TEDWomen 2015
Margaret Heffernan: Forget the pecking order at work
玛格丽特•赫弗南: 为什么要停止按工作表现对员工进行排序？
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Readability: 4.2
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社会组织常常是按照“超级鸡模型”建立的，水平高的明星员工备受重视。然而，这样却无法形成最高效的团队。商业领导者玛格丽特•赫弗南发现，社交联系——组织每次茶歇、每次一个员工向同时求助——的作用与日俱增，效果非凡。这是一个关于是什么成就了优异表现，以及怎样才能成为一个领导者的重大反思。因为正如赫弗南指出：“公司不会创造思想，只有人可以。”
Margaret Heffernan - Management thinker
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray. Full bio
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray. Full bio
Double-click the English transcript below to play the video.
00:12
An evolutionary biologist
at Purdue University
at Purdue University
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普渡大学一位名叫威廉·谬尔的
00:16
named William Muir studied chickens.
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生物进化学家研究了鸡。
他对生产率很感兴趣——
00:19
He was interested in productivity --
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我觉得他的研究关系到我们每个人——
00:21
I think it's something
that concerns all of us --
that concerns all of us --
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00:23
but it's easy to measure in chickens
because you just count the eggs.
because you just count the eggs.
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但计算鸡的生产率很简单，
只需要数数鸡蛋就行了。
只需要数数鸡蛋就行了。
00:26
(Laughter)
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（笑声）
他想要知道如何提高鸡的生蛋率，
00:28
He wanted to know what could make
his chickens more productive,
his chickens more productive,
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00:31
so he devised a beautiful experiment.
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所以他设计了一个巧妙的实验。
00:34
Chickens live in groups, so first of all,
he selected just an average flock,
he selected just an average flock,
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鸡都是群居的，所以他
先选择了一群普通的鸡，
先选择了一群普通的鸡，
然后他让这一群鸡
独自生存繁衍直到第六代。
独自生存繁衍直到第六代。
00:39
and he let it alone for six generations.
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00:42
But then he created a second group
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然后他又用生产力最强的鸡
创建了第二个鸡群——
00:44
of the individually
most productive chickens --
most productive chickens --
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你可以叫它们 “超级鸡”——
00:47
you could call them superchickens --
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他将超级鸡放在一起
成了”超级鸡群“，
成了”超级鸡群“，
00:50
and he put them together in a superflock,
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然后在每一代里，
他都选择最高产的鸡来繁衍。
他都选择最高产的鸡来繁衍。
00:52
and each generation, he selected
only the most productive for breeding.
only the most productive for breeding.
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在经过六代以后，
00:57
After six generations had passed,
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00:59
what did he find?
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他发现了什么呢？
01:01
Well, the first group, the average group,
was doing just fine.
was doing just fine.
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第一群普通的鸡，表现都不错。
它们都身形结实，羽翼丰满，
01:05
They were all plump and fully feathered
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并且鸡蛋的产量急剧增加。
01:08
and egg production
had increased dramatically.
had increased dramatically.
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而第二群呢？
01:10
What about the second group?
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除了三只以外，全死了。
01:13
Well, all but three were dead.
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那三只鸡把其他的鸡都啄死了。
01:16
They'd pecked the rest to death.
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01:18
(Laughter)
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（笑声)
这些个个高产的鸡只是通过挤兑同伴
01:19
The individually productive chickens
had only achieved their success
had only achieved their success
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01:25
by suppressing the productivity
of the rest.
of the rest.
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才获得了成功。
现在，我走遍世界，
在各类组织和公司里
在各类组织和公司里
01:30
Now, as I've gone around the world
talking about this and telling this story
talking about this and telling this story
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讲述这个故事，
01:34
in all sorts of organizations
and companies,
and companies,
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01:36
people have seen
the relevance almost instantly,
the relevance almost instantly,
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人们几乎立刻就看出了其中的关联，
01:39
and they come up and they say
things to me like,
things to me like,
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然后都跑来对我说这样的话：
01:41
"That superflock, that's my company."
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”我们的公司就是那个超级鸡群。“
01:44
(Laughter)
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（笑声）
有的说：”那就是我的国家。“
01:46
Or, "That's my country."
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01:50
Or, "That's my life."
