辨識危機(jī)與良機(jī)

Identify the crises and opportunities

多少個這樣的夜晚，周興和都不能入睡。

Zhou Xinghe couldn't fall asleep on many such nights.

剛開辦的企業(yè)要正常生產(chǎn)，要維持基本的運(yùn)行；剛開始的科研試驗要投入，需要經(jīng)濟(jì)條件來支撐；全家人生活要溫飽，就需要拿錢去買油鹽柴米——他要操心的事實在是太多了。

The newly established enterprise should maintain its normal production and basic operation; the initial scientific research experiment needed investment and economic condition to support it; the whole family shall be fed, so he needed money to buy the fuel and rice - there were too many things to worry about.

在這個有寒風(fēng)和落葉的冬夜，白天他處理了一個貪圖小便宜損害企業(yè)利益的親戚，面對企業(yè)管理中存在的種種問題，周興和不得不坐下來，認(rèn)真思考如何對自己企業(yè)進(jìn)行管理。

In this winter night with cold wind and fallen leaves, he dealt with a relative who was greedy for petty gain and harmed the interests of the enterprise in the day. Faced with various problems existing in the management of the enterprise, Zhou Xinghe had to sit down and seriously think about how to manage his own enterprise.

是的，他在鹽亭建筑工程隊和承包和平建材加工廠時，就發(fā)現(xiàn)了這些企業(yè)在管理中的種種弊端：由于幾十年計劃經(jīng)濟(jì)的影響，吃慣了“大鍋飯”的企業(yè)職工，就像當(dāng)初農(nóng)村“大呼隆”的集體作業(yè)，社員上坡，鋤頭杵在下巴上站一天就可以在混一天工分。這樣的集體，只能是一盤散沙，生產(chǎn)力不但得不到解放，而且還受到嚴(yán)重的束縛，不但生產(chǎn)不出更多糧食，而且人人都還目光短淺勾心斗角。

Well, when he was in Yanting Construction Team and contracted Heping Building Materials Factory, he found out the shortcomings of the enterprise in the management: because of the influence of the decades of planned economy, the staff had used to eat in the "communal pot"; just like the rural collective work, when the members went to work, even they just put their chin on hoe and stood there one day, they could earn the workpoint of that day. Such a collective was nothing but the scattered sands, and the productive force not only could not be liberated, but also seriously constrained, which could not produce more food, and everyone was short-sighted and infighting.

在計劃經(jīng)濟(jì)運(yùn)行中的企業(yè)，和農(nóng)村集體生產(chǎn)一樣，依然沒有跳出這個怪異的窠臼。企業(yè)經(jīng)濟(jì)效益好壞，與企業(yè)領(lǐng)導(dǎo)無關(guān)，更與職工無關(guān)。而今，雖說在講企業(yè)改革了，但它猶如一列跑在鐵軌上的車，其運(yùn)行的慣性在短時期內(nèi)是不可能剎住車的。特別是像周興和組建的這種鄉(xiāng)鎮(zhèn)企業(yè)，其職工主體，基本是剛丟下鋤頭糞桶到廠里上班的農(nóng)民，他們難免會將在生產(chǎn)隊上班時的積習(xí)帶到企業(yè)中來。在他們觀念里，企業(yè)無非就是原先的生產(chǎn)隊，企業(yè)老板無非就是原先的生產(chǎn)隊長，企業(yè)干好干壞與他們無關(guān)，他只管做事拿錢吃飯就行了。對有些人來說，要說糊弄生產(chǎn)隊，糊弄生產(chǎn)隊長，這是他們幼兒所學(xué)，根本是用不著誰來教的。

Enterprise operating in the planned economy, was like rural collective production, not yet jumped out of this strange circle. No matter the enterprise’s economic benefit was good or bad, it had nothing to do with the enterprise leader, nor with the staff. Today, in spite of the reform of the enterprise, it was like a train running on the railway track, the inertia of its operation was impossible to stop in a short time. In particular, the township enterprise like the one set up by Zhou Xinghe, whose staff were basically farmers who had just dropped their hoe and dung buckets to work in the factory, thus it would inevitably bring the accumulated habits of the production team to the enterprise. In their opinion, an enterprise was nothing more than the production team, and the boss was nothing more than the production team leader. It had nothing to do with them whether the enterprise did well or not, he just did his work and got his money for food. For some people, to fool the production team, to fool the production team leader, this was what they learned from children, and no need to teach by others.

