利用习惯练习开放式组织原则
开放式组织 习惯

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> 你可以按照以下步骤，来养成符合开放文化的习惯，并改掉那些不符合开放文化的习惯。
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![Selfcare, drinking tea on the porch](/data/attachment/album/202210/27/094926l6s8ssgvdssney48.png)


很久以来，我就对习惯很感兴趣。几年前，我做了一次关于习惯利弊的演讲，并且介绍了如何改变坏习惯、养成好习惯。不久前，我阅读了 Art Markman 教授的 《Smart Thinking》一书，这本书主要讨论的也是习惯。或许你会问习惯与 [开放式组织的原则](https://theopenorganization.org/definition/open-organization-definition/) 有什么关系？这其中有一定的联系！我将会分成两篇文章，来解释你可以如何管理你的习惯。


在本文中，我们将讨论习惯如何工作的，以及更重要的是你如何去开始改变你的习惯。在下一篇文章中，我们将回顾 Markman 教授在他书中所表达的思想。


### 开放式组织原则和习惯的交集


设想你学习过开放式组织的原则，尽管你认为它们很有趣并且很有价值，但是你还没有对这些原则形成自己的习惯。以下就是你现实中会表现出来的样子。


社区：如果你面对一项重要挑战，但是你不知道如何独自解决它，你很有可能会由于习惯而放弃这项挑战。养成与由志同道合的人组成的社区，共同解决问题的习惯，不是更好吗？


协作：假设你认为你不善于合作，你喜欢独立完成任务。你知道有一些需要合作才能完成的事情，但是你并没有参与合作的习惯。为了弥补这种情况，你必须养成与他人更多合作的习惯。


信息共享：假如说你喜欢将你所做的事以及所知道的东西当作秘密。但是，你知道如果你不共享信息，你也无法从他人那里获取有用的信息。因此，你必须拥有共享信息的习惯。


包容性：想象一下，你与你不熟悉的人，或者是在个性、文化还是语言上都与你不同的人一起工作，你会感到不自在。但是，你知道如果你想要成功的话，你必须要和各种各样的人一同工作。那你该如何培养包容的习惯呢？


适应能力：假设当你所做的事情不再能达到你所希望的结果之后，你往往会拒绝改变。但是，你知道你必须适应这种情况，并重新调整你的努力，那你如何才能养成适应的习惯呢？


### 习惯是什么？


在我给出关于上述开放式组织原则的示例之前，我想先解释一下习惯的一些相关特征。


* 习惯是重复很多次的行为，最终习惯会成为你下意识的行为。
* 习惯是自动的并且当时会感觉良好。当一个人在养成习惯后，做习惯行为会使他感觉很好，但是当他跳出习惯做事时，会感到不舒服。或许之后他会再次考虑尝试。
* 一些习惯是有益的，并且能够节省你很多的能量。大脑只占身体质量的 2%，但是却会消耗 20% 的能量。因为大脑在思考和集中精力上需要消耗很多能量，你可以通过培养下意识的习惯来节省能量。
* 一些习惯对你有害，因此你渴望改变这些坏习惯。
* 所有的习惯都会给你回报，即使回报是短暂的。
* 习惯是基于你熟悉的事情和你知道的东西而形成的，即使你可能并不一定需要这个习惯。


### 养成习惯的 3 个步骤


1. 提示（触发器）：首先，提示或者触发器会告诉大脑，进入之前学习的习惯性行为的自动模式之中。这里的提示可以是某件事，比如每天在确定的时间点、在确定的地点，看到一包糖果或者看到电视购物节目，亦或者看到某个特定的人。时间压力会触发你去做例行事项（routine）。在令人崩溃的环境下也会触发例行事项。简而言之，某件事提醒你开始做一些固定的事情。
2. <ruby> 例行事项 <rt>  routine </rt></ruby>：例行事项会被触发。一个例行事项是一系列的身体、心理或者情绪上的表现，可以是非常复杂的，也可以十分简单。诸如与心情相关的一些习惯可以在很短时间内被触发。
3. 奖励：最后一步是奖励，奖励会帮助你的大脑计算一个特定的行为是否值得记住。奖励的范围很广泛，可以是食物或者其他令你感到快乐的东西。


