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課程來源:MIT
     

活力領導:即興創作在商業上的應用
2004年秋季課程

翻譯:李瑶霏
編輯:劉夏泱


Students practice and master improvisation tools in leadership learning.學生通過在課上進行演 講,來練習並熟練領導力學習的即興創作工具。(圖片由Vicky S和stock.xchng提供。) Students practice and master improvisation tools in leadership learning by presenting to the class. (Image courtesy of Vicky S and stock.xchng.)
Students practice and master improvisation tools in leadership learning by presenting to the class. (Image courtesy of Vicky S and stock.xchng.)

課程重點
Course Highlights


本課程以學生演講的視訊剪輯和一份完整的 閱讀清單為重點。
This course features video clips of student presentations and a full readings list.

課程描述
Course Description


本課程的前兩週,是針對進行即興創作的簡介以及即興創作技巧之進階訓練的總論。最後的四週,則關注於如 何將這些概念運用在商業情況中。在領導力的學習中,練習並掌握這些即興創作的工具。

The first two weeks of this course are an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks focus on applying these concepts in business situations to practice and mastering these improvisation tools in leadership learning.



Special Features

Sample video lectures 技術需求
Technical Requirements


Special software is required to use some of the files in this course: .rm.




*Some translations represent previous versions of courses.





教學大綱

課程概覽

概覽

本課程的前兩週,是針對進行即興創作的簡介以及即興創作技巧的進階訓練的總論。 最後的四週,則關注於如何將這些概念運用在商業情形中。在領導力的學習中,練習並掌握這些即興創作的工具。

課程閱讀材料

閱讀材料都列在相關閱讀材料部分。每份閱讀材料都是重要的,因為我們會針對其內容進行練習 。即:你需要就材料發表演講。請準備。
The readings are all listed in the readings section. Each reading is important as we'll be doing exercises based on their content. This means: you will be expected to talk about the material. Be prepared.

開放式課程

我們應麻省理工學院開放式課程的要求,將課程公開發佈在該網站。如果你不介意得 到十五秒鐘的學術名聲,我慫恿你釋出許可權,參與成為這歷史性的學術成就的一部分。學院將在課程的第二週開 始進行磁帶錄音。

評分政策

出席

本課程具有很強的參與性。我們 只有十三次課,你必須參與每一節課。

作業

本課程有一份論文和一次小組練 習。兩項都非常的簡單並僅僅以「完成」或「良好完成」來評分。要通過這門課程你必須完成這兩項任務。

課堂參與

最後,請不要忽略,如上所述, 這是門高度參與性的課程。如果你害怕在公眾前演講,這門課程是很適合你的!我會冷不防地 找你談話,而你也將冷不防地與其他人談話。坦率的說:在這門課程中,你不可能逃避參與。





Syllabus

Course Overview

Overview

The first two weeks will be an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks will be applying these concepts in business situations to practice and master these improvisation tools in leadership learning.

Course Readings

The readings are all listed in the readings section. Each reading is important as we'll be doing exercises based on their content. This means: you will be expected to talk about the material. Be prepared.

OpenCourseWare

We have been asked by MIT's OpenCourseWare initiative to post our classes on the site. If you don't mind getting your 15 seconds of academic fame, I urge you to sign the release so that you will be part of this historic academic effort. They will start taping the second week of class.

Grading Policies

Attendance

This course is highly participatory. We have only 13 classes. You need to attend every class.

Assignments

There is one paper and one group exercise for this class. Both of which are extremely easy and will be merely graded by a check or check plus. You must complete both to pass this class.

Class Participation

Last and certainly not least, as previously mentioned, this course is highly participatory. If you are afraid of public speaking, this class is definitely for you! I will be cold calling - and you will be cold calling each other. To be quite frank: there is no possible way for you to get out of participating in this class. 





