TED@IBM
Adam Grant: Are you a giver or a taker?
Adam Grant: Ste dajalec ali jemalec?
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V vsakem delovnem okolju najdemo tri osnovne tipe ljudi: dajalce, jemalce in izenačevalce. Organizacijski psiholog Adam Grant razčleni te tri osebnosti in poda preproste strategije, ki nam pomagajo ustvariti kulturo velikodušnosti in preprečujejo, da bi si sebični zaposleni vzeli več, kot dajo.
Adam Grant - Organizational psychologist
After years of studying the dynamics of success and productivity in the workplace, Adam Grant discovered a powerful and often overlooked motivator: helping others. Full bio
After years of studying the dynamics of success and productivity in the workplace, Adam Grant discovered a powerful and often overlooked motivator: helping others. Full bio
Double-click the English transcript below to play the video.
00:12
I want you to look
around the room for a minute
around the room for a minute
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Rad bi, da se za minuto ozrete po prostoru
00:15
and try to find the most
paranoid person here --
paranoid person here --
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in poskusite najti najbolj
paranoično osebo tukaj.
paranoično osebo tukaj.
00:17
(Laughter)
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(Smeh)
00:18
And then I want you to point
at that person for me.
at that person for me.
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In potem bi rad, da mi pokažete to osebo.
00:21
(Laughter)
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(Smeh)
00:22
OK, don't actually do it.
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Ok, ne delajte tega.
00:23
(Laughter)
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(Smeh)
00:25
But, as an organizational psychologist,
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Ampak, kot organizacijski psiholog
00:26
I spend a lot of time in workplaces,
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preživim veliko časa na delovnih mestih
00:28
and I find paranoia everywhere.
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in vidim paranojo povsod.
00:31
Paranoia is caused by people
that I call "takers."
that I call "takers."
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Paranojo povzročajo
tako imenovani "jemalci."
tako imenovani "jemalci."
00:33
Takers are self-serving
in their interactions.
in their interactions.
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Jemalci so v družbi sebični.
00:36
It's all about what can you do for me.
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Gre le za to, kaj lahko ti storiš zame.
00:38
The opposite is a giver.
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Njihovo nasprotje so dajalci.
00:40
It's somebody who approaches
most interactions by asking,
most interactions by asking,
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To so ljudje, ki se pri
večini interakcij vprašajo:
večini interakcij vprašajo:
"Kaj lahko storim zate?"
00:43
"What can I do for you?"
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00:45
I wanted to give you a chance
to think about your own style.
to think about your own style.
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Rad bi vam dal priložnost,
da razmislite o svojem stilu.
da razmislite o svojem stilu.
Vsak nekaj časa daje in prejema.
00:48
We all have moments of giving and taking.
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Kakšni ste večino časa do
večine ljudi, postane vaš stil,
večine ljudi, postane vaš stil,
00:50
Your style is how you treat
most of the people most of the time,
most of the people most of the time,
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vaš privzet način.
00:53
your default.
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Za vas imam kratek test,
00:54
I have a short test you can take
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da boste ugotovili, ali
ste dajalec ali jemalec
ste dajalec ali jemalec
00:55
to figure out if you're more
of a giver or a taker,
of a giver or a taker,
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in lahko ga rešite takoj.
00:58
and you can take it right now.
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[Test narcizma]
00:59
[The Narcissist Test]
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[Korak 1: Pomislite nase.]
01:01
[Step 1: Take a moment
to think about yourself.]
to think about yourself.]
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(Smeh)
01:03
(Laughter)
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[Korak 2: Če ste prišli do
2. koraka, niste narcistični.]
2. koraka, niste narcistični.]
01:04
[Step 2: If you made it to Step 2,
you are not a narcissist.]
you are not a narcissist.]
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(Smeh)
01:07
(Laughter)
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01:10
This is the only thing I will say today
that has no data behind it,
that has no data behind it,
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To je edino, kar bom danes
povedal, da ne temelji za podatkih,
povedal, da ne temelji za podatkih,
01:13
but I am convinced the longer it takes
for you to laugh at this cartoon,
for you to laugh at this cartoon,
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ampak prepričan sem, da dlje
kot traja, da se zasmejete tej skici,
kot traja, da se zasmejete tej skici,
bolj bi morali biti zaskrbljeni,
da ste jemalec.
da ste jemalec.
01:17
the more worried we should be
that you're a taker.
that you're a taker.
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(Smeh)
01:19
(Laughter)
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01:20
Of course, not all takers are narcissists.
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Seveda, niso vsi jemalci narcistični.
01:22
Some are just givers who got burned
one too many times.
one too many times.
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Nekateri so le dajalci,
ki so se prevečkrat opekli.
ki so se prevečkrat opekli.
01:25
Then there's another kind of taker
that we won't be addressing today,
that we won't be addressing today,
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Obstaja pa še ena vrsta jemalcev,
ki se ji danes ne bomo posvetili;
ki se ji danes ne bomo posvetili;
01:29
and that's called a psychopath.
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pravimo jim psihopati.
01:31
(Laughter)
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(Smeh)
01:32
I was curious, though, about how
common these extremes are,
common these extremes are,
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Zanimalo pa me je,
kako pogosti so ti ekstremi
kako pogosti so ti ekstremi
01:35
and so I surveyed over 30,000
people across industries
people across industries
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in sem anketiral več kot 30.000
ljudi v različnih panogah,
ljudi v različnih panogah,
01:38
around the world's cultures.
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različnih kultur po svetu.
