How Will You Measure Your Life?读后感10篇
《How Will You Measure Your Life?》是一本由Clayton M. Christensen / James A著作，HarperBusiness出版的Hardcover图书，本书定价：USD 25.99，页数：240，特精心从网络上整理的一些读者的读后感，希望对大家能有帮助。
《How Will You Measure Your Life?》读后感(一)：醍醐灌顶、拨云见日
《How will you measure your life》Christensen教授的这本书不愧是NYT畅销书之榜首。读完令人醍醐灌顶、拨云见日，心情也平静了许多。在人生重要的转折时期能够读到这本书是上天给我最好的礼物。好期待下学期上他的BSSE课程
《How Will You Measure Your Life?》读后感(二)：丈量人生
用商业案例与人生的道理结合的方式很有意思，一边学习了管理学当中的一些理论，也了解了一些比较经典的案例，还从中能和家庭、人际关系各种结合。
也许创业、做好自己的事业与怎样处理好夫妻朋友孩子的关系、建立一个好的家庭是有同样的原理的。而人生当中最重要的事情，也许就是实现自我价值。究竟自己想成为一个什么样的人，并且希望如何去实现它。人生中没有什么捷径可走的，就跟商业中一样。
书中还有很多理论，案例都值得借鉴和引用。作为2018年读完的第一本书，还算是一个很好的激励。
《How Will You Measure Your Life?》读后感(三)：找到自己的尺
#2015年第15本#audible+图书馆中文版，迅速搞定了这本鸡汤。
三个主题：如何找到自己的事业，如何和家人朋友建立深入关系，如何坚守底线。创新之处是用一些商业理论来类比人生决策（good money bad money, conservation of modularity, the job that needs to be done),但中心思想其实并不新：人的时间精力是硬约束，要到达理想的人生状态必须明白工作、名望、自我、快乐、家人朋友，孰重孰轻，然后用这来指导日常的每一个决定，一步步的靠近目标。
联系今年读过的另几本书，这和“designing your life”里面的life oddysey+prototype的design thinking，以及playing big里面的inner mentor都有异曲同工之妙。you are what you eat, read, and decide everyday. Fail fast and fail early, adjust, and it will not be long before you are on the right track.
A side note: 相信自己所做的决定和选择的道路其实最为重要，不管你是相信三岁之前亲子关系决定一生，还是相信quality time is enough. 开始慢慢理解为什么人的年纪大了会越来越固执，这也许是纠结，和自己战斗多年之后的保护色。不管做什么决定都有downside,都有另一个理论与之冲突。固执是最简单的停止思考并且感觉良好的方式。
《How Will You Measure Your Life?》读后感(四)：人生本如此
读这本书的时候，总会时不时的有种茅塞顿开的感觉。其实并不是因为这本书讲了什么不为人知的人生哲理，成功秘籍之类的东西。而是将一些我们自己能想到或者看到，却并不清楚的东西一语点破。书不玄妙也不夸张，只是基于作者的人生经验，商业案例和商业理论来谈一谈衡量人生和经历人生的方法。
人每天的生活其实非常简单平凡，但是当这个每天的跨度连续起来就是近百年的时间。这几十年，不算长，但是对一个人来说就是一辈子。人在这一辈子里，长大，成家，立业。但是我们怎么从这一步步的路程和一天天的时间走完这几十年，这就是这本书要探讨的东西。定一个大目标很容易，但具体实行起来就很难。作者提出了很多方法来让读者从细节着眼，从计划和变化中从容的转换。不拘泥于结果的实现，也不拘泥于过程的严格执行。而是有一个方向，然后随时调整步伐和目标。即使最后达到的目的地和最初的目标大相径庭，也不要紧，因为人生就是充满了诸多的变化。只有走到了相应的位置，才能从那个位置思考路线，而非一眼看几年甚至几十年。不现实也很难做到。
这本书化了很大一部分来谈生活，家庭和孩子。很明显，作者其实把家庭生活作为了人生的重点，把抚养孩子作为了一个重要的人生任务。虽然对一些年轻人来说，这部分看上去离着生活有点远。其实，读者可以从这部分反向的思考人生。也就是从现在开始往前思考，思考自己是不是在成长中建立了比较完整的处事方法。从而可以使我们思考，如果没有建立起一种处事方法，那我们该如何建立，该如何帮孩子建立。无论对于自身还是孩子，这一部分都会让人有所启发。首先，拥有资源，然后建立一种做事情的流程，最后建立一个做事情的优先级。这是一个企业在发展中逐步建立的东西，而作为一个人，在成长过程中也同样要经历同样的事情。
这本书更像一个老人在心平气和的结合商业理论来谈论一下人生的经验。无关乎励志，计划，和具体成功的策略。而是在很多方面来谈论一个人的人生的本来面貌——事业和生活。你怎样过你的人生取决于你怎么衡量你的人生。
《How Will You Measure Your Life?》读后感(五)：一般
书很短，一个周末就能读完，感觉太浅了（论证只有初中水平），就前几章有点意思，记一下
合适的读者: 高中生、本科生
应该有相关演讲，可以先看看
1. 我们为什么工作？关于工作，我们通常只考虑待遇，但实际上，分成两方面考虑
- 基本因素 (hygiene factor), 包括工资，工作环境等等
- 动力因素 (motivation factor), 包括工作的意义，个人成长等等
这也就解释了，为什么有些人工资很高，但是依然并不开心，因为动力方面少了
另一方面，也适用于解释产品上，用户创作的动机。比如知乎/豆瓣写一篇文章，固然希望有更多人看到、赞，但也应该是因为自己确实想要表达、总结自己的看法。如果只是单纯强调赞，那么就会沦落成营销帐号的阵地了
对于公司，有好资金/差资金（good money/bad money）的区别
当公司方向不是很明确的时候，好的资金让公司先探索好盈利模式，然后再追求增长; 差的资金会要求公司赶紧扩大规模，但由于根基不牢，发现商业模式上有问题就很难回头了。另一方面，当模式探索好之后，就要求马上开始增长，而不考虑一时盈利的大小.