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还有的说：”那就是我的人生。“
01:52
All my life I've been told that the way
we have to get ahead is to compete:
we have to get ahead is to compete:
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我的一生中都被告知
要获得成功只有不断地竞争：
要获得成功只有不断地竞争：
01:56
get into the right school,
get into the right job, get to the top,
get into the right job, get to the top,
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进好的学校，找好的工作，要做人上人，
02:00
and I've really never found it
very inspiring.
very inspiring.
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但我从来没有觉得
这些话有多激励人。
这些话有多激励人。
02:04
I've started and run businesses
because invention is a joy,
because invention is a joy,
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我开始为自己的事业奋斗，
因为创造是快乐的，
因为创造是快乐的，
02:09
and because working alongside
brilliant, creative people
brilliant, creative people
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也因为与许多优秀的、
有创造力的人并肩奋斗，
有创造力的人并肩奋斗，
02:12
is its own reward.
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本身就是一种回报。
02:14
And I've never really felt very motivated
by pecking orders or by superchickens
by pecking orders or by superchickens
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我自己从来不会
通过挤兑他人或被他人挤兑
通过挤兑他人或被他人挤兑
02:20
or by superstars.
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而获得激励。
02:23
But for the past 50 years,
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但是五十多年过去了，
02:25
we've run most organizations
and some societies
and some societies
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我们用超级鸡的模式经营了
02:29
along the superchicken model.
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大多数组织和很多社会。
02:31
We've thought that success is achieved
by picking the superstars,
by picking the superstars,
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我们曾觉得成功靠的是挑选顶尖人才，
02:35
the brightest men,
or occasionally women, in the room,
or occasionally women, in the room,
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把那些最聪明的男人
或者女人放在一起，
或者女人放在一起，
02:39
and giving them all the resources
and all the power.
and all the power.
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然后给他们所有的资源和权利。
02:43
And the result has been just the same
as in William Muir's experiment:
as in William Muir's experiment:
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结果也和威廉的实验如出一辙：
那些拔尖者野心勃勃，
组织功能失调，还出现了各种资源的浪费。
组织功能失调，还出现了各种资源的浪费。
02:47
aggression, dysfunction and waste.
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02:52
If the only way the most productive
can be successful
can be successful
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如果成功实现高生产率的唯一途径
是通过抑制对手的生产率的话，
02:56
is by suppressing
the productivity of the rest,
the productivity of the rest,
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02:59
then we badly need to find
a better way to work
a better way to work
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那我们就更加迫切的需要另外一条路，
03:03
and a richer way to live.
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和更多样的方法去生存。
（掌声）
03:06
(Applause)
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那么，到底是什么造就了一些团队，
03:10
So what is it that makes some groups
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03:14
obviously more successful
and more productive than others?
and more productive than others?
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比其他的更加成功，更加高效？
03:18
Well, that's the question
a team at MIT took to research.
a team at MIT took to research.
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这也是麻省理工大学的
一个研究团队提出的问题。
一个研究团队提出的问题。
03:21
They brought in hundreds of volunteers,
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他们邀请了几百名志愿者，
将他们分成几组，
让他们解决非常困难的问题。
让他们解决非常困难的问题。
03:24
they put them into groups, and they
gave them very hard problems to solve.
gave them very hard problems to solve.
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03:27
And what happened was exactly
what you'd expect,
what you'd expect,
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结果与你期望的一样，
其中一些团队会比另外一些优秀很多，
03:30
that some groups were very much
more successful than others,
more successful than others,
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03:33
but what was really interesting
was that the high-achieving groups
was that the high-achieving groups
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但真正有趣的是，表现优异的团队
03:37
were not those where they had
one or two people
one or two people
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并不是拥有一两个
超高智商的人的团队。
03:40
with spectacularly high I.Q.
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03:43
Nor were the most successful groups
the ones that had the highest
the ones that had the highest
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也不是那些整体智商水平
03:46
aggregate I.Q.
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最高的团队。
03:49
Instead, they had three characteristics,
the really successful teams.
the really successful teams.
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反之，那些成功的团队都有三个特点。
03:54
First of all, they showed high degrees
of social sensitivity to each other.
of social sensitivity to each other.
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第一，他们都有着较高的社交灵敏度。
04:00
This is measured by something called
the Reading the Mind in the Eyes Test.
the Reading the Mind in the Eyes Test.
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这是由一种叫“由眼及心”的
测试检测出来的。
测试检测出来的。
04:04
It's broadly considered
a test for empathy,
a test for empathy,
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它被广泛的理解为同理心测试，
04:06
and the groups that scored highly on this
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在这个测试里面获得高分的团队
04:08
did better.
