{"product_id":"153378","title":"Doing a good job ","description":"\u003ccenter\u003e\u003cdiv style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/tmgdisk01.cafe24.com\/images\/vs\/4172\/sv\/3jYDO0DyhproWINlsJoop97AHreYzv.png?v=1765097615\" style=\"max-width:100%;max-height:10px\"\u003e\u003c\/div\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\n\n\u003cdiv style=\"width:95%\"\u003e\n\n\u003cdiv style=\"text-align:center;font-size:30px;font-weight:bolder;line-height:1.6em\"\u003e Doing a good job \u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"border-bottom:1px;border-bottom-style:dotted;border-color:;padding-bottom:20px\"\u003e\u003ccenter\u003e\u003ctable align=\"center\" width=\"100%\"\u003e\u003ctbody style=\"border:0px\"\u003e\n\n\u003ctr\u003e\u003ctd align=\"center\" style=\"line-height:1.2em;text-align:center;font-size:18px;color:black;font-weight:bold;padding-bottom:20px;\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\u003ctr\u003e\u003ctd style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/image.yes24.com\/goods\/96674369\/XL\" style=\"max-width:100%;height:auto\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\n\u003c\/tbody\u003e\u003c\/table\u003e\u003c\/center\u003e\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;{split_style6}padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e Description \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;word-break:break-all;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eBook Introduction\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e\u003cdiv\u003e \u003cb\u003eWhat sets top performers apart?\u003cbr\u003e The 'work formula' of those who achieve success in any position.\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Who are the people commonly considered \"good at work,\" and what specific abilities does \"good at work\" entail? Shu Yamaguchi, author of the bestseller \"How Philosophy Becomes a Weapon for Life,\" and Gen Kusunoki, Japan's leading competitive strategy expert, have compiled the unique work secrets shared by these universally recognized \"good workers.\"\u003cbr\u003e This book specifically explains how they view work and how they think, and what they need to do to learn and master the unique formula for working that will ensure outstanding results.\u003cbr\u003e \u003cbr\u003eThe authors compare the characteristics of high-performing individuals with the work styles of average individuals, providing an intuitive understanding of the approaches we need to take to the next level of our work performance.\u003cbr\u003e What's particularly interesting is that many of the things that many people consider the most efficient way to work are far removed from the ways that people who are good at their jobs do so.\u003cbr\u003e Additionally, interesting and little-known cases of various global companies such as Netflix, Adobe, Lego, IBM, McDonald's, Suntory, and Honda are revealed from beginning to end of the book through the two authors' witty remarks, and you can get a glimpse of the 'process of people who really do their work producing results' hidden behind the success stories of famous companies.\u003cbr\u003e If you think your current work ability is average, this is a book you absolutely cannot miss.\u003cbr\u003e\n\n\u003c\/div\u003e\u003c\/div\u003e\n\u003cdiv\u003e\u003cul\u003e  \u003cli\u003eYou can preview some of the book's contents.\u003cbr\u003e \u003cspan\u003ePreview\u003c\/span\u003e\n\n\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eindex\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e Preface to the Korean Edition | How People Survive in Uncertain Times Work\u003cbr\u003e The answer to navigating the accelerated future lies in the nature of work.\u003cbr\u003e Opening Remarks | Two Types of High-Performing People\u003cbr\u003e\u003cbr\u003e \u003cb\u003ePart 1.\u003cbr\u003e What makes people different?\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Chapter 01.\u003cbr\u003e Parallel universes of technology and senses\u003cbr\u003e Scientific and artistic thinking \/ Explainability and inexplicability \/ Standard versus non-standard, formal versus informal\u003cbr\u003e\u003cbr\u003e Chapter 02.\u003cbr\u003e What does the new normal want?