TEDxCambridge
Linda Hill: How to manage for collective creativity
琳达希尔: 如何管理集体创造力
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释放隐藏在你日常工作中的创造力，并且给予每个点子一个机会的秘诀是什么？哈佛大学教授Linda Hill，是《集体才能》的作者之一。她研究了许多世界上最富有创造力的公司，从而总结出了一系列的方法和技巧，使好的点子从公司里的每一个人传播出去，而不仅仅是通过那些指定的创意者来体现。
Linda Hill - Management professor
Linda Hill studies collective genius -- the way great companies, and great leaders, empower creativity from many. Full bio
Linda Hill studies collective genius -- the way great companies, and great leaders, empower creativity from many. Full bio
Double-click the English transcript below to play the video.
我需要澄清一点：
00:12
I have a confession to make.
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00:13
I'm a business professor
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我是一位经济学教授，
00:15
whose ambition has been
to help people learn to lead.
to help people learn to lead.
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我的目标是去帮助其他人学会领导。
00:17
But recently, I've discovered
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但是最近，我发现
00:19
that what many of us
think of as great leadership
think of as great leadership
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大多数人认为良好的领导能力
在创新领域并不管用。
00:22
does not work when it comes
to leading innovation.
to leading innovation.
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我是一位人种论学者。
00:25
I'm an ethnographer.
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我用人类学的方法
00:26
I use the methods of anthropology
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去研究我感兴趣的问题。
00:28
to understand the questions
in which I'm interested.
in which I'm interested.
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00:31
So along with three co-conspirators,
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与3个同事一起，
00:33
I spent nearly a decade observing
up close and personal
up close and personal
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我花了接近十年的时间，
通过更私密的途径去观察那些
通过更私密的途径去观察那些
00:37
exceptional leaders of innovation.
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创新领域的领导者。
我们研究了16位男性和女性，
00:39
We studied 16 men and women,
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他们分布于全世界七个不同的国家，
00:41
located in seven countries
across the globe,
across the globe,
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00:44
working in 12 different industries.
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在12个不同岗位上工作。
我们总共花了数百个小时，
00:46
In total, we spent hundreds
of hours on the ground,
of hours on the ground,
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00:49
on-site, watching these leaders in action.
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在现场关注他们的一言一行。
00:53
We ended up with pages and pages
and pages of field notes
and pages of field notes
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我们最后得到了一页又一页的笔记，
00:56
that we analyzed and looked
for patterns in what our leaders did.
for patterns in what our leaders did.
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从而能够通过分析去弄清
这些领导者的行为模式。
这些领导者的行为模式。
00:59
The bottom line?
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重点是什么呢？
01:01
If we want to build organizations
that can innovate time and again,
that can innovate time and again,
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如果我们想要建立可以
持续不断创新的机构，
持续不断创新的机构，
01:05
we must unlearn our conventional
notions of leadership.
notions of leadership.
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我们必须抛开对领导力的传统认识。
领导创新不是去创造一种理念，
01:08
Leading innovation is not
about creating a vision,
about creating a vision,
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01:11
and inspiring others to execute it.
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然后启发他人去执行它。
那我们所说的创新是什么意思呢？
01:14
But what do we mean by innovation?
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创新是一种既新颖又实用的东西。
01:16
An innovation is anything
that is both new and useful.
that is both new and useful.
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它既能是产品也能是服务。
01:20
It can be a product or service.
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它既可以是一个过程，
也可以是一种管理方式。
也可以是一种管理方式。
01:21
It can be a process
or a way of organizing.
or a way of organizing.
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01:24
It can be incremental,
or it can be breakthrough.
or it can be breakthrough.
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它可以是一提升长，或者是一项突破。
01:27
We have a pretty inclusive definition.
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我们有一个很全面的定义。
01:29
How many of you recognize this man?
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有多少人认识这个人？
01:31
Put your hands up.
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举起你们的手。
01:34
Keep your hands up,
if you know who this is.
if you know who this is.
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保持举手，如果你知道这个人。
那这些熟悉的面孔呢？
01:42
How about these familiar faces?
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01:44
(Laughter)
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（笑声）
01:46
From your show of hands,
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从你们举手的情况来讲，
01:47
it looks like many of you
have seen a Pixar movie,
have seen a Pixar movie,
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大多数人都看过Pixar出版的电影，
01:50
but very few of you recognized Ed Catmull,
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但是几乎没人认出 Ed Catmull,
01:53
the founder and CEO of Pixar --
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Pixar的创建者和CEO——
01:55
one of the companies
I had the privilege of studying.
I had the privilege of studying.
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这是我有幸去研究的公司之一。
01:58
My first visit to Pixar was in 2005,
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我第一次去拜访Pixar是在2005年，
02:01
when they were working on "Ratatouille,"
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当时他们正在制作《料理鼠王》，
02:03
that provocative movie about
a rat becoming a master chef.
a rat becoming a master chef.