教學時程
Calendar


Calendar Table 課
LEC # 課程單元
TOPICS 重要日期
KEY DATES
1 緒論和概覽:即興創作的基本原則
Introduction and Overview: Fundamentals of Improvisation


什麼是即興創作?
What is Improvisation?

a) 歷史
a) History
b) 方法
b) Methods

課程概覽
Overview of Course

回顧閱讀材料《原色》――如何通過「閱讀聽眾」來從「經理人」中區分出「領導 者」――即興創作如何幫助你理解。
a) Review of Primary Colors reading - how the skill of 'reading an audience' separates 'Leaders' from 'Managers' - How improvisation will help you with this understanding

課程目標
Course Objectives

a) 不是為了變得風趣
a) Not to be funny
b) 理解領導力並實踐,使之成為反應
b) Understand and experience leadership as reacting
c) 學習在領導狀態下我們的定位:什麼有用,什麼的效果差一點兒,我們個人的警告信號――當我 們反應不佳的時候?
c) Learn what we are like in leadership situations: What works, what's less effective, what are our personal warning signals - when do we not react well?
d) 冒險:只有冒險的人才可能成為真正的領導者
d) Take Risks: Only people that take risks can become true leaders
e) 不要太敏感――學習如何公開地分享回饋意見
e) Lose your sensitivity - learn how to openly share feedback

方法論
Methodology

a)「即興的十條規則」
a) "10 Rules of Improv"
b) 這些規則之所以存在,以及我們為什麼必須遵從這些規則,來控制我們的反應
b) Why these rules exist and how we must follow them to master reacting
c) 理解即興創作是怎麼 起作用的
c) Understanding how improvisation works
d) 團隊合作的含意-商業方面=共同工作
d) Teamwork implications - how business = working together
 
2 即興創作的方法論(續)
Improvisation Methodology (cont.)
 
3 緒論和即興創作的基本原則學習(續)
Introduction and Learning Fundamentals of Improvisation (cont.)

開始理解如何閱讀你的聽眾+把人爭取過來
Begin understanding how to read your audience + win people over

瞭解你自己-領導的「情緒商數」(Goldman Article)
Learning about yourself - Leader's 'EQ' (Goldman Article)

a) 你對自己瞭解多少:1、缺陷,目標,等,2、你需要如何提升或管理你自己
a) What have you learned about yourself: 1. pitfalls, goals, etc, and 2. what you need to develop or manage in yourself
b) 工作環境
b) Workplace environments
c) 探索不同的簡單情境
c) Exploring different simple scenarios
 
4 基於即興創作的領導力學習緒論
Introduction of Leadership Learning from Improvisation

不是新的觀念-「傾聽人們」文章
Not New Ideas - "Listening to People" Article

在MBA(工商管理碩士)生活中應用即興創作
Applying Improvisation to MBA Life
小組專案簡介和期末論文作業
Group project introduction and final paper assignment
5 工作場所的設定和「成為領導者」
Workplace Scenarios and 'Being the Leader'


開始關於領導力的討論-MIT史隆管理學院的領導力模型
Begin Discussion of leadership - Leadership Model at MIT Sloan


即興創作的工具,創造通往贏得領導力技能與特質之途徑的原因。
Why improvisation tools create a path to gaining skills and attributes of leadership

領導力與即興創作探索模組
Leadership and Improvisation Exploration Modules

模組 1:發明
Module 1: Inventing

a) 作為創造力的培育者的領導:創造力?如何使用即興創作來管理一個創造性的流程-同時瞭解為 什麼有效
a) The Leader as Creativity Cultivator: Creativity? How to manage a creative process using improvisation - and learn why it's effective
 
6 領導力的狀況―即興的理解
Leadership Situations - Improvisational Understanding


模組 2:建立敏感意識
Module 2: Sensemaking

a) 領導並控制狀況:面談-瞭解不同狀況下「誰握有權力」的影響和如何處理
a) The Leader and Controlling the Situation: Interviewing - learning the influence of 'who has the power' in situations and how you deal with it
b) 領導深入傳達他/她的信息:專家答疑-不管會面對什麼問題和會碰到什麼樣的未知想法,都深入 地使用老練的講話概念來傳達你的資訊。
b) The Leader Furthering His/Her Message: Expert Q & A - furthering the expert talker concept to deliver your message regardless of the questions you face and unknown ideas that you may come across
 
7 公開演講和網路流覽-即興如何確定領導力的藍圖
Public Speaking and Networking Exploration - How Improvising Determines Leadership Portrayed


閱讀聽眾:歡迎聽眾 vs 敵視聽眾
Reading Audiences: Welcome Audience vs. Hostile Audience

領導力模型(續)
Leadership Model
(cont.)

