More important than diligence is the underlying thinking.

什么是底層思維？

What is low-level thinking?

底層思維，就包含在三個詞里：如果、結(jié)果、因果。

The underlying thinking is contained in three words: if, result, and causality.

我們一起來探討一下。

Let's explore together.

如果：總是為過去的事后悔

If: always regretting past things

先說，如果。

First of all, if.

什么是如果呢？其實就是我們的一種心理活動。

What is if? It is actually a psychological activity of ours.

很多人總是為做過的事情后悔，當事情沒有達到預(yù)期，當事情失敗了，當發(fā)生了不好的事情，他時間想的是：

Many people always regret what they have done, when things do not meet expectations, when things fail, and when something bad happens, their first thought is:

“如果我那次準備得好一點，晉升的就是我了。”

If I had prepared better that time, it would have been me who was promoted

“如果我沒有那么做，選擇了另外的方法，該有多好。”

If only I hadn't done that and chose another method

“如果讓我重新選擇，肯定就不會是今天這個樣子了。”

If I were to make a new choice, it would definitely not be like today

如果的背后，其實是他沒有接受現(xiàn)實的勇氣。

If behind it, it is actually that he did not have the courage to accept reality.

因為選擇一種可能，往往意味著放棄另一種可能。當結(jié)果不好的時候，他則認為，他放棄的那一種更好。從而產(chǎn)生了“損失厭惡”的心理。

Choosing one possibility often means giving up another possibility. When the result is not good, he believes that the one he gives up is better. This has led to a mentality of 'loss aversion'.

因此，他總是反反復(fù)復(fù)地自責和懊悔，陷入無盡的精神消耗，浪費掉了自己的精力。

Therefore, he always repeatedly blames himself and regrets, falling into endless mental exhaustion and wasting his energy.

但這樣毫無用處，因為發(fā)生的事，已成為既定事實，根本不會重來一次。

But this is of no use because what happened has become an established fact and will never be repeated.

美國社會心理學家費斯汀格（Festinger）有一個很出名的研究，被人們稱為“費斯汀格法則”：

American social psychologist Festinger has a famous study called the "Festinger's Law":

生活中的10%，是由發(fā)生在你身上的事情組成的，而另外的90%，則是由你對所發(fā)生的事情如何反應(yīng)決定的。

10% of life is made up of what happens to you, while the other 90% is determined by how you react to what happens.

如果你老是想著已經(jīng)發(fā)生的事情，就會在上面追加投入你的精力，你的情緒，更終讓結(jié)果越來越壞，從而產(chǎn)生更多的沉沒成本。

If you keep thinking about what has already happened, you will add your energy and emotions to it, ultimately causing the results to worsen and resulting in more sunk costs.

而你也會特別“心累”，心累比身體累更可怕。

And you will also be particularly "mentally tired", as mental fatigue is more terrifying than physical fatigue.

克勞德在《通信理論》中說：任何信息都不會消失，只會因噪聲干擾，變得微弱不可聞。

Claude said in "Communication Theory" that no information will disappear, but will become weak and inaudible due to noise interference.

所以我建議你，不要為過去的事后悔，不要讓內(nèi)心有太多噪音，而是要把注意力集中在更重要的事情上。

So I suggest you not to regret the past, not to make too much noise in your heart, but to focus on the most important things.

結(jié)果：膚淺的努力

Result: Shallow effort

再來說說結(jié)果。太多人，把注意力放在了結(jié)果上。

Let's talk about the results again. Too many people have focused on the results.

舉幾個例子。

Give a few examples.

比如他是銷售，公司規(guī)定他每天要拜訪5家客戶。

For example, he is a salesperson, and the company requires him to visit 5 customers every day.

但是他的效率達不到，完不成，只拜訪了3家。

But his efficiency was not up to par and he couldn't complete it. He only visited three companies.

他害怕被自己的主管發(fā)現(xiàn)，就告訴自己的主管說，我全部完成了。

He was afraid of being discovered by his supervisor and told him that I had completed everything.

在庫里，也編上了一些拜訪的記錄，欺騙主管。

In the library, some visit records were also compiled to deceive the supervisor.

他重視的是什么？是“拜訪數(shù)量”這一個結(jié)果。

What does he value? It is the result of "number of visits".

而他說謊，本質(zhì)上是為了隱藏事實。

And he lies, essentially to conceal the truth.

但這么做，并不能改變什么，不可能撒了謊，他就真的從拜訪了3家客戶，變成了5家客戶。反而他每天都要造假，一直犯錯。

But doing so doesn't change anything. It's impossible for him to lie and he really went from visiting three clients to five clients. On the contrary, he falsifies every day and keeps making mistakes.

再比如，他是一個管理者。

For example, he is a manager.

團隊的銷售額沒有完成，他關(guān)注的是業(yè)績沒有完成這一個結(jié)果。所以他的下意識反應(yīng)就是加班，用工作時長，去彌補業(yè)績的差距。

The team's sales have not been completed, and his focus is on the result of performance not being completed. So his subconscious reaction is to work overtime and use the working hours to make up for the performance gap.