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一部备受关注的关于一只老鼠
成为大厨的电影。
成为大厨的电影。
02:06
Computer-generated movies
are really mainstream today,
are really mainstream today,
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现在，电脑制作的电影是主流，
但是，Ed和他的团队花了接近20年的时间
02:10
but it took Ed and his
colleagues nearly 20 years
colleagues nearly 20 years
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02:13
to create the first
full-length C.G. movie.
full-length C.G. movie.
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才创造出第一部完整的电脑制作的电影。
02:16
In the 20 years hence,
they've produced 14 movies.
they've produced 14 movies.
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在之后的20年里，他们制作了14部电影。
我前不久还去过Pixar，
现在在这里可以告诉你们，
现在在这里可以告诉你们，
02:20
I was recently at Pixar,
and I'm here to tell you
and I'm here to tell you
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02:23
that number 15 is sure to be a winner.
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第15部电影肯定会相当卖座。
02:26
When many of us think
about innovation, though,
about innovation, though,
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当我们当中的很多人想到创新的时候，
02:28
we think about an Einstein
having an 'Aha!' moment.
having an 'Aha!' moment.
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我们会想到爱因斯坦灵光一现的时刻。
02:31
But we all know that's a myth.
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但是我们都知道那是一个迷。
创新不是关于个人的天赋，
02:34
Innovation is not about solo genius,
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02:37
it's about collective genius.
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而是关于团体的智慧。
02:40
Let's think for a minute about
what it takes to make a Pixar movie:
what it takes to make a Pixar movie:
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让我们想一想制作一部Pixar电影
都需要些什么：
都需要些什么：
02:44
No solo genius, no flash of inspiration
produces one of those movies.
produces one of those movies.
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不需要个人才智，不需要灵光一现
去制作那样的一部电影。
去制作那样的一部电影。
相反，这需要250人工作4到5年
02:49
On the contrary, it takes about
250 people four to five years,
250 people four to five years,
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去完成这样一部电影。
02:54
to make one of those movies.
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02:55
To help us understand the process,
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为了让我们明白这整个过程，
一名工作室人员画了
这样一个版本的流程图。
这样一个版本的流程图。
02:58
an individual in the studio
drew a version of this picture.
drew a version of this picture.
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03:01
He did so reluctantly,
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他画的时候很犹豫不决，
03:03
because it suggested that the process
was a neat series of steps
was a neat series of steps
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因为这个过程是一系列紧凑的步骤，
由一些独立的小组所完成。
03:07
done by discrete groups.
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03:10
Even with all those arrows,
he thought it failed to really tell you
he thought it failed to really tell you
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即使有这些箭头，
他还是认为这并不能真正地告诉你们，
他还是认为这并不能真正地告诉你们，
03:13
just how iterative, interrelated
and, frankly, messy their process was.
and, frankly, messy their process was.
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这是一个涵盖如此大量重复性和高度关联性，
以及说实话，相当杂乱的过程。
以及说实话，相当杂乱的过程。
03:18
Throughout the making of a movie
at Pixar, the story evolves.
at Pixar, the story evolves.
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故事的发展贯穿一部Pixar电影的制作。
03:24
So think about it.
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所以，设想一下。
03:26
Some shots go through quickly.
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一些镜头过得很快。
03:29
They don't all go through in order.
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它们不全部按顺序过。
03:31
It depends on how vexing
the challenges are
the challenges are
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这取决于当他们在制作
一个特殊情节的时候，
一个特殊情节的时候，
03:34
that they come up with when they
are working on a particular scene.
are working on a particular scene.
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遇到的挑战有多么令人烦恼。
所以当你想到《飞屋环游记》中
03:38
So if you think about that scene in "Up"
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03:40
where the boy hands the piece
of chocolate to the bird,
of chocolate to the bird,
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小男孩把一块巧克力递给小鸟的场景，
那10秒钟的场景花了一个动漫师
接近6个月的时间去达到完美的效果。
接近6个月的时间去达到完美的效果。
03:44
that 10 seconds took one animator
almost six months to perfect.
almost six months to perfect.
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03:50
The other thing about a Pixar movie
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另外一件关于Pixar电影的事，
是电影的任何一个部分都不能算完工，
03:52
is that no part of the movie
is considered finished
is considered finished
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03:54
until the entire movie wraps.
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直到整部电影制作完成。
03:56
Partway through one production,
an animator drew a character
an animator drew a character
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制作到一半时，一位动画师画了一个拥有
04:00
with an arched eyebrow that
suggested a mischievous side.
suggested a mischievous side.
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弯眉毛的角色，
想表现出他淘气的一面。
想表现出他淘气的一面。
04:04
When the director saw that
drawing, he thought it was great.
drawing, he thought it was great.
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当导演看到绘画的时候，他觉得很棒。
04:07
It was beautiful, but he said,
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画的非常漂亮，但是他说：
“你不能采用它，这不符合人物形象。“
04:09
"You've got to lose it;
it doesn't fit the character."
it doesn't fit the character."
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04:12
Two weeks later, the director
came back and said,
came back and said,
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两周过后，那个导演回来说，
“我们还是花几秒钟
把弯眉毛放进电影里吧。“
把弯眉毛放进电影里吧。“
04:14
"Let's put in those few seconds of film."
