TEDGlobal 2012
Margaret Heffernan: Dare to disagree
Margaret Heffernan : Berani Bercanggah Pendapat
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Kebanyakan orang secara intuitifnya menghindari konflik, tetapi seperti yang ditunjukkan oleh Margaret, bangkit untuk bercanggah pendapat, secara baik, merupakan satu keutamaan untuk maju. Beliau menggambarkan (kadang-kadang secara melawan intuitif) bahawa rakan kongsi yang terbaik tidak bertindak seperti kebuk gema -- dan bagaimana kumpulan pengkaji, perhubungan dan perniagaan-perniagaan yang hebat membenarkan percanggahan pendapat.
Margaret Heffernan - Management thinker
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray. Full bio
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray. Full bio
Double-click the English transcript below to play the video.
00:16
In Oxford in the 1950s,
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Di Oxford pada 1950-an ada seorang
00:18
there was a fantastic doctor, who was very unusual,
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doktor yang hebat, agak luar biasa
00:21
named Alice Stewart.
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bernama Alice Stewart.
00:23
And Alice was unusual partly because, of course,
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Alice dikatakan luar biasa kerana jarang terdapat
00:27
she was a woman, which was pretty rare in the 1950s.
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doktor wanita ketika itu. Beliau seorang yang bijak,
00:30
And she was brilliant, she was one of the,
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salah seorang daripada Felo termuda yang dipilih oleh
00:32
at the time, the youngest Fellow to be elected to the Royal College of Physicians.
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Royal College of Physicians, ketika itu.
00:37
She was unusual too because she continued to work after she got married,
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Beliau juga dianggap luar biasa kerana meneruskan
00:41
after she had kids,
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kerjayanya selepas berkahwin dan selepas mendapat anak.
00:43
and even after she got divorced and was a single parent,
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Malah, selepas bercerai dan menjadi ibu tunggal,
00:46
she continued her medical work.
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beliau masih meneruskan kerjaya medisnya. Beliau
00:48
And she was unusual because she was really interested in a new science,
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luar biasa kerana sangat berminat dalam bidang sains
00:52
the emerging field of epidemiology,
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yang baru muncul dan sedang berkembang iaitu
00:55
the study of patterns in disease.
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epidemiologi, kajian tentang pola penyakit.
00:58
But like every scientist, she appreciated
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Tetapi, seperti saintis lain, beliau tahu bahawa
01:01
that to make her mark, what she needed to do
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untuk mencipta nama, apa yang perlu dilakukan adalah
01:03
was find a hard problem and solve it.
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mencari permasalahan yang sukar dan menyelesaikannya.
01:07
The hard problem that Alice chose
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Permasalahan yang dipilih Alice
01:10
was the rising incidence of childhood cancers.
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adalah peningkatan insiden kanser kanak-kanak.
01:13
Most disease is correlated with poverty,
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Kebanyakan penyakit berkait dengan kemiskinan
01:15
but in the case of childhood cancers,
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tetapi dalam kes kanser kanak-kanak,
01:18
the children who were dying seemed mostly to come
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mereka yang tenat kebanyakannya datang
01:20
from affluent families.
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daripada keluarga yang berada.
01:23
So, what, she wanted to know,
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Maka, beliau ingin tahu apakah sebab
01:25
could explain this anomaly?
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berlakunya anomali ini?
01:28
Now, Alice had trouble getting funding for her research.
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Alice menghadapi masalah mendapatkan biayaan untuk
01:30
In the end, she got just 1,000 pounds
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kajiannya. Akhirnya, beliau cuma mendapat 1,000 pound
01:32
from the Lady Tata Memorial prize.
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sahaja, daripada anugerah Memorial Lady Tata.
01:35
And that meant she knew she only had one shot
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Dan beliau sedar, beliau hanya ada satu peluang
01:37
at collecting her data.
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sahaja untuk mengumpul datanya.
01:39
Now, she had no idea what to look for.
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Beliau tidak tahu apa yang hendak dicarinya. Ia seperti
01:42
This really was a needle in a haystack sort of search,
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mencari getah di dalam semak, sangat sukar sekali.
01:45
so she asked everything she could think of.
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Jadi, beliau bertanyakan apa sahaja yang mampu
01:47
Had the children eaten boiled sweets?
