Efficiency thinking is to consciously apply the efficiency style throughout the thinking activities in order to achieve excellent results.
Once upon a time, there was a joke about a Shanghainese shrewd story, set in a grocery store. The story takes place in the 1970s, when there were no cash registers, and when transactions were made, the salesperson directly collected the money and put the money into the cash box. One day, a customer came, and the salesperson happened to be beside the cash box far away from the counter. When he saw the customer, the salesperson didn't come forward to say hello, the old man just asked the customer from a distance: "What do you buy?"
"I want beer," the customer replied.
"How many bottles?" The salesperson didn't move.
"Two bottles! How much?" the customer was displeased.
"Two dollars, do you have two dollars in change?" asked the salesman dryly.
"No!" The customer answered simply.
"Then how much money do you have?" The salesperson still stood tall.
"Ten yuan!" The customer was a little impatient.
After some question and answer. The sales clerk did not go to get the beer first and then collect the money, but first took out eight yuan of change from the cash box, then went to get the beer, handed it over to the customer, and received the change in one go. After the transaction was over and the customer left, the dude returned to the cash box and put the money into the warehouse.
Do you know the mystery? It turns out that, in this way, he only needs to make two trips to go back and forth. You know, if he goes to collect the money, trade beer like ordinary people, then go back to find the change, and finally hand over the change To the customer, then, he has to go three times. This story reflects a kind of efficiency thinking.
The following story is a great example of efficiency thinking.
Potatoes are a German favorite. In rural Germany, potatoes are the main crop, and as soon as the autumn harvest comes, farmers are at their busiest, not only taking the potato back from the field, but also transporting it to nearby cities to sell. Originally, farmers had a habit of dividing the harvested potatoes into three categories: large, medium, and small, so that they could sell them in the city at a good price, and they could make a lot more money than mixing them together. However, it is not an easy task to separate the potatoes that are piled up like hills. It takes a lot of labor and affects the timely market of potatoes. Later, a strange thing was discovered: no one in the Hans family ever sorted the potatoes, they always put the potatoes directly into sacks and shipped them to the city to sell, and the prices were not bad. What's going on here? It turns out that when Hans delivered potatoes to the city, he didn't let the car take a smooth road, but chose a bumpy road. In this way, after 10 miles of bumps, the small potatoes will naturally fall to the bottom of the sack, and the large ones will stay on top. When selling, the size is still separated, and the price is the same. Smart Hans not only saves labor, but also gains valuable time. His potatoes can always be on the market earlier than others. Naturally, he makes more money.
Expressed in a simple language: Efficient thinking means killing multiple birds with one stone.
Read another short story.
Lamblin is the president of a computer company in the United States. It was a winter day. He held a meeting in the conference room. Suddenly, the heating system failed and the room temperature was very low. Everyone hurried to speak and leave early. Turns out the problem was solved within 10 minutes. Unexpectedly, Lambrin linked this problem to another problem—how to improve work efficiency. He took this as a prototype and found an excellent way to improve the efficiency of his employees. When department heads have to make important decisions, he invites them to a meeting in a special 63-square-meter air-conditioned room where the temperature is below freezing. These people in charge are sitting in the ice room wearing ordinary clothes. It is conceivable that no one will waste time talking nonsense. It only takes 10 to 15 minutes to solve some important problems. Since then, there have been icy offices on the manager's floor, and company profits have tripled.