TED@IBM
Adam Grant: Are you a giver or a taker?
亚当·格兰特: 你是付出者，还是获取者？
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在每个职场之中，都有三种类型的人：付出者，获取者，互利者。组织心理学家亚当·格兰特不仅细致分析了这三类人，还提供了简明的策略以帮助营造慷慨付出的组织文化，并防范自私自利的员工不劳而获。
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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首先，请你们看看周围，
找出最像妄想狂的人，
00:15
and try to find the most
paranoid person here --
paranoid person here --
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00:17
(Laughter)
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（笑声）
00:18
And then I want you to point
at that person for me.
at that person for me.
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然后帮我把他指出来。
（笑声）
00:21
(Laughter)
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00:22
OK, don't actually do it.
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好吧，别真这么做。
（笑声）
00:23
(Laughter)
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00:25
But, as an organizational psychologist,
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不过，作为一名组织心理学家，
00:26
I spend a lot of time in workplaces,
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我花了很多时间去研究职场，
00:28
and I find paranoia everywhere.
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结果发现到处都有妄想症。
00:31
Paranoia is caused by people
that I call "takers."
that I call "takers."
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人为引起的妄想症，
我叫他们“ 获取者”。
我叫他们“ 获取者”。
获取者在职场互动中，
总是以自利为目的。
总是以自利为目的。
00:33
Takers are self-serving
in their interactions.
in their interactions.
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00:36
It's all about what can you do for me.
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他们总是在想“你能为我做什么？”
00:38
The opposite is a giver.
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这些人对立面叫做“付出者”。
00:40
It's somebody who approaches
most interactions by asking,
most interactions by asking,
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他们在职场互动中总是想着：
“我能为你做什么？”
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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大家可以想想自己是哪种类型。
00:48
We all have moments of giving and taking.
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我们都有付出和获取的时候。
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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你的类型取决于
大多数时候你对待大多数人的方式，
大多数时候你对待大多数人的方式，
也就是你的默认类型。
00:53
your default.
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我这里有个小测试，
00:54
I have a short test you can take
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看看你们偏向于付出者还是获取者，
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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现在测试开始！
00:58
and you can take it right now.
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【自恋测试】
00:59
[The Narcissist Test]
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【第一步：花点时间想想你自己】
01:01
[Step 1: Take a moment
to think about yourself.]
to think about yourself.]
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（笑声）
01:03
(Laughter)
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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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【第二步：如果你已经到了这一步，
那么你不是自恋的人】
那么你不是自恋的人】
01:07
(Laughter)
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（笑声）
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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这是我今天讲到的唯一
没有数据支撑的东西，
没有数据支撑的东西，
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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但我觉得，
你在笑之前沉迷于自己的时间越长，
你在笑之前沉迷于自己的时间越长，
我们就越担心你是获取者。
01:17
the more worried we should be
that you're a taker.
that you're a taker.
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（笑声）
01:19
(Laughter)
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01:20
Of course, not all takers are narcissists.
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当然，不是所有获取者都很自恋。
01:22
Some are just givers who got burned
one too many times.
one too many times.
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有些是被伤害过太多次的付出者。
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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还有另一种获取者，
我们今天不作讨论，
我们今天不作讨论，
01:29
and that's called a psychopath.
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那就是精神病患者。
（笑声）
01:31
(Laughter)
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01:32
I was curious, though, about how
common these extremes are,
common these extremes are,
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然而，我很好奇
这种极端的人有多普遍，
这种极端的人有多普遍，
01:35
and so I surveyed over 30,000
people across industries
people across industries
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于是我研究了三万多人，
他们来自不同的行业，
有着不同的文化背景。
有着不同的文化背景。
01:38
around the world's cultures.
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01:39
And I found that most people
are right in the middle
are right in the middle
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结果我发现大多数人
正好处在付出和获取的中间。
01:42
between giving and taking.
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01:43
They choose this third style
called "matching."
called "matching."
