TED Salon Brightline Initiative
Amy Edmondson: How to turn a group of strangers into a team
艾米 · 埃德蒙森: 如何将一群陌生人变为一个团队
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Readability: 3.9
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商学院教授艾米 · 埃德蒙森 (Amy Edmondson) 研究了“团队合作”，即人们迅速、暂时地聚在一起，以解决新的、紧迫的或不寻常的问题。通过回顾有关团队合作的故事，比如2010年在智利对困在半英里地下的33名矿工进行的令人难以置信的营救，埃德蒙森分享了将一群陌生人转变成能灵活应对挑战的快速思考的团队所需的要素。
Amy Edmondson - Leadership expert
Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School, studies people and teams seeking to make a positive difference through the work they do. Full bio
Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School, studies people and teams seeking to make a positive difference through the work they do. Full bio
Double-click the English transcript below to play the video.
00:12
It's August 5, 2010.
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2010年8月5日，
00:16
A massive collapse at the San José
Copper Mine in Northern Chile
Copper Mine in Northern Chile
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在智利北部的圣何塞铜矿，
一场巨大的坍塌
一场巨大的坍塌
00:20
has left 33 men trapped half a mile --
that's two Empire State Buildings --
that's two Empire State Buildings --
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使得33个人被困在了半英里深的地下
——相当于两个帝国大厦的深度——
——相当于两个帝国大厦的深度——
头顶是世界上最坚硬的岩石。
00:26
below some of the hardest
rock in the world.
rock in the world.
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00:30
They will find their way to a small refuge
designed for this purpose,
designed for this purpose,
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被困人员会前往一个
预先设计好的小型避难所，
预先设计好的小型避难所，
00:35
where they will find intense heat, filth
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那里酷热，肮脏，
00:39
and about enough food
for two men for 10 days.
for two men for 10 days.
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保存着只够两个人维持10天的食物。
地面上的专家很快就发现，
00:43
Aboveground, it doesn't take long
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他们找不出可行的营救方案。
00:46
for the experts to figure out
that there is no solution.
that there is no solution.
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00:50
No drilling technology in the industry
is capable of getting through rock
is capable of getting through rock
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没有任何现成的钻孔技术
能够在有限的时间内
能够在有限的时间内
00:56
that hard and that deep
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在这样的深度打通如此坚硬的石头，
将被困人员活着救出来。
00:58
fast enough to save their lives.
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01:02
It's not exactly clear
where the refuge is.
where the refuge is.
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人们不确定地下避难所的位置，
01:06
It's not even clear
if the miners are alive.
if the miners are alive.
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也不确定矿工们是否还活着。
01:10
And it's not even clear who's in charge.
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甚至都不知道相关负责人是谁。
01:12
Yet, within 70 days, all 33 of these men
will be brought to the surface alive.
will be brought to the surface alive.
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但是，在70天内，
所有33人都会活着回到地面。
所有33人都会活着回到地面。
01:19
This remarkable story is a case study
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这一非凡的故事，是一起关于
团队合作力量的案例分析。
01:22
in the power of teaming.
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01:24
So what's "teaming"?
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那么“团队合作”是什么？
01:26
Teaming is teamwork on the fly.
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团队合作是高效的互相配合。
它是与各种各样的人
进行协调和合作，
进行协调和合作，
01:28
It's coordinating
and collaborating with people
and collaborating with people
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01:30
across boundaries of all kinds --
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跨过各种障碍——
专业知识，距离，时区，
所有你能想到的——
所有你能想到的——
01:32
expertise, distance,
time zone, you name it --
time zone, you name it --
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来完成工作。
01:37
to get work done.
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对比你最喜欢的运动队，
因为这是不一样的。
因为这是不一样的。
01:39
Think of your favorite sports team,
because this is different.
because this is different.
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运动队需要协作：那种魔力，
那些扭转局势的操作。
那些扭转局势的操作。
01:42
Sports teams work together: that magic,
those game-saving plays.
those game-saving plays.
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01:47
Now, sports teams win
because they practice.
because they practice.
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不过运动队会获胜，
是因为他们平时在练习。
是因为他们平时在练习。
01:51
But you can only practice
if you have the same members over time.
if you have the same members over time.