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04:16
Because that animator
was allowed to share
was allowed to share
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因为那位动画师被允许去分享
04:19
what we referred to
as his slice of genius,
as his slice of genius,
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我们所说的他自己那部分的智慧，
04:22
he was able to help that director
reconceive the character
reconceive the character
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他才能够帮助导演重新构建那个角色
04:26
in a subtle but important way
that really improved the story.
that really improved the story.
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从而以一种微妙而又
重要的方式改进了故事。
重要的方式改进了故事。
04:30
What we know is, at the heart
of innovation is a paradox.
of innovation is a paradox.
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我们所知道的是，
创新的核心是一个悖论。
创新的核心是一个悖论。
04:35
You have to unleash the talents
and passions of many people
and passions of many people
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你必须释放很多人的才能和激情
04:39
and you have to harness them
into a work that is actually useful.
into a work that is actually useful.
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并且有效地利用它们。
04:43
Innovation is a journey.
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创新是一番旅程。
04:46
It's a type of collaborative
problem solving,
problem solving,
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它是一种团队型解决问题的方式，
04:48
usually among people
who have different expertise
who have different expertise
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通常存在于一群拥有不同特长，
04:51
and different points of view.
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不同观点的人当中。
04:53
Innovations rarely get created full-blown.
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创新很少在一开始就达到完美。
04:56
As many of you know,
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正如大部分人知道的那样，
04:58
they're the result,
usually, of trial and error.
usually, of trial and error.
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它们通常是尝试和犯错的结果。
05:01
Lots of false starts,
missteps and mistakes.
missteps and mistakes.
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很多错误的开始，
错误的步骤和错误的结果。
错误的步骤和错误的结果。
05:05
Innovative work can be
very exhilarating,
very exhilarating,
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创新的产品可以令人非常振奋，
05:08
but it also can be
really downright scary.
really downright scary.
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但也可以变得十分可怕。
05:13
So when we look at why it is
that Pixar is able to do what it does,
that Pixar is able to do what it does,
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所以当我们思考为什么Pixar能够获得成功，
05:19
we have to ask ourselves,
what's going on here?
what's going on here?
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我们必须先自问，
这是一个怎样的团队呢？
这是一个怎样的团队呢？
05:23
For sure, history
and certainly Hollywood,
and certainly Hollywood,
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当然，历史上还有好莱坞，
05:26
is full of star-studded teams
that have failed.
that have failed.
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是一个星光璀璨却不断遭遇失败的团队。
05:29
Most of those failures are attributed
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大多数的失败是因为
05:31
to too many stars or too many
cooks, if you will, in the kitchen.
cooks, if you will, in the kitchen.
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有太多的明星或者说，
有太多的厨师在厨房里了。
有太多的厨师在厨房里了。
05:36
So why is it that Pixar,
with all of its cooks,
with all of its cooks,
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那么为什么Pixar有那么多的“厨师”，
05:40
is able to be so successful
time and time again?
time and time again?
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但仍能一次又一次地成功呢？
当我们研究一个在迪拜的伊斯兰银行时，
05:45
When we studied
an Islamic Bank in Dubai,
an Islamic Bank in Dubai,
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05:48
or a luxury brand in Korea,
or a social enterprise in Africa,
or a social enterprise in Africa,
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或者一个韩国的奢侈品牌，
或者一个非洲的社会企业，
或者一个非洲的社会企业，
05:53
we found that innovative organizations
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我们发现创新机构
05:55
are communities that
have three capabilities:
have three capabilities:
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是拥有三个特点的团体：
05:57
creative abrasion, creative
agility and creative resolution.
agility and creative resolution.
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创意摩擦，创造的灵活性，
以及创新的解决方式。
以及创新的解决方式。
06:02
Creative abrasion is about being able
to create a marketplace of ideas
to create a marketplace of ideas
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创意摩擦是指能够通过辩论和讨论的方式
06:07
through debate and discourse.
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创造出很多想法。
06:10
In innovative organizations,
they amplify differences,
they amplify differences,
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在创新机构里，
人们会放大差异，
人们会放大差异，
06:13
they don't minimize them.
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而并不是弱化它们。
06:14
Creative abrasion is not
about brainstorming,
about brainstorming,
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创意摩擦不是关于头脑风暴，
06:17
where people suspend their judgment.
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在这个过程中人们只是持保留意见。
06:19
No, they know how to have very
heated but constructive arguments
heated but constructive arguments
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不，他们知道如何进行激烈
而又有效的争论，
而又有效的争论，
06:23
to create a portfolio of alternatives.
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去创造一个充满不确定性的方案汇总。
06:26
Individuals in innovative organizations
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在创新集体里的个人
06:28
learn how to inquire, they learn how
to actively listen, but guess what?
to actively listen, but guess what?
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要学会如何去询问，如何去主动聆听，
但是你们知道么？
但是你们知道么？
06:33
They also learn how to
advocate for their point of view.
advocate for their point of view.
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他们也知道如何去贡献他们自己的观点。
06:35
They understand that
innovation rarely happens
innovation rarely happens
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他们知道如果你不具备多样性的思维，
不知道如何争论，
不知道如何争论，
06:39
unless you have both
diversity and conflict.
diversity and conflict.