01:39
And I found that most people
are right in the middle
are right in the middle
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In ugotovil sem, da je
večina ljudi prav na sredi
večina ljudi prav na sredi
01:42
between giving and taking.
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med dajanjem in prejemanjem.
01:43
They choose this third style
called "matching."
called "matching."
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Izbrali so tretji način,
imenovan "izenačevanje."
imenovan "izenačevanje."
Izenačevalci vzpostavljajo ravnovesje
med dajanjem in prejemanjem:
med dajanjem in prejemanjem:
01:46
If you're a matcher, you try to keep
an even balance of give and take:
an even balance of give and take:
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quid pro quo - Naredil bom nekaj
zate, če boš ti naredil kaj zame.
zate, če boš ti naredil kaj zame.
01:49
quid pro quo -- I'll do something
for you if you do something for me.
for you if you do something for me.
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In to zveni kot varen način življenja.
01:52
And that seems like a safe way
to live your life.
to live your life.
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Ampak, ali je to najbolj učinkovit
in produktiven način življenja?
in produktiven način življenja?
01:55
But is it the most effective
and productive way to live your life?
and productive way to live your life?
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Odgovor na to vprašanje je definitivno ...
01:58
The answer to that question
is a very definitive ...
is a very definitive ...
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mogoče.
02:00
maybe.
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02:02
(Laughter)
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(Smeh)
02:03
I studied dozens of organizations,
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Preučeval sem na ducate organizacij,
02:05
thousands of people.
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na tisoče ljudi.
02:06
I had engineers measuring
their productivity.
their productivity.
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Inženirje sem pripravil do tega,
da so merili svojo produktivnost.
da so merili svojo produktivnost.
02:10
(Laughter)
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(Smeh)
02:12
I looked at medical students' grades --
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Ogledal sem si ocene študentov medicine,
02:15
even salespeople's revenue.
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celo prihodke prodajalcev.
02:17
(Laughter)
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(Smeh)
02:19
And, unexpectedly,
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In, nepričakovano,
02:20
the worst performers in each
of these jobs were the givers.
of these jobs were the givers.
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v vsaki izmed teh služb so se
najslabše odrezali dajalci.
najslabše odrezali dajalci.
02:24
The engineers who got the least work done
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Inženirji, ki opravijo najmanj dela,
02:26
were the ones who did more favors
than they got back.
than they got back.
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so tisti, ki naredijo več
uslug, kot jih prejmejo.
uslug, kot jih prejmejo.
Tako so zaposleni z delom drugih,
02:29
They were so busy doing
other people's jobs,
other people's jobs,
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da jim dobesedno zmanjka časa
in energije, da bi dokončali svoje delo.
in energije, da bi dokončali svoje delo.
02:31
they literally ran out of time and energy
to get their own work completed.
to get their own work completed.
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Na medicinski fakulteti imajo
najslabše ocene tisti,
najslabše ocene tisti,
02:35
In medical school, the lowest grades
belong to the students
belong to the students
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ki se najbolj strinjajo
z izjavami, kot so:
z izjavami, kot so:
02:37
who agree most strongly
with statements like,
with statements like,
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"Rad pomagam drugim,"
02:40
"I love helping others,"
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02:43
which suggests the doctor
you ought to trust
you ought to trust
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to pa namiguje, da je
zaupanja vreden zdravnik
zaupanja vreden zdravnik
tisti, ki je šel študirat
brez želje, da pomaga drugim.
brez želje, da pomaga drugim.
02:45
is the one who came to med school
with no desire to help anybody.
with no desire to help anybody.
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(Smeh)
02:48
(Laughter)
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In tudi v prodaji so najmanj zaslužili
02:49
And then in sales, too,
the lowest revenue accrued
the lowest revenue accrued
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najbolj dobrosrčni prodajalci.
02:51
in the most generous salespeople.
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02:53
I actually reached out
to one of those salespeople
to one of those salespeople
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Stopil sem v stik
z enim takim prodajalcem,
z enim takim prodajalcem,
02:56
who had a very high giver score.
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ki je veliko dajal.
02:57
And I asked him, "Why do
you suck at your job --"
you suck at your job --"
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Vprašal sem: "Zakaj tako
bedno opravljaš svoje delo?
bedno opravljaš svoje delo?
03:00
I didn't ask it that way, but --
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Nisem vprašal na tak način ...
03:01
(Laughter)
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(Smeh)
"Kaj je davek velikodušnosti v prodaji?"
03:02
"What's the cost of generosity in sales?"
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03:05
And he said, "Well, I just care
so deeply about my customers
so deeply about my customers
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Rekel je: "Tako zelo mi je
mar za svoje stranke,
mar za svoje stranke,
03:08
that I would never sell them
one of our crappy products."
one of our crappy products."
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da jim ne bi nikoli prodal
enega od naših ušivih izdelkov."
enega od naših ušivih izdelkov."
03:11
(Laughter)
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(Smeh)
03:12
So just out of curiosity,
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Samo iz radovednosti,
koliko od vas se ima bolj za dajalca
kot za jemalca oz. izenačevalca?
kot za jemalca oz. izenačevalca?
03:14
how many of you self-identify more
as givers than takers or matchers?
as givers than takers or matchers?
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Dvignite roke.
03:17
Raise your hands.
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03:18
OK, it would have been more
before we talked about these data.
before we talked about these data.
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Ok, več bi vas bilo, če ne bi
prej govorili o teh podatkih.
prej govorili o teh podatkih.