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但你只能在有着同样队友的
情况下进行那样的练习。
情况下进行那样的练习。
01:56
And so you can think of teaming ...
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所以你可以想想团队合作……
01:58
Sports teams embody
the definition of a team,
the definition of a team,
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运动队符合一个队伍的定义，
02:01
the formal definition.
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正式的定义。
02:03
It's a stable, bounded,
reasonably small group of people
reasonably small group of people
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这是一组稳定，联系着的，
相对比较小的一组人。
相对比较小的一组人。
02:07
who are interdependent
in achieving a shared outcome.
in achieving a shared outcome.
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他们互相依靠，以达到共享的结果。
02:10
You can think of teaming
as a kind of pickup game in the park,
as a kind of pickup game in the park,
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你可以把团队合作想成
在公园里的临时发起的比赛，
在公园里的临时发起的比赛，
02:14
in contrast to the formal,
well-practiced team.
well-practiced team.
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而非专业的，训练充足的队伍。
02:17
Now, which one is going
to win in a playoff?
to win in a playoff?
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那么，哪一队会在比赛中胜出呢？
02:19
The answer is obvious.
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答案显而易见。
02:21
So why do I study teaming?
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所以我为什么要研究团队合作呢？
02:24
It's because it's the way
more and more of us have to work today.
more and more of us have to work today.
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因为在今天，我们越来越多地
需要以这种方式工作。
需要以这种方式工作。
02:29
With 24/7 global fast-paced operations,
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在每天24小时运营的
快节奏的全球企业中，
快节奏的全球企业中，
有着疯狂改变的计划表，
02:33
crazy shifting schedules
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02:36
and ever-narrower expertise,
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和越发细分的专业，
02:38
more and more of us have to work
with different people all the time
with different people all the time
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越来越多的时候，我们需要
和其他不同的人
和其他不同的人
一起合作，来完成工作。
02:42
to get our work done.
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我们无法奢望一个稳定的团队。
02:43
We don't have the luxury of stable teams.
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02:46
Now, when you can have that luxury,
by all means do it.
by all means do it.
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如果可以的话，务必要这样做。
02:50
But increasingly for a lot
of the work we do today,
of the work we do today,
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但今天的许多工作
02:53
we don't have that option.
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却无法提供这样的条件。
02:54
One place where this is true is hospitals.
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比如，医院。
02:57
This is where I've done
a lot of my research over the years.
a lot of my research over the years.
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多年来我的很多研究
都是在这里进行的。
都是在这里进行的。
03:00
So it turns out hospitals
have to be open 24/7.
have to be open 24/7.
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医院必须24小时开放。
03:06
And patients -- well,
they're all different.
they're all different.
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而病人们——他们的情况各不相同。
03:09
They're all different
in complicated and unique ways.
in complicated and unique ways.
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以独特而复杂的方式不同。
03:12
The average hospitalized patient is seen
by 60 or so different caregivers
by 60 or so different caregivers
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平均每个病人在住院期间
会被60多人照看。
03:18
throughout his stay.
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03:20
They come from different shifts,
different specialties,
different specialties,
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他们来自不同班次，
03:23
different areas of expertise,
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有着不同的背景和专业，
可能甚至都不知道彼此的名字。
03:27
and they may not even
know each other's name.
know each other's name.
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但为了病人他们必须互相合作。
03:29
But they have to coordinate in order
for the patient to get great care.
for the patient to get great care.
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03:33
And when they don't,
the results can be tragic.
the results can be tragic.
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而如果他们不这样做，
就会有惨剧发生。
就会有惨剧发生。
03:36
Of course, in teaming,
the stakes aren't always life and death.
the stakes aren't always life and death.
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当然，在团队合作中，
并不总是涉及生死。
并不总是涉及生死。
03:40
Consider what it takes
to create an animated film,
to create an animated film,
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想想当你需要做
一部获奖的动画电影时
一部获奖的动画电影时
会经历什么。
03:44
an award-winning animated film.
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03:46
I had the good fortune
to go to Disney Animation
to go to Disney Animation
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我有幸去过迪士尼动画公司，
03:49
and study over 900 scientists, artists,
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并且研究了超过900位
科学家和艺术家，
科学家和艺术家，
故事讲述人，电脑专家，
03:54
storytellers, computer scientists
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03:57
as they teamed up in constantly
changing configurations
changing configurations
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研究他们如何在不断变化的
人员配置中通过团队合作
人员配置中通过团队合作
04:01
to create amazing outcomes like "Frozen."