\u003cbr\u003e The Age of Utility is Gone, the Age of Meaning Has Arrived \/ The Super Cub's Leap: A Shift from Convenience to Image \/ The Business Landscape is Changing \/ \"Exploring the Unknown\"\u003cbr\u003e\u003cbr\u003e Chapter 03.\u003cbr\u003e The age of senses is coming \u003cbr\u003eA man digging a tunnel on both sides of a mountain \/ The price of believing that hard work never betrays \/ When you lose your manners, you look for rules \/ From right and wrong to like and dislike\u003cbr\u003e\u003cbr\u003e Chapter 04.\u003cbr\u003e Winners of the Peaceful Strategy Game\u003cbr\u003e Sports Business and Art Business \/ Unique Advantage Comes from Unique Strategy \/ The World of Work Beyond Technology and Knowledge\u003cbr\u003e\u003cbr\u003e \u003cb\u003ePart 2.\u003cbr\u003e What does it mean to be good at something?\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Chapter 05. BALANCE | Balancing the Skills and Sense of Work\u003cbr\u003e Want a plus, not zero \/ Break through the fear of uncertainty with a keen sense of sensitivity \/ Escape the competition that calls for ressentiment \/ Discover your potential and find a winning position\u003cbr\u003e\u003cbr\u003e Chapter 06. CLASS | Experts and Managers, Swapping Weapons \u003cbr\u003eA distinctive class is determined by artistic sensibility \/ The crossroads between specialists and generalists \/ Avoiding the trap of analysis and facing problems \/ Rational management faces its limitations \/ Gaining wisdom from those who see the forest for the trees\u003cbr\u003e\u003cbr\u003e Chapter 07. OCCASION | When Sense Meets Circumstance, It Becomes Opportunity\u003cbr\u003e There are separate situations where the senses are exercised \/ The judgment to choose the place and timing \/ The matrix of senses and desires determines the position\u003cbr\u003e\u003cbr\u003e Chapter 08. SEQUENCE | How Work Sequence Becomes Your Own Strategy\u003cbr\u003e Pros work in a different order: priorities, timing, sequences. Sequence and story meet to become strategy.\u003cbr\u003e\u003cbr\u003e \u003cb\u003ePart 3.\u003cbr\u003e How do people who are good at their jobs think?\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Chapter 09. OBJECTIVE | Set a goal for what to do after survival. \u003cbr\u003eThe \"Law of Conservation of Energy\" that applies within companies \/ People whose sole goal is survival \/ Is the pursuit of status inherent in human nature \/ Work-life balance and distribution \/ Why academic elites lack sensibility\u003cbr\u003e\u003cbr\u003e Chapter 10. PERMUTATION | Reading the Depth of Time\u003cbr\u003e The problem of parallel thinking that does not consider temporal depth \/ Synergy comes from seeing temporal sequences \/ Permutational thinking follows a story \/ Seeing the same thing differently, seeing the invisible\u003cbr\u003e\u003cbr\u003e Chapter 11. CORE | Penetrating the Hidden Core\u003cbr\u003e If there is no question of 'why', it is nothing \/ Understand the story hidden behind the plausible keyword \/ The answer lies within yourself \/ The more incompetent you are, the more you emphasize your secret weapon\u003cbr\u003e\u003cbr\u003e Chapter 12. DIRECTIVITY | Everything Begins with Inner Motivation \u003cbr\u003eInside Out vs. Outside In \/ No One Can Win Without 'This' \/ Netflix's Power to Subdue Giant Blockbusters \/ Inside Out Armed with Its Own Logic and Story \/ Thinking from the Inside Out, Action from the Top Down\u003cbr\u003e\u003cbr\u003e \u003cb\u003ePart 4.\u003cbr\u003e How to develop a sense of doing a good job\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Chapter 13. EVERYTHING | Seeing the Whole, Not the Parts\u003cbr\u003e Feedback doesn't just happen \/ Strategy comes before effort \/ The best way to hone your senses\u003cbr\u003e\u003cbr\u003e Chapter 14. INSIGHT | Understanding Humans\u003cbr\u003e Sense is an acquired talent \/ Everything begins with understanding humans \/ Steve Jobs and Lego, who trusted humans over data\u003cbr\u003e\u003cbr\u003e Chapter 15. CONCEPT | The Power of Abstract Thinking\u003cbr\u003e The back-and-forth between the concrete and the abstract \/ A person who knows how to face the contradictions that everyone passes by \/ Analytical and abstract thinking \/ How to practice abstract