TEDGlobal 2012
Margaret Heffernan: Dare to disagree
Margaret Heffernan: Berani untuk tidak setuju
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Kebanyakan orang mencoba menghindari pertikaian, namun seperti yang ditunjukkan Margaret Heffernan, ketidaksetujuan yang baik sangat penting dalam kemajuan. Dia menggambarkan (terkadang dengan hal yang tidak masuk akal) bagaimana rekan yang luar biasa bukanlah mereka yang saling mendukung -- dan bagaimana tim peneliti yang hebat, hubungan, dan bisnis memungkinkan orang untuk benar-benar saling tidak setuju.
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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Tahun 1950-an di Oxford,
00:18
there was a fantastic doctor, who was very unusual,
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ada seorang doktor yang sangat luar biasa
00:21
named Alice Stewart.
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bernama Alice Stewart.
00:23
And Alice was unusual partly because, of course,
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Alice menjadi luar biasa, sebagian karena
00:27
she was a woman, which was pretty rare in the 1950s.
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dia seorang wanita, sesuatu yang cukup jarang di tahun 1950-an.
00:30
And she was brilliant, she was one of the,
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Dan dia sangat cerdas, dia adalah salah satu orang termuda
00:32
at the time, the youngest Fellow to be elected to the Royal College of Physicians.
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yang terpilih menjadi anggota Royal College of Physicians.
00:37
She was unusual too because she continued to work after she got married,
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Dia juga luar biasa karena dia terus bekerja setelah menikah,
00:41
after she had kids,
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setelah dia memiliki anak,
00:43
and even after she got divorced and was a single parent,
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bahkan setelah dia bercerai dan menjadi orang tua tunggal,
00:46
she continued her medical work.
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dia terus bekerja.
00:48
And she was unusual because she was really interested in a new science,
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Dan dia luar biasa karena dia benar-benar tertarik pada ilmu baru,
00:52
the emerging field of epidemiology,
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pada epidemiologi yang sedang berkembang,
00:55
the study of patterns in disease.
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kajian akan pola dari penyakit.
00:58
But like every scientist, she appreciated
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Namun seperti setiap ilmuwan, dia paham
01:01
that to make her mark, what she needed to do
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bahwa agar namanya bisa dikenang, dia harus
01:03
was find a hard problem and solve it.
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mencari masalah yang sulit dan menyelesaikannya.
01:07
The hard problem that Alice chose
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Masalah sulit yang dipilihnya
01:10
was the rising incidence of childhood cancers.
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adalah kanker pada anak-anak yang semakin meningkat.
01:13
Most disease is correlated with poverty,
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Sebagian besar penyakit berhubungan dengan kemiskinan,
01:15
but in the case of childhood cancers,
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namun pada kanker anak-anak
01:18
the children who were dying seemed mostly to come
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anak-anak yang menderita tampaknya sebagian besar berasal
01:20
from affluent families.
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dari keluarga kaya.
01:23
So, what, she wanted to know,
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Jadi yang ingin dia ketahui adalah
01:25
could explain this anomaly?
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bagaimana menjelaskan keanehan ini?
01:28
Now, Alice had trouble getting funding for her research.
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Kini Alice kesulitan mencari dana untuk penelitiannya.
01:30
In the end, she got just 1,000 pounds
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Akhirnya, dia hanya mendapat 1.000 pound
01:32
from the Lady Tata Memorial prize.
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dari penghargaan Lady Tata Memorial.
01:35
And that meant she knew she only had one shot
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Dan itu artinya dia hanya memiliki satu kesempatan
01:37
at collecting her data.
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untuk mengumpulkan data.
01:39
Now, she had no idea what to look for.
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Lalu dia tidak tahu apa yang harus dicari.
01:42
This really was a needle in a haystack sort of search,
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Ini benar-benar seperti mencari jarum dalam jerami,
01:45
so she asked everything she could think of.
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jadi dia menanyakan semua hal yang dia pikirkan.
01:47
Had the children eaten boiled sweets?
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Apakah anak itu makan manisan yang direbus?
01:49
Had they consumed colored drinks?
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Apakah mereka minum minuman berwarna?
01:51
Did they eat fish and chips?
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Apakah mereka makan ikan dengan kentang goreng?
01:53
Did they have indoor or outdoor plumbing?
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Apakah air minum mereka berasal dari jaringan di dalam atau di luar rumah?
01:55
What time of life had they started school?
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Pada usia berapa mereka mulai sekolah?
01:58
And when her carbon copied questionnaire started to come back,
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Dan saat angketnya mulai sampai
02:02
one thing and one thing only jumped out
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hanya satu hal yang keluar
02:05
with the statistical clarity of a kind that
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dengan statistik yang jelas di mana
02:07
most scientists can only dream of.
