TEDxUniversityofNevada
Christine Porath: Why being respectful to your coworkers is good for business
克莉絲汀．波拉斯: 為什麼對你的同事好，就會對公司有利？
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想在你的職涯中出人頭地嗎？從對你的同事好一點開始吧，領導力研究者克莉絲汀．波拉斯如是說。在這場以科學為基礎的演說中，她分享了驚人的洞察，說明無禮的成本，並點出小小的尊重行為也可能可以讓你在職業上飛黃騰達，也能讓你的公司更好。
Christine Porath - Management professor, researcher
Christine Porath helps organizations build thriving workplaces. Full bio
Christine Porath helps organizations build thriving workplaces. Full bio
Double-click the English transcript below to play the video.
00:12
Who do you want to be?
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你想要成為什麼人？
00:15
It's a simple question,
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這是個很簡單的問題，
00:17
and whether you know it or not,
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不論你是否知道，
00:19
you're answering it every day
through your actions.
through your actions.
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你每天都透過你的行為
在回答這個問題。
在回答這個問題。
00:22
This one question will define
your professional success
your professional success
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比起其他問題，
這個問題更能定義
你在專業上的成功，
你在專業上的成功，
00:27
more than any other,
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00:29
because how you show up
and treat people means everything.
and treat people means everything.
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因為你以什麼樣子出現，
以及如何待人，是最重要的。
以及如何待人，是最重要的。
00:34
Either you lift people up
by respecting them,
by respecting them,
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也許你會透過尊重
他人的方式來鼓舞他人，
他人的方式來鼓舞他人，
00:38
making them feel valued,
appreciated and heard,
appreciated and heard,
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讓他們覺得被重視、
被賞識、被聽見，
被賞識、被聽見，
00:43
or you hold people down
by making them feel small,
by making them feel small,
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也有可能你會貶低他人，
讓他們覺得自己沒價值，
讓他們覺得自己沒價值，
00:47
insulted, disregarded or excluded.
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被侮辱、被漠視、被排擠。
00:52
And who you choose to be means everything.
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而你選擇要成為
什麼樣的人是最重要的。
什麼樣的人是最重要的。
00:56
I study the effects
of incivility on people.
of incivility on people.
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我研究不文明對於人的影響。
00:59
What is incivility?
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什麼是不文明？
01:01
It's disrespect or rudeness.
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不文明就是不尊敬或粗魯。
01:03
It includes a lot of different behaviors,
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它包括許多不同的行為，
01:06
from mocking or belittling someone
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從嘲笑或輕視別人，
01:08
to teasing people in ways that sting
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到用會傷人的方式取笑別人，
01:10
to telling offensive jokes
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到說冒犯的笑話，
01:12
to texting in meetings.
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到在開會時傳訊息。
01:14
And what's uncivil to one person
may be absolutely fine to another.
may be absolutely fine to another.
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同樣的行為，一個人
可能覺得不文明，
可能覺得不文明，
另一個人卻覺得沒關係。
01:19
Take texting while someone's
speaking to you.
speaking to you.
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用交談時傳訊息這個行為為例子。
01:22
Some of us may find it rude,
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有些人覺得這樣很沒禮貌，
01:24
others may think it's absolutely civil.
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有些人則覺得那完全
是文明的行為。
是文明的行為。
01:27
So it really depends.
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所以，真的因人而異。
01:28
It's all in the eyes of the beholder
and whether that person felt disrespected.
and whether that person felt disrespected.
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完全是看觀者的角度，
以及當事人是否感覺到不被尊敬。
以及當事人是否感覺到不被尊敬。
01:34
We may not mean to make
someone feel that way,
someone feel that way,
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我們本意可能不是
要造成對方有那種感覺，
要造成對方有那種感覺，
01:37
but when we do, it has consequences.
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但當我們有意的時候，會有後果。
01:41
Over 22 years ago,
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至少 22 年前，
01:43
I vividly recall walking into
this stuffy hospital room.
this stuffy hospital room.
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我還很清楚記得，
我走進醫院中一間悶熱的房間。
我走進醫院中一間悶熱的房間。
01:47
It was heartbreaking to see my dad,
this strong, athletic, energetic guy,
this strong, athletic, energetic guy,
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我的心碎了，我看見我爸爸，
一個強壯、很會運動、
充滿能量的人，
充滿能量的人，
01:53
lying in the bed with electrodes
strapped to his bare chest.
strapped to his bare chest.
