ABOUT THE SPEAKER
Adam Grant - Organizational psychologist
After years of studying the dynamics of success and productivity in the workplace, Adam Grant discovered a powerful and often overlooked motivator: helping others.

Why you should listen

In his groundbreaking book Give and Take, top-rated Wharton professor Adam Grant upended decades of conventional motivational thinking with the thesis that giving unselfishly to colleagues or clients can lead to one’s own long-term success. Grant’s research has led hundreds of advice seekers (and HR departments) to his doorstep, and it’s changing the way leaders view their workforces.

Grant's book Originals: How Non-Conformists Move the World examines how unconventional thinkers overturn the status quo and champion game-changing ideas.

Grant is the host of the TED original podcast WorkLife, taking us inside unconventional workplaces to explore the ideas we can all use to make work more meaningful and creative.

More profile about the speaker
Adam Grant | Speaker | TED.com
TED@IBM

Adam Grant: Are you a giver or a taker?

亚当·格兰特: 你是付出者,还是获取者?

Filmed:
7,250,021 views

在每个职场之中,都有三种类型的人:付出者,获取者,互利者。组织心理学家亚当·格兰特不仅细致分析了这三类人,还提供了简明的策略以帮助营造慷慨付出的组织文化,并防范自私自利的员工不劳而获。
- Organizational psychologist
After years of studying the dynamics of success and productivity in the workplace, Adam Grant discovered a powerful and often overlooked motivator: helping others. Full bio

Double-click the English transcript below to play the video.

