Blind Obedience: The GE chairman said, “We strive for the antithesis of blind obedience.” Before Welch took over, GEers had little choice but to go along with things. After all, prior to the 1980s only managers and executives had a voice in running the business.Welch changed all of that with Work-Out and other initiatives designed to release the knowledge that existed in the brain of every worker. Like layers of bureaucracy, “blind obedience” was something that belonged to the past.Welch had no use for anything that discouraged learning. He always sought employees and managers who fostered a learning culture and felt that GE was no place for those who did nothing but blindly follow the pack.

 

盲從（Blind Obedience）

韋爾奇說：“我們苦苦追求盲從的對(duì)立面。”在韋爾奇接手之前，通用電氣公司的員工們除了隨波逐流外別無(wú)選擇。20世紀(jì)80年代之前，只有管理人員和行政官員們能夠表達(dá)企業(yè)經(jīng)營(yíng)方面的意見。韋爾奇憑借“群策群力”以及專門為解放每個(gè)員工頭腦中的知識(shí)而推出的其它倡導(dǎo)行動(dòng)而徹底改變了這一切。就像重床疊屋的官僚主義一樣，“盲從”也成為了往事。韋爾奇不想要阻礙學(xué)習(xí)的任何東西。他總是搜尋那些促進(jìn)學(xué)習(xí)型文化的員工和管理人員，并且認(rèn)為那些除了盲目隨大流外什么都不會(huì)的人在通用電氣公司絕無(wú)立錐之地。