TEDGlobal 2012
Margaret Heffernan: Dare to disagree
Margatet Heffernan: Usudite se ne složiti
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Većina ljudi instinktivno izbjegava konflikt, ali, dobro neslaganje ključno je za napredak, kako nam Margaret Heffernan pokazuje. Ona ilustrira (ponekad protuintuitivno) kako se najbolji partneri ne slažu u svemu – i kako odlični istraživački timovi, odnosi i poslovi dopuštaju ljudima da se uopće ne slažu.
Margaret Heffernan - Management thinker
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray. Full bio
The former CEO of five businesses, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead organizations and managers astray. Full bio
Double-click the English transcript below to play the video.
00:16
In Oxford in the 1950s,
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U Oxfordu je 1950-ih
00:18
there was a fantastic doctor, who was very unusual,
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bila odlična doktorica koja je bila jako čudna,
00:21
named Alice Stewart.
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imenom Alice Stewart.
00:23
And Alice was unusual partly because, of course,
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Alice je bila čudna djelomično zato, naravno,
00:27
she was a woman, which was pretty rare in the 1950s.
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što je bila žena, a to je bilo dosta rijetko u 1950-ima.
00:30
And she was brilliant, she was one of the,
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I bila je genijalna, bila je jedna od,
00:32
at the time, the youngest Fellow to be elected to the Royal College of Physicians.
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u njezino vrijeme, najmlađih članica koja je izabrana za Kraljevsko društvo liječnika.
00:37
She was unusual too because she continued to work after she got married,
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Bila je neobična i zato što je nastavila raditi nakon što se udala
00:41
after she had kids,
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i nakon što je imala djecu,
00:43
and even after she got divorced and was a single parent,
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pa čak i nakon što se rastala i postala samohrani roditelj
00:46
she continued her medical work.
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nastavila je s radom u medicini.
00:48
And she was unusual because she was really interested in a new science,
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Bila je zanimljiva zato što je bila zaista zainteresirana za novu znanost
00:52
the emerging field of epidemiology,
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koja se razvijala, epidemiologiju,
00:55
the study of patterns in disease.
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znanost o obrascima u bolesti.
00:58
But like every scientist, she appreciated
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Ali, kao i svaki znanstvenik,
01:01
that to make her mark, what she needed to do
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željela je ostaviti svoj trag; trebala je
01:03
was find a hard problem and solve it.
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pronaći težak problem i riješiti ga.
01:07
The hard problem that Alice chose
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Težak problem koji je Alice odabrala bilo je
01:10
was the rising incidence of childhood cancers.
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povećanje slučajeva raka u djece.
01:13
Most disease is correlated with poverty,
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Većina bolesti je u korelaciji sa siromaštvom,
01:15
but in the case of childhood cancers,
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ali u slučaju dječjeg raka,
01:18
the children who were dying seemed mostly to come
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djeca koja su umirala najčešće su dolazila iz
01:20
from affluent families.
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bogatih obitelji.
01:23
So, what, she wanted to know,
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Htjela je znati
01:25
could explain this anomaly?
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što bi moglo objasniti ovu anomaliju.
01:28
Now, Alice had trouble getting funding for her research.
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Alice je imala problema pri dobivanju sredstava za svoje istraživanje.
01:30
In the end, she got just 1,000 pounds
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Na kraju je dobila samo 1,000 funti
01:32
from the Lady Tata Memorial prize.
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od priznanja Lady Tata Memorial prize.
01:35
And that meant she knew she only had one shot
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To je značilo da je znala kako ima samo jednu priliku
01:37
at collecting her data.
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za prikupljanje podataka.
01:39
Now, she had no idea what to look for.
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Nije imala pojma što tražiti.
01:42
This really was a needle in a haystack sort of search,
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To je stvarno bilo kao tražiti iglu u plastu sijena
01:45
so she asked everything she could think of.
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pa je pitala sve čega se mogla sjetiti.
01:47
Had the children eaten boiled sweets?
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Jesu li djeca jela kuhane slatkiše?
01:49
Had they consumed colored drinks?
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Jesu li pila obojena pića?
01:51
Did they eat fish and chips?
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Jesu li jela ribu i krumpiriće?
01:53
Did they have indoor or outdoor plumbing?
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Imaju li vanjske ili unutarnje vodovodne cijevi?
01:55
What time of life had they started school?
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U kojoj dobi su krenula u školu?