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解决问题的表现更优异。
04:10
Secondly, the successful groups
gave roughly equal time to each other,
gave roughly equal time to each other,
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第二 ，成功的团队给了
每个人同样的时间，
每个人同样的时间，
04:15
so that no one voice dominated,
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这样就没有任何人会成为主导，
04:18
but neither were there any passengers.
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也没有任何人有机会搭便车。
04:21
And thirdly, the more successful groups
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第三，成功的团队里
04:23
had more women in them.
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都有更多的女性员工。
04:26
(Applause)
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（掌声）
04:28
Now, was this because women
typically score more highly on
typically score more highly on
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是不是因为女性
通常在"由眼及心"测试里
通常在"由眼及心"测试里
04:32
the Reading the Mind in the Eyes Test,
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得分更高,
所以她们所在的团队具有双倍的同理心？
04:34
so you're getting a doubling down
on the empathy quotient?
on the empathy quotient?
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或者是因为她们用更多的视角看问题？
04:37
Or was it because they brought
a more diverse perspective?
a more diverse perspective?
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04:39
We don't really know, but the striking
thing about this experiment
thing about this experiment
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这个问题我们无从知晓，
然而重要的是
然而重要的是
04:43
is that it showed what we know, which is
some groups do better than others,
some groups do better than others,
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这个实验证实了我们的理论：
04:48
but what's key to that
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那些团队表现优异的关键
04:50
is their social connectedness
to each other.
to each other.
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在于每个人和队友的关系。
04:55
So how does this play out
in the real world?
in the real world?
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那么这个原理是
怎样在现实生活中体现的？
怎样在现实生活中体现的？
04:58
Well, it means that what happens
between people really counts,
between people really counts,
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这意味着人与人之间的互动非常重要，
05:03
because in groups that are highly
attuned and sensitive to each other,
attuned and sensitive to each other,
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因为在成员之间高度契合
和反应灵敏的团队里，
和反应灵敏的团队里，
05:07
ideas can flow and grow.
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创意才会涌动并且发展壮大。
人们不会被某个想法困扰住,
不会浪费精力钻牛角尖。
不会浪费精力钻牛角尖。
05:10
People don't get stuck.
They don't waste energy down dead ends.
They don't waste energy down dead ends.
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05:14
An example: Arup is one of the world's
most successful engineering firms,
most successful engineering firms,
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举个例子：
Arup是世界上最成功的工程公司之一，
Arup是世界上最成功的工程公司之一，
05:19
and it was commissioned to build
the equestrian center
the equestrian center
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它是北京奥运会
马术中心的建造商。
05:22
for the Beijing Olympics.
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05:24
Now, this building had to receive
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现在，这个建筑必须容纳
05:25
two and a half thousand
really highly strung thoroughbred horses
really highly strung thoroughbred horses
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2500匹刚由长途飞机运送过来的
高质量的纯种马，
05:31
that were coming off long-haul flights,
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05:33
highly jet-lagged,
not feeling their finest.
not feeling their finest.
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这些马儿有很严重的时差，
身体状况也并不算好。
身体状况也并不算好。
05:36
And the problem
the engineer confronted was,
the engineer confronted was,
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而工程师面临的问题是
05:40
what quantity of waste to cater for?
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要应付多少马粪?
05:44
Now, you don't get taught this
in engineering school -- (Laughter) --
in engineering school -- (Laughter) --
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这个问题在工程学院可没学过——
（笑声）——
（笑声）——
但是谁也不想把这种问题搞砸，
05:49
and it's not really the kind of thing
you want to get wrong,
you want to get wrong,
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其实他本可以花上几个月时间
和兽医交流，做各种研究，
和兽医交流，做各种研究，
05:52
so he could have spent months
talking to vets, doing the research,
talking to vets, doing the research,
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05:55
tweaking the spreadsheet.
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调整电子数据表，
05:57
Instead, he asked for help
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但实际上他通过四处寻求帮助，
06:00
and he found someone who had designed
the Jockey Club in New York.
the Jockey Club in New York.
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找到了一个曾经设计过
纽约赛马场的人，
纽约赛马场的人，
06:05
The problem was solved in less than a day.
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问题用了不到一天就解决了。
06:09
Arup believes that
the culture of helpfulness
the culture of helpfulness
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Arup 相信他们成功的精髓
06:12
is central to their success.