這樣的企業(yè)怎么能適應(yīng)殘酷的市場競爭，怎么能生存發(fā)展，怎么能產(chǎn)生經(jīng)濟(jì)效益？企業(yè)沒有效益，哪來錢給職工發(fā)工資，老板更談不上剩余價值。老板沒有剩余價值，又如何能讓企業(yè)正常運(yùn)行，又怎么能投入再生產(chǎn)？這樣的企業(yè)，只能進(jìn)入到惡性循環(huán)之中，像先前的鹽亭建筑公司與和平建材加工廠一樣倒閉！

How could such an enterprise adapt to the brutal market competition, survive and develop, and generate the economic benefits? If an enterprise did not have the profit, how could it have the money to pay the staff’s salary, not mention the surplus value of the boss. If the boss did not have the surplus value, how could the enterprise run normally, how could it put into produce again? Such enterprises, could only enter into a vicious circle, and close down like the previously-mentioned Yanting Construction Company and Heping Building Materials Processing Plant!

其實好長時間以來，周興和都在苦苦思考和梳理著這些問題。

In fact, for a long time, Zhou Xinghe had been thinking and sorting out these problems.

周興和雖然沒有專門學(xué)過企業(yè)管理，但他勤于思考，勤于總結(jié)，善于將別人的經(jīng)驗教訓(xùn)同自己的實踐探索結(jié)合起來，得出與常人不一樣的結(jié)論。

Although Zhou Xinghe did not specialize in business management, he was diligent in thinking and summing up. He was good at learning the experience and lesson of others with his own practice and exploration, and drew conclusions different from ordinary people.

經(jīng)過思考和梳理，他得出結(jié)論：要辦好企業(yè)，就必須在自己的企業(yè)里清除懶惰散漫、為人虛假、妄自尊大、不負(fù)責(zé)任、胡吹亂說、說東道西，危害團(tuán)結(jié)的一切不良行為；就必須堅決杜絕鼠目寸光、貪圖小利、揮霍浪費(fèi)、假公濟(jì)私、不廉不法、任人唯親的惡劣現(xiàn)象發(fā)生。

After thinking and sorting, he came to the conclusion that in order to run the enterprise well, he must purge his enterprise of all bad behaviors harmful to unity such as being lazy, insincere, arrogant, irresponsible, nonsense and gossip. It must resolutely put an end to the bad phenomenon as short-sighted, seeking for trifling advantages, spendthrift and waste, jobbery, incorrupt and illegal, and cronyism.

夜深了，人靜了。除了窗外光裸的樹枝上幾片凋殘的枯葉，在寒風(fēng)中發(fā)出簌簌的聲音，四周已是一片安寧。周興和久久地站在窗前，寒風(fēng)吹拂著他的臉頰，拂起了他的頭發(fā)，望著夜色中的朦朧的景物，他的思緒漸漸清晰起來。

It was late at night and the surroundings were quiet. There was nothing but a few withered leaves on the bare branches outside the window, rustling in the cold wind, and all around was in peace. Zhou Xinghe stood by the window for a long time, the cold wind blowing on his face and whisking his hair, and his thoughts became clear as he looked at the dim scene in the night.

回頭轉(zhuǎn)身，他打開電燈，坐了下來，攤開稿紙，重重地在上面寫下一行字：星河建材廠《“逆向管理”實施辦法》。

Turning around, he turned on the light, sat down, spread out the paper, and heavily wrote on it: Xinghe Building Materials Factory "Reverse Management" Implementation Method.