03:22
But actually, it turns out
there's a twist here,
there's a twist here,
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Ampak, v bistvu se je izkazalo,
da tukaj leži problem,
da tukaj leži problem,
03:26
because givers are often
sacrificing themselves,
sacrificing themselves,
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saj se dajalci pogosto žrtvujejo,
03:29
but they make their organizations better.
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ampak so zaradi njih organizacije boljše.
03:32
We have a huge body of evidence --
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Tukaj imamo pomemben dokaz:
03:35
many, many studies looking
at the frequency of giving behavior
at the frequency of giving behavior
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številne študije, ki opazujejo,
kako pogosto se daje
kako pogosto se daje
03:38
that exists in a team
or an organization --
or an organization --
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v skupini ali organizaciji -
03:41
and the more often people are helping
and sharing their knowledge
and sharing their knowledge
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in bolj pogosto, kot ljudje
pomagajo, delijo svoje znanje
pomagajo, delijo svoje znanje
in nudijo mentorstvo,
03:44
and providing mentoring,
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bolje gre organizaciji na vsakem področju:
03:45
the better organizations do
on every metric we can measure:
on every metric we can measure:
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večji dobiček, bolj zadovoljne
stranke, zaposleni ostajajo,
stranke, zaposleni ostajajo,
03:48
higher profits, customer satisfaction,
employee retention --
employee retention --
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celo nižji stroški poslovanja.
03:50
even lower operating expenses.
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03:53
So givers spend a lot of time
trying to help other people
trying to help other people
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Dajalci tako porabijo veliko časa,
da pomagajo drugim ljudem
da pomagajo drugim ljudem
03:56
and improve the team,
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in se trudijo izboljšati skupino
in, na žalost, med tem trpijo.
in, na žalost, med tem trpijo.
03:57
and then, unfortunately,
they suffer along the way.
they suffer along the way.
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04:00
I want to talk about what it takes
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Rad bi vam povedal, kaj je potrebno,
04:01
to build cultures where givers
actually get to succeed.
actually get to succeed.
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da ustvarimo kulturo, v kateri
dajalci dejansko uspejo.
dajalci dejansko uspejo.
04:05
So I wondered, then, if givers
are the worst performers,
are the worst performers,
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Vprašal sem se torej, če so
dajalci najslabši pri delu,
dajalci najslabši pri delu,
04:08
who are the best performers?
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kateri so najboljši?
04:11
Let me start with the good news:
it's not the takers.
it's not the takers.
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Naj začnem z dobro novico: niso jemalci.
04:14
Takers tend to rise quickly
but also fall quickly in most jobs.
but also fall quickly in most jobs.
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Jemalci v večini služb hitro napredujejo,
ampak hitro tudi nazadujejo.
ampak hitro tudi nazadujejo.
04:17
And they fall at the hands of matchers.
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Nazadujejo zaradi izenačevalcev.
04:19
If you're a matcher, you believe
in "An eye for an eye" -- a just world.
in "An eye for an eye" -- a just world.
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Če si izenačevalec, verjameš v
"oko za oko" - pravičen svet.
"oko za oko" - pravičen svet.
04:23
And so when you meet a taker,
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In tako, ko spoznaš jemalca,
04:24
you feel like it's your mission in life
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imaš občutek, da moraš
to osebo kruto kaznovati.
to osebo kruto kaznovati.
04:26
to just punish the hell
out of that person.
out of that person.
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(Smeh)
04:28
(Laughter)
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In tako je pravici zadoščeno.
04:29
And that way justice gets served.
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04:32
Well, most people are matchers.
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No, večina ljudi je izenačevalcev.
04:34
And that means if you're a taker,
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To pomeni, da če si jemalec,
se ti bo prej ali slej vse povrnilo;
se ti bo prej ali slej vse povrnilo;
04:35
it tends to catch up with you eventually;
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vse se vrača, vse se plača.
04:37
what goes around will come around.
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04:39
And so the logical conclusion is:
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Logičen rezultat je torej:
izenačevalci morajo biti
najboljši pri svojem delu.
najboljši pri svojem delu.
04:41
it must be the matchers
who are the best performers.
who are the best performers.
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04:43
But they're not.
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Ampak niso.
04:45
In every job, in every organization
I've ever studied,
I've ever studied,
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Pri vsakem delu, v vsaki
organizaciji, ki sem jo preučeval,
organizaciji, ki sem jo preučeval,
najboljše rezultate dosegajo dajalci.
04:48
the best results belong
to the givers again.
to the givers again.
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Poglejte nekaj podatkov,
ki sem jih zbral od prodajalcev
ki sem jih zbral od prodajalcev
04:51
Take a look at some data I gathered
from hundreds of salespeople,
from hundreds of salespeople,
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pri spremljanju njihovega prihodka.
04:54
tracking their revenue.
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Vidite lahko, da dajalci
gredo v oba ekstrema.
gredo v oba ekstrema.
04:56
What you can see is that the givers
go to both extremes.
go to both extremes.
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Sestavljajo večino ljudi
z najmanjšimi prihodki,
z najmanjšimi prihodki,
04:58
They make up the majority of people
who bring in the lowest revenue,
who bring in the lowest revenue,
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ampak tudi z največjimi.
05:01
but also the highest revenue.
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Isti vzorci veljajo
pri produktivnosti inženirjev
pri produktivnosti inženirjev
05:03
The same patterns were true
for engineers' productivity
for engineers' productivity
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in ocenah študentov medicine.
05:06
and medical students' grades.