thinking\u003cbr\u003e \u003cbr\u003eChapter 16. CONVICTION | Confidence from Experience Leads the Way\u003cbr\u003e A sense of finding the right position for oneself \/ A person who takes initiative in work with conviction, a person who is led by circumstances \/ Studying is a means, not an end\u003cbr\u003e\u003cbr\u003e Closing Remarks | Towards Deflation of Technology and Inflation of Sense\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eDetailed image\u003c\/b\u003e \u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\u003cdiv\u003e\u003cimg src=\"https:\/\/image.yes24.com\/momo\/TopCate3293\/MidCate008\/329279108.jpg\" border=\"0\" alt=\"Detailed Image 1\"\u003e\u003c\/div\u003e\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eInto the book\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e The difference between the two concepts becomes clear when we look at why senses are not treated as importantly as skills in the first place.\u003cbr\u003e For example, abilities divided into Korean, mathematics, English, science, and liberal arts all correspond to skills.\u003cbr\u003e You can categorize it as ‘good\/bad’.\u003cbr\u003e Skills like English proficiency, presentation skills, negotiation skills, financial skills, or legal knowledge are easily demonstrated to others.\u003cbr\u003e You can speak English fluently in front of foreigners, and you can prove it with something tangible, like a lawyer's or accountant's license. \u003cbr\u003eBut the feeling is not like that.\u003cbr\u003e (…) Let me give you another example. There are people who are clearly excellent at presenting, but are incredibly boring when they present.\u003cbr\u003e Conversely, there are people who are very good at leading a story, even though their presentation structure or method is sloppy.\u003cbr\u003e This is precisely what we mean by sensual or artistic.\u003cbr\u003e --- Pages 28-30, [Chapter 01.\u003cbr\u003e [Parallel Universes of Technology and Senses]\u003cbr\u003e\u003cbr\u003e Most companies have created value through highly useful products and services.\u003cbr\u003e In particular, most companies that quickly entered the global market in the 20th century achieved success by providing the convenience of 'utility'.\u003cbr\u003e On the other hand, there are not many companies that have succeeded in entering the global market by providing the convenience of 'meaning'.\u003cbr\u003e When human civilization reaches a certain level, it inevitably shifts to creating value in the cultural aspect. \u003cbr\u003eHowever, if we fail to quickly keep up with this trend, we will still be unable to move beyond the level of creating value in terms of utility.\u003cbr\u003e If we only pursue use value, we will soon paradoxically end up creating products and services that have 'no' use value.\u003cbr\u003e Let's take home appliance remote controls as an example. The TV remote I use at home has 65 buttons.\u003cbr\u003e Since we only use 4 buttons on a regular basis, the remaining 61 are essentially useless.\u003cbr\u003e Because we are unable to move beyond the axis of utility, useless things are created.\u003cbr\u003e --- Page 36, [Chapter 02.\u003cbr\u003e What does the new normal want?\u003cbr\u003e\u003cbr\u003e I often thought about why Joe Yabuki, a genius boxer in the boxing manga \"Ashita no Joe,\" which is considered a masterpiece representing Japanese manga from the 1960s and 1970s, kept losing. \u003cbr\u003eJoe's efforts are by no means lacking compared to his rivals.\u003cbr\u003e In the end, he exerts himself so thoroughly that he loses his life.\u003cbr\u003e But still, I lost.\u003cbr\u003e It's not written in the comic book, but in the end, you lose because you have no sense.\u003cbr\u003e As anyone who has read the manga will know, Joe's defeat is truly tragic.\u003cbr\u003e Why did such a tragedy become so popular? Perhaps it's because most people identify with Joe.\u003cbr\u003e We've all had the experience of not being able to beat those who just use their wit and ingenuity to get ahead of us no matter how hard we try.\u003cbr\u003e --- Page 49, [Chapter 03.