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来制造出像《冰雪奇缘》
一样伟大的作品。
一样伟大的作品。
04:04
They just work together,
and never the same group twice,
and never the same group twice,
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他们就是在一起工作，
从来没有两组人是同样的，
从来没有两组人是同样的，
谁都不知道接下来会发生什么。
04:08
not knowing what's going to happen next.
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04:11
Now, taking care of patients
in the emergency room
in the emergency room
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在急救室照顾病人
04:14
and designing an animated film
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与设计动画电影
显然是截然不同的工作。
04:17
are obviously very different work.
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但在差异之下，他们
又有很多相似之处。
又有很多相似之处。
04:19
Yet underneath the differences,
they have a lot in common.
they have a lot in common.
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你必须在不同的时间
获得不同的专业知识，
获得不同的专业知识，
04:23
You have to get different expertise
at different times,
at different times,
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04:26
you don't have fixed roles,
you don't have fixed deliverables,
you don't have fixed deliverables,
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你没有固定角色，没有固定交付任务，
04:30
you're going to be doing a lot of things
that have never been done before,
that have never been done before,
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你会做一些你从未做过的事情，
还不能在一个固定团队中实现。
04:33
and you can't do it in a stable team.
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04:36
Now, this way of working isn't easy,
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这种工作方式并不简单，
但像我说的，这是越来越多的人
必需的工作方式，
必需的工作方式，
04:40
but as I said, it's more and more
the way many of us have to work,
the way many of us have to work,
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所以我们必须理解它。
04:43
so we have to understand it.
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我认为，对于复杂和不可预测的工作
04:45
And I would argue
that it's especially needed
that it's especially needed
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04:49
for work that's complex and unpredictable
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和解决大问题来说，
这是特别必要的。
04:51
and for solving big problems.
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联合利华首席执行官
保罗 · 波尔曼说得很好，
保罗 · 波尔曼说得很好，
04:53
Paul Polman, the Unilever CEO,
put this really well
put this really well
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他说：“我们今天面临的问题
是如此巨大，如此具有挑战性，
是如此巨大，如此具有挑战性，
04:56
when he said, "The issues we face today
are so big and so challenging,
are so big and so challenging,
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很明显，我们不能单独行动，
05:01
it becomes quite clear
we can't do it alone,
we can't do it alone,
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05:03
and so there is a certain humility
in knowing you have to invite people in."
in knowing you have to invite people in."
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所以在知道你必须邀请人们进来的
时候，你会有一种谦逊的态度。”
时候，你会有一种谦逊的态度。”
05:07
Issues like food or water scarcity
cannot be done by individuals,
cannot be done by individuals,
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像粮食和水资源短缺这样的问题
是不能由个人来解决的，
是不能由个人来解决的，
05:14
even by single companies,
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甚至是单个公司，
05:15
even by single sectors.
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单个部门。
05:17
So we're reaching out
to team across big teaming,
to team across big teaming,
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所以我们正在与团队进行大的合作，
05:22
grand-scale teaming.
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大规模的合作。
05:24
Take the quest for smart cities.
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以智慧城市为例。
05:27
Maybe you've seen some of the rhetoric:
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也许你见过一些修辞：
05:29
mixed-use designs,
zero net energy buildings,
zero net energy buildings,
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多功能设计，零能耗建筑，
05:33
smart mobility,
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智能移动，
绿色宜居，美好的城市。
05:35
green, livable, wonderful cities.
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05:39
We have the vocabulary,
we have the visions,
we have the visions,
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我们有词汇，我们有愿景，
更别说需求。
05:42
not to mention the need.
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05:44
We have the technology.
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我们有技术。
有两个大趋势——
05:45
Two megatrends --
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城市化，我们快速的变成
越发城市化的星球，
越发城市化的星球，
05:47
urbanization, we're fast
becoming a more urban planet,
becoming a more urban planet,
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以及气候变化——
05:50
and climate change --
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05:51
have been increasingly pointing to cities
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它们越来越多的指向城市，
05:54
as a crucial target for innovation.