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躺在病床上，
電極貼在他袒露的胸口。
電極貼在他袒露的胸口。
01:58
What put him there
was work-related stress.
was work-related stress.
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他住院的原因是工作相關的壓力。
02:02
For over a decade,
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超過十年來，
02:04
he suffered an uncivil boss.
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他都為一個很不文明的老闆工作。
02:09
And for me, I thought he was
just an outlier at that time.
just an outlier at that time.
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那時，我以為他只是一個特例。
02:14
But just a couple years later,
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但，幾年後，
02:16
I witnessed and experienced
a lot of incivility
a lot of incivility
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我在大學畢業後的第一份工作中，
目擊和經歷了許多不文明。
02:19
in my first job out of college.
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02:22
I spent a year going to work every day
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我有一年的時間，每天去上班，
02:24
and hearing things from coworkers like,
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都會聽到同事說這樣的話：
02:27
"Are you an idiot?
That's not how it's done,"
That's not how it's done,"
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「你是白痴嗎？不是這樣做的。」
02:30
and, "If I wanted your opinion, I'd ask."
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還有「如果我想聽
你的意見，我會問。」
你的意見，我會問。」
02:35
So I did the natural thing.
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所以，我做了很自然的反應。
02:37
I quit, and I went back to grad school
to study the effects of this.
to study the effects of this.
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我辭職了，回到研究所
去研究這種現象的影響。
去研究這種現象的影響。
02:42
There, I met Christine Pearson.
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在研究所，我遇到了
克莉絲汀皮爾森。
克莉絲汀皮爾森。
02:45
And she had a theory
that small, uncivil actions
that small, uncivil actions
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她有個理論，她認為
不文明的小小行為
不文明的小小行為
02:48
can lead to much bigger problems
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可能會導致很大的問題，
02:51
like aggression and violence.
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比如侵犯和暴力。
02:53
We believed that incivility affected
performance and the bottom line.
performance and the bottom line.
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我們相信不文明
會影響表現和結果。
會影響表現和結果。
02:57
So we launched a study,
and what we found was eye-opening.
and what we found was eye-opening.
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於是，我們進行了一項研究，
我們的發現很令人驚異。
我們的發現很令人驚異。
03:02
We sent a survey to business school alumni
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我們向在不同組織工作的
商學院校友發出問卷，
03:05
working in all different organizations.
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03:07
We asked them to write a few sentences
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我們請他們寫下幾個句子，
03:09
about one experience
where they were treated rudely,
where they were treated rudely,
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描述他們被不禮貌、不尊敬、
03:13
disrespectfully or insensitively,
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或冷漠對待的經驗，
03:15
and to answer questions
about how they reacted.
about how they reacted.
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並回答一些關於他們
如何反應的問題。
如何反應的問題。
03:20
One person told us about a boss
that made insulting statements like,
that made insulting statements like,
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有一個人告訴我們，
他的老闆會說出這樣侮辱人的話：
他的老闆會說出這樣侮辱人的話：
03:24
"That's kindergartner's work,"
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「那是幼稚園小孩的工作。」
03:26
and another tore up someone's work
in front of the entire team.
in front of the entire team.
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還有另一個老闆會在團隊面前
直接撕掉某個人的成果。
直接撕掉某個人的成果。
03:31
And what we found is that incivility
made people less motivated:
made people less motivated:
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我們發現，不文明
會降低人的動力：
會降低人的動力：
03:36
66 percent cut back work efforts,
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66% 的人會減少工作投入的努力，
03:39
80 percent lost time
worrying about what happened,
worrying about what happened,
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80% 的人會花時間擔心發生的事，
03:42
and 12 percent left their job.
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12% 的人會離職。
03:46
And after we published these results,
two things happened.
two things happened.
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當我們把這些結果發佈出來
之後，發生了兩件事。
之後，發生了兩件事。
03:50
One, we got calls from organizations.
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第一，我們接到組織打來的電話。
03:53
Cisco read about these numbers,
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思科系統看到了這些數據，
從中挑選了幾項，
從中挑選了幾項，
03:55
took just a few of these
and estimated, conservatively,
and estimated, conservatively,
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並做了保守的估計，
03:59
that incivility was costing them
12 million dollars a year.