團隊中一個蘿卜一個坑，有人辭職了，他只看到有一個坑，必須要填補空缺，他就馬不停蹄招人。但沒過多久，人又辭職了，他又要招人。

In the team, one carrot is a pit, and someone resigned. He only saw one pit and had to fill the vacancy, so he kept recruiting people. But not long after, I resigned again and he had to hire again.

他關(guān)注的還是結(jié)果。

He is still focused on the results.

正因為他的眼里，只有結(jié)果。所以他總是“頭痛醫(yī)頭，腳痛醫(yī)腳”。

Because in his eyes, there are only results. So he always "heals headaches and foot pain".

他只解決了表面問題，而沒有解決本質(zhì)的問題。

He only solved surface problems, not fundamental ones.

所以他總是四處救火，很忙碌，很勤奮，很努力，但沒有價值。

So he always goes around fighting fires, very busy, diligent, and hardworking, but without value.

只關(guān)注“結(jié)果”，就會陷入膚淺綜合征。

Focusing solely on the "outcome" can lead to superficial syndrome.

因果：找到問題的根源、解決問題

Cause and effect: finding the root cause of the problem and solving it

再來說說因果。

Let's talk about causality again.

我和分眾傳媒創(chuàng)始人江南春對談時，江南春說：因果對了，結(jié)果才會好。不要關(guān)心結(jié)果，而是要關(guān)心因果。

When I talked to Jiang Nanchun, the founder of Focus Media, Jiang Nanchun said: 'If the cause and effect are right, the result will be good.'. Don't care about the outcome, but rather about the cause and effect.

太對了。

That's right.

什么是因果？

What is causality?

就是他看到了一件事的結(jié)果后，不是馬不停蹄地去做另外一件事。而是會停下來，分析，看看到底是什么原因?qū)е碌倪@個結(jié)果。

After seeing the result of one thing, he doesn't just go on and do another thing without stopping. Instead, they will stop, analyze, and see what exactly caused this result.

回到上面的例子。

Return to the example above.

他是銷售，主管規(guī)定拜訪5家，他只拜訪了3家。

He is a salesperson, and the supervisor has designated 5 visits, but he only visited 3.

這時候，他想到的不是去掩蓋問題，而是在想：

At this moment, his thought was not to cover up the problem, but rather to:

為什么別人能拜訪5家，自己只拜訪了3家？是不是自己流程不對？如何才能提率？能不能請求領(lǐng)導(dǎo)的幫助？

Why can others visit 5 but only visit 3? Is your own process incorrect? How can we improve efficiency? Can you request the help of the leader?

比掩蓋問題更重要的，是找到問題的原因。

More important than covering up a problem is finding the cause of the problem.

這樣才能從3家，真正做到5家。從簽約3個客戶，變成簽約5個客戶。

Only in this way can we truly reach 5 from 3. From signing 3 customers to signing 5 customers.

他是管理者，他首先想到的不是業(yè)績完不成，要馬上招人補空缺。

He is a manager, and his first thought is not that the performance cannot be completed, but that he needs to immediately recruit people to fill the vacancies.

他思考的是他們?yōu)槭裁磿o職？辭職的是優(yōu)秀員工嗎？優(yōu)秀員工辭職，是提成制度不合理嗎？

He was thinking about why they resigned? Are the outstanding employees resigning? Is the commission system unreasonable for outstanding employees to resign?

還是離職員工的直接領(lǐng)導(dǎo)，管理上存在問題？

Is there a management issue with the direct leader of the departing employee?

當發(fā)現(xiàn)是制度的問題，那么就優(yōu)化制度。

When it is discovered that there is a problem with the system, then optimize the system.

是公司的管理者的問題，就對管理者進行培訓，提高他們的素養(yǎng)和能力。

It is a problem for the company's managers, so they should be trained to improve their literacy and abilities.

只有這么做，才能從根本解決問題，留住人才，要不然就會一直在招人。

Only by doing so can we fundamentally solve the problem, retain talent, or else we will continue to recruit people.

你看，這就是我經(jīng)常說的：眾生畏果，菩薩畏因。

You see, this is what I often say: sentient beings fear the fruit, and bodhisattvas fear the cause.

眾生，重視的永遠是結(jié)果。

All sentient beings always value the result.

而有智慧的人，則重視的是因果。

Wise people, on the other hand, value causality.

事情做差了，他會深度思考，知道自己在什么地方犯了錯誤，從而避免下次犯錯誤。

When things go wrong, he will think deeply and know where he made a mistake, in order to avoid making a mistake next time.

如果把事情做對了，他也會思考，看是哪里做對了，這樣才能復(fù)制過去的成功，而不是每次都靠運氣。

If he does something right, he will also think and see where he did it right, so that he can replicate past successes instead of relying on luck every time.

只有找到本質(zhì)問題，從而解決掉變量，消除掉不確定性，就能一勞永逸。

Only by finding the essential problem, solving the variables, and eliminating uncertainty, can we achieve once and for all.

有這樣的底層思維，更容易成功。

Having such a low-level mindset makes it easier to succeed.

的話：

Lastly:

我認為，比勤奮更重要的，是底層思維。

I believe that what is more important than diligence is the underlying thinking.

不要只想著“如果”，這樣，只會讓你內(nèi)耗，追加沉沒成本。

Don't just think about 'if', it will only lead to internal friction and additional sunk costs.