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他们选择了第三种类型，
叫作“互利者”。
叫作“互利者”。
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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如果你是互利者，
你会力求付出与获取的平衡
你会力求付出与获取的平衡
等价交换——
你帮了我，我才会帮你。
你帮了我，我才会帮你。
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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01:52
And that seems like a safe way
to live your life.
to live your life.
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这似乎是一种稳妥的生活方式。
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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但这种生活方式是最高效的吗？
01:58
The answer to that question
is a very definitive ...
is a very definitive ...
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答案非常非常确定：
02:00
maybe.
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可能吧！
02:02
(Laughter)
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（笑声）
02:03
I studied dozens of organizations,
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我研究了许多组织，
成千上万人。
02:05
thousands of people.
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我让工程师们估测自己的工作效率。
02:06
I had engineers measuring
their productivity.
their productivity.
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02:10
(Laughter)
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（笑声）
02:12
I looked at medical students' grades --
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我观察了医学生的成绩，
02:15
even salespeople's revenue.
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甚至营销人员的销售额。
02:17
(Laughter)
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（笑声）
02:19
And, unexpectedly,
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出乎意料的是，
上述工作中表现最差的都是付出者。
02:20
the worst performers in each
of these jobs were the givers.
of these jobs were the givers.
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02:24
The engineers who got the least work done
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完成任务最少的工程师，
02:26
were the ones who did more favors
than they got back.
than they got back.
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总是帮别人多，回报却很少。
02:29
They were so busy doing
other people's jobs,
other people's jobs,
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他们光给别人干活了，
完全没有时间和精力干自己的活。
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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在医学院，成绩最差的学生
02:35
In medical school, the lowest grades
belong to the students
belong to the students
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基本都“十分赞同”
类似这样的陈述：
类似这样的陈述：
02:37
who agree most strongly
with statements like,
with statements like,
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“我很乐于助人”。
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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这说明你得以信赖的医生，
在读医学院时
怀揣着“我谁都不帮”的想法。
怀揣着“我谁都不帮”的想法。
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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（笑声）
02:48
(Laughter)
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02:49
And then in sales, too,
the lowest revenue accrued
the lowest revenue accrued
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在销售中，
最低的销售额来自于
最低的销售额来自于
最慷慨的销售人员。
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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我曾经接触过的其中一个，
02:56
who had a very high giver score.
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他的付出者分数很高。
02:57
And I asked him, "Why do
you suck at your job --"
you suck at your job --"
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我问他“你怎么做得这么烂...”
03:00
I didn't ask it that way, but --
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我没敢这么问，但是--
03:01
(Laughter)
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（笑声）
03:02
"What's the cost of generosity in sales?"
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“在销售中，慷慨
大方的代价是什么？”
大方的代价是什么？”
03:05
And he said, "Well, I just care
so deeply about my customers
so deeply about my customers
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他说，“我太在意我的顾客了，
03:08
that I would never sell them
one of our crappy products."
one of our crappy products."
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所以我才不肯把垃圾
产品卖给他们。”
产品卖给他们。”
03:11
(Laughter)
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（笑声）
03:12
So just out of curiosity,
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所以，只是出于好奇，
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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你们有多少人，比起获取者和互利者
觉得自己更偏向于“付出者”？
觉得自己更偏向于“付出者”？
03:17
Raise your hands.
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请举手。
03:18
OK, it would have been more
before we talked about these data.
before we talked about these data.
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好吧，
我讲这些之前应该人会更多。
我讲这些之前应该人会更多。
03:22
But actually, it turns out
there's a twist here,
there's a twist here,
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但实际上，有一个意外转折，
03:26
because givers are often
sacrificing themselves,
sacrificing themselves,
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虽然付出者总是牺牲自己，
但他们让整个组织变得更好了。
03:29
but they make their organizations better.