01:58
And when her carbon copied questionnaire started to come back,
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Kada su se njezine grafitne kopije upitnika počele vraćati,
02:02
one thing and one thing only jumped out
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jedna i samo jedna stvar je iskakala
02:05
with the statistical clarity of a kind that
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sa statističkom jasnoćom
02:07
most scientists can only dream of.
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o kakvoj većina znanstvenika može samo sanjati.
02:10
By a rate of two to one,
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U omjeru dva prema jedan,
02:12
the children who had died
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djeca koja su umrla
02:14
had had mothers who had been X-rayed when pregnant.
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imala su majke koje su bile snimane rendgenskim zrakama tijekom trudnoće.
02:20
Now that finding flew in the face of conventional wisdom.
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To istraživanje je proturječilo konvencionalnoj mudrosti.
02:25
Conventional wisdom held
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Konvencionalna mudrost smatrala je
02:27
that everything was safe up to a point, a threshold.
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da je sve sigurno do određene točke, praga.
02:31
It flew in the face of conventional wisdom,
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Proturječilo je konvencionalnoj mudrosti
02:33
which was huge enthusiasm for the cool new technology
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koja je bila vrlo entuzijastična zbog nove tehnologije
02:37
of that age, which was the X-ray machine.
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tog vremena, a to je rendgenski uređaj.
02:40
And it flew in the face of doctors' idea of themselves,
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A proturječilo je i ideji liječnika o sebi samima,
02:44
which was as people who helped patients,
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a to je da su oni ljudi koji pomažu pacijentima,
02:48
they didn't harm them.
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a ne štete im.
02:51
Nevertheless, Alice Stewart rushed to publish
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Ipak, Alice Stewart požurila je s objavljivanjem
02:55
her preliminary findings in The Lancet in 1956.
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svojih prvih otkrića u The Lancetu 1956.
02:58
People got very excited, there was talk of the Nobel Prize,
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Ljudi su se jako uzbudili, pričalo se o Nobelovoj nagradi
03:02
and Alice really was in a big hurry
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i Alice se zbilja žurila
03:04
to try to study all the cases of childhood cancer she could find
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pokušati proučiti sve slučajeve raka u djetinjstvu koje je mogla pronaći
03:08
before they disappeared.
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prije nego što nestanu.
03:10
In fact, she need not have hurried.
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Zapravo se nije morala žuriti.
03:15
It was fully 25 years before the British and medical --
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Tek punih 25 godina kasnije su Britanci i
03:19
British and American medical establishments
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britanske i američke medicinske ustanove
03:22
abandoned the practice of X-raying pregnant women.
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napustile uporabu rendgena na trudnicama.
03:28
The data was out there, it was open, it was freely available,
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Podaci su bili tamo, javni i slobodni,
03:33
but nobody wanted to know.
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ali nitko nije htio znati.
03:38
A child a week was dying,
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Tjedno je umiralo po jedno dijete,
03:40
but nothing changed.
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ali ništa se nije mijenjalo.
03:43
Openness alone can't drive change.
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Dostupnost podataka javnosti ne može samo pokrenuti promjenu.
03:49
So for 25 years Alice Stewart had a very big fight on her hands.
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Tako je 25 godina Alice Stewart vodila veoma veliku bitku.
03:55
So, how did she know that she was right?
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Kako je znala da je u pravu?
03:58
Well, she had a fantastic model for thinking.
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Imala je odličan model razmišljanja.
04:02
She worked with a statistician named George Kneale,
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Radila je sa statističarem Georgeom Knealeom
04:04
and George was pretty much everything that Alice wasn't.
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i George je bio sve što Ailce nije.
04:06
So, Alice was very outgoing and sociable,
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Alice je bila otvorena i društvena,
04:09
and George was a recluse.
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a George je bio povučen.
04:12
Alice was very warm, very empathetic with her patients.
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Alice je bila topla, jako suosjećajna sa svojim pacijentima.
04:16
George frankly preferred numbers to people.
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George je više volio brojeve nego ljude.
04:20
But he said this fantastic thing about their working relationship.
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Ali je rekao nešto fantastično o njihovom radnom odnosu.
04:24
He said, "My job is to prove Dr. Stewart wrong."
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Rekao je: "Moj posao je da dokažem kako je dr. Stewart u krivu."
04:30
He actively sought disconfirmation.
