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?

亞當‧葛蘭特: 你專門「付出」還是「收穫」?

Filmed:
7,250,021 views

在職場上,基本上有三種人:付出者、受惠者和媒合者。組織心理學家亞當葛蘭特 分析這些人格特質,提出一些簡單的策略,讓組織成員樂於分享,同時不讓那些自私的成員太佔便宜。
- 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房間 for a minute分鐘
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請各位環顧一下四周,
00:15
and try to find the most
paranoid偏執 person here --
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試著找出最疑神疑鬼的人。
00:17
(Laughter笑聲)
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(笑聲)
00:18
And then I want you to point
at that person for me.
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請你把那個人指出來。
00:21
(Laughter笑聲)
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(笑聲)
00:22
OK, don't actually其實 do it.
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不用真的指。
00:23
(Laughter笑聲)
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(笑聲)
00:25
But, as an organizational組織 psychologist心理學家,
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身為一名組織心理學家,
00:26
I spend a lot of time in workplaces工作場所,
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我常常去很多工作場所,
00:28
and I find paranoia偏執 everywhere到處.
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發現不少疑神疑鬼的人。
00:31
Paranoia妄想症 is caused造成 by people
that I call "takers考生."
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多疑是因為「取者」的存在。
00:33
Takers考生 are self-serving自顧自
in their interactions互動.
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他們在互動中比較自利。
00:36
It's all about what can you do for me.
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總想著你能為我做什麼。
00:38
The opposite對面 is a giver贈與者.
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相反的是「施者」。
00:40
It's somebody who approaches方法
most interactions互動 by asking,
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他們常常會問:
00:43
"What can I do for you?"
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「我能為你做什麼?」
00:45
I wanted to give you a chance機會
to think about your own擁有 style樣式.
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我想要大家想一想自己是哪種人。
我們都有付出和受惠的時候。
00:48
We all have moments瞬間 of giving and taking服用.
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至於你是屬於哪種類型?
00:50
Your style樣式 is how you treat對待
most of the people most of the time,
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則要看你內建的思考模式;
看你平時如何看待他人而定。
00:53
your default默認.
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有個測試可用來判斷
你是施者還是取者,
00:54
I have a short test測試 you can take
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00:55
to figure數字 out if you're more
of a giver贈與者 or a taker接受者,
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你們可以現在就做一下測試。
00:58
and you can take it right now.
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【自戀狂測試】
00:59
[The Narcissist自戀者 Test測試]
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【步驟 1:花時間想一想自己】
01:01
[Step 1: Take a moment時刻
to think about yourself你自己.]
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(笑聲)
01:03
(Laughter笑聲)
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【步驟 2:如果你到了第二步,
你就不是一個自戀者】
01:04
[Step 2: If you made製作 it to Step 2,
you are not a narcissist自戀者.]
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01:07
(Laughter笑聲)
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(笑聲)
01:10
This is the only thing I will say today今天
that has no data數據 behind背後 it,
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這是今天唯一沒有數據根據的測試,
01:13
but I am convinced相信 the longer it takes
for you to laugh at this cartoon動畫片,
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但我相信如果上面那個卡通,
引你笑起來的時間越久,
01:17
the more worried擔心 we should be
that you're a taker接受者.
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那麼你就更傾向於是一個「取者」。
01:19
(Laughter笑聲)
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(笑聲)
01:20
Of course課程, not all takers考生 are narcissists自戀者.
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當然,不是所有「取者」
都是自戀狂。
01:22
Some are just givers度外 who got burned
one too many許多 times.
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有些只是上當了太多次的「施者」。
01:25
Then there's another另一個 kind of taker接受者
that we won't慣於 be addressing解決 today今天,
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還有一種「取者」
我們今天不作討論,
01:29
and that's called a psychopath精神病患者.
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稱之為「神經病」。
01:31
(Laughter笑聲)
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(笑聲)
01:32
I was curious好奇, though雖然, about how
common共同 these extremes極端 are,
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我曾好奇這種極端現象會有多普遍,
01:35
and so I surveyed調查 over 30,000
people across橫過 industries行業
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於是我對全世界不同文化的業者,
進行了超過三萬人的調查。
01:38
around the world's世界 cultures文化.
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01:39
And I found發現 that most people
are right in the middle中間
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然後我發現大部分人都是介於
「施者」與「取者」之間。
01:42
between之間 giving and taking服用.
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01:43
They choose選擇 this third第三 style樣式
called "matching匹配."