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是互帮互助的文化。
06:15
Now, helpfulness sounds really anemic,
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互帮互助听起来很没士气，
但它在成功的团队里却至关重要，
06:19
but it's absolutely core
to successful teams,
to successful teams,
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06:23
and it routinely outperforms
individual intelligence.
individual intelligence.
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其作用往往胜过个体的智慧。
互帮互助意味着
”我没有必要了解所有事“。
”我没有必要了解所有事“。
06:29
Helpfulness means I don't
have to know everything,
have to know everything,
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06:32
I just have to work among people
who are good at getting and giving help.
who are good at getting and giving help.
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我只需要在一群愿意寻求
并给予帮助的人之间工作。
并给予帮助的人之间工作。
06:37
At SAP, they reckon that you can answer
any question in 17 minutes.
any question in 17 minutes.
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在SAP（德国软件公司），他们算出一个人
可以在17分钟之内回答任何问题。
可以在17分钟之内回答任何问题。
06:44
But there isn't a single
high-tech company I've worked with
high-tech company I've worked with
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但是，从没有一个
和我合作过的高科技公司
和我合作过的高科技公司
曾经觉得这是个技术问题，
06:47
that imagines for a moment
that this is a technology issue,
that this is a technology issue,
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因为驱使大家互助的
正是彼此间的互相了解。
正是彼此间的互相了解。
06:52
because what drives helpfulness
is people getting to know each other.
is people getting to know each other.
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既然互助听起来那么浅显，
让我们觉得它会自然发生，
让我们觉得它会自然发生，
06:57
Now that sounds so obvious, and we think
it'll just happen normally,
it'll just happen normally,
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但并非如此。
07:02
but it doesn't.
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07:04
When I was running
my first software company,
my first software company,
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当我在经营第一家软件公司时，
我意识到我们陷入了困境。
07:07
I realized that we were getting stuck.
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除了许多摩擦就没有别的了，
07:09
There was a lot of friction,
but not much else,
but not much else,
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07:13
and I gradually realized the brilliant,
creative people that I'd hired
creative people that I'd hired
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后来我渐渐认识到，
我雇的那些聪明又有创造力的人
我雇的那些聪明又有创造力的人
并不了解彼此。
07:18
didn't know each other.
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他们将全部的精力都
投入了各自的工作，
投入了各自的工作，
07:20
They were so focused
on their own individual work,
on their own individual work,
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07:24
they didn't even know
who they were sitting next to,
who they were sitting next to,
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他们甚至都不知道
是谁坐在他们旁边，
是谁坐在他们旁边，
只有当我坚持让大家停掉工作，
07:27
and it was only when I insisted
that we stop working
that we stop working
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花些时间去认识他人的时候，
07:30
and invest time in getting
to know each other
to know each other
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我们才取得了一些突破性的进展。
07:33
that we achieved real momentum.
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那是20年以前的事儿了，
如今我访问的公司
如今我访问的公司
07:36
Now, that was 20 years ago,
and now I visit companies
and now I visit companies
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07:39
that have banned coffee cups at desks
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都不允许员工在桌上放咖啡杯，
07:42
because they want people to hang out
around the coffee machines
around the coffee machines
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因为公司希望人们能够走到
咖啡机前与人交流。
07:46
and talk to each other.
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07:48
The Swedes even have
a special term for this.
a special term for this.
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在瑞士，甚至有个与之相关的专有名词。
07:50
They call it fika, which means
more than a coffee break.
more than a coffee break.
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他们管这叫做 fika，
意思是超越茶歇的活动。
意思是超越茶歇的活动。
也表示集体的休整。
07:54
It means collective restoration.
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07:57
At Idexx, a company up in Maine,
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在缅因州的Idexx公司，
他们在园区里修了一个菜园，
让所有部门的人
让所有部门的人
08:00
they've created vegetable gardens
on campus so that people
on campus so that people
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08:03
from different parts of the business
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能够凑到一起干活儿，
08:05
can work together and get to know
the whole business that way.
the whole business that way.
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并且了解整个公司的运营状况。
08:10
Have they all gone mad?
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是这些人都疯了吗？
08:12
Quite the opposite -- they've figured out
that when the going gets tough,
that when the going gets tough,
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恰恰相反，
他们知道了当事情进展不顺时，
他们知道了当事情进展不顺时，
当然，如果你的工作具有突破性的意义，
08:16
and it always will get tough
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08:18
if you're doing breakthrough work
that really matters,
that really matters,
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就必然会遇到瓶颈期，
08:21
what people need is social support,
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人们需要的是社交上的支持，
08:23
and they need to know who to ask for help.