一下筆，他文思涌動，恨不得把這些年來的所思所想統(tǒng)統(tǒng)付諸筆端。他筆尖在稿紙上疾疾行走，他寫道：“‘逆向管理’，是一種全新的概念，全新的管理方式。此之管理，是以有悖其人們常規(guī)的管理方式，分解通常的管理過程及其方式方法；而‘順向管理’是把每一個人視為只能從事最低工作目標(biāo)的人，一個人的飯三個人吃，一個人的活三個人去干。大家拿錢，少數(shù)人干活。干活的人工資獎金拿得少，少干活或不干活的人、會說假話的人工資及獎金還拿得多。幾年評一次工資，每評一次就降低一次積極性，每月發(fā)一次獎金就會有一次摩擦，歸根到底搞不好，因為這種方式是錯誤的……”

As he began to write, he felt a rush to put into writing all his thoughts over the years. His pen moving over the paper, he wrote, "'Reverse management', is a whole new concept, a brand-new way of management. This management is to break down the usual management process and its method in a way that goes against the normal management. And 'forward management' is to treat each person as a person who can only do the minimum work, so that one person's food is eaten by three persons, and one person's work is doen by three persons. Everyone gets paid but a few do the work. Those who work are paid less in wages and bonuses, while those who work little or do not work but flatter, are paid more. Every time reviewing their salary several years, their motivation will be reduced, and every time paying a bonus every month, there will be frictions. Finally, it could not be done well, because this way is wrong..."

在這個《辦法》中，周興和嚴(yán)肅地總結(jié)了過去，鄭重地審視著現(xiàn)在，認(rèn)真地規(guī)劃著未來。他解釋了什么是“逆向管理”、什么是“順向管理”、“逆向管理”與“順向管理”有什么不同、“逆向管理”特殊性的具體體現(xiàn)、“逆向管理”的使命、“逆向管理”的終極目標(biāo)等問題。

In this "Method", Zhou Xinghe seriously summarized the past, seriously examined the present, and carefully planned the future. He explained what is the "reverse management", what is the "forward management", what is the difference between the "reverse management" and "forward management", the specific expression of the particularity of "reverse management", the mission of "reverse management", the ultimate goal of "reverse management" and so on.

他寫道：“企業(yè)運(yùn)轉(zhuǎn)隨時都可能遇見困難和危機(jī)，困難和危機(jī)可以致人于死地，又可以賜人以良機(jī)，致人死地而后生，化腐朽為神奇；但危機(jī)與良機(jī)、生存與死亡、腐朽與神奇本身只有一步之遙，能不能由此轉(zhuǎn)生，走出黑暗迎來曙光，最關(guān)鍵的是有沒有面對困難的勇氣，能否把握好轉(zhuǎn)化條件的技巧和處理問題的決策能力。

He wrote: "Difficulties and crises can be encountered at any time in the operation of an enterprise. They can be fatal, and they can also be good opportunities, just like the death brings birth, to turn the dust into glory. However, the crisis and opportunity, life and death, dust and glory are all close; whether it could turn out of the dark and usher in the dawn, the most important thing is the courage to face the difficulties, to grasp the skills of transformation conditions and the decision-making ability to deal with problems.

“我這個人生性就好冒險，不達(dá)目的死不罷休，從來不回避任何困難，從來沒有被危機(jī)所嚇到，更沒有落入危機(jī)的陷阱而不能自拔。相反，我是專門盯著危機(jī)的屁股走。我可以負(fù)責(zé)任地告訴大家，有幾次危機(jī)就有幾次更大的成功——這叫做‘危機(jī)挺進(jìn)’……

"I have always been a risk-taker, and I never give up until I reach my goal. I have never avoided any difficulty, never been frightened by a crisis, and never fallen into the trap of crisis. Instead, I'm just staring at the crisis and following it. I can responsibly tell you that for every few crises there have been several greater successes - this is called 'marching into crisis'...