模組 3:願景
Module 3: Visioning

a) 專家型領導:老練的談話技巧-探索如何「扮演」好像你就是專家;利用信心和你的已有經驗來 幫你貫徹在不同的狀況。
a) The Leader as the Expert: Expert Talker - exploring how to 'act' as if you are the expert; utilizing confidence and your own expertise to carry you through difficult situations
 
8 領導力中的網路的建立+ 與人相處的技巧
Networking + People Skills in Leadership


模組 4:關係
Module 4: Relating

a) 領導作為有效的網路建立著:1、網路建立的設定「約會遊戲」――學習閱讀肢體語言,以及如何 把人爭取過來,2、雞尾酒會101――在困難和有挑戰性的狀況下使用這些規則
a) The Leader as Effective Networker: 1. Networking Scenarios "The Dating Game" - learning to read body language, and how to win people over quickly, and 2. Cocktail Party 101 - rules of networking - applying them in difficult or challenging situations
b) 領導作為有說服力的銷售人員:如何「反應」――不同的歡迎 vs 不歡迎特徵及如何恰當的處理 ,總是朝著你的個人目標移動
b) The Leader as a Persuasive Salesperson: How to 'react' - various welcome vs. unwelcome characters and how to read them and handle them appropriately, always moving towards achieving your personal goals
c) 平易近人的領導:相聲101……――講笑話的藝術,何時何地使用?為什麼這樣類型的角色和技巧 ,對領導力的狀況有幫助?什麼時間不行?
c) The Leader as Approachable: Stand-up Comedy 101…- the art of telling a joke, when and where to use? Why is this type of persona and skill helpful for leadership situations? When is it not?
 
9 即興的CEO
The Improvising CEO

綜合領導技術+ 對不同領導力設定的經驗:推銷新的商業,投資者切入,激勵員工,小組座談 ,討論會上的嘉賓發言,會議或者即興的網路建立,召開董事會議,新資訊發佈/公司更新的切入
Synthesizing Improv Techniques + Experiencing Different Leadership Scenarios: Sales for new business, pitching to investors, motivating their employees, speaking on panels, guest speaking at conferences, networking at meetings or impromptu moments, running board meetings, pitching new releases/company updates

領導力模型:全部試用
Leadership Model: Tying it All Together


理解作為CEO的你是誰(建立你自己的「特殊簽名」)
Understand Who You are as a CEO (Building Your Own 'Change Signature')


學習什麼是有用的
Learning What Works

學習如何提升/定義「作為CEO的你」
Learn how to Improve/Define 'You as a CEO'

a) 「領導者渴望的特質」是什麼
a) What are 'leader desired attributes'
b) 試用不同的領導力「性格」
b) Trying on different leadership 'characterizations'
c) 反應如何不同
c) How the reactions vary
 
10 最後的理解-即興創作的領導力+ 突出你保持控制:保持領導者的角色
Final Understanding - Improvisational Leadership + Projecting YOU Staying in Control: Keeping the Leader's Persona


銷售-平易近人/有說服力的銷售
Salesman - Approachable/Persuasive Salesman

新聞發佈會-有說服力的銷售/進一步傳達他/她的信息
Press Conference - Persuasive Salesman/Furthering His/Her Message

董事會議-控制局面/專家/網路建立/平易近人
Board Meetings - Controlling the Situation/ Expert/ Networker/ Approachable

VC切入-控制局面/專家/網路建立/平易近人
VC Pitches - Controlling the Situation/ Expert/ Networker/ Approachable
 
11 小組演講:期末演講和復習
Group Presentations: Final Presentations and Review


a) 你,領導者,即興演講者
a) You, the Leader, The Improviser…
b) 不單要知道如何做事,還要知道你是誰
b) Understanding of not only how to do things but who you are
c) 瞭解各種情況下突出誰,突出什麼事
c) Learning to develop who and what you to project in any situation
d) 將你要向聽眾塑造的形象傳遞出去
d) Takeaways of how to implement the image you want to convey
期末演講完成
Final presentations due
12 總結
Wrapping it Up

