Switchpoints: Culture Change On The Fast Track To Business Success通往商业成功的快速轨道上的文化变迁 在线下载 pdf mobi 2025 epub 电子版

SwitchPoints is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years–becoming North America's top-performing railroad and a favorite with of corporate customers and investors. In it, the authors reveal how company-wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with insights and anecdotes, SwitchPoints offers lessons that can be applied to any organization seeking to improve the bottom line by improving their culture.

List of Illustrations

Foreword

Preface

Acknowledgments

Introduction: A Broken Culture

　The Culture of Early Quits

　A New Trip Plan

　Switchpoints

　Spiking the Switch

Part I: Building One of North America's Top Railroads

　Chapter 1: The Road to Best-in-Class

　　1830: Pioneering Days

　　1919: Nationalization

　　The 1980s: Deregulation

　　1992: Organizational Redesign

　　A Quick Change

　　1995: Privatization

　　The Right Leaders for the Job

　　1998: Precision Railroading

　　2003: Passing the Reins

　Chapter 2: Culture Change on the Fast Track

　　Acquisitions

　　Buying Other Cultures

　　The Challenge

　　The Results

　　The Trip Plan for Culture Change on the Fast Track

Part II: Clarifying the Vision

Chapter 3: CN's Five Guiding Principles

　Chapter 4: The Culture of Precision Railroading

　　The Organizational Culture Continuum

　　The Spectrum of Employee Engagement

　　The Role of Organizational Leaders

　　Washing Out the Mud in the Middle

Part III: Choosing the Right Switchpoints

Chapter 5: How to Change CN's Culture?

　　Culture Equals Behavior

　Chapter 6: Creating a Culture of 　　Discretionary Performance

　　What’s in It for the Employee?

　Chapter 7: Creating Q4 Leaders to Drive Change

　　Culture Change Begins with Leadership

　　The Q4 LeadershipSM Model

　　How Did CN Create Q4 Leaders?

　　Changing Your Style Isn't Easy

　　Building Leadership Fluency

Part IV: Selecting the Tools for Change

　Chapter 8: The Science of the ABCs

　　It's All about Behavior

　　The ABCs of Behavior

　　The ABCs Make Fundamental Sense

　Chapter 9: The Commanding Power of Consequences

　　Timing

　　Importance to Recipient

　　Probability of Recurring

　　Where Does the Consequence Come From?

　　Which Consequences Should I Use?

　　Consequences and Culture Change

　　Authors' Note: Doing the Right Thing with the ABCs

　Chapter 10: The ABC Toolkit

　　The Five-Step Model

Part V: Aligning the Switches

　Chapter 11: Finding a Champion

　　A Quiet Tryout in Capreol

　　“I Hate Consultants!”

　Chapter 12: Testing the Business Case

　　Pilot 1: Partnering in Memphis

　　Pilot 2: Partnering in Capreol (Northern Ontario)

　　Pilot 3: Partnering in Transcona (Winnipeg)

　　Learnings from the Pilots

　　We Did What We Said We Would Do

　　A Skeptical Hunter Gives the Nod

　Chapter 13: Gaining Visible Sponsorship: The CEO’s Essential Role

　　“How We Work and Why”

　　Addressing the Naysayers

　Chapter 14: Learning from a Strike

　　Spiking the Switch

　　Start with the Supervisors

　Chapter 15: Planning the Trip

　　Going to Rome (and Paying for It)

　　Implementing the ABCs CN-Wide

　　Selling the ABCs to the Operating Regions

　　I Love Your Passion, But

　　Managing the Pull

　　Deployment Wasn't All Rosy

　Chapter 16: Making the Case for Change

　　The Case for the ABCs

　　Spreading the Word

　　Answering Four Basic Questions

　Chapter 17: Expanding Sponsorship

　　Example 1: Visiting Sites to Set the Stage

　　Example 2: Sponsoring a Safety-First Culture

　　Example 3: Personally Walking the Talk

Part VI: Assessing Switchpoints’ Impact

　Chapter 18: Applying the ABCs: Dressed & Ready

　　Guess I'll Have Another Coffee

　　Another Switchpoint

　　The Science behind the Change

　　Of Course There Was Resistance!

　　“I Can't Ask My Friends to Do That!”

　　The Rewards of “Dressed & Ready”

　Chapter 19: Early Wins with the ABCs

　　Release the Brakes!

　　Culture Change in the Michigan Division

　　The ABCs Improve ETAs

　　Want Better Meetings? Show Up on Time!

　　Small Things Matter

　　Curing Technophobia

　Chapter 20: Demonstrating Q4 Leadership Through the ABCs

　　“More Work? Are You Nuts?!”