这和做产品的道理是一样的。一开始考虑具体解决什么问题，基本的模式形成之后，再做增长。而不是最基本的都没做好，就去求用户量.
2. 家庭哈佛的同学聚会每5年举行一次。毕业5周年聚会上，每个人看起来都很好 一一有很棒的工作，伴侣比本人好看，小孩也很看起来很有教养。就像我们想象的那样，生活在变得越来越好。但10周年聚会的时候，却并不如此。有几个我一直想见的同学没来。 后来才知道，是在离婚中，很痛苦。不想过来和我们谈论这些。15， 20年之后，更是愈发如此，更少有人人回来聚会了在毕业的时候，没有一个人想着将来自己的小孩会讨厌自己，会离婚好几次。我们本想建立一个幸福的家庭，作为幸福快乐的源泉。但最终结果却相反。作者在序言里讲的，非常警醒
3. 本书的问题(1) 理论太空，缺乏对案例的深入分析
作者喜欢强调自己是研究理论的，但也导致了对很多案例缺乏更深层次的思考
比如说外包，Dell外包失败了，但是为什么苹果没问题？
再比如Blockbuster和Netflix的竞争，仅仅就是订阅模式的区别吗？
很多东西都没有那么简单。他最出名的颠覆理论本身也有问题，没办法去解释苹果、Uber等等
(2) 关于职业生涯
对于普通人而言，工作就仅仅是工作而已，有较好的收入，基本的进取心就不错了
而且，很多时候工作和家庭是对立的。如果对于工作只是比较上进，那么反而会有时间花更多时间在家庭上;而如果对工作太过进取，那么反而难以有时间去照顾家庭了.
另一方面，对于高风险的职业，我觉得Taleb在Anti-fragile里讲的很好，想当作家，完全可以找一份白天的工作，然后下班后去从事写作。这样子创作压力小，风险也小很多。当年明月就这么出来的。
(3)
3-4章，讲的其实就是 lean, 长期短期利益， 没有什么深入的分析
家庭部分的实在是读不进去，也没看到什么深入的见解.
《How Will You Measure Your Life?》读后感(六)：全书名过其实，部分语录令人警醒
事实再次证明，商学院教授，尤其是主要给MBA上课的教授的书并不值得买，正如商学院教授，尤其是主要给MBA上课的教授的讲座亦不值得深听一样。想起前不久听MIT Sloan商学院教授Andrew Lo讲座，被听众一度问得答不上话，而我差一点就买了他写的Adaptive Markets，在讲座后果断打消了这个念头。Andrew Lo的问题在于不出于实践、未加论证地臆想，试图提供一个宏大的解决方案，其中逻辑既没有实践上的经验，当然也不符合学术的规范。Clayton Christensen的这本书问题不同，但同样名不符实。
作者在一开篇既声称，和常见的励志或自我反醒的书不同，这本书是要给人以理论，让读者通过理论自行分析，而不是直接告诉读者怎样做就会取得成功。这是作者认为的学院派一直实行的方式，非授人以鱼，而授人以渔。但若总结这本200多页小薄书的内容，却和常见的励志书并无本质不同。
书分为三个部分，第一部分、2-4章讲如何在职业生涯中获取欢乐，第二部分、5-9章讲如何在家庭中获取欢乐，第三部分、第10章讲怎样避免进到监狱。第1章着实值得一读，讲了学术圈最看重的一个道理，即相关关系并不一定意味着因果关系，会飞的动物大部分都有翅膀，但有翅膀并不等同于会飞，这也是人类最初的飞行实验大多失败的原因，直到伯努利发明了流体力学，解决了浮力的问题，人类都具备了飞行的可能。第2章直白地告诉读者，为了地位、金钱工作并不会获得快乐，最重要的是找到工作的动力，找到工作带来的满足感。第3章说人不可能预期一直干某一项工作，总是需要在坚持梦想和灵活机动间把握平衡，如果有好机会也可以试试，直到找到工作的动力。第4章称前两章实际上是一个选择职业的战略，但是再好的战略如果没有执行也等于空谈，因此要把战略体现在行动和资源的分配上。第5章先说了良好家庭的维持需要较早和长期的投入，正当你感觉家庭关系良好的时候，正是继续加大投资的好时机，而不是在此时把更大的精力放到工作上。第6章说了换位思考的问题，在家庭关系中最重要的不是你要做什么，而是家人需要你做什么。第7章开始进入如何教育孩子，在过去的几十年，全球制造业的大趋势是外包，把所有可以标准化、技术含量低、劳动密集型的生产环节交给发展中国家的初创型公司，正如Dell把电脑的生产外包给台湾企业Asus一样，通过外包，核心的企业逐步失去了对整体生产流程的把控，更重要的是从无到有培育了一个全方位、具备生产和创新能力的竞争对手。