Margaret Heffernan: Forget the pecking order at work
Margaret Heffernan: Nu är det dags att glömma hackordningen på jobbet
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.
at Purdue University
that concerns all of us --
man räknar bara äggen.
because you just count the eggs.
hans kycklingar mer produktiva,
his chickens more productive,
ett fantastiskt experiment.
he selected just an average flock,
så först valde han en helt vanlig flock,
i sex generationer.
most productive chickens --
de mest produktiva till avel.
only the most productive for breeding.
was doing just fine.
had increased dramatically.
had only achieved their success
hade blivit framgångsrika
of the rest.
de övrigas produktivitet.
talking about this and telling this story
har jag berättat denna historia
and companies,
the relevance almost instantly,
things to me like,
we have to get ahead is to compete:
att man kommer framåt i livet
get into the right job, get to the top,
få rätt jobb, nå toppen;
very inspiring.
att det varit särskilt inspirerande.
because invention is a joy,
eftersom att få uppfinna är en glädje,
brilliant, creative people
med briljanta, kreativa människor
by pecking orders or by superchickens
eller av superkycklingar
och för en del samhällen
and some societies
genom att välja superstjärnorna,
by picking the superstars,
or occasionally women, in the room,
and all the power.
as in William Muir's experiment:
som i William Muirs experiment:
och slöseri med resurser.
can be successful
kan bli framgångsrika,
the productivity of the rest,
de övrigas produktivitet,
a better way to work
ett bättre sätt att arbeta på
and more productive than others?
a team at MIT took to research.
från MIT började undersöka.
riktigt svåra problem att lösa.
gave them very hard problems to solve.
what you'd expect,
vad man förväntade sig:
framgångsrika än andra.
more successful than others,
was that the high-achieving groups
att de högpresterande grupperna
one or two people
framgångsrika grupperna
the ones that had the highest
the really successful teams.
de riktigt framgångsrika grupperna:
of social sensitivity to each other.
av social känslighet mot varandra.
the Reading the Mind in the Eyes Test.
Läsa tankar i ögonen-testet.
a test for empathy,
gave roughly equal time to each other,
lät alla komma till tals lika mycket,
framgångsrika grupperna
typically score more highly on
för det mesta har högre resultat
on the empathy quotient?
perspektiv på problemet?
a more diverse perspective?
thing about this experiment
med det här experimentet
some groups do better than others,
att en del grupper lyckas bättre än andra,
to each other.
in the real world?
between people really counts,
mellan människor verkligen spelar roll.
attuned and sensitive to each other,
och är lyhörda för varandra,
man fastnar inte,
They don't waste energy down dead ends.
som inte leder någon vart.
most successful engineering firms,
mest framgångsrika ingenjörsfirmor.
the equestrian center
really highly strung thoroughbred horses
nerviga fullblodshästar
not feeling their finest.
the engineer confronted was,
vara tvungen att hantera?
in engineering school -- (Laughter) --
you want to get wrong,
talking to vets, doing the research,
forskat, använt kalkylark.
the Jockey Club in New York.
the Jockey Club i New York.
the culture of helpfulness
to successful teams,
individual intelligence.
den enskildes intelligens.
behöver veta allting själv,
have to know everything,
who are good at getting and giving help.
som är bra på att få och ge hjälp.
any question in 17 minutes.
på vilken fråga som helst inom 17 minuter.
high-tech company I've worked with
that this is a technology issue,
ett tekniskt problem.
är människor som lär känna varandra.
is people getting to know each other.
att det händer av sig självt,
it'll just happen normally,
my first software company,
but not much else,
men inte mycket annat hände.
creative people that I'd hired
kreativa personerna som jag anställt
on their own individual work,
på sina respektive uppgifter,
who they were sitting next to,
att vi skulle sluta jobba
that we stop working
to know each other
and now I visit companies
och nu besöker jag företag
vid skrivbordet.
around the coffee machines
ska hänga vid kaffeautomaterna
a special term for this.
more than a coffee break.
mer än bara en kafferast.
on campus so that people
the whole business that way.
om hela verksamheten på köpet.
that when the going gets tough,
att när det kör ihop sig,
that really matters,
only people do.
det är det bara människor som har.
they develop between each other.
som utvecklas mellan människor.
called social capital.
and interdependency that builds trust.
som skapar förtroende.
som studerade samhällen
who were studying communities
i stressade situationer.
in times of stress.
gives companies momentum,
som ger företag styrka,
som gör företag stabila.
is what makes companies robust.
compounds with time.
get better, because it takes time
längre blir bättre,
det förtroende som krävs
for real candor and openness.
suggested to one company
sina kafferaster
to talk to each other,
went up 10 percent.
gick upp med 10 procent.
på det sociala kapitalet,
and it's no charter for slackers,
och det är ingen semester för latmaskar,
tenderar att ha myror i rumpan,
tend to be kind of scratchy,
att komma på lösningen själva
to think for themselves
för frispråkighet är inget problem.
because candor is safe.
bra idéer blir fantastiska idéer.
turn into great ideas,
as a child is born,
men full av möjligheter.
but full of possibilities.
contribution, faith and challenge
tilltro och ifrågasättande
kommer till användning.
to talking about this,
in this way.
well, if we start working this way,
om vi börjar jobba på det här viset,
of Dramatic Art in London.
of Dramatic Art i London.
for individual pyrotechnics.
som det slog gnistor om.
between the students,
mellan eleverna,
musikproducenter, och de sade:
to producers of hit albums,
lots of superstars in music.
i musikbranschen.
who enjoy the long careers,
som får långa karriärer,
det är då de hittar det bästa
is how they found the best
that are renowned
I've had the privilege to work with,
som jag haft förmånen att arbeta med,
we could give each other
vi skulle kunna ge varandra
vara superkycklingar.
to be superchickens.
truly how social work is,
has routinely pitted
mellan de anställda.
med socialt kapital.
by social capital.
to motivate people with money,
motivera människor med pengar,
a vast amount of research that shows
motivate each other.
att motivera varandra.
were heroic soloists who were expected,
var heroiska solospelare
skulle lösa komplexa problem själva.
to solve complex problems.
conditions are created
som skapar förutsättningar
courageous thinking together.
for the phasing out of CFCs,
till utfasning av CFC:er,
in the hole in the ozone layer,
inblandade i hålet i ozonlagret,
skulle kunna hittas.
could be found.
adopted three key principles.
antog tre principer:
Frank Maslen, said,
Frank Maslen uttryckte det:
Geoff Tudhope,
Han bad sin chef, Geoff Tudhope,
how disruptive power can be.
att Tudhope lutade sig tillbaka.
that they honored their principles.
att de följde sina principer.
companies tackling this hard problem,
som tog sig an detta svåra problem,
som löste problemet först.
internationella miljööverenskommelsen
environmental agreement
if we expect it to be solved
om vi förväntar oss att de ska lösas
that everybody has value
att alla har ett värde
and imagination and momentum we need
och fantasi och kraft som vi behöver
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