理解如何在MIT史隆管理學院及以外,應用這個即興領導的架構
Understanding how to use this framework for improvisation in leadership at MIT Sloan and beyond
上交期末論文(1-5頁)
Final paper (1-5 pages) due




相關閱讀資料
Readings


Amazon logo When you click the Amazon logo to the left of any citation and purchase the book (or other media) from Amazon.com, MIT OpenCourseWare will receive up to 10% of this purchase and any other purchases you make during that visit. This will not increase the cost of your purchase. Links provided are to the US Amazon site, but you can also support OCW through Amazon sites in other regions. Learn more.

Amazon logo Anonymous和Joe Klein.〈原色〉,《原色》第一章,New York: Warner Books, Inc., 1996, 1-32. ISBN: 0099743612 。
Anonymous, and Joe Klein. "Primary Colors." Chapter 1 in Primary Colors. New York: Warner Books, Inc.,  1996, 1-32. ISBN: 0099743612.

Amazon logoHalpern, C., D. Close和K. Johnson.〈什麼是改進?〉,《喜劇的真實:即興創作手冊》,Colorado Springs: Meriwether Publishing Ltd., 1994, 13-21. ISBN: 1566080037。
Halpern, C., D. Close, and K. Johnson. "What is Improve, Anyway?" In Truth in Comedy: The Manual of Improvisation.Colorado Springs: Meriwether Publishing Ltd., 1994, 13- 21. ISBN: 1566080037.

Amazon logo Halpem, Charna, Del Close和Kim “Howard” Johnson. 〈大夥,認真點兒〉,《喜劇的真實:即興創作手冊》, Colorado Springs: Meriwether Publishing Ltd., 1994, 23-35. ISBN: 1566080037。
Halpem, Charna, Del Close, and Kim “Howard” Johnson. "But Seriously, Folks." In Truth in Comedy: The Manual of Improvisation. Colorado Springs: Meriwether Publishing Ltd., 1994, 23-35. ISBN: 1566080037.

Amazon logo Spolin, Viola.〈 創造性的經驗〉,《戲劇的即興創作》,Illinois: Northwestern University Press, 1999, 3-17. ISBN: 081014008X。
Spolin, Viola. "Creative Experience." In Improvisation for the Theater. Illinois: Northwestern University Press, 1999, 3-17. ISBN: 081014008X.

Balachandra, Lakshmi.《體驗式學習入門:分析和 復習》,麻省理工學院工商管理碩士論文,2004。
Balachandra, Lakshmi. "Introduction to Experiential Learning: An Analysis and Review." MBA Thesis, Massachusetts Institute of Technology, 2004.

Yorton, Tom.〈基於即興的培訓〉,." T&D 57, no. 9 (September 2003): 22-23。
Yorton, Tom. "Improv-Based Training." T&D 57, no. 9 (September 2003): 22-23.

Quintanilla, Carl〈用即興課程趕走組織的沉悶氣氛〉 ,《華爾街雜誌》,15 June 1999, B1, B20。
Quintanilla, Carl. "Corporate Drones go off to Improv Class." The Wall Street Journal, 15 June 1999, B1, B20.

Lublin, Joann.〈用完備的計畫或者一字一句的手稿在壓 力中倖存〉,《華爾街雜誌》,2 March 2004。
Lublin, Joann. "Surviving the Pressure With a Ready Plan or, Literally, a Script." The Wall Street Journal, 2 March 2004.

Crossan, Mary. 〈從即興到創新〉《Ivey商業季刊 》62, no. 1 (1997): 36-42。
Crossan, Mary. "Improvise to Innovate." Ivey Business Quarterly 62, no. 1 (1997): 36-42.

Moss Kanter, Rosabeth.〈即興戲劇的 策略〉,《麻省理工學院史隆管理評論》(Winter 2002): 76-81。
Moss Kanter, Rosabeth. "Strategy as Improvisational Theater." MIT Sloan Management Review (Winter 2002): 76-81.