现在家长也喜欢让孩子上各种各样的培训学术，这是给孩子以“资源”，但孩子在这些学校并不会学会最重要的克服困难、建立自尊。有意思的是作者认为决定公司或一个人能力的有三个因素：资源、流程和优先级，优先级是最重要的因素。第8章继续引用公司管理中的例子说明，与光鲜的履历、各式的奖状相比，更重要的是孩子从生活经验中成长，家长需要判断孩子的成长更需要什么样的能力和经验，并以此设计培养环节。第9章强调要预设并建立合适的家庭文化，即家庭的“无形之手”（Invisible hand），家长对家庭文化应有明确的设想，否则只能接受家庭关系演变的结果。第10章说为什么本很优秀的哈佛大学毕业会被关进监狱？这是由于人们早已接受了边际思考，但人们没有意识到，边际的逐渐演变会让人最终付出整个成本。放松一点警惕带来的往往是满盘皆输。
全读此书约需要4-5个小时，英文好的可以再快一点。回顾全书，并没有作者开篇长篇大论的所谓理论，阐述的也是和其他励志书差不多的道理。书中有两句话比较好：
“In the end, a strategy is nothing but good intentions unless it’s effectively implemented.”
“100 Percent of the Time is Easier Than 98 Percent of the Time. Many of us have convinced ourselves that we are able to break our own personal rules ‘just this once.’ In our minds, we can justify these small choices. None of those things, when they first happen, feels like a life-changing decision. The marginal costs are almost always low. But each of those decisions can roll up into a much bigger picture, turning you into the kind of person you never wanted to be. That instinct to just use the marginal costs hides from us the true cost of our actions.”
发人警醒。
《How Will You Measure Your Life?》读后感(七)：若干年后，能做到不悔吗？
回想一下，当你10岁的时候，有人问你将来长大后想当什么？宇航员、考古学家、消防员、棒球运动员、甚至美国第一任女总统，我们似乎有着无限的可能性！
但是，我们中的大部分，随着岁月的流逝，我们大都麻木的默许着曾经的梦想消失殆尽。
时间，时间，啊时间！怎么分配我们这最宝贵的资源，结合你的天赋与精力，是我们决定我们人生的最有决定性的策略。
【动机】
我们工作，得到报酬，去买更多想要的东西。如何得到更多的报酬，成为了很多人穷其一生追逐的目标。
当某一天，我们得知世界上最勤劳的人在为非营利性机构或慈善机构工作——往往在你想象不到的艰苦条件下工作，如灾后重建地区、饥荒国家、遭受洪涝灾害的国家。
我们不免会产生疑问，究竟是我们“现实”过了头，还是志愿者们不食人间烟火呢？
弗雷德里克·赫茨伯格的 “动因论” 给了我们答案。
这个理论包括两种不同的因素：基础因素和动力因素。
在工作中，由于一些基础因素不能达到我们的预期，会让我们感到不满。这里所说的基础因素包括地位、薪水、安全保障、工作条件、公司政策等，这些都很重要。
但是即使工作的基础因素得到了改善，你不会立刻爱上这份工作，最多是不再讨厌它罢了。
真正让我们非常满意并爱上工作的因素是什么呢？那就是赫茨伯格研究中的“动力因素”。动力因素包括：有挑战性、获得认可、责任感、个人成长。
人们做某件事真正的动因是：发自内心地想去做。这样，不论你身处顺境还是逆境，动因都将持续。
There’s an old saying: find a job that you love and you’ll never work a day in your life.
