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京ICP证100530号 京ICP备号 公安机关备48美国教授晒“失败简历” 称失败不一定是自己的错_凤凰资讯
美国教授晒“失败简历” 称失败不一定是自己的错
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据台湾联合新闻网6月7日报道，“成功纪录看得见，但失败纪录却往往是隐形的”，他在推特上写道，多数人以为，成功对他而言轻而易举，但事实并非如此。求职时，指导教授甚至建议他不要去申请最顶尖的大学如哈佛，因为“写不出很强力的推荐函”。
原标题：美国教授晒“失败简历” 称失败不一定是自己的错核心提示：“成功纪录看得见，但失败纪录却往往是隐形的”，他在推特上写道，多数人以为，成功对他而言轻而易举，但事实并非如此。
参考消息网6月7日报道 台媒称，求职时，人人想在简历上列出所有光鲜亮丽的纪录，但普林斯顿大学心理与公共事务助理教授强尼斯?豪斯佛（Johannes Haushofer），却在推特上列出一张自己的失败简历，洋洋洒洒列出他没有得到的学位、没申请到的研究资助与奖学金、被拒绝接受的学会会员申请、以及被期刊拒刊登的学术文章等经历。据台湾联合新闻网6月7日报道，“成功纪录看得见，但失败纪录却往往是隐形的”，他在推特上写道，多数人以为，成功对他而言轻而易举，但事实并非如此。求职时，指导教授甚至建议他不要去申请最顶尖的大学如哈佛，因为“写不出很强力的推荐函”。他强调，世界是随机的，申请有风险，因为遴选委员会也会有心情不好的时候。然而失败时，人们往往仍将责任归诸于自己。豪斯佛提到，写这份简历是受爱丁堡大学教授梅兰妮?史蒂芬（Melanie Stefan）启发。2010年，史蒂芬在知名学术期刊《自然》（Nature）上，发表短篇专栏文章《失败简历》。史蒂芬至今仍没勇气做出自己的失败简历，豪斯佛却做到了，推特上响起一片掌声。豪斯佛强调，他不是学术界第一公布失败简历的人。加州大学圣地牙分校认知科学助理教授（BRADLEY VOYTEK）、屡屡获奖的瑞典年轻创业者莎拉?（Sarah Wywe）、史丹佛大学知名的创意课程（A Crash Course on Creativity），也曾要求学生写出自己的失败简历。但平心而论，豪斯佛的失败简历其实“不那么失败”。拒绝他的入学申请的都是全球顶尖大学，包括剑桥、哈佛、史丹佛、伦敦政经学院。
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现在的南方科技大学，也是由一位姓李的先生取代了姓朱的校长
今年9月，朱清时校长职务的5年聘期届时将满，有媒体称朱清时可能不会连任校长。南科大新任党委书记李铭，几天前从深圳市公安局局长的位置上卸任。据悉，李铭曾有高校工作经历。但有教育专家认为，原政府公职人员任党委书记，可能标志着南科大去行政化的失败。
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{list wl as x}{/list}为什么说失败未必是坏事_bbc新闻双语阅读_给力英语
为什么说失败未必是坏事BBC埃里克?巴顿(Eric Barton)(日)
约翰?斯卡利在苹果开发的“牛顿”是一款超前的产品。(图片来源：Manoj Kumar/Getty Images)
约翰?斯卡利(John Sculley)经历过不少失败，但有一次失败却在他的职业生涯中打下了永久的烙印。20世纪80年代末，时任苹果首席执行官的斯卡利批准了一个名为“牛顿”(Newton)的项目。从本质上讲，那应该算是早期的iPad，它配备的个人助理功能还将为如今的Siri开辟道路。由于看好这款产品的未来前景，斯卡利向这个项目投入了1亿多美元。但由于当时没有手机网络，上网渠道也非常有限，所以“牛顿”的实际用途很少。换句话说，“牛顿”是个超前的项目。苹果原计划在上市第一年卖出100万台“牛顿”，但实际销量仅为5万台。1993年，濒临破产的苹果将斯卡利扫地出门。“当时真的很难堪，我内心极度受挫。”斯卡利最近在纽约回忆起那段往事时说，“我花了好几年时间才走出那段阴影，这的确对我打击很大。”但经过一段时间以后，斯卡利却从全新的视角来看待那次失败。那是一次让他可以吸取教训的失败，而在他如今拥有的科技和医疗保健企业里，斯卡利已经学会利用“牛顿”的失败经验来帮助他判断采纳新技术的时机。斯卡利这种承认错误、并利用错误来修正未来决策的能力，成为了商业领域的全新概念。加拿大毅伟商学院(Ivey Business School)组织行为学教授杰拉德?赛基斯(Gerard Seijts)表示，一代人以前，人们都希望最高管理者是绝对正确的――至少表面如此。当他们犯错时，都会把责任转嫁给他人，然后继续工作，希望别人不要再提及此事。
