“厌蠢”背后：是麦肯锡人的傲慢，还是职业病？

Core Insights - The article discusses the phenomenon of "disdain for foolishness" prevalent among McKinsey employees, which stems from their training to value time and effective communication [1][2] Group 1: Training and Communication Style - New employees at McKinsey undergo training focused on the "pyramid principle," which emphasizes presenting viewpoints first, supported by structured arguments and factual evidence [3] - The rigorous training process involves multiple revisions and feedback from project managers, leading to a strong ability to identify "nonsense" and "ineffective information" [3] Group 2: Cultural Impact and Misunderstandings - The structured communication style developed at McKinsey can lead to misunderstandings in non-consulting environments, where employees may be perceived as arrogant or dismissive [3][4] - The article highlights the cultural shock experienced when transitioning from consulting to industry, where communication styles vary significantly [4] Group 3: Recommendations for Integration - The author suggests three key practices for McKinsey employees to better integrate into the broader social context: maintaining a humble mindset, exercising patience in understanding emotional expressions, and retaining the foundational skills of structured thinking [4][5] - Emphasizing the importance of adapting communication styles to different contexts can enhance interpersonal relationships and professional effectiveness [5]