### 商业环境中的坏习惯


习惯不仅仅是个人行为。所有的组织或多或少都有一些好的坏的制度习惯。然而，一些组织会有先见之明地设计好他们的习惯，而其他组织却不会设计习惯，只是随着竞争或者担心落伍而演变。以下是一些组织的坏习惯示例：


* 总是晚提交报告
* 单独工作或者分组合作，然而采用相反的方法才合适
* 上级对下级施压很大
* 不关心销售额的下降
* 由于内卷，销售团队之间不协同合作
* 让一个健谈的人主导会议


### 逐步改变习惯


习惯不是一成不变的，你可以改变你的行为习惯。首先，要知道不能一下子改变所有坏习惯。相反，先找到一个关键的习惯进行改变，这会产生小而快速的奖励。请记住，改变了一个关键的习惯后，会产生连锁反应。


以下是你可以用来改变任何习惯的四步框架，其中还包括与开放式组织原则相关的习惯。


#### 第一步：调整例行事项


确定你的习惯循环和例行事项，例如，当面临一件你无法独自解决的重大挑战之时。例行事项（你表现出的行为）最容易确定，所以先从它下手：例如，“在我的组织中，没人愿意和别人讨论问题。大家都会早早地放弃”。决定好你想要调整、改变或者学习的事情：例如：“每次重大挑战到来的时候，我应该和他人讨论一下，并且尝试建立一个志同道合、有能力解决问题的社区。”


#### 第二步：有奖励的实验


奖励是很重要的，因为它会满足你强烈的渴望。但是，我们通常没有意识到强烈的渴望会驱动我们的行为。只有在事后，才会被我们察觉。比方说，开会时很多次你都想尽快离开会议室，避免讨论话题，即使内心清楚你应该弄明白如何解决问题。


要了解强烈的渴望是什么，你必须要实验。这可能会花费你几天、几周甚至更久的时间。你必须要感受到触发压力，才能完全识别它。例如，问问你自己当你试图推卸责任时的感受。


把你自己当作科学家，进行实验并收集数据。这是你调查研究的步骤：


1. 第一个行为结束后，开始调整后面的行为，看看有没有奖励变化。例如，如果你每次碰到自己无法解决的挑战时都放弃，那么奖励就是不承担责任的解脱。更好的解决方法是与至少一个同样关心该问题的人讨论该问题。关键是要测试不同的假设，以确定哪种渴望驱使你的日常生活。你真的想逃避责任吗？
2. 在经历四至五个不同的例行事项和奖励之后，写下在收到每个奖励后立即想到的前三、四件事。例如，你不会在面对挑战时放弃，而是与其他人讨论这个问题。然后，你决定可以做什么。
3. 写下你的感受或渴望后，设置一个 15 分钟的计时器。当计时器结束时，问问自己是否依旧渴望。在屈服于渴望之前，请休息一会儿并再考虑一两次这个问题。这会迫使你意识到这一刻，并帮助你稍后回忆起你当时的想法。
4. 试着记住你在那一刻的想法和感受，然后在例行事项后 15 分钟。如果渴望消失了，你就已经确定了回报是什么。


#### 第三步：分析出坏习惯的提示或触发器


坏习惯的提示信息很难鉴定，因为通常有太多信息干扰你未定型的行为。要在干扰中鉴别提示，你可以在你的坏习惯出现的时候，观察以下四个因素：


地点：它在哪里发生？例如：“我最大的挑战在会议中出现。”


时间：它什么时候出现？例如：“如果我累了，下午的会议就是在浪费时间，因为我没兴趣付出努力。”