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创新就很难实现。
06:43
Creative agility is about being able
to test and refine that portfolio of ideas
to test and refine that portfolio of ideas
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创造的灵活性是关于通过快速
追寻，反应和调整，
追寻，反应和调整，
06:48
through quick pursuit,
reflection and adjustment.
reflection and adjustment.
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来检验并提炼这些点子。
06:52
It's about discovery-driven learning
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这是以发现为动力的学习过程，
06:53
where you act, as opposed to plan,
your way to the future.
your way to the future.
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以不同于计划的方式创造你的未来。
06:57
It's about design thinking where
you have that interesting combination
you have that interesting combination
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这是关于设计一种思维方式，能够把
07:00
of the scientific method
and the artistic process.
and the artistic process.
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科学方法和艺术过程有趣地结合起来。
07:04
It's about running a series of
experiments, and not a series of pilots.
experiments, and not a series of pilots.
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这是关于进行一系列的实验，
而不是一系列的试点。
而不是一系列的试点。
07:08
Experiments are usually about learning.
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实验通常意味着一种学习。
07:10
When you get a negative outcome,
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当你得到负面的结果，
07:12
you're still really learning something
that you need to know.
that you need to know.
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你依然在学习你需要知道的东西。
07:15
Pilots are often about being right.
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试点性实践通常要保证可行性。
07:17
When they don't work,
someone or something is to blame.
someone or something is to blame.
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当它们的效果不理想时，
某些人或某些事就要对此负责。
某些人或某些事就要对此负责。
07:22
The final capability
is creative resolution.
is creative resolution.
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最后的能力是具有创造力的解决方式。
07:25
This is about doing decision making
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这是关于做决定的方式，
07:26
in a way that you can actually combine
even opposing ideas
even opposing ideas
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通过最终结合包括对立观点的方式
07:30
to reconfigure them in new combinations
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去重新塑造它们从而形成新的组合，
07:33
to produce a solution
that is new and useful.
that is new and useful.
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来得到一个新的，有用的解决方法。
当你分析创新机构时，会发现他们从不
以牺牲个人观点的方式去融入集体。
以牺牲个人观点的方式去融入集体。
07:36
When you look at innovative organizations,
they never go along to get along.
they never go along to get along.
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07:40
They don't compromise.
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他们从不妥协。
07:42
They don't let one group
or one individual dominate,
or one individual dominate,
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他们不会让一组人或一个人做主，
07:45
even if it's the boss,
even if it's the expert.
even if it's the expert.
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即使是上司，或是专家。
07:50
Instead, they have developed
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相反，他们发展出了
07:51
a rather patient and more inclusive
decision making process
decision making process
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一种既具备耐心又更包容的方式
去达成一个决定，
去达成一个决定，
07:55
that allows for both/and
solutions to arise
solutions to arise
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允许双方的解决办法都得到体现，
07:59
and not simply either/or solutions.
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而不是简单的一方观点。
08:01
These three capabilities are why we see
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这三种能力就是为什么Pixar
08:05
that Pixar is able to do what it does.
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能够实现目前成就的原因。
08:10
Let me give you another example,
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再给你们举一个例子，
08:12
and that example is the
infrastructure group of Google.
infrastructure group of Google.
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这个例子是关于Google的基础建设部门。
08:14
The infrastructure group
of Google is the group
of Google is the group
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Google的基础设施部门是一个
08:17
that has to keep the website
up and running 24/7.
up and running 24/7.
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让网站持续运作的部门。
08:21
So when Google was about
to introduce Gmail and YouTube,
to introduce Gmail and YouTube,
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当Google准备推出Gmail和Youtube时，
08:25
they knew that their data storage
system wasn't adequate.
system wasn't adequate.
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他们知道自己的数据库
还无法满足要求。
还无法满足要求。
08:28
The head of the engineering group
and the infrastructure group at that time
and the infrastructure group at that time
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当时工程组和基础设施组的组长，
08:32
was a man named Bill Coughran.
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是一个叫做Bill Coughran的人。
08:35
Bill and his leadership team,
who he referred to as his brain trust,
who he referred to as his brain trust,
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Bill和他的领导小组或者说智囊团，
08:39
had to figure out what to do
about this situation.
about this situation.
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不得不想办法应对这种情况。
08:43
They thought about it for a while.
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他们思考了很久。
08:44
Instead of creating a group
to tackle this task,
to tackle this task,
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他们没有选择新建一个团队去
强行执行这个任务，
强行执行这个任务，
而是决定让不同的小组
在不同的方案中
在不同的方案中
08:48
they decided to allow groups
to emerge spontaneously
to emerge spontaneously
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08:52
around different alternatives.
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同时施展他们的才能。
08:54
Two groups coalesced.
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两个小组合并了。
08:57
One became known as Big Table,
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一个就是我们现在了解的
大桌(Big Table)，
大桌(Big Table)，
09:00
the other became known
as Build It From Scratch.
as Build It From Scratch.
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另一个就是无中生有
(Built It From Scratch)。
(Built It From Scratch)。
09:03
Big Table proposed that they
build on the current system.
build on the current system.