00:12
I want you to look
around the room房间 for a minute分钟
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首先,请你们看看周围,
找出最像妄想狂的人,
00:15
and try to find the most
paranoid偏执 person here --
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00:17
(Laughter笑声)
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(笑声)
00:18
And then I want you to point
at that person for me.
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然后帮我把他指出来。
(笑声)
00:21
(Laughter笑声)
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00:22
OK, don't actually其实 do it.
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好吧,别真这么做。
(笑声)
00:23
(Laughter笑声)
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00:25
But, as an organizational组织 psychologist心理学家,
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不过,作为一名组织心理学家,
00:26
I spend a lot of time in workplaces工作场所,
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我花了很多时间去研究职场,
00:28
and I find paranoia偏执 everywhere到处.
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结果发现到处都有妄想症。
00:31
Paranoia妄想症 is caused造成 by people
that I call "takers考生."
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人为引起的妄想症,
我叫他们“ 获取者”。
获取者在职场互动中,
总是以自利为目的。
00:33
Takers考生 are self-serving自顾自
in their interactions互动.
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00:36
It's all about what can you do for me.
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他们总是在想“你能为我做什么?”
00:38
The opposite对面 is a giver赠与者.
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这些人对立面叫做“付出者”。
00:40
It's somebody who approaches方法
most interactions互动 by asking,
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他们在职场互动中总是想着:
“我能为你做什么?”
00:43
"What can I do for you?"
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00:45
I wanted to give you a chance机会
to think about your own拥有 style样式.
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大家可以想想自己是哪种类型。
00:48
We all have moments瞬间 of giving and taking服用.
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我们都有付出和获取的时候。
00:50
Your style样式 is how you treat对待
most of the people most of the time,
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你的类型取决于
大多数时候你对待大多数人的方式,
也就是你的默认类型。
00:53
your default默认.
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我这里有个小测试,
00:54
I have a short test测试 you can take
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看看你们偏向于付出者还是获取者,
00:55
to figure数字 out if you're more
of a giver赠与者 or a taker接受者,
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现在测试开始!
00:58
and you can take it right now.
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【自恋测试】
00:59
[The Narcissist自恋者 Test测试]
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【第一步:花点时间想想你自己】
01:01
[Step 1: Take a moment时刻
to think about yourself你自己.]
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(笑声)
01:03
(Laughter笑声)
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01:04
[Step 2: If you made制作 it to Step 2,
you are not a narcissist自恋者.]
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【第二步:如果你已经到了这一步,
那么你不是自恋的人】
01:07
(Laughter笑声)
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(笑声)
01:10
This is the only thing I will say today今天
that has no data数据 behind背后 it,
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这是我今天讲到的唯一
没有数据支撑的东西,
01:13
but I am convinced相信 the longer it takes
for you to laugh at this cartoon动画片,
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但我觉得,
你在笑之前沉迷于自己的时间越长,
我们就越担心你是获取者。
01:17
the more worried担心 we should be
that you're a taker接受者.
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(笑声)
01:19
(Laughter笑声)
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01:20
Of course课程, not all takers考生 are narcissists自恋者.
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当然,不是所有获取者都很自恋。
01:22
Some are just givers度外 who got burned
one too many许多 times.
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有些是被伤害过太多次的付出者。
01:25
Then there's another另一个 kind of taker接受者
that we won't惯于 be addressing解决 today今天,
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还有另一种获取者,
我们今天不作讨论,
01:29
and that's called a psychopath精神病患者.
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那就是精神病患者。
(笑声)
01:31
(Laughter笑声)
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01:32
I was curious好奇, though虽然, about how
common共同 these extremes极端 are,
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然而,我很好奇
这种极端的人有多普遍,
01:35
and so I surveyed调查 over 30,000
people across横过 industries行业
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于是我研究了三万多人,
他们来自不同的行业,
有着不同的文化背景。
01:38
around the world's世界 cultures文化.
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01:39
And I found发现 that most people
are right in the middle中间
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结果我发现大多数人
正好处在付出和获取的中间。
01:42
between之间 giving and taking服用.
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01:43
They choose选择 this third第三 style样式
called "matching匹配."
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他们选择了第三种类型,
叫作“互利者”。
01:46
If you're a matcher匹配, you try to keep
an even balance平衡 of give and take:
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如果你是互利者,
你会力求付出与获取的平衡
等价交换——
你帮了我,我才会帮你。
01:49
quid pro quo现状 -- I'll do something
for you if you do something for me.
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01:52
And that seems似乎 like a safe安全 way
to live生活 your life.
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这似乎是一种稳妥的生活方式。
01:55
But is it the most effective有效
and productive生产的 way to live生活 your life?
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但这种生活方式是最高效的吗?
01:58
The answer回答 to that question
is a very definitive明确 ...
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答案非常非常确定:
02:00
maybe.
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可能吧!
02:02
(Laughter笑声)
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(笑声)
02:03
