ABOUT THE SPEAKER
David Logan - Professor of management
David Logan is a USC faculty member, best-selling author, and management consultant.

Why you should listen

David Logan studies how people communicate within a company -- and how to harness our natural gifts to make change within organizations. He looks at emerging patterns of corporate leadership, organizational transformation, generational differences in the workplace, and team building for high-potential managers and executives.

He's the co-founder and senior partner at CultureSync, a management consulting firm, and works with Fortune 500 companies, governments, and nonprofits. Much of CultureSync's work is derived from a ten-year study of over 24,000 people published at Tribal Leadership (2008), which shows how organizational culture evolves over time and how leaders can nudge it forward.

He teaches management and leadership in the USC Executive MBA, and is also on the faculty at the International Centre for Leadership in Finance (ICLIF), endowed by the former prime minister of Malaysia, and on the Foundation for Medical Excellence in Portland.

From 2001-2004, he served as Associate Dean of Executive Education at USC. During that time, he started the Master of Medical Management (MMM), a business degree for midcareer medical doctors. He also initiated new executive education programs (often, in concert with the USC School of Policy, Planning and Development) with organizations as diverse as the Sierra Health Foundation, Northrop Grumman, and the City of Los Angeles. He continued to oversee many programs, including one of USC's first distance learning education courses for managers in Japan and a senior executive program at Toyota.

Logan is co-author of four books including Tribal Leadership and The Three Laws of Performance.

More profile about the speaker
David Logan | Speaker | TED.com
TEDxUSC

David Logan: Tribal leadership

戴夫.羅根 談 部落領導

Filmed:
1,693,559 views

在 TEDxUSC, 商學教授 戴夫.羅根 談到五種人類自然形成的部落 -- 學校, 工作場合, 甚至核發駕照的監理所. 從了解我們分享的部落習性, 我們可以相互的領導讓彼此都成為更好的個人.
- Professor of management
David Logan is a USC faculty member, best-selling author, and management consultant. Full bio