\u003cbr\u003e The Age of Senses is Coming]\u003cbr\u003e\u003cbr\u003e The U.S. State Department is said to be very concerned about the \"selection criteria\" when selecting diplomats. \u003cbr\u003eAt first, we selected truly outstanding talents with excellent work skills, such as graduates from prestigious universities, proficiency in at least two foreign languages, sufficient knowledge of administration and culture, and high-level negotiation skills.\u003cbr\u003e When the United States selects diplomats, it usually sends them to developing countries first.\u003cbr\u003e So, while some people manage to improve their relationship with the United States for the first two or three years and enjoy themselves, then return, others fail in extreme ways, almost to the point of being forced to leave the country.\u003cbr\u003e What troubled the State Department was the fact that there was absolutely no statistical correlation between college grades, language proficiency, training, and other factors and realistic performance as a diplomat.\u003cbr\u003e (…) Professor McClelland was asked to devise a new talent selection system and researched various materials. \u003cbr\u003eThe statistics revealed that performance as a diplomat had absolutely no correlation with skills or knowledge.\u003cbr\u003e The study found that successful diplomats generally share three common behaviors and ways of thinking about things.\u003cbr\u003e --- Pages 64-66, [Chapter 04.\u003cbr\u003e Winners of a Peaceful Strategy Game]\u003cbr\u003e\u003cbr\u003e Let's think about what kind of person is not good at his job.\u003cbr\u003e First, there are those who 'want to analyze immediately'.\u003cbr\u003e Those people, as soon as the idea of ​​thinking about a business strategy is mentioned, immediately start researching and diving into analysis.\u003cbr\u003e They try to fit it into the framework of a SWOT analysis, which only considers four things: strengths, weaknesses, opportunities, and threats.\u003cbr\u003e The 'task' of analytical research, with its set template, has tremendous appeal. \u003cbr\u003eEven if you are not good at your job, you can still do the work and produce results that can be used as material to show people.\u003cbr\u003e (…) If I were to express this process in one word, the word ‘proxy’, which means a substitute intermediary, comes to mind.\u003cbr\u003e The work that should lead to the final result ends up becoming a proxy.\u003cbr\u003e Technology is prone to proxies.\u003cbr\u003e Being good at English or programming is valuable.\u003cbr\u003e Furthermore, it is important for what purpose the technology is needed and what outcomes and results it leads to.\u003cbr\u003e However, we often forget our purpose and focus only on developing our skills.\u003cbr\u003e As your skills improve, you feel a sense of accomplishment, which relieves your anxiety for the day.\u003cbr\u003e --- Pages 94-95, [Chapter 06.\u003cbr\u003e Experts and Managers Swap Weapons]\u003cbr\u003e\u003cbr\u003e In the military, it is said that a leader with excellent combat sense but little motivation is suitable. \u003cbr\u003eBecause I try to win as easily as possible.\u003cbr\u003e However, they say that a person who has both a keen sense and a drive is suited to the role of a staff member assisting the captain.\u003cbr\u003e The most difficult person is the one who has no sense but is full of desire.\u003cbr\u003e If such a person manipulates the organization as he pleases or orders an attack based on poor judgment, he can annihilate the unit.\u003cbr\u003e Finally, those who lack sense and motivation will try to work only within the framework of KPIs.\u003cbr\u003e (…) If there is a person who has no sense but is full of motivation, it would not be easy to follow a leader who has only sense but no motivation.\u003cbr\u003e So isn't building skills and getting a kind of revenge the way a lot of people work these days?\u003cbr\u003e --- Pages 110-111, [Chapter 07.\u003cbr\u003e [When a sense meets a situation, it becomes an opportunity]\u003cbr\u003e\u003cbr\u003e It was Louis Gerstner, who took office as the new chairman in 1993, who revived IBM from its crisis. \u003cbr\u003eGerstner announced plans at a press conference to \"close factories, cut jobs, and raise product prices.\"\u003cbr\u003e Then a reporter asked if IBM had a new vision.