案例六： 一般资料：求助者，男性，41岁，高中毕业，已婚。 案例介绍：半年多前的一天，求助者到银行存款，无意间看到银行工作人员正在将一摞一摞的钱放进保险箱，估计有上百万元。求助者当时想自己要是像劫匪那样，拔出枪来，把钱抢走，自己买房买车就不缺钱了。但求助者马上意识到自己这么想非常可怕自己是老师，有家有业的，怎么能有这种犯罪的想法呢？越想越可怕，求助者连忙告诫自己今后千万不要这样想，这事也就这样过去了。一天到单位财务室办事，见到保险柜，不知怎么回事，又想到“要是像劫匪那样，拔出枪来，把钱抢走，自己买房买车就不缺钱了。”求助者觉得自己这么想很可怕，不允许自己这么想。但从此以后，这种想法时常就冒了出来。求助者认为自己出现了问题，害怕有一天真做了傻事。求助者命令自己不许这么想，可这种想法像着魔一样，时不时就冒出来。求助者也觉得自己应该不会去抢锒行，不该这样紧张，很想控制住自己，但始终控制不住。现在求助者见到银行、保险柜等就很紧张，为此尽量避免不去银行，不接触保险柜。耽误了大量时间，求助者内心非常痛苦。因此痛恨自己，焦虑不安，情绪烦躁，有时难以入睡，白天没精神。最近经常因琐事与妻子孩子闹矛盾，不主动关心父母，工作也受到一定程度的影响。自己主动前来咨询。 心理咨询师观察了解到的情况：求助者内向，自我要求严格，做事认真细致，谨小慎微。多年来努力工作，力争把事情做到最好。
本案例中求助者最主要的特点包括（）。服务社会、服务人民
敢于创新、实事求是
艰苦奋斗、勇于奉献
顾全大局、着眼企业
| Somewhere today, a group of staff from General Motors will meet as part of the ’Go-Fast’ programme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced - far more than in the old days, when every change had to come from senior managers focusing on the ’big picture’. The progress made has trans- formed investor perceptions of GM. Before the Go-Fast programme was introduced, the conventional wisdom was that GM’s market share was in permanent free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers’ change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible. The shareholders’ support of GM’s strategy to become more outward-looking and innovative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The strategy includes beating down on costs and extracting maximum synergies from GM’s numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable. In the car industry, however, there was plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisations stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; rather, they were more concerned about the impact that pockets of opposition within GM might have. The results of the scheme so far give rise to cautious optimism. No aspect of GM’s work can hide from scrutiny, and initial fears of a lack of ’joined-up thinking’ about the impact of one change on other areas soon dissipated, as the ’leadership panels’ responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GM’s mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the company’s core car manufacturing would need to be much more firmly rooted than it is at present, to ensure it didn’t suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future. |
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