12 million dollars a year.
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不文明會讓他們一年
損失 1200 萬美元。
損失 1200 萬美元。
04:03
The second thing that happened was,
we heard from others in our academic field
we heard from others in our academic field
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發生的另一件事情是，
我們聽到同在學術領域的人說：
我們聽到同在學術領域的人說：
04:08
who said, "Well, people are reporting
this, but how can you really show it?
this, but how can you really show it?
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「受試者回報了這些資訊，
但你們要怎麼證明？
但你們要怎麼證明？
04:13
Does people's performance really suffer?"
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大家的表現真的有受影響嗎？」
04:16
I was curious about that, too.
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我對這一點也很好奇。
04:19
With Amir Erez, I compared
those that experienced incivility
those that experienced incivility
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我和阿米爾艾瑞茲一起
將遇到不文明行為的人
將遇到不文明行為的人
04:23
to those that didn't
experience incivility.
experience incivility.
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和沒遇到不文明行為的人做比較。
04:26
And what we found is that those
that experience incivility
that experience incivility
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我們發現，遇到不文明行為的人
04:29
do actually function much worse.
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表現真的會差很多。
04:33
"OK," you may say. "This makes sense.
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「好，」你可能會說：
「那是合理的。
「那是合理的。
04:36
After all, it's natural
that their performance suffers."
that their performance suffers."
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畢竟，他們的表現
變糟是很自然的。」
變糟是很自然的。」
04:40
But what about if you're not
the one who experiences it?
the one who experiences it?
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但如果你不是
親身經歷的當事人呢？
親身經歷的當事人呢？
04:44
What if you just see or hear it?
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如果你只是看到或聽到這種事呢？
04:46
You're a witness.
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你是目擊者。
04:48
We wondered if it affected witnesses, too.
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我們也想知道目擊者會不會被影響。
04:51
So we conducted studies
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所以我們做了研究，
讓五位受試者目擊
讓五位受試者目擊
04:53
where five participants would witness
an experimenter act rudely
an experimenter act rudely
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實驗者對研究遲到的人
做出無禮的行為。
做出無禮的行為。
04:56
to someone who arrived late to the study.
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04:59
The experimenter said,
"What is it with you?
"What is it with you?
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實驗者說：「你是怎麼搞的？
05:02
You arrive late, you're irresponsible.
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你遲到了，你很不負責。
05:04
Look at you! How do you expect
to hold a job in the real world?"
to hold a job in the real world?"
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看看你！你在真實世界怎麼
可能維持得住一份工作？」
可能維持得住一份工作？」
05:09
And in another study in a small group,
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在另一項研究中，
對象是一小群人，
對象是一小群人，
05:11
we tested the effects of a peer
insulting a group member.
insulting a group member.
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我們測試的是同儕
侮辱團體成員的影響。
侮辱團體成員的影響。
05:15
Now, what we found was really interesting,
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我們的發現相當有意思，
05:17
because witnesses'
performance decreased, too --
performance decreased, too --
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因為目擊者的表現也會下降——
05:20
and not just marginally,
quite significantly.
quite significantly.
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不只有一點點下降，
是很顯著的下降。
是很顯著的下降。
05:26
Incivility is a bug.
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不文明就像是病菌。
05:28
It's contagious,
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它會感染，
05:30
and we become carriers of it
just by being around it.
just by being around it.
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我們只要在旁邊，
就會成為帶原者。
就會成為帶原者。
05:34
And this isn't confined to the workplace.
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且這現象不只發生在工作場所。
05:37
We can catch this virus anywhere --
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我們在任何地方都能
抓到這種病毒——
抓到這種病毒——
05:39
at home, online, in schools
and in our communities.
and in our communities.
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在家、在網路上、
在學校、在我們的社區裡。
在學校、在我們的社區裡。
05:45
It affects our emotions,
our motivation, our performance
our motivation, our performance
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它會影響我們的情緒、
我們的動機、
我們的動機、
我們的表現，及我們待人的方式。
05:49
and how we treat others.
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05:51
It even affects our attention
and can take some of our brainpower.
and can take some of our brainpower.
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它甚至會影響我們的注意力，
還會減低我們的智力。
還會減低我們的智力。
05:56
And this happens not only
if we experience incivility
if we experience incivility
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這個現象不僅是在我們經歷
或目擊不文明的行為時會發生。
05:59
or we witness it.
