Kyi Min - Powell's 24 Principles

(A country) should invest heavily in identifying and training such people. Doing so will reap the rewards in due course. Leaders should always be open to the flow of good ideas and intelligence.

This kind of opening up is not just about giving them an outlet for their brains. It's also about providing a way for good ideas to come out. Asking them for advice is also about involving them in setting the course and taking responsibility together.

By opening the door, diverse perspectives and diverse suggestions can emerge. However, the main goal is to train not only to present problems, but also to suggest solutions to them.

If you think about this, you will see that the physical assets, financial assets, etc. of a company are not as important as the brain assets. Think about how many new, beautiful, rich, and practical ideas can emerge among employees. Think about how easily they can enter and present themselves when the door is opened. These two things are very important to think about.

In almost every company, every important decision is made in a closed-door meeting room with very little input from the bottom. The information that should be used is often left behind in red tape, either at the top of the table or in the records department. It is therefore not uncommon to find that even the best people in one department have no idea what the top experts in another department are doing.

It is surprising how much the ability to adapt to the times (with the loss of harmony and harmony) has diminished in organizations. An organization that lacks the flow of new ideas will wither and die. Only by allowing new ideas to be expressed and productive debates to arise can an organization survive. As a leader, you need to be able to tap into this vital energy.

There are three ways to generate new ideas.

Encourage the noise of coconut trees.

It's not enough to just do the usual "suggestion form." A leader must use a variety of methods to get good ideas out of his people and to encourage them to speak up.

Whoever gives it, if it's good, accept it.

Be open. Let them give advice in any form. Don't ask them to present it in stages or prioritize it based on seniority. Don't just go to the camp with the ideas and suggestions of the people on the front lines, the people closest to them. Allow employees who are far away to participate as well.

Use new ways to communicate faster.

It is faster to use telephone, fax, email, etc. than to write. Provide modern equipment. Encourage them to use it more. A computer network is a very effective way to consult and communicate with each other, so encourage them to use it. Don't let them think it is scary.

"The negativity of all discussions

I want to know in full, "No."

"Things that adults shouldn't see"

After sharpening and polishing the rough, sharp edges,

I gave it to him and he only got pebbles.

I still want the harps.

If you want a stone, tell me.

"Say everything you have to say."

(Translator's note:) Stripping the thorns from the rose, cutting off the ugly branches, and removing the leaves with the worms, and presenting it as a beautiful, fragrant flower does more harm than good. It is easier to solve the problem if you hear all the good and bad.

Bureaucratic behaviors include making everything go through a series of reports, not allowing juniors to report directly to seniors, not allowing juniors to call seniors, and when seniors want to talk, they say something on the phone and then call out to the seniors, etc. In such organizations and businesses, employee morale tends to be high and dissatisfaction grows. New ideas are rarely generated because there is so much order and command.