Gregory, Alex.〈即興-大錢的所在( 默劇演員之間的談話)〉,《紐約人》,October 20, 2003. ID: 68369, cartoonbank.com。
Gregory, Alex. "’Improv - that's where the big money is.’ (One mime talking to another.)” New Yorker Magazine, October 20, 2003. ID: 68369, cartoonbank.com.

Goleman, Daniel.〈如何成為領導者? 〉,《哈佛商業評論》82, no. 1 (January 1, 2004): 82-91。
Goleman, Daniel. "What Makes a Leader?” Harvard Business Review 82, no. 1 (January 1, 2004): 82- 91.

Nichols, Ralph G.和Leonard A. Stevens.〈聆聽別人〉,《哈佛商業評論》(September - October 1957): 112-119。
Nichols, Ralph G. and Leonard A. Stevens. "Listening to People." Harvard Business Review (September - October 1957): 112-119.





課堂講稿
Lecture Notes


這裏提供了部分章節的課堂講稿,注明如下。
Lecture notes are provided for certain class sessions, as noted below.

Calendar Table 課
LEC # 課程單元
TOPICS 課堂講稿
LECTURE NOTES
1 緒論和概覽:即興創作的基本原則
Introduction and Overview: Fundamentals of Improvisation


什麼是即興創作?
What is Improvisation?

a) 歷史
a) History
b) 方法
b) Methods

課程概覽
Overview of Course

回顧閱讀材料《原色》――如何通過「閱讀聽眾」來從「經理人」中區分出「領導者」――即 興創作如何幫助你理解。
a) Review of Primary Colors reading - how the skill of 'reading an audience' separates 'Leaders' from 'Managers' - How improvisation will help you with this understanding

課程目標
Course Objectives

a) 不是為了變得風趣
a) Not to be funny
b) 理解領導力並實踐,使之成為反應
b) Understand and experience leadership as reacting
c) 學習在領導狀態下我們的定位:什麼有用,什麼效果差一點兒,我們個人的警告信號-當我們反 應不佳的時候?
c) Learn what we are like in leadership situations: What works, what's less effective, what are our personal warning signals - when do we not react well?
d) 冒險:只有冒險的人才可能成為真正的領導者
d) Take Risks: Only people that take risks can become true leaders
e) 不要太敏感――學習怎樣公開地分享回饋意見
e) Lose your sensitivity - learn how to openly share feedback

方法論
Methodology

a)「即興的十條規則」
a) "10 Rules of Improv"
b) 這些規則之所以存在,以及我們為什麼必須遵從這些規則,來控制我們的反應
b) Why these rules exist and how we must follow them to master reacting
c) 理解即興創作是怎麼起作用的
c) Understanding how improvisation works
d) 團隊合作的含意-商業方面=共同工作
d) Teamwork implications - how business = working together
(PDF)
2 即興創作的方法論(續)
Improvisation Methodology (cont.)
 
3 緒論和即興創作的基本原則學習(續)
Introduction and Learning Fundamentals of Improvisation (cont.)

開始理解如何閱讀你的聽眾+把人爭取過來
Begin understanding how to read your audience + win people over

瞭解你自己-領導的「情緒商數」(Goldman Article)
Learning about yourself - Leader's 'EQ' (Goldman Article)

a) 你對自己瞭解多少:1、缺陷,目標,等,2、你需要如何提升或管理你自己
a) What have you learned about yourself: 1. pitfalls, goals, etc, and 2. what you need to develop or manage in yourself
b) 工作環境
b) Workplace environments
c) 探索不同的簡單情境
c) Exploring different simple scenarios
(PDF)
4 基於即興創作的領導力學習緒論
Introduction of Leadership Learning from Improvisation

不是新的觀念-「傾聽人們」文章
Not New Ideas - "Listening to People" Article

在MBA(工商管理碩士)生活中應用即興創作
Applying Improvisation to MBA Life
 
5 工作場所的設定和「成為領導者」
Workplace Scenarios and 'Being the Leader'


開始關於領導力的討論-MIT史隆管理學院的領導力模型
Begin Discussion of leadership - Leadership Model at MIT Sloan


