is the US team. They have the fastest women on earth. They are the favorite team to win. Notably, if you compare them to an average team, say, the French team,

based on their best performances in the 100-meter race, if you add the individual times of the US runners, they arrive at the finish line 3.2 meters ahead of the French team. And this year, the US team is in great shape. Based on their best performance this year, they arrive 6.4 meters ahead of the French team, based on the data. We are going to look at the race. At some point you will see, towards the end that Torri Edwards, the fourth US runner, is ahead. Not surprising—this year she got the gold medal in the 100-meter race. And by the way, Chryste Gaines, the second runner in the US team, is the fastest woman on earth. So, there are 3.5 billion women on earth. Where are the two fastest? On the US team. And the two other runners on the US team are not bad, either.

So clearly, the US team has won the war for talent. But behind, the average team is trying to catch up. Let's watch the race.

So what happened? The fastest team did not win; the slower one did. By the way, I hope you appreciate the deep historical research I did to make the French look good.

But let's not exaggerate—it's not archeology, either.

But why? Because of cooperation. When you hear this sentence: "Thanks to cooperation, the whole is worth more than the sum of the parts." This is not poetry; this is not philosophy. This is math. Those who carry the baton are slower, but their baton is faster. Miracle of cooperation: it multiplies energy, intelligence in human efforts. It is the essence of human efforts: how we work together, how each effort contributes to the efforts of others. With cooperation, we can do more with less.

Now, what happens to cooperation when the holy grail-the holy trinity, even-of clarity, measurement, accountability-appears?

Clarity. Management reports are full of complaints about the lack of clarity. Compliance audits, consultants' diagnostics. We need more clarity, we need to clarify the roles, the processes. It is as though the runners on the team were saying, "Let's be clear-where does my role really start and end? Am I supposed to run for 95 meters, 96, 97...?" It's important, let's be clear. If you say 97, after 97 meters, people will drop the baton, whether there is someone to take it or not.

Accountability. We are constantly trying to put accountability in someone's hands. Who is accountable for this process? We need somebody accountable for this process. So in the relay race, since passing the baton is so important, then we need somebody clearly accountable for passing the baton. So between each runner, now we will have a new dedicated athlete, clearly dedicated to taking the baton from one runner, and passing it to the next runner. And we will have at least two like that. Well, will we, in that case, win the race? That I don't know, but for sure, we would have a clear interface, a clear line of accountability. We will know who to blame. But we'll never win the race. If you think about it, we pay more attention to knowing who to blame in case we fail, than to creating the conditions to succeed. All the human intelligence put in organization design-urban structures, processing systems-what is the real goal? To have somebody guilty in case they fail. We are creating organizations able to fail, but in a compliant way, with somebody clearly accountable when we fail. And we are quite effective at that-failing.

Measurement. What gets measured gets done. Look, to pass the baton, you have to do it at the right time, in the right hand, at the right speed. But to do that, you have to put energy in your arm. This energy that is in your arm will not be in your legs. It will come at the expense of your measurable speed. You have to shout early enough to the next runner when you will pass the baton, to signal that you are arriving, so that the next runner can prepare, can anticipate. And you have to shout loud. But the blood, the energy that will be in your throat will not be in your legs. Because you know, there are eight people shouting at the same time. So you have to recognize the voice of your colleague. You cannot say, "Is it you?" Too late!

Now, let's look at the race in slow motion, and concentrate on the third runner. Look at where she allocates her efforts, her energy, her attention. Not all in her legs—that would be great for her own speed—but in also in her throat, arm, eye, brain. That makes a difference in whose legs? In the legs of the next runner. But when the next runner runs super-fast, is it because she made a super effort, or because of the way the third runner passed the baton? There is no metric on earth that will give us the answer. And if we reward people on the basis of their measurable performance, they will put their energy, their attention, their blood in what can get measured—in their legs. And the baton will fall and slow down.

To cooperate is not a super effort, it is how you allocate your effort. It is to take a risk, because you sacrifice the ultimate protection granted by objectively measurable individual performance. It is to make a super difference in the performance of others, with whom we are compared. It takes being stupid to cooperate, then. And people are not stupid; they don't cooperate.

You know, clarity, accountability, measurement were OK when the world was simpler. But business has become much more complex. With my teams, we have measured the evolution of complexity in business. It is much more demanding today to attract and retain customers, to build advantage on a global scale, to create value. And the more business gets complex, the more, in the name of clarity, accountability, measurement we multiply structures, processes, systems.

You know, this drive for clarity and accountability triggers a counterproductive multiplication of interfaces, middle offices, coordinators that do not only mobilize people and resources, but that also add obstacles. And the more complicated the organization, the more difficult it is to understand what is really happening. So we need summaries, proxies, reports, key performance indicators, metrics. So people put their energy in what can get measured, at the expense of cooperation. And as performance deteriorates ,we add even more structure, process, systems. People spend their time in meetings, writing reports they have to do, undo and redo. Based on our analysis, teams in these organizations spend between 40 and 80 percent of their time wasting their time, but working harder and harder, longer and longer, on less and less value-adding activities. This is what is killing productivity, what makes people suffer at work.

Our organizations are wasting human intelligence. They have turned against human efforts. When people don't cooperate, don't blame their mindsets, their mentalities, their personality—look at the work situations. Is it really in their personal interest to cooperate or not, if, when they cooperate, they are individually worse off? Why would they cooperate? When we blame personalities instead of the clarity, the accountability, the measurement, we add injustice to ineffectiveness.

We need to create organizations in which it becomes individually useful for people to cooperate. Remove the interfaces, the middle offices—all these complicated coordination structures. Don't look for clarity; go for fuzziness. Fuzziness overlaps. Remove most of the quantitative metrics to assess performance. Speed the "what." Look at cooperation, the "how." How did you pass the baton? Did you throw it, or did you pass it effectively? Am I putting my energy in what can get measured-my legs, my speed-or in passing the baton?

You, as leaders, as managers, are you making it individually useful for people to cooperate? The future of our organizations, our companies, our societies hinges on your answer to these questions.

Thank you.

播放本句

登入使用學習功能

使用Email登入

HOPE English 播放器使用小提示

  • 功能簡介

    單句重覆、上一句、下一句:顧名思義,以句子為單位重覆播放,單句重覆鍵顯示橘色時為重覆播放狀態;顯示灰色時為正常播放狀態。按上一句鍵、下一句鍵時就會自動重覆播放該句。
    收錄佳句:點擊可增減想收藏的句子。

    中、英文字幕開關:中、英文字幕按鍵為綠色為開啟,灰色為關閉。鼓勵大家搞懂每一句的內容以後,關上字幕聽聽看,會發現自己好像在聽中文說故事一樣,會很有成就感喔!
    收錄單字:用滑鼠框選英文單字可以收藏不會的單字。
  • 分享
    如果您覺得本篇短片很有趣或很喜歡,在短片結束時有分享連結,可以分享給朋友一同欣賞,一起看YouTube學英文!

    或是您有收錄很優秀的句子時,也可以分享佳句給大家,一同看佳句學英文!