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03:32
We have a huge body of evidence --
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我们有大量的证据，
03:35
many, many studies looking
at the frequency of giving behavior
at the frequency of giving behavior
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许多关于团队或组织中
“付出”行为频率的研究都说明：
03:38
that exists in a team
or an organization --
or an organization --
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03:41
and the more often people are helping
and sharing their knowledge
and sharing their knowledge
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人们越乐于帮助别人、分享知识、
或是提供指导，
03:44
and providing mentoring,
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03:45
the better organizations do
on every metric we can measure:
on every metric we can measure:
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整个组织的各项指标都会变好——
03:48
higher profits, customer satisfaction,
employee retention --
employee retention --
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高利润，高顾客满意度，
低员工流失率，
低员工流失率，
03:50
even lower operating expenses.
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甚至经营成本也会变低。
03:53
So givers spend a lot of time
trying to help other people
trying to help other people
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付出者花了许多时间去帮助别人，
03:56
and improve the team,
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使团队进步，
03:57
and then, unfortunately,
they suffer along the way.
they suffer along the way.
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但不幸的是，
他们却要独自受苦。
他们却要独自受苦。
04:00
I want to talk about what it takes
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因此，
我想聊聊怎样的组织文化
我想聊聊怎样的组织文化
04:01
to build cultures where givers
actually get to succeed.
actually get to succeed.
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才会让付出者取得成功。
于是我想知道，
既然付出者的工作表现不好，
既然付出者的工作表现不好，
04:05
So I wondered, then, if givers
are the worst performers,
are the worst performers,
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04:08
who are the best performers?
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那谁的表现最好呢？
04:11
Let me start with the good news:
it's not the takers.
it's not the takers.
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先说好消息：
并不是获取者。
并不是获取者。
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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获取者通常在工作中
得道容易，失道也容易。
得道容易，失道也容易。
04:17
And they fall at the hands of matchers.
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并且他们一般会栽在互利者手里。
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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如果你是互利者，你会坚信
“以眼还眼”--一个公平的世界。
“以眼还眼”--一个公平的世界。
04:23
And so when you meet a taker,
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当你遇到获取者的时候，
04:24
you feel like it's your mission in life
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你感觉被赋予了一项使命——
要把那个获取者整的无法自理。
04:26
to just punish the hell
out of that person.
out of that person.
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04:28
(Laughter)
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（笑声）
04:29
And that way justice gets served.
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于是正义得以伸张。
04:32
Well, most people are matchers.
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因为大多数人是互利者，
04:34
And that means if you're a taker,
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这意味着如果你是获取者，
04:35
it tends to catch up with you eventually;
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终有一天会面临正义的审判。
04:37
what goes around will come around.
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“风水轮流转，你做了什么
总有一天会轮到自己头上。”
总有一天会轮到自己头上。”
所以符合逻辑的结论应该是：
04:39
And so the logical conclusion is:
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04:41
it must be the matchers
who are the best performers.
who are the best performers.
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工作表现最好的一定是互利者。
04:43
But they're not.
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然而事实并非如此。
04:45
In every job, in every organization
I've ever studied,
I've ever studied,
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在我研究的每种职业，每个组织中
工作表现最好的也是付出者。
04:48
the best results belong
to the givers again.
to the givers again.
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04:51
Take a look at some data I gathered
from hundreds of salespeople,
from hundreds of salespeople,
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让我们看看
从几百个销售人员那收集的数据，
从几百个销售人员那收集的数据，
他们的销售额。
04:54
tracking their revenue.
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你们应该能发现，
付出者在两个极端。
付出者在两个极端。
04:56
What you can see is that the givers
go to both extremes.
go to both extremes.
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在最低销售额的那端，
他们占了绝大多数，
他们占了绝大多数，
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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但也同样占据了最高的那端。
05:01
but also the highest revenue.
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同样的规律也适用于
工程师的工作效率
工程师的工作效率
05:03
The same patterns were true
for engineers' productivity
for engineers' productivity
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以及医学生的成绩。
05:06
and medical students' grades.
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从任何一个我可以追踪的指标去看。
05:07
Givers are overrepresented
at the bottom and at the top
at the bottom and at the top
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付出者显著代表了
最低水平和最高水平，
最低水平和最高水平，
05:10
of every success metric that I can track.