I studied研究 dozens许多 of organizations组织,
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我研究了许多组织,
成千上万人。
02:05
thousands数千 of people.
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我让工程师们估测自己的工作效率。
02:06
I had engineers工程师 measuring测量
their productivity生产率.
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02:10
(Laughter笑声)
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(笑声)
02:12
I looked看着 at medical students'学生们' grades等级 --
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我观察了医学生的成绩,
02:15
even salespeople's销售人员的 revenue收入.
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甚至营销人员的销售额。
02:17
(Laughter笑声)
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(笑声)
02:19
And, unexpectedly不料,
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出乎意料的是,
上述工作中表现最差的都是付出者。
02:20
the worst最差 performers表演者 in each
of these jobs工作 were the givers度外.
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02:24
The engineers工程师 who got the least最小 work doneDONE
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完成任务最少的工程师,
02:26
were the ones那些 who did more favors好处
than they got back.
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总是帮别人多,回报却很少。
02:29
They were so busy doing
other people's人们 jobs工作,
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他们光给别人干活了,
完全没有时间和精力干自己的活。
02:31
they literally按照字面 ran out of time and energy能源
to get their own拥有 work completed完成.
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在医学院,成绩最差的学生
02:35
In medical school学校, the lowest最低 grades等级
belong属于 to the students学生们
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基本都“十分赞同”
类似这样的陈述:
02:37
who agree同意 most strongly非常
with statements声明 like,
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“我很乐于助人”。
02:40
"I love helping帮助 others其他,"
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02:43
which哪一个 suggests提示 the doctor医生
you ought应该 to trust相信
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这说明你得以信赖的医生,
在读医学院时
怀揣着“我谁都不帮”的想法。
02:45
is the one who came来了 to medMED school学校
with no desire欲望 to help anybody任何人.
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(笑声)
02:48
(Laughter笑声)
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02:49
And then in sales销售, too,
the lowest最低 revenue收入 accrued应计
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在销售中,
最低的销售额来自于
最慷慨的销售人员。
02:51
in the most generous慷慨 salespeople销售人员.
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02:53
I actually其实 reached到达 out
to one of those salespeople销售人员
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我曾经接触过的其中一个,
02:56
who had a very high giver赠与者 score得分了.
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他的付出者分数很高。
02:57
And I asked him, "Why do
you suck吮吸 at your job工作 --"
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我问他“你怎么做得这么烂...”
03:00
I didn't ask it that way, but --
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我没敢这么问,但是--
03:01
(Laughter笑声)
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(笑声)
03:02
"What's the cost成本 of generosity慷慨 in sales销售?"
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“在销售中,慷慨
大方的代价是什么?”
03:05
And he said, "Well, I just care关心
so deeply about my customers顾客
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他说,“我太在意我的顾客了,
03:08
that I would never sell them
one of our crappy蹩脚的 products制品."
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所以我才不肯把垃圾
产品卖给他们。”
03:11
(Laughter笑声)
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(笑声)
03:12
So just out of curiosity好奇心,
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所以,只是出于好奇,
03:14
how many许多 of you self-identify自我认同 more
as givers度外 than takers考生 or matchers匹配器?
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你们有多少人,比起获取者和互利者
觉得自己更偏向于“付出者”?
03:17
Raise提高 your hands.
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请举手。
03:18
OK, it would have been more
before we talked about these data数据.
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好吧,
我讲这些之前应该人会更多。
03:22
But actually其实, it turns out
there's a twist here,
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但实际上,有一个意外转折,
03:26
because givers度外 are often经常
sacrificing牺牲 themselves他们自己,
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虽然付出者总是牺牲自己,
但他们让整个组织变得更好了。
03:29
but they make their organizations组织 better.
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03:32
We have a huge巨大 body身体 of evidence证据 --
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我们有大量的证据,
03:35
many许多, many许多 studies学习 looking
at the frequency频率 of giving behavior行为
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许多关于团队或组织中
“付出”行为频率的研究都说明:
03:38
that exists存在 in a team球队
or an organization组织 --
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03:41
and the more often经常 people are helping帮助
and sharing分享 their knowledge知识
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人们越乐于帮助别人、分享知识、
或是提供指导,
03:44
and providing提供 mentoring师徒,
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03:45
the better organizations组织 do
on every一切 metric we can measure测量:
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整个组织的各项指标都会变好——
03:48
higher更高 profits利润, customer顾客 satisfaction满意,
employee雇员 retention保留 --
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高利润,高顾客满意度,
低员工流失率,
03:50
even lower降低 operating操作 expenses花费.
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甚至经营成本也会变低。
03:53
So givers度外 spend a lot of time
trying to help other people
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付出者花了许多时间去帮助别人,
03:56
and improve提高 the team球队,
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使团队进步,
03:57
and then, unfortunately不幸,
they suffer遭受 along沿 the way.
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但不幸的是,
他们却要独自受苦。
04:00
I want to talk about what it takes
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因此,
我想聊聊怎样的组织文化
04:01
to build建立 cultures文化 where givers度外