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Dajalci predstavljajo
večino na dnu in na vrhu
večino na dnu in na vrhu
05:07
Givers are overrepresented
at the bottom and at the top
at the bottom and at the top
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vsakega področja, kjer
se lahko meri uspeh.
se lahko meri uspeh.
05:10
of every success metric that I can track.
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05:12
Which raises the question:
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Postavlja se vprašanje:
Kako ustvariti svet, v
katerem več dajalcev uspe?
katerem več dajalcev uspe?
05:13
How do we create a world
where more of these givers get to excel?
where more of these givers get to excel?
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Rad bi govoril o tem, kako
do tega priti ne le v poslu,
do tega priti ne le v poslu,
05:16
I want to talk about how to do that,
not just in businesses,
not just in businesses,
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temveč tudi v neprofitnih zavodih, šolah,
05:19
but also in nonprofits, schools --
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05:21
even governments.
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celo v vladi.
05:22
Are you ready?
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Ste pripravljeni?
05:24
(Cheers)
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(Vzklikanje)
V vsakem primeru bi vam povedal,
ampak cenim navdušenje.
ampak cenim navdušenje.
05:25
I was going to do it anyway,
but I appreciate the enthusiasm.
but I appreciate the enthusiasm.
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(Smeh)
05:28
(Laughter)
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05:29
The first thing that's really critical
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Prva resnično kritična zadeva je,
05:31
is to recognize that givers
are your most valuable people,
are your most valuable people,
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da spoznate, da so dajalci
vaši najbolj dragoceni ljudje,
vaši najbolj dragoceni ljudje,
ampak če niso previdni, izgorijo.
05:34
but if they're not careful, they burn out.
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05:36
So you have to protect
the givers in your midst.
the givers in your midst.
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Zato morate dajalce med vami obvarovati.
05:39
And I learned a great lesson about this
from Fortune's best networker.
from Fortune's best networker.
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O tem me je ogromno naučil odgovoren
za navezovanje stikov pri reviji Fortune.
za navezovanje stikov pri reviji Fortune.
05:44
It's the guy, not the cat.
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Moški je, ne mačka.
05:46
(Laughter)
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(Smeh)
05:47
His name is Adam Rifkin.
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Ime mu je Adam Rifkin.
05:49
He's a very successful serial entrepreneur
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Je uspešen lastnik številnih podjetij
05:51
who spends a huge amount
of his time helping other people.
of his time helping other people.
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in ogromno časa posveti
nudenju pomoči drugim.
nudenju pomoči drugim.
05:54
And his secret weapon
is the five-minute favor.
is the five-minute favor.
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Njegovo skrivno orožje
je pet-minutna usluga.
je pet-minutna usluga.
05:57
Adam said, "You don't have to be
Mother Teresa or Gandhi
Mother Teresa or Gandhi
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Adam je rekel: "Ni treba,
da si Mati Tereza ali Gandi,
da si Mati Tereza ali Gandi,
da si dajalec.
05:59
to be a giver.
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Moraš le najti majhne
načine, da veliko prispevaš
načine, da veliko prispevaš
06:01
You just have to find small ways
to add large value
to add large value
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v življenju drugih ljudi.
06:03
to other people's lives."
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06:05
That could be as simple
as making an introduction
as making an introduction
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Lahko je tako preprosto
kot, da predstavite
kot, da predstavite
dve osebi, ki lahko imata
koristi od poznanstva.
koristi od poznanstva.
06:07
between two people who could
benefit from knowing each other.
benefit from knowing each other.
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Lahko nekoga nekaj naučiš
ali mu daš povratne informacije.
ali mu daš povratne informacije.
06:10
It could be sharing your knowledge
or giving a little bit of feedback.
or giving a little bit of feedback.
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Lahko je celo nekaj
osnovnega, kot je ta obljuba:
osnovnega, kot je ta obljuba:
06:13
Or It might be even something
as basic as saying,
as basic as saying,
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06:16
"You know,
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"Veš, potrudil se bom in ugotovil,
06:17
I'm going to try and figure out
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če lahko prepoznam koga,
čigar delo ni nihče opazil."
čigar delo ni nihče opazil."
06:18
if I can recognize somebody
whose work has gone unnoticed."
whose work has gone unnoticed."
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06:22
And those five-minute favors
are really critical
are really critical
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Te petminutne obljube so kritičnega pomena
pri pomoči dajalcem, da si
postavijo meje in se zaščitijo.
postavijo meje in se zaščitijo.
06:24
to helping givers set boundaries
and protect themselves.
and protect themselves.
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06:27
The second thing that matters
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Drugo, kar je pomembno, je
06:29
if you want to build a culture
where givers succeed,
where givers succeed,
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če želite ustvariti okolje,
kjer dajalci uspejo,
kjer dajalci uspejo,
da potrebujete okolje,
kjer je iskanje pomoči norma;
kjer je iskanje pomoči norma;
06:31
is you actually need a culture
where help-seeking is the norm;
where help-seeking is the norm;
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kjer se lahko prosi.
06:34
where people ask a lot.
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06:36
This may hit a little too close
to home for some of you.
to home for some of you.
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To se bo morda nekaterim
od vas zdelo precej znano.
od vas zdelo precej znano.
[Ali morate biti v vseh odnosih
res vi tisti, ki dajete?]
res vi tisti, ki dajete?]
06:39
[So in all your relationships,
you always have to be the giver?]
you always have to be the giver?]