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

00:12
What we're really here to talk about is the "how."
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我們在此真正要談的是"如何."
00:15
Okay, so how exactly究竟 do we create創建 this
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好的, 我們究竟如何創造出這
00:18
world-shattering世界擊碎, if you will, innovation革新?
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震憾世界的
00:21
Now, I want to tell you a quick story故事.
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創新呢? 我想先來說個小故事.
00:23
We'll go back a little more than a year.
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我們回到一年多以前.
00:25
In fact事實, the date日期 -- I'm curious好奇 to know
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事實上 這日期 -- 我很好奇想知道
00:27
if any of you know what happened發生 on this momentous重大 date日期?
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你們有沒有人記得這個重大日期發生了什麼事?
00:30
It was February二月 3rdRD, 2008.
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這天是2月3號 2008年
00:33
Anyone任何人 remember記得 what happened發生,
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有人記得發生了什麼事,
00:35
February二月 3rdRD, 2008?
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2月3號 2008那年?
00:38
Super Bowl. I heard聽說 it over here. It was the date日期 of the Super Bowl.
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美國超級盃. 我有聽到. 對是超級盃的日子.
00:41
And the reason原因 that this date日期 was so momentous重大
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這個日子之所以重大
00:44
is that what my colleagues同事, John約翰 King國王
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是因為我的同事 約翰.金恩
00:46
and HaleeHalee Fischer-Wright費 - 賴特, and I noticed注意到
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海莉.費雪萊特 跟我注意到
00:49
as we began開始 to debrief聽取匯報 various各個 Super Bowl parties派對,
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當我們開始問起幾個不同超級盃聚會的事,
00:52
is that it seemed似乎 to us
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好像是
00:54
that across橫過 the United聯合的 States狀態,
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橫跨整個美國,
00:56
if you will, tribal部落的 councils議會 had convened召開.
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你想, 所有部落的首領都已經聚集.
00:59
And they had discussed討論 things of great national國民 importance重要性.
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他們討論了舉國關注的事情.
01:03
Like, "Do we like the Budweiser百威 commercial廣告?"
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像是 "我們喜歡百威啤酒的廣告嗎?"
01:06
and, "Do we like the nachos玉米片?" and, "Who is going to win贏得?"
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還有 "墨西哥玉米片好吃嗎?" 跟 "那隊會贏?"
01:09
But they also talked about which哪一個 candidate候選人 they were going to support支持.
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他們還談到即將要支持那個總統人選.
01:13
And if you go back in time to February二月 3rdRD,
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如果你回到2月3號那個時間點,
01:16
it looked看著 like Hilary希拉里 Clinton克林頓 was going to get the Democratic民主的 nomination提名.
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看起來好像希拉蕊將要得到民主黨的提名.
01:20
And there were even some polls民意調查 that were saying she was going to go all the way.
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而且有些民調顯示她將會得到角逐的機會.
01:23
But when we talked to people,
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但是當我們跟人談到這事,
01:25
it appeared出現 that a funnel漏斗 effect影響 had happened發生
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好像逆轉效應已經發生
01:27
in these tribes部落 all across橫過 the United聯合的 States狀態.
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而且遍及到全美各地的所有部落.
01:30
Now what is a tribe部落? A tribe部落 is a group of
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那什麼是部落呢? 部落是一群
01:32
about 20 -- so kind of more than a team球隊 --
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大約20人 -- 像是比團隊還大一點 --
01:35
20 to about 150 people.
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20 到 150 人不等.
01:38
And it's within these tribes部落 that all of our work gets得到 doneDONE.
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我們所有的工作都在這些部落裡面完成.
01:41
But not just work. It's within these tribes部落
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但不只是工作. 在這些部落裡面
01:43
that societies社會 get built內置,
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社群得以創建,
01:45
that important重要 things happen發生.
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重要的事情才能發生.
01:47
And so as we surveyed調查 the, if you will, representatives代表
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當我們去調查, 這些代表
01:50
from various各個 tribal部落的 councils議會 that met會見,
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不同部落來參與聚會的人,
01:52
also known已知 as Super Bowl parties派對,
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這些所謂的超級盃聚會,
01:54
we sent發送 the following以下 email電子郵件 off to 40 newspaper報紙 editors編者 the following以下 day.
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隔天我們送電子郵件出去給40位報紙的編輯.
01:57
February二月 4th, we posted發布 it on our website網站. This was before Super Tuesday星期二.
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二月4號, 我們公佈在網站上. 在超級星期二之前.
02:01
We said, "The tribes部落 that we're in
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我們己經說, "我們所在的這些部落裡
02:03
are saying it's going to be Obama奧巴馬."
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正在傳說將會是歐巴馬."
02:05
Now, the reason原因 we knew知道 that
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我們之所以知道這個
02:07
was because we spent花費 the previous以前 10 years年份
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是因為我們已經花了10年
02:10
studying研究 tribes部落, studying研究 these naturally自然 occurring發生 groups.
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研究部落, 研究這些自然發生的團體們.
02:14
All of you are members會員 of tribes部落.
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你們現場所有人都是部落的成員.
02:16
In walking步行 around at the break打破,
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中場休息時你們會到處走動
02:19
many許多 of you had met會見 members會員 of your tribe部落. And you were talking to them.
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你們已經見過部落裡的其他成員. 你們會彼此交談.
02:22
And many許多 of you were doing what great, if you will, tribal部落的 leaders領導者 do,
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你們做的事是優秀的部落領導者也會做的,
02:26
which哪一個 is to find someone有人
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那就是找到某人
02:28
who is a member會員 of a tribe部落,
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某個部落的成員,
02:30
and to find someone有人 else其他 who is another另一個 member會員 of a different不同 tribe部落,
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然後找到另一個不同部落的成員,
02:33
and make introductions介紹.
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彼此做介紹.
02:35
That is in fact事實 what great tribal部落的 leaders領導者 do.
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這就是一個優秀部落領導者會做的事.
02:38
So here is the bottom底部 line.
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所以主要重點是.
02:40
If you focus焦點 in on a group like this --
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假如你把聚焦在像這樣的一個團體 --
02:43
this happens發生 to be a USCUSC game遊戲 --
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這是一場終極格鬥錦標賽的場地 --
02:45
and you zoom放大 in with one of those super satellite衛星 cameras相機
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你從超級的人造衛星攝影機上把鏡頭拉近,
02:48
and do magnification放大 factors因素 so you could see individual個人 people,
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放大到你可以看到個人的影像,
02:52
you would in fact事實 see not a single crowd人群,
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事實上你看不到個別的群眾,
02:54
just like there is not a single crowd人群 here,
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就好像沒有個別群眾在這裡,
02:56
but you would see these tribes部落 that are then coming未來 together一起.
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你會看到部落聚集在一起.
02:59