感受：你当时的情绪状态是怎样的？例如：“当我听到这个问题时，我感到压力山大并且很沮丧。”


人们：当时有谁或者哪一类人在你周围，还是你是独自一人？例如：“在会议上，大多数人似乎对这个问题也不感兴趣。剩下的人主导会议讨论。”


#### 第四步：制定养成好习惯的计划


一旦你确定奖励可以驱动你的行为，某些提示会触发你的坏习惯，那你就可以开始改变你的行动。请跟随以下三个简单的步骤：


1. 首先，规划好习惯的提示。例如：“在会议上，我将发现并将我的注意力集中在重要的问题上。”
2. 其次，选择一种能带来相同回报的好行为，但不会遭受你现在坏习惯的惩罚。例如：“我将找到解决这个问题的方法，并考虑我需要哪些资源和技能才能成功。当我创建一个能够成功解决问题的社区时，我会感觉很棒。”
3. 最后，让你选择的行为成为深思熟虑的选择，直到你不再需要考虑它，就能下意识地做它了。例如：“我将有意识地关注重要问题，直到我可以不假思索地做到这一点。我会查看近期会议的安排表，这样我就可以提前知道会发生什么。在每次会议开始前和会议期间，我会问自己‘为什么我会来开会’，来确保我集中注意于重要的事情。”


#### 制定计划来避免忘记必做事项


为了成功地开始做你经常忘记的事情，请按照以下步骤：


1. 计划你想要做什么
2. 决定何时完成
3. 将计划分为必要的小任务
4. 用计时器或者日常计划进行提示，并开始每项任务
5. 按计划完成每个任务
6. 按时完成后就奖励自己


### 习惯的改变


习惯的改变需要很长时间。有时候互助小组会帮助你改变习惯。有时候，在低压力环境中，进行大量的练习和角色预演能够更好地帮助你改变。想要找到有效的奖励，你需要不断的尝试。


有时，习惯是更重要、更深层次问题的反映。在这些情况下，你可能需要专业帮助。但是，如果你有改变的愿望，并接受在此过程中会有一些小失败，你就可以控制任何习惯。


在本文中，我使用了使用 *提示-例行事项-奖励* 三个过程的社区开发示例。它同样可以应用于其他开放式组织的原则。我希望这篇文章能让你思考如何通过了解习惯如何运作、采取措施改变习惯，以及制定计划避免忘记你想做的事情，来管理习惯。无论是开放式组织原则，还是其他任何东西，你现在都可以判断出提示、常规和奖励。当提示出现时，这将引导你制定改变习惯的计划。


在我的下一篇文章中，我将通过 Art Markman 教授在《Smart Thinking》中观点来继续讨论习惯。




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via: <https://opensource.com/open-organization/22/6/using-habits-practice-open-organization-principles>


作者：[Ron McFarland](https://opensource.com/users/ron-mcfarland) 选题：[lkxed](https://github.com/lkxed) 译者：[Donkey-Hao](https://github.com/Donkey-Hao) 校对：[wxy](https://github.com/wxy)


本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出


OK
Habits are a long-term interest of mine. Several years ago, I gave a presentation on habits, both good and bad, and how to expand on good habits and change bad ones. Just recently, I read the habits-focused book * Smart Thinking* by Art Markman. You might ask what this has to do with

[open organization principles.](https://theopenorganization.org/definition/open-organization-definition/)There is a connection, and I'll explain it in this two-part article on managing habits.

In this first article, I talk about habits, how they work, and—most important—how you can start to change them. In the second article, I review Markman's thoughts as presented in his book.

## The intersection of principles and habits

Suppose you learned about open organization principles and although you found them interesting and valuable, you just weren't in the habit of using them. Here's how that might look in practice.

**Community: **If you're faced with a significant challenge but think you can't address it alone, you're likely in the habit of just giving up. Wouldn't it be better to have the habit of building a community of like-minded people that collectively can solve the problem?