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sebagian besar ilmuwan hanya dapat mengimpikannya.
02:10
By a rate of two to one,
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Dengan perbandingan 2 berbanding 1
02:12
the children who had died
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anak-anak yang meninggal
02:14
had had mothers who had been X-rayed when pregnant.
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memiliki ibu yang menjalani rontgen saat mengandung.
02:20
Now that finding flew in the face of conventional wisdom.
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Kini mencari sesuatu agar lenyap di hadapan kebijaksanaan konvensional.
02:25
Conventional wisdom held
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Kebijaksanaan konvensional yaitu
02:27
that everything was safe up to a point, a threshold.
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segala sesuatu itu aman sampai pada suatu titik
02:31
It flew in the face of conventional wisdom,
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hal itu lenyap di hadapan kebijaksanaan konvensional.
02:33
which was huge enthusiasm for the cool new technology
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yaitu gairah yang besar akan teknologi baru yang keren
02:37
of that age, which was the X-ray machine.
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pada saat itu, yaitu mesin sinar X.
02:40
And it flew in the face of doctors' idea of themselves,
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Dan pikiran dokter akan diri mereka saat itu
02:44
which was as people who helped patients,
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sebagai orang-orang yang menolong para pasien,
02:48
they didn't harm them.
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mereka tidak membahayakan pasien mereka.
02:51
Nevertheless, Alice Stewart rushed to publish
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Namun, Alice Stewart dengan segera menerbitkan
02:55
her preliminary findings in The Lancet in 1956.
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penemuan awalnya di The Lancet pada tahun 1956.
02:58
People got very excited, there was talk of the Nobel Prize,
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Orang-orang sangat tertarik, ada yang berbicara tentang Hadiah nobel
03:02
and Alice really was in a big hurry
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dan Alice benar-benar dengan cepat
03:04
to try to study all the cases of childhood cancer she could find
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mencoba mempelajari semua kasus kanker di masa anak-anak yang dia temukan
03:08
before they disappeared.
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sebelum kasus itu menghilang.
03:10
In fact, she need not have hurried.
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Sebenarnya, dia tidak perlu tergesa-gesa.
03:15
It was fully 25 years before the British and medical --
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Masih 25 tahun lagi sampai lembaga medis --
03:19
British and American medical establishments
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lembaga medis Inggris dan Amerika Serikat
03:22
abandoned the practice of X-raying pregnant women.
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tidak lagi melakukan sinar X pada wanita hamil.
03:28
The data was out there, it was open, it was freely available,
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Datanya ada di sana dan tersedia secara bebas,
03:33
but nobody wanted to know.
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namun tidak ada yang ingin mengetahuinya.
03:38
A child a week was dying,
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Setiap minggu ada anak yang sekarat
03:40
but nothing changed.
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namun tidak ada yang berubah.
03:43
Openness alone can't drive change.
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Keterbukaan saja tidak dapat mendorong perubahan.
03:49
So for 25 years Alice Stewart had a very big fight on her hands.
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Jadi selama 25 tahun Alice Stewart menjalani pertempuran besar.
03:55
So, how did she know that she was right?
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Bagaimana dia tahu kalau dia benar?
03:58
Well, she had a fantastic model for thinking.
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Dia memiliki model berpikir yang luar biasa.
04:02
She worked with a statistician named George Kneale,
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Dia bekerja bersama seorang ahli statistik bernama George kneale
04:04
and George was pretty much everything that Alice wasn't.
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dan George sangat berbeda dengan Alice.
04:06
So, Alice was very outgoing and sociable,
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Alice sangat ramah dan mudah bergaul,
04:09
and George was a recluse.
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sedangkan George seperti pertapa.
04:12
Alice was very warm, very empathetic with her patients.
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Alice sangat hangat dan bersimpati dengan para pasiennya.
04:16
George frankly preferred numbers to people.
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George lebih menyukai angka dibandingkan orang.
04:20
But he said this fantastic thing about their working relationship.
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Namun dia mengatakan hal ini tentang hubungan kerja mereka.
04:24
He said, "My job is to prove Dr. Stewart wrong."
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"Tugasku adalah membuktikan Dr. Stewart salah."
04:30
He actively sought disconfirmation.
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Dia terus mencari bukti kesalahan itu.
04:34
Different ways of looking at her models,
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Melihat model dan statistiknya dengan berbagai cara,
04:36
at her statistics, different ways of crunching the data
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mencoba menghancurkan datanya dengan berbagai cara
04:39
in order to disprove her.