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05:12
Which raises the question:
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这又提出了一个问题：
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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我们应该创造怎样的世界，
能让更多付出者成功呢？
能让更多付出者成功呢？
05:16
I want to talk about how to do that,
not just in businesses,
not just in businesses,
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这个问题不仅仅指企业里
还有非盈利机构，学校里--
05:19
but also in nonprofits, schools --
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05:21
even governments.
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甚至包括在政府里。
05:22
Are you ready?
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准备好了吗？
（欢呼声）
05:24
(Cheers)
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05:25
I was going to do it anyway,
but I appreciate the enthusiasm.
but I appreciate the enthusiasm.
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没准备好我也要讲，
不过还是感谢你们的热情。
不过还是感谢你们的热情。
05:28
(Laughter)
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（笑声）
05:29
The first thing that's really critical
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第一件事十分关键——
05:31
is to recognize that givers
are your most valuable people,
are your most valuable people,
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认识到付出者才是
你最有价值的员工。
你最有价值的员工。
05:34
but if they're not careful, they burn out.
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但是如果他们自己不留心，
很容易精疲力尽，
很容易精疲力尽，
05:36
So you have to protect
the givers in your midst.
the givers in your midst.
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所以你不得不保护你们中的付出者。
05:39
And I learned a great lesson about this
from Fortune's best networker.
from Fortune's best networker.
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我是从《财富》评出的
人脉最广的人那学到的。
人脉最广的人那学到的。
05:44
It's the guy, not the cat.
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是这哥们，不是那只猫。
05:46
(Laughter)
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（笑声）
05:47
His name is Adam Rifkin.
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他叫亚当·里夫金。
05:49
He's a very successful serial entrepreneur
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他是一位非常成功出色的企业家，
05:51
who spends a huge amount
of his time helping other people.
of his time helping other people.
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同时也花了大量时间去帮助别人。
05:54
And his secret weapon
is the five-minute favor.
is the five-minute favor.
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他的秘密武器是“五分钟小忙”。
05:57
Adam said, "You don't have to be
Mother Teresa or Gandhi
Mother Teresa or Gandhi
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亚当说，“想成为付出者，
不是非要像特蕾莎修女
或者甘地那样。
或者甘地那样。
05:59
to be a giver.
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你只需要帮一些给别人的生活
06:01
You just have to find small ways
to add large value
to add large value
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带去巨大的价值的小忙。”
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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这个可以简单到只是为两人做个介绍
而他们却会因结识彼此而获益。
06:07
between two people who could
benefit from knowing each other.
benefit from knowing each other.
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也可以是分享知识
或是给一点反馈意见。
或是给一点反馈意见。
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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甚至可以是简单的说这么一句，
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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“唔...
06:17
I'm going to try and figure out
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我想试试看我能不能找到那个
06:18
if I can recognize somebody
whose work has gone unnoticed."
whose work has gone unnoticed."
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做了很多事但却
一直没被注意的人。”
一直没被注意的人。”
06:22
And those five-minute favors
are really critical
are really critical
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这些“五分钟小忙”对于帮助付出者
06:24
to helping givers set boundaries
and protect themselves.
and protect themselves.
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划分界限和保护自己十分重要。
06:27
The second thing that matters
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如果你想创造一个让
付出者功成名就的文化，
付出者功成名就的文化，
06:29
if you want to build a culture
where givers succeed,
where givers succeed,
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第二件重要的事情是：
你需要打造一种氛围，
把求助当成家常便饭，
把求助当成家常便饭，
06:31
is you actually need a culture
where help-seeking is the norm;
where help-seeking is the norm;
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每个人都乐于寻求帮助。
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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这可能说到某些人心坎里去了。
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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[在你的每段感情中，
你都得是付出者吗？]
你都得是付出者吗？]
06:42
(Laughter)
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（笑声）
06:43
What you see with successful givers
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每个成功的付出者都具备的特质是
06:45
is they recognize that it's OK
to be a receiver, too.
to be a receiver, too.