　　Improving Reliability: Getting KIST

　　Understanding Q4 LeadershipSM—by Knowing What It Is Not

　Chapter 21: Life or Death Leadership

　　A Grim Tale

　　Safety and Culture Change

　　Developing Safety Programs

　　Zero Tolerance and Why

　Chapter 22: Sawing Our Way to Improvement

　　Tackling Old Problems in New Ways

　　Reducing Overtime

　　“Improve” Can Even Mean Tossing Old Paper Files

　　Formalizing the Opportunity

Part VII: Spiking the Switches

　Chapter 23: Leadership Competencies to Support the Change

　　Accountability and Importance

　　The New Competency Framework

　　Leadership Equals Bonus

　　The New Power of Performance Reviews

　Chapter 24: Performance Scorecards for Unionized Employees

　　Doing the Unthinkable

　　Executing EPS

　　Communicating EPS

　　Then Came the Problems

　　Rollout for Success

　　Supervisors: I Didn't Know That!

　　EPS Was Another Switchpoint

　Chapter 25: Learning through the Railroad MBA

　　The Railroad MBA

　　Railroader Undergraduate Programs

　　CN Is a Destination, Not a Job

　　Today North America, Tomorrow the World

　Chapter 26: Hunter Camps Develop Leaders

　　Expanding the Impact

　　Learning from the Master

　　Twelve Characteristics of Leadership

　　Leadership Is about People

　　Some Campers' Views

　Chapter 27: The Power of Consistency (17 out of 17)

　　Inconsistency in the Rules

　　Inconsistency in Applying Rules

　　Inconsistency Breeds Opportunity

　　Be Consistently Flexible

　Chapter 28: Developing Internal Consultants

　　Why Internal Consultants?

　　Transitioning from CLG to Internal CN Consultants

　　Selecting the Right People

　　Developing Internal Consultants

　　Reality Hits

　　The Value of Internal Consultants

　Chapter 29: Sustaining Culture Change

　　Preventing Backsliding

　　Techniques for Sustaining Change

　　Examples of Sustainability

　Chapter 30: Sharing Our Story

　　Sharing with Our Customers

　　Sharing with Our Suppliers

　　Sharing with Our Competitors

　　Sharing with Our Communities

　Chapter 31: Improving Relations with Our Unions

　　The 2007 UTU Strike

　　When to Say Yes, When to Say No

　　Confronting a Long Legacy

　　The United Steelworkers

　　Improving Labor Relations

　　What CN Brings to the Bargaining Table

　　The Future

Part VIII: Learning from Our Journey

　Chapter 32: Top 10 Tips for Leaders Using the ABC Methodology

　　Tip 1: Manage Your Culture

　　Tip 2: Measure What You Value

　　Tip 3: Challenge, Disagree, and Then Make the Decision

　　Tip 4: Focus on Behavior You See or Hear at Work

　　Tip 5: Ask “Would You, If Your Life Depended on It?”

　　Tip 6: Transition from Good to Great Performers

　　Tip 7: Deal Quickly with Poor Performers

　　Tip 8: Get Face-to-Face

　　Tip 9: Balance Your Use of Consequences

　　Tip 10: Manage the Learning Curve

　Chapter 33: The Culture Change We Achieved

　　Ten Lessons Learned from Our Switchpoints

　Chapter 34: The Final Word

　　The Transformation

　　What Lies Ahead

　　Where We Are Now

　　The Trip Is Not Over

　　Notes

About the Authors

About the Companies

Index

Judy Johnson, PhD, a Partner with the Continuous Learning Group (CLG), applies behavioral science to help leaders create environments that dramatically improve organizational performance and profitability. Johnson coaches executives on personal leadership

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SwitchPoints is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years–becoming North America′s top–performing railroad and a favorite with of corporate customers and investors. In it, the authors reveal how company–wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with insights and anecdotes, SwitchPoints offers lessons that can be applied to any organization seeking to improve the bottom line by improving their culture.

• 作者：流逝的光阴 发布时间：2020-05-04 14:26:56

  算是很详细的教程

• 作者：异乡人 发布时间：2022-03-22 20:53:49

  写的不错，补充了之前没有深入的部分

• 作者：小卡飞猪 发布时间：2013-09-14 19:24:50

  看不懂！

• 作者：a 发布时间：2021-11-03 13:32:57

  和巴林特小组有明显的类似的地方。但是部分治疗方式对社恐不太友好

• 作者：亡咲絶 发布时间：2012-03-15 17:15:47

  （满脸血……

• 作者：古代细菌 发布时间：2020-10-14 19:02:56

  “手机现在可以拍照啦？”

• 你没有想象的那么孤独

  作者：Matthew 发布时间：2011-08-19 23:43:01

  如果随便从街上抓一个人，问他是否曾经意图从眼前的生活中逃离——比如抛下一切独自远行，那么可以想象，答案为是的概率相当大。甚至那些经常感觉到幸福的人，他也曾经在某个夜深人静的时刻跟自己说，我受够了。这句话可能有多重涵义，他累了，他感到沉重，现实太过复杂让他难以为继，或者他无法看清自己，但根本而言，他觉得孤独——在现代社会，人的各种负面情绪最终无一例外导向孤独。这种人际中的孤独如此普遍，有时看起来还非常严重，以至于我们或多或少地憧憬通过逃离的方式来一劳永逸地解决它。