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06:01
It can happen even if we
just see or read rude words.
just see or read rude words.
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就連我們看到或讀到
不文明的文字時也會發生。
不文明的文字時也會發生。
06:06
Let me give you an example of what I mean.
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讓我舉個例子說明我的意思。
06:09
To test this, we gave people
combinations of words
combinations of words
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為了測試這個現象，
我們給受試者不同組的字詞，
我們給受試者不同組的字詞，
06:12
to use to make a sentence.
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要用這些字詞來造句。
06:14
But we were very sneaky.
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但我們非常狡猾。
06:16
Half the participants got a list
with 15 words used to trigger rudeness:
with 15 words used to trigger rudeness:
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一半的受試者拿到的字詞清單上，
會有十五個字詞用來觸發無禮：
06:22
impolitely, interrupt, obnoxious, bother.
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不禮貌、打斷、可憎、煩擾。
06:27
Half the participants
received a list of words
received a list of words
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另一半的受試者拿到的字詞清單
06:30
with none of these rude triggers.
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完全沒有這種觸發字詞。
06:32
And what we found was really surprising,
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我們的發現十分讓人驚訝，
06:35
because the people who got the rude words
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因為拿到無禮字詞的人
06:38
were five times more likely to miss
information right in front of them
information right in front of them
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有五倍的可能性，會錯失面前
電腦螢幕上呈現的資訊。
06:42
on the computer screen.
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06:44
And as we continued this research,
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我們繼續研究下去，
06:46
what we found is that those
that read the rude words
that read the rude words
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發現讀到無禮字詞的人
06:50
took longer to make decisions,
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要花較長的時間才能
做決策、記錄決策，
做決策、記錄決策，
06:52
to record their decisions,
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06:53
and they made significantly more errors.
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且他們犯的錯明顯比較多。
06:57
This can be a big deal,
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這可能是件大事，
06:58
especially when it comes
to life-and-death situations.
to life-and-death situations.
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特別是在生死一線間的情況下。
07:02
Steve, a physician, told me
about a doctor that he worked with
about a doctor that he worked with
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史帝夫是一位醫生，他告訴我，
有位和他合作的醫生
不是非常會尊重人，
不是非常會尊重人，
07:06
who was never very respectful,
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07:08
especially to junior staff and nurses.
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特別會對資淺的員工
和護士不尊重。
和護士不尊重。
07:11
But Steve told me about
this one particular interaction
this one particular interaction
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但史帝夫跟我談到
一次特別的互動，
一次特別的互動，
07:14
where this doctor shouted
at a medical team.
at a medical team.
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這位醫生對著醫療團隊大吼。
07:18
Right after the interaction,
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在這次互動之後，
07:20
the team gave the wrong dosage
of medication to their patient.
of medication to their patient.
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團隊馬上就弄錯了
給病人的藥物劑量。
給病人的藥物劑量。
07:25
Steve said the information
was right there on the chart,
was right there on the chart,
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史帝夫說，資訊就在圖表上，
07:29
but somehow everyone
on the team missed it.
on the team missed it.
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但不知怎麼的，團隊的
每個人都沒看清楚。
每個人都沒看清楚。
07:33
He said they lacked the attention
or awareness to take it into account.
or awareness to take it into account.
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他說他們缺乏注意力，
或是沒有意識到要考量那資訊。
或是沒有意識到要考量那資訊。
07:37
Simple mistake, right?
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不過是一個錯誤，對吧？
07:39
Well, that patient died.
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嗯，那位病人死了。
07:42
Researchers in Israel have actually shown
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以色列的研究者發現，
07:45
that medical teams exposed to rudeness
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接觸不文明行為的醫療團隊
07:48
perform worse not only
in all their diagnostics,
in all their diagnostics,
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不只是在診斷上的表現較差，
07:51
but in all the procedures they did.
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在他們要做的
所有程序上表現都較差。
所有程序上表現都較差。
07:54
This was mainly because
the teams exposed to rudeness
the teams exposed to rudeness
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主要的原因是因為
接觸到不文明行為的團隊，
接觸到不文明行為的團隊，
07:57
didn't share information as readily,
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不會很樂意分享資訊，
08:00
and they stopped seeking
help from their teammates.
help from their teammates.