actually其实 get to succeed成功.
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才会让付出者取得成功。
于是我想知道,
既然付出者的工作表现不好,
04:05
So I wondered想知道, then, if givers度外
are the worst最差 performers表演者,
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04:08
who are the best最好 performers表演者?
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那谁的表现最好呢?
04:11
Let me start开始 with the good news新闻:
it's not the takers考生.
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先说好消息:
并不是获取者。
04:14
Takers考生 tend趋向 to rise上升 quickly很快
but also fall秋季 quickly很快 in most jobs工作.
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获取者通常在工作中
得道容易,失道也容易。
04:17
And they fall秋季 at the hands of matchers匹配器.
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并且他们一般会栽在互利者手里。
04:19
If you're a matcher匹配, you believe
in "An eye for an eye" -- a just world世界.
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如果你是互利者,你会坚信
“以眼还眼”--一个公平的世界。
04:23
And so when you meet遇到 a taker接受者,
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当你遇到获取者的时候,
04:24
you feel like it's your mission任务 in life
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你感觉被赋予了一项使命——
要把那个获取者整的无法自理。
04:26
to just punish惩治 the hell地狱
out of that person.
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04:28
(Laughter笑声)
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(笑声)
04:29
And that way justice正义 gets得到 served提供服务.
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于是正义得以伸张。
04:32
Well, most people are matchers匹配器.
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因为大多数人是互利者,
04:34
And that means手段 if you're a taker接受者,
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这意味着如果你是获取者,
04:35
it tends趋向 to catch抓住 up with you eventually终于;
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终有一天会面临正义的审判。
04:37
what goes around will come around.
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“风水轮流转,你做了什么
总有一天会轮到自己头上。”
所以符合逻辑的结论应该是:
04:39
And so the logical合乎逻辑 conclusion结论 is:
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04:41
it must必须 be the matchers匹配器
who are the best最好 performers表演者.
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工作表现最好的一定是互利者。
04:43
But they're not.
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然而事实并非如此。
04:45
In every一切 job工作, in every一切 organization组织
I've ever studied研究,
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在我研究的每种职业,每个组织中
工作表现最好的也是付出者。
04:48
the best最好 results结果 belong属于
to the givers度外 again.
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04:51
Take a look at some data数据 I gathered云集
from hundreds数以百计 of salespeople销售人员,
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让我们看看
从几百个销售人员那收集的数据,
他们的销售额。
04:54
tracking追踪 their revenue收入.
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你们应该能发现,
付出者在两个极端。
04:56
What you can see is that the givers度外
go to both extremes极端.
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在最低销售额的那端,
他们占了绝大多数,
04:58
They make up the majority多数 of people
who bring带来 in the lowest最低 revenue收入,
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但也同样占据了最高的那端。
05:01
but also the highest最高 revenue收入.
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同样的规律也适用于
工程师的工作效率
05:03
The same相同 patterns模式 were true真正
for engineers'工程师' productivity生产率
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以及医学生的成绩。
05:06
and medical students'学生们' grades等级.
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从任何一个我可以追踪的指标去看。
05:07
Givers度外 are overrepresented过多
at the bottom底部 and at the top最佳
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付出者显著代表了
最低水平和最高水平,
05:10
of every一切 success成功 metric that I can track跟踪.
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05:12
Which哪一个 raises加薪 the question:
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这又提出了一个问题:
05:13
How do we create创建 a world世界
where more of these givers度外 get to excel高强?
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我们应该创造怎样的世界,
能让更多付出者成功呢?
05:16
I want to talk about how to do that,
not just in businesses企业,
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这个问题不仅仅指企业里
还有非盈利机构,学校里--
05:19
but also in nonprofits非营利组织, schools学校 --
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05:21
even governments政府.
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甚至包括在政府里。
05:22
Are you ready准备?
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准备好了吗?
(欢呼声)
05:24
(Cheers干杯)
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05:25
I was going to do it anyway无论如何,
but I appreciate欣赏 the enthusiasm热情.
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没准备好我也要讲,
不过还是感谢你们的热情。
05:28
(Laughter笑声)
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(笑声)
05:29
The first thing that's really critical危急
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第一件事十分关键——
05:31
is to recognize认识 that givers度外
are your most valuable有价值 people,
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认识到付出者才是
你最有价值的员工。
05:34
but if they're not careful小心, they burn烧伤 out.
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但是如果他们自己不留心,
很容易精疲力尽,
05:36
So you have to protect保护
the givers度外 in your midst中间.
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所以你不得不保护你们中的付出者。
05:39
And I learned学到了 a great lesson about this
from Fortune's财富的 best最好 networker的NetWorker.
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我是从《财富》评出的
人脉最广的人那学到的。
05:44
It's the guy, not the cat.
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是这哥们,不是那只猫。
05:46
(Laughter笑声)
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(笑声)
05:47
His name名称 is Adam亚当 Rifkin里夫金.
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他叫亚当·里夫金。
05:49
He's a very successful成功 serial串行 entrepreneur企业家
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他是一位非常成功出色的企业家,
05:51
who spends a huge巨大 amount
of his time helping帮助 other people.
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同时也花了大量时间去帮助别人。