“‘逆向管理’最注重關(guān)心職工的生活條件、工作環(huán)境、身心健康、子女學(xué)習(xí)或就業(yè)?？傊?，‘逆向管理’就是要求經(jīng)營者和全體職工與企業(yè)共創(chuàng)命運(yùn)，默默工作，默默奉獻(xiàn)，這就是前途——就是企業(yè)和員工個人的共同前途……”

"The 'reverse management' pays the greatest attention to the living conditions of employees, the working environment, their physical and mental health, and their children's study or employment. In a word, the 'reverse management' requires the operator and all the staff to create a common destiny with the enterprise, work silently and make contributions quietly, which is the future - the common future of the enterprise and the employees..."

這是1992年11月27日。

This was November 27, 1992.

寫到深夜，當(dāng)周興和在稿紙上打下最后一個句號，他站起來活動了一下腰身，抬起手腕看了看表，時針已指向晚凌晨2點(diǎn)了。

Late at night, when Zhou Xinghe wrote the last full stop on the paper, he stood up, moved his body, raised his wrist and looked at his watch. It was two o 'clock in the midnight.

說句公道話，周興和能在20年前，在民營企業(yè)管理中，就能夠提出自己獨(dú)到的見解，這在當(dāng)時的經(jīng)營者中是很少見的。他的“逆向管理”思考，以及提出企業(yè)的管理方式方法，雖還不能完全形成理論體系，但他能夠較早地看到了企業(yè)管理中的種種矛盾和弊端，比較超前地提出了現(xiàn)代企業(yè)管理的一些基本理念，比較明智地提出了企業(yè)管理中的文化建設(shè)問題，并多年在企業(yè)管理中進(jìn)行實踐探索，對于一個未經(jīng)過專業(yè)培訓(xùn)的農(nóng)民企業(yè)家來說，確實是難能可貴的。

To be fair, Zhou Xinghe was able to put forward his original views on the management of private enterprises 20 years ago, which was very rare among the operators at that time. His "reverse management" thought and enterprise management method, was still not fully formed the theoretical system, but he was able to see various contradictions and defects in the enterprise management, present some basic concepts of more advanced modern enterprise management, wisely put forward the problem of cultural construction in enterprise management, and carry on the practical exploration for many years in the enterprise management, for a farmer entrepreneur without professional training, which was really valuable.

夜更深了，周興和一口氣把心里要想說的話都寫在了紙上，仿佛吐出了多日淤積于心的塊壘，從心底里感到了一絲欣慰。他搓了搓有些凍僵了的手，站了起來，緩緩走到了窗前。夜色里，不知什么地方，突然傳來幾聲饑寒的狗吠。莫名其妙，一絲憂慮不知怎么又爬上了他的心際：目前企業(yè)所處的環(huán)境，家庭所面臨的情形，毫無疑問都隱含著種種的危機(jī)，那么，該如何去化解當(dāng)前的危機(jī)呢？

Later at night, Zhou Xinghe wrote down what he wanted to say in one breath on the paper, as if he had spouted out the blocks that had accumulated in his heart for many days, and felt a sense of relief from the bottom of his heart. He rubbed his frozen hands, got up, and walked slowly to the window. In the night, somewhere, suddenly came the sound of dogs barking in hungry and cold. Baffling, a bit of worry somehow climbed into his mind: for the current environment of his enterprise, and the situation in his family, there was no doubt that there were all kinds of hidden crises, then, how to resolve the current crisis?

昏黃的電燈已發(fā)出惺忪的光影，寒風(fēng)依然吹拂著外面的殘枝敗葉。一些亂七八糟的思緒，讓周興和已經(jīng)沒有了絲毫的睡意，他又陷入久久的沉思之中。

The dim light of the electric light was already drowsy, and the cold wind was still blowing the branches and leaves outside. Some chaotic thoughts made Zhou Xinghe sleepless, and he sank into a long-time meditation again.