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Aktivno je pokušavao dokazati da je hipoteza pogrešna.
04:34
Different ways of looking at her models,
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Tražio je drugačije poglede na njezine modele,
04:36
at her statistics, different ways of crunching the data
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njezine statistike, drugačije načine razumijevanja podataka
04:39
in order to disprove her.
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kako bi pokazao da je u krivu.
04:42
He saw his job as creating conflict around her theories.
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Vidio je svoj posao kao stvaranje sukoba oko njezinih teorija.
04:48
Because it was only by not being able to prove
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Zato što je jedino ne mogavši dokazati
04:51
that she was wrong,
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da ona nije u pravu,
04:54
that George could give Alice the confidence she needed
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George mogao dati Alice pouzdanje koje je trebala
04:57
to know that she was right.
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kako bi znala da je u pravu.
05:00
It's a fantastic model of collaboration --
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To je fantastičan model suradnje –
05:04
thinking partners who aren't echo chambers.
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partneri koji razmišljaju i ne slažu se oko svega.
05:09
I wonder how many of us have,
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Pitam se koliko nas ima
05:12
or dare to have, such collaborators.
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ili koliko bi nas se odvažilo na takvu suradnju.
05:19
Alice and George were very good at conflict.
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Alice i George su bili dobri u neslaganju.
05:22
They saw it as thinking.
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Vidjeli su to kao način razmišljanja.
05:26
So what does that kind of constructive conflict require?
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Što je potrebno za takvo konstruktivno neslaganje?
05:30
Well, first of all, it requires that we find people
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Prije svega, potrebno je pronaći ljude
05:33
who are very different from ourselves.
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koji su drugačiji od nas.
05:36
That means we have to resist the neurobiological drive,
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To znači da moramo odoljeti neurobiološkom porivu,
05:40
which means that we really prefer people mostly like ourselves,
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zbog kojeg uglavnom preferiramo ljude poput nas,
05:45
and it means we have to seek out people
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i to znači da moramo tražiti ljude
05:47
with different backgrounds, different disciplines,
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s različitom pozadinom, različitim disciplinama,
05:49
different ways of thinking and different experience,
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različitim načinom razmišljanja i različitim iskustvima,
05:53
and find ways to engage with them.
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a potrebno je i pronaći način za radi s njima.
05:57
That requires a lot of patience and a lot of energy.
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To zahtijeva dosta strpljenja i dosta energije.
06:02
And the more I've thought about this,
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Što više razmišljam o ovome,
06:04
the more I think, really, that that's a kind of love.
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to više mislim da je to jedan oblik ljubavi.
06:09
Because you simply won't commit that kind of energy
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Zato što jednostavno nećete uložiti toliko energije
06:12
and time if you don't really care.
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i vremena ako vam nije stalo.
06:17
And it also means that we have to be prepared to change our minds.
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To znači da moramo biti spremni promijeniti svoje mišljenje.
06:21
Alice's daughter told me
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Aliceina kćer mi je rekla
06:24
that every time Alice went head-to-head with a fellow scientist,
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kako svaki put kada bi se Alice suočila s kolegom znanstvenikom,
06:27
they made her think and think and think again.
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navodili su je da razmišlja i razmišlja i ponovno razmišlja.
06:31
"My mother," she said, "My mother didn't enjoy a fight,
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Rekla je: "Moja majka nije voljela svađe,
06:35
but she was really good at them."
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ali je bila stvarno dobra u njima."
06:40
So it's one thing to do that in a one-to-one relationship.
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To je jedna stvar koja se radi u jedan-na-jedan odnosima.
06:44
But it strikes me that the biggest problems we face,
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Ali najviše me čudi to da najveći problemi koje susrećemo,
06:47
many of the biggest disasters that we've experienced,
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mnoge od najvećih katastrofa koje smo doživjeli,
06:50
mostly haven't come from individuals,
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uglavnom nisu došli od pojedinaca,
06:52
they've come from organizations,
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već od organizacija
06:54
some of them bigger than countries,
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od kojih su neke veće od država,
06:56
many of them capable of affecting hundreds,
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mnoge od njih su sposobne utjecati na stotine,
06:58
thousands, even millions of lives.
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tisuće pa čak i milijune života.
07:02
So how do organizations think?
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Kako organizacija razmišlja?
07:07
Well, for the most part, they don't.
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U većini slučajeva ne razmišlja.