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成为创新的关键目标。
05:57
And now around the world
in various locations,
in various locations,
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而现在在世界各地不同的地点，
05:59
people have been teaming up
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人们组成团队
来设计和尝试创造
绿色，宜居，智能的城市。
绿色，宜居，智能的城市。
06:01
to design and try to create
green, livable, smart cities.
green, livable, smart cities.
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06:06
It's a massive innovation challenge.
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这是个巨大的创新挑战。
06:09
To understand it better,
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为了更好理解这点，
06:11
I studied a start-up --
a smart-city software start-up --
a smart-city software start-up --
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我研究了一家初创公司——
一家智能城市的软件初创公司——
一家智能城市的软件初创公司——
06:16
as it teamed up
with a real estate developer,
with a real estate developer,
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它与一个房地产开发商，
06:19
some civil engineers,
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一些土木工程师，
06:21
a mayor,
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一个市长，
06:23
an architect, some builders,
some tech companies.
some tech companies.
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一个建筑师，一些建筑商，
和一些科技公司合作。
和一些科技公司合作。
06:27
Their goal was to build
a demo smart city from scratch.
a demo smart city from scratch.
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他们的目标是从零开始建立一个
演示版的智能城市。
演示版的智能城市。
06:32
OK. Five years into the project,
not a whole lot had happened.
not a whole lot had happened.
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好的。项目进行了五年，
并没有多大进度。
并没有多大进度。
六年，仍然没有破土动工。
06:37
Six years, still no ground broken.
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06:41
It seemed that teaming
across industry boundaries
across industry boundaries
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似乎跨产业的团队合作
非常，非常难。
06:44
was really, really hard.
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06:48
OK, so ...
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好的。那么……
06:50
We had inadvertently discovered
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我们在这一项目中
06:53
what I call "professional culture clash"
with this project.
with this project.
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无意间发现了我称之为
“职业文化冲突”的现象。
“职业文化冲突”的现象。
软件工程师和房地产开发商
06:57
You know, software engineers
and real estate developers
and real estate developers
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有着不同的思维——
07:01
think differently --
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07:03
really differently:
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非常不同：
不同价值观，不同的时间框架——
时间框架是很重要的一点——
时间框架是很重要的一点——
07:04
different values, different time frames --
time frames is a big one --
time frames is a big one --
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07:09
and different jargon, different language.
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以及不同的行话，不同的语言。
07:12
And so they don't always see eye to eye.
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所以他们并不总是意见一致。
07:15
I think this is a bigger problem
than most of us realize.
than most of us realize.
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我认为这是我们大多数人都没有
意识到的一个更大的问题。
意识到的一个更大的问题。
事实上，我认为专业间的文化冲突
07:19
In fact, I think
professional culture clash
professional culture clash
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07:23
is a major barrier to building
the future that we aspire to build.
the future that we aspire to build.
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是建设我们渴望建立的
未来的主要障碍。
未来的主要障碍。
这就变成了一个
我们必须理解的问题，
我们必须理解的问题，
07:28
And so it becomes a problem
that we have to understand,
that we have to understand,
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一个我们必须找到解决方法的问题。
07:31
a problem that we have
to figure out how to crack.
to figure out how to crack.
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那么，你如何才能确保团队合作能够
顺利进行，尤其是大团队？
顺利进行，尤其是大团队？
07:35
So how do you make sure teaming goes well,
especially big teaming?
especially big teaming?
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07:39
This is the question I've been trying
to solve for a number of years
to solve for a number of years
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这就是我在许多年的研究中，
在不同的工作场所
07:43
in many different workplaces
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尝试解决的问题。
07:44
with my research.
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07:46
Now, to begin to get just a glimpse
of the answer to this question,
of the answer to this question,
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要想对这个问题有初步的了解，
让我们回到智利。
07:50
let's go back to Chile.
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07:52
In Chile, we witnessed 10 weeks of teaming
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在智利，我们见证了
10周的团队合作，
10周的团队合作，
涉及到几百位来自
07:57
by hundreds of individuals
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不同职业，不同公司，
07:59
from different professions,
different companies,
different companies,
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不同领域，甚至不同国家的人。
08:02
different sectors, even different nations.