【执行】
“发现—驱动计划”，简单说就是任何计划、战略、选择、方向、规划都会存在假设前提，必须要记住验证这个假设的可行性，“要设法测试最重要的假设是否有效——让团队成员迅速以最少的开支证实最关键的假设是有效还是无效”。接受一项工作，改变职业时也要做这样的思考：“需要被证实的最重要的假设条件是什么？要怎样才能对这些假设是否有效进行不昂贵的、快速的测试，从而确保你前面走的是一条现实可行的道路。
【决策】
决定一个企业能做什么和不能做什么的三大能力：资源、应用流程、组织行为优先顺序。资源大都是有型的；应用流程简单概括成一个企业做事情的方法，包括各种制度、方式、策略等；组织优先顺序就是企业的价值观取向。 这个模型应用到个人身上：资源是他所利用的东西，应用流程是他做事的方式，价值取向是他做某件事的动机。
【好钱or坏钱】
时光流逝，大家都在成长，而后你丢失了什么，你来得及意识到这些吗？ “好钱和坏钱理论”，你投入的东西其实可以不急着计算回报，但是你要知道你种下的树苗能否长成树荫。 就像许多重要投资一样，与家人、朋友的关系需要你不断去关注。 “要了解对你最在乎的人而言什么东西最重要，最好的方法就是从‘需要完成的工作’角度去考虑，它能使你发展出真正的同情” “我真的相信与家人、朋友间的关系是人生幸福的最大源泉” 我也相信！“牺牲和付出能使承诺关系更牢固”
关于如何培育小孩：作者提到父母多与孩子对话，可以帮助孩子提升词汇量；锻炼孩子的神经元和脑细胞发育。
Children will learn when they’re ready to learn, not when you’re ready to teach them; if you are not with them as they encounter challenges in their lives, then you are missing important opportunities to shape their priorities—and their lives.
在不远的将来，再问自己，你要如何衡量你的人生？
你的答案会是什么？
《How Will You Measure Your Life?》读后感(八)：于止，知其所止
rologue——
3 questions
怎样度过一个成功的职业？怎样营造一个幸福的家庭和和谐的亲友关系？怎样度过一个完整的人生——不犯罪？
1st chapter——解决3 questions的方法
theory的力量，现象只是表象和snapshot，数据和经验只代表过去无法预测未来，各种成功学和幸福学只能给出片段，只有theory可以解释现象和预测未来；
好的theory的形式是if……then，有条件的。
单一的theory无法解释复杂世界，是多个theory组合来解释，如查理芒格所说
2nd chapter——
hygiene factor:
报酬、地位、工作环境、培训等
没有会不满，有了只是不hate而已
motivation factor:
挑战、意义、责任、成长、认可等，有了会satisfied
工作上的成功需要找到同时满足hygiene和motivation factor的工作
keep looking, Don’t settle
fully satisfied的条件great work的条件love what you do
理论1：如果一个工作满足hygiene factor阈值，同时由motivation factor驱动，则会引导你在工作中成功和快乐。
3rd chapter——
alance of deliberate and emergent
机会的判断标准：
1. 是否可能同时符合hygiene和motivation factors？
2. 是否符合人生大方向？
3. 什么假设（支撑条件）必须为真？最重要和最不确定的假设放在最上，最不重要和最确定的假设放在最下面。
4. 如何以较小代价验证重要假设为真？
理论2：如果做好deliberate和emergent plan的balance，则很可能找到使你成功的工作
理论3：如果不采用假设为真分析法，则抓不住机会或走向失败。
4th chapter——
resource allocation需要符合你的目标和战略，什么最重要就要分配最多的资源。
人们往往分配资源给short-term很快能有反馈回报的事上，而不是真正重要的long-term短期看不到反馈回报的事上。
理论4：如果资源分配不跟着战略走，则不是真正的执行战略。
5th chapter——
家庭关系和朋友关系要未雨绸缪，小心经营，及早关心
good and bad money theory: 盈利的商业模型需要及早酝酿出，企业早期不容忍不盈利，容忍成长，找到合适商业模式后容忍利润，不容忍不成长
理论5：如果平时不好好经营家庭关系和朋友关系，关键时刻将会受到惩罚。
理论6：good and bad money theory，盈利的商业模型需要及早酝酿出，企业早期不容忍不盈利，容忍成长，找到合适商业模式后容忍利润，不容忍不成长。
6th chapter——
家庭和谐的关键：what job does my spouse hire me to do？
We often give my spouse what We think they need, not really need.
小孩上学的需求是success和friends
需要深入思考和理解客户、家庭和配偶的需求。
理解需求后要去行动满足需求，要sacrifice.