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人們把這種類型叫做「對等者」。
如果你是「對等者」,
你會在付出與獲取之間保持平衡:
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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並以「等值交換」的角度思考;
01:49
quid pro quo現狀 -- I'll do something
for you if you do something for me.
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如果你能為我做甚麼,
我就會為你做些什麼。
這是一種比較安全的生活方式。
01:52
And that seems似乎 like a safe安全 way
to live生活 your life.
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但這是否是最有效率的生活方式呢?
01:55
But is it the most effective有效
and productive生產的 way to live生活 your life?
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01:58
The answer回答 to that question
is a very definitive明確 ...
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這個問題的回答是非常確定的:
02:00
maybe.
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可能吧。
02:02
(Laughter笑聲)
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(笑聲)
02:03
I studied研究 dozens許多 of organizations組織,
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我對很多組織
和數以千計的人進行研究。
02:05
thousands數千 of people.
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02:06
I had engineers工程師 measuring測量
their productivity生產率.
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我評估工程師的生產率。
02:10
(Laughter笑聲)
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(笑聲)
02:12
I looked看著 at medical students'學生們' grades等級 --
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我研究醫學院學生的成績,
02:15
even salespeople's銷售人員的 revenue收入.
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甚至銷售員的業績。
02:17
(Laughter笑聲)
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(笑聲)
02:19
And, unexpectedly不料,
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出人意外地發現;
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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工作表現最差者
都是來自那些「施者」。
02:24
The engineers工程師 who got the least最小 work doneDONE
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那些事情做得最少的工程師,
02:26
were the ones那些 who did more favors好處
than they got back.
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都是那些「幫助別人」,
多於「被人幫助」的人。
02:29
They were so busy doing
other people's人們 jobs工作,
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他們用了太多的時間去幫助別人,
02:31
they literally按照字面 ran out of time and energy能源
to get their own擁有 work completed完成.
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以至於沒有時間和精力
完成自己的任務。
在醫學院,分數最低的學生,
02:35
In medical school學校, the lowest最低 grades等級
belong屬於 to the students學生們
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02:37
who agree同意 most strongly非常
with statements聲明 like,
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會特別認同某些說法,
比如:「我喜歡幫助別人。」
02:40
"I love helping幫助 others其他,"
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02:43
which哪一個 suggests提示 the doctor醫生
you ought應該 to trust相信
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這是否代表那些你應該信任的醫生,
02:45
is the one who came來了 to medMED school學校
with no desire慾望 to help anybody任何人.
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都來自於那些比較
不想幫別人的醫學生?
02:48
(Laughter笑聲)
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(笑聲)
02:49
And then in sales銷售, too,
the lowest最低 revenue收入 accrued應計
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在銷售行業也一樣,
收入最低的銷售員都是
那些最慷慨的人。
02:51
in the most generous慷慨 salespeople銷售人員.
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02:53
I actually其實 reached到達 out
to one of those salespeople銷售人員
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我接觸過一個那樣子的銷售員。
02:56
who had a very high giver贈與者 score得分了.
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他在「施者」評價中有很高的分數。
02:57
And I asked him, "Why do
you suck吮吸 at your job工作 --"
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我問他「為何你工作表現那麼遜?」
03:00
I didn't ask it that way, but --
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我沒用那種口氣問他,但……
03:01
(Laughter笑聲)
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(笑聲)
03:02
"What's the cost成本 of generosity慷慨 in sales銷售?"
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「在行銷過程中慷慨的
代價是什麼?」
03:05
And he said, "Well, I just care關心
so deeply about my customers顧客
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他說:「我只是特別在乎我的客戶,
03:08
that I would never sell them
one of our crappy蹩腳的 products製品."
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我從來不會
把糟糕的產品賣給他們。」
03:11
(Laughter笑聲)
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(笑聲)
03:12
So just out of curiosity好奇心,
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僅僅是出於好奇,
03:14
how many許多 of you self-identify自我認同 more
as givers度外 than takers考生 or matchers匹配器?
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有多少人認為自己是「施者」,
而不是「取者」或「對等者」?
03:17
Raise提高 your hands.
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請舉手。
03:18
OK, it would have been more
before we talked about these data數據.
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好的,在我們談到這些資料之前,
應該事先多談一點其他的。
03:22
But actually其實, it turns out
there's a twist here,
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但實際上,這裡有個轉折,
03:26
because givers度外 are often經常
sacrificing犧牲 themselves他們自己,
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由於「施者」往往犧牲自己,
但是他們總是讓組織變得更好。
03:29
but they make their organizations組織 better.