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他们同样也愿意被施以援手。
06:48
If you run an organization,
we can actually make this easier.
we can actually make this easier.
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如果你在管理一个组织，
你可以让这变得简单。
你可以让这变得简单。
06:51
We can make it easier
for people to ask for help.
for people to ask for help.
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你可以让开口求助变得不那么困难。
06:53
A couple colleagues and I
studied hospitals.
studied hospitals.
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我和几个同事研究了医院的情况。
发现某几层楼的护士求助很频繁，
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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但其他楼层却很少。
06:59
and on other floors,
they did very little of it.
they did very little of it.
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07:01
The factor that stood out on the floors
where help-seeking was common,
where help-seeking was common,
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这几个楼层的求助
之所以频繁且常见的原因
07:04
where it was the norm,
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是每层都安排了一个护士，
07:06
was there was just one nurse
whose sole job it was
whose sole job it was
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她唯一工作就是帮助其他护士。
07:08
to help other nurses on the unit.
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07:10
When that role was available,
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当有这么一个角色时，
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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其他护士觉得，“找人帮忙
不会很丢脸也不会招来闲话--
不会很丢脸也不会招来闲话--
07:15
it's actually encouraged."
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反而应该如此。”
07:18
Help-seeking isn't important
just for protecting the success
just for protecting the success
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鼓励求助不仅在确保付出者成功，
07:21
and the well-being of givers.
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保护他们的利益方面非常重要
07:22
It's also critical to getting
more people to act like givers,
more people to act like givers,
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更关键的是能让
更多人像付出者学习，
更多人像付出者学习，
07:25
because the data say
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因为数据显示，
07:26
that somewhere between 75 and 90 percent
of all giving in organizations
of all giving in organizations
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组织中75%-90%的“付出”行为
07:30
starts with a request.
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都始于一个请求。
07:31
But a lot of people don't ask.
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然而许多人不想求助于人，
07:33
They don't want to look incompetent,
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他们不想被觉得无能，
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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不知道找谁帮忙，也不想麻烦别人。
07:38
Yet if nobody ever asks for help,
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但是如果没人求助，
组织里的付出者们
就会变得萎靡不振。
就会变得萎靡不振。
07:40
you have a lot of frustrated givers
in your organization
in your organization
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而只要知道谁需要帮助以及怎么帮
07:42
who would love to step up and contribute,
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付出者们就会站出来并且帮助他们。
07:44
if they only knew
who could benefit and how.
who could benefit and how.
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07:47
But I think the most important thing,
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想要构建有利于付出者的组织文化，
07:49
if you want to build a culture
of successful givers,
of successful givers,
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我认为最重要的事
就是认真挑选你的团队成员。
07:51
is to be thoughtful about who
you let onto your team.
you let onto your team.
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07:54
I figured, you want a culture
of productive generosity,
of productive generosity,
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一开始我以为，
如果想构建这种有效的慷慨文化，
如果想构建这种有效的慷慨文化，
那就多雇些付出者。
07:57
you should hire a bunch of givers.
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07:59
But I was surprised to discover, actually,
that that was not right --
that that was not right --
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后来我惊讶的发现，
这是不对的。
这是不对的。
08:03
that the negative impact
of a taker on a culture
of a taker on a culture
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获取者对文化的负面效应
08:06
is usually double to triple
the positive impact of a giver.
the positive impact of a giver.
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通常是付出者正面效应的两三倍。
08:09
Think about it this way:
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给你们打个比方：
一颗老鼠屎能坏一锅粥，
（原句：一个坏苹果能坏一整桶）
（原句：一个坏苹果能坏一整桶）
08:10
one bad apple can spoil a barrel,
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08:12
but one good egg
just does not make a dozen.
just does not make a dozen.
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但是一粒好米可做不出一锅好粥。
（一个好鸡蛋却凑不出一整打）
（一个好鸡蛋却凑不出一整打）
08:15
I don't know what that means --
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我自己都不懂我说了什么，
08:17
(Laughter)
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（笑声）
08:18
But I hope you do.