**Collaboration:** Suppose you don't think you're a good collaborator. You like to do things alone. You know that there are cases when collaboration is required, but you don't have a habit of engaging in it. To counteract that, you must build a habit of collaborating more.

**Transparency:** Say you like to keep most of what you do and know a secret. However, you know that if you don't share information, you're not likely to get good information from others. Therefore, you must create the habit of being more transparent.

**Inclusivity:** Imagine you are uncomfortable working with people you don't know and who are different from you, whether in personality, culture, or language. You know that if you want to be successful, you must work with a wide variety of people. How do you create a habit of being more inclusive?

**Adaptability:** Suppose you tend to resist change long after what you're doing is no longer achieving what you had hoped it would. You know you must adapt and redirect your efforts, but how can you create a habit of being adaptive?

## What is a habit?

Before I give examples regarding the above principles, I'll explain some of the relevant characteristics of a habit.

- A habit is a behavior performed repeatedly—so much so that it's now performed without thinking.
- A habit is automatic and feels right at the time. People are so used to it, that it feels good when doing it, and to do something else would require effort and make them feel uncomfortable. They might have second thoughts afterward though.
- Some habits are good and extremely helpful by saving you a lot of energy. The brain is 2% of the body's weight but consumes 20% of your daily energy. Because thinking and concentration require a lot of energy, your mind is built to save it through developing unconscious habits.
- Some habits are bad for you, so you desire to change them.
- All habits offer some reward, even if it is only temporary.
- Habits are formed around what you are familiar with and what you know, even habits you don’t necessarily like.

## The three steps of a habit

**Cue (trigger):**First, a cue or trigger tells the brain to go into automatic mode, using previously learned habitual behavior. Cues can be things like seeing a candy bar or a television commercial, being in a certain place at a certain time of day, or just seeing a particular person. Time pressure can trigger a routine. An overwhelming atmosphere can trigger a routine. Simply put, something reminds you to behave a certain way.**Routine:**The routine follows the trigger. A routine is a set of physical, mental, and/or emotional behaviors that can be incredibly complex or extremely simple. Some habits, such as those related to emotions, are measured in milliseconds.**Reward:**The final step is the reward, which helps your brain figure out whether a particular activity is worth remembering for the future. Rewards can range from food or drugs that cause physical sensations to joy, pride, praise, or personal self-esteem.

## Bad habits in a business environment

Habits aren't just for individuals. All organizations have good and bad institutional habits. However, some organizations deliberately design their habits, while others just let them evolve without forethought, possibly through rivalries or fear. These are some organizational habit examples:

- Always being late with reports
- Working alone or working in groups when the opposite is appropriate
- Being triggered by excess pressure from the boss
- Not caring about declining sales
- Not cooperating among a sales team because of excess competition
- Allowing one talkative person to dominate a meeting


## A step-by-step plan to change a habit

Habits don't have to last forever. You can change your own behavior. First, remember that many habits can not be changed concurrently. Instead, find a keystone habit and work on it first. This produces small, quick rewards. Remember that one keystone habit can create a chain reaction.

Here is a four-step framework you can apply to changing any habit, including habits related to open organization principles.

#### Step one: identify the routine

Identify the habit loop and the routine in it (for example, when an important challenge comes up that you can't address alone). The routine (the behaviors you do) is the easiest to identify, so start there. For example: "In my organization, no one discusses problems with anyone. They just give up before starting." Determine the routine that you want to modify, change, or just study. For example: "Every time an important challenge comes up, I should discuss it with people and try to develop a community of like-minded people who have the skills to address it."

#### Step two: experiment with the rewards

Rewards are powerful because they satisfy cravings. But, we're often not conscious of the cravings that drive our behavior. They are only evident afterward. For example, there may be times in meetings when you want nothing more than to get out of the room and avoid a subject of conversation, even though down deep you know you should figure out how to address the problem.