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也需要知道他们可以向谁求助。
08:27
Companies don't have ideas;
only people do.
only people do.
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公司造不出创意，只有人可以。
08:31
And what motivates people
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真正激励人的
08:34
are the bonds and loyalty and trust
they develop between each other.
they develop between each other.
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是彼此间建立的联系、忠诚和信任。
重要的是砂浆，
08:39
What matters is the mortar,
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而不只是砖头。
08:43
not just the bricks.
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08:46
Now, when you put all of this together,
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当你将两者放在一起，
08:48
what you get is something
called social capital.
called social capital.
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就是所谓的社会资本。
08:51
Social capital is the reliance
and interdependency that builds trust.
and interdependency that builds trust.
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它是一种信赖和依存，
能够建立信任。
能够建立信任。
这个名词来自于一位社会学家，
他对社区的研究证明了
他对社区的研究证明了
08:56
The term comes from sociologists
who were studying communities
who were studying communities
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09:00
that proved particularly resilient
in times of stress.
in times of stress.
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社会在紧张时期具备更高的适应性。
09:05
Social capital is what
gives companies momentum,
gives companies momentum,
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社会资本可以让公司稳固，
09:09
and social capital
is what makes companies robust.
is what makes companies robust.
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也可以使公司更有活力。
那它有什么实际意义吗？
09:16
What does this mean in practical terms?
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它代表：时间就是一切，
09:18
It means that time is everything,
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09:22
because social capital
compounds with time.
compounds with time.
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社会资本会随着时间增加。
09:27
So teams that work together longer
get better, because it takes time
get better, because it takes time
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所以团队磨合得越久就工作得越好，
09:32
to develop the trust you need
for real candor and openness.
for real candor and openness.
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因为要让人真正坦诚和坦率，
就需要时间来建立信任。
就需要时间来建立信任。
09:38
And time is what builds value.
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时间会造就价值。
09:42
When Alex Pentland
suggested to one company
suggested to one company
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当Alex Pentland在建议一家公司
09:44
that they synchronize coffee breaks
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整合茶歇时间，
让所有人都有时间去和别人交流时，
09:47
so that people would have time
to talk to each other,
to talk to each other,
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09:51
profits went up 15 million dollars,
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公司的利润增加了1500万美元，
09:54
and employee satisfaction
went up 10 percent.
went up 10 percent.
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并且雇员满意度上升了10%。
09:58
Not a bad return on social capital,
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这份社会资本的回报还不赖，
甚至消耗的过程中还会不断增加。
10:01
which compounds even as you spend it.
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10:05
Now, this isn't about chumminess,
and it's no charter for slackers,
and it's no charter for slackers,
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这里不涉及裙带关系，
也没有懒人的位置，
也没有懒人的位置，
因为这样去做的人
总是会有些毛毛躁躁，
总是会有些毛毛躁躁，
10:12
because people who work this way
tend to be kind of scratchy,
tend to be kind of scratchy,
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急功近利，心里只有自己，
10:16
impatient, absolutely determined
to think for themselves
to think for themselves
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因为他们觉得
这才能体现出自己的价值。
这才能体现出自己的价值。
10:20
because that's what their contribution is.
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冲突会很频繁，但坦率总是好的。
10:24
Conflict is frequent
because candor is safe.
because candor is safe.
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这就是一个尚可的点子变成杰作的过程，
10:30
And that's how good ideas
turn into great ideas,
turn into great ideas,
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10:35
because no idea is born fully formed.
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因为没有哪个点子生来就完美。
它就像新生儿的诞生一样，
10:38
It emerges a little bit
as a child is born,
as a child is born,
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有点混乱、困惑，但是未来充满可能。
10:41
kind of messy and confused,
but full of possibilities.
but full of possibilities.
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10:46
And it's only through the generous
contribution, faith and challenge
contribution, faith and challenge
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在接受外界慷慨的帮助，
有了信念，战胜挑战之后，
有了信念，战胜挑战之后，
才能发挥出它们最大的潜能。
10:52
that they achieve their potential.
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10:55
And that's what social capital supports.
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这就是社会资本所支持的。
但我们很少谈论这个话题，
11:01
Now, we aren't really used
to talking about this,
to talking about this,
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11:04
about talent, about creativity,
in this way.
in this way.