当然，有的公司可能至今仍然如此。“不要自欺欺人。在某些组织里，失败会葬送整个职业生涯。”身为 Ian O. Ihnatowycz 领导力学院执行董事的赛基斯说，“这就像有人落水后立刻寻找责任人一样。”但赛基斯表示，在管理能力较强的公司，失败是冒险过程中可以接受的一部分。失败之后要花时间寻找原因，总结经验教训，还要奖励员工的冒险精神。赛基斯说，第一步是接受失败，并肩负责任。出了问题后不要忙着解雇员工。要把失败视作团队的集体损失，而且要勇于承认是你制定的决策――至少也是你同意了这项决策――导致了失败。“反省失败的原因或许才是最重要的步骤。”赛基斯说。密歇根大学罗斯商学院副院长兼教授林恩?武藤(Lynn Wooten)表示，总结失败是确保你的团队从中吸取经验教训最为关键的步骤。“必须要放下身段，亲自与团队会面。”她说，“这种事情无法通过电子邮件来完成。”必须确保你的员工愿意在失败后进行评估。你要让他们明白，这不是为了寻找责任人，应该毫无顾虑地把你所承担的那部分责任告诉自己的老板。“不要让他们产生心理负担，而要放松心态。他们需要知道你不会伤害他们。”武藤说。通过这一系列评估，大家就会恢复信心，相信项目会越来越好。或许你还没有制定好下一步计划――通过与员工的会面或许可以确定方案――但你的团队需要知道，你身为一个领导者，将会带领他们走向正确的方向。“作为一名管理者，你要承认失败，但仍然要让他们感觉你能掌控全局，这并不容易。”武藤说。失败后的计划评估完成后，就该确定今后应该部署哪些变化。你的团队需要知道接下来的禁区，避免再犯同样的错误。之后应该制定目标，以便员工能够为新的目标努力奋斗。定期检查，确保达标，避免失败。
未能成功“牛顿”的失败困扰了斯卡利许多年，但他最终还是找到了一种方法来应对那场失败。那次失败众所周知，这意味着除了常见的挫败感之外，他还要承受自尊心所遭受的打击。“失败一点也不好玩。这令人难堪，而且确实会打击你的自信。”斯卡利说。但斯卡利在商界所遭遇的困境并非都以如此悲惨的结局收场。当他年运营百事可乐公司期间，也曾遭遇过一场失败，但最终的结果却好得多。该公司当时花了许多年时间来设计一款玻璃瓶，希望与可口可乐标志性的沙漏状玻璃瓶竞争。但所有的设计都侵犯了可口可乐的注册商标。所以，百事可乐接受了失败，转变了方向。该公司决定为消费者提供更大的包装，而正是这种2升的塑料瓶帮助他们重新定义了软饮料行业。如今，斯卡利看待当年在苹果的那场失败时的态度也发生了很大变化。iPad在最近几年的流行证明他当年的眼光没有错――只是推向市场的时间有点过早。他本人也从中吸取了教训，这也在斯卡利最近几年创办几家新公司时给他带来了帮助。例如，他是手机运营商Metro PCS的创始投资人，也是软件制造商Open Peak的董事，还是新加坡低价智能手机制造商Obi的创始人。“与任何一个多年担任企业高管的人一样，我也经历过很多失败。”斯卡利说，“秘诀在于如何处理这些失败，然后调整方向。”
失败后的计划
管理者难免失败。一旦失败，就应该采取以下措施。
接受失败并肩负责任:你是失败的最终责任人。
向团队汇报问题所在。
向员工解释接下来的变化。
设计目标并制定恢复计划。
腾出一段时间来评估自己的进度，确保员工达到目标。
（责编：友义）
Why failure isn’t always a bad thing
By Eric Barton,6 April 2016
John Sculley has had some failures, but there’s one in particular that might always define his career.