\u003cbr\u003e Gerstner, who had a rather stern personality, said, “IBM is a critically ill patient in the intensive care unit right now and needs everything.\u003cbr\u003e “If I had to pick one thing that is not necessary, it would be ‘vision,’” he replied.\u003cbr\u003e What made Gerstner's innovation so remarkable, despite being a orthodox restructuring, lies in its order.\u003cbr\u003e The first thing he did when he came to IBM was to use Excel to check debt amounts and read cash flows.\u003cbr\u003e He rushed into the field and gave orders like, 'Close the factory,' 'Cut 15,000 jobs,' 'Sell off all of this product line,' and 'This product line has less price resistance, so raise the price by 1.5 times.' \u003cbr\u003eAnd when all this was over, he went around to customers and asked them directly, “What do you dislike about IBM?”\u003cbr\u003e And finally, after proposing a new business called 'e-business,' I delegated full authority to the staff so that they could actively and efficiently carry out the work.\u003cbr\u003e This new venture ultimately transformed IBM into an integrated solutions company focused on consulting, software, and services.\u003cbr\u003e --- Pages 113-115, [Chapter 08.\u003cbr\u003e The sequence of work becomes my own strategy]\u003cbr\u003e\u003cbr\u003e Adobe has boldly shifted away from its strategy of selling its software in bundles and towards subscriptions.\u003cbr\u003e It's true that Adobe has made a bold shift to subscriptions and achieved increased revenue. \u003cbr\u003eBut we need to think a little more about whether this is truly a success due to 'subscription'.\u003cbr\u003e Adobe's strength lies not just in the number of users of its products.\u003cbr\u003e Because we have products of an irreplaceable level that cannot be compared to other software.\u003cbr\u003e Adobe has been making great products and selling them for 10 or 20 years, and as a result, countless designers and creators around the world have become completely dependent on Adobe products.\u003cbr\u003e In other words, the reason Adobe was able to succeed with subscriptions was not because of the new business model called 'subscription', but because it already had high-quality products and a large and loyal customer base.\u003cbr\u003e If we look closely at the causal relationship, Adobe was able to boldly shift to subscription because these conditions were already in place. \u003cbr\u003eAnyone who doesn't understand the strategic story of Adobe's achievements and simply says that everything is a result of subscriptions will really fail to achieve much in their work.\u003cbr\u003e Because he is a person who only sees the phenomenon without understanding the context.\u003cbr\u003e --- Pages 158-159, [Chapter 11.\u003cbr\u003e [Piercing the hidden core]\u003cbr\u003e\u003cbr\u003e Japan's first search engine service was 'NTT Directory', launched by Nippon Telegraph and Telephone Co., Ltd. (NTT) in 1995.\u003cbr\u003e Yahoo Japan launched its service in April 1996, so Yahoo was a latecomer.\u003cbr\u003e Also, in the field of e-commerce, IBM launched an online shopping mall called 'World Avenue' at the very same time that Amazon launched its service.\u003cbr\u003e (…) Compared to NTT and IBM, which had everything from talent to capital, technology, networks, and even brands, Yahoo Japan and Amazon had nothing at the time. \u003cbr\u003eIt was like a fight between David and the giant Goliath.\u003cbr\u003e But in the end, the David-like Yahoo Japan and Amazon won, while the giants NTT and IBM suffered a miserable collapse.\u003cbr\u003e The same goes for the relationship between Blockbuster and Netflix.\u003cbr\u003e What did the companies that lost this time lack? It was simply one thing: motivation.\u003cbr\u003e --- Pages 172-173, [Chapter 12.\u003cbr\u003e Everything begins with inner motivation]\u003cbr\u003e\u003cbr\u003e The used car sales business is a business model that purchases used cars from individuals, refurbishes them, sets a new price, and sells them to individuals again.\u003cbr\u003e The principle for making money is to 'buy low and sell high'.\u003cbr\u003e How cheap you buy and how expensive you sell determines the outcome.\u003cbr\u003e President Hattori also continued to do this work until he was over 50 years old.