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很少用这种方式谈论智慧和创造力。
11:08
We're used to talking about stars.
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我们习惯谈论明星员工。
11:12
So I started to wonder,
well, if we start working this way,
well, if we start working this way,
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所以我开始想，
如果我们开始以这种方式培养人才，
如果我们开始以这种方式培养人才，
11:16
does that mean no more stars?
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是不是就不会再有明星员工了呢？
所以当我在欣赏
11:19
So I went and I sat in on the auditions
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11:21
at the Royal Academy
of Dramatic Art in London.
of Dramatic Art in London.
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伦敦皇家艺术学院戏剧的试演时，
眼前的一切真的让我很惊讶，
11:25
And what I saw there really surprised me,
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11:28
because the teachers weren't looking
for individual pyrotechnics.
for individual pyrotechnics.
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因为教授们并不看重个人的表演能力。
11:33
They were looking for what happened
between the students,
between the students,
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他们看重的是学生之间那种互动，
11:38
because that's where the drama is.
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因为戏剧就是这样产生的。
11:42
And when I talked
to producers of hit albums,
to producers of hit albums,
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而当我与一些畅销专辑的
制作人交谈时，
制作人交谈时，
11:44
they said, "Oh sure, we have
lots of superstars in music.
lots of superstars in music.
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他们通常说，
“当然了，我们有很多音乐巨星。
“当然了，我们有很多音乐巨星。
11:48
It's just, they don't last very long.
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只不过他们的名气并没有持续很久。
11:51
It's the outstanding collaborators
who enjoy the long careers,
who enjoy the long careers,
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合作性非常强的人，
在事业上往往可以做得更久，
在事业上往往可以做得更久，
因为当他们激励别人做到最好的同时，
11:55
because bringing out the best in others
is how they found the best
is how they found the best
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11:59
in themselves."
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也往往会将最好的自己呈现出来。”
12:01
And when I went to visit companies
that are renowned
that are renowned
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当我访问那些以独特性
12:04
for their ingenuity and creativity,
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和创造性闻名的公司，
12:06
I couldn't even see any superstars,
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我甚至并没有看到什么明星员工，
12:09
because everybody there really mattered.
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因为每个人都很重要。
12:13
And when I reflected on my own career,
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当我反思自己的事业，
12:16
and the extraordinary people
I've had the privilege to work with,
I've had the privilege to work with,
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以及我有幸合作的出色的同事时，
12:20
I realized how much more
we could give each other
we could give each other
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我意识到如果我们放弃
做“超级鸡“的话，
做“超级鸡“的话，
我们其实可以给予对方更多。
12:25
if we just stopped trying
to be superchickens.
to be superchickens.
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12:31
(Laughter) (Applause)
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（笑）（鼓掌）
12:36
Once you appreciate
truly how social work is,
truly how social work is,
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一旦你们真正理解
人与人之间的互动，
人与人之间的互动，
很多问题就会迎刃而解。
12:43
a lot of things have to change.
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12:46
Management by talent contest
has routinely pitted
has routinely pitted
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人才竞赛类型的管理哲学总是鼓励
12:50
employees against each other.
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员工们互相竞争。
如今社会资本已经代替了竞争。
12:52
Now, rivalry has to be replaced
by social capital.
by social capital.
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12:58
For decades, we've tried
to motivate people with money,
to motivate people with money,
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几十年来，
我们试过用金钱去激励人们，
我们试过用金钱去激励人们，
13:01
even though we've got
a vast amount of research that shows
a vast amount of research that shows
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尽管已有大量的研究表明，
13:04
that money erodes social connectedness.
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金钱将破坏人与人之间的社会连接。
13:08
Now, we need to let people
motivate each other.
motivate each other.
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现在，我们应该让人们互相激励。
13:14
And for years, we've thought that leaders
were heroic soloists who were expected,
were heroic soloists who were expected,
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多年来，我们认为领导者
应该像救世主那样
应该像救世主那样
独自解决复杂的难题。
13:19
all by themselves,
to solve complex problems.
to solve complex problems.
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13:22
Now, we need to redefine leadership
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如今，我们应该重新定义领导力，
领导力就是有能力
去创造一种环境，
去创造一种环境，
13:26
as an activity in which
conditions are created
conditions are created
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13:30
in which everyone can do their most
courageous thinking together.
courageous thinking together.