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他們也不再向團隊隊友尋求協助。
08:03
And I see this not only in medicine
but in all industries.
but in all industries.
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不僅是在醫療界，
在所有產業都是如此。
在所有產業都是如此。
08:08
So if incivility has such a huge cost,
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如果不文明會造成這麼大的成本，
08:11
why do we still see so much of it?
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為什麼還那麼常見？
08:14
I was curious, so we surveyed
people about this, too.
people about this, too.
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我很好奇，所以我們
也做了相關的調查。
也做了相關的調查。
08:18
The number one reason is stress.
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第一名的理由是壓力。
08:20
People feel overwhelmed.
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人們覺得無法招架。
08:23
The other reason that people
are not more civil
are not more civil
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另一個讓人做出不文明行為的理由，
08:26
is because they're skeptical
and even concerned
and even concerned
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是因為他們對於
文明行為或是表現友善
文明行為或是表現友善
08:29
about being civil or appearing nice.
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抱持懷疑甚至擔心的態度。
08:32
They believe they'll appear
less leader-like.
less leader-like.
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他們相信他們看起來
會比較不像領導人。
會比較不像領導人。
08:34
They wonder: Do nice guys finish last?
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他們納悶：好人不都是
跑最後一名的嗎？
跑最後一名的嗎？
08:38
Or in other words: Do jerks get ahead?
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換言之：渾蛋不都是領先的嗎？
08:41
(Laughter)
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（笑聲）
08:43
It's easy to think so,
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很容易會這樣認為，
08:44
especially when we see
a few prominent examples
a few prominent examples
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特別是當我們看到幾個
很顯著的例子，
很顯著的例子，
08:47
that dominate the conversation.
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他們能支配主導對話。
08:50
Well, it turns out,
in the long run, they don't.
in the long run, they don't.
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不過，結果發現，
長期來看，他們無法主導。
長期來看，他們無法主導。
08:54
There's really rich research on this
by Morgan McCall and Michael Lombardo
by Morgan McCall and Michael Lombardo
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摩根麥克科爾和麥可隆巴多
做了很多這方面的研究，
做了很多這方面的研究，
08:58
when they were at
the Center for Creative Leadership.
the Center for Creative Leadership.
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當時他們為創意領導力中心工作。
09:00
They found that the number one reason
tied to executive failure
tied to executive failure
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他們發現，主管人物失敗
最相關的理由，
最相關的理由，
09:05
was an insensitive, abrasive
or bullying style.
or bullying style.
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是冷漠、傷人，或霸凌的風格。
09:10
There will always be some outliers
that succeed despite their incivility.
that succeed despite their incivility.
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一定會有一些就算不文明
也能成功的例外。
也能成功的例外。
09:14
Sooner or later, though,
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不過，遲早，
09:16
most uncivil people
sabotage their success.
sabotage their success.
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大部分不文明的人
都會破壞掉自己的成功。
都會破壞掉自己的成功。
09:20
For example, with uncivil executives,
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比如，就不文明的主管來說，
09:22
it comes back to hurt them
when they're in a place of weakness
when they're in a place of weakness
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3048
當他們處在弱勢的時候，
或有所需求的時候，
就會反過來被傷害。
就會反過來被傷害。
09:25
or they need something.
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09:26
People won't have their backs.
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1786
沒有人會挺他們。
09:29
But what about nice guys?
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那麼，好人呢？
09:31
Does civility pay?
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文明會有好處嗎？有的。
09:33
Yes, it does.
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1757
09:35
And being civil doesn't just mean
that you're not a jerk.
that you're not a jerk.
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文明的意思並不只是不要當渾蛋。
09:40
Not holding someone down
isn't the same as lifting them up.
isn't the same as lifting them up.
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不要輕視別人，並不表示
就是在鼓舞他們。
就是在鼓舞他們。
09:44
Being truly civil means
doing the small things,
doing the small things,
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真正文明的意思是要做些小事情，
09:47
like smiling and saying
hello in the hallway,
hello in the hallway,
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3050
比如在走廊遇到要微笑說哈囉，
09:50
listening fully when
someone's speaking to you.
someone's speaking to you.
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2883
當別人在說話時要專心去傾聽。
09:54
Now, you can have strong opinions,
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2031
不論是抱持很強的意見、
09:56
disagree, have conflict
or give negative feedback civilly,
or give negative feedback civilly,
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5019
不同意對方、意見分歧，
或給予負面回饋，
或給予負面回饋，
都能帶著尊重，
用文明的方式做到。
用文明的方式做到。
10:01
with respect.