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大桌提议他们在现有的系统上工作。
09:06
Build It From Scratch proposed
that it was time for a whole new system.
that it was time for a whole new system.
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无中生有却提议这是
重建另一个系统的时候了。
重建另一个系统的时候了。
09:10
Separately, these two teams
were allowed to work full-time
were allowed to work full-time
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这两个队被允许分别从他们
09:14
on their particular approach.
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自己的观点出发来全面开展工作。
09:16
In engineering reviews,
Bill described his role as,
Bill described his role as,
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从工程学的角度来讲，
Bill把他的角色描述为
Bill把他的角色描述为
09:19
"Injecting honesty into
the process by driving debate."
the process by driving debate."
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”以倡导争论的方式向过程中注入诚实。“
最开始时，各组被鼓励去
打造原型，以能够
打造原型，以能够
09:24
Early on, the teams were encouraged
to build prototypes so that they could
to build prototypes so that they could
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09:28
"bump them up against reality
and discover for themselves
and discover for themselves
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“与现实进行对比，从而发现
09:32
the strengths and weaknesses
of their particular approach."
of their particular approach."
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自己方案中的优势和不足”。
09:35
When Build It From Scratch shared
their prototype with the group
their prototype with the group
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当无中生有与另一组分享原型时，
09:38
whose beepers would have
to go off in the middle of the night
to go off in the middle of the night
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这一组的传呼机就会在半夜响个不停，
09:41
if something went wrong
with the website,
with the website,
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如果网站出问题的话，
他们会被明确告知这个独特设计的局限。
09:43
they heard loud and clear about the
limitations of their particular design.
limitations of their particular design.
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09:48
As the need for a solution
became more urgent
became more urgent
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当对解决方案的需求越来越紧急，
09:51
and as the data, or the
evidence, began to come in,
evidence, began to come in,
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然后数据，或者说证据开始浮现时，
09:54
it became pretty clear
that the Big Table solution
that the Big Table solution
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很明显，大桌的解决方案
09:57
was the right one for the moment.
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是当时最合适的。
10:00
So they selected that one.
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所以他们选择了那一个。
10:02
But to make sure that
they did not lose the learning
they did not lose the learning
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但是为了确定他们不会失去
10:04
of the Build it From Scratch team,
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无中生有团队的知识，
10:06
Bill asked two members of that team
to join a new team that was emerging
to join a new team that was emerging
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Bill让两名无中生有的队员
加入这个新的，正在成长的队伍，
加入这个新的，正在成长的队伍，
10:10
to work on the next-generation system.
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来一起建造下一代的系统。
10:13
This whole process took nearly two years,
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整个过程花了接近两年，
但是我听说每个人都开足马力工作着。
10:17
but I was told that they were
all working at breakneck speed.
all working at breakneck speed.
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在过程刚开始时，
其中一位工程师找到Bill说
其中一位工程师找到Bill说
10:21
Early in that process, one of the
engineers had gone to Bill and said,
engineers had gone to Bill and said,
195
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10:24
"We're all too busy
for this inefficient system
for this inefficient system
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”我们的时间全都花在
这个没有效率的体制上
这个没有效率的体制上
10:27
of running parallel experiments."
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去执行双向实验了。”
10:30
But as the process unfolded,
he began to understand
he began to understand
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但是当整个系统充分运转起来，
他开始理解
他开始理解
10:33
the wisdom of allowing talented
people to play out their passions.
people to play out their passions.
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这种能让有才能的人
充分释放激情的智慧了。
充分释放激情的智慧了。
10:37
He admitted, "If you had forced us
to all be on one team,
to all be on one team,
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他承认，
“如果你强迫我们全部组成一队，
“如果你强迫我们全部组成一队，
10:41
we might have focused on proving
who was right, and winning,
who was right, and winning,
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3441
我们也许会专注于谁对谁错，
10:44
and not on learning and discovering
what was the best answer for Google."
what was the best answer for Google."
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而不是学习和寻求对于
Google而言最好的答案。”
Google而言最好的答案。”
10:50
Why is it that Pixar and Google
are able to innovate time and again?
are able to innovate time and again?
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那么为什么Pixar和Google
可以不断进行创新呢？
可以不断进行创新呢？
10:53
It's because they've mastered
the capabilities required for that.
the capabilities required for that.
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原因是他们已经掌握了
这一过程所需要的能力。
这一过程所需要的能力。
10:57
They know how to do
collaborative problem solving,
collaborative problem solving,
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他们知道如何去解决集体问题，
10:59
they know how to do
discovery-driven learning
discovery-driven learning
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知道如何进行以探索为动力的学习，
11:01
and they know how to do
integrated decision making.
integrated decision making.
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也知道如何去做集体决定。
11:04
Some of you may be sitting there
and saying to yourselves right now,
and saying to yourselves right now,
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你们在座的有些人也许会心想，
11:07
"We don't know how to do
those things in my organization.
those things in my organization.