  但是假设，有天你一觉醒来，发现所有人都不知所踪，困惑之下，你四处寻找，百般琢磨，直至最终你不得不接受这样一件事实：全世界真的只剩下你一个人了——你又将如何定义并应对所谓的孤独呢？这种想象中的极致孤独，实在难以真切细致而又长篇累牍地去描述对不对？但奥地利最受瞩目的新锐作家托马斯•格拉维尼奇做了这件事，他的获奖小说《一个人到世界尽头》便是将主人公（一位名叫约纳斯的35岁的家居设计师）置于这样绝对孤独的境地。足足四百页。

  所有人都消失的设定并不新奇，但是这种范围扩至全世界，动物也不见了，互联网和电台等设施全部瘫痪、信息尽失的情境则有点不可思议。整个故事只有约纳斯这一个人物，其他人物和事件都作为他回忆的对象和思考的内容出现。在某种程度，这样一本小说无论对写作者还是对阅读者都是一个精神考验。格拉维尼奇花了两年半时间完成这部主题沉重的作品，那本身就一定是个孤独的过程。在故事中，约纳斯慌乱地在空寂的城市里走来走去，到处安装摄像机希望能够拍下其他人，重访青年时期的出行路线和童年居所，穿越海峡隧道去英国寻找女朋友玛丽等等，情节并不复杂，但是细节幽微，节奏不疾不徐，氛围虚实交织，这些特征使一种带有惊悚感的沉迷出现在阅读体验中。

  全世界突然只剩下自己的情形可谓一种隐喻，它将人与孤独的抗衡推向一个最凶险的境地——没有人与你分享，没有人为你承担，你也不再被需要，这些感受变成了铁一般的事实，你彻底丧失了社会环境因而也丧失了存在感。惊恐和疑惑中的约纳斯只有通过不断回忆来追寻自己的存在，他曾经拥有的关系和情感（而非物质），无论好的坏的都成了他支撑下去的资源，直到这些资源在回忆中耗尽，他终于陷入“化身博士”式的迷狂与分裂。格拉维尼奇的《一个人到世界尽头》不是一部让人轻松愉悦的小说，但从另外的方面来讲，读这本书也许会令我们得出这样的结论：我们所以为的当下快要无法承受的孤独其实还不够分量。这是好事。

• 适合阅读启蒙且超好玩的书

  作者：木兮 发布时间：2019-05-31 12:19:08

  本吉戴维斯有一套《小熊很忙系列》，这是一套非常不错的游戏互动的纸板书。

  语言学习，如果没有早期的训练，语言的发展就会变得迟缓。对于低龄儿童而言，《小熊很忙系列》就是非常适合早期阅读的书。比如其中的这本《圣诞小帮手》中的“小熊小熊好忙呀”“BIZZY BEAR”这种短词，听几遍就熟悉，不断的重复，反而能起引儿童的注意力，有利于加深儿童的记忆，而这种重叠词也有利于儿童张开嘴来复述。即使是小宝宝，也会从中获得很大的乐趣。

  阅读启蒙，早期的阅读，养成良好的阅读习惯。《圣诞小帮手》作者选题是圣诞节非常有趣，也是我们所熟知的一个外国节日。整个故事很短，恰好符合低龄儿童阅读习惯。因为这个时期的儿童，专注时间较短，而短的故事恰好可以在他们注意力集中的时候听完。恰好利用碎片时间给儿童读这本书，不断地阅读，不断地重复，加深儿童对阅读这项活动的认知，培养阅读习惯。

  语言一门基础学科。只有学好语言，我们才会读书，看报，才会写信，才能真正掌握语言文字这个工具。而早期的引导是非常必要的。通过《圣诞小帮手》这本书，像是“UP AND AWAY”“BRING THE TOYS”“MERRY CHRISTMAS”以及“圣诞节快乐”“工作完成啦”等词，都可以给孩子培养一个良好的语言环境，让孩子从小接触中文与英文，并且自动形成中英对照。后期可以进行指读，加深印象。

  对于低龄儿童而言，他们整体处于发育阶段，在这个时期，他们对于色彩比较敏感。而这本书，作者选用的白色的积雪，深蓝色的天气，深绿色的松树，小红屋小蓝屋，橙色的灯光，五颜六色的礼物，五彩纷呈的圣诞花环等，都是比较艳丽的色彩，很能吸引儿童的注意力。除此，可以与儿童进行颜色的初步认识。找一找书中的圣诞小礼物有几个，进行简单的数学认识。

  对于低龄儿童来说，认识世界，是通过触摸。而这本书就有许多小机关，拉一拉，推一推，转一转，可以满足儿童的触摸，同时，也可以让他们找到找，书上的画面与之前有什么不同。认识圆形，书中很多小机关都是圆形的，从这里也可以引出其他的形状，都可以讲一讲。

  总之，这是一套可以有很多玩法的书，也是一套可以学到很多东西的书。