经典书籍：战略与组织思维选读

130 个概念 · 0 个学习中 · 0 个已掌握

事实从哪里来：调查与分类

MAO1.1事实从哪里来：调查与分类（1/3）6 张

发言权的前置条件Precondition of the Right to Speak未学结论的时序位置Where the Conclusion Belongs未学调查会的人选与规模Selecting Participants for an Inquiry Session未学调查纲目Inquiry Outline未学亲历与亲录Go Yourself, Record Yourself未学深入一处Going Deep at One Point未学

MAO1.2事实从哪里来：调查与分类（2/3）6 张

指示的正当性来源Where an Instruction's Validity Comes From未学调查者的姿态成本The Posture Cost of an Investigator未学材料的自备义务You Must Gather It Yourself未学新到任者的判断陷阱The Newcomer's Judgment Trap未学实事求是Seeking Truth From Facts未学主观主义的三种形态Three Forms of Subjectivism未学

MAO1.3事实从哪里来：调查与分类（3/3）6 张

有的放矢Shooting at a Target未学认识与处理的分工Knowing the Situation vs. Setting the Policy未学来路研究Studying How It Got Here未学可判定的分类标准Decidable Classification Criteria未学边界案例预判Pre-deciding Edge Cases未学分类的行动后果Action Consequences of Classification未学

认识论工具箱：实践与矛盾

MAO2.1认识论工具箱：实践与矛盾（1/3）7 张

感性认识与理性认识Perceptual and Rational Knowledge未学材料的改造制作Reworking Raw Material into Concepts未学实践检验Verification by Practice未学从理性认识回到实践The Second Leap: Back to Practice未学唯理论与经验论的两种偏差Rationalist and Empiricist Biases未学直接经验与间接经验Direct and Indirect Experience未学把握感的来源Where Confidence Actually Comes From未学

MAO2.2认识论工具箱：实践与矛盾（2/3）7 张

方案的必然修正Plans Are Expected to Change未学认识与阶段的错位Misalignment Between Knowing and Stage未学主要矛盾The Principal Contradiction未学矛盾的主要方面The Principal Aspect of a Contradiction未学两个概念的层级差别Two Concepts at Different Levels未学具体分析Concrete Analysis of Concrete Conditions未学片面性One-sidedness未学

MAO2.3认识论工具箱：实践与矛盾（3/3）6 张

表面性Superficiality未学过程的阶段性Stages Within One Process未学共性与个性的相对性Relativity of the General and the Particular未学转化的条件性Transformation Requires Conditions未学对抗性与非对抗性Antagonistic and Non-antagonistic Contradictions未学矛盾力量的不平衡性Inherent Imbalance of Contradictory Forces未学

劣势方的战略生成

MAO3.1劣势方的战略生成（1/3）6 张

战略退却Strategic Retreat未学转入反攻的条件Conditions for Turning to Counter-attack未学积极防御与消极防御Active and Passive Defense未学轻敌与畏敌Underestimating and Overestimating the Opponent未学决策的来源链The Chain Behind a Correct Decision未学执行中的重新检查Re-checking During Execution未学

MAO3.2劣势方的战略生成（2/3）6 张

局部优势的构造Creating Local Superiority未学平分力量Splitting Forces Evenly未学目标的优先次序What Counts as the Real Objective未学全歼与速决的收益Why Finish It Completely and Quickly未学原则的临场失效Why Principles Fail at the Moment of Truth未学识别薄弱环节的时间成本The Time Cost of Finding the Weak Point未学

MAO3.3劣势方的战略生成（3/3）5 张

退却终点的选择Choosing Where to Stop Retreating未学存在条件分析Conditions-of-Existence Analysis未学现象与实质Appearance and Substance未学力量估量的双向误差Two-way Error in Estimating Strength未学军事语言的迁移边界Limits of Borrowing Military Language未学

长期战：阶段判断与战略耐心

MAO4.1长期战：阶段判断与战略耐心（1/3）5 张

单因素判断Single-factor Judgment未学阶段轮廓的必要性Why You Must Sketch the Stages未学阶段划分Dividing a Long Struggle into Stages未学中间阶段的性质The Nature of the Middle Stage未学相持期的任务Tasks of the Middle Stage未学

MAO4.2长期战：阶段判断与战略耐心（2/3）5 张

两种变化并存Upward and Downward Changes Coexist未学力量对比的过渡Passing Through Parity未学形式随阶段更换Forms Shift With Stages未学反攻的不均衡展开Uneven Rollout of the Counter-attack未学可证伪的预测Falsifiable Forecasting未学