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(Smeh)
06:42
(Laughter)
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Kar je vidno pri uspešnih dajalcih,
06:43
What you see with successful givers
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06:45
is they recognize that it's OK
to be a receiver, too.
to be a receiver, too.
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je to, da se zavedajo, da je
v redu, če tudi prejemajo.
v redu, če tudi prejemajo.
06:48
If you run an organization,
we can actually make this easier.
we can actually make this easier.
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Če vodite organizacijo, lahko to olajšate.
Olajšamo lahko to, da
ljudje prosijo za pomoč.
ljudje prosijo za pomoč.
06:51
We can make it easier
for people to ask for help.
for people to ask for help.
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Z nekaj kolegi smo preučevali bolnišnice.
06:53
A couple colleagues and I
studied hospitals.
studied hospitals.
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Na nekaterih oddelkih so sestre
veliko prosile za pomoč,
veliko prosile za pomoč,
06:56
We found that on certain floors,
nurses did a lot of help-seeking,
nurses did a lot of help-seeking,
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na drugih pa bolj malo.
06:59
and on other floors,
they did very little of it.
they did very little of it.
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Faktor, ki je izstopal tam, kjer je
bilo iskanje pomoči pogosto,
bilo iskanje pomoči pogosto,
07:01
The factor that stood out on the floors
where help-seeking was common,
where help-seeking was common,
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kjer je bila to norma,
07:04
where it was the norm,
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1151
je bil, da je ena sestra
opravljala le eno delo;
opravljala le eno delo;
07:06
was there was just one nurse
whose sole job it was
whose sole job it was
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pomagala je drugim sestram na oddelku.
07:08
to help other nurses on the unit.
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07:10
When that role was available,
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Ko je bila ta vloga na voljo,
07:11
nurses said, "It's not embarrassing,
it's not vulnerable to ask for help --
it's not vulnerable to ask for help --
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so sestre rekle: "Ni sramotno,
nisi ranljiv, če prosiš za pomoč -
nisi ranljiv, če prosiš za pomoč -
pravzaprav je zaželeno."
07:15
it's actually encouraged."
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07:18
Help-seeking isn't important
just for protecting the success
just for protecting the success
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Iskanje pomoči ni pomembno
le za ohranjanje uspeha
le za ohranjanje uspeha
07:21
and the well-being of givers.
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in dobrega počutja dajalcev.
07:22
It's also critical to getting
more people to act like givers,
more people to act like givers,
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Bistvenega pomena je tudi
zato, da dobimo več dajalcev,
zato, da dobimo več dajalcev,
07:25
because the data say
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saj kot pravijo podatki,
07:26
that somewhere between 75 and 90 percent
of all giving in organizations
of all giving in organizations
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nekje med 75 % in 90 %
vsega dajanja v organizacijah
vsega dajanja v organizacijah
07:30
starts with a request.
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se začne s prošnjo.
07:31
But a lot of people don't ask.
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1448
Ampak veliko ljudi ne prosi.
07:33
They don't want to look incompetent,
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1748
Ne želijo izpasti nekompetentni,
07:35
they don't know where to turn,
they don't want to burden others.
they don't want to burden others.
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ne vedo, kam se obrniti,
ne želijo motiti drugih.
ne želijo motiti drugih.
07:38
Yet if nobody ever asks for help,
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Ampak, če nihče ne prosi za pomoč,
je v vaši organizaciji veliko
frustriranih dajalcev,
frustriranih dajalcev,
07:40
you have a lot of frustrated givers
in your organization
in your organization
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ki bi radi pristopili in pomagali,
07:42
who would love to step up and contribute,
194
450723
1983
če bi le vedeli, komu in kako.
07:44
if they only knew
who could benefit and how.
who could benefit and how.
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2166
07:47
But I think the most important thing,
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1798
Mislim pa, da je najpomembnejše,
07:49
if you want to build a culture
of successful givers,
of successful givers,
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če želite ustvariti
kulturo uspešnih dajalcev,
kulturo uspešnih dajalcev,
da ste previdni pri tem,
komu dovolite v svojo ekipo.
komu dovolite v svojo ekipo.
07:51
is to be thoughtful about who
you let onto your team.
you let onto your team.
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2802
07:54
I figured, you want a culture
of productive generosity,
of productive generosity,
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3016
Mislil sem, da če želiš kulturo
produktivne dobrosrčnosti,
produktivne dobrosrčnosti,
moraš zaposliti skupino dajalcev.
07:57
you should hire a bunch of givers.
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465601
1972
07:59
But I was surprised to discover, actually,
that that was not right --
that that was not right --
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Presenečen pa sem ugotovil,
da pravzaprav temu ni tako -
da pravzaprav temu ni tako -
08:03
that the negative impact
of a taker on a culture
of a taker on a culture
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negativen vpliv jemalcev v
kulturi je navadno
kulturi je navadno
08:06
is usually double to triple
the positive impact of a giver.
the positive impact of a giver.
203
474214
2869
dva- do trikrat bolj močen
kot pozitivni vpliv dajalcev.
kot pozitivni vpliv dajalcev.
08:09
Think about it this way:
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1150
Pomislite tako:
slabo jabolko lahko uniči cel zaboj,
08:10
one bad apple can spoil a barrel,
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1664
08:12
but one good egg
just does not make a dozen.
just does not make a dozen.
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480392
2826
eno dobro jajce pa ne naredi ducata.
08:15
I don't know what that means --
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1552
Ne vem, kaj to pomeni ...
08:17
(Laughter)
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485518
1119
(Smeh)
08:18
But I hope you do.