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difikirkannya. Pernahkah kanak-kanak itu makan gula-gula?
01:49
Had they consumed colored drinks?
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Pernahkah mereka minum air yang berwarna?
01:51
Did they eat fish and chips?
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Adakah mereka makan ikan dan kerepek?
01:53
Did they have indoor or outdoor plumbing?
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Adakah mereka mempunyai sistem paip di dalam atau di
01:55
What time of life had they started school?
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luar rumah? Bilakah mereka mula bersekolah?
01:58
And when her carbon copied questionnaire started to come back,
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Dan apabila, salinan karbon soalselidik beliau mendapat
02:02
one thing and one thing only jumped out
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jawapan, satu pekara dan hanya satu perkara sahaja yang
02:05
with the statistical clarity of a kind that
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timbul dengan kejelasan statistik yang
02:07
most scientists can only dream of.
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kebanyakan saintis impikan.
02:10
By a rate of two to one,
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Dengan kadar satu daripada dua,
02:12
the children who had died
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kanak-kanak yang telah meninggal dunia , mempunyai ibu
02:14
had had mothers who had been X-rayed when pregnant.
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yang pernah melalui sinaran X ketika mengandung.
02:20
Now that finding flew in the face of conventional wisdom.
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Hasil pencarian itu mencabar kebijaksanaan konvensional.
02:25
Conventional wisdom held
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Kebijaksaan konvesional menyatakan sesuatu itu
02:27
that everything was safe up to a point, a threshold.
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selamat sehingga di ambang batasannya.
02:31
It flew in the face of conventional wisdom,
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Ini mencabar kebijaksanaan konvensional, iaitu
02:33
which was huge enthusiasm for the cool new technology
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keghairahan terhadap teknologi baru
02:37
of that age, which was the X-ray machine.
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pada zaman itu, iaitu mesin sinaran X.
02:40
And it flew in the face of doctors' idea of themselves,
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Ini mencabar pandangan para doktor terdapat diri mereka
02:44
which was as people who helped patients,
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sendiri, sebagai golongan yang membantu pesakit,
02:48
they didn't harm them.
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bukan memudaratkan mereka.
02:51
Nevertheless, Alice Stewart rushed to publish
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Walaubagaimanapun, Alice Stewart bergegas menerbitkan
02:55
her preliminary findings in The Lancet in 1956.
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hasil kajian awalnya itu, di The Lancet pada 1956.
02:58
People got very excited, there was talk of the Nobel Prize,
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Ramai yang teruja, sehinggakan ada ura-ura mengenai
03:02
and Alice really was in a big hurry
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Hadiah Nobel, tetapi Alice mahu secepat mungkin,
03:04
to try to study all the cases of childhood cancer she could find
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cuba mengkaji kesemua kes kanser kanak-kanak yang
03:08
before they disappeared.
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mampu dicarinya, sebelum ia hilang.
03:10
In fact, she need not have hurried.
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Hakikatnya, beliau tidak perlu tergesa-gesa kerana
03:15
It was fully 25 years before the British and medical --
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hanya selepas 25 tahun, pertubuhan perubatan British --
03:19
British and American medical establishments
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British dan Amerika, meninggalkan amalan
03:22
abandoned the practice of X-raying pregnant women.
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sinaran X bagi wanita mengandung. Data ini
03:28
The data was out there, it was open, it was freely available,
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ada di luar sana, terbuka dan boleh didapati dengan
03:33
but nobody wanted to know.
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mudah, tetapi tiada siapa yang ambil peduli. Setiap minggu
03:38
A child a week was dying,
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seorang kanak-kanak berada di ambang maut, namun
03:40
but nothing changed.
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tiada apa-apa perubahan. Keterbukaan sahaja tidak
03:43
Openness alone can't drive change.
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mampu membawa pada perubahan. Jadi, selama 25 tahun,
03:49
So for 25 years Alice Stewart had a very big fight on her hands.
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Alice Stewart menghadapi pertarungan yang hebat.
03:55
So, how did she know that she was right?
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Bagaimana beliau tahu bahawa pendapat dan kajiannya betul?
03:58
Well, she had a fantastic model for thinking.
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Beliau memiliki satu model pemikiran yang sangat hebat.
