快速獲得領導力！如何組建一隻高效的團隊？

Hi，小夥伴們大家好，歡迎來到今天的《TED高贊演講》。團隊協作現在逐漸取代了傳統的工作形態，爆發了強大的生命力。而成功地組建和運作一個團隊卻不是易事。

我只是圖片，查看完整TED視頻請複製文末鏈接

每個人都有機會成為團隊的領導，但不是每個人都具備領導力。如何獲得這種寶貴的能力？Amy Edmondson為我們進行了形象深入的講解，快來進入今天的正文吧！

Leadership/"li: ???p/

n. 領導能力；領導階層

團隊的力量

It"s August 5, 2010.A massive collapseat the San José Copper Mine in Northern Chile has left 33 men trapped half a mile -- that"s two Empire State Buildings -- below some of the hardest rock in the world.

2010年8月5日，在智利北部的聖何塞銅礦，一場巨大的坍塌使得33個人被困在了半英里深的地下——相當於兩個帝國大廈的深度——頭頂是世界上最堅硬的岩石。

No drilling technology in the industry is capable of getting through rock that hard and that deep fast enough to save their lives.

沒有任何現成的鑽孔技術能夠在有限的時間內在這樣的深度打通如此堅硬的石頭，將被困人員活著救出來。

It"s not exactly clear where the refuge is. It"s not even clear if the miners are alive. And it"s not even clear who"s in charge. Yet, within 70 days, all 33 of these men will be brought to the surface alive.This remarkable story is a case study in the power of teaming.

人們不確定地下避難所的位置，也不確定礦工們是否還活著。甚至都不知道相關負責人是誰。但是，在70天內，所有33人都會活著回到地面。這一非凡的故事，是一起關於團隊合作力量的案例分析。

So what"s "teaming"?

那麼「團隊合作」是什麼？

Teaming is teamwork on the fly. It"s coordinating and collaborating with people across boundaries of all kinds --expertise, distance, time zone, you name it -- to get work done.

團隊合作是高效的互相配合。它是與各種各樣的人進行協調和合作，跨過各種障礙——專業知識，距離，時區，所有你能想到的——來完成工作。

Sports teamsembody the definition of a team. It"s a stable, bounded, reasonably small group of people who areinterdependentin achieving a shared outcome. You can think of teaming as a kind of pickup game in the park, in contrast to the formal, well-practiced team.

運動隊符合一個隊伍的定義。這是一組穩定，聯繫著的，相對比較少的一組人。他們互相依靠，以達到共享的結果。你可以把團隊合作想成在公園裡的臨時發起的比賽，而非專業的，訓練充足的隊伍。

Interdependent/?nt?d?"pend?nt/

adj. 相互依賴的；互助的

Now, which one is going to win in a playoff? The answer is obvious.

那麼，哪一隊會在比賽中勝出呢？答案顯而易見。

So why do I study teaming? It"s because it"s the way more and more of us have to work today.

所以我為什麼要研究團隊合作呢？因為在今天，我們越來越多地需要以這種方式工作。

With 24/7 global fast-paced operations, crazy shifting schedules and ever-narrower expertise, more and more of us have to work with different people all the time to get our work done.We don"t have the luxury of stable teams.

在每天24小時運營的快節奏的全球企業中， 有著瘋狂改變的計劃表，和越發細分的專業，越來越多的時候，我們需要和其他不同的人一起合作，來完成工作。我們無法奢望一個穩定的團隊。

Now, this way of working isn"t easy, but as I said, it"s more and more the way many of us have to work, so we have to understand it.

這種工作方式並不簡單，但像我說的，這是越來越多的人必需的工作方式，所以我們必須理解它。

And I would argue that it"s especially needed for work that"s complex and unpredictable and for solving big problems. Paul Polman, the Unilever CEO, put this really well when he said, "The issues we face today are so big and so challenging, it becomes quite clearwe can"t do it alone, and so there is a certain humility in knowing you have to invite people in."

我認為，對於複雜和不可預測的工作和解決大問題來說，這是特別必要的。聯合利華首席執行官保羅 · 波爾曼說得很好，他說：「我們今天面臨的問題 是如此巨大，如此具有挑戰性，很明顯，我們不能單獨行動，所以在知道你必須邀請人們進來的時候，你會有一種謙遜的態度。」

Issues like food or water scarcity cannot be done by individuals, even by single companies, even by single sectors. So we"re reaching out to team across big teaming, grand-scale teaming.

