Human Resource Philosophy

Category: Company News

Release Time: 2019-08-05

Summary: Everything has a concept of quantity and degree, and also a matter of timing. When you decide to increase the capacity of water storage, you must check whether the bucket needs to make up for your shortcomings. The key is whether you have the intention and energy to do so.

　　1. Insights from Life

　　Everything has a concept of quantity and degree, and also a matter of timing. When you decide to increase the water capacity, you must check whether the bucket needs to make up for your shortcomings. The key is whether you have the intention and energy to do so.

　　Similarly, when the external forces of market competition require the enterprise to improve, addressing shortcomings becomes the primary issue. If we can be prepared, like the management allegory above, and consider methods to address our shortcomings before they become urgent, we can be prepared. We can imagine that after the original shortcomings are made up, other shortcomings will naturally appear. This is the challenge we face and will face.

　　Learning Insights

　　The bucket principle tells us that when you want to hold water, you must pay attention to the size (capacity) of the bucket and check if there are any problems with the boards that make up the bucket, such as looseness, holes, and corrosion in various aspects. Making up for one shortcoming will lead to another; it's like climbing a step. For a team to reach the summit, no member can fall behind, unless you give up.

　　2. Who Determines the Water Capacity?

　　● For an individual, their own conditions, a combination of "hardware" and "software," their overall quality and abilities determine their water capacity.

　　● For a department, team, or organization, the water capacity of each member collectively forms a large bucket. This is not a simple addition, but rather the composition of each board; in this case, the shortest board, or the member with the lowest quality and ability, determines the water capacity.

　　● From the perspective of enterprise decision-makers, "three qi" determine the water capacity: 大气 (Dàqì): foresight and open-mindedness; 才气 (Cáiqì): tolerance and talent identification; 灵气 (Língqì): personal charm and artistry. Basically, the greater the vision, the greater the things one can accomplish.

　　Learning Insights

　　The so-called "three carriages"—enterprise, department, and individual—their combined strength is not a simple addition or lineup; they must have consistent direction, intention, and effort to make the "three carriages" run faster. But fast doesn't equal good; "knowing one's own strength" is truly good. Similarly, examining the water capacity from top to bottom, finding a consensus height, and then striving to achieve it.

　　3. Linear and Integrated Models

　　Examining the bucket principle, addressing shortcomings is key to solving problems. Objectively, it's about leveraging strengths and compensating for weaknesses, but it requires a certain amount of manpower and material resources; this is a linear thinking model. It is not the optimal choice in terms of either time or efficiency.

　　Making the long boards even longer is about leveraging strengths and avoiding weaknesses; this is integrated thinking. It requires integrating resources into process management in operations and work, and maintaining the regulatory effect of strategy and operation at all times.

　　For example, a certain enterprise has established a market marketing channel, but its research and development department is in its initial stage. At this time, it should maintain appropriate coordination among the four elements of strategic products, costs, and talent. Just like a family having conflicts, if an outsider comes, should they temporarily put aside their family matters and deal with the outside matters first? Only after settling the external matters can they return to handle internal issues (this is a process and strategic approach).

　　Learning Insights

　　Everything has a matter of dealing with things first, then coordinating them; going to extremes or being timid is not the style of a manager. From the perspective of the enterprise, grasping the core of the problem and solving things with readily available conditions first, arranging things in order of urgency and importance, isn't that more methodical?

　　4. Enterprise Cycle Measurement

　　Enterprise development generally goes through four basic stages: introduction → formation → stability → decline. Different stages have different applications of the bucket principle.

　　From the introduction to the formation stage of an enterprise, from establishment to development, this is a process of founding, rising, and consolidation. A linear thinking model is more suitable; stability is the foundation of strength.

　　From the stable to the declining stage of an enterprise, from control to innovation, an integrated thinking model is needed; finding the core competitiveness to overcome or break through—breaking out of the encirclement. Figuratively speaking, it's a "camel-shaped" graph.

　　Learning Insights

　　Nothing is constant; change is eternal; constancy is relative. When applying this principle, the method should fully evaluate its own resource conditions and position, and the energy available to implement solutions, adopting a steady and winning strategy.

Keywords: Human Resource Philosophy

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