05:54
And his secret秘密 weapon武器
is the five-minute五分钟 favor偏爱.
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他的秘密武器是“五分钟小忙”。
05:57
Adam亚当 said, "You don't have to be
Mother母亲 Teresa邓丽君 or Gandhi甘地
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亚当说,“想成为付出者,
不是非要像特蕾莎修女
或者甘地那样。
05:59
to be a giver赠与者.
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你只需要帮一些给别人的生活
06:01
You just have to find small ways方法
to add large value
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带去巨大的价值的小忙。”
06:03
to other people's人们 lives生活."
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06:05
That could be as simple简单
as making制造 an introduction介绍
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这个可以简单到只是为两人做个介绍
而他们却会因结识彼此而获益。
06:07
between之间 two people who could
benefit效益 from knowing会心 each other.
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也可以是分享知识
或是给一点反馈意见。
06:10
It could be sharing分享 your knowledge知识
or giving a little bit of feedback反馈.
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甚至可以是简单的说这么一句,
06:13
Or It might威力 be even something
as basic基本 as saying,
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06:16
"You know,
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“唔...
06:17
I'm going to try and figure数字 out
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我想试试看我能不能找到那个
06:18
if I can recognize认识 somebody
whose谁的 work has gone走了 unnoticed被忽视."
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做了很多事但却
一直没被注意的人。”
06:22
And those five-minute五分钟 favors好处
are really critical危急
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这些“五分钟小忙”对于帮助付出者
06:24
to helping帮助 givers度外 set boundaries边界
and protect保护 themselves他们自己.
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划分界限和保护自己十分重要。
06:27
The second第二 thing that matters事项
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如果你想创造一个让
付出者功成名就的文化,
06:29
if you want to build建立 a culture文化
where givers度外 succeed成功,
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第二件重要的事情是:
你需要打造一种氛围,
把求助当成家常便饭,
06:31
is you actually其实 need a culture文化
where help-seeking求助 is the norm规范;
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每个人都乐于寻求帮助。
06:34
where people ask a lot.
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06:36
This may可能 hit击中 a little too close
to home for some of you.
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这可能说到某些人心坎里去了。
06:39
[So in all your relationships关系,
you always have to be the giver赠与者?]
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[在你的每段感情中,
你都得是付出者吗?]
06:42
(Laughter笑声)
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(笑声)
06:43
What you see with successful成功 givers度外
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每个成功的付出者都具备的特质是
06:45
is they recognize认识 that it's OK
to be a receiver接收器, too.
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他们同样也愿意被施以援手。
06:48
If you run an organization组织,
we can actually其实 make this easier更轻松.
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如果你在管理一个组织,
你可以让这变得简单。
06:51
We can make it easier更轻松
for people to ask for help.
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你可以让开口求助变得不那么困难。
06:53
A couple一对 colleagues同事 and I
studied研究 hospitals医院.
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我和几个同事研究了医院的情况。
发现某几层楼的护士求助很频繁,
06:56
We found发现 that on certain某些 floors地板,
nurses护士 did a lot of help-seeking求助,
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但其他楼层却很少。
06:59
and on other floors地板,
they did very little of it.
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07:01
The factor因子 that stood站在 out on the floors地板
where help-seeking求助 was common共同,
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这几个楼层的求助
之所以频繁且常见的原因
07:04
where it was the norm规范,
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是每层都安排了一个护士,
07:06
was there was just one nurse护士
whose谁的 sole唯一 job工作 it was
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她唯一工作就是帮助其他护士。
07:08
to help other nurses护士 on the unit单元.
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07:10
When that role角色 was available可得到,
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当有这么一个角色时,
07:11
nurses护士 said, "It's not embarrassing尴尬,
it's not vulnerable弱势 to ask for help --
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其他护士觉得,“找人帮忙
不会很丢脸也不会招来闲话--
07:15
it's actually其实 encouraged鼓励."
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反而应该如此。”
07:18
Help-seeking寻求帮助 isn't important重要
just for protecting保护 the success成功
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鼓励求助不仅在确保付出者成功,
07:21
and the well-being福利 of givers度外.
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保护他们的利益方面非常重要
07:22
It's also critical危急 to getting得到
more people to act法案 like givers度外,
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更关键的是能让
更多人像付出者学习,
07:25
because the data数据 say
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因为数据显示,
07:26
that somewhere某处 between之间 75 and 90 percent百分
of all giving in organizations组织
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组织中75%-90%的“付出”行为
07:30
starts启动 with a request请求.
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都始于一个请求。
07:31
But a lot of people don't ask.
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然而许多人不想求助于人,
07:33
They don't want to look incompetent无能,
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他们不想被觉得无能,
07:35
they don't know where to turn,
they don't want to burden负担 others其他.
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不知道找谁帮忙,也不想麻烦别人。
07:38
Yet然而 if nobody没有人 ever asks for help,
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但是如果没人求助,
组织里的付出者们
就会变得萎靡不振。
07:40
you have a lot of frustrated受挫 givers度外
in your organization组织
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而只要知道谁需要帮助以及怎么帮
07:42
who would love to step up and contribute有助于,
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付出者们就会站出来并且帮助他们。