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10:02
Some people call it "radical candor,"
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有些人稱它為「徹底坦誠」，
10:05
where you care personally,
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你是關心人的，
但你也會直接挑戰他們。
但你也會直接挑戰他們。
10:06
but you challenge directly.
185
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1771
10:09
So yes, civility pays.
186
597612
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所以，是的，文明會有好處。
10:12
In a biotechnology firm,
colleagues and I found
colleagues and I found
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在一間生技公司中，
我和我同事發現
我和我同事發現
10:15
that those that were seen as civil
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2075
被認為文明的人
10:17
were twice as likely
to be viewed as leaders,
to be viewed as leaders,
189
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2637
被視為是領導者的
可能性有兩倍高，
可能性有兩倍高，
10:20
and they performed significantly better.
190
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2298
他們的表現也顯著比較好。
10:23
Why does civility pay?
191
611066
1977
為什麼文明會有好處？
10:25
Because people see you
as an important -- and a powerful --
as an important -- and a powerful --
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4748
因為別人會認為你以很重要的——
且強大的——
10:29
unique combination
of two key characteristics:
of two key characteristics:
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3703
獨特方式結合了兩種關鍵特質：
10:33
warm and competent, friendly and smart.
194
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3075
溫暖和有能力、友善和聰明。
10:37
In other words, being civil
isn't just about motivating others.
isn't just about motivating others.
195
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4500
換言之，表現文明
不只是要激勵他人，
也是為了自己。
也是為了自己。
10:41
It's about you.
196
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1260
10:43
If you're civil, you're more likely
to be seen as a leader.
to be seen as a leader.
197
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3507
如果你很文明，你比較
有可能被視為領導人。
有可能被視為領導人。
10:47
You'll perform better, and you're seen
as warm and competent.
as warm and competent.
198
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3183
你的表現會比較好，
你會被視為溫暖又有能力。
你會被視為溫暖又有能力。
10:51
But there's an even bigger story
about how civility pays,
about how civility pays,
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3708
但文明的好處還不僅止於此，
10:55
and it ties to one of the most
important questions around leadership:
important questions around leadership:
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4018
它還牽涉到一個和領導力相關
非常重要的問題：
非常重要的問題：
11:00
What do people want most
from their leaders?
from their leaders?
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人最想要從他們的領導人
身上得到什麼？
身上得到什麼？
11:03
We took data from over
20,000 employees around the world,
20,000 employees around the world,
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我們從全世界超過
兩萬名員工取得資料，
兩萬名員工取得資料，
11:07
and we found the answer was simple:
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2005
我們發現答案很簡單：
11:10
respect.
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尊重。
11:12
Being treated with respect
was more important
was more important
205
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3206
被尊重對待，
比被認可和被賞識還更重要，
11:15
than recognition and appreciation,
206
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2496
11:18
useful feedback,
207
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1555
也比有用的意見回饋、
11:20
even opportunities for learning.
208
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1937
甚至學習機會都還更重要。
11:22
Those that felt respected were healthier,
209
670675
3707
覺得自己被尊重的人，
會比較健康、比較能專心、
11:26
more focused,
210
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1375
11:27
more likely to stay
with their organization
with their organization
211
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2506
比較有可能留在組織中，
11:30
and far more engaged.
212
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2038
且投入得更多。
11:34
So where do you start?
213
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1675
所以，你們要從何著手？
11:36
How can you lift people up
and make people feel respected?
and make people feel respected?
214
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3520
你們要如何鼓舞別人，
並讓他們覺得被尊重？
並讓他們覺得被尊重？
11:40
Well, the nice thing is,
it doesn't require a huge shift.
it doesn't require a huge shift.
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很棒的一點就是，
你並不需要做大轉變。
你並不需要做大轉變。
11:43
Small things can make a big difference.
216
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2546
小事就能造成很大的不同。
11:47
I found that thanking people,
217
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2658
我發現，感謝別人、
11:49
sharing credit,
218
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1466
分享功勞、
11:51
listening attentively,
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1732
專心傾聽、
11:53
humbly asking questions,
220
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2429
謙虛發問、
11:56
acknowledging others and smiling
221
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2715
認可他人，以及微笑
11:58
has an impact.