07:11
And that isn't because they don't want to,
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I to nije zato što ne žele,
07:14
it's really because they can't.
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već zato što ne mogu.
07:16
And they can't because the people inside of them
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A ne mogu zato što su ljudi unutar njih
07:20
are too afraid of conflict.
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previše uplašeni konflikta.
07:24
In surveys of European and American executives,
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U anketama američkih i europskih direktora,
07:27
fully 85 percent of them acknowledged
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čak 85% njih je priznalo
07:30
that they had issues or concerns at work
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da imaju problema ili briga na poslu
07:33
that they were afraid to raise.
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koje se boje spomenuti.
07:37
Afraid of the conflict that that would provoke,
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Boje se konflikta koji bi mogli proizvesti,
07:40
afraid to get embroiled in arguments
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boje se da će zapasti u raspravu
07:42
that they did not know how to manage,
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koju neće znati kako riješiti
07:44
and felt that they were bound to lose.
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i boje se da će izgubiti.
07:49
Eighty-five percent is a really big number.
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85% je zbilja velik broj.
07:55
It means that organizations mostly can't do
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To znači da organizacije uglavnom ne mogu
07:58
what George and Alice so triumphantly did.
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raditi ono što su George i Alice tako odlično radili.
08:00
They can't think together.
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Ne mogu razmišljati zajedno.
08:05
And it means that people like many of us,
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To znači da su ljudi poput mnogih od nas,
08:07
who have run organizations,
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koji su vodili organizaciju,
08:09
and gone out of our way to try to find the very best people we can,
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tražili najbolje ljude koje su mogli naći,
08:13
mostly fail to get the best out of them.
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ali nisu uspjeli dobiti ono najbolje od njih.
08:19
So how do we develop the skills that we need?
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Kako razviti vještine koje trebamo?
08:22
Because it does take skill and practice, too.
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Zato što je potrebne i vještine i praksa.
08:26
If we aren't going to be afraid of conflict,
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Ako se ne bojimo konflikta,
08:30
we have to see it as thinking,
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moramo to vidjeti kao razmišljanje
08:32
and then we have to get really good at it.
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i zatim moramo postati jako dobri u tome.
08:36
So, recently, I worked with an executive named Joe,
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Nedavno sam radila s jednim direktorom koji se zove Joe,
08:41
and Joe worked for a medical device company.
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a Joe radi za tvrtku medicinskih uređaja.
08:44
And Joe was very worried about the device that he was working on.
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Joe je bio vrlo zabrinut oko uređaja na kojem je radio.
08:47
He thought that it was too complicated
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Mislio je da je prekompliciran
08:50
and he thought that its complexity
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i da njegova kompleksnost
08:52
created margins of error that could really hurt people.
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stvara mjesto za pogreške koje bi mogle stvarno ozlijediti ljude.
08:56
He was afraid of doing damage to the patients he was trying to help.
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Bojao se da će nanijeti štetu pacijentima kojima je pokušavao pomoći.
09:00
But when he looked around his organization,
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Kada je pogledao po svojoj organizaciji,
09:03
nobody else seemed to be at all worried.
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nitko drugi nije bio zabrinut.
09:07
So, he didn't really want to say anything.
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Zato nije htio ništa reći.
09:10
After all, maybe they knew something he didn't.
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Naposljetku, možda su oni znali nešto što on nije znao.
09:12
Maybe he'd look stupid.
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Možda će ispasti glup.
09:14
But he kept worrying about it,
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Ali je i dalje brinuo zbog toga
09:17
and he worried about it so much that he got to the point
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i brinuo je zbog toga toliko da je došao do točke
09:20
where he thought the only thing he could do
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kada je mislio kako je jedina stvar koju može učiniti
09:22
was leave a job he loved.
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napustiti posao koji voli.
09:26
In the end, Joe and I found a way
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Na kraju smo Joe i ja pronašli način
09:30
for him to raise his concerns.
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kako da iznese svoje brige.
09:32
And what happened then is what almost always
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I tada se dogodilo ono što se gotovo uvijek dogodi
09:35
happens in this situation.
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u ovakvoj situaciji.
09:36
It turned out everybody had exactly the same
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Ispalo je da su svi imali
09:39
questions and doubts.
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ista pitanja i dvojbe.
09:41
So now Joe had allies. They could think together.
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I sada je Joe imao saveznike. Mogli su razmišljati zajedno.