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03:32
We have a huge巨大 body身體 of evidence證據 --
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我們有大量的證據──
(38 個研究,3611 工作單位)
03:35
many許多, many許多 studies學習 looking
at the frequency頻率 of giving behavior行為
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在不同團體組織中,
針對「給予頻率」做了無數的研究。
03:38
that exists存在 in a team球隊
or an organization組織 --
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發現當組織中有更多人
分享他們的知識、
03:41
and the more often經常 people are helping幫助
and sharing分享 their knowledge知識
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幫助他人或給他人提供指導時,
03:44
and providing提供 mentoring師徒,
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這樣的組織在我們所評估的
各項指標中都做得更好:
03:45
the better organizations組織 do
on every一切 metric we can measure測量:
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更高的利潤、客戶滿意度、
員工留職率,
03:48
higher更高 profits利潤, customer顧客 satisfaction滿意,
employee僱員 retention保留 --
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03:50
even lower降低 operating操作 expenses花費.
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甚至更低的運作支出。
03:53
So givers度外 spend a lot of time
trying to help other people
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所以「施者」用了
許多時間來幫助別人,
03:56
and improve提高 the team球隊,
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和幫助團隊,
03:57
and then, unfortunately不幸,
they suffer遭受 along沿 the way.
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不幸的是,一路上受苦的
是他們自己。
我想談的是:要怎麼做,
才能營造出一個讓「施者」
04:00
I want to talk about what it takes
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04:01
to build建立 cultures文化 where givers度外
actually其實 get to succeed成功.
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也能夠真正成功獲益的文化?
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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於是我在想:
如果施者是表現最糟糕的人,
04:08
who are the best最好 performers表演者?
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那誰才是表現最好的人呢?
讓我先從好消息說起:
答案並不是「取者」。
04:11
Let me start開始 with the good news新聞:
it's not the takers考生.
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04:14
Takers考生 tend趨向 to rise上升 quickly很快
but also fall秋季 quickly很快 in most jobs工作.
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「取者」在大多數工作中,
會迅速的成功,也會迅速的失敗。
04:17
And they fall秋季 at the hands of matchers匹配器.
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他們會敗在「對等者」手中。
假如你是一個「對等者」,
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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你信仰「以眼還眼」的教條;
認為這是正義的世界。
04:23
And so when you meet遇到 a taker接受者,
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當你遇到一個「取者」的時候,
04:24
you feel like it's your mission任務 in life
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你會自認搞死那些惡人,
是你生命中最神聖的任務。
04:26
to just punish懲治 the hell地獄
out of that person.
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04:28
(Laughter笑聲)
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(笑聲)
04:29
And that way justice正義 gets得到 served提供服務.
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那是伸張正義的方式。
04:32
Well, most people are matchers匹配器.
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大部分人都是「對等者」。
04:34
And that means手段 if you're a taker接受者,
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那意味著如果你是一個「取者」,
04:35
it tends趨向 to catch抓住 up with you eventually終於;
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出來混終於要還的:
04:37
what goes around will come around.
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躲得了初一,躲不了十五。
04:39
And so the logical合乎邏輯 conclusion結論 is:
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合理的結論是:
04:41
it must必須 be the matchers匹配器
who are the best最好 performers表演者.
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「對等者」一定會是表現最好的;
04:43
But they're not.
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但其實並非如此。
04:45
In every一切 job工作, in every一切 organization組織
I've ever studied研究,
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在我所研究過的所有工作和組織中,
04:48
the best最好 results結果 belong屬於
to the givers度外 again.
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表現最好的還是「施者」。
04:51
Take a look at some data數據 I gathered雲集
from hundreds數以百計 of salespeople銷售人員,
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看我收集到的數百名
銷售員利潤數據,
04:54
tracking追踪 their revenue收入.
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可以看出「施者」分佈在兩個極端。
04:56
What you can see is that the givers度外
go to both extremes極端.
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他們是創造最低利潤的主要群體,
04:58
They make up the majority多數 of people
who bring帶來 in the lowest最低 revenue收入,
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但同時也是創造
最高利潤的主要族群。
05:01
but also the highest最高 revenue收入.
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呈現出相同模式的還有
工程師的生產率,
05:03
The same相同 patterns模式 were true真正
for engineers'工程師' productivity生產率
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和醫學院學生的成績。
05:06
and medical students'學生們' grades等級.
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「施者」在成功指標分布曲線中,
05:07
Givers度外 are overrepresented過多
at the bottom底部 and at the top最佳
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不成比例的呈現在
我所有成功指標的頂端和底端。
05:10
of every一切 success成功 metric that I can track跟踪.