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706855
1388
就會造成影響。
12:01
Patrick Quinlan, former CEO
of Ochsner Health [System],
of Ochsner Health [System],
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3735
派屈克奎蘭是歐斯納醫療
〔體系〕的前任執行長，
〔體系〕的前任執行長，
12:05
told me about the effects
of their 10-5 way,
of their 10-5 way,
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2857
他跟我說，他們有種
「10—5」方法，
「10—5」方法，
12:08
where if you're within 10 feet of someone,
225
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2258
如果你在某人的 10 英呎之內，
12:10
you make eye contact and smile,
226
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2650
你要做眼神交會以及微笑，
12:13
and if you're within five feet,
227
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1672
如果是有 5 英呎內，你要說哈囉。
12:14
you say hello.
228
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1293
12:16
He explained that civility spread,
229
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2660
他解釋說，文明行為會散播，
12:19
patient satisfaction scores rose,
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2406
病人的滿意度分數會上升，
12:21
as did patient referrals.
231
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1896
病人的推薦分數也一樣。
12:24
Civility and respect can be used
to boost an organization's performance.
to boost an organization's performance.
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4296
文明行為和尊重可以
提升組織的表現。
提升組織的表現。
12:29
When my friend Doug Conant took over
as CEO of Campbell's Soup Company in 2001,
as CEO of Campbell's Soup Company in 2001,
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5748
我的朋友道格拉斯科南特
於 2001 年接下
金寶湯公司執行長的位置，
金寶湯公司執行長的位置，
12:35
the company's market share
had just dropped in half.
had just dropped in half.
234
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2927
當時該公司的市佔率
掉到只剩一半。
掉到只剩一半。
12:38
Sales were declining,
235
746531
1675
業績一直下降，
12:40
lots of people had just been laid off.
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2609
許多人被資遣。
12:42
A Gallup manager said it was
the least engaged organization
the least engaged organization
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3824
一位蓋洛普的經理說，
這間公司是他們調查過
最沒有人願意投入的組織。
最沒有人願意投入的組織。
12:46
that they had surveyed.
238
754711
1346
12:48
And as Doug drove up
to work his first day,
to work his first day,
239
756969
2925
道格在第一天開車去上班，
12:51
he noticed that the headquarters
was surrounded by barbwire fence.
was surrounded by barbwire fence.
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3974
他注意到總部大樓
被刺鐵絲網的柵欄圍住。
被刺鐵絲網的柵欄圍住。
12:56
There were guard towers
in the parking lot.
in the parking lot.
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2581
在停車場還設有警戒塔。
12:59
He said it looked like
a minimum security prison.
a minimum security prison.
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767775
3637
他說那裡看起來就像
一間低度安全管理監獄。
一間低度安全管理監獄。
13:03
It felt toxic.
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1811
感覺很有害。
13:06
Within five years, Doug
had turned things around.
had turned things around.
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2950
五年內，道格逆轉了局勢。
13:10
And within nine years, they were setting
all-time performance records
all-time performance records
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3558
九年內，他們創下了
史上最佳表現的記錄，
史上最佳表現的記錄，
13:13
and racking up awards,
including best place to work.
including best place to work.
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2955
還得了獎，包括最佳工作地點獎。
13:17
How did he do it?
247
785449
1293
他怎麼辦到的？
13:19
On day one, Doug told employees
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2427
第一天，道格就告訴員工，
13:21
that he was going to have
high standards for performance,
high standards for performance,
249
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2667
對於大家的表現，他要設下高標準，
13:24
but they were going
to do it with civility.
to do it with civility.
250
792558
2085
但他們會用文明的方式來做。
13:26
He walked the talk,
and he expected his leaders to.
and he expected his leaders to.
251
794667
3226
他說到做到，
且他也期望手下的領導者能做到。
13:30
For Doug, it all came down
to being tough-minded on standards
to being tough-minded on standards
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4715
對道格來說，重點就只在於
對於標準要很堅定，
對於人則要心軟。
對於人則要心軟。
13:35
and tenderhearted with people.
253
803544
1884
13:38
For him, he said it was all about
these touch points,
these touch points,
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3213
對他來說，關鍵在於這些接觸點，
13:41
or these daily interactions
he had with employees,
he had with employees,
255
809356
3207
或說是他與員工的這些日常互動，
13:44
whether in the hallway,
in the cafeteria or in meetings.
in the cafeteria or in meetings.