09:45
And yes, there was a lot of conflict and debate
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I, da, bilo je puno konflikta i rasprava i svađa,
09:49
and argument, but that allowed everyone around the table
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ali to je omogućilo svima za stolom
09:53
to be creative, to solve the problem,
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da budu kreativni, da riješe problem
09:57
and to change the device.
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i da promijene uređaj.
10:01
Joe was what a lot of people might think of
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Joe je bio ono što bi mnogi
10:05
as a whistle-blower,
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smatrali zviždačem,
10:07
except that like almost all whistle-blowers,
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osim što za razliku od gotovo svih zviždača
10:10
he wasn't a crank at all,
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on nije ekscentrik,
10:12
he was passionately devoted to the organization
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već je strastveno odan organizaciji
10:15
and the higher purposes that that organization served.
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i višim ciljevima kojima je organizacija služila.
10:19
But he had been so afraid of conflict,
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Ali se bojao konflikta
10:23
until finally he became more afraid of the silence.
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sve dok se na kraju nije više bojao tišine.
10:28
And when he dared to speak,
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I kada se usudio govoriti,
10:30
he discovered much more inside himself
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otkrio je mnogo više toga u sebi
10:33
and much more give in the system than he had ever imagined.
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i dao sustavu puno više no što je mogao zamisliti.
10:38
And his colleagues don't think of him as a crank.
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I njegovi kolege ne misle da je ekscentrik.
10:42
They think of him as a leader.
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Smatraju ga vođom.
10:47
So, how do we have these conversations more easily
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Kako možemo voditi takve razgovore lakše
10:51
and more often?
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i češće?
10:53
Well, the University of Delft
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Sveučilište u Delftu
10:55
requires that its PhD students
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traži da doktorandi
10:57
have to submit five statements that they're prepared to defend.
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pripreme 5 izjava koje su spremni obraniti.
11:01
It doesn't really matter what the statements are about,
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Zapravo nije važno o čemu su izjave,
11:05
what matters is that the candidates are willing and able
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važno je da su kandidati spremni i sposobni
11:08
to stand up to authority.
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usprostaviti se autoritetu.
11:11
I think it's a fantastic system,
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Mislim da je to odličan sustav,
11:13
but I think leaving it to PhD candidates
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ali mislim da ako to ostavimo za kandidate za doktorat,
11:16
is far too few people, and way too late in life.
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premalo ljudi će raditi na tome i prekasno u životu.
11:20
I think we need to be teaching these skills
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Mislim da ovim vještinama trebamo učiti
11:23
to kids and adults at every stage of their development,
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djecu i odrasle svih stupnjeva razvoja
11:28
if we want to have thinking organizations
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ako želimo imati organizacije koje razmišljaju
11:30
and a thinking society.
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i društvo koje razmišlja.
11:34
The fact is that most of the biggest catastrophes that we've witnessed
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Činjenica je da je većina najvećih katastrofa kojima smo svjedočili
11:39
rarely come from information that is secret or hidden.
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rijetko došla od informacija koje su tajne ili skrivene.
11:46
It comes from information that is freely available and out there,
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Došle su od informacija koje su dostupne i vani,
11:50
but that we are willfully blind to,
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ali smo svojevoljno slijepi
11:52
because we can't handle, don't want to handle,
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jer se ne možemo suočiti, ne želimo se suočiti
11:55
the conflict that it provokes.
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s konfliktom koji uzrokuje.
12:00
But when we dare to break that silence,
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Ali kada se usudimo progovoriti
12:03
or when we dare to see,
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ili kada se usudimo vidjeti
12:05
and we create conflict,
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i kada stvorimo konflikt,
12:08
we enable ourselves and the people around us
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omogućujemo sebi i ljudima oko nas
12:10
to do our very best thinking.
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da razmišljamo na najbolji način.
12:15
Open information is fantastic,
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Otvorene informacije su fantastične,
12:18
open networks are essential.
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otvorene mreže su nužne.
12:21
But the truth won't set us free
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Ali istina nas neće osloboditi
12:23
until we develop the skills and the habit and the talent
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dok ne razvijemo vještine, navike, talente,
12:27
and the moral courage to use it.
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moral i hrabrost da je iskoristimo.
12:31
Openness isn't the end.
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Otvorenost nije kraj.
12:35
It's the beginning.
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Ona je početak.
12:37
(Applause)
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(Pljesak)
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