MAO4.3长期战：阶段判断与战略耐心（3/3）5 张

对方收益的折算Discounting the Opponent's Gains未学对照分析失败案例Learning From Another's Defeat未学内部动摇的可预期性Internal Wavering Is Predictable未学先例的适用条件When Precedents Apply未学双向驳论Refuting Both Directions未学

联盟与边界

MAO5.1联盟与边界（1/2）7 张

合作与斗争的两个极端Two Extremes in Handling a Partnership未学积极的让步Concession as Part of a Plan未学合作中的独立性Autonomy Within Cooperation未学事项的四分处理Four Ways to Handle Items Needing Consent未学区别对待Differentiated Treatment未学两面性处理Dual-aspect Handling未学斗争的三个限度Three Limits on Confrontation未学

MAO5.2联盟与边界（2/2）6 张

关门主义Closed-doorism未学策略摇摆的根源Why Policy Swings Back and Forth未学要求的上限Capping What You Ask For未学缩小对立面Shrinking the Opposition未学对等的自我约束Reciprocal Self-restraint未学联盟策略的迁移边界Limits of Borrowing Alliance Strategy未学

组织的信息流与领导方法

MAO6.1组织的信息流与领导方法（1/3）7 张

意见集中—坚持循环Collect-and-Return Loop未学一般号召与个别指导General Call and Particular Guidance未学领导骨干的形成与更替Formation and Replacement of the Core Group未学一元化传达Unified Channel of Transmission未学中心工作与工作秩序Central Task and Work Sequencing未学问题公开化Putting Problems on the Table未学互通情报Mutual Briefing未学

MAO6.2组织的信息流与领导方法（2/3）7 张

向下求教Asking Downward Before Deciding未学有节奏的多线照顾Rhythmic Attention Across Fronts未学抓紧Gripping Tightly未学数量界限Quantitative Threshold未学会前预告与材料预备Advance Notice and Pre-circulated Material未学成绩与缺点的基本估计Baseline Assessment of Merits and Faults未学异见共事Working With Dissenters未学

MAO6.3组织的信息流与领导方法（3/3）5 张

周期性综合报告制度Periodic Comprehensive Reporting未学亲写与限长Write-It-Yourself and Length Cap未学报告的政策性缺口The Policy Gap in Reporting未学集体决议制Collective Decision Rule未学会前个别商谈Pre-meeting One-on-One未学

组织如何自我纠错

MAO7.1组织如何自我纠错（1/3）6 张

回避冲突的表现清单Eleven Forms of Conflict Avoidance未学回避冲突的组织代价The Organizational Cost of Avoiding Conflict未学批评的公共性Criticism Must Be Public未学原则的双重标准Double Standard in Applying Principles未学对自己的宽纵Self-directed Leniency未学长而空Long and Empty未学

MAO7.2组织如何自我纠错（2/3）6 张

吓人战术Intimidation as a Substitute for Argument未学对象意识Knowing Your Audience未学语言的三个来源Three Sources of Usable Language未学形式主义的分类法Classifying by Surface Labels未学问题处理的三个阶段Raise, Analyze, Solve未学表达的责任心Responsibility in What You Publish未学

MAO7.3组织如何自我纠错（3/3）5 张

会议的形式化Ritualized Meetings未学批评的两条宗旨Two Principles of Criticism未学宗派倾向Factional Tendency未学主动抵制而非被动接受Active Filtering Instead of Passive Acceptance未学口号先于实践Slogans Ahead of Practice未学

资源约束下的执行

MAO8.1资源约束下的执行（1/2）6 张

从产能侧而非收支侧找解法Solve on the Capacity Side, Not the Ledger Side未学发展与冒险的分界Growth Versus Overreach未学可持续的索取Sustainable Extraction未学索取的两个方向的错误Two Opposite Errors in Extraction未学负担的阶段性调节Phased Adjustment of the Burden未学精简的五项目的Five Aims of Streamlining未学

MAO8.2资源约束下的执行（2/2）5 张

指标与实际问题的关系Targets and the Other Side's Real Problems未学任务与方法必须同时给出A Task Without a Method Is Just Words未学具体入口Starting From the Most Concrete Thing未学事项处理的四步闭环Four Steps That Close the Loop未学应急措施的适用边界Emergency Measures Are Not Permanent Rules未学