And from a distance距離 it appears出現 that it's a single group.
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從遠處看起來會像是單一團體.
03:03
And so people form形成 tribes部落.
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所以人們形成部落.
03:05
They always have. They always will.
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過去如此. 未來也將是如此.
03:08
Just as fish swim游泳 and birds鳥類 fly,
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就像是魚會游泳, 鳥會飛翔,
03:10
people form形成 tribes部落. It's just what we do.
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人形成部落. 這是我們習以為常的.
03:12
But here's這裡的 the rub.
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不過這只是表層.
03:14
Not all tribes部落 are the same相同,
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並不是所有部落都一樣.
03:16
and what makes品牌 the difference區別 is the culture文化.
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其中的差異就在文化.
03:18
Now here is the net out of this.
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這就是根本的所在.
03:20
You're all a member會員 of tribes部落.
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你們所有人都是部落的成員.
03:22
If you can find a way to take the tribes部落 that you're in
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假使你可以找到一個辦法把你所在的部落
03:25
and nudge微調 them forward前鋒,
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推動向前,
03:27
along沿 these tribal部落的 stages階段
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通過這些部落階段
03:29
to what we call Stage階段 Five, which哪一個 is the top最佳 of the mountain.
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到我們稱為「階段五」就是山頂.
03:32
But we're going to start開始 with what we call Stage階段 One.
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但是我們先從「階段一」開始.
03:35
Now, this is the lowest最低 of the stages階段.
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這是最底層的階段.
03:37
You don't want this. Okay?
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幫個忙, 你不會想要這個.
03:39
This is a bit of a difficult image圖片 to put up on the screen屏幕.
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這畫面要放出來有點困難.
03:42
But it's one that I think we need to learn學習 from.
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但是我想我們需要從這裡學習.
03:44
Stage階段 One produces產生 people
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「階段一」製造出
03:46
who do horrible可怕 things.
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作可怕事情的人.
03:48
This is the kid孩子 who shot射擊 up Virginia弗吉尼亞州 Tech技術.
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這是在維吉尼亞理工持槍殺人的那小孩.
03:50
Stage階段 One is a group where people
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「階段一」是一群人
03:52
systematically系統 sever斷絕 relationships關係 from functional實用 tribes部落,
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形成的部落只為滿足基本生存功能,
03:55
and then pool together一起
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而聚集在一起的人
03:57
with people who think like they do.
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都是跟他們有同樣想法的.
03:59
Stage階段 One is literally按照字面 the culture文化 of gangs幫派
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照字意說「階段一」就是幫派的文化
04:02
and it is the culture文化 of prisons監獄.
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是囚犯的文化.
04:04
Now, again, we don't often經常 deal合同 with Stage階段 One.
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還好現在我們不會常遇到「階段一」.
04:06
And I want to make the point
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不過我要強調一個重點
04:08
that as members會員 of society社會, we need to.
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身為社會群體的一員, 我們需要去.
04:10
It's not enough足夠 to simply只是 write people off.
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不只是去消弭這些處於底層的人.
04:13
But let's move移動 on to Stage階段 Two.
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不過讓我們先來談「階段二」.
04:15
Now, Stage階段 One, you'll你會 notice注意, says, in effect影響, "Life Sucks."
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你會注意到「階段一」的人常說 "生活糟透了"
04:19
So, this other book that Steve史蒂夫 mentioned提到,
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史提夫 提到的另一本書,
04:22
that just came來了 out, called "The Three Laws法律 of Performance性能,"
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才剛出版 叫 "績效三大定律"
04:24
my colleague同事, Steve史蒂夫 ZaffronZaffron and I,
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我的同事 史提夫.塞隆 跟我,
04:27
argue爭論 that as people see the world世界, so they behave表現.
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思辯到: 人的行為取決於他怎麼看這世界.
04:31
Well, if people see the world世界 in such這樣 a way that life sucks,
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如果有人看這個世界是爛透了的生活,
04:35
then their behavior行為 will follow跟隨 automatically自動 from that.
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那他的行為就會自動的從那點出發.
04:38
It will be despairing絕望 hostility敵意.
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那將會是絶望而忿恨的生活.
04:40
They'll他們會 do whatever隨你 it takes to survive生存,
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他們會為了生存什麼事都做得出來,
04:42
even if that means手段 undermining破壞 other people.
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甚至不惜傷害別人.
04:45
Now, my birthday生日 is coming未來 up shortly不久,
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再過不久就是我的生日,
04:48
and my driver's司機 license執照 expires到期.
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那我的駕照也快到期了.
04:50
And the reason原因 that that's relevant相應 is that very soon不久
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這之所以有關連是因為很快的
04:52
I will be walking步行 into what we call
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我就要走進到我們所謂的
04:54
a Stage階段 Two tribe部落,
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「階段二」部落.
04:56
which哪一個 looks容貌 like this.
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看起來像這個樣子.
04:58
(Laughter笑聲)
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(笑聲)
04:59
Now, am I saying that in every一切 Department of Motor發動機 Vehicles汽車
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我現在指的是在各地的監理所
05:01
across橫過 the land土地, you find a Stage階段 Two culture文化?
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你都可以找到「階段二」文化嗎?
05:04
No. But in the one near me,
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不是的. 只是這家離我比較近,
05:06
where I have to go in just a few少數 days,
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再過幾天我就要去報到的,
05:08
what I will say when I'm standing常設 in line is,
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在大排長龍等待的時候我想說,
05:10
"How can people be so dumb, and yet然而 live生活?"
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"像這樣笨的人們怎麼有辦法還活著?"
05:13
(Laughter笑聲)
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(笑聲)
05:16
Now, am I saying that there are dumb people working加工 here?
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我是說在那裡工作的人是笨蛋嗎?
05:19
Actually其實, no, I'm not.
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實際上, 我不是那個意思.
05:21
But I'm saying the culture文化 makes品牌 people dumb.
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我是指文化讓人變笨了.
05:25
So in a Stage階段 Two culture文化 --
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所以在「階段二」文化 --
05:27
and we find these in all sorts排序 of different不同 places地方 --
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我們可以在很多不同的地方發現 --
05:29
you find them, in fact事實, in the best最好 organizations組織 in the world世界.
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你甚至會在全世界最好的組織裡也找到.
05:32
You find them in all places地方 in society社會.
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在社會的群體裡到處都可以找到.
05:34
I've come across橫過 them at the organizations組織
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以往我遍尋這些為人們所津津樂道
05:37
that everybody每個人 raves胡言亂語 about as being存在 best最好 in class.
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的這些最好的組織.
05:39
But here is the point. If you believe and you say
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但這有個重點. 假使你相信而且你跟
05:41