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“我们不知道如何在我的机构里
实现这个过程。
实现这个过程。
11:10
So why do they know how to
do those things at Pixar,
do those things at Pixar,
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那么为什么在Pixar他们就知道
如何做到这一点呢，
如何做到这一点呢，
11:13
and why do they know how to
do those things at Google?"
do those things at Google?"
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还有Google也同样做到了呢？“
11:16
When many of the people
that worked for Bill told us,
that worked for Bill told us,
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当很多为Bill工作的人告诉我们，
11:19
in their opinion, that Bill was one
of the finest leaders in Silicon Valley,
of the finest leaders in Silicon Valley,
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在他们看来，
Bill是在硅谷最好的领导者之一，
Bill是在硅谷最好的领导者之一，
11:25
we completely agreed;
the man is a genius.
the man is a genius.
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我们完全同意，那个人是个天才。
11:29
Leadership is the secret sauce.
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领导能力是其中的秘诀。
11:32
But it's a different kind of leadership,
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但这是另外一种领导能力，
11:34
not the kind many of us think about
when we think about great leadership.
when we think about great leadership.
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而不是我们常说的那种
伟大的领导能力。
伟大的领导能力。
11:40
One of the leaders I met with
early on said to me,
early on said to me,
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我之前见到的一位领导者告诉我，
“Linda，我从不读关于领导能力的书。
11:42
"Linda, I don't read books on leadership.
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11:46
All they do is make me feel bad."
(Laughter)
(Laughter)
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这些书只会让我感觉很糟。“
（笑声）
（笑声）
11:49
"In the first chapter they say
I'm supposed to create a vision.
I'm supposed to create a vision.
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“在第一章他们说我应该创造一种理念。
11:52
But if I'm trying to do something
that's truly new, I have no answers.
that's truly new, I have no answers.
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但是如果我要去进行全新的尝试，
我没有答案。
我没有答案。
11:56
I don't know what
direction we're going in
direction we're going in
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我不知道我们在向什么方向前进，
11:58
and I'm not even sure I know
how to figure out how to get there."
how to figure out how to get there."
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我甚至都不确定要如何实现目标。“
12:01
For sure, there are times
when visionary leadership
when visionary leadership
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当然，有时具有预见性的领导能力
12:04
is exactly what is needed.
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是十分必要的。
12:06
But if we want to build organizations
that can innovate time and again,
that can innovate time and again,
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3399
但是如果我们想要打造
可以不断创新的组织，
可以不断创新的组织，
12:09
we must recast our understanding
of what leadership is about.
of what leadership is about.
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我们必须重新树立我们对于
什么是领导能力的认识。
什么是领导能力的认识。
12:14
Leading innovation is about
creating the space
creating the space
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领导性创新是关于创造一种空间，
12:17
where people are willing
and able to do the hard work
and able to do the hard work
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让人们愿意并能够努力工作，
12:20
of innovative problem solving.
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以创新的方式解决问题。
12:23
At this point, some of you
may be wondering,
may be wondering,
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现在，你们中的有些人也许在想，
12:27
"What does that leadership
really look like?"
really look like?"
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“领导能力到底是什么呢？”
12:29
At Pixar, they understand
that innovation takes a village.
that innovation takes a village.
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在Pixar，
他们知道创新需要集体的力量。
他们知道创新需要集体的力量。
12:34
The leaders focus on building
a sense of community
a sense of community
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领导者们专注于建造集体意识
12:37
and building those three capabilities.
236
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和培养那三种能力。
12:40
How do they define leadership?
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他们怎样定义领导能力呢？
12:42
They say leadership
is about creating a world
is about creating a world
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他们说领导能力是关于创造一个
12:44
to which people want to belong.
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人们想置身于其中的世界。
12:46
What kind of world do people
want to belong in at Pixar?
want to belong in at Pixar?
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在Pixar工作的人们想要
置身于一个什么样的世界呢？
置身于一个什么样的世界呢？
12:49
A world where you're
living at the frontier.
living at the frontier.
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一个让你身居前沿的世界。
12:51
What do they focus their time on?
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他们把时间用在哪里了呢？
12:53
Not on creating a vision.
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1471
不是在创造理念上。
12:55
Instead they spend
their time thinking about,
their time thinking about,
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相反，他们把时间用在思考
“我们如何去设计一间拥有公共意识的，
12:57
"How do we design a studio that has
the sensibility of a public square
the sensibility of a public square
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13:02
so that people will interact?
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能够让人们沟通融入的工作室？
13:04
Let's put in a policy that anyone,
no matter what their level or role,
no matter what their level or role,
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让我们制定规矩：任何人，
抛开他们的级别或角色，
抛开他们的级别或角色，
13:08
is allowed to give notes to the director
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都可以向导演表达
13:09
about how they feel
about a particular film.
about a particular film.
249
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他们对于某部影片的感受。
13:12
What can we do to make sure
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我们要如何确保
13:14
that all the disruptors, all the
minority voices in this organization,
minority voices in this organization,
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所有与集体意见相左的人，
所有少数人的
所有少数人的
13:18
speak up and are heard?
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发言都会被听见呢？
13:20
And, finally, let's bestow credit
in a very generous way."
in a very generous way."