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不过希望你们能懂。
假如把一个获取者放进团队，
08:20
No -- let even one taker into a team,
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08:23
and you will see that the givers
will stop helping.
will stop helping.
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你就会发现付出者都不愿帮忙了。
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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他们会抱怨说，
“我周围都是小人和骗子。
“我周围都是小人和骗子。
08:29
Why should I contribute?"
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我何必帮那么多忙？”
08:30
Whereas if you let one giver into a team,
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反过来，假如把一个付出者放进团队
大家并不会突然变得互帮互助。
08:32
you don't get an explosion of generosity.
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08:35
More often, people are like,
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久而久之，人们反而会觉得，
08:36
"Great! That person can do all our work."
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“太好了！事情都
能给那个人去做！”
能给那个人去做！”
08:39
So, effective hiring and screening
and team building
and team building
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所以，有效的雇佣筛选并组建团队
08:41
is not about bringing in the givers;
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并不是单纯的增加付出者数量，
而是要清除获取者。
08:44
it's about weeding out the takers.
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08:47
If you can do that well,
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如果你能把这个做好，
08:48
you'll be left with givers and matchers.
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就会只剩下付出者和互利者。
08:50
The givers will be generous
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付出者会继续慷慨相助，
因为他们不必担心结果。
08:51
because they don't have to worry
about the consequences.
about the consequences.
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而互利者的美德则会让他们
遵守这个行为的规则来进行付出。
遵守这个行为的规则来进行付出。
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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那么如何及时的找出获取者呢？
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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其实我们非常难分辨出谁是获取者，
09:03
especially on first impressions.
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尤其是仅凭第一印象。
09:05
There's a personality trait
that throws us off.
that throws us off.
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因为有一种性格会迷惑我们的双眼。
09:07
It's called agreeableness,
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这种性格叫“亲和力”。
一种在不同文化中广泛存在的性格。
09:09
one the major dimensions
of personality across cultures.
of personality across cultures.
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09:11
Agreeable people are warm and friendly,
they're nice, they're polite.
they're nice, they're polite.
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亲和力强的人热情而友好，
他们很亲切，很礼貌。
他们很亲切，很礼貌。
09:15
You find a lot of them in Canada --
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你在加拿大能遇到很多这样的人。
09:17
(Laughter)
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（笑声）
09:18
Where there was actually
a national contest
a national contest
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他们还弄了个全国竞赛，
09:22
to come up with a new Canadian slogan
and fill in the blank,
and fill in the blank,
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让大家给新的加拿大标语填空：
“像...一样的加拿大人”
09:25
"As Canadian as ..."
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我一开始觉得获胜标语应该是：
09:26
I thought the winning entry
was going to be,
was going to be,
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“像枫蜜一样的加拿大人”
或者换成“冰球”
或者换成“冰球”
09:29
"As Canadian as maple syrup,"
or, "... ice hockey."
or, "... ice hockey."
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结果不是，
09:31
But no, Canadians voted
for their new national slogan to be --
for their new national slogan to be --
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不开玩笑，
加拿大的新国家标语是：
加拿大的新国家标语是：
09:34
I kid you not --
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“尽量像加拿大人，看情况吧”
09:35
"As Canadian as possible
under the circumstances."
under the circumstances."
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09:38
(Laughter)
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（笑声）
09:42
Now for those of you
who are highly agreeable,
who are highly agreeable,
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现在那些非常有亲和力的人，
或者像加拿大人的人，
09:44
or maybe slightly Canadian,
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09:45
you get this right away.
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应该立马就明白了。
09:47
How could I ever say I'm any one thing
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我怎么可能找得出别人的毛病呢，
09:49
when I'm constantly adapting
to try to please other people?
to try to please other people?
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因为我在不停的调整自己
以取悦别人。
以取悦别人。
09:52
Disagreeable people do less of it.