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812587
3930
不論是在走廊上、
自助餐廳，或會議中。
自助餐廳，或會議中。
13:49
And if he handled each touch point well,
257
817064
2678
如果他能把每個接觸點都處理好，
13:51
he'd make employees feel valued.
258
819766
2128
他就能讓員工感到被重視。
13:55
Another way that Doug
made employees feel valued
made employees feel valued
259
823089
3515
道格還有另一個舉動
讓員工感到被重視，
讓員工感到被重視，
13:58
and showed them that
he was paying attention
he was paying attention
260
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2396
並讓員工知道他有在留心，
14:01
is that he handwrote over 30,000
thank-you notes to employees.
thank-you notes to employees.
261
829048
5363
這舉動就是他手寫過
三萬多份感謝字條給員工。
14:06
And this set an example for other leaders.
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2341
這個做法為其他領導人
立下了榜樣。
立下了榜樣。
14:10
Leaders have about 400
of these touch points a day.
of these touch points a day.
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3685
領導人一天大約會有
四百個這類的接觸點。
四百個這類的接觸點。
14:14
Most don't take long,
less than two minutes each.
less than two minutes each.
264
842165
3348
大部分不用花很長的時間，
每次不用兩分鐘。
每次不用兩分鐘。
14:17
The key is to be agile and mindful
in each of these moments.
in each of these moments.
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關鍵在於，在每個這樣的時刻
都要保持機敏且小心。
都要保持機敏且小心。
14:22
Civility lifts people.
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文明的做法能鼓舞人。
14:25
We'll get people to give more
and function at their best
and function at their best
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如果我們用文明的方式，
我們能讓大家付出更多，
並做到最好。
並做到最好。
14:28
if we're civil.
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14:30
Incivility chips away at people
and their performance.
and their performance.
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不文明的方式會一點一點
消耗掉人以及他們的表現。
消耗掉人以及他們的表現。
14:33
It robs people of their potential,
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它會讓人失去潛能，
14:35
even if they're just working around it.
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即使只是在周邊工作的人也一樣。
14:39
What I know from my research is that
when we have more civil environments,
when we have more civil environments,
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我從我的研究得知，
當我們有比較文明的環境，
當我們有比較文明的環境，
14:43
we're more productive, creative,
helpful, happy and healthy.
helpful, happy and healthy.
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我們就會比較有生產力跟創意、
比較會助人、比較健康快樂。
14:49
We can do better.
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我們能做得更好。
14:51
Each one of us can be more mindful
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我們每個人都可以更留心，
14:54
and can take actions
to lift others up around us,
to lift others up around us,
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可以採取行動，
鼓舞我們身邊的人，
鼓舞我們身邊的人，
14:58
at work, at home, online,
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不論是在工作上、在家、
在網路上、在學校裡，
15:01
in schools
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15:02
and in our communities.
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和在我們的社區中。
15:04
In every interaction, think:
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在每一次互動中，都要想：
15:07
Who do you want to be?
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你想要成為什麼樣的人？
15:10
Let's put an end to incivility bug
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讓不文明的病菌就到此為止，
15:12
and start spreading civility.
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開始散播文明吧。
15:15
After all, it pays.
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畢竟，文明是有好處的。
15:18
Thank you.
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謝謝。
15:19
(Applause)
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（掌聲）
ABOUT THE SPEAKER
Christine Porath - Management professor, researcherChristine Porath helps organizations build thriving workplaces.
Why you should listen
Christine Porath teaches at Georgetown University's McDonough School of Business. She's the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Her speaking and consulting clients include Google, United Nations, World Bank, International Monetary Fund, Genentech, Marriott, National Institute of Health, Department of Labor, Department of the Treasury, Department of Justice and National Security Agency. She has written for the Harvard Business Review, the New York Times, the Wall Street Journal, McKinsey Quarterly and the Washington Post. She serves on the Advisory Council for the Partnership for Public Service.
Before getting her PhD, Porath worked for International Management Group (IMG), a leading sports management and marketing firm. She received her BA from College of the Holy Cross, where she was a member of the women's basketball and soccer teams, and her PhD from Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
Christine Porath | Speaker | TED.com