07:44
if they only knew知道
who could benefit效益 and how.
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07:47
But I think the most important重要 thing,
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想要构建有利于付出者的组织文化,
07:49
if you want to build建立 a culture文化
of successful成功 givers度外,
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我认为最重要的事
就是认真挑选你的团队成员。
07:51
is to be thoughtful周到 about who
you let onto your team球队.
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07:54
I figured想通, you want a culture文化
of productive生产的 generosity慷慨,
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一开始我以为,
如果想构建这种有效的慷慨文化,
那就多雇些付出者。
07:57
you should hire聘请 a bunch of givers度外.
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07:59
But I was surprised诧异 to discover发现, actually其实,
that that was not right --
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后来我惊讶的发现,
这是不对的。
08:03
that the negative impact碰撞
of a taker接受者 on a culture文化
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获取者对文化的负面效应
08:06
is usually平时 double to triple三倍
the positive impact碰撞 of a giver赠与者.
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通常是付出者正面效应的两三倍。
08:09
Think about it this way:
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给你们打个比方:
一颗老鼠屎能坏一锅粥,
(原句:一个坏苹果能坏一整桶)
08:10
one bad apple苹果 can spoil溺爱 a barrel,
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08:12
but one good egg
just does not make a dozen.
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但是一粒好米可做不出一锅好粥。
(一个好鸡蛋却凑不出一整打)
08:15
I don't know what that means手段 --
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我自己都不懂我说了什么,
08:17
(Laughter笑声)
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(笑声)
08:18
But I hope希望 you do.
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不过希望你们能懂。
假如把一个获取者放进团队,
08:20
No -- let even one taker接受者 into a team球队,
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08:23
and you will see that the givers度外
will stop helping帮助.
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你就会发现付出者都不愿帮忙了。
08:26
They'll他们会 say, "I'm surrounded包围
by a bunch of snakes and sharks鲨鱼.
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他们会抱怨说,
“我周围都是小人和骗子。
08:29
Why should I contribute有助于?"
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我何必帮那么多忙?”
08:30
Whereas if you let one giver赠与者 into a team球队,
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反过来,假如把一个付出者放进团队
大家并不会突然变得互帮互助。
08:32
you don't get an explosion爆炸 of generosity慷慨.
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08:35
More often经常, people are like,
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久而久之,人们反而会觉得,
08:36
"Great! That person can do all our work."
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“太好了!事情都
能给那个人去做!”
08:39
So, effective有效 hiring招聘 and screening筛查
and team球队 building建造
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2746
所以,有效的雇佣筛选并组建团队
08:41
is not about bringing使 in the givers度外;
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2136
并不是单纯的增加付出者数量,
而是要清除获取者。
08:44
it's about weeding除草 out the takers考生.
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08:47
If you can do that well,
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如果你能把这个做好,
08:48
you'll你会 be left with givers度外 and matchers匹配器.
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就会只剩下付出者和互利者。
08:50
The givers度外 will be generous慷慨
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付出者会继续慷慨相助,
因为他们不必担心结果。
08:51
because they don't have to worry担心
about the consequences后果.
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而互利者的美德则会让他们
遵守这个行为的规则来进行付出。
08:54
And the beauty美女 of the matchers匹配器
is that they follow跟随 the norm规范.
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08:57
So how do you catch抓住 a taker接受者
before it's too late晚了?
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那么如何及时的找出获取者呢?
09:00
We're actually其实 pretty漂亮 bad
at figuring盘算 out who's谁是 a taker接受者,
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其实我们非常难分辨出谁是获取者,
09:03
especially特别 on first impressions印象.
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尤其是仅凭第一印象。
09:05
There's a personality个性 trait特征
that throws us off.
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因为有一种性格会迷惑我们的双眼。
09:07
It's called agreeableness宜人,
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1305
这种性格叫“亲和力”。
一种在不同文化中广泛存在的性格。
09:09
one the major重大的 dimensions尺寸
of personality个性 across横过 cultures文化.
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09:11
Agreeable合适的 people are warm and friendly友善,
they're nice不错, they're polite有礼貌.
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亲和力强的人热情而友好,
他们很亲切,很礼貌。
09:15
You find a lot of them in Canada加拿大 --
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你在加拿大能遇到很多这样的人。
09:17
(Laughter笑声)
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(笑声)
09:18
Where there was actually其实
a national国民 contest比赛
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他们还弄了个全国竞赛,
09:22
to come up with a new Canadian加拿大 slogan口号
and fill in the blank空白,
236
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让大家给新的加拿大标语填空:
“像...一样的加拿大人”
09:25
"As Canadian加拿大 as ..."
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我一开始觉得获胜标语应该是:
09:26
I thought the winning胜利 entry条目
was going to be,
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2084
“像枫蜜一样的加拿大人”
或者换成“冰球”
09:29
"As Canadian加拿大 as maple syrup糖浆,"
or, "... ice hockey曲棍球."
239
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结果不是,
09:31
But no, Canadians加拿大人 voted
for their new national国民 slogan口号 to be --
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2985
不开玩笑,
加拿大的新国家标语是:
09:34
I kid孩子 you not --
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1161
“尽量像加拿大人,看情况吧”
09:35
"As Canadian加拿大 as possible可能
under the circumstances情况."
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2431
09:38
(Laughter笑声)