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亲和力弱的人就很少会这样。
09:54
They're more critical,
skeptical, challenging,
skeptical, challenging,
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他们爱挑刺，爱质疑，爱反驳别人。
09:57
and far more likely than their peers
to go to law school.
to go to law school.
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并且他们相比其他人
更有可能去上法学院。
更有可能去上法学院。
10:00
(Laughter)
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（笑声）
10:01
That's not a joke,
that's actually an empirical fact.
that's actually an empirical fact.
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不是开玩笑，
这是经验证明过的事实。
这是经验证明过的事实。
10:04
(Laughter)
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（笑声）
10:05
So I always assumed
that agreeable people were givers
that agreeable people were givers
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所以我一直假定
亲和力强的人是付出者，
亲和力强的人是付出者，
10:07
and disagreeable people were takers.
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而亲和力弱的人是获取者。
10:09
But then I gathered the data,
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然后我收集了一些数据，
10:11
and I was stunned to find
no correlation between those traits,
no correlation between those traits,
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却惊奇的发现它们之间并没有联系。
10:14
because it turns out
that agreeableness-disagreeableness
that agreeableness-disagreeableness
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最后结果说明
亲和力强或者弱只是一个表象。
10:17
is your outer veneer:
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只是和你互动时表情是否显得愉悦。
10:18
How pleasant is it to interact with you?
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10:20
Whereas giving and taking
are more of your inner motives:
are more of your inner motives:
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而付出和获取却是源自内在动机。
10:22
What are your values?
What are your intentions toward others?
What are your intentions toward others?
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你的价值观是什么？
你对别人的目的是什么？
你对别人的目的是什么？
10:25
If you really want to judge
people accurately,
people accurately,
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如果你想知道怎么准确地判断，
10:28
you have to get to the moment every
consultant in the room is waiting for,
consultant in the room is waiting for,
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那我们就来到了
每个咨询顾问翘首期盼的时刻，
每个咨询顾问翘首期盼的时刻，
让我们画个2X2网格。
10:31
and draw a two-by-two.
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10:32
(Laughter)
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（笑声）
10:37
The agreeable givers are easy to spot:
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亲和力强的付出者很容易看出来，
10:39
they say yes to everything.
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他们对任何事都说好。
10:43
The disagreeable takers
are also recognized quickly,
are also recognized quickly,
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亲和力弱的获取者也很好区分，
10:46
although you might call them
by a slightly different name.
by a slightly different name.
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不过你们会叫他们
一个不太一样的名字。
一个不太一样的名字。
（帕尔帕廷，《星球大战》）
10:50
(Laughter)
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10:53
We forget about the other
two combinations.
two combinations.
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别忘了另外两种人。
10:55
There are disagreeable givers
in our organizations.
in our organizations.
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亲和力弱的付出者
在组织中随处可见。
在组织中随处可见。
10:59
There are people who are gruff
and tough on the surface
and tough on the surface
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这些人表面强势且脾气差，
11:01
but underneath have
others' best interests at heart.
others' best interests at heart.
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但心底里还是为别人着想。
引用一位工程师的话：
11:05
Or as an engineer put it,
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11:06
"Oh, disagreeable givers --
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“噢，脾气差的付出者啊，
11:08
like somebody with a bad user interface
but a great operating system."
but a great operating system."
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就像是一个非常优秀的操作系统，
不过用户界面不太友好。”
不过用户界面不太友好。”
11:12
(Laughter)
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（笑声）
11:13
If that helps you.
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但愿这个比喻你能懂。
11:14
(Laughter)
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（笑声）
亲和力弱的付出者
是组织中最被低估的人，
是组织中最被低估的人，
11:16
Disagreeable givers are the most
undervalued people in our organizations,
undervalued people in our organizations,
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11:19
because they're the ones
who give the critical feedback
who give the critical feedback
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因为他们给出的
批评性建议没人爱听，
批评性建议没人爱听，
11:22
that no one wants to hear
but everyone needs to hear.
but everyone needs to hear.