04:02
She worked with a statistician named George Kneale,
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Beliau bekerja dengan seorang ahli statistik bernama George
04:04
and George was pretty much everything that Alice wasn't.
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Kneale, dan George merupakan seorang yang amat berbeza
04:06
So, Alice was very outgoing and sociable,
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daripada beliau. Alice seorang yang ceria dan sosial, tetapi
04:09
and George was a recluse.
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George merupakan seorang yang suka menyendiri.
04:12
Alice was very warm, very empathetic with her patients.
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Alice merupakan seorang yang mesra, empatetik terhadap pesakitnya.
04:16
George frankly preferred numbers to people.
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George pula lebih senang dengan angka-angka daripada orang.
04:20
But he said this fantastic thing about their working relationship.
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Tetapi George menyatakan perkara hebat ini, tentang hubungan pekerjaan mereka.
04:24
He said, "My job is to prove Dr. Stewart wrong."
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Kata George, "Tugas saya adalah untuk membuktikan bahawa Dr. Stewart salah"
04:30
He actively sought disconfirmation.
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Secara aktifnya dia sentiasa menafikan pendapat Alice.
04:34
Different ways of looking at her models,
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Melihat dari sudut yang berbeza terhadap model-model
04:36
at her statistics, different ways of crunching the data
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Alice, statistiknya, cara yang berbeza memproses data,
04:39
in order to disprove her.
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dalam usaha untuk menafikan beliau. Pada George,
04:42
He saw his job as creating conflict around her theories.
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tugasnya adalah mencipta konflik pada teori-teori Alice.
04:48
Because it was only by not being able to prove
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Kerana dengan ketidakmampuannya membuktikan
04:51
that she was wrong,
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bahawa kajian Alice salah, George
04:54
that George could give Alice the confidence she needed
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akan memberi Alice keyakinan yang diperlukannya
04:57
to know that she was right.
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untuk mengetahui bahawa beliau betul.
05:00
It's a fantastic model of collaboration --
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Ia merupakan satu model kolaborasi yang hebat --
05:04
thinking partners who aren't echo chambers.
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rakan kongsi yang tidak berpemikiran seperti kebuk gema.
05:09
I wonder how many of us have,
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Saya tertanya-tanya, berapa ramai di kalangan kita yang
05:12
or dare to have, such collaborators.
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mempunyai ataupun berani memiliki kolaborasi seperti ini.
05:19
Alice and George were very good at conflict.
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Alice dan George sangat bijak menghadapi konflik.
05:22
They saw it as thinking.
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Mereka melihatnya sebagai peluang untuk berfikir.
05:26
So what does that kind of constructive conflict require?
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Jadi, apakah yang diperlukan oleh konflik konstruktif seperti ini?
05:30
Well, first of all, it requires that we find people
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Pertama sekali, kita perlu mencari seseorang
05:33
who are very different from ourselves.
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yang berbeza daripada diri kita. Ini bermakna kita
05:36
That means we have to resist the neurobiological drive,
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perlu menolak kehendak neurobiologi kita, maksudnya,
05:40
which means that we really prefer people mostly like ourselves,
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kita lebih suka kepada orang yang seperti diri kita juga,
05:45
and it means we have to seek out people
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dan ini bermakna kita perlu mencari seseorang yang
05:47
with different backgrounds, different disciplines,
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mempunyai latarbelakang yang berbeza, disiplin yang berbeza
05:49
different ways of thinking and different experience,
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pemikiran yang berbeza dan pengalaman yang berbeza,
05:53
and find ways to engage with them.
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dan mencari cara untuk bekerjasama dengan mereka.
05:57
That requires a lot of patience and a lot of energy.
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Ia memerlukan tahap kesabaran dan tenaga yang tinggi.
06:02
And the more I've thought about this,
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Dan semakin lama saya renung hal ini, saya
06:04
the more I think, really, that that's a kind of love.
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semakin yakin bahawa itu ialah satu bentuk percintaan.
06:09
Because you simply won't commit that kind of energy
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Anda tidak akan meluangkan masa dan tenaga sebegitu, dengan
06:12
and time if you don't really care.
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semudah itu, jika anda tidak benar-benar mengambilberat.
06:17
And it also means that we have to be prepared to change our minds.