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而随着这个过程的展开，
08:04
And as this process unfolded,
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他们有了很多想法，
进行了多次尝试，
进行了多次尝试，
08:08
they had lots of ideas,
they tried many things,
they tried many things,
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他们实验了，又失败了，
08:12
they experimented, they failed,
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08:15
they experienced
devastating daily failure,
devastating daily failure,
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他们每天都经历着毁灭性的失败，
但又会爬起来，坚持着，
08:18
but they picked up, persevered,
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继续前进。
08:20
and went on forward.
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08:22
And really, what we witnessed there
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而事实上，我们所看到的是，
面对未来真正的挑战，
08:27
was they were able to be humble
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08:29
in the face of the very
real challenge ahead,
real challenge ahead,
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他们能够保持谦逊，
08:33
curious -- all of these
diverse individuals,
diverse individuals,
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充满好奇——所有这些不同的人，
08:35
diverse expertise especially,
nationality as well,
nationality as well,
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尤其是有着不同的专业和国籍，
都对彼此带来的东西很好奇。
08:38
were quite curious about
what each other brings.
what each other brings.
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而且他们愿意承担风险来了解
哪些方法可能有效。
哪些方法可能有效。
08:40
And they were willing to take risks
to learn fast what might work.
to learn fast what might work.
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08:44
And ultimately, 17 days
into this remarkable story,
into this remarkable story,
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而最终，在这个故事发生的第17天，
08:50
ideas came from everywhere.
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来自世界各地的点子接踵而至。
它们来自安德烈 · 苏加瑞特，
他是一个杰出的采矿工程师，
他是一个杰出的采矿工程师，
08:51
They came from André Sougarret,
who is a brilliant mining engineer
who is a brilliant mining engineer
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08:55
who was appointed by the government
to lead the rescue.
to lead the rescue.
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受政府指派领导救援。
它们来自美国国家航空航天局。
08:58
They came from NASA.
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08:59
They came from Chilean Special Forces.
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它们来自智利特种部队。
09:03
They came from volunteers
around the world.
around the world.
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它们来自全世界的志愿者们。
而当我们中的许多人，
包括我自己，从远处观察着，
包括我自己，从远处观察着，
09:05
And while many of us,
including myself, watched from afar,
including myself, watched from afar,
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09:10
these folks made slow,
painful progress through the rock.
painful progress through the rock.
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这些人正在岩石中
缓慢而痛苦地前进。
缓慢而痛苦地前进。
09:14
On the 17th day, they
broke through to the refuge.
broke through to the refuge.
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在第17天，他们成功进入了避难所。
09:18
It's just a remarkable moment.
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这是个激动人心的时刻。
09:20
And with just a very small incision,
they were able to find it
they were able to find it
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而只用一个小小的切口，他们便能
利用许多实验技巧来找到避难所。
09:25
through a bunch
of experimental techniques.
of experimental techniques.
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09:27
And then for the next 53 days,
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而之后的53天里，
09:30
that narrow lifeline would be the path
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这一狭窄的生命通道会成为
食物、药品与交流的通道，
09:34
where food and medicine
and communication would travel,
and communication would travel,
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09:38
while aboveground, for 53 more days,
they continued the teaming
they continued the teaming
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而在地上，在53天里，
他们继续着团队合作，
他们继续着团队合作，
09:42
to find a way to create a much larger hole
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来找出一个制造更大洞口的方法，
09:46
and also to design a capsule.
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并且设计一个舱室。
这就是那个舱室。
09:49
This is the capsule.
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09:50
And then on the 69th day,
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而之后，在第69天，
经历了超过22个小时痛苦的努力，
09:53
over 22 painstaking hours,
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09:56
they managed to pull
the miners out one by one.
the miners out one by one.
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他们终于能够将矿工们
一个一个拉出来。
一个一个拉出来。
09:59
So how did they overcome
professional culture clash?
professional culture clash?
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那么他们究竟是如何克服
职业文化冲突的呢？
职业文化冲突的呢？
我会用一个词概括：领导力。
不过让我更详细的解释一下。
不过让我更详细的解释一下。
10:02
I would say in a word, it's leadership,
but let me be more specific.
but let me be more specific.
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当团队合作顺利时，
10:06
When teaming works,
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10:08
you can be sure that some leaders,
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你可以肯定有些领导者，
10:11
leaders at all levels,
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不同层级的领导者，
10:13
have been crystal clear
that they don't have the answers.
that they don't have the answers.