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让其中的每个人都能集思广益。
我们知道这行得通。
13:36
We know that this works.
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13:40
When the Montreal Protocol called
for the phasing out of CFCs,
for the phasing out of CFCs,
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4295
当蒙特利尔议定书提倡
逐步禁用氯氟烃时，
逐步禁用氯氟烃时，
13:44
the chlorofluorocarbons implicated
in the hole in the ozone layer,
in the hole in the ozone layer,
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因为氯氟烃会导致臭氧空洞，
13:48
the risks were immense.
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这样的风险是极大的。
13:51
CFCs were everywhere,
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氯氟烃无处不在，
而且没有人清楚能否找到替代品。
13:54
and nobody knew if a substitute
could be found.
could be found.
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13:57
But one team that rose to the challenge
adopted three key principles.
adopted three key principles.
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但是有个团队迎接了挑战
并采用了三个关键原则。
并采用了三个关键原则。
14:03
The first was the head of engineering,
Frank Maslen, said,
Frank Maslen, said,
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工程学院的院长Frank Maslen这样说：
第一，团队里不应该有明星队员。
14:06
there will be no stars in this team.
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14:09
We need everybody.
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我们需要每个人。
14:12
Everybody has a valid perspective.
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每个人都有独到的见解。
14:15
Second, we work to one standard only:
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第二， 我们做事只遵循一个标准：
14:19
the best imaginable.
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没有最好，只有更好。
14:22
And third, he told his boss,
Geoff Tudhope,
Geoff Tudhope,
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第三，他告诉他的老板Geoff Tudhope，
不应该进行干涉，
14:25
that he had to butt out,
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1973
14:27
because he knew
how disruptive power can be.
how disruptive power can be.
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因为Frank明白
干涉别人的破坏力不容忽视。
干涉别人的破坏力不容忽视。
14:30
Now, this didn't mean Tudhope did nothing.
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当然，这并不意味着
Tudhope只能毫无作为。
Tudhope只能毫无作为。
14:33
He gave the team air cover,
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1741
他要保证团队的正常运作，
14:35
and he listened to ensure
that they honored their principles.
that they honored their principles.
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也会倾听团队的意见
并确保他们遵守原则。
并确保他们遵守原则。
14:40
And it worked: Ahead of all the other
companies tackling this hard problem,
companies tackling this hard problem,
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这招奏效了：Tudopen的公司在处理
这个棘手问题时的表现，远远超越了其他公司，
这个棘手问题时的表现，远远超越了其他公司，
14:46
this group cracked it first.
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首先获得了成功。
14:49
And to date, the Montreal Protocol
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到目前为止，蒙特利尔协定书
14:52
is the most successful international
environmental agreement
environmental agreement
247
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5721
是执行的最成功的
14:58
ever implemented.
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1922
国际环境合约。
15:01
There was a lot at stake then,
249
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2538
那时还有好多亟待处理的事情，
15:03
and there's a lot at stake now,
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现在也一样。
15:06
and we won't solve our problems
if we expect it to be solved
if we expect it to be solved
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如果我们仅仅寄希望于一两个超人，
15:11
by a few supermen or superwomen.
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2601
那么肯定不能解决问题。
15:13
Now we need everybody,
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现在我们需要每一个人，
15:17
because it is only when we accept
that everybody has value
that everybody has value
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因为只有我们承认每个人都有价值，
15:23
that we will liberate the energy
and imagination and momentum we need
and imagination and momentum we need
255
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才能充分释放我们需要的能量、
想象力和动力，
想象力和动力，
15:30
to create the best beyond measure.
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创造出一片新天地。
15:35
Thank you.
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谢谢大家。
（掌声）
15:38
(Applause)
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Translated by Shiwen He
ABOUT THE SPEAKER
Margaret Heffernan - Management thinkerThe former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray.
Why you should listen
How do organizations think? In her book Willful Blindness, Margaret Heffernan examines why businesses and the people who run them often ignore the obvious -- with consequences as dire as the global financial crisis and Fukushima Daiichi nuclear disaster.
Heffernan began her career in television production, building a track record at the BBC before going on to run the film and television producer trade association IPPA. In the US, Heffernan became a serial entrepreneur and CEO in the wild early days of web business. She now blogs for the Huffington Post and BNET.com. Her latest book, Beyond Measure, a TED Books original, explores the small steps companies can make that lead to big changes in their culture.
Margaret Heffernan | Speaker | TED.com