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05:12
Which哪一個 raises加薪 the question:
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這產生了一個問題:
05:13
How do we create創建 a world世界
where more of these givers度外 get to excel高強?
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我們如何能夠創造一種環境?
讓更多的「施者」變得成功?
05:16
I want to talk about how to do that,
not just in businesses企業,
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我想聊一下這個話题,
不僅僅針對企業,
05:19
but also in nonprofits非營利組織, schools學校 --
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還包括非盈利機構、學校、
05:21
even governments政府.
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甚至政府。
05:22
Are you ready準備?
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你們準備好了嗎?
05:24
(Cheers乾杯)
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(歡呼)
05:25
I was going to do it anyway無論如何,
but I appreciate欣賞 the enthusiasm熱情.
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無論如何我都是要說的,
不過我很感謝你們的熱情。
05:28
(Laughter笑聲)
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(笑聲)
05:29
The first thing that's really critical危急
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首先至關重要的是,
05:31
is to recognize認識 that givers度外
are your most valuable有價值 people,
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你必須了解到「施者」
是最有價值的人,
05:34
but if they're not careful小心, they burn燒傷 out.
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但是如果他們不小心,
就會把自己累死。
05:36
So you have to protect保護
the givers度外 in your midst中間.
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所以你要保護好這些「施者」。
05:39
And I learned學到了 a great lesson about this
from Fortune's財富的 best最好 networker的NetWorker.
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我從財星雜誌
最佳社交網路達人那裡,
學到了很棒的一課。
05:44
It's the guy, not the cat.
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是那個人,不是那只貓。
05:46
(Laughter笑聲)
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(笑聲)
05:47
His name名稱 is Adam亞當 Rifkin里夫金.
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他叫亞當.里夫金,
05:49
He's a very successful成功 serial串行 entrepreneur企業家
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他是一個非常成功的連續創業者。
05:51
who spends a huge巨大 amount
of his time helping幫助 other people.
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他花了超級多的時間來幫助其他人。
05:54
And his secret秘密 weapon武器
is the five-minute五分鐘 favor偏愛.
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他的秘密武器是:
「幫忙 5 分鐘。」
05:57
Adam亞當 said, "You don't have to be
Mother母親 Teresa鄧麗君 or Gandhi甘地
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亞當說:「你不需要像
德蕾莎修女或甘地
05:59
to be a giver贈與者.
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才能成為一個施者。
06:01
You just have to find small ways方法
to add large value
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你只需要利用很小的方法,
就可以給別人的生命
帶來巨大的價值。」
06:03
to other people's人們 lives生活."
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06:05
That could be as simple簡單
as making製造 an introduction介紹
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就像介紹人互相認識那樣簡單,
引介兩個彼此有利的人
互相認識就可了!
06:07
between之間 two people who could
benefit效益 from knowing會心 each other.
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可以彼此分享知識或提供一些回饋。
06:10
It could be sharing分享 your knowledge知識
or giving a little bit of feedback反饋.
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也可以做一些很基本的事,
06:13
Or It might威力 be even something
as basic基本 as saying,
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你可以開口這樣說:
06:16
"You know,
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「你知道嗎?我可以去發掘
那些工作成果被忽視的人。」
06:17
I'm going to try and figure數字 out
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06:18
if I can recognize認識 somebody
whose誰的 work has gone走了 unnoticed被忽視."
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06:22
And those five-minute五分鐘 favors好處
are really critical危急
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那些「幫助 5 分鐘」的
工作真的很重要,
06:24
to helping幫助 givers度外 set boundaries邊界
and protect保護 themselves他們自己.
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可以幫助「施者」
設下界線來保護自己。
06:27
The second第二 thing that matters事項
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其次重要的是,
06:29
if you want to build建立 a culture文化
where givers度外 succeed成功,
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如果你想創造一個
施者可以成功的文化,
你真正需要創造的是:
一個以尋求幫助別人為文化的環境。
06:31
is you actually其實 need a culture文化
where help-seeking求助 is the norm規範;
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人們可以提出一堆問題的環境。
06:34
where people ask a lot.
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(字幕:鼓勵尋求幫助)
06:36
This may可能 hit擊中 a little too close
to home for some of you.
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這一幕可能會讓
在座的某些人產生共鳴,
(字幕:在你經歷過的人際關係中,
你總是扮演 「施者」的腳色嗎?)
06:39
[So in all your relationships關係,
you always have to be the giver贈與者?]