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非常清楚他们自己没有答案。
10:16
Let's call this "situational humility."
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让我们把这称为“情境谦虚”。
10:18
It's appropriate humility.
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这是适当的谦逊。
10:20
We don't know how to do it.
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我们不知道该怎样做。
10:21
You can be sure, as I said before,
people were very curious,
people were very curious,
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你可以确定，就像我之前
说的一样，人们很好奇，
说的一样，人们很好奇，
而这一情境中的谦虚
10:24
and this situational humility
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10:26
combined with curiosity
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与好奇心结合起来，
10:29
creates a sense of psychological safety
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创造了一种心理安全感，
使得你可以与陌生人
一起承担风险。
一起承担风险。
10:31
that allows you take risks with strangers,
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10:33
because let's face it:
it's hard to speak up, right?
it's hard to speak up, right?
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因为我们要直面它：
开口总是很难，对吧？
开口总是很难，对吧？
寻求帮助绝非易事。
10:37
It's hard to ask for help.
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如果你并不是很了解别人，
10:38
It's hard to offer an idea
that might be a stupid idea
that might be a stupid idea
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你很难说出一个可能愚蠢的想法。
10:42
if you don't know people very well.
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你需要心理安全感来这么做。
10:44
You need psychological safety to do that.
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10:47
They overcame what I like to call
the basic human challenge:
the basic human challenge:
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他们跨越了我称作
基本人类挑战的东西：
基本人类挑战的东西：
如果你已经知道了，
就很难继续学习。
就很难继续学习。
10:52
it's hard to learn if you already know.
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10:55
And unfortunately, we're hardwired
to think we know.
to think we know.
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而不幸的是，我们天生就
倾向于认为自己知道。
倾向于认为自己知道。
10:58
And so we've got to remind ourselves --
and we can do it --
and we can do it --
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所以，我们需要提醒自己——
我们能做到这点——
我们能做到这点——
要充满好奇心；
11:02
to be curious;
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要好奇其他人能带来的东西。
11:03
to be curious about what others bring.
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11:05
And that curiosity can also spawn
a kind of generosity of interpretation.
a kind of generosity of interpretation.
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5643
这种好奇心也能产生
一种慷慨的解释。
一种慷慨的解释。
11:11
But there's another barrier,
and you all know it.
and you all know it.
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但还有另一个障碍，
而你们都知道它。
而你们都知道它。
11:14
You wouldn't be in this room
if you didn't know it.
if you didn't know it.
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如果你不知道，
你就不会在这个房间里。
你就不会在这个房间里。
而要想解释它，我想引用电影
《力争上游》里的一句话：
《力争上游》里的一句话：
11:17
And to explain it, I'm going to quote
from the movie "The Paper Chase."
from the movie "The Paper Chase."
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顺便说一句，这是好莱坞认为的
11:20
This, by the way, is what Hollywood thinks
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一个哈佛教授应该具备的形象。
11:22
a Harvard professor
is supposed to look like.
is supposed to look like.
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你们自行评判。
11:24
You be the judge.
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在这一著名场景中的教授，
11:26
The professor in this famous scene,
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他正在欢迎新的学生，
11:28
he's welcoming the new 1L class,
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而他说：“朝左看看。朝右看看。
11:31
and he says, "Look to your left.
Look to your right.
Look to your right.
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你们中的一个明年不会在这里了。”
11:33
one of you won't be here next year."
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他们听到了什么消息呢？
“不是我就是你。”
“不是我就是你。”
11:35
What message did they hear?
"It's me or you."
"It's me or you."
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11:39
For me to succeed, you must fail.
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如果我要成功，你必须失败。
现在，我并不认为许多组织
会像那样欢迎新人了，
会像那样欢迎新人了，
11:41
Now, I don't think too many organizations
welcome newcomers that way anymore,
welcome newcomers that way anymore,
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不过，许多时候，人们在进入组织时
依然会听到这条关于稀缺性的信息。
依然会听到这条关于稀缺性的信息。
11:45
but still, many times people arrive
with that message of scarcity anyway.
with that message of scarcity anyway.
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不是我就是你。
11:50
It's me or you.