to people in your tribe部落, in effect影響,
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你部落裡的人說,
05:43
"My life sucks.
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"我的生活糟透了.
05:45
I mean, if I got to go to TEDx的TEDx USCUSC
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我是說我一定要去參加 TEDx USC
05:47
my life wouldn't不會 suck吮吸. But I don't. So it does."
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我的生活才不會太糟, 可是我沒去. 所以 XD"
05:49
If that's how you talked, imagine想像 what kind of work would get doneDONE.
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如果那是你講話的方式, 可想你做事的結果如何.
05:53
What kind of innovation革新 would get doneDONE?
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你能成就怎麼樣的創新呢?
05:55
The amount of world-changing改變世界的 behavior行為 that would happen發生?
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多少改變世界的行為會發生呢?
05:58
In fact事實 it would be basically基本上 nil.
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應該會是零分吧.
06:01
Now when we go on to Stage階段 Three: this is the one
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讓我們進到「階段三」: 這個是
06:03
that hits點擊 closest最近的 to home for many許多 of us.
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我們大多數人最接近的.
06:06
Because it is in Stage階段 Three that many許多 of us move移動.
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因為在「階段三」裡我們大多數人到達後.
06:09
And we park公園. And we stay.
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就停下來. 而且留住了.
06:11
Stage階段 Three says, "I'm great. And you're not."
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「階段三」的口頭禪是 "我很優秀 你們不行."
06:16
(Laughter笑聲)
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(笑聲)
06:17
I'm great and you're not.
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我很優秀 你們不行.
06:20
Now imagine想像 having a whole整個 room房間 of people
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想像一下一整個房間的人
06:22
saying, in effect影響, "I'm great and you're not."
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一起說 "我很優秀 你們不行"
06:24
Or, "I'm going to find some way to compete競爭 with you
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或是 "我要想個辦法跟你競爭
06:27
and come out on top最佳 as a result結果 of that."
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一定要分出高下才行."
06:29
A whole整個 group of people communicating通信 that way, talking that way.
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一整群的人用這種方式說話跟溝通.
06:33
I know this sounds聲音 like a joke玩笑. Three doctors醫生 walk步行 into a bar酒吧.
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我知道這聽起來像個笑話. 三個醫生走進酒吧裡
06:36
But, in this case案件, three doctors醫生 walk步行 into an elevator電梯.
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不過這次三個醫生走進一部電梯裡.
06:38
I happened發生 to be in the elevator電梯 collecting蒐集 data數據 for this book.
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我剛好在那部電梯裡蒐集這本書的資料.
06:41
And one doctor醫生 said to the others其他, "Did you see my article文章
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第一個醫生說, "你看過我那篇文章嗎?
06:43
in the New England英國 Journal日誌 of Medicine醫學?"
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登在新英格蘭醫學期刊上那篇?
06:45
And the other said, "No. That's great. Congratulations祝賀!"
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第二個醫生說 "沒看過, 不過那很棒, 恭喜!"
06:48
The next下一個 one got kind of a wry扭歪 smile微笑 on his face面對 and said,
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然後他臉上帶著詭異的笑容說,
06:51
"Well while you were, you know, doing your research研究," --
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"當你在做你的研究的時候,"
06:54
notice注意 the condescending居高臨下 tone --
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注意到他不屑的聲調 --
06:56
"While you were off doing your research研究, I was off doing more surgeries手術
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"當你在做研究的時候, 我多做了手術
06:59
than anyone任何人 else其他 in the department of surgery手術 at this institution機構."
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數量超過我們部門其他所有的人."
07:02
And the third第三 one got the same相同 wry扭歪 smile微笑 and said,
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然後第三個醫生也是皮笑肉不笑地說,
07:04
"Well, while you were off doing your research研究,
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"當你在做你的研究時,
07:07
and you were off doing your monkey meatball肉丸 surgery手術,
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然後你在做你的猴子肉丸手術時,
07:09
that eventually終於 we'll train培養 monkeys猴子 to do,
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我們遲早會訓練猴子來做,
07:12
or cells細胞 or robots機器人, or maybe not even need to do it at all,
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或手機或是機器人, 也許以後完全不用動手術,
07:15
I was off running賽跑 the future未來 of the residency住院醫師 program程序,
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我在執行未來的住宅計劃
07:17
which哪一個 is really the future未來 of medicine醫學."
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那才是醫學的真正未來."
07:19
And they all kind of laughed笑了 and they patted拍拍 him on the back.
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然後他們全笑著, 在他背後作出拜他的姿勢.
07:21
And the elevator電梯 door opened打開, and they all walked out.
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接著電梯門開了. 他們就鳥獸散了.
07:23
That is a meeting會議 of a Stage階段 Three tribe部落.
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這是「階段三」部落的會面方式.
07:25
Now, we find these in places地方
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這種對話到處都是
07:29
where really smart聰明, successful成功 people show顯示 up.
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參與其中的不乏聰明成功的人.
07:32
Like, oh, I don't know, TEDx的TEDx USCUSC.
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就像, 哦 我不曉得, TEDx USC.
07:36
(Laughter笑聲)
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(笑聲)
07:37
Here is the greatest最大 challenge挑戰 we face面對 in innovation革新.
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在創新上我們面臨的最大挑戰是.
07:40
It is moving移動 from Stage階段 Three
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是從「階段三」進到
07:42
to Stage階段 Four.
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「階段四」.
07:44
Let's take a look at a quick video視頻 snippet片段.
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讓我們來看一下這段影片.
07:47
This is from a company公司 called ZapposZappos的, located位於 outside Las拉斯維加斯 Vegas拉斯維加斯.
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這是一家叫做 Zappos 的公司, 位於拉斯維加斯外.
07:50
And my question on the other side is just going to be,
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我想問的問題是,
07:53
"What do you think they value?"
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"你認為他們所看重的價值是什麼?"
07:55
It was not Christmas聖誕 time. There was a Christmas聖誕 tree.
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這不是聖誕節的時候. 但是這裡有顆聖誕樹.
07:59
This is their lobby前廳.
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這是他們的大廰.
08:07
Employees僱員 volunteer志願者 time in the advice忠告 booth.
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員工們自願花時間在建言櫃台.
08:09
Notice注意 it looks容貌 like something out of a Peanuts花生 cartoon動畫片.
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注意到這個看起來像是從史努比卡通出來的東西.
08:12
Okay, we're going through通過 the hallway門廳 here at ZapposZappos的.
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我們從 Zappos 的走廊穿過去.
08:15
This is a call center中央. Notice注意 how it's decorated裝飾.
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這是客服電話中心. 注意一下這些裝飾.
08:17
Notice注意 people are applauding鼓掌 for us.
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注意到這些人向我們拍手歡呼.
08:20
They don't know who we are and they don't care關心. And if they did
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他們不認識我們而且也不在意. 如果他們認識我們
08:22
they probably大概 wouldn't不會 applaud鼓掌.
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那他們可能就不會拍手了.
08:26
But you'll你會 notice注意 the level水平 of excitement激動.
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但是你注意到興奮的程度.
08:28
Notice注意, again, how they decorate裝飾 their office辦公室.