acrifice deepens commitment
理论7：如果我们给对方是我们认为他们想要的而不是他们真正需要我们做的，将会导致销售不好和家庭关系不谐。
理论8：如果你在家庭关系和事业中做出牺牲和投入，将会加强你对家庭和事业的忠诚。
7th chapter——
教育孩子，什么可以outsource，什么不可以
capability理论：resource、process、priority，分别代表what，how和why，我认为process一般代表固定不变战术成份多，why代表变动战略成份多。
resource：people、instrument、技术、产品设计、品牌、现金、供应商关系、客户关系、分销商关系，可衡量
rocess：决策过程、合作模式、生产流程、资源分配
riority：culture
外包工作时要思考：外包对象的动态能力变化、未来什么能力最重要则不能外包
对孩子来说，最重要的不是resource，而是通过解决困难问题而学到的process和priority，比如团队合作能力、领导力
父母对孩子重要的不是做了什么而是不做什么，这样孩子才能学会proccess
父母传递process和priority给子女要注意孩子只有在准备学习时才会学习，因此：
过分外包时孩子准备学习而你不在身边；你需要保持价值观一致，一以贯之，有目的的塑造你的子女。
理论9：你在做事、教育孩子、做事业时的能力有且仅有3个纬度：resource、process和priority，后两者是关键能力，如果你在做事和教育孩子时将后两者外包，则会使你和孩子的能力失去。
理论10：孩子只有在他们准备学习时才会学习，如果你不能保持行事一致和随时在他的身边，则无法让孩子成为你希望成为的人。
8th chapter——
rocess and priority: school of experience
总是success不好，要让孩子学会面对这个真实世界
理论11：如果你不经历做某些事业成功需要经历的事和从经历中学到相应的process和priority，将不会成功做那些事业。
9th chapter——
culture是process和priority的混合，是某一种反复做的总是成功的方法，反复做就会成为习惯，成功会增强自信，大家都这么做就会成为文化。文化会形成自动化。
仅口号不行动行不成文化。
怎样让孩子喜欢工作：一起做而有趣。
家庭形成文化：父母要保持长久的一致，别让一次两次例外成为文化。
理论12：culture是process和priority的混合，如果反复成功地做就会形成文化，一两次例外会破坏culture。
10th chapter——
勿以善小而不为，勿以恶小而为之
千里之堤溃于蚁穴
错误的marginal thinking: 人们总是想在沉没成本上加杠杆而只注意到当前较小的marginal cost而忽视了未来
just this once同marginal thinking，非常危险，它是加杠杆的just this once，百分之百坚守原则远比98%坚守原则容易。
理论13：marginal thinking理论，如果因为沉没成本，只计算单次事情和单个产品的低成本，将会付出整个代价。
Epilogue——
urpose的重要性怎么评价都不为过，没有purpose（strategy），theory无用武之地，知识只是零散的
urpose的形成并不容易，需要沉潜反复，3 steps→likeness、commitment（不断重复和自问反思）、metrics（衡量你是否偏离了方向）
理论14：如果没有沉潜反复找到和凝炼出合适的目标和战略，将会是失败的人生和事业。
我的目标定位：
1. 顺应时世，成为对世界、国家、民族、社会、团体和家人有巨大价值的人；
2. 洞悉宇宙、世界和人性；
3. 成为勇敢、不怯懦和有担当的人。
附：HBR的Kleidoscope
什么是真正的成功？
happiness, achievement, significance和legacy都做要足够好，achievement是立功、significance是立德、legacy是立言。
每一项又各包括self、work、family和community。
怎样才能面面俱到？
just enough和快速切换聚焦switch and link，做一件事要只在当下。
《How Will You Measure Your Life?》读后感(九)：读书笔记
一、 Section1
riorities, balancing plans with opportunities, and allocating your resources - combine to create your strategy.
1.1 Priorities:
商业案例（理论）：incentive theory -> motivation theory
# two types of factors: hygiene factors and motivation factors
# hygiene factors: status, compensation, job security,, work conditions, company policies and supervisory practice.
# Motivation factors: challenging work, recognition responsibility and personal growth. Feelings that you are making a meaningful contribution to work.
映射生活：
Many of my peers had chosen careers using hygiene facts as the primary criteria..
1.2 The balance of Calculation and Serendipity
商业案例： honda motorcycle into the US market.
映射生活：
# If you’ve found out the field where you can maximize the motivators and satisfy the hygiene factors. Do deliberate approach.
小工具：
# a tool that can help you test whether your deliberate strategy or a new emergent one will be a fruitful approach: what has to prove true for this to work？
## 小案例：法国迪士尼的失败。
## 使用： Before you take a job, 1. carefully list what things others are going to need to do or to deliver in order for you to successfully achieve what you hope to do. 2. ask yourself what assumptions have to prove true for your to be HAPPY in the choice.
## a good place to start would have been to look at the characteristics of other firms that have successfully entered the field.
1.3 Resources
问题细分和商业案例：
# getting the measure of success wrong. -> SonoSite的销售推销的产品和公司意图不符。
# paradox of resource allocation: -> Sonosite
# when individuals cause the problems. -> apple
# Dangers of getting the time frame wrong -> Unilever & its cadre
映射生活：
# have, in your brain, a filter for making choices about what to prioritize.
# To avoid unconsciously allocating one’s resource to activities that yield the most immediate , tangible accomplishments. (Ought to invest time and energy in relations with friends, spouses, children, etc)
二、Section 2
e a good spouse, a good parent, and a good friend.
