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- 2017-10-07 发布于河南
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能力管理之4(4 of capacity management)
能力管理之4(4 of capacity management)
The second chapter, expectation / forward thinking
Anticipation/Proactive / Thinking refers to the ability to maintain an awareness of events and situations, and then prepare or take action when you find that something is about to change. The problem associated with this quality is prepare for the future, respond appropriately to what may happen in the future, and make a small adjustment.
Questions related to this quality are included in the questionnaire:
I spend time to predict the future.
The extensive reading and listening to the interest, in order to understand the different ideas.
3 to fully consider the main influence action and decision for the future.
The establishment of a variety of useful listening channels to understand what is happening.
The development of contingency plans (contingency plans).
The thought, can do this in what way?
High score feature
The score is mainly at 4~5 points (frequent and almost always), indicating that such people can handle change without difficulty and will spend the right time thinking about what might happen in the future. They often look for clues from the current situation, which are useful in predicting and guiding the future.
In order to keep themselves up to date and alert to major changes in their daily routine, high achievers often actively participate in information networking and personal learning. In order to improve the efficiency or effectiveness of things, they will make some changes in the way they work. High achievers do not passively accept structural (and perhaps more painful) changes.
Low scoring feature
The score was mainly at 1~2 points (almost no and occasionally), suggesting that people rarely spent time thinking about the future and preparing for the future. Low achievers pay little attention to the immediate effects of their actions and decisions. They do not pay close attention to the changes around them, so they tend not to worry about whether they keep up with th
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