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再注意一下他們是如何裝飾辦公室的.
08:30
Now, what's important重要 to people at ZapposZappos的,
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對 Zappos 裡的人來說最重要的是,
08:32
these may可能 not be the things that are important重要 to you.
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這些可能對你來說不重要.
08:34
But they value things like fun開玩笑. And they value creativity創造力.
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但是他們對"好玩"這件事很看重. 還有創新力.
08:37
One of their stated聲明 values is, "Be a little bit weird奇怪的."
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他們的信條裡有一條是 "有一點點的詭異."
08:40
And you'll你會 notice注意 they are a little bit weird奇怪的.
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你注意到他們真是有點詭異.
08:44
So when individuals個人 come together一起
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所以當幾個人聚在一起
08:46
and find something that unites聯信 them
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找到可以結合他們的一些東西
08:48
that's greater更大 than their individual個人 competence權限,
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這比他們個別的能力還棒,
08:51
then something very important重要 happens發生.
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然後非常重要的事發生了.
08:53
The group gels凝膠. And it changes變化
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這團體粘住. 然後改變了
08:56
from a group of highly高度 motivated動機
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從一個具有高度動機
08:58
but fairly相當 individually-centric單獨為中心 people
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但還是以個人為中心的團體,
09:01
into something larger,
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變成比較大的東西,
09:03
into a tribe部落 that becomes aware知道的 of its own擁有 existence存在.
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變成一個能覺察自身存在的部落.
09:06
Stage階段 Four tribes部落 can do remarkable卓越 things.
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「階段四」的部落能做出驚人之舉.
09:09
But you'll你會 notice注意 we're not at the top最佳 of the mountain yet然而.
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你有注意到那還沒到達山頂呢.
09:12
There is, in fact事實, another另一個 stage階段.
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事實上, 有這另一個階段.
09:14
Now, some of you may可能 not recognize認識 the scene現場 that's up here.
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你們可能認不出來這張相片的拍攝地點.
09:17
And if you take a look at the headline標題 of Stage階段 Five, which哪一個 is "Life is Great,"
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請看一下投影片上「階段五」的標題, "生命很讚,"
09:21
this may可能 seem似乎 a little incongruous牛頭不對馬嘴.
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這也許看起來有點不協調.
09:23
This is a scene現場 or snippet片段
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這個地方
09:25
from the Truth真相 and Reconciliation和解 process處理 in South Africa非洲
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在南非 「真相與和解處理中心」
09:28
for which哪一個 Desmond德斯蒙德 Tutu楚楚 won韓元 the Nobel諾貝爾 Prize.
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是 圖圖大主教 贏得諾貝爾奬的地方.
09:31
Now think about that. South Africa非洲,
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現在請各位想一下, 南非,
09:33
terrible可怕 atrocities暴行 had happened發生 in the society社會.
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社會到處充斥著可怕的暴力.
09:36
And people came來了 together一起
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可是人們卻聚在一起
09:38
focused重點 only on those two values: truth真相 and reconciliation和解.
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只專注在兩個價值上: 真相與和解.
09:42
There was no road map地圖. No one had ever doneDONE
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沒有預定的計劃. 沒人之前曾經
09:44
anything like this before.
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做過類似的事.
09:46
And in this atmosphere大氣層, where the only guidance指導
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在這個氛圍中唯一的指導方針
09:49
was people's人們 values and their noble高貴 cause原因,
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是人們的價值觀, 與他們的崇高情操,
09:52
what this group accomplished完成 was historic歷史性.
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這個團體所完成的事是有歷史意義的.
09:55
And people, at the time, feared害怕 that South Africa非洲
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在那個時候人們很害怕南非
09:58
would end結束 up going the way that Rwanda盧旺達 has gone走了,
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會步入盧安達的後塵.
10:00
descending into one skirmish前哨戰 after another另一個
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在一場場的戰事中沉淪下去
10:03
in a civil國內 war戰爭 that seems似乎 to have no end結束.
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這內戰看樣子沒有終點.
10:05
In fact事實, South Africa非洲 has not gone走了 down that road.
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事實上南非到後來沒有走入絶路.
10:08
Largely大部分 because people like Desmond德斯蒙德 Tutu楚楚
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主要是因為像 圖圖大主教 這樣的人
10:11
set up a Stage階段 Five process處理
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設定了「階段五」的程序
10:14
to involve涉及 the thousands數千 and perhaps也許 millions百萬
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讓幾千人到後來可能有上百萬的人來
10:16
of tribes部落 in the country國家, to bring帶來 everyone大家 together一起.
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參與國家裡的部落, 把每個人聚集起來.
10:19
So, people hear this and they conclude得出結論 the following以下,
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當人們聽到這個他們會做以下結論,
10:22
as did we in doing the study研究.
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就像我們所做的研究結果.
10:24
Okay, got it. I don't want to talk Stage階段 One.
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好, 了解. 我不想談「階段一」.
10:27
That's like, you know, "Life sucks." Who wants to talk that way?
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就好像 "生命糟透了" 誰要這樣講話啊?
10:29
I don't want to talk like they do
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在我家附近的監理所
10:31
at the particular特定 DMVDMV that's close to where Dave戴夫 lives生活.
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我也不要講起話來像他們一樣.
10:33
I really don't want to just say "I'm great,"
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我真的不想要直說 "我很優秀."
10:35
because that kind of sounds聲音 narcissistic自戀, and then I won't慣於 have any friends朋友.
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因為那聽起來有點自私. 而且我會沒有朋友.
10:38
Saying, "We're great" -- that sounds聲音 pretty漂亮 good.
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說 "我們很優秀" 這聽起來就很棒.
10:40
But I should really talk Stage階段 Five, right? "Life is great."
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但我們應該要再談「階段五」才對吧? "生命很讚."
10:44
Well, in fact事實, there are three somewhat有些 counter-intuitive反直覺 findings發現
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事實上, 從所有的研究顯示出
10:48
that come out of all this.
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有三個似非而是的發現.
10:50
The first one, if you look at the Declaration宣言 of Independence獨立
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第一, 如果你看一下美國的獨立宣言,
10:52
and actually其實 read it,
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而且實際去讀,
10:54
the phrase短語 that sticks in many許多 of our minds頭腦
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那些深植我們多數人腦海的句子
10:56
is things about inalienable不可分割 rights權利.
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都是關於"不可剥奪人權"的事情.
10:59
I mean, that's Stage階段 Five, right? Life is great,
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這不就是「階段五」了嗎? 生命很讚,
11:01
oriented面向 only by our values,
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只源自於我們自身的價值,
11:03
no other guidance指導.
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不是從當權者.
11:05
In fact事實, most of the document文件 is written書面 at Stage階段 Two.
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事實上, 這個文件大部份成稿於「階段二」.
11:08
"My life sucks because I live生活 under a tyrant暴君,
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"我的生活糟透了, 因為活於暴君統治下,
11:11