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06:42
(Laughter笑聲)
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(笑聲)
06:43
What you see with successful成功 givers度外
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你看到的成功「施者」,
都知道作為一個收受者也是正常的。
06:45
is they recognize認識 that it's OK
to be a receiver接收器, too.
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06:48
If you run an organization組織,
we can actually其實 make this easier更輕鬆.
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如果你是一位企業經營者,
我們可以讓這事情做得更容易些。
我們可以讓人們更願意去尋求幫助。
06:51
We can make it easier更輕鬆
for people to ask for help.
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06:53
A couple一對 colleagues同事 and I
studied研究 hospitals醫院.
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我和一些同事學對醫院進行了研究。
06:56
We found發現 that on certain某些 floors地板,
nurses護士 did a lot of help-seeking求助,
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我們發現在一些特定的樓層,
護士會做很多尋求幫助的事,
06:59
and on other floors地板,
they did very little of it.
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在其它樓層,他們很少那樣做。
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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那些把尋求幫助視為常態的樓層,
07:04
where it was the norm規範,
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是因為那裡有一個只做
一件事的護士,
07:06
was there was just one nurse護士
whose誰的 sole唯一 job工作 it was
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07:08
to help other nurses護士 on the unit單元.
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那就是專門負責幫助
單位內的其他護士。
07:10
When that role角色 was available可得到,
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當那個角色存在的時候,
07:11
nurses護士 said, "It's not embarrassing尷尬,
it's not vulnerable弱勢 to ask for help --
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護士們會想:「哦,
找人幫忙並不是可恥的事,
也不會令人自覺軟弱,
反之更受到激勵。」
07:15
it's actually其實 encouraged鼓勵."
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07:18
Help-seeking尋求幫助 isn't important重要
just for protecting保護 the success成功
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尋求幫助的重要性,
不僅是只有提供「施者」保護而已,
07:21
and the well-being福利 of givers度外.
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對「施者」 的福利亦然。
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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對於促使更多的人,
學習成為「施者」也是很關鍵。
07:25
because the data數據 say
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因為由數據中可以看出,
07:26
that somewhere某處 between之間 75 and 90 percent百分
of all giving in organizations組織
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組織中的給予行為,
有 75% 至 90%
07:30
starts啟動 with a request請求.
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是由尋求協助開始。
07:31
But a lot of people don't ask.
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但是很多人不會開口。
07:33
They don't want to look incompetent無能,
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他們不想被認為能力不足,
07:35
they don't know where to turn,
they don't want to burden負擔 others其他.
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他們不知道該向誰尋求幫助,
他們不想給別人造成負擔。
07:38
Yet然而 if nobody沒有人 ever asks for help,
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然而如果沒有人尋求幫助,
07:40
you have a lot of frustrated受挫 givers度外
in your organization組織
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在組織中會有很多失落的「施者」,
07:42
who would love to step up and contribute有助於,
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他們很想主動幫助別人,
07:44
if they only knew知道
who could benefit效益 and how.
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只要有人告訴他誰需要幫助,
和如何去幫助別人。
07:47
But I think the most important重要 thing,
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但我想最重要的事情,
07:49
if you want to build建立 a culture文化
of successful成功 givers度外,
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如果你想營造一個
「施者」成功的文化,
07:51
is to be thoughtful周到 about who
you let onto your team球隊.
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必須思慮周全的選擇適當的團隊。
07:54
I figured想通, you want a culture文化
of productive生產的 generosity慷慨,
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我猜你想創造一個非常慷慨的文化,
07:57
you should hire聘請 a bunch of givers度外.
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1972
你應該聘請一批「施者」才對。
07:59
But I was surprised詫異 to discover發現, actually其實,
that that was not right --
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但我驚訝的發現
那樣做其實是不對的。
08:03
that the negative impact碰撞
of a taker接受者 on a culture文化
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「取者」對文化的負面影響,
08:06
is usually平時 double to triple三倍
the positive impact碰撞 of a giver贈與者.
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通常會是「施者」
正面影響的 2~3 倍。
08:09
Think about it this way:
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試著這樣想:
08:10
one bad apple蘋果 can spoil溺愛 a barrel,
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一個壞蘋果會毀了一桶蘋果,
08:12
but one good egg
just does not make a dozen.
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但是一顆好雞蛋,
不會把一打壞雞蛋變好。
08:15
I don't know what that means手段 --
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我不知道這是什麼意思……
08:17
(Laughter笑聲)
208
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(笑聲)
08:18
But I hope希望 you do.