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untuk membuktikan bahwa dia salah.
04:42
He saw his job as creating conflict around her theories.
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Dia melihat pekerjaannya adalah mencari pertikaian pada teorinya.
04:48
Because it was only by not being able to prove
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Karena hanya dengan tidak dapat membuktikan
04:51
that she was wrong,
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bahwa Alice salah,
04:54
that George could give Alice the confidence she needed
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George dapat memberikan kepercayaan diri yang diperlukan Alice
04:57
to know that she was right.
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untuk tahu bahwa dirinya benar.
05:00
It's a fantastic model of collaboration --
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Ini model kerja sama yang luar biasa --
05:04
thinking partners who aren't echo chambers.
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rekan berpikir yang tidak saling mengikuti.
05:09
I wonder how many of us have,
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Saya penasaran berapa banyak dari kita
05:12
or dare to have, such collaborators.
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yang memiliki, atau berani memiiliki, rekan seperti itu.
05:19
Alice and George were very good at conflict.
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Alice dan George sangat bagus dalam pertikaian.
05:22
They saw it as thinking.
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Mereka melihat hal itu sebagai berpikir.
05:26
So what does that kind of constructive conflict require?
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Jadi apa yang diperlukan pertikaian yang membangun seperti itu?
05:30
Well, first of all, it requires that we find people
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Pertama, kita harus mencari orang
05:33
who are very different from ourselves.
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yang sangat berbeda dari diri kita.
05:36
That means we have to resist the neurobiological drive,
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Itu artinya kita harus mengatasi dorongan neurobiologi
05:40
which means that we really prefer people mostly like ourselves,
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yang mengatakan kita menyukai orang yang mirip dengan kita
05:45
and it means we have to seek out people
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dan itu berarti kita harus mencari orang
05:47
with different backgrounds, different disciplines,
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dengan latar belakang, disiplin ilmu, cara berpikir,
05:49
different ways of thinking and different experience,
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dan pengalaman yang berbeda
05:53
and find ways to engage with them.
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dan mencari cara untkk bergabung dengan mereka.
05:57
That requires a lot of patience and a lot of energy.
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Hal itu memerlukan banyak kesabaran dan energi.
06:02
And the more I've thought about this,
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Dan semakin saya memikirkan hal ini,
06:04
the more I think, really, that that's a kind of love.
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itu ternyata benar-benar sejenis rasa cinta.
06:09
Because you simply won't commit that kind of energy
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Karena Anda tidak akan mengeluarkan energi dan waktu
06:12
and time if you don't really care.
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sebanyak itu jika Anda tidak peduli.
06:17
And it also means that we have to be prepared to change our minds.
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Dan itu berarti kita harus bersiap mengubah cara berpikir kita.
06:21
Alice's daughter told me
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Putri Alice memberi tahu saya
06:24
that every time Alice went head-to-head with a fellow scientist,
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bahwa setiap kali Alice bertemu langsung dengan rekan ilmuwannya,
06:27
they made her think and think and think again.
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mereka membuat Alice berpikir dan berpikir lagi.
06:31
"My mother," she said, "My mother didn't enjoy a fight,
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"Ibu saya," katanya, "tidak menyukai pertikaian
06:35
but she was really good at them."
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namun dia sangat pandai bertikai."
06:40
So it's one thing to do that in a one-to-one relationship.
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Itulah salah satu cara melakukannya dalam hubungan antara 2 orang.
06:44
But it strikes me that the biggest problems we face,
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Namun hal ini memberikan masalah paling besar yang kita hadapi,
06:47
many of the biggest disasters that we've experienced,
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sebagian besar bencana yang kita alami
06:50
mostly haven't come from individuals,
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tidaklah datang dari satu orang,
06:52
they've come from organizations,
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namun datang dari organisasi,
06:54
some of them bigger than countries,
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beberapa di antaranya lebih besar daripada negara,
06:56
many of them capable of affecting hundreds,
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banyak di antaranya yang dapat mempengaruhi ratusan,
06:58
thousands, even millions of lives.
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ribuan, bahkan jutaan hidup.
07:02
So how do organizations think?
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Jadi bagaimana cara organisasi berpikir?
07:07
Well, for the most part, they don't.
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Sebagian besar di antaranya, Anda tidak tahu.
07:11
And that isn't because they don't want to,
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Dan itu bukanlah karena mereka tidak mau
07:14
it's really because they can't.
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namun mreka tidak bisa.
07:16
And they can't because the people inside of them
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Mereka tidak bisa karena orang di dalam diri mereka
07:20
are too afraid of conflict.
