最近，我在和很多老板聊天时，有一种强烈的感受： 当工作进展不顺利时，大家通常会有一种想法："这人不行，要换掉！反正外面有的是人。" 产品卖不出去，换人。业绩不达标，换人。工作衔接出问题，换人。 似乎所有企业中遇到的问题，都可以用换人来高效解决。 但其实，"人不行，就换掉"，恰恰是一家公司最昂贵的想法。 频繁换人的代价，超出你的想象 为什么这么说？因为无论是主动辞退一个你认为不合适的员工，还是放任一个想走的员工离职，这种随 时可以替换的心态，其背后都在为三笔看不见的隐性成本买单。 1.最直接的财务成本 很多人可能只看到了员工的工资支出，但实际成本远不止这些。 招聘时的猎头费、入职后的工资社保、培训时的课程费用、离职赔偿金，这些都是实打实的投入。 《财富》杂志曾经做过一项调查：解雇一个员工的成本，相当于其年薪的 1.5-2 倍，包括招聘、培训、 离职补偿和岗位空缺期的损失。 而如果换掉的是中高层的管理人员，则代价更高，企业会付出其薪资成本的十几倍。 所以，每一次换人都不是零成本替换。都意味着招聘、培训以及所有这些配套的投入需要完全重来一 遍。 2.对团队士气的破坏 当你频繁换人时，留下的员工会怎么想？ 他们不会觉 ...

Core Viewpoint - The article discusses the importance of internal versus external attribution in the workplace, highlighting how a nurse's external attribution of her challenges led to negative perceptions from colleagues and management [5][15][18]. Group 1: External vs Internal Attribution - The nurse attributed her success to her own efforts while blaming her leadership for the difficulties she faced, demonstrating a defensive mindset [14][15]. - This external attribution can lead to a lack of support from colleagues, as they may feel unappreciated and resentful [9][25]. - The article emphasizes that a healthy internal attribution fosters personal growth and accountability, while external attribution can hinder teamwork and trust [21][22][33]. Group 2: Impact on Team Dynamics - Individuals who consistently blame others for their failures are seen as detrimental to team cohesion and are often avoided by colleagues [24][33]. - The article provides an example of a candidate who attributed their project's failure to external factors, indicating a pattern of avoiding responsibility [28][30]. - Such behavior can create a toxic work environment, as team members may feel they cannot rely on someone who does not take accountability [33][35]. Group 3: Behavioral Interviewing Insights - The article discusses the use of behavioral interviewing techniques to assess candidates' responses to failure, focusing on their ability to learn and adapt [44][46]. - Candidates are encouraged to reflect on their past failures and articulate what they learned, which can indicate their potential for future success [48][56]. - The STAR-L model is suggested as a framework for candidates to structure their responses, emphasizing the importance of learning from experiences [55][56]. Group 4: Organizational Culture and Responsibility - The article suggests that a company's leadership style influences the attribution tendencies of its employees, with a culture of external attribution leading to widespread blame-shifting [57]. - Organizations that foster a safe environment for accountability are more likely to cultivate employees who take responsibility for their actions [57].

Group 1 - The article discusses the case of a nurse, Zhang Shuihua, who completed a marathon in 2 hours and 35 minutes and expressed her desire for time off from work, which was met with skepticism from colleagues and the public [2][5][6] - The nurse's statements reflect an external attribution of blame towards her leadership for not supporting her marathon participation, while internally attributing her success to her own efforts [14][15] - The article highlights the negative impact of a mindset that consistently blames external factors for failures, suggesting that such individuals are often viewed unfavorably in the workplace [25][26][35] Group 2 - The article emphasizes the importance of internal versus external attribution in professional settings, indicating that a healthy balance is necessary for personal growth and team dynamics [22][24] - It suggests that individuals who fail to recognize their own contributions to team efforts and instead focus on external blame can become detrimental to team morale and collaboration [35][36] - The article proposes that effective communication and gratitude towards colleagues can foster a supportive work environment, enhancing the likelihood of receiving future assistance [40][42] Group 3 - The article introduces the behavioral interviewing technique, which assesses candidates based on their past experiences with failure to predict future behavior [48][50] - It stresses the significance of learning from failures and the ability to reflect on personal contributions to outcomes, which is crucial for managerial roles [53][55] - The article concludes that a culture of accountability within an organization can lead to more responsible and effective employees, contrasting with environments where blame is frequently shifted [67]