243
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(笑声)
09:42
Now for those of you
who are highly高度 agreeable合适的,
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现在那些非常有亲和力的人,
或者像加拿大人的人,
09:44
or maybe slightly Canadian加拿大,
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1393
09:45
you get this right away.
246
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应该立马就明白了。
09:47
How could I ever say I'm any one thing
247
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我怎么可能找得出别人的毛病呢,
09:49
when I'm constantly经常 adapting适应
to try to please other people?
248
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2826
因为我在不停的调整自己
以取悦别人。
09:52
Disagreeable不愉快 people do less of it.
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亲和力弱的人就很少会这样。
09:54
They're more critical危急,
skeptical怀疑的, challenging具有挑战性的,
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他们爱挑刺,爱质疑,爱反驳别人。
09:57
and far more likely容易 than their peers同行
to go to law school学校.
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并且他们相比其他人
更有可能去上法学院。
10:00
(Laughter笑声)
252
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1143
(笑声)
10:01
That's not a joke玩笑,
that's actually其实 an empirical经验 fact事实.
253
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不是开玩笑,
这是经验证明过的事实。
10:04
(Laughter笑声)
254
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(笑声)
10:05
So I always assumed假定
that agreeable合适的 people were givers度外
255
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2549
所以我一直假定
亲和力强的人是付出者,
10:07
and disagreeable不愉快 people were takers考生.
256
595788
1947
而亲和力弱的人是获取者。
10:09
But then I gathered云集 the data数据,
257
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然后我收集了一些数据,
10:11
and I was stunned目瞪口呆 to find
no correlation相关 between之间 those traits性状,
258
599213
3113
却惊奇的发现它们之间并没有联系。
10:14
because it turns out
that agreeableness-disagreeableness随和,disagreeableness
259
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2659
最后结果说明
亲和力强或者弱只是一个表象。
10:17
is your outer veneer单板:
260
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1163
只是和你互动时表情是否显得愉悦。
10:18
How pleasant愉快 is it to interact相互作用 with you?
261
606220
1941
10:20
Whereas giving and taking服用
are more of your inner motives动机:
262
608185
2692
而付出和获取却是源自内在动机。
10:22
What are your values?
What are your intentions意图 toward others其他?
263
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你的价值观是什么?
你对别人的目的是什么?
10:25
If you really want to judge法官
people accurately准确,
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如果你想知道怎么准确地判断,
10:28
you have to get to the moment时刻 every一切
consultant顾问 in the room房间 is waiting等候 for,
265
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3517
那我们就来到了
每个咨询顾问翘首期盼的时刻,
让我们画个2X2网格。
10:31
and draw a two-by-two两两.
266
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1165
10:32
(Laughter笑声)
267
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2098
(笑声)
10:37
The agreeable合适的 givers度外 are easy简单 to spot:
268
625648
2007
亲和力强的付出者很容易看出来,
10:39
they say yes to everything.
269
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2634
他们对任何事都说好。
10:43
The disagreeable不愉快 takers考生
are also recognized认可 quickly很快,
270
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2873
亲和力弱的获取者也很好区分,
10:46
although虽然 you might威力 call them
by a slightly different不同 name名称.
271
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3907
不过你们会叫他们
一个不太一样的名字。
(帕尔帕廷,《星球大战》)
10:50
(Laughter笑声)
272
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1864
10:53
We forget忘记 about the other
two combinations组合.
273
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2072
别忘了另外两种人。
10:55
There are disagreeable不愉快 givers度外
in our organizations组织.
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3335
亲和力弱的付出者
在组织中随处可见。
10:59
There are people who are gruff粗暴
and tough强硬 on the surface表面
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2641
这些人表面强势且脾气差,
11:01
but underneath have
others'其他' best最好 interests利益 at heart.
276
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2538
但心底里还是为别人着想。
引用一位工程师的话:
11:05
Or as an engineer工程师 put it,
277
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1363
11:06
"Oh, disagreeable不愉快 givers度外 --
278
654476
1606
“噢,脾气差的付出者啊,
11:08
like somebody with a bad user用户 interface接口
but a great operating操作 system系统."
279
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3876
就像是一个非常优秀的操作系统,
不过用户界面不太友好。”
11:12
(Laughter笑声)
280
660006
1286
(笑声)
11:13
If that helps帮助 you.
281
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1371
但愿这个比喻你能懂。
11:14
(Laughter笑声)
282
662711
1150
(笑声)
亲和力弱的付出者
是组织中最被低估的人,
11:16
Disagreeable不愉快 givers度外 are the most
undervalued低估 people in our organizations组织,
283
664424
3503
11:19
because they're the ones那些
who give the critical危急 feedback反馈
284
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2592
因为他们给出的
批评性建议没人爱听,
11:22
that no one wants to hear
but everyone大家 needs需求 to hear.
285
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2606
但是每个人都需要去听。
11:25
We need to do a much better job工作
valuing价值评估 these people
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我们应该要更好的评价他们,
而不是拒之门外,
11:27
as opposed反对 to writing写作 them off early,
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11:29
and saying, "Eh, kind of prickly,
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并说“这人好难搞,
11:31
must必须 be a selfish自私 taker接受者."
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一定是个自私的获取者。”
11:33
The other combination组合 we forget忘记 about
is the deadly致命 one --
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最后一种人最为致命——
亲和力强的获取者,
又名伪装者。
11:36
the agreeable合适的 taker接受者,
also known已知 as the faker骗子.
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11:40
This is the person
who's谁是 nice不错 to your face面对,
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这种人表面上和你客客气气,
11:42
and then will stab you right in the back.