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1373
Upam pa, da vi veste.
08:20
No -- let even one taker into a team,
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3322
Ne - spustite le enega jemalca v skupino
08:23
and you will see that the givers
will stop helping.
will stop helping.
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2854
in videli boste, da bodo
dajalci nehali pomagati.
dajalci nehali pomagati.
08:26
They'll say, "I'm surrounded
by a bunch of snakes and sharks.
by a bunch of snakes and sharks.
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2930
Rekli bodo: "Obkroža me
skupina kač in morskih psov.
skupina kač in morskih psov.
Zakaj bi pomagal?"
08:29
Why should I contribute?"
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1366
08:30
Whereas if you let one giver into a team,
214
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1976
Če imate pa enega dajalca v skupini,
to ne pomeni eksplozije dobrosrčnosti.
08:32
you don't get an explosion of generosity.
215
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2122
08:35
More often, people are like,
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503138
1421
Večina ljudi si misli:
"Super! Ta oseba lahko
opravi vse naše delo."
opravi vse naše delo."
08:36
"Great! That person can do all our work."
217
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2138
08:39
So, effective hiring and screening
and team building
and team building
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2746
Učinkovito zaposlovanje,
preverjanje in gradnja ekipe
preverjanje in gradnja ekipe
08:41
is not about bringing in the givers;
219
509847
2136
torej ne pomeni, da pripeljemo dajalce,
08:44
it's about weeding out the takers.
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512007
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temveč da odstranimo jemalce.
08:47
If you can do that well,
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515036
1151
Če to dobro opravite,
boste imeli dajalce in izenačevalce.
boste imeli dajalce in izenačevalce.
08:48
you'll be left with givers and matchers.
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1942
Dajalci bodo dobrosrčni,
08:50
The givers will be generous
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1365
saj jim ne bo treba skrbeti o posledicah.
08:51
because they don't have to worry
about the consequences.
about the consequences.
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2634
In dobra stran izenačevalcev
je, da bodo sledili normi.
je, da bodo sledili normi.
08:54
And the beauty of the matchers
is that they follow the norm.
is that they follow the norm.
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08:57
So how do you catch a taker
before it's too late?
before it's too late?
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2768
Kako torej opaziti jemalca,
preden je prepozno?
preden je prepozno?
09:00
We're actually pretty bad
at figuring out who's a taker,
at figuring out who's a taker,
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2887
Pravzaprav smo precej slabi
pri ugotavljanju, kdo je jemalec,
pri ugotavljanju, kdo je jemalec,
09:03
especially on first impressions.
228
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1826
predvsem ob prvem stiku.
09:05
There's a personality trait
that throws us off.
that throws us off.
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2308
Ena osebnostna značilnost nas zmede.
09:07
It's called agreeableness,
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1305
Pravimo ji prijetnost,
09:09
one the major dimensions
of personality across cultures.
of personality across cultures.
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2621
ena izmed velikih dimenzij
osebnosti v vseh kulturah.
osebnosti v vseh kulturah.
09:11
Agreeable people are warm and friendly,
they're nice, they're polite.
they're nice, they're polite.
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539812
3485
Prijetni ljudje so topli in
prijateljski, so prijazni, so vljudni.
prijateljski, so prijazni, so vljudni.
09:15
You find a lot of them in Canada --
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1791
Veliko jih je v Kanadi -
09:17
(Laughter)
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545136
1603
(Smeh)
V bistvu je tam potekalo
državno tekmovanje
državno tekmovanje
09:18
Where there was actually
a national contest
a national contest
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3497
iskanja novega kanadskega
slogana z dokončanjem stavka,
slogana z dokončanjem stavka,
09:22
to come up with a new Canadian slogan
and fill in the blank,
and fill in the blank,
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3030
"Kanadski kot ..."
09:25
"As Canadian as ..."
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553338
1575
Mislil sem, da bo zmagovalec,
09:26
I thought the winning entry
was going to be,
was going to be,
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554937
2084
"Kanadski kot javorjev sirup,"
ali "... hokej."
ali "... hokej."
09:29
"As Canadian as maple syrup,"
or, "... ice hockey."
or, "... ice hockey."
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557045
2471
Ampak ne, Kanadčani so glasovali,
da bo njihov nov slogan -
da bo njihov nov slogan -
09:31
But no, Canadians voted
for their new national slogan to be --
for their new national slogan to be --
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2985
ne šalim se -
09:34
I kid you not --
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1161
"Kanadski kot je možno,
glede na okoliščine."
glede na okoliščine."
09:35
"As Canadian as possible
under the circumstances."
under the circumstances."
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2431
(Smeh)
09:38
(Laughter)
243
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3213
09:42
Now for those of you
who are highly agreeable,
who are highly agreeable,
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2371
Tisti, ki ste izredno prijetni
ali morda deloma Kanadčani,
09:44
or maybe slightly Canadian,
245
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1393
vam je takoj jasno.
09:45
you get this right away.
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1373
Kako lahko rečem, da sem nekaj,
09:47
How could I ever say I'm any one thing
247
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1817
če pa se ves čas prilagajam,
da ugodim drugim ljudem?
da ugodim drugim ljudem?
09:49
when I'm constantly adapting
to try to please other people?
to try to please other people?
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2826
09:52
Disagreeable people do less of it.
249
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1823
Neprijetni ljudje niso taki.
09:54
They're more critical,
skeptical, challenging,
skeptical, challenging,
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2937
So bolj kritični, skeptični, kljubovalni
09:57
and far more likely than their peers
to go to law school.
to go to law school.