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但是我希望你們明白。
08:20
No -- let even one taker接受者 into a team球隊,
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絕對不可以讓「取者」進入團隊,
哪怕是只有一位。
08:23
and you will see that the givers度外
will stop helping幫助.
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因為那樣的話,
「施者」會停止幫助別人。
08:26
They'll他們會 say, "I'm surrounded包圍
by a bunch of snakes and sharks鯊魚.
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他們會說:「我被蛇和鯊魚包圍著,
08:29
Why should I contribute有助於?"
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我為什麼需要付出?」
08:30
Whereas if you let one giver贈與者 into a team球隊,
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然而你讓一個「施者」進入團隊,
08:32
you don't get an explosion爆炸 of generosity慷慨.
215
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你團隊裡的慷慨行為
不會因此而爆增,
08:35
More often經常, people are like,
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1421
更多情況下,人們會說:
08:36
"Great! That person can do all our work."
217
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「太好了!
這個人可以包下我們
所有的工作了。」
08:39
So, effective有效 hiring招聘 and screening篩查
and team球隊 building建造
218
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所以,有效的聘僱、
篩選和團隊建構,
08:41
is not about bringing使 in the givers度外;
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2136
不是引入更多的「施者」;
而是要將重點放在把
「取者」剔除掉!
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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如果你能把這件事做得很好,
08:48
you'll你會 be left with givers度外 and matchers匹配器.
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你會只留下「施者」和「對等者」。
08:50
The givers度外 will be generous慷慨
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「施者」會變得更開放自在,
08:51
because they don't have to worry擔心
about the consequences後果.
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因為他們不用擔心後果。
「對等者」的好處是
他們會跟著規範走。
08:54
And the beauty美女 of the matchers匹配器
is that they follow跟隨 the norm規範.
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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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那麼如何在太晚之前
找出那個「取者」?
09:00
We're actually其實 pretty漂亮 bad
at figuring盤算 out who's誰是 a taker接受者,
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我們其實不善於辨識誰是「取者」,
09:03
especially特別 on first impressions印象.
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特別是憑藉第一印象。
09:05
There's a personality個性 trait特徵
that throws us off.
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但有一個特徵可以暴露他的本性,
09:07
It's called agreeableness宜人,
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它被稱為「友善度。」
09:09
one the major重大的 dimensions尺寸
of personality個性 across橫過 cultures文化.
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在各種文化中都有這種人的特徵。
09:11
Agreeable合適的 people are warm and friendly友善,
they're nice不錯, they're polite有禮貌.
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友善度高的人通常較熱情友善,
他們很善良且都很有禮貌。
你會在加拿大找到很多這樣的人。
09:15
You find a lot of them in Canada加拿大 --
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09:17
(Laughter笑聲)
234
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1603
(笑聲)
09:18
Where there was actually其實
a national國民 contest比賽
235
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加拿大舉辦了一個全國性的競賽,
09:22
to come up with a new Canadian加拿大 slogan口號
and fill in the blank空白,
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來為加拿大設計一個新口號,
題目就是:「作為加拿大人……」
09:25
"As Canadian加拿大 as ..."
237
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1575
09:26
I thought the winning勝利 entry條目
was going to be,
238
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2084
我以為冠軍的答案是,
加拿大人就像是
「楓糖漿」或「曲棍球。」
09:29
"As Canadian加拿大 as maple syrup糖漿,"
or, "... ice hockey曲棍球."
239
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2471
但這些都不是,
加拿大人票選出的新國家口號是──
09:31
But no, Canadians加拿大人 voted
for their new national國民 slogan口號 to be --
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2985
不是開你的玩笑,
09:34
I kid孩子 you not --
241
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1161
「在各種情況下,
盡量表現得像加拿大人。」
09:35
"As Canadian加拿大 as possible可能
under the circumstances情況."
242
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2431
(笑聲)
09:38
(Laughter笑聲)
243
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3213
09:42
Now for those of you
who are highly高度 agreeable合適的,
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現在對於你們當中特別友善的人,
或多少像個加拿大人的人來說,
09:44
or maybe slightly Canadian加拿大,
245
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1393
09:45
you get this right away.
246
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你們應該知道我在說甚麼吧!
09:47
How could I ever say I'm any one thing
247
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我怎麼可能是一個什麼固定樣的人,
如果我不停地嘗試去取悅別人?
09:49
when I'm constantly經常 adapting適應
to try to please other people?
248
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2826
09:52
Disagreeable不愉快 people do less of it.
249
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1823
不友善的人通常很少這樣子做,
09:54
They're more critical危急,
skeptical懷疑的, challenging具有挑戰性的,
250
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他們更加的苛刻、
多疑、具有攻擊性,
09:57
and far more likely容易 than their peers同行
to go to law school學校.