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如果你不小心将别人视为竞争对手，
那你就很难与他们合作。
那你就很难与他们合作。
11:52
It's awfully hard to team if you
inadvertently see others as competitors.
inadvertently see others as competitors.
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所以我们也需要克服这一点。
11:56
So we have to overcome that one as well,
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而当我们这样做的时候，
结果会非常棒。
结果会非常棒。
11:59
and when we do,
the results can be awesome.
the results can be awesome.
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12:03
Abraham Lincoln said once,
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亚伯拉罕 · 林肯曾经说过：
“我不太喜欢那个人。
我必须更好地了解他。”
我必须更好地了解他。”
12:05
"I don't like that man very much.
I must get to know him better."
I must get to know him better."
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12:09
Think about that --
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想想看——
我不喜欢他，这意味着
我对他不够了解。
我对他不够了解。
12:11
I don't like him, that means
I don't know him well enough.
I don't know him well enough.
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多么伟大的想法。
12:13
It's extraordinary.
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这是一种心态，我不得不说，
12:14
This is the mindset, I have to say,
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这是你在进行有效合作时
所需要的心态。
所需要的心态。
12:16
this is the mindset you need
for effective teaming.
for effective teaming.
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12:21
In our silos, we can get things done.
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在我们的筒仓里，
我们可以把事情做完。
我们可以把事情做完。
12:23
But when we step back
and reach out and reach across,
and reach out and reach across,
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但当我们退后一步，伸出手去，
奇迹就能发生。
12:27
miracles can happen.
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12:29
Miners can be rescued,
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矿工们可以获救，
病人们能得救，
12:31
patients can be saved,
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1443
美丽的电影能被制造出来。
12:32
beautiful films can be created.
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12:36
To get there, I think there's
no better advice than this:
no better advice than this:
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为了达到这个目标，
我认为没有比这更好的建议了：
我认为没有比这更好的建议了：
向左看，向右看。
12:38
look to your left, look to your right.
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12:41
How quickly can you find
the unique talents, skills
the unique talents, skills
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你能多快地找到你的邻居
所拥有的独特才华、
所拥有的独特才华、
技能和愿景，
12:47
and hopes of your neighbor,
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又能多快地传达出
你想要传递的信息？
你想要传递的信息？
12:48
and how quickly, in turn,
can you convey what you bring?
can you convey what you bring?
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因为对于我们来说，为了建立一个
我们知道可以通过集体，
我们知道可以通过集体，
12:52
Because for us to team up
to build the future we know we can create
to build the future we know we can create
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而非个人所能创造的未来，
12:56
that none of us can do alone,
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这就是我们需要的心态。
12:57
that's the mindset we need.
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12:59
Thank you.
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谢谢。
（掌声）
13:01
(Applause)
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Translated by Anney Ye
ABOUT THE SPEAKER
Amy Edmondson - Leadership expertAmy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School, studies people and teams seeking to make a positive difference through the work they do.
Why you should listen
Amy Edmondson's work sheds light on the related questions of why teamwork is so critically important in today’s organizations and why it is so challenging.
Long ago, approaching graduation from college, Edmondson took a leap of faith to write an advice-seeking letter to a personal hero. To her surprise, Buckminster Fuller wrote back -- and that set events in motion that would shape her life and work. Fuller's letter arrived, barely a week later, with far more than advice. The iconoclastic inventor, architect and futurist offered her a job. Spending the next three years as Fuller's "chief engineer" working on new geodesic projects, Edmondson developed an intense and enduring interest in big thinking, innovation, and the built environment. Fuller was a visionary, whose ideas about the built environment outpaced reality by decades. His remarkable legacy, however, did not answer the question of how visionaries can make practical progress in the world. Today, one answer to that question is found in teaming – in recognizing its power and its challenges.
Edmondson has been named one of the top management thinkers in the world by Thinkers50 since 2011. Her other awards include the 2004 Accenture Award for significant contribution to improving the practice of management, the Academy of Management’s 2006 Cummings Award for mid-career achievement and the 2017 Thinkers50 Talent Award. Edmondson received her PhD in organizational behavior, AM in psychology and AB in engineering and design, all from Harvard University. She lives in Cambridge, Massachusetts with her husband, George Daley, and their two sons.
(Photo: Brian Smale Photography)
Amy Edmondson | Speaker | TED.com