通过精益思想和实践来转型您的组织
By John Shook
约翰·舒克
5
Developing Your Basic Thinking
培养你的基本思维能力
（接上一期）
One more dimension to our enterprise transformation model is underneath all of this.
企业转型模型中还有一个更深层的维度，这个维度是其它一切的基础。
Basic thinking, or mindset or underlying assumptions, informs everything we do—informs all of our activities as we attempt to achieve our purpose.
基本的思维方式、心态或潜在的假设是我们所做一切的基础——影响着我们所有的活动，并指导我们实现目标的过程。
Basic thinking and some other words I’ll use interchangeably here—mindset, underlying assumptions, beliefs—can be of two types: Explicit assumptions that we articulate and hidden underlying assumptions that we
are unaware of on a moment-to-moment basis.
基本思维（以及我在这里会交替使用的其他词汇，如心态、潜在假设、信念）可以分为两种类型：显性假设和隐性假设。显性假设是我们能够明确表达的，而隐性假设则是我们在日常生活中不自觉持有的。
These underlying beliefs comprise our current culture as it exists today, which we can change to achieve the ideal culture to which we aspire.
这些潜在的信念构成了我们当前的文化现状，这种文化是可以改变的，以实现我们所追求的理想文化。
Understanding our current and aspirational culture will give us a gap to close, just as we can identify gaps in other parts of our enterprise performance as we
solve problems day to day.
理解我们当前的文化与理想文化之间的差距，就如同我们在日常解决问题时识别企业绩效中的差距一样，明确这种差距是我们成功转型的关键。
6
Moving Forward Situationally
根据具体情况推进（情境性推进）
So all together, these are things we need to address.
综上所述，这些都是我们需要解决的问题。
And around each of these, I can ask some simple questions: What problem are we trying to solve? What purpose are we trying to achieve? What is the work to be
done, and how will I go about improving it? What capabilities are required, and how will I grow them? What management system can I define, and what behaviors
are needed to build the capabilities to do the work to solve the problem that we’re here to solve?
围绕每个方面，我可以提出一些简单的问题：我们试图解决什么问题？我们想要实现什么目标？需要完成哪些作业，我将如何改进这些作业？需要哪些能力，我将如何培养这些能力？我可以定义什么样的管理系统，哪些行为是必需的，以构建解决问题、完成工作的能力？
And underneath it all is the matter of addressing: What is our basic thinking? What do we currently think, for example, about cause and effect? How is that thinking
currently comprised in our culture, and how does that affect the culture we want to create?
在这一切之下还需要关注：我们的基本思维是什么？例如，我们当前如何看待因果关系？这种思维方式在我们的文化中是如何体现的，它又如何影响我们想要创造的文化？
Addressing these dimensions leads us toward effective enterprise transformation.
解决这些维度的问题将引导我们走向有效的企业转型。
If we leave any out, we’ll fail, So the Lean Transformation Framework is a situational approach because there is no perfect ten-step program that leads to the perfect lean transformation.
如果忽略任何一个方面，我们都可能会失败。因此，精益转型框架是一种情境性的方法，因为不存在一个通用的十步计划可以引导我们实现完美的精益转型。
Each situation is unique and demands its own customized set of countermeasures.
每个情境都是独特的，需要制定一套定制化的应对措施。
With the questions on the five dimensions, however, we each can map out our own personal or organizational transformation, one that solves our specific situational
problems to achieve our unique purpose.
然而，通过围绕这五个维度提出的问题，我们每个人都可以规划出自己或组织的转型路径，从而解决特定的情境问题，实现特定的目标。
Good luck on your journey !
祝你在转型旅程中好运！
原文链接：
https://www.lean.org/the-lean-post/articles/Transforming Your Organization with Lean Thinking and Practices - Lean Enterprise Institute
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