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然后转身在背后插你两刀。
11:44
(Laughter笑声)
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(笑声)
11:46
And my favorite喜爱 way to catch抓住
these people in the interview访问 process处理
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我最常用的鉴别办法是
在面试时问这个问题:
11:49
is to ask the question,
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11:51
"Can you give me the names of four people
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“能否告诉我四个
你在工作中用心培养过的
四个人的名字?”
11:53
whose谁的 careers职业生涯 you have
fundamentally从根本上 improved改善?"
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11:56
The takers考生 will give you four names,
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获取者会告诉你的四个人
11:58
and they will all be more
influential有影响 than them,
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都比他们自己有影响力,
12:01
because takers考生 are great at kissing接吻 up
and then kicking down.
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因为获取者善于
一边奉承上级一边打压下属。
12:04
Givers度外 are more likely容易 to name名称 people
who are below下面 them in a hierarchy等级制度,
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付出者则一般会
列举几个层级比他们低的人,
12:08
who don't have as much power功率,
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这些人并没有多少权力,
12:09
who can do them no good.
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也不能带来太多好处。
12:11
And let's face面对 it, you all know
you can learn学习 a lot about character字符
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事实上,我们想了解一个人的性格
可以从这人对待餐厅服务员
12:14
by watching观看 how someone有人
treats对待 their restaurant餐厅 server服务器
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和优步司机的态度来判断。
12:17
or their Uber尤伯杯 driver司机.
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12:19
So if we do all this well,
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如果我们能把这些做好,
12:20
if we can weed野草 takers考生
out of organizations组织,
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如果我们能把获取者扫地出门,
如果我们能让求助变得安心,
12:22
if we can make it safe安全 to ask for help,
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12:24
if we can protect保护 givers度外 from burnout烧完
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如果我们能保护付出者
不让他们觉得精疲力尽,
12:26
and make it OK for them to be ambitious有雄心
in pursuing追求 their own拥有 goals目标
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而是去实现自己的雄心壮志的同时
12:29
as well as trying to help other people,
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对他人施以援手。
12:32
we can actually其实 change更改 the way
that people define确定 success成功.
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我们就能改变人们对成功的定义——
12:35
Instead代替 of saying it's all about
winning胜利 a competition竞争,
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不是在竞争中独占鳌头,
12:38
people will realize实现 success成功
is really more about contribution贡献.
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而是意识到成功更多是付出与贡献。
我坚信最有意义的成功
12:42
I believe that the most
meaningful富有意义的 way to succeed成功
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12:45
is to help other people succeed成功.
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是帮助他人取得成功。
12:47
And if we can spread传播 that belief信仰,
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如果能传递这个信念,
12:48
we can actually其实 turn paranoia偏执 upside上边 down.
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我们就能完全颠覆偏执症。
12:51
There's a name名称 for that.
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它有一个新的名字,
12:52
It's called "pronoiapronoia."
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叫做"积极妄想".
积极妄想是一种妄想信念,
12:55
PronoiaPronoia is the delusional妄想 belief信仰
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12:56
that other people
are plotting绘制 your well-being福利.
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相信其他人会密谋着让你飞黄腾达。
12:59
(Laughter笑声)
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(笑声)
13:02
That they're going around behind背后 your back
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他们还会悄悄的在你背后
13:05
and saying exceptionally异常
glowing泛着 things about you.
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把你夸得天花乱坠。
13:09
The great thing about a culture文化 of givers度外
is that's not a delusion妄想 --
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值得庆幸的是
付出者的文化并不是妄想,
而是现实。
13:13
it's reality现实.
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13:15
I want to live生活 in a world世界
where givers度外 succeed成功,
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我梦想中的世界里
付出者们功成名就,
13:18
and I hope希望 you will help me
create创建 that world世界.
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希望你们能帮我实现这个梦想。
13:20
Thank you.
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谢谢。
13:21
(Applause掌声)
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Translated by Zhiwei Zheng
Reviewed by Jingdan Niu

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ABOUT THE SPEAKER
Adam Grant - Organizational psychologist
After years of studying the dynamics of success and productivity in the workplace, Adam Grant discovered a powerful and often overlooked motivator: helping others.

Why you should listen

In his groundbreaking book Give and Take, top-rated Wharton professor Adam Grant upended decades of conventional motivational thinking with the thesis that giving unselfishly to colleagues or clients can lead to one’s own long-term success. Grant’s research has led hundreds of advice seekers (and HR departments) to his doorstep, and it’s changing the way leaders view their workforces.

Grant's book Originals: How Non-Conformists Move the World examines how unconventional thinkers overturn the status quo and champion game-changing ideas.

Grant is the host of the TED original podcast WorkLife, taking us inside unconventional workplaces to explore the ideas we can all use to make work more meaningful and creative.

More profile about the speaker
Adam Grant | Speaker | TED.com