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Dan ini juga bermakna, kita perlu bersedia untuk mengubah
06:21
Alice's daughter told me
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fikiran kita. Anak perempuan Alice memberitahu saya
06:24
that every time Alice went head-to-head with a fellow scientist,
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bahawa setiap kali Alice bersemuka dengan felo saintis,
06:27
they made her think and think and think again.
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mereka akan membuatkan Alice berfikir, berfikir dan berfikir
06:31
"My mother," she said, "My mother didn't enjoy a fight,
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kembali. "Emak saya," katanya, "Emak saya tidak gemarkan
06:35
but she was really good at them."
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pertengkaran, tetapi dia sangat bijak dalam melakukannya."
06:40
So it's one thing to do that in a one-to-one relationship.
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Ini mungkin boleh dilakukan dalam hubungan satu lawan satu,
06:44
But it strikes me that the biggest problems we face,
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Tetapi sekilas di fikiran saya, masalah terbesar yang kita hadapi,
06:47
many of the biggest disasters that we've experienced,
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kebanyakan kegagalan yang pernah kita hadapi,
06:50
mostly haven't come from individuals,
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tidak semua datangnya daripada individu,
06:52
they've come from organizations,
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tetapi daripada organisasi, sesetengahnya
06:54
some of them bigger than countries,
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lebih besar daripada sebuah negara,
06:56
many of them capable of affecting hundreds,
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dan kebanyakannya mampu menjejas beratus-ratus,
06:58
thousands, even millions of lives.
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ribuan, malahan jutaan nyawa.
07:02
So how do organizations think?
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Maka, bagaimana organisasi-organisasi itu berfikir?
07:07
Well, for the most part, they don't.
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Sebahagian besar daripada mereka tidak melakukannya.
07:11
And that isn't because they don't want to,
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Dan itu bukan kerana mereka tidak mahu berbuat sedemikian,
07:14
it's really because they can't.
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tetapi kerana mereka betul-betul tidak mampu melakukannya.
07:16
And they can't because the people inside of them
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Dan mereka tidak mampu kerana orang yang berada di
07:20
are too afraid of conflict.
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dalam organisasi itu, terlalu takut untuk menghadapi konflik.
07:24
In surveys of European and American executives,
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Dalam tinjauan tentang eksekutif-eksekutif daripada Eropah dan
07:27
fully 85 percent of them acknowledged
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Amerika, 85 peratus daripada mereka mengaku bahawa
07:30
that they had issues or concerns at work
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mereka mempunyai isu-isu perihal kerja,
07:33
that they were afraid to raise.
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yang mereka takut bangkitkan.
07:37
Afraid of the conflict that that would provoke,
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Bimbang akan konflik yang mungkin tercetus,
07:40
afraid to get embroiled in arguments
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takut terbabit dalam pertengkaran yang mereka
07:42
that they did not know how to manage,
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tidak tahu bagaimana menguruskannya,
07:44
and felt that they were bound to lose.
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dan merasakan bahawa mereka pasti akan kalah.
07:49
Eighty-five percent is a really big number.
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85 peratus merupakan satu nombor yang besar. Ini
07:55
It means that organizations mostly can't do
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bermakna kebanyakan organisasi tidak mampu melakukan
07:58
what George and Alice so triumphantly did.
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apa yang dilakukan oleh George dan Alice, dengan jayanya.
08:00
They can't think together.
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Mereka tidak mampu berfikir bersama-sama.
08:05
And it means that people like many of us,
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Dan ini bermakna, kebanyakan orang seperti kita,
08:07
who have run organizations,
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yang mengurus organisasi cuba sedaya upaya
08:09
and gone out of our way to try to find the very best people we can,
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mencari pekerja yang terbaik, dan kebanyakannya
08:13
mostly fail to get the best out of them.
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gagal mendapatkan hasil terbaik daripada mereka.
08:19
So how do we develop the skills that we need?
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Jadi, bagaimanakah cara kita membina kemahiran yang diperlukan?
08:22
Because it does take skill and practice, too.
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Kerana ia memerlukan kemahiran dan praktis, juga.
08:26
If we aren't going to be afraid of conflict,
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Jika kita tidak mahu merasa takut kepada konflik,
08:30
we have to see it as thinking,
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kita perlu melihatnya sebagai satu medium berfikir,
08:32
and then we have to get really good at it.