像糧食和水資源短缺這樣的問題是不能由個人來解決的，甚至是單個公司，單個部門。所以我們正在與團隊進行大的合作，大規模的合作。

To understand it better, I studied astart-up-- a smart-city software start-up --

為了更好理解這點，我研究了一家初創公司——一家智能城市的軟體初創公司——

as it teamed up with a real estate developer, some civil engineers, a mayor, an architect, some builders, some tech companies.

它與一個房地產開發商，一些土木工程師，一個市長，一個建築師，一些建築商，和一些科技公司合作。

Their goal was to build a demo smart city from scratch. OK. Five years into the project, not a whole lot had happened. Six years, still no ground broken. It seemed that teamingacross industry boundarieswas really, really hard.

他們的目標是從零開始建立一個演示版的智能城市。好的。項目進行了五年，並沒有多大進度。六年，仍然沒有破土動工。似乎跨產業的團隊合作非常，非常難。

文化衝突

OK, so ... We had inadvertently discovered what I call"professional culture clash"with this project. You know, software engineers and real estate developers think differently -- really differently: different values, different time frames -- time frames is a big one -- and different jargon, different language.

好的。那麼…… 我們在這一項目中無意間發現了我稱之為「職業文化衝突」的現象。軟體工程師和房地產開發商有著不同的思維——非常不同：不同價值觀，不同的時間框架——時間框架是很重要的一點——以及不同的行話，不同的語言。

Clash/kl??/

n. 衝突，不協調；碰撞聲，鏗鏘聲

And so they don"t always see eye to eye. I think this is a bigger problem than most of us realize. In fact, I think professional culture clash is amajor barrierto building the future that we aspire to build.

所以他們並不總是意見一致。我認為這是我們大多數人都沒有意識到的一個更大的問題。事實上，我認為專業間的文化衝突是建設我們渴望建立的未來的主要障礙。

And so it becomes a problem that we have to understand, a problem that we have to figure out how to crack.So how do you make sure teaming goes well, especially big teaming?This is the question I"ve been trying to solve for a number of years in many different workplaces with my research.

這就變成了一個我們必須理解的問題，一個我們必須找到解決方法的問題。那麼，你如何才能確保團隊合作能夠順利進行，尤其是大團隊？這就是我在許多年的研究中，在不同的工作場所嘗試解決的問題。

回到智利

Now, to begin to get just a glimpse of the answer to this question, let"s go back to Chile. In Chile, we witnessed 10 weeks of teaming by hundreds of individuals from different professions, different companies, different sectors, even different nations.

要想對這個問題有初步的了解，讓我們回到智利。在智利，我們見證了10周的團隊合作，涉及到幾百位來自不同職業，不同公司，不同領域，甚至不同國家的人。

And as this process unfolded, they had lots of ideas, they tried many things, they experimented, they failed, they experienced devastating daily failure, but they picked up, persevered, and went on forward.

而隨著這個過程的展開，他們有了很多想法，進行了多次嘗試，他們實驗了，又失敗了，他們每天都經歷著毀滅性的失敗，但又會爬起來，堅持著，繼續前進。

And really, what we witnessed there was they were able to be humble in the face of the very real challenge ahead, curious -- all of these diverse individuals,diverse expertise especially, nationality as well,were quite curious about what each other brings.

而事實上，我們所看到的是，面對未來真正的挑戰，他們能夠保持謙遜，充滿好奇——所有這些不同的人，尤其是有著不同的專業和國籍，都對彼此帶來的東西很好奇。

轉折點

And they were willing to take risks to learn fast what might work. And ultimately, 17 days into this remarkable story, ideas came from everywhere.

而且他們願意承擔風險來了解哪些方法可能有效。而最終，在這個故事發生的第17天，來自世界各地的點子接踵而至。

They came from André Sougarret, who is a brilliant mining engineer who was appointed by the government to lead the rescue. They came from NASA. They came from Chilean Special Forces. They came from volunteers around the world. And while many of us, including myself, watched fromafar, these folks made slow, painful progress through the rock.

它們來自安德烈·蘇加瑞特，他是一個傑出的採礦工程師，受政府指派領導救援。它們來自美國國家航空航天局。它們來自智利特種部隊。它們來自全世界的志願者們。而當我們中的許多人，包括我自己，從遠處觀察著，這些人正在岩石中緩慢而痛苦地前進。

Afar/?"fɑ: /

adv. 遙遠地；在遠處

On the 17th day, they broke through to the refuge. It"s just a remarkable moment. And with just a very small incision, they were able to find it through a bunch of experimental techniques.

在第17天，他們成功進入了避難所。這是個激動人心的時刻。而只用一個小小的切口，他們便能利用許多實驗技巧來找到避難所。

And then for the next 53 days, that narrow lifeline would be the path where food and medicine and communication would travel, while aboveground, for 53 more days, they continued the teaming to find a way to create a much larger hole and also to design a capsule.