also known已知 as King國王 George喬治.
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那時的喬治國王.
11:13
We're great! Who is not great? England英國!"
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我們很優秀! 誰不行? 英國!"
11:15
Sorry. (Laughter笑聲)
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對不起. (笑聲)
11:19
Well, what about other great leaders領導者? What about Gandhi甘地?
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那其他優秀的領導者呢? 像甘地
11:21
What about Martin馬丁 Luther路德 King國王?
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像 馬丁.路德.金恩
11:23
I mean, surely一定 these were just people who preached宣講, "Life is great," right?
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這些人都鼓吹 "生命很讚" 對吧?
11:25
Just one little bit of happiness幸福 and joy喜悅 after another另一個.
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其中只有差一點點的幸福與愉悅.
11:29
In fact事實, Martin馬丁 Luther路德 King's國王 most famous著名 line was at Stage階段 Three.
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事實上, 馬丁.路德.金恩 的名句是在「階段三」.
11:33
He didn't say "We have a dream夢想." He said, "I have a dream夢想."
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他沒說 "我們有一個夢想" 而是 "我有一個夢想"
11:36
Why did he do that? Because most people
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他當時為何如此呢? 因為大部份的人
11:38
are not at Stage階段 Five.
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並不在「階段五」.
11:40
Two percent百分 are at Stage階段 One.
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百分之2的人在「階段一」.
11:42
About 25 percent百分 are at Stage階段 Two,
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大約百分之25的人在「階段二」,
11:46
saying, in effect影響, "My life sucks."
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被 "我的生活糟透了" 所影響.
11:49
48 percent百分 of working加工 tribes部落 say, these are employed就業 tribes部落,
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百分之48的人是受雇者部落, 他們說
11:54
say, "I'm great and you're not."
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"我很優秀, 你們不行."
11:56
And we have to duke公爵 it out every一切 day, so we resort採取 to politics政治.
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然後我們每天都把事情搞得泛政治化了.
11:59
Only about 22 percent百分 of tribes部落
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只有約百分之22的部落
12:01
are at Stage階段 Four,
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是在「階段四」,
12:03
oriented面向 by our values, saying "We're great.
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源於自身的價值而說 "我們都很讚.
12:05
And our values are beginning開始 to unite團結 us."
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而且我們的價值開始把我們團結起來."
12:07
Only two percent百分, only two percent百分 of tribes部落
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只有兩個百分比的部落
12:10
get to Stage階段 Five.
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能到達「階段五」.
12:12
And those are the ones那些 that change更改 the world世界.
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這些是能改變世界的人.
12:14
So the first little finding發現 from this
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這個研究從這第一個小發現起頭
12:16
is that leaders領導者 need to be able能夠 to talk all the levels水平
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領導者必需要能跟各階段的人對話
12:19
so that you can touch觸摸 every一切 person in society社會.
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所以你才能觸動到社會裡的每個人.
12:22
But you don't leave離開 them where you found發現 them. Okay?
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但是你不能只讓他們留在原地就好.
12:25
Tribes部落 can only hear one level水平 above以上 and below下面 where they are.
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部落只能聽得進去他們上或下一層的話.
12:29
So we have to have the ability能力 to talk
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所以我們要能跟
12:31
all the levels水平, to go to where they are.
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不同階段的人對話, 然後到他們的地方.
12:33
And then leaders領導者 nudge微調 people
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領導者會推動人們
12:35
within their tribes部落 to the next下一個 level水平.
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進到他們的下個階段.
12:37
I'd like to show顯示 you some examples例子 of this.
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我要讓大家看一下一些例子.
12:39
One of the people we interviewed採訪 was Frank坦率 Jordan約旦,
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法蘭克.喬登 是我們訪談的人之一
12:42
former前任的 Mayor市長 of San Francisco弗朗西斯科. Before that
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他是前舊金山市市長. 在那之前
12:44
he was Chief首席 of Police警察 in San Francisco弗朗西斯科.
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他是舊金山警察局局長.
12:46
And he grew成長 up essentially實質上 in Stage階段 One.
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他小時候從「階段一」的環境長大.
12:49
And you know what changed his life? It was walking步行 into
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你知道什麼改變了他的生命嗎? 有一天他走進了
12:51
one of these, a Boys男孩 and Girls女孩 Club俱樂部.
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一個青少年活動中心.
12:53
Now here is what happened發生 to this person
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讓我們看看什麼事發生在這個人身上
12:56
who eventually終於 became成為 Mayor市長 of San Francisco弗朗西斯科.
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這個後來變成舊金山市長的小孩.
12:58
He went from being存在 alive and passionate多情
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看他現在充滿活力與熱情
13:00
at Stage階段 One -- remember記得, "Life sucks,
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在「階段一」記得嗎? "生命糟透了,
13:02
despairing絕望 hostility敵意, I will do whatever隨你 it takes to survive生存" --
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絶望與忿恨, 無惡不做只求生存" --
13:06
to walking步行 into a Boys男孩 and Girls女孩 Club俱樂部,
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他走進青少年活動中心時,
13:08
folding摺頁 his arms武器, sitting坐在 down in a chair椅子,
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抱緊他的雙手, 坐在椅子上,
13:10
and saying, "Wow. My life really sucks.
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然後說 "哇, 我的生活真是糟透了!
13:12
I don't know anybody任何人.
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我一個人都不認識
13:14
I mean, if I was into boxing拳擊, like they were,
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如果我像那裡的人一樣有學過拳擊的話,
13:16
then my life wouldn't不會 suck吮吸. But I don't. So it does.
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或許我的生活就不那麼糟了, 唉, 習慣就好.
13:18
So I'm going to sit here in my chair椅子 and not do anything."
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所以我還是在這裡坐著看看就好了."
13:20
In fact事實, that's progress進展.
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別小看這, 這就是進展!
13:22
We move移動 people from Stage階段 One to Stage階段 Two
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我們把人從「階段一」移到「階段二」
13:25
by getting得到 them in a new tribe部落
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只是引他們進到新的部落.
13:27
and then, over time, getting得到 them connected連接的.
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過一陣子再讓他們接上線.
13:30
So, what about moving移動
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那, 怎麼從
13:32
from Stage階段 Three to Stage階段 Four?
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「階段三」進到「階段四」呢?
13:34
I want to argue爭論 that we're doing that right here.
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其實我們現在在這裡正在做這件事.
13:37
TEDTED represents代表 a set of values,
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T-E-D 代表了一些價值的集合.
13:40
and as we unite團結 around these values,
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而我們因為認同這些價值而結合,
13:43
something really interesting有趣 begins開始 to emerge出現.
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然後一些真正有趣的事開始發展出來.
13:45
If you want this experience經驗 to live生活 on
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如果你想要這樣深具歷史意義
13:48
as something historic歷史性,
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的經驗進入到你生命,
13:50
then at the reception招待會 tonight今晚 I'd like to encourage鼓勵 you to do something
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我鼓勵你今晚在接待處那裡做一些