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但是每个人都需要去听。
11:25
We need to do a much better job
valuing these people
valuing these people
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我们应该要更好的评价他们，
而不是拒之门外，
11:27
as opposed to writing them off early,
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11:29
and saying, "Eh, kind of prickly,
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并说“这人好难搞，
11:31
must be a selfish taker."
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一定是个自私的获取者。”
11:33
The other combination we forget about
is the deadly one --
is the deadly one --
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最后一种人最为致命——
亲和力强的获取者，
又名伪装者。
又名伪装者。
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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这种人表面上和你客客气气，
11:42
and then will stab you right in the back.
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然后转身在背后插你两刀。
11:44
(Laughter)
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（笑声）
11:46
And my favorite way to catch
these people in the interview process
these people in the interview process
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我最常用的鉴别办法是
在面试时问这个问题：
11:49
is to ask the question,
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11:51
"Can you give me the names of four people
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“能否告诉我四个
你在工作中用心培养过的
四个人的名字？”
四个人的名字？”
11:53
whose careers you have
fundamentally improved?"
fundamentally improved?"
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11:56
The takers will give you four names,
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获取者会告诉你的四个人
11:58
and they will all be more
influential than them,
influential than them,
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都比他们自己有影响力，
12:01
because takers are great at kissing up
and then kicking down.
and then kicking down.
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因为获取者善于
一边奉承上级一边打压下属。
一边奉承上级一边打压下属。
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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付出者则一般会
列举几个层级比他们低的人，
列举几个层级比他们低的人，
12:08
who don't have as much power,
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这些人并没有多少权力，
12:09
who can do them no good.
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也不能带来太多好处。
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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事实上，我们想了解一个人的性格
可以从这人对待餐厅服务员
12:14
by watching how someone
treats their restaurant server
treats their restaurant server
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和优步司机的态度来判断。
12:17
or their Uber driver.
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12:19
So if we do all this well,
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如果我们能把这些做好，
12:20
if we can weed takers
out of organizations,
out of organizations,
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如果我们能把获取者扫地出门，
如果我们能让求助变得安心，
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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如果我们能保护付出者
不让他们觉得精疲力尽，
不让他们觉得精疲力尽，
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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而是去实现自己的雄心壮志的同时
12:29
as well as trying to help other people,
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对他人施以援手。
12:32
we can actually change the way
that people define success.
that people define success.
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我们就能改变人们对成功的定义——
12:35
Instead of saying it's all about
winning a competition,
winning a competition,
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不是在竞争中独占鳌头，
12:38
people will realize success
is really more about contribution.
is really more about contribution.
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而是意识到成功更多是付出与贡献。
我坚信最有意义的成功
12:42
I believe that the most
meaningful way to succeed
meaningful way to succeed
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12:45
is to help other people succeed.
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是帮助他人取得成功。
12:47
And if we can spread that belief,
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如果能传递这个信念，
12:48
we can actually turn paranoia upside down.
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我们就能完全颠覆偏执症。
12:51
There's a name for that.
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它有一个新的名字，
12:52
It's called "pronoia."
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叫做"积极妄想".
积极妄想是一种妄想信念，
12:55
Pronoia is the delusional belief
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12:56
that other people
are plotting your well-being.
are plotting your well-being.
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相信其他人会密谋着让你飞黄腾达。
12:59
(Laughter)
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（笑声）
13:02
That they're going around behind your back
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他们还会悄悄的在你背后
13:05
and saying exceptionally
glowing things about you.
glowing things about you.
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把你夸得天花乱坠。
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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值得庆幸的是
付出者的文化并不是妄想，
付出者的文化并不是妄想，
而是现实。
13:13
it's reality.
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13:15
I want to live in a world
where givers succeed,
where givers succeed,
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我梦想中的世界里
付出者们功成名就，
付出者们功成名就，
13:18
and I hope you will help me
create that world.
create that world.
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希望你们能帮我实现这个梦想。
13:20
Thank you.
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谢谢。
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