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terlalu takut pada pertikaian
07:24
In surveys of European and American executives,
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dalam survei terhadap para eksekutif Eropa dan Amerika,a
07:27
fully 85 percent of them acknowledged
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85 persen dari mereka mengaku
07:30
that they had issues or concerns at work
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mereka memiliki masalah dan persoalan dalam pekerjaan
07:33
that they were afraid to raise.
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yang takut mereka uagkapkan.
07:37
Afraid of the conflict that that would provoke,
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Takut akan pertikaian yang memicu
07:40
afraid to get embroiled in arguments
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takut untuk terlibat dalam perdebatan
07:42
that they did not know how to manage,
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yang mereka tidak tahu cara mengatasinya,
07:44
and felt that they were bound to lose.
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dan merasa bahwa mereka telah kalah.
07:49
Eighty-five percent is a really big number.
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85 persen benar-benar angka yang besar.
07:55
It means that organizations mostly can't do
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Itu berarti sebagian besar organisasi
07:58
what George and Alice so triumphantly did.
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tidak dapat melakukan apa yang sukses dilakukan George dan Alice.
08:00
They can't think together.
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Mereka tidak bisa berpikir bersama.
08:05
And it means that people like many of us,
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Dan itu berarti orang-orang seperti kita kebanyakan
08:07
who have run organizations,
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yang menjalankan organisasi
08:09
and gone out of our way to try to find the very best people we can,
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dan keluar untuk mencari orang terbaik yang bisa kita dapatkan
08:13
mostly fail to get the best out of them.
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sebagian besar gagal mendapat hal terbaik dari mereka.
08:19
So how do we develop the skills that we need?
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Jadi bagaimana kita mengembangkan keterampilan yang diperlukan?
08:22
Because it does take skill and practice, too.
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Karena keterampilan juga memerlukan latihan.
08:26
If we aren't going to be afraid of conflict,
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Jika kita tidak takut pada pertikaian,
08:30
we have to see it as thinking,
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kita harus melihatnya sebagai cara berpikir,
08:32
and then we have to get really good at it.
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lalu kita harus menguasainya.
08:36
So, recently, I worked with an executive named Joe,
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Baru-baru ini, saya bekerja bersama seorang eksekutif bernama Joe
08:41
and Joe worked for a medical device company.
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yang bekerja untuk perusahaan alat medis.
08:44
And Joe was very worried about the device that he was working on.
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Joe sangat khawatir akan alat yang sedang dia kerjakan.
08:47
He thought that it was too complicated
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Dia merasa alat itu terlalu rumit
08:50
and he thought that its complexity
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dan dia merasa bahwa kerumitan itu
08:52
created margins of error that could really hurt people.
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akan membuat kesalahan yang dapat membuat orang sakit.
08:56
He was afraid of doing damage to the patients he was trying to help.
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Dia takut dia akan merusak pasien yang dia ingin tolong.
09:00
But when he looked around his organization,
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Namun saat dia melihat pada organisasinya,
09:03
nobody else seemed to be at all worried.
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tampaknya tidak ada yang khawatir.
09:07
So, he didn't really want to say anything.
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Jadi dia tidak ingin mengucapkan apapun.
09:10
After all, maybe they knew something he didn't.
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Bagaimanapun, mungkin mereka tahu sesuatu yang dia tidak tahu.
09:12
Maybe he'd look stupid.
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Mungkin dia akan terlihat bodoh.
09:14
But he kept worrying about it,
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Namun dia tetap khawatir akan hal itu
09:17
and he worried about it so much that he got to the point
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dan dia khawatir sampai pada suatu titik
09:20
where he thought the only thing he could do
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di mana dia berpikir satu-satunya yang dapat dia lakukan
09:22
was leave a job he loved.
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adalah keluar dari pekerjaan yang dicintainya.
09:26
In the end, Joe and I found a way
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Akhirnya, saya dan joe menemukan cara
09:30
for him to raise his concerns.
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untuk mengungkapkan kekhawatirannya.
09:32
And what happened then is what almost always
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Dan yang terjadi adalah apa yang hampir selalu terjadi
09:35
happens in this situation.
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pada keadaan seperti ini.
09:36
It turned out everybody had exactly the same
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Ternyata semua orang memiliki pertanyaan dan keraguan
09:39
questions and doubts.
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yang sama.
09:41
So now Joe had allies. They could think together.
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Kini Joe memiliki sekutu. Mereka dapat berpikir bersama.
09:45
And yes, there was a lot of conflict and debate
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Dan memang ada banyak pertikaian, debat,
09:49
and argument, but that allowed everyone around the table
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dan argumen, namun hal itu membuat semua orang
09:53
to be creative, to solve the problem,
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menjadi kreatif, untuk memecahkan masalah itu
09:57
and to change the device.