\u003cbr\u003e Every morning, he drove around the dealerships in his own car, encouraging sales. \u003cbr\u003eBut one day, he saw a sign in his store that said, \"Buy at a high price.\"\u003cbr\u003e At the same time, there is a sign that says 'low price sale'.\u003cbr\u003e Every morning, I would see the sign that said \"Buy high, sell low\" and I would feel, \"Something is fundamentally wrong. This is a business that doesn't make any money.\"\u003cbr\u003e But then, a minute later, a normal day begins, so I think that's what the used car sales business is like and move on with my routine.\u003cbr\u003e Today too, I said, 'Let's work hard by buying high and selling low!'\u003cbr\u003e After so much time, I finally came to a conclusion.\u003cbr\u003e 'I guess we just have to not sell it to individuals!'\u003cbr\u003e Every company has its own preconceptions.\u003cbr\u003e In reality, it is contradictory, but they pretend not to know by saying, \"That's just how our industry is.\"\u003cbr\u003e New strategies often come from facing that fact. \u003cbr\u003eIf you look at the details of what's happening, everything makes sense, so you need to look at the big picture to understand the problem.\u003cbr\u003e\n\n\u003c\/div\u003e\n\u003cdiv\u003e --- Pages 215-216, [Chapter 15.\u003cbr\u003e The Power of Abstract Thinking]\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003ePublisher's Review\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e \u003cb\u003ePeople who survive in uncertain times,\u003cbr\u003e How do people who perform best in any situation work?\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e The COVID-19 pandemic that has engulfed the world has accelerated the transition to non-face-to-face, artificial intelligence, and digitalization, and as the economic downturn deepens, fears of job losses are beginning to surface.\u003cbr\u003e Everything is uncertain, but one thing is certain.\u003cbr\u003e A person who is 'good at his job' and cannot be replaced by anyone, and cannot be denied by anyone, will survive in any situation.\u003cbr\u003e What do you need to know and do to become that person?\u003cbr\u003e \u003cbr\u003eShu Yamaguchi, author of the best-selling book \"How Philosophy Becomes a Weapon for Life,\" and Gen Kusunoki, Japan's leading expert on competitive strategy, met for an in-depth discussion about the true nature of \"doing a good job.\"\u003cbr\u003e As a result, we have compiled into one book the special work secrets that all 'good workers' have in common.\u003cbr\u003e This book specifically explains how they view work and how they think, and what they need to do to learn and master the unique formula for working that will ensure outstanding results.\u003cbr\u003e\u003cbr\u003e \u003cb\u003eThere are many people working, but why are there not many who are good at their jobs?\u003cbr\u003e This book begins with this very question.\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e ‘Skill’ has long been used as a criterion for judging ‘a person who is good at work.’ \u003cbr\u003eIn the past, when labor was in short supply, technology was useful because anyone with the technology could produce any number of 'average' products.\u003cbr\u003e However, as supply becomes excessive and demand becomes more fragmented, and as computer technology such as artificial intelligence and big data surpasses human capabilities, it is no longer enough to say that someone is good at their job simply because they have the skills to make average products.\u003cbr\u003e Technology is a field that can be acquired with effort, and now not only humans, but even machines and artificial intelligence can become its substitutes.\u003cbr\u003e\u003cbr\u003e A truly good worker has nothing to do with what kind of education he has or what kind of skills he has. \u003cbr\u003eWe don't evaluate someone as a good worker just because they graduated from a good university, are fluent in a foreign language, or are proficient in a certain program.\u003cbr\u003e The ability to study well does not necessarily increase a company's sales, and excellent language skills and the ability to lead a conversation skillfully are separate issues.\u003cbr\u003e Just as being able to use the Word program fluently doesn't mean you're a good writer.