The golden words about the barrel theory are as follows:

1. The combat effectiveness of a team depends on the weakest member.

2. A team member who makes a mistake will affect the results of the entire team.

3. The effectiveness of an organization is determined by its least efficient parts.

4. Growth can only happen on the edge of the comfort zone.

5. Cooperation is the key to achieving common goals.

6. There is crowd wisdom, but there is also crowd ignorance.

7. To concentrate our efforts on big things, we need to give full play to everyone’s strengths.

8. Helping others improve is the best way to help yourself improve.

9. Individual advantages do not represent the advantages of the entire team.

10. Cooperation among team members is a good opportunity to exercise personal abilities.

11. Listen to other people’s opinions and learn useful suggestions.

12. A good leader will bring out the potential of everyone in the team.

13. Individual abilities will be limited and affected by the team.

14. Only by meeting challenges and surpassing oneself can the entire team move forward.

Knowledge expansion

The barrel effect means that how much water a bucket can hold depends on its shortest piece of wood. For a barrel to be filled with water, each wooden board must be flush and undamaged. If one of the wooden boards of the bucket is uneven or there is a hole underneath a certain wooden board, the bucket cannot be filled with water.

How much water a barrel can hold does not depend on the longest board, but on the shortest board. It can also be called the short board effect. A common problem that any organization may face is that the various parts that make up the organization often have varying strengths and weaknesses, and the disadvantaged parts often determine the level of the entire organization. Therefore, the entire society and each of us should think about our own "shortcomings" and make up for them as soon as possible.

The bucket principle was proposed by American management scientist Peter. It is talking about a bucket made of multiple wooden boards. Its value lies in the amount of water it holds. However, the key factor that determines how much water the bucket holds is not its longest board, but its shortest board. This means that any organization may face a common problem, that is, the various parts that make up the organization often have different strengths and weaknesses, and the inferior parts often determine the level of the entire organization.

If only used as a visual metaphor, the "bucket law" can be described as extremely clever and unique. But as it is used more and more frequently, its application occasions and scope become more and more extensive, and it has basically risen from a simple metaphor to a theoretical level. This "bucket" composed of many wooden boards can not only symbolize a company, a department, a team, but also a certain employee, and the maximum capacity of the "bucket" symbolizes the overall strength and competitiveness.