2.1 relationships with friend & family
商业理论和案例：
# good money & bad money. Iridium Satellite Network.
映射生活：
# 持续投入。（小孩六岁前不关注，青春期就晚了；etc）
# 投入到未来幸福：而不要被instant feedback 吸引。（家庭和朋友是幸福的一大源泉）
2.2 Doing the right job满足亲友需求：
商业案例： ikea idea - the job to be done; milkshake survey.
映射生活：
# 家庭成员见：沟通和满足真正的需求，以及sacrifice & commitment
2.3 孩子成长
商业案例和分析：
# dell outsourcing 到Asus的经过和结果
# 分析：分析自己的资本（capabilities）：resource， processes and priorities
映射生活：
# resources are what he uses to do it, processes are how he does it, and priorities are why he does it.
# 大部分家长都在给孩子投资resource，但是process和priorities是要增强的。后者是可以通过让孩子从小加入家庭工作、生活分享来实现的。
2.4 孩子成长2： 储存经验值
商业案例：
# hr选候选人（ceo）等。都是从成功简历看，其实应该葱经历看
映射生活：
# 想好目标就冲着目标去储存经验
# 不要一直吃老本
# 不要担心让孩子有（失败）的经历： 给他们些困难的工作。让他们有失败或战胜他们的经历
2.5 建立家庭文化，塑造孩子的性格
商业案例： 什么是公司的文化，如何形成，作用是什么。
# A culture is a unique combination of processes and priorities within an organization.
映射生活：
# family culture：what things we prioritize, how we solve problems, and what really matter.
# 夫妻两人家庭文化的融合、沟通和确立，在一次次的正向鼓励中建立：
# 持续和一致
三、Section 3 :LIving a life of integrity.
3.1 Full versus marginal thinking
商业案例：
# BLockbuster vs. Netflix
# US steel
# Nick Leeson vs. Barings.
# The trap of marginal thinking: you end up paying the full price anyway.
映射生活： the only way to avoid the consequences of uncomfortable moral concessions in your life it to never start making them in the first place.
四、Epilogue： Purpose
Three parts of purpose: likeness, commitment, and metrics - comprise a company’s purpose.
映射生活
# likeness: The person I want to become -> becoming committed -> finding the right metic
《How Will You Measure Your Life?》读后感(十)：Sect One: 职业发展与个人成功
目录
rologue
1 just because you have feathers
ect 1 finding happiness in your career
2 what makes us tick
3 the balance of calculation and serendipity
4 your strategy is not what you say it is
ect 2 finding happiness in your relationships
5 the ticking clock
6 what job did you hire that milkshake for
7 sailing your kids on theseus’s ship
8 the schools of experience
9 the invisible hand inside your family
ect 3 stadying out of jail
10 just this once
have much to celebrate. work in exotic locations, and have manage to marry spouses much better-looking than they were.
others were on their way to top spots in Fortune 500 companies.
事业有成但是不好的婚姻家庭和不开心等
他的reunion同学，还有他的学生 - personal dissatisfaction, family failures, professional struggles, even criminal behaviors
之前是怎么教 MBA course. buiding and sustaining a successful enterprise. -
These theories are statements of what causes things to happen—and why. When the students understand these theories, we put them “on”—like a set of lenses—to examine a case about a company
案例分析等
the best of the insights my students and i have discuessed on that last day in class
ot just when you are confronting a life-threating illness, as i was, but every day, for every one of us. to make their own way in the world was a remarkable experience
We’ve written in the first person, my voice, because it’s how I talk to my students—and my own children—about this thinking. But James and Karen have truly been coauthors in deed. 第一人称讲诉，其他作者也是
需要hard work - how will you measure your life
很多励志书籍和名人告诉过你要怎么生活。how do you know what is good advice - and what is bad
there are no quick fixes for the fundamental problems of life. offer you tools that i’ll call theories
讲在Intel发生的故事。 the only thing i can do is to explain the theory first, then we can look at the company through the lens that the theory offers.
“Look, I’ve got your model. Just tell us what it means for Intel.”
instead of telling him what to think, I taught him how to think. 授人以渔
- i don’t have an opinion, the theory has an opinion
当别人在问我问题时候。I’ll describe to them how the process in the model worked its way through an industry or situation different from their own, to help them visualize how it works. 这样后，他们会answer their question with more insight than i could possibly have.
theory的重要性。
I’ll describe to them how the process in the model worked its way through an industry or situation different from their own, to help them visualize how it works. 而是来自于空气动力学gone from correlation (wings and feathers) to causality (lift).
- the power of theory in our lives
The appeal of easy answers—of strapping on wings and feathers—is incredibly alluring. 但是真正要做的是： deep understanding of what causes what to happen.
you’ll see that without theory, we’re at sea without a sextant.