251
585208
3054
in bolj pogosto kot sovrstniki
se odločajo za študij prava.
se odločajo za študij prava.
10:00
(Laughter)
252
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1143
(Smeh)
10:01
That's not a joke,
that's actually an empirical fact.
that's actually an empirical fact.
253
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2655
To ni šala, to je empirično dejstvo.
(Smeh)
10:04
(Laughter)
254
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1059
Vedno sem predvideval,
da so prijetni ljudje dajalci
da so prijetni ljudje dajalci
10:05
So I always assumed
that agreeable people were givers
that agreeable people were givers
255
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2549
10:07
and disagreeable people were takers.
256
595788
1947
in neprijetni ljudje jemalci.
10:09
But then I gathered the data,
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597759
1430
Potem pa sem zbral podatke
in presenečen ugotovil, da med
temi lastnostmi ni povezave,
temi lastnostmi ni povezave,
10:11
and I was stunned to find
no correlation between those traits,
no correlation between those traits,
258
599213
3113
10:14
because it turns out
that agreeableness-disagreeableness
that agreeableness-disagreeableness
259
602350
2659
saj se je izkazalo, da sta prijetnost
oz. neprijetnost le maski:
oz. neprijetnost le maski:
10:17
is your outer veneer:
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605033
1163
Kako prijeten si v medsebojnih stikih?
10:18
How pleasant is it to interact with you?
261
606220
1941
Medtem ko dajanje in prejemanje
izvirata iz notranjosti:
izvirata iz notranjosti:
10:20
Whereas giving and taking
are more of your inner motives:
are more of your inner motives:
262
608185
2692
Kaj so vaše vrednote?
Kaj so vaši nameni z drugimi?
Kaj so vaši nameni z drugimi?
10:22
What are your values?
What are your intentions toward others?
What are your intentions toward others?
263
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2892
Če želite človeka oceniti pravilno,
10:25
If you really want to judge
people accurately,
people accurately,
264
613817
2192
morate priti do trenutka, na katerega
čakajo vsi svetovalci v prostoru
čakajo vsi svetovalci v prostoru
10:28
you have to get to the moment every
consultant in the room is waiting for,
consultant in the room is waiting for,
265
616033
3517
in narisati 2x2 tabelo.
10:31
and draw a two-by-two.
266
619574
1165
(Smeh)
10:32
(Laughter)
267
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2098
10:37
The agreeable givers are easy to spot:
268
625648
2007
Prijetne dajalce je lahko prepoznati:
10:39
they say yes to everything.
269
627679
2634
z vsem se strinjajo.
10:43
The disagreeable takers
are also recognized quickly,
are also recognized quickly,
270
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2873
Tudi neprijetne jemalce opazimo hitro,
10:46
although you might call them
by a slightly different name.
by a slightly different name.
271
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3907
ampak imenovali bi jih nekoliko drugače.
10:50
(Laughter)
272
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1864
(Smeh)
10:53
We forget about the other
two combinations.
two combinations.
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2072
Pozabljamo na drugi dve kombinaciji.
10:55
There are disagreeable givers
in our organizations.
in our organizations.
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3335
V organizacijah so neprijetni dajalci.
10:59
There are people who are gruff
and tough on the surface
and tough on the surface
275
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2641
So ljudje, ki so osorni in močni na zunaj,
v sebi pa želijo vsem le najboljše.
11:01
but underneath have
others' best interests at heart.
others' best interests at heart.
276
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2538
11:05
Or as an engineer put it,
277
653089
1363
Kot je rekel nek inženir:
11:06
"Oh, disagreeable givers --
278
654476
1606
"Oh, neprijetni dajalci ...
kot nekdo s slabim uporabniškim vmesnikom,
ampak odličnim operacijskim sistemom.
ampak odličnim operacijskim sistemom.
11:08
like somebody with a bad user interface
but a great operating system."
but a great operating system."
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11:12
(Laughter)
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(Smeh)
11:13
If that helps you.
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Če vam to kaj pomaga.
11:14
(Laughter)
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(Smeh)
11:16
Disagreeable givers are the most
undervalued people in our organizations,
undervalued people in our organizations,
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Neprijetni dajalci so ljudje, ki jih v
organizacijah najbolj podcenjujemo,
organizacijah najbolj podcenjujemo,
11:19
because they're the ones
who give the critical feedback
who give the critical feedback
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saj so to tisti, ki podajo
negativno oceno,
negativno oceno,
ki je nihče ne želi slišati,
vsak pa jo mora prejeti.
vsak pa jo mora prejeti.
11:22
that no one wants to hear
but everyone needs to hear.
but everyone needs to hear.
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Veliko bolj bi morali ceniti take ljudi,
11:25
We need to do a much better job
valuing these people
valuing these people
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ne pa da jih takoj odpišemo
11:27
as opposed to writing them off early,
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in rečemo: "Ah, nekoliko občutljiv,
11:29
and saying, "Eh, kind of prickly,
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11:31
must be a selfish taker."
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najbrž je sebičen jemalec."
11:33
The other combination we forget about
is the deadly one --
is the deadly one --
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Druga kombinacija, na katero
pozabljamo, je smrtonosna -
pozabljamo, je smrtonosna -
prijeten jemalec, poznan tudi kot slepar.
11:36
the agreeable taker,
also known as the faker.
also known as the faker.
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11:40
This is the person
who's nice to your face,
who's nice to your face,
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To je oseba, ki je do vas prijazna,
a vam bo zarila nož v hrbet.
