請(qǐng)使用六西格瑪?shù)腄MAIC來(lái)整頓溝通方式。人們沒有被聆聽的主要問題是：他們并沒有以有效和簡(jiǎn)潔的方式進(jìn)行溝通。你是否曾經(jīng)注意過(guò)，當(dāng)某個(gè)人關(guān)注某一個(gè)話題的時(shí)間，語(yǔ)氣是不是不同的？那是因?yàn)樗麄儗?duì)該話題很熟悉。

When discussing topics socially, why not make a mental roadmap of what you want to convey using the DMAIC template? Now remember, this doesn’t mean sitting there without saying anything because you’re trying to figure out how to use each phase.


在社交場(chǎng)合討論話題時(shí)，為何不使用DMAIC的模板制作一個(gè)你想要傳達(dá)的智慧路線圖呢？請(qǐng)記?。哼@并不意味著你只是坐在那里默不作聲，因?yàn)?，你需要搞清楚在每個(gè)階段如何使用。


The subject matter could run the gamut, from animal welfare to political solutions for the state of the economy. The subject matter doesn’t matter — what matters is your comprehension on the subject and your solutions or opinions about it and why.


從動(dòng)物福利到經(jīng)濟(jì)狀況的政治解決方案，這一主題可以涵蓋諸多方面。事實(shí)上，主題并不重要-重要的是對(duì)主題的理解、解決方案者或意見，以及原因。


Here’s a little overview of the DMAIC template:


以下是對(duì)DMAIC模板的回顧：


Define Phase: Define the subject matter and how it affects others in the process of living life. State how fixing this subject matter would improve the quality of life for others. Collect data （it helps if you’ve read articles on the subject matter）。


定義階段：定義主題，以及其在生活的過(guò)程中如何影響到他人。陳述如何解決這一問題，會(huì)提高他人的生活質(zhì)量。收集數(shù)據(jù)（如果你讀過(guò)有關(guān)該主題的文章，那將很有幫助）。


Another great tool is the Pareto chart. The Pareto chart was created by Vilfredo Pareto, an Italian economist. The Pareto principle, named after him, is the concept that 20% of input accounts for 80% of output.


帕累托圖，是另一個(gè)很不錯(cuò)的工具。帕累托圖，是由意大利經(jīng)濟(jì)學(xué)家維爾弗雷多？帕累托所創(chuàng)建的。帕累托原理，以維爾弗雷多？帕累托的名字而命名，理念是：20%的輸入，占據(jù)了80%的輸出。


Input = time, resources, effort.


輸入=時(shí)間、資源、精力


Output = results, rewards, revenue.


輸出=結(jié)果、獎(jiǎng)勵(lì)、收入？


The Pareto chart can apply to anything.


帕累托圖，適用于任何領(lǐng)域。


Measure Phase: Absolutely any data that you have at your fingertips. A quick Google search can help find any Value Stream Map or Cause and Effect Diagram. For example, these could be depicted as Nielsen ratings or graphs on what you are discussing.


測(cè)量階段：當(dāng)然是手頭上的數(shù)據(jù)。用谷歌快速搜索，就可以幫助我們找到價(jià)值流圖或者因果圖。比如，這些正在討論的內(nèi)容都可以被描述為尼爾森收視率，或者圖表。


Analyze Phase: Using the tools on the Define Phase and Measure Phase, validate your point. Remember, data and analytics don’t lie, they are numbers that validate the current state of the subject matter.


分析階段：使用定義階段和測(cè)量階段的工具，去驗(yàn)證你的觀點(diǎn)。要記住，數(shù)據(jù)和分析是驗(yàn)證主題當(dāng)前狀態(tài)的數(shù)字，它們是不會(huì)說(shuō)謊的。


Improve Phase: State the best potential solutions that you have found, and again validate your point and why these solutions would work. Show the data you’ve found. You could even hypothesize a scenario.


改進(jìn)階段：陳述發(fā)現(xiàn)的最佳潛在方案，之后，再次驗(yàn)證觀點(diǎn)，以及這些方案為何管用。將找到的數(shù)據(jù)展示出來(lái)。甚至，我們可以假設(shè)某個(gè)場(chǎng)景。


Control Phase: Show or tell how you would sustain your new hypothesized solution. Even if you don’t have the actual true data, a well thought out hypothesis based on existing truth of the subject matter will prove your point.


控制階段：展示或者說(shuō)出如何維持新假設(shè)方案。即使沒有真實(shí)的數(shù)據(jù)，但是基于主題真實(shí)性的經(jīng)過(guò)深思熟慮的假設(shè)，也是可以證明你的觀點(diǎn)的。


In many creative industries or startups, the data that is available is what exists on subjects surrounding the project but not on the actual product or service since it was just invented.


在諸多創(chuàng)意產(chǎn)業(yè)或者初創(chuàng)企業(yè)當(dāng)中，可用的數(shù)據(jù)是圍繞該項(xiàng)目的數(shù)據(jù)，而不是剛剛創(chuàng)造出來(lái)的實(shí)際的產(chǎn)品或者服務(wù)的數(shù)據(jù)。

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