Each chapter of this book highlights a theory as it might apply to a particular challenge. But just as was true in understanding flight, problems in our lives don’t always map neatly to theories on a one-to-one basis.[需要融会贯通而不是单一死板的]
而不是借助于经验和别人的经历，而是借助于原理（based on a deep understanding of human endeavor - what causes what to happen, and why.）
# finding happiness in your career
the only way to be truly satisfied is to do what you believe is great work. and the only way to do great work is to love what you do. if you haven’t found it yet, keep looking.
工作占据了生活绝大部分时间（you’ll likely spend more of your waking hours at your job than in any other part of your life. it’s a compromise that will always eat away at you. - 不要妥协不要放弃重拾）
a strategy is what you want to achieve and how you will get there.
what’s most important to you in your career？ 但是要注意The problem is that what we think matters most in our jobs often does not align with what will really make us happy. - to have that plan(如5年计划), and when it’s best to be emergent - to be open to the unexpected.
Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources？ The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. 好的intention不够，你需要花时间精力在上面，要注意一些紧急事务占用你的时间，一些及时行乐无长期收益的会消耗你的才能等等
# what makes us tick - 动力motivation
我们发现很多 stuck in unhanppy careers, unhappy lives. it is often the result of a fundamental misunderstanding of what reallt motivates us. 误解了什么是生活的动力
- the importance of getting motivation right
- do incentives make the world go round？
- a better theory of motivation
- motivation matters in places you might not expect
- if you find a job you love
a lot of the senior executives used to be engineers. During that period of their lives, they seemed to be motivated by the work itself. They didn’t need incentives—right？ So then what happened？ When they became executives
作者和两个孩子一起"spend weeks selecting the lumber, picking the shingles for the house, working our way up through the platform, the sides, the roof." - the feelings of accomplishment and of learning. of being a key player on a team that is achieving something meaningful.
作者是怎么看到manager的。you have the opportunity to frame each person’s work so that, at the end of every day, your employees will go home feeling like Diana felt on her good day: living a life filled with motivators.
In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able to learn new things, to succeed, and be given more and more responsibility to shoulder.
老话说得好： find a job that you love and you’ll never work a day in your life. - 这种使命感和充实，they throw their best effort into their jobs, and it makes them very good at what they do.
hygiene factors such as money, status, compensation, and job security are much more a by-product of being happy with a job rather than the cause of it. realizing this frees us to focus on the things that really matter.
工作的意义，发展的机会，学到新东西，有成就感，被赋予责任感。
a different set of questions than most of us are used to asking. Is this work meaningful to me？ Is this job going to give me a chance to develop？ Am I going to learn new things？ Will I have an opportunity for recognition and achievement？ Am I going to be given responsibility？ These are the things that will truly motivate you. Once you get this right, the more measurable aspects of your job will fade in importance.
# the balance of calculation and serendipty
找到what makes us tick仅仅是第一步。但需要 balance the pursuit of aspirations and goals with taking advantage of unanticipated opportunities.
- Honda takes American… by accident
- balancing emergent and deliberate
- when the Wall Street Journal didn’t respond
- what has to prove true for this to work
- before you take that job
- the importance of testing assumptions
riced at a quarter of the cost of a big Harley, the Super Cubs were sold not to classic-motorcycle customers, but to an entirely new group of users that came to be called “off-road bikers.”
every strategy is formulated and subsequently evolves. ptions for your strategy spring from two very different sources. The first source is anticipated opportunities. The second source of options is unanticipated—usually a cocktail of problems and opportunities that emerges while you are trying to implement the deliberate plan or strategy that you have decided upon.
upposed to have their careers planned out, step by step, for the next five years. the implicit assumption that they should risk deviating from their vision only if things go horribly wrong. 之前只是说当前job搞砸后才会想的
we are constantly navigating a path by deciding between our deliberate strategies and the unanticipated alternatives that emerge. Each approach is vying for our minds and our hearts, making its best case to become our actual strategy.
ut it’s rarely a case of sitting in an ivory tower and thinking through the problem until the answer pops into your head. Strategy almost always emerges from a combination of deliberate and unanticipated opportunities. What’s important is to get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off. When you find out what really works for you, then it’s time to flip from an emergent strategy to a deliberate one. 持续寻找而不是空想[get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off.]
就像作者从未也没拒绝可能性
I still wonder occasionally whether it is finally time to try to become editor of theWall Street Journal. Academia became my deliberate strategy—and will stay that way as long as I continue to enjoy what I’m doing. But I have not twisted shut the flow of emergent problems or opportunities. Just as I never imagined thirty years ago I’d end up here, who knows what might be just around the corner？
如何在deliberate strategy 和different strategy that is emerging中选择tradeoff
It forces you to articulate what assumptions need to be proved true in order for the strategy to succeed.
discovery-driven planning. 而传统公司做决策在于很少 test whether those initial projections are accurate
讲了迪士尼Paris的故事。In the other parks, Disney had built forty-five rides. This kept people happily occupied for three days. But Disneyland Paris opened its doors with only fifteen rides. You could do everything in just one day.