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3621
还有最后，要能够大方地分享功劳。“
13:24
I don't know if you've ever looked
at the credits of a Pixar movie,
at the credits of a Pixar movie,
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我不知道你们是否仔细看过
一部Pixar电影片尾的贡献者列表，
一部Pixar电影片尾的贡献者列表，
13:27
but the babies born during
a production are listed there.
a production are listed there.
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就连在制作过程中诞生的
所有婴儿都被列出来了。
所有婴儿都被列出来了。
13:30
(Laughter)
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（笑声）
13:31
How did Bill think about
what his role was?
what his role was?
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Bill是如何看待他自己的角色呢？
13:34
Bill said, "I lead
a volunteer organization.
a volunteer organization.
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3481
Bill说，“我领导着一个志愿者集体。
13:38
Talented people don't want
to follow me anywhere.
to follow me anywhere.
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有才能的人不想到处跟着我。
13:42
They want to cocreate
with me the future.
with me the future.
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他们想与我一起共创未来。
13:45
My job is to nurture the bottom-up
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我的工作就是从一开始
就不断地在后方鼓励他们，
就不断地在后方鼓励他们，
13:48
and not let it degenerate into chaos."
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并且不让他们因为退步而造成混乱。“
他是如何看待他自己的角色呢？
13:51
How did he see his role?
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13:52
"I'm a role model,
I'm a human glue,
I'm a human glue,
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“我是一个榜样，
我是一个人类胶水，
我是一个人类胶水，
13:55
I'm a connector,
I'm an aggregator of viewpoints.
I'm an aggregator of viewpoints.
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我是一个连接者，
我是一个观点的聚集者。
我是一个观点的聚集者。
13:58
I'm never a dictator of viewpoints."
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2240
我从来不是一个观点的独裁者。“
14:00
Advice about how you exercise the role?
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有任何关于如何实践
自己角色的忠告吗？
自己角色的忠告吗？
14:02
Hire people who argue with you.
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招聘与你争论的人。
14:05
And, guess what?
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还有，你猜什么？
14:06
Sometimes it's best to be
deliberately fuzzy and vague.
deliberately fuzzy and vague.
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有时最好谨慎地表现出一种模糊的态度。
14:11
Some of you may
be wondering now,
be wondering now,
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你们有的人现在也许在想，
14:12
what are these people thinking?
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这些人在想些什么？
14:14
They're thinking,
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他们在想，
14:15
"I'm not the visionary,
I'm the social architect.
I'm the social architect.
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“我不是一个有远见的人，
我是一个社会建筑师。
我是一个社会建筑师。
14:18
I'm creating the space where
people are willing and able
people are willing and able
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我在创建空间，
让那里人们想要并且能够
让那里人们想要并且能够
14:22
to share and combine
their talents and passions."
their talents and passions."
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去分享并融合他们的才能和激情。“
14:25
If some of you are worrying now
that you don't work at a Pixar,
that you don't work at a Pixar,
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如果你们其中的一些人
在担心你们没有在Pixar上班，
在担心你们没有在Pixar上班，
14:28
or you don't work at a Google,
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或者不在Google工作，
14:30
I want to tell you there's still hope.
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我想告诉你们，仍然有改进的空间。
14:33
We've studied many organizations
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我们也研究了很多并不是
14:35
that were really not
organizations you'd think of
organizations you'd think of
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你们所想像的以创新
14:37
as ones where a lot of innovation happens.
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而著称的机构。
14:40
We studied a general counsel
in a pharmaceutical company
in a pharmaceutical company
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我们研究了一个制药公司的
总法律顾问，
总法律顾问，
14:43
who had to figure out how
to get the outside lawyers,
to get the outside lawyers,
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这个人不得不想办法让外围律师
14:46
19 competitors,
to collaborate and innovate.
to collaborate and innovate.
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和19个竞争对手一起进行合作和创新。
14:48
We studied the head of marketing
at a German automaker
at a German automaker
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我们研究了一个德国汽车制造商的
营销总管，
营销总管，
14:52
where, fundamentally, they believed
that it was the design engineers,
that it was the design engineers,
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他们从根本上相信设计工程师们
14:55
not the marketeers,
who were allowed to be innovative.
who were allowed to be innovative.
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才是应该具备创新能力的人，
而并不是市场销售者。
而并不是市场销售者。
14:59
We also studied Vineet Nayar
at HCL Technologies,
at HCL Technologies,
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我们还研究了在HCL Technologies，
一个印度外包公司任职的
一个印度外包公司任职的
15:03
an Indian outsourcing company.
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叫做Vinneet Nayar的人。
15:05
When we met Vineet,
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当我们见到Vineet时，
15:06
his company was about, in his
words, to become irrelevant.
words, to become irrelevant.
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据他所说，
他的公司正在变得无关紧要。
他的公司正在变得无关紧要。
15:10
We watched as he turned that company
into a global dynamo of I.T. innovation.
into a global dynamo of I.T. innovation.