\u003cbr\u003e\u003cbr\u003e So, what kind of person is this book talking about as a \"good worker\"? Here's a picture of a good worker that comes to mind: \u003cbr\u003eA person who can accurately understand a situation and draw the big picture, a person with quick judgment and the ability to execute without hesitation, a person who is not afraid of difficulties and solves problems with firm conviction, and a person who knows how to honestly admit and correct his mistakes when he fails.\u003cbr\u003e The ability to do a good job can be explained in dozens of other words, but the prerequisite for all of these abilities is just one thing: 'sense.'\u003cbr\u003e That's the feeling you get when you say, 'That person really has a good work ethic.'\u003cbr\u003e\u003cbr\u003e \u003cb\u003eWhat sets top performers apart?\u003cbr\u003e The starting line depends on 'feel', not specs.\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e This book summarizes the somewhat difficult and abstract concept of the ability to do a job well with the keyword \"sense,\" and contains almost everything about how to improve this sense of work. \u003cbr\u003eFirst, we will examine why our society has valued technology over senses, and raise the issue by examining the corporate culture that destroys senses.\u003cbr\u003e And by presenting specific examples of outstanding managers who led their companies to revival with their exceptional senses, as well as those who brought about their own downfall due to a lack of senses, he emphasizes once again the importance of 'sense' in work.\u003cbr\u003e\u003cbr\u003e This book also compares the characteristics of highly skilled workers with the work styles of ordinary people, providing an intuitive understanding of the approaches we need to take to elevate our work capabilities.\u003cbr\u003e What's particularly interesting is that many of the methods that many people consider to be the most efficient and utilize are far removed from the methods of those who are good at their jobs.\u003cbr\u003e Some representative characteristics are as follows:\u003cbr\u003e \u003cbr\u003e① People who are good at their jobs don't start by making a 'to-do list'.\u003cbr\u003e Many people make a 'to-do list' when they start a task.\u003cbr\u003e This method involves writing down a list of things you need to do and checking them off as you complete them one by one.\u003cbr\u003e While it's clear that people who work this way are conscientious and meticulous, the authors say that people who are good at their jobs never start out this way.\u003cbr\u003e Why is that? If you know why, you're probably one of those people this book talks about: someone who's good at their job and has a sense of purpose.\u003cbr\u003e\u003cbr\u003e What simple to-do lists miss is the 'sequence of tasks'.\u003cbr\u003e Typically, work doesn't sit still like products on a conveyor belt, where workers place them. \u003cbr\u003eAfter completing a task, another task arises as a result, and while some tasks are in progress, new situations arise.\u003cbr\u003e For example, if you complete a task of sending an email to someone, a reply email will be sent to the other person as a result, creating another task.\u003cbr\u003e A simple to-do list simply lists the tasks I need to do, without considering the dozens of possible outcomes that could result.\u003cbr\u003e This book says that people who are good at their jobs are those who know how to prioritize their work by considering what situations will arise as a result of each task, rather than just listing out a to-do list.\u003cbr\u003e That is, you must have serial thinking that considers the sequence of work rather than parallel thinking.\u003cbr\u003e\u003cbr\u003e ② People who are good at their jobs do not confuse the ends with the means. \u003cbr\u003ePeople who are good at their jobs approach their work with a clear understanding of their ultimate goal.\u003cbr\u003e The tasks required in the process of reaching the goal are performed to a minimum, after examining whether they are absolutely necessary.\u003cbr\u003e That is, always keep in mind only the final goal (results) and invest your efforts only in the tasks necessary for achieving that goal.