251
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3054
而且遠比他的同儕
更可能去讀法學系。
10:00
(Laughter笑聲)
252
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1143
(笑聲)
10:01
That's not a joke玩笑,
that's actually其實 an empirical經驗 fact事實.
253
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這不是一個玩笑,這是經驗之談。
10:04
(Laughter笑聲)
254
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(笑聲)
10:05
So I always assumed假定
that agreeable合適的 people were givers度外
255
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2549
所以我經常假設;
友善的人都是屬於「施者」,
10:07
and disagreeable不愉快 people were takers考生.
256
595788
1947
不友善的人是「取者」。
10:09
But then I gathered雲集 the data數據,
257
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1430
但當我收集數據後,
10:11
and I was stunned目瞪口呆 to find
no correlation相關 between之間 those traits性狀,
258
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3113
我驚訝的發現兩者之間沒有關聯,
10:14
because it turns out
that agreeableness-disagreeableness隨和,disagreeableness
259
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2659
因為友善與不友善是你的外在裝飾:
10:17
is your outer veneer單板:
260
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1163
跟你接觸的快樂值是多少?
10:18
How pleasant愉快 is it to interact相互作用 with you?
261
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1941
但給予和獲取則是你內在的動機:
10:20
Whereas giving and taking服用
are more of your inner motives動機:
262
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2692
你對他人的價值是什麼?
你對他人的意圖是什麼?
10:22
What are your values?
What are your intentions意圖 toward others其他?
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所以如果你想準確的判斷一個人,
10:25
If you really want to judge法官
people accurately準確,
264
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2192
你需要等到屋內
每個咨詢顧問期盼的那一刻,
10:28
you have to get to the moment時刻 every一切
consultant顧問 in the room房間 is waiting等候 for,
265
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然後畫一個像螢幕中的
2*2 的表格,
10:31
and draw a two-by-two兩兩.
266
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1165
10:32
(Laughter笑聲)
267
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2098
(螢幕中 2*2 表格內容)
上列:「施者」、「取者」
左欄:「友善度」 、「不友善度」
10:37
The agreeable合適的 givers度外 are easy簡單 to spot:
268
625648
2007
配合度友善的人是非常容易辨別的:
10:39
they say yes to everything.
269
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2634
他們對每件事都點頭。(魯肉王)
10:43
The disagreeable不愉快 takers考生
are also recognized認可 quickly很快,
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不友善的人也很容易被辨識,
10:46
although雖然 you might威力 call them
by a slightly different不同 name名稱.
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你可能會用一個稍微不同的名字;
10:50
(Laughter笑聲)
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(白卜庭)
(笑聲)
10:53
We forget忘記 about the other
two combinations組合.
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我們忘記了另外兩種組合。
10:55
There are disagreeable不愉快 givers度外
in our organizations組織.
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在組織中有許多不友善的「施者」。
10:59
There are people who are gruff粗暴
and tough強硬 on the surface表面
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他們表面上看來粗暴和強硬,
11:01
but underneath have
others'其他' best最好 interests利益 at heart.
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但是內心裡也有替人設想的想法。
11:05
Or as an engineer工程師 put it,
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用工程師的話說:
「配合度不高的施者──
11:06
"Oh, disagreeable不愉快 givers度外 --
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就像操作界面很差,
但作業系統超棒。」
11:08
like somebody with a bad user用戶 interface接口
but a great operating操作 system系統."
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11:12
(Laughter笑聲)
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(笑聲)
11:13
If that helps幫助 you.
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如果這種比喻對你有幫助的話。
11:14
(Laughter笑聲)
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(笑聲)
11:16
Disagreeable不愉快 givers度外 are the most
undervalued低估 people in our organizations組織,
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不友善的「施者」,
是組織中最被低估價值的人。
因為他們是那種一針見血的回饋者,
11:19
because they're the ones那些
who give the critical危急 feedback反饋
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沒人喜歡聽,但每人都需要聽。
11:22
that no one wants to hear
but everyone大家 needs需求 to hear.
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11:25
We need to do a much better job工作
valuing價值評估 these people
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在評價這些人的時候,
我們必需做得更好一點,
11:27
as opposed反對 to writing寫作 them off early,
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以免過早剔除掉他們,
11:29
and saying, "Eh, kind of prickly,
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並且說:「真會吹毛求疵,
他一定是個自私的『取者』。」
11:31
must必須 be a selfish自私 taker接受者."