13:53
beyond what people normally一般 do
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超越常人的事,
13:55
and call networking聯網.
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是所謂的網絡.
13:57
Which哪一個 is not just to meet遇到 new people
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就是不只去認識新的人
13:59
and extend延伸 your reach達到, extend延伸 your influence影響,
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還要擴展你自己, 你的影響力.
14:02
but instead代替, find someone有人 you don't know,
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不只是找一個你不認識的人,
14:04
and find someone有人 else其他 you don't know,
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你還要再找一個他也不認識的人,
14:06
and introduce介紹 them.
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然後彼此介紹.
14:08
That's called a triadic三元 relationship關係.
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這就是所謂的三角架關係.
14:11
See, people who build建立 world-changing改變世界的 tribes部落 do that.
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了解了嗎? 建立能改變世界部落的人就是這麼做的.
14:15
They extend延伸 the reach達到 of their tribes部落
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他們用連結不同部落的方式
14:18
by connecting them, not just to myself,
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讓部落擴展到不同領域, 而不是光靠我自己,
14:20
so that my following以下 is greater更大,
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而我的追隨者比我更優秀.
14:22
but I connect people who don't know each other
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我把彼此不認識的人連接到
14:24
to something greater更大 than themselves他們自己.
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比他們更棒的東西上.
14:26
And ultimately最終 that adds增加 to their values.
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而到極致他們把自身的價值加上去.
14:29
But we're not doneDONE yet然而. Because then how do we go from Stage階段 Four,
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但我們還沒有完成, 因為從「階段四」己經很棒
14:33
which哪一個 is great, to Stage階段 Five?
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我們要想如何進到「階段五」吧?
14:36
The story故事 that I like to end結束 with is this. It comes out of
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我要用一個故事來做個結尾. 這故事是出自於
14:38
a place地點 called the Gallup蓋洛普 Organization組織.
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一個叫蓋洛普的地方.
14:40
You know they do polls民意調查, right?
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你們已經知道那是做民調的對吧?
14:42
So it's Stage階段 Four. We're great. Who is not great?
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在「階段四」. 我們很優秀. 誰不優秀呢?
14:44
Pretty漂亮 much everybody每個人 else其他 who does polls民意調查.
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做民調公司到處都是.
14:47
If Gallup蓋洛普 releases發布 a poll輪詢 on the same相同 day that NBCNBC releases發布 a poll輪詢,
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如果蓋洛普跟美國國家廣播公司同一天公佈民調
14:50
people will pay工資 attention注意 to the Gallup蓋洛普 poll輪詢. Okay, we understand理解 that.
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人們會注意蓋洛普的民調. 這點我們了解.
14:53
So, they were bored無聊.
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所以他們覺得無聊.
14:55
They wanted to change更改 the world世界. So here is the question someone有人 asked.
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他們想要改變世界. 所以某人問了個問題.
14:58
"How could we,
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"我們如何能
15:00
instead代替 of just polling輪詢 what Asia亞洲 thinks
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不只做亞洲人想法的民調
15:02
or what the United聯合的 States狀態 thinks,
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或是美國人想法的,
15:04
or who thinks what about Obama奧巴馬
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或是只是關心歐巴馬
15:06
versus McCain麥凱恩 or something like that,
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對上麥凱恩, 或大概那類的事, [問],
15:08
what does the entire整個 world世界 think?"
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這整個世界的想法是什麼?"
15:12
And they found發現 a way to do the first-ever史無前例​​的 world世界 poll輪詢.
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他們找到一個辦法來做史無前例的世界民調.
15:16
They had people involved參與 who were Nobel諾貝爾 laureates獲獎者
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這些參與的人有前諾貝爾
15:18
in economics經濟學, who reported報導 being存在 bored無聊.
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經濟學奬得主, 有閒著無聊的人.
15:20
And suddenly突然 they pulled out sheets床單 of paper
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而且突然間他們抽出一些紙來
15:22
and were trying to figure數字 out, "How do we survey調查 the population人口
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開始試著解決, "我們如何能發問卷到
15:25
of Sub-Saharan撒哈拉以南 Africa非洲?
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住在非洲撒哈拉以南地方的人?"
15:27
How do we survey調查 populations人群 that don't have access訪問 to technology技術,
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我們如何取得那些無法接觸科技族群的意見?
15:30
and speak說話 languages語言 we don't speak說話,
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說我們不會的語言,
15:32
and we don't know anyone任何人 who speaks說話 those languages語言. Because in order訂購
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還有我們不知道誰會講這些語言. 但是
15:34
to achieve實現 on this great mission任務,
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為了要完成這個偉大的任務,
15:37
we have to be able能夠 to do it.
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我們一定要能做到這些.
15:39
Incidentally順便, they did pull it off.
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結果, 他們克服萬難辦到了.
15:41
And they released發布 the first-ever史無前例​​的 world世界 poll輪詢.
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他們公佈了破天荒第一次世界民調.
15:44
So I'd like to leave離開 you with these thoughts思念.
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我想把這些想法留給你們.
15:46
First of all: we all form形成 tribes部落, all of us.
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首先: 我們所有人都會形成部落.
15:49
You're in tribes部落 here. Hopefully希望 you're extending擴展 the reach達到
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你們在這裡的這個部落. 希望你正在擴展
15:51
of the tribes部落 that you have.
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你所在的所有部落.
15:53
But the question on the table is this:
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然而浮出台面上的問題是.
15:56
What kind of an impact碰撞 are the tribes部落
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你跟你的部落正在產生
15:58
that you are in making製造?
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怎麼樣的衝擊?
16:00
You're hearing聽力 one presentation介紹 after another另一個,
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你在這裡正在聽一個接著一個的簡報,
16:03
often經常 representing代表 a group of people, a tribe部落,
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通常簡報代表一群人, 一個部落,
16:05
about how they have changed the world世界.
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有關於他們如何地改變了這個世界.
16:08
If you do what we've我們已經 talked about, you listen
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如果你做到他們所談到的, 你傾聽
16:10
for how people actually其實 communicate通信 in the tribes部落 that you're in.
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在你部落裡的人實際溝通的方式.
16:13
And you don't leave離開 them where they are. You nudge微調 them forward前鋒.
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你不讓他們留在原地. 你推他們向前.
16:16
You remember記得 to talk all five culture文化 stages階段.
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你記得要談到五種文化階段.
16:19
Because we've我們已經 got people in all five, around us.
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因為在我們周圍環繞著這五種人.
16:22
And the question that I'd like to leave離開 you with is this:
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我留給各位的一個問題是:
16:25
Will your tribes部落 change更改 the world世界?
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你的部落將會改變世界嗎?
16:27
Thank you very much.
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謝謝各位
16:29
(Applause掌聲)
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(掌聲)
Translated by Bentham Chang
Reviewed by Zhu Jie