\u003cbr\u003e On the other hand, the person who cannot do what this book talks about is the person who knows what the ultimate goal is, but is absorbed in the work required as a means to an end.\u003cbr\u003e For example, some people become obsessed with SWOT analysis when developing strategies, while others focus on report writing. While SWOT analysis is a widely used marketing strategy tool, the authors point out the folly of trying to fit every situation into the framework of four categories: strengths (S), weaknesses (W), opportunities (O), and threats (T). \u003cbr\u003eA truly effective person is someone who knows how to look at the various possibilities of a situation with a high level of vision without creating a framework for thinking.\u003cbr\u003e\u003cbr\u003e ③ People who are good at their jobs don't always put in effort.\u003cbr\u003e The third thing that many people often misunderstand, the authors point out, is 'effort.'\u003cbr\u003e The attitude of 'I'm lacking in skills now, so let's try harder' can be a good attitude for improving the technical aspects of work.\u003cbr\u003e So, in the past, when technology was valued, we actively encouraged the attitude of working hard and diligently.\u003cbr\u003e But in a society where senses are more important than technology, the story is different.\u003cbr\u003e Coming up with novel ideas, identifying the cause of a problem, breaking through a stagnant market or creating a new board are things that cannot be achieved through 'effort'. \u003cbr\u003eIn other words, you can't achieve anything if you just try hard at something without knowing what you need to work on.\u003cbr\u003e The authors say that before blindly putting in effort, you must first be able to strategically calculate what efforts will lead to success.\u003cbr\u003e In other words, the ability to quickly grasp what is needed to directly connect the current task to performance is the essence of the 'sense of work' discussed in this book.\u003cbr\u003e\u003cbr\u003e \u003cb\u003ePeople who are recognized as 'good at their jobs' by everyone\u003cbr\u003e How to develop and develop a sense of work!\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Of course, some people may think that intuition is instinctive and that working sense is also an innate talent.\u003cbr\u003e However, the authors say that while sense is not something that can be learned through textbooks or other means like a skill, there are certainly ways to help improve sense. \u003cbr\u003eThe best way to hone your senses is to observe people who are already doing a good job and gain insight.\u003cbr\u003e Through this book, it would be a good idea to first look at how successful people around the world work, and then look for similar examples around you.\u003cbr\u003e\u003cbr\u003e This book presents interesting and little-known cases of various global companies, including Netflix, Adobe, Lego, IBM, McDonald's, Suntory, and Honda, through the two authors' witty remarks from beginning to end, and provides a glimpse into the process of 'real, dedicated people achieving results' behind the success stories of famous companies.\u003cbr\u003e If you think your current work ability is average, this is a book you absolutely cannot miss. \u003cbr\u003e\n\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e GOODS SPECIFICS \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003ePublication date:\u003c\/strong\u003e January 18, 2021\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003ePage count, weight, size:\u003c\/strong\u003e 248 pages | 448g | 152*215*20mm\u003c\/div\u003e\n\n \u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e- \u003cstrong\u003eISBN13:\u003c\/strong\u003e 9788901248165\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN10:\u003c\/strong\u003e 8901248166 \u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cspan\u003e\u003c\/span\u003e\n\n\u003c\/center\u003e\n\n\n\u003c\/center\u003e","brand":"LIBRAIRIE COREENNE","offers":[{"title":"Default Title","offer_id":43894540206122,"sku":"153378","price":24.0,"currency_code":"EUR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0683\/2750\/5962\/files\/3401c5063e513fea8f26d7bb9016c686.jpg?v=1765438050","url":"https:\/\/librairie.coreenne.fr\/en\/products\/153378","provider":"LIBRAIRIE COREENNE","version":"1.0","type":"link"}