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dan kemudian, kita perlu mahir dalam melakukannya.
08:36
So, recently, I worked with an executive named Joe,
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Baru-baru ini, saya bekerja dengan seorang eksekutif bernama Joe
08:41
and Joe worked for a medical device company.
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dan Joe bekerja di sebuah syarikat peralatan perubatan.
08:44
And Joe was very worried about the device that he was working on.
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Dan Joe sangat bimbang tentang peralatan yang sedang
08:47
He thought that it was too complicated
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dikendalikannya. Dia rasakan ia terlalu rumit
08:50
and he thought that its complexity
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dan berpendapat bahawa kerumitan itu akan mencipta
08:52
created margins of error that could really hurt people.
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ruang kesilapan yang mampu mencederakan pengguna.
08:56
He was afraid of doing damage to the patients he was trying to help.
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Dia bimbang akan musibah yang bakal menimba pesakit
09:00
But when he looked around his organization,
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yang cuba dibantunya. Tetapi apabila dia melihat sekeliling
09:03
nobody else seemed to be at all worried.
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organisasinya, tiada seorang pun yang kelihatan risau,
09:07
So, he didn't really want to say anything.
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Jadi, dia tidak mahu berkata apa-apa.
09:10
After all, maybe they knew something he didn't.
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Mungkin mereka tahu sesuatu yang dia tidak tahu.
09:12
Maybe he'd look stupid.
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Mungkin dia akan kelihatan bodoh.
09:14
But he kept worrying about it,
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Tetapi dia terus mengkhuatiri hal itu,
09:17
and he worried about it so much that he got to the point
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sehingga ke satu tahap di mana dia berfikir,
09:20
where he thought the only thing he could do
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satu-satunya perkara yang boleh dilakukannya
09:22
was leave a job he loved.
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adalah meninggalkan kerja yang dia suka ini.
09:26
In the end, Joe and I found a way
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Akhirnya, Joe dan saya, menemui satu jalan
09:30
for him to raise his concerns.
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untuk dia meluahkan kebimbangannya.
09:32
And what happened then is what almost always
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Dan apa yang berlaku ketika itu adalah perkara yang
09:35
happens in this situation.
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lazimnya berlaku di dalam situasi sebegini.
09:36
It turned out everybody had exactly the same
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Rupa-rupanya semua orang mempunyai
09:39
questions and doubts.
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persoalan dan keraguan yang sama sepertinya. Sekarang,
09:41
So now Joe had allies. They could think together.
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Joe mempunyai teman. Mereka mampu berfikir bersama-sama.
09:45
And yes, there was a lot of conflict and debate
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Dan ya, berlaku banyak konflik dan perdebatan,
09:49
and argument, but that allowed everyone around the table
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dan penghujahan, tetapi itu membenarkan semua orang
09:53
to be creative, to solve the problem,
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di sekeliling menjadi kreatif, menyelesaikan masalah,
09:57
and to change the device.
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dan mengubah peralatan tersebut.
10:01
Joe was what a lot of people might think of
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Joe dianggap, oleh kebanyakan orang, sebagai
10:05
as a whistle-blower,
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pemberi maklumat,
10:07
except that like almost all whistle-blowers,
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cumanya dalam kebanyakan pemberi maklumat,
10:10
he wasn't a crank at all,
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Joe bukan seorang yang eksentrik, dia terlalu ghairah
10:12
he was passionately devoted to the organization
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mengabadikan dirinya kepada organisasi dan
10:15
and the higher purposes that that organization served.
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tujuan utama organisasi itu.
10:19
But he had been so afraid of conflict,
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Dia terlalu takut menghadapi konflik, tetapi
10:23
until finally he became more afraid of the silence.
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akhirnya, dia menjadi lebih takut kepada keheningan itu.
10:28
And when he dared to speak,
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Apabila dia berani bersuara, dia menemui pelbagai perkara
10:30
he discovered much more inside himself
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tentang dirinya, dan pelbagai lagi yang diterimanya
10:33
and much more give in the system than he had ever imagined.
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daripada sistem, yang tidak pernah dibayangkannya.
10:38
And his colleagues don't think of him as a crank.
