公司应该怎样培训员工

    缩短项目时间表

    传统的公司项目要求制作两到三年的战略计划和详细的蓝图。然而这个方法限制了灵活应变和及时满足市场需求的能力。也无法暂退一步，去反思从试错中可以学到什么。而WIKISPEED团队与此完全相反，按7天的周期来运作：他们经常反思各种结果，考虑在下个周期可以改进的地方。虽然这样的方式不适合大多数的公司项目，但还是应该尝试采用尽可能短的工作周期。至少，公司应该考虑确定明确的目标，每6个月作检验，提供一个评估进展的机会。这样的审查能创造重新评价和改进计划的机会，避免浪费时间和精力。

    将项目模块化

    如果产品和流程处于僵硬的管理之下，就很难鼓励创新和快速试验，而那正是WIKISPEED团队成功的秘诀。确实，打破流程并允许个人对较小部分的工作进行实验是有价值的。通过给予参加者对某个部分修修补补和即兴发挥的自由，就有更大的机会取得突破，而对于整个计划来说，引起无法预期的连锁反应的风险也不大。

    WIKISPEED团队将传统的、紧密整合的汽车设计模块化。这种方式允许多个个人和团体分别承担独立部件任务，给他们更大的自由度去摸索新的选项。在快速测试周期的帮助下，仍然能确保模块成为初具雏形的整体设计的一部分，而模块之间的问题也能够快速确认并解决。

    创造实地学习的机会

    你当然可以通过阅读课本学习知识，但获得“隐性知识”是一种来自第一手经验的教育，强大而有效得多。今天公司里的人才培养模式通常就是陈旧的训练课程和演示，并不注重隐性知识的开发。而在WIKISPEED，团队几乎完全通过实地体验来学习。志愿者以新手和熟练工搭配的方式工作，共同研究小项目。这不仅仅有助于新人更快学习，也免除了纪录每个流程所需的时间和费用，因为知识是在同伴之间交流，而不是集中到正式的培训项目。

    Keep timelines short

    Traditional corporate projects require the creation of two- to three-year strategic plans and detailed blueprints. This approach, however, limits the ability to act nimbly and address market needs as they arise. It also reduces opportunities to step back and reflect on what can be learned from trial and error. On the other end of the spectrum, Team WIKISPEED works in 7-day cycles -- they're constantly reflecting on different results and what they can do better in the next cycle. While this may not be feasible for most corporate initiatives, firms should try to go with the shortest possible work cycles. At a minimum, they might want to consider defining explicit goals that can be measured every six months and provide an opportunity for progress assessment. These reviews will create more opportunities to reassess and refine approaches and waste less time and effort.

    Make the project modular

    As long as products and processes remain tightly regulated, it is very challenging to encourage the kind of innovation and rapid testing that made Team WIKISPEED such a success. Instead, there is value in breaking up the process and allowing individuals to experiment with smaller pieces of work. By allowing participants the freedom to tinker and improvise on small bits, there is a greater chance of making a breakthrough, and less risk of unexpected ripple effects throughout the entire initiative.

    Team WIKISPEED took traditional, tightly integrated car designs and made them more modular. This approach allowed many individuals and groups to take on discrete pieces, giving them greater latitude to explore new options. Rapid testing cycles helped ensure that modules could still work as part of the emerging overall design and issues between modules were quickly identified and addressed.

    Create opportunities for hands-on learning

    You can certainly gain knowledge by reading a textbook, but acquiring "tacit knowledge," education that comes from first-hand experience, is a much more powerful and effective way to learn. Talent development in firms today typically comes in the form of stale training courses and presentations rather than a focus on tacit knowledge development. At WIKISPEED, however, the team learns almost entirely through hands-on experience. Volunteers work in pairings of inexperienced and experienced individuals who take on small projects. Not only does this help novice volunteers learn faster, it also reduces the time and cost of documenting every process because knowledge is exchanged between peers rather than consolidated in formal training programs.