即興創作的工具創造通往贏得領導力技能與特質之途徑的原因。
Why improvisation tools create a path to gaining skills and attributes of leadership

領導力與即興創作探索模組
Leadership and Improvisation Exploration Modules

模組 1:發明
Module 1: Inventing

a) 作為創造力的培育者的領導:創造力?如何使用即興創作來管理一個創造性的流程-同時瞭解為什 麼有效
a) The Leader as Creativity Cultivator: Creativity? How to manage a creative process using improvisation - and learn why it's effective
 
6 領導力的狀況-即興的理解
Leadership Situations - Improvisational Understanding


模組 2:建立敏感意識
Module 2: Sensemaking

a) 領導並控制狀況:面談-瞭解不同狀況下「誰握有權力」的影響和如何處理
a) The Leader and Controlling the Situation: Interviewing - learning the influence of 'who has the power' in situations and how you deal with it
b) 領導深入傳達他/她的信息:專家答疑-不管會面對什麼問題和會碰到什麼樣的未知想法,都深 入地使用老練的講話概念來傳達你的資訊。
b) The Leader Furthering His/Her Message: Expert Q & A - furthering the expert talker concept to deliver your message regardless of the questions you face and unknown ideas that you may come across
 
7 公開演講和網路流覽-即興如何確定領導力的藍圖
Public Speaking and Networking Exploration - How Improvising Determines Leadership Portrayed


閱讀聽眾:歡迎聽眾 vs 敵視聽眾
Reading Audiences: Welcome Audience vs. Hostile Audience

領導力模型(續)
Leadership Model
(cont.)

模組 3:願景
Module 3: Visioning

a) 專家型領導:老練的談話技巧――探索如何「扮演」好像你就是專家;利用信心和你的已有經驗 來幫你貫徹在不同的狀況。
a) The Leader as the Expert: Expert Talker - exploring how to 'act' as if you are the expert; utilizing confidence and your own expertise to carry you through difficult situations
(PDF)
8 領導力中的網路的建立+ 與人相處的技巧
Networking + People Skills in Leadership


模組 4:關係
Module 4: Relating

a) 領導作為有效的網路建立著:1、網路建立的設定「約會遊戲」-學習閱讀肢體語言,以及如何把 人爭取過來,2、雞尾酒會101-在困難和有挑戰性的狀況下使用這些規則
a) The Leader as Effective Networker: 1. Networking Scenarios "The Dating Game" - learning to read body language, and how to win people over quickly, and 2. Cocktail Party 101 - rules of networking - applying them in difficult or challenging situations
b) 領導作為有說服力的銷售人員:如何「反應」-不同的歡迎 對 不歡迎特徵及如何恰當的處理, 總是朝著你的個人目標移動
b) The Leader as a Persuasive Salesperson: How to 'react' - various welcome vs. unwelcome characters and how to read them and handle them appropriately, always moving towards achieving your personal goals
c) 平易近人的領導:相聲101……-講笑話的藝術,何時何地使用?為什麼這樣類型的角色和技巧對 領導力的狀況有幫助?什麼時間不行?
c) The Leader as Approachable: Stand-up Comedy 101…- the art of telling a joke, when and where to use? Why is this type of persona and skill helpful for leadership situations? When is it not?
(PDF)
9 即興的CEO
The Improvising CEO

S綜合領導技術+對不同領導力設定的經驗:推銷新的商業,投資者切入,激勵員工,小組座談 ,討論會上的嘉賓發言,會議或者即興的網路建立,召開董事會議,新資訊發佈/公司更新的切入
ynthesizing Improv Techniques + Experiencing Different Leadership Scenarios: Sales for new business, pitching to investors, motivating their employees, speaking on panels, guest speaking at conferences, networking at meetings or impromptu moments, running board meetings, pitching new releases/company updates

領導力模型:全部試用
Leadership Model: Tying it All Together


理解作為CEO的你是誰(建立你自己的「特殊簽名」)
Understand Who You are as a CEO (Building Your Own 'Change Signature')