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我们看着他把那个公司变成了一个
IT创新领域的全球引领者。
IT创新领域的全球引领者。
15:16
At HCL technologies,
like at many companies,
like at many companies,
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像其他许多公司一样，在HCL科技，
15:19
the leaders had learned to see
their role as setting direction
their role as setting direction
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领导者们已经学会了去
把自己当做设置方向的角色，
把自己当做设置方向的角色，
15:23
and making sure that
no one deviated from it.
no one deviated from it.
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并且确保没有人去偏离它。
15:27
What he did is tell them
it was time for them
it was time for them
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他所做的是去告诉他们，是时候
15:31
to think about rethinking
what they were supposed to do.
what they were supposed to do.
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该重新思考他们应该做什么了。
15:34
Because what was happening
is that everybody was looking up
is that everybody was looking up
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因为当时所有人都在
依据上层的决策而行动，
依据上层的决策而行动，
15:37
and you weren't seeing
the kind of bottom-up innovation
the kind of bottom-up innovation
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你还看不到像Pixar或Google那样
15:40
we saw at Pixar or Google.
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从下到上的创新。
15:43
So they began to work on that.
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所以他们开始向那个方向靠近。
15:44
They stopped giving answers, they
stopped trying to provide solutions.
stopped trying to provide solutions.
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他们不再给出答案，他们
不再尝试去给出解决方案。
不再尝试去给出解决方案。
15:48
Instead, what they did
is they began to see
is they began to see
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取而代之的是，他们开始发现
15:51
the people at the bottom of the
pyramid, the young sparks,
pyramid, the young sparks,
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在金字塔底层的，年轻的，
15:55
the people who were
closest to the customers,
closest to the customers,
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与客户最亲近的人，
15:58
as the source of innovation.
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才是创新的来源。
16:00
They began to transfer
the organization's growth
the organization's growth
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他们开始把机构的成长模式
16:03
to that level.
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转移到那个级别。
16:07
In Vineet's language, this was
about inverting the pyramid
about inverting the pyramid
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用Vineet的话来说，
这是关于颠倒金字塔，
这是关于颠倒金字塔，
16:10
so that you could unleash
the power of the many
the power of the many
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以便你可以通过松开少数人的束缚
16:13
by loosening the stranglehold of the few,
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去释放众人的力量，
16:16
and increase the quality
and the speed of innovation
and the speed of innovation
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并且增强创新的质量和速度，
16:19
that was happening every day.
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这的确是每天都在发生的事。
16:23
For sure, Vineet and all the
other leaders that we studied
other leaders that we studied
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当然，Vineet和其他所有
我们研究过的领导者们，
我们研究过的领导者们，
16:27
were in fact visionaries.
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实际上都是理念者。
16:30
For sure, they understood
that that was not their role.
that that was not their role.
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当然，他们明白那不是他们的角色。
16:35
So I don't think it is accidental
that many of you did not recognize Ed.
that many of you did not recognize Ed.
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所以我认为你们当中的
许多人没有认出Ed不是偶然。
许多人没有认出Ed不是偶然。
16:40
Because Ed, like Vineet, understands
that our role as leaders
that our role as leaders
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因为像Vinnet一样，Ed明白
我们作为领导者的角色
我们作为领导者的角色
16:44
is to set the stage, not perform on it.
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是去布置舞台，而不是在上面表演。
16:49
If we want to invent a better future,
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如果我们想创造一个更好的未来，
16:51
and I suspect that's why
many of us are here,
many of us are here,
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并且我认为那正是我们中的
许多人在这里的原因，
许多人在这里的原因，
16:55
then we need to reimagine our task.
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我们就需要去重新构想我们的任务。
16:59
Our task is to create the space
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我们的任务是去创造一个空间，
17:01
where everybody's slices of genius
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在那里，每个人的才华
17:04
can be unleashed and harnessed,
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都能被释放和驾驭，
17:08
and turned into works
of collective genius.
of collective genius.
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并且转变成集体智慧的成果。
17:11
Thank you.
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谢谢。
17:13
(Applause)
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（掌声）
ABOUT THE SPEAKER
Linda Hill - Management professorLinda Hill studies collective genius -- the way great companies, and great leaders, empower creativity from many.
Why you should listen
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School. In 2014, Professor Hill co-authored Collective Genius: The Art and Practice of Leading Innovation. It features thick descriptions of exceptional leaders of innovation in a wide range of industries—from information technology to law to design—and geographies—from the US and Europe to the Middle East and Asia. Business Insider named Collective Genius one of “The 20 Best Business Books” in summer 2014.
She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs, including the Young She is the co-author, with Kent Lineback, of Being the Boss: The 3 Imperatives of Becoming a Great Leader and Breakthrough Leadership, a blended cohort-based program that helps organizations transform midlevel managers into more effective leaders. Breakthrough Leadership was the winner of the 2013 Brandon Hall Group Award for Best Advance in Unique Learning Technology. The book was included in the Wall Street Journal as one of the “Five Business Books to Read for Your Career in 2011." She is also the author of Becoming a Manager: How New Managers Master the Challenges of Leadership (2nd Edition). She heads up Harvard's Presidents' Organization Presidents' Seminar and the High Potentials Leadership Program, and was course head during the development of the new Leadership and Organizational Behavior MBA required course.
Linda Hill | Speaker | TED.com