Prologue: A Sophisticated Psychological Strategy to Move the Human Heart

01 The Psychology of Attraction: The Power to Move Hearts Without Forcing Them

1.
The Law of the South Wind: Warmth Overcomes Cold
2.
Terry's Law: Admitting a Mistake is Great
3.
The Law of Passion: A life without passion is a life without life.
4.
The Zeigarnik Effect: If there's a beginning, there's an end.
5.
The Pygmalion Effect: Expectations Become Reality
6.
Hedgehog's Law: Closer distance isn't necessarily better.
7.
The Ladder Rule: Giving is Rewarded
8.
The Thumb Theory: Become the Best in Your Industry

02 Decision Psychology: The Art of Making the Right Choice

1.
The Butterfly Effect: Small Variables Lead to Big Changes
2.
David's Law: Be bold in letting go of what you have.
3.
The Bee Effect: Break the Rules
4.
Buffett's Rule: You can't make money where others have already invested.
5.
Robert Theory: Even if you give up everything, don't give up hope.
6.
Smith's Principle: Both Cooperation and Competition are for Benefit
7.
The True Fool Theory: Don't assume others are more foolish than you.
8.
The Thirds Effect: The Middle Isn't Always Best
9.
Wang Yongqing's Law: Saving one penny is earning one penny.
10.
The Law of Nothingness: Don't waste your life on useless things.
11.
Wilson's Law: How much you earn depends on how much you know.
12.
Yerkes-Dodson Law: Light tension is ideal.

03 Communication Psychology: Management is Getting to Know People

1.
The Bee Dance Rule: Management Begins with Communication
2.
The Lightning Rod Effect: Only those who are skilled at communicating can avoid disaster.
3.
The Complaint Effect: Create a Channel for Complaints
4.
Projection Effect: Don't Give Your Hedgehog Away
5.
The Stereotype Effect: Don't Be Stubborn About Your Own Ideas
6.
The Status Effect: Without Equality, There Can Be No True Exchange
7.
The First Impression Effect: What You See First Dominates Your Thoughts

04 Organizational Psychology: The Secret to Creating Great Teamwork

1.
Parkinson's Law: The larger an organization becomes, the more wasteful it becomes.
2.
Hot Stove Rule: Breaking the Rules Will Incur Punishment
3.
The MiG-25 Effect: The Best Teamwork Makes the Best Organization
4.
The Law of Alcohol and Sewage: Throw Away a Rotten Apple Immediately
5.
The Broken Window Theory: Even a thousand-mile-long dam collapses at the crack of an ant hole.
6.
The Domino Effect: Create a Positive Ripple Effect
7.
The Wristwatch Effect: Don't Leave Your Employees Unsure of What to Do
8.
The Fishbowl Effect: Make Everything Transparent

05 Human Resources Psychology: How to Place the Right People in the Right Job

1.
The Peter Principle: Everyone dreams of endless advancement.
2.
Yokoyama's Law: The most effective control is autonomy, not coercion.
3.
Pareto's Law: 20% wins 80%
4.
Law of the Environment: Hire People Stronger Than You
5.
Welch's Principle: A manager's job is to choose the right people.
6.
The Catfish Effect: Revitalize Your Business
7.
The Chollima Effect: It's All About Attraction

06 Five Psychological Qualities a Competent Manager Must Have

1.
Psychological Level: Psychological Qualities Managers Should Have
2.
Sensation and Perception: Judge others accurately and know yourself accurately.
3.
Confidence: Only confidence guarantees success.
4.
Will: Will is the stepping stone to success.
5.
Optimism: Only optimism can get you out of trouble.

Finding answers to the challenges of human relations and organizational management in psychology.

People may seem similar to each other, but each of them lives with different problems.
At home, family members may have conflicts due to personality differences, and outside the home, they face problems arising from conflicts of interest with other people every day.
Especially in a company where we spend more than half of our 24 hours a day, problems arising from our relationships with our coworkers make things even more difficult.
In this way, our daily lives as members of society are constantly exposed to problems.

Still, some people have a smooth life, while others hit a wall in everything they do.
Some people are always happy, while others are always worried.
Even in the same situation and treatment, people respond in a wide variety of ways.
What motivates these different responses? The answer lies in human psychology.
Today, many people are interested in psychology and try to analyze and apply it to real-world situations.

Every action we take in our daily lives, every word we say, is a result of our psychological state and mental activity.
It's just that we don't feel it moment by moment.
Being angry is a psychological activity, being proud is a psychological state.
If a person's character is bad and his thinking is passive, this too is studied from a psychological perspective.
If we use psychology well to manage ourselves, we can live much happier and more meaningful lives than we do now.
You can experience a sense of accomplishment in your studies and work, and coexist with others in a friendly manner.
Psychology helps people understand themselves and gain insight into life.
It is also a practical science that interprets the series of actions we perform.
Because human psychology is so variable, we often assume that psychological phenomena are a complex and bizarre realm.
However, the conclusion from many experiments is that human psychological activities have certain regularities.
In fact, people are so familiar with various psychological phenomena, or because they lack scientific understanding, that they perceive them as mysterious.
However, if you know the rules that determine human psychology, you can understand and utilize your own psychology as well as that of others.