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Dan rakan sekerja tidak menganggapnya sebagai seorang eksentrik.
10:42
They think of him as a leader.
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Mereka menganggapnya sebagai seorang pemimpin.
10:47
So, how do we have these conversations more easily
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Jadi, bagaimanakah kita menjadikan perbualan seperti ini,
10:51
and more often?
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lebih mudah dan lebih kerap?
10:53
Well, the University of Delft
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Begini, Universiti Delft
10:55
requires that its PhD students
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memerlukan pelajar PhD mereka mengemukakan
10:57
have to submit five statements that they're prepared to defend.
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lima kenyataan yang mereka bersedia pertahankan.
11:01
It doesn't really matter what the statements are about,
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Tidak kisah kenyataan tersebut mengenai apa,
11:05
what matters is that the candidates are willing and able
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apa yang penting adalah calon sanggup
11:08
to stand up to authority.
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dan mampu melawan pihak berkuasa.
11:11
I think it's a fantastic system,
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Saya rasa ini merupakan satu sistem yang hebat,
11:13
but I think leaving it to PhD candidates
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tetapi pada saya, menyerahkannya kepada calon PhD sahaja,
11:16
is far too few people, and way too late in life.
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tidak memadai, dan terlalu suntuk dalam kehidupan.
11:20
I think we need to be teaching these skills
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Pada saya, kita perlu mengajar kemahiran ini kepada kanak-kanak
11:23
to kids and adults at every stage of their development,
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dan golongan dewasa di setiap tahap perkembangan
11:28
if we want to have thinking organizations
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mereka, jika kita mahu memiliki organisasi yang berfikir,
11:30
and a thinking society.
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dan masyarakat yang berfikir.
11:34
The fact is that most of the biggest catastrophes that we've witnessed
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Hakikatnya, bencana terbesar yang pernah kita saksikan,
11:39
rarely come from information that is secret or hidden.
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jarang-jarang disebabkan oleh maklumat yang terahsia atau tersembunyi.
11:46
It comes from information that is freely available and out there,
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Masalah ia datang daripada maklumat yang mudah didapati dan
11:50
but that we are willfully blind to,
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ada di luar sana, tetapi kita sengaja tidak mahu melihatnya,
11:52
because we can't handle, don't want to handle,
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kerana kita tidak mampu dan tidak mahu berdepan dengan
11:55
the conflict that it provokes.
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konflik yang bakal tercetus.
12:00
But when we dare to break that silence,
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Namun, apabila kita berani untuk memecah keheningan
12:03
or when we dare to see,
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itu, ataupun apabila kita berani untuk melihat
12:05
and we create conflict,
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dan mencipta konflik, kita memungkinkan
12:08
we enable ourselves and the people around us
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diri kita dan orang di sekeliling kita
12:10
to do our very best thinking.
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berfikir dengan cara terbaik.
12:15
Open information is fantastic,
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Maklumat terbuka sangat hebat,
12:18
open networks are essential.
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rangkaian terbuka sangat diperlukan. Tetapi
12:21
But the truth won't set us free
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kebenaran tidak akan membebaskan kita, sehingga
12:23
until we develop the skills and the habit and the talent
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kita membina kemahiran dan tabiat dan bakat
12:27
and the moral courage to use it.
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dan keberanian moral untuk menggunanya.
12:31
Openness isn't the end.
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Keterbukaan bukanlah pengakhir.
12:35
It's the beginning.
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Ia adalah permulaan.
12:37
(Applause)
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(Tepukan tangan)
ABOUT THE SPEAKER
Margaret Heffernan - Management thinkerThe former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray.
Why you should listen
How do organizations think? In her book Willful Blindness, Margaret Heffernan examines why businesses and the people who run them often ignore the obvious -- with consequences as dire as the global financial crisis and Fukushima Daiichi nuclear disaster.
Heffernan began her career in television production, building a track record at the BBC before going on to run the film and television producer trade association IPPA. In the US, Heffernan became a serial entrepreneur and CEO in the wild early days of web business. She now blogs for the Huffington Post and BNET.com. Her latest book, Beyond Measure, a TED Books original, explores the small steps companies can make that lead to big changes in their culture.
Margaret Heffernan | Speaker | TED.com