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11:33
The other combination組合 we forget忘記 about
is the deadly致命 one --
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另一個我們忘記的組合
是殺手級的……
11:36
the agreeable合適的 taker接受者,
also known已知 as the faker騙子.
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友善的「取者」,亦稱為「偽者」。
11:40
This is the person
who's誰是 nice不錯 to your face面對,
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這些人當著你面非常好,
但是他會背地捅你一刀。
11:42
and then will stab you right in the back.
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11:44
(Laughter笑聲)
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(笑聲)
11:46
And my favorite喜愛 way to catch抓住
these people in the interview訪問 process處理
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我最喜歡在面試時分辨人的方法,
11:49
is to ask the question,
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就是提出一個問題:
11:51
"Can you give me the names of four people
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「你能說出四位曾在職場上
受你幫助而事業獲得改善的人嗎?」
11:53
whose誰的 careers職業生涯 you have
fundamentally從根本上 improved改善?"
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11:56
The takers考生 will give you four names,
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「取者」會告訴你四個名字,
11:58
and they will all be more
influential有影響 than them,
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而且都是比他有影響力的人。
12:01
because takers考生 are great at kissing接吻 up
and then kicking down.
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因為「取者」擅長於拍馬屁,
然後過河拆橋。
12:04
Givers度外 are more likely容易 to name名稱 people
who are below下面 them in a hierarchy等級制度,
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「施者」較會提出職位
比他們低的人名,
12:08
who don't have as much power功率,
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那些人沒有很多權力,
12:09
who can do them no good.
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對「施者」也沒什麼好處。
讓我們坦白點,你們都知道;
12:11
And let's face面對 it, you all know
you can learn學習 a lot about character字符
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透過觀察人們對待餐廳服務員,
或「優步」司機的態度,
12:14
by watching觀看 how someone有人
treats對待 their restaurant餐廳 server服務器
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我們就可以了解一個人的個性。
12:17
or their Uber尤伯杯 driver司機.
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12:19
So if we do all this well,
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因此,如果我們妥善的處理,
12:20
if we can weed野草 takers考生
out of organizations組織,
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2084
如果我們可以將「取者」
剔除在組織外面,
12:22
if we can make it safe安全 to ask for help,
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如果我們可以讓
尋求幫助變得很安全,
12:24
if we can protect保護 givers度外 from burnout燒完
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如果我們能夠不讓
「施者」產生倦怠感,
12:26
and make it OK for them to be ambitious有雄心
in pursuing追求 their own擁有 goals目標
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讓他們敢於追求他們自己的目標,
12:29
as well as trying to help other people,
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並且勇於嘗試幫助他人,
12:32
we can actually其實 change更改 the way
that people define確定 success成功.
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我們就可以改變人們
對於成功的定義。
12:35
Instead代替 of saying it's all about
winning勝利 a competition競爭,
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與其說成功只是
有關贏取競爭的勝利,
12:38
people will realize實現 success成功
is really more about contribution貢獻.
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不如大家將成功的重點關注在,
人們對他人的「奉獻」。
12:42
I believe that the most
meaningful富有意義的 way to succeed成功
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我覺得最有意義的成功方式,
就是「成功不必在我」的精神。
12:45
is to help other people succeed成功.
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12:47
And if we can spread傳播 that belief信仰,
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如果我們可以將這個觀點擴散,
12:48
we can actually其實 turn paranoia偏執 upside上邊 down.
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我們可以逆轉那種疑神疑鬼現象。
12:51
There's a name名稱 for that.
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有個名稱很適合形容它:
12:52
It's called "pronoiapronoia."
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叫做「別人都對我好」。
12:55
PronoiaPronoia is the delusional妄想 belief信仰
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「別人都對我好」是一種幻覺,
12:56
that other people
are plotting繪製 your well-being福利.
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覺得其他人都是你的貴人。
12:59
(Laughter笑聲)
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(笑聲)
13:02
That they're going around behind背後 your back
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他們會躲在你的背後,
13:05
and saying exceptionally異常
glowing泛著 things about you.
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談論關於你無比光彩的事蹟。
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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由「施者」主導的文化好處在於,
那並不是一個幻覺,而是一種實現。
13:13
it's reality現實.
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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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我想生活在一個
「施者」成功的世界。
13:18
and I hope希望 you will help me
create創建 that world世界.
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我希望你們能幫我創造那個世界。
13:20
Thank you.
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謝謝。
13:21
(Applause掌聲)
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(掌聲)
Translated by Qiao Ma
Reviewed by Ming Lee

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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

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