There are laws of behavioral psychology that create decisive changes in all human behavior.
To the layperson, psychology still seems solemn and mysterious, and its terminology is difficult to understand.
Psychology, full of mysterious and complex theories, has recently been offering a new alternative to management.
This book seeks out managers' know-how from psychology.
In particular, we are focusing on organizational management to achieve the corporate goal of profit maximization.
Because the success or failure of everything ultimately depends on how you manage people and maintain human relationships.

The author, a behavioral psychology self-developer, seeks out the secrets of organizational management and human relationships in psychology to read the minds of organizational members, move those minds into action, and produce surprising results through such actions.
This book analyzes and organizes the laws of behavioral psychology to enhance the action power of you and other members of your organization, including the psychology of attraction, decision-making, communication, organizational building, personnel psychology, and the psychological qualities that competent managers must possess.
In that sense, this book analyzes the laws of human behavioral psychology that create decisive change through various case studies. It will transform you and your organization from indecisive, slow, and frustrated to an elite force that takes action with vigor and precision.

Knowing even the smallest rules of behavior can maximize organizational change.

Walmart suffered a crushing defeat in the German market in 2003, losing $100 million just four years after entering the market.
However, Walmart immediately acknowledged the problem of opaque finances and took steps to improve its financial situation by disclosing its financial situation to its employees.
After that, Walmart was able to achieve success in the German market (Terry's Law: Admitting mistakes is a great thing).

The Olympic stopwatch market has been monopolized by Omega of Switzerland.
However, Japan's Seiko broke down the stronghold of Swiss Omega.
The reason it was possible was because Japan's Seiko thoroughly disassembled and analyzed the Swiss Omega stopwatch, and improved the problems with time error and watch weight (Wilson's Law: How much you earn depends on how much you know).

GE's former CEO, Storm, showed great interest in the work and treatment of his employees.
However, he never invited management staff to his home outside of work hours, and he did not accept their invitations either.
By keeping an appropriate distance, we were able to more objectively evaluate employees and maintain principles (Hedgehog's Law: Close distance is not necessarily good).

All Panasonic factories have smoking rooms.
Inside the smoking room, there is a statue of the founder, Konosuke Matsushita.
The employees can hit the statue with bamboo sticks to their hearts' content until the statue is no longer in good condition.
Konosuke Matsushita believed that employees needed an outlet to voice their grievances.
This complaint system has been effective in reducing stress in organizations (Complaint Effect: Create a channel to resolve complaints).
Former Hewlett-Packard CEO Carly Fiorina emphasized the importance of creating a comfortable work environment, but also the need for shared goals.
Decisions were made through communication among employees, and work was carried out toward a single goal.
In such cases, the organization members were able to achieve maximum results with minimum investment (Wristwatch Effect: Don't leave employees at a loss as to what to do).

Tom Kelly, former CEO of global design firm IDEO, has a rule he practices to create a corporate atmosphere full of energy and creativity.
It encouraged employees to break company rules.
Because the company's rules were considered to be stifling the creativity of its members, even when they were revised, they did not hinder employees' bold experiments and free associations (Bees' Law: Break the existing rules).

Southwest Airlines' talent selection process is unique.
The entrance exam is conducted in a free atmosphere and employment is decided.
But the training period is harsh.
The standard for talent selection is to select only the best 20% of employees (Welch's principle: a manager's job is to select the right people).

In 2003, Dell Computer's annual operating revenue exceeded $35.4 billion.
The company was in a festive mood, but management did not allow the celebration to last more than five minutes and, moreover, instructed that goals for the following year be set within five hours.
Dell himself was wary of popping the champagne too early.
This management philosophy has raised Dell's brand awareness (Thumb Theory: Always aim to be the best in the industry).

20 Laws of Behavioral Psychology That Create Decisive Change in Moments of Crisis

1.
The South Wind's Law: Exude a charm that moves people's hearts without being pushy.
2.
Pygmalion's Law: Just as earnest expectations become reality, a single, honest compliment can bring about dramatic change.
3.
Hedgehog's Law: The most ideal partnership is one that maintains a reasonable distance.
4.
Butterfly Effect Law: Correct even one small variable immediately.
By then the company had already gone bankrupt.
5.
The Bee Rule: A company's survival depends on how many people know how to break the rules.
6.
Smith's Law: An organization without competition is like stagnant water and cannot generate sustainable profits.
7.
The Law of Nothingness: Never do anything that isn't worth doing.
Because I'm not doing my best
8.
Yerkes-Dodson's Law: Get the right amount of stress.
Moderate stress increases achievement.
9.
Lightning Rod Law: Only organizations that are adept at communicating can turn crises into opportunities.
10.
The Law of Discontent: Discontent is like gunpowder.
Create a channel for complaints.
11.
The Law of Projection: Get rid of the illusion that everyone's mind is like yours.
12.
The Law of Positional Difference: Communication Must Be Horizontal and Equal
13.
Parkinson's Law: As organizations grow larger, they must be wary of waste.
14.
Fireplace Law: Anyone who breaks the rules must be disciplined based on principle.
15.
MiG-25 Law: The Best Teamwork Creates the Best Organization
16.
The Law of Alcohol and Sewage: If you find a rotten apple in your organization, throw it out immediately.
But it definitely has to be a rotten apple.
17.
The Broken Windows Theory: Once a critical principle is violated, the organization collapses in an instant.
18.
The Wristwatch Rule: Don't confuse people with two goals that have different personalities.
19.
The Fishbowl Rule: Make management systems, tasks, and performance transparent and open.
20.
Yokoyama's Law: The most effective way to control is through autonomy, not coercion.