To learn what a craving is, you must experiment. That might take a few days, weeks, or longer. You must feel the triggering pressure when it occurs to identify it fully. For example, ask yourself how you feel when you try to escape responsibility.

Consider yourself a scientist, just doing experiments and gathering data. The steps in your investigation are:

- After the first routine, start adjusting the routines that follow to see whether there's a reward change. For example, if you give up every time you see a challenge you can't address by yourself, the reward is the relief of not taking responsibility. A better response might be to discuss the issue with at least one other person who is equally concerned about the issue. The point is to test different hypotheses to determine which craving drives your routine. Are you craving the avoidance of responsibility?

- After four or five different routines and rewards, write down the first three or four things that come to mind right after each reward is received. Instead of just giving up in the face of a challenge, for instance, you discuss the issue with one person. Then, you decide what can be done.

- After writing about your feeling or craving, set a timer for 15 minutes. When it rings, ask yourself whether you still have the craving. Before giving in to a craving, rest and think about the issue one or two more times. This forces you to be aware of the moment and helps you later recall what you were thinking about at that moment.

- Try to remember what you were thinking and feeling at that precise instant, and then 15 minutes after the routine. If the craving is gone, you have identified the reward.

#### Step three: isolate the cue or trigger

The cue is often hard to identify because there's usually too much information bombarding you as your behaviors unfold. To identify a cue amid other distractions, you can observe four factors the moment the urge hits you:

**Location:** Where did it occur? ("My biggest challenges come out in meetings.")

**Time:** When did it occur? ("Meetings in the afternoon, when I'm tired, are the worst time, because I'm not interested in putting forth any effort.")

**Feelings:** What was your emotional state? ("I feel overwhelmed and depressed when I hear the problem.")

**People:** Who or what type of people were around you at the time, or were you alone? ("In the meetings, most other people don't seem interested in the problem either. Others dominate the discussion.")

#### Step four: have a plan

Once you have confirmed the reward driving your behavior, the cues that trigger it, and the behavior itself, you can begin to shift your actions. Follow these three easy steps:

- First, plan for the cue. ("In meetings, I'm going to look for and focus my attention on important problems that come up.")

- Second, choose a behavior that delivers the same reward but without the penalties you suffer now. ("I'm going to explore a plan to address that problem and consider what resources and skills I need to succeed. I'm going to feel great when I create a community that's able to address the problem successfully.")

- Third, make the behavior a deliberate choice each and every time, until you no longer need to think about it. ("I'm going to consciously pay attention to major issues until I can do it without thinking. I might look at agendas of future meetings, so I know what to expect in advance. Before and during every meeting, I will ask why should I be here, to make sure I'm focused on what is important."

#### Plan to avoid forgetting something that must be done

To successfully start doing something you often forget, follow this process:

- Plan what you want to do.
- Determine when you want to complete it.
- Break the project into small tasks as needed.
- With a timer or daily planner, set up cues to start each task.
- Complete each task on schedule.
- Reward yourself for staying on schedule.

## Habit change

Change takes a long time. Sometimes a support group is required to help change a habit. Sometimes, a lot of practice and role play of a new and better routine in a low-stress environment is required. To find an effective reward, you need repeated experimentation.

Sometimes habits are only symptoms of a more significant, deeper problem. In these cases, professional help may be required. But if you have the desire to change and accept that there will be minor failures along the way, you can gain power over any habit.

In this article, I've used examples of community development using the *cue-routine-reward* process. It can equally be applied to the other open organization principles. I hope this article got you thinking about how to manage habits through knowing how habits work, taking steps to change habits, and making plans to avoid forgetting things you want done. Whether it's an open organization principle or anything else, you can now diagnose the cue, the routine, and the reward. That will lead you to a plan to change a habit when the cue presents itself.

In my next article, I'll look at habits through the lens of Art Markman's thoughts on Smart Thinking.

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