Back when Sculley was CEO of Apple in the late 1980s, he gave the go-ahead to an idea called the Apple Newton. It was an early iPad, basically, with a personal assistant that would pave the way for today’s Siri. Seeing it as the future, Sculley dropped more than $100 million into the project.But with no available mobile-phone networks and limited internet access, there was little that the Newton could actually do. The Newton was ahead of its time. Apple expected to sell one million Newtons in its first year. Instead, it sold just 50,000. In 1993, a near-bankrupt Apple forced Sculley out.“At the time it happens, it’s very embarrassing and it hurts,” Sculley recalled recently from New York City. “It took years to overcome, and it really knocked the wind out of me.”In time, though, Sculley saw this failure as something else entirely. The flop was something he could learn from, and in the technology and healthcare businesses he owns now, he uses Newton as a litmus test to help determine the right timing to jump into new technology.Sculley’s ability to admit failure and use it as a way to shape future decisions is a concept that’s pretty new to business. A generation ago, top managers were expected to be infallible, at least on the surface, says Gerard Seijts, professor of organisational behaviour at Ivey Business School in London, Ontario. When they did nose dive, they shifted blame, moved on, and hopefully never spoke of the problem again.Of course, it’s still like that in some companies.“Let’s not kid ourselves. In some organisations, failure is a career-ending event,” said Seijts, executive director of the Ian O. Ihnatowycz Institute for Leadership. “It’s man overboard and time to look for whom to blame.”But at better-managed companies, Seijts said, failure is an accepted part of taking a risk. Failure means taking time to reflect on what went wrong, what can be learned, and to actually reward your staff for the willingness to take risks.How to react to failureThe first step, Seijts said, is to take ownership and responsibility for the failure. Don’t look for an employee to sack when things go wrong. Consider it the team’s collective loss, and be willing to admit that you made the call ― or at least OK’d the call ― that led down the wrong road.“Maybe the most important step is to reflect on what went wrong,” Seijts said.It’s the review of the failure that can be most crucial to making sure your team learns from the setback, said Lynn Wooten, associate dean and professor at University of Michigan’s Ross School of Business. “You have to get out from behind your desk and meet with your team,” she said. “This is a job that can’t be done by email.”Be sure your staff is comfortable with the post-failure review. They need to know this isn’t a process of searching for a person to blame, and they need to know it’s OK to tell the boss what you did to contribute to the problem. “It’s about not being a bully but a colleague. They need to know you’re not going to attack them,” Wooten said.Through all of this review, project confidence that things are going to get better. Maybe you don’t have the next plan designed yet C that might be something that comes out of meetings with your staff C but your team needs to know that you’re the leader to get them headed in the right direction.“As a manager, you need to admit failure but still seem in charge, and that’s going to be difficult,” Wooten said.What’s next after a setbackWith the review completed, determine what can be done differently in the future. Your team needs to know what’s off limits next time to make sure you don’t end up in the same spot.Then set goals so that your employees can strive for something new. Check in regularly to make sure you’re hitting those benchmarks and leaving that failure behind you.Failure to successIt took a few years after the Newton failure, but Sculley finally figured out a way to personally process the failure. His was a very public failure and that meant dealing with a hit to his pride alongside everything else he felt.“There’s nothing fun about failing. It’s embarrassing and can really hit you in your self-confidence,” Sculley said.&
Not all of Sculley’s rough times in business ended so poorly. Back when he was running Pepsi Co, from 1977 to 1983, he had another failure that ended far better. The company had been trying for years to design a glass bottle that could compete with Coca-Cola’s iconic hourglass-shape. But all of the designs violated Coke’s trademark. So Pepsi took the failure and made a pivot. The company decided to give customers a bigger package, the two-litre plastic bottle, which helped redefine the soft-drink industry.Now, Sculley sees his failure at Apple far differently, too. The recent popularity of the iPad proves that he was right in thinking it was the future C it was just that the company brought it to market too early. It’s a lesson he’s taken with him in helping to found several new companies in recent years, including as a founding investor in mobile-phone provider Metro PCS, board member of software maker Open Peak, and creator of Obi, the Singapore-based budget smart phone marketed in emerging markets.“Like anyone who’s been an executive for many years, I have a lot of failures,” Sculley said. “The secret is figuring out how to process those failures and then pivot.”
Your Post-Failure Plan
Managers are bound to fail. When it happens, here’s what to do next.
1. Take ownership and accountability for the fact that you ultimately are responsible for the setback.
2. Debrief your team on what went wrong.
3. Explain to the staff how to do things differently next time.
4. Design goals, objectives and a recovery plan.
5. Set aside time to assess your progress and make sure the staff is hitting those goals.