Once the company understands whether the initial important assumptions are likely to prove true, it can make a much better decision about whether to invest in this project or not. 看看那些假设是否成立从而辅助决策
efore you take a job, carefully list what things others are going to need to do or to deliver in order for you to successfully achieve what you hope to do. Ask yourself: “What are the assumptions that have to prove true in order for me to be able to succeed in this assignment？” List them. Are they within your control？ 把你预期这份工作可以满足你什么预期有哪些假设等. Every time you consider a career move, keep thinking about the most important assumptions that have to prove true, and how you can swiftly and inexpensively test if they are valid. 并且知道怎么检验哪些你认为重要的~
if my students(希望在发展中国家investing的却被公司耗在U.S业务上) had listed out and found ways to test those assumptions, 就可以发现问题（找那些 firms that have a deep commitment to developing countries typically have capital tied to investment there. they have partners dedicated to the practice)
although it is hard to get it right at first, success doesn’t rely on this. Instead, it hinges on continuing to experiment until you do find an approach that works. 持续转变和发现。而不是一开始故步自封
While you are still figuring out your career, you should keep the aperture of your life wide open. Depending on your particular circumstances, you should be prepared to experiment with different opportunities[有机会去探索可能性], ready to pivot, and continue to adjust your strategy until you find what it is that both satisfies the hygiene factors and gives you all the motivators.
不要被现在的工作，have a clear vision of whether your life will take you is just wasting time. even worse, it may actually close your mind to unexpected opportunities.
# Your strategy is not what you say it is
- getting the measure of success wrong
- the paradox of resource allocation
- when individuals cause the problems
- the dangers of getting the time frame wrong
- allocating resources among your business
说说是没用的「mean nothing if you do not align those with where you actually expend your time, money, and energy」
watch where your resources flow, if they’re not supporting the strategy you’ve decide upon. then you’re not implementing that strategy at all.
两种设备被销售人员贩卖，Goodwin thought that he was giving clear instructions into the salesman’s ear. But the compensation system was shouting the opposite instructions into his other ear. The salespeople would need to sell five iLook handheld devices to generate the profits that a single Titan laptop would provide
冲突就是现营业务带来无脑利润但是新产品有风险大家不尝试。大家不聚焦。
what make sense to engineers - pushing the frontier of performance in the next product beyond the best of their current products, making them more sophisticated and capable, regardless of expense - was counter to the logic the company’s strategy, which was to make the iLook even smaller and more affordable
when the right decision for the long term makes no sense for the short term
in the strategy process, resource allocation is where the rubber meets the road. 所有的vison, plans, opportunities 都需要priority, vying against one another to become the actual strategy the company implements.
onoSite causes well-intended staff to go off in the wrong direction when the measures of success for employees are counter to those that will make the company successful.
Jobs brought Apple back to its roots: to make the best products in the world, change the way people think about using technology in their lives, and provide a fantastic user experience. Anything not aligned with that got scrapped; people who did not agree were yelled at, abased, or fired. Soon, people began to understand that if they didn’t allocate their resources in a way that was consistent with Apple’s priorities, they would land in hot water. 个人目标和公司目标对齐
长短期利益冲突
to understand a company’s strategy, look at what they actually do rather than whay they say they will do.
Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. 惯性。your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process—and you have, in your brain, a filter for making choices about what to prioritize.
The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments. 尤其是那些忙碌的人 - moving foward. they ship a product, finish a design, help a patient, close a sales, tech a class, win a case, publish a paper, get paid, get promoted.
They prioritized things that gave them immediate returns—such as a promotion, a raise, or a bonus—rather than the things that require long-term work, the things that you won’t see a return on for decades, like raising good children.
Investing time and energy in these relationships doesn’t offer them that same immediate sense of achievement that a fast-track career does.
ut as they keep allocating resources in this way—and although they often won’t realize it—they’re implementing a strategy vastly different from what they intend. 不要被习惯和不以小为恶.
如何做呢？ watch where your resources flow - the resource allocation process. if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.
除此之外，在另外两个部分，作者提出了好钱与坏钱理论、客户需求理论、RPV理论（资源、程序和价值观理论）、经验学校理论、沙因组织文化理论、完全成本理论与边缘思维理论。这些理论如果单纯在术语中出现，一般读者难以理解，但是经过作者的再加工，以真实的案例分析，则易于理解。
这两部分待定再度！
:
作者初版过 创新者的困境 【Andy Grove chairman of Intel】
alumni
roll out
turnout 出席者
rosperous 繁荣
deteriorate 恶化
unravel 揭开了
lip - a kind of midlife crisis.
rescience
folly
evy 一群
replenish
reservoir
illuminating 赋予启发的
mirage 海市蜃楼
asttime 消遣
extol
ot an inadvertent oversight 不是个意外忽视
vying 竞争的
flounder - move or struggle helplessly or clumsily; move with difficulty, as through mud or deep snow
ecome embittered toward her employer