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ABOUT THE SPEAKER
David Logan - Professor of management
David Logan is a USC faculty member, best-selling author, and management consultant.

Why you should listen

David Logan studies how people communicate within a company -- and how to harness our natural gifts to make change within organizations. He looks at emerging patterns of corporate leadership, organizational transformation, generational differences in the workplace, and team building for high-potential managers and executives.

He's the co-founder and senior partner at CultureSync, a management consulting firm, and works with Fortune 500 companies, governments, and nonprofits. Much of CultureSync's work is derived from a ten-year study of over 24,000 people published at Tribal Leadership (2008), which shows how organizational culture evolves over time and how leaders can nudge it forward.

He teaches management and leadership in the USC Executive MBA, and is also on the faculty at the International Centre for Leadership in Finance (ICLIF), endowed by the former prime minister of Malaysia, and on the Foundation for Medical Excellence in Portland.

From 2001-2004, he served as Associate Dean of Executive Education at USC. During that time, he started the Master of Medical Management (MMM), a business degree for midcareer medical doctors. He also initiated new executive education programs (often, in concert with the USC School of Policy, Planning and Development) with organizations as diverse as the Sierra Health Foundation, Northrop Grumman, and the City of Los Angeles. He continued to oversee many programs, including one of USC's first distance learning education courses for managers in Japan and a senior executive program at Toyota.

Logan is co-author of four books including Tribal Leadership and The Three Laws of Performance.

More profile about the speaker
David Logan | Speaker | TED.com