11:42
and then will stab you right in the back.
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11:44
(Laughter)
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(Smeh)
11:46
And my favorite way to catch
these people in the interview process
these people in the interview process
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Moj najljubši način, da ujamem
te ljudi med razgovorom,
te ljudi med razgovorom,
11:49
is to ask the question,
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je, da jih vprašam:
11:51
"Can you give me the names of four people
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"Ali mi naštejete štiri ljudi,
11:53
whose careers you have
fundamentally improved?"
fundamentally improved?"
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ki ste jim temeljito izboljšali kariero?
11:56
The takers will give you four names,
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Jemalci bodo našteli štiri ljudi
11:58
and they will all be more
influential than them,
influential than them,
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in vsi bodo bolj vplivni kot jemalci sami,
12:01
because takers are great at kissing up
and then kicking down.
and then kicking down.
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saj jemalci so odlični pri
prilizovanju in nato vas poteptajo.
prilizovanju in nato vas poteptajo.
12:04
Givers are more likely to name people
who are below them in a hierarchy,
who are below them in a hierarchy,
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Dajalci bodo bolj verjetno podali
imena ljudi, ki so pod njimi,
imena ljudi, ki so pod njimi,
12:08
who don't have as much power,
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ki nimajo toliko moči,
12:09
who can do them no good.
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ki jim nič ne koristijo.
In priznajmo si, o karakterju
osebe se lahko veliko naučimo,
osebe se lahko veliko naučimo,
12:11
And let's face it, you all know
you can learn a lot about character
you can learn a lot about character
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če jo opazujemo, kako
se obnaša do natakarja
se obnaša do natakarja
12:14
by watching how someone
treats their restaurant server
treats their restaurant server
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ali do voznika taksija.
12:17
or their Uber driver.
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12:19
So if we do all this well,
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Če smo dobri pri tem,
12:20
if we can weed takers
out of organizations,
out of organizations,
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če odstranimo jemalce iz organizacije,
če spodbujamo spraševanje po pomoči,
12:22
if we can make it safe to ask for help,
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12:24
if we can protect givers from burnout
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če zavarujemo dajalce, da ne izgorijo
12:26
and make it OK for them to be ambitious
in pursuing their own goals
in pursuing their own goals
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in odobrimo njihovo ambicioznost
in željo bo doseganju ciljev,
in željo bo doseganju ciljev,
12:29
as well as trying to help other people,
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kot tudi željo po pomoči drugim ljudem,
12:32
we can actually change the way
that people define success.
that people define success.
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lahko spremenimo definicijo uspeha.
12:35
Instead of saying it's all about
winning a competition,
winning a competition,
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Namesto, da rečemo, da je vse
tekmovanje in da gre za zmago,
tekmovanje in da gre za zmago,
12:38
people will realize success
is really more about contribution.
is really more about contribution.
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se bodo ljudje zavedli, da gre
pri uspehu bolj za prispevanje.
pri uspehu bolj za prispevanje.
Verjamem, da je najbolj
smiseln način uspeha ta,
smiseln način uspeha ta,
12:42
I believe that the most
meaningful way to succeed
meaningful way to succeed
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da pomagamo drugim ljudem uspeti.
12:45
is to help other people succeed.
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12:47
And if we can spread that belief,
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In če bo ta ideja zaokrožila,
12:48
we can actually turn paranoia upside down.
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lahko obrnemo paranojo na glavo.
12:51
There's a name for that.
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To ima ime.
12:52
It's called "pronoia."
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To imenujemo "pronoja"
12:55
Pronoia is the delusional belief
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Pronoja je blodno prepričanje,
12:56
that other people
are plotting your well-being.
are plotting your well-being.
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da drugi načrtujejo,
da se boste dobro počutili.
da se boste dobro počutili.
12:59
(Laughter)
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(Smeh)
13:02
That they're going around behind your back
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Da za vašimi hrbti
13:05
and saying exceptionally
glowing things about you.
glowing things about you.
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govorijo izredno bleščeče stvari o vas.
13:09
The great thing about a culture of givers
is that's not a delusion --
is that's not a delusion --
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Dobra stvar kulture
dajalcev je, da ni blodnja;
dajalcev je, da ni blodnja;
13:13
it's reality.
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je resničnost.
13:15
I want to live in a world
where givers succeed,
where givers succeed,
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Želim živeti v svetu, kjer dajalci uspejo
13:18
and I hope you will help me
create that world.
create that world.
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in upam, da mi boste
uspeli ustvariti tak svet.
uspeli ustvariti tak svet.
Hvala.
13:20
Thank you.
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(Aplavz)
13:21
(Applause)
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ABOUT THE SPEAKER
Adam Grant - Organizational psychologistAfter years of studying the dynamics of success and productivity in the workplace, Adam Grant discovered a powerful and often overlooked motivator: helping others.
Why you should listen
In his groundbreaking book Give and Take, top-rated Wharton professor Adam Grant upended decades of conventional motivational thinking with the thesis that giving unselfishly to colleagues or clients can lead to one’s own long-term success. Grant’s research has led hundreds of advice seekers (and HR departments) to his doorstep, and it’s changing the way leaders view their workforces.
Grant's book Originals: How Non-Conformists Move the World examines how unconventional thinkers overturn the status quo and champion game-changing ideas.
Grant is the host of the TED original podcast WorkLife, taking us inside unconventional workplaces to explore the ideas we can all use to make work more meaningful and creative.
Adam Grant | Speaker | TED.com