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dan mengubah alatnya.
10:01
Joe was what a lot of people might think of
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Joe adalah apa yang dianggap oleh banyak orang
10:05
as a whistle-blower,
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sebagai "pengungkap aib,"
10:07
except that like almost all whistle-blowers,
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kecuali bahwa tidak seperti pengungkap aib yang biasanya,
10:10
he wasn't a crank at all,
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dia bukanlah orang gila,
10:12
he was passionately devoted to the organization
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dia sangat berbakti pada organisasinya
10:15
and the higher purposes that that organization served.
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dan pada tujuan organisasinya yang lebih tinggi.
10:19
But he had been so afraid of conflict,
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Namun dia sangat khawatir akan terjadi pertikaian,
10:23
until finally he became more afraid of the silence.
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hingga akhirnya dia menjadi lebih khawatir jika terus diam.
10:28
And when he dared to speak,
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Dan saat dia berani berbicara,
10:30
he discovered much more inside himself
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dia menemukan banyak hla di dalam dirinya
10:33
and much more give in the system than he had ever imagined.
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dan memberikan lebih banyak hal daripada yang pernah dia bayangkan.
10:38
And his colleagues don't think of him as a crank.
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Dan rekan-rekannya tidak menganggapnya sebagai orang gila.
10:42
They think of him as a leader.
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Mereka mengganggap Joe sebagai pemimpin.
10:47
So, how do we have these conversations more easily
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Jadi bagaimana kita dapat lebih mudah dan lebih sering
10:51
and more often?
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membicarakan hal ini?
10:53
Well, the University of Delft
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Universitas Delft
10:55
requires that its PhD students
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meminta para mahasiswa doktoralnya
10:57
have to submit five statements that they're prepared to defend.
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mengumpulkan 5 pernyataan bahwa mereka bersedia mempertahankan.
11:01
It doesn't really matter what the statements are about,
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Tidak masalah pernyataan itu tentang apa
11:05
what matters is that the candidates are willing and able
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masalahnya adalah para calon doktor ingin dan dapat
11:08
to stand up to authority.
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menantang kekuasaan.
11:11
I think it's a fantastic system,
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Saya rasa itu adalah sistem yang fantastis
11:13
but I think leaving it to PhD candidates
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namun saya merasa memberikan kepada beberapa calon doktor
11:16
is far too few people, and way too late in life.
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itu terlalu sedikit dan terlalu terlambat.
11:20
I think we need to be teaching these skills
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Saya rasa kita harus mengajarkan kemampuan ini
11:23
to kids and adults at every stage of their development,
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pada anak-anak dan orang dewasa pada setiap tahap perkembangan mereka
11:28
if we want to have thinking organizations
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jika kita ingin memiliki organisasi pemikir
11:30
and a thinking society.
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dan masyarakat pemikir.
11:34
The fact is that most of the biggest catastrophes that we've witnessed
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Kenyataannya adalah sebagian besar bencana yang kita saksikan
11:39
rarely come from information that is secret or hidden.
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jarang datang dari informasi yang rahasia atau disembunyikan,
11:46
It comes from information that is freely available and out there,
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Namun datang dari informasi yang tersedia secara luas
11:50
but that we are willfully blind to,
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namun kita pura-pura tidak melihatnya
11:52
because we can't handle, don't want to handle,
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karena kita tidak bisa mengatasi, tidak ingin mengatasi
11:55
the conflict that it provokes.
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pertikaian yang ditimbulkannya.
12:00
But when we dare to break that silence,
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Namun saat kita berani untuk bicara
12:03
or when we dare to see,
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atau kita berani melihat
12:05
and we create conflict,
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dan menciptakan pertikaian,
12:08
we enable ourselves and the people around us
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kita membuat diri kita dan orang-orang di sekitar kita
12:10
to do our very best thinking.
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mampu memberikan pikiran terbaiknya.
12:15
Open information is fantastic,
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Informasi terbuka sungguh luar biasa,
12:18
open networks are essential.
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jaringan terbuka sangat penting.
12:21
But the truth won't set us free
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Namun kenyataan itu tidak akan membebaskan kita
12:23
until we develop the skills and the habit and the talent
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sampai kita mengembangkan keterampilan, kebiasaan, bakat,
12:27
and the moral courage to use it.
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dan keberanian moral untuk menggunakannya.
12:31
Openness isn't the end.
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Keterbukaan bukanlah akhir.
12:35
It's the beginning.
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Itu adalah permulaan.
12:37
(Applause)
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(Tepuk tangan)
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