學習什麼是有用的
Learning What Works

學習如何提升/定義「作為CEO的你」
Learn how to Improve/Define 'You as a CEO'

a) 「領導者渴望的特質」是什麼
a) What are 'leader desired attributes'
b) 試用不同的領導力「性格」
b) Trying on different leadership 'characterizations'
c) 反應如何不同
c) How the reactions vary
(PDF)
10 最後的理解-即興創作的領導力+突出你保持控制:保持領導者的角色
Final Understanding - Improvisational Leadership + Projecting YOU Staying in Control: Keeping the Leader's Persona


銷售-平易近人/有說服力的銷售
Salesman - Approachable/Persuasive Salesman

新聞發佈會-有說服力的銷售/進一步傳達他/她的信息
Press Conference - Persuasive Salesman/Furthering His/Her Message

董事會議-控制局面/專家/網路建立/平易近人
Board Meetings - Controlling the Situation/ Expert/ Networker/ Approachable

VC切入-控制局面/專家/網路建立/平易近人
VC Pitches - Controlling the Situation/ Expert/ Networker/ Approachable
(PDF)
11 小組演講:期末演講和復習
Group Presentations: Final Presentations and Review


a) 你,領導者,即興演講者
a) You, the Leader, The Improviser…
b) 不單要知道如何做事,還要知道你是誰
b) Understanding of not only how to do things but who you are
c) 瞭解各種情況下突出誰,突出什麼事
c) Learning to develop who and what you to project in any situation
d) 將你要向聽眾塑造的形象傳遞出去
d) Takeaways of how to implement the image you want to convey
 
12 總結
Wrapping it Up

理解如何在MIT史隆管理學院及以外,應用這個即興領導的架構
Understanding how to use this framework for improvisation in leadership at MIT Sloan and beyond
 




作業

論文作業

在第十二節課時交作業(如提早早完成,可提前上交)

請針對以下內容寫一份2-5頁的論文:

根據你的管理經驗,你大概有過多次這樣的經歷,總有些時候,你希望自己「如果我 當時做過…..或說過……就好了」。請針對如何應用一項或多項即興創作的規則,來提升效率寫一篇論點清晰、分 析明確的議論文。請思考例如你將來會如何在你的管理職業生涯中,使用這些新技巧並得出結論。

期末演講

1)每4-6個人組成一個小組

2)決定即興創作在商業上的應用很重要的時間

3)在整個班級前演講――一個人扮演「教授」,另外的人作為演講的演員

4)在每個演講時你有六分鐘的時間來介紹你自己,演講並解答班級提出的問題





視頻

Special software is required to use some of the files in this section: .rm.


以下的視頻演講由Balachandra教授講授並由學生進行即興創作的演講。學生作品的 使用得到了批准。

Calendar Table 課 課程單元 視頻
4 基於即興創作的領導力學習緒論

不是新的觀念-「傾聽人們」文章

在MBA(工商管理碩士)生活中應用即興創作(RM - 56K)
(RM - 80K)
(RM - 220K)
5 工作場所的設定和「成為領導者」

開始關於領導力的討論-MIT史隆管理學院的領導力模型

即興創作的工具創造通往贏得領導力技能與特質之途徑的原因。

領導力與即興創作探索模組

模組 1:發明

a) 作為創造力的培育者的領導:創造力?如何使用即興創作來管理一個創造性的流程-同時瞭解為 什麼有效
(RM - 56K)
(RM - 80K)
(RM - 220K)
Calendar Table LEC # TOPICS VIDEOS
4 Introduction of Leadership Learning from Improvisation

Not New Ideas - "Listening to People" Article

Applying Improvisation to MBA Life
(RM - 56K)
(RM - 80K)
(RM - 220K)
5 Workplace Scenarios and 'Being the Leader'

Begin Discussion of leadership - Leadership Model at MIT Sloan

Why improvisation tools create a path to gaining skills and attributes of leadership

Leadership and Improvisation Exploration Modules

Module 1: Inventing

a) The Leader as Creativity Cultivator: Creativity? How to manage a creative process using improvisation - and learn why it's effective
(RM - 56K)
(RM - 80K)
(RM - 220K)


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