而之後的53天里，這一狹窄的生命通道會成為 食物、藥品與交流的通道，而在地上，在53天里，他們繼續著團隊合作，來找出一個製造更大洞口的方法，並且設計一個艙室。這就是那個艙室。

This is the capsule. And then on the 69th day, over 22 painstaking hours, they managed to pull the miners out one by one.

而之後，在第69天，經歷了超過22個小時痛苦的努力，他們終於能夠將礦工們一個一個拉出來。

領導力

So how did they overcome professional culture clash? I would say in a word, it"s leadership.

那麼他們究竟是如何克服職業文化衝突的呢？我會用一個詞概括：領導力。

But let me be more specific. When teaming works, you can be sure that some leaders, leaders at all levels, have been crystal clear that they don"t have the answers.

不過讓我更詳細的解釋一下。當團隊合作順利時，你可以肯定有些領導者，不同層級的領導者，非常清楚他們自己沒有答案。

Let"s call this"situational humility."It"s appropriate humility. We don"t know how to do it. You can be sure, as I said before, people were very curious, and this situational humility combined with curiosity creates a sense of psychological safety that allows you take risks with strangers, because let"s face it: it"s hard to speak up, right?

讓我們把這稱為「情境謙虛」。這是適當的謙遜。我們不知道該怎樣做。你可以確定，就像我之前 說的一樣，人們很好奇，而這一情境中的謙虛與好奇心結合起來，創造了一種心理安全感，使得你可以與陌生人一起承擔風險。因為我們要直面它：開口總是很難，對吧？

Humility/hj?"m?l?t?/

n. 謙卑，謙遜

It"s hard to ask for help. It"s hard to offer an idea that might be a stupid idea if you don"t know people very well. You need psychological safety to do that. They overcame what I like to call the basic human challenge: it"s hard to learn if you already know. And unfortunately, we"re hardwired to think we know.

尋求幫助絕非易事。如果你並不是很了解別人，你很難說出一個可能愚蠢的想法。你需要心理安全感來這麼做。他們跨越了我稱作基本人類挑戰的東西：如果你已經知道了，就很難繼續學習。 而不幸的是，我們天生就傾向於認為自己知道。

好奇心

And so we"ve got to remind ourselves -- and we can do it -- to becurious; to be curious about what others bring. And that curiosity can also spawn a kind of generosity of interpretation.

所以，我們需要提醒自己——我們能做到這點——要充滿好奇心；要好奇其他人能帶來的東西。這種好奇心也能產生一種慷慨的解釋。

Curious /"kj??r??s/

adj. 好奇的，有求知慾的；古怪的；愛挑剔的

But there"s another barrier, and you all know it. It"s awfully hard to team if you inadvertently see others ascompetitors.

但還有另一個障礙，而你們都知道它。如果你不小心將別人視為競爭對手，那你就很難與他們合作。

So we have to overcome that one as well, and when we do, the results can be awesome. Abraham Lincoln said once,"I don"t like that man very much. I must get to know him better."Think about that -- I don"t like him, that means I don"t know him well enough. It"s extraordinary.

所以我們也需要克服這一點。而當我們這樣做的時候，結果會非常棒。亞伯拉罕·林肯曾經說過：「我不太喜歡那個人。我必須更好地了解他。」想想看——我不喜歡他，這意味著我對他不夠了解。

This is the mindset, I have to say,this is the mindset you need for effective teaming.In our silos, we can get things done. But when we step back and reach out and reach across, miracles can happen. Miners can be rescued, patients can be saved, beautiful films can be created.

多麼偉大的想法。這是一種心態，我不得不說，這是你在進行有效合作時所需要的心態。在我們的筒倉里，我們可以把事情做完。但當我們退後一步，伸出手去，奇蹟就能發生。礦工們可以獲救，病人們能得救，美麗的電影能被製造出來。

To get there, I think there"s no better advice than this: look to your left, look to your right. How quickly can you find the uniquetalents, skills and hopesof your neighbor, and how quickly, in turn, can you convey what you bring?

為了達到這個目標，我認為沒有比這更好的建議了：向左看，向右看。你能多快地找到你周圍的人所擁有的獨特才華、技能和願景，又能多快地傳達出你想要傳遞的信息？

Because for us to team up to build the future we know we can create that none of us can do alone, that"s the mindset we need.

因為對於我們來說，為了建立一個我們知道可以通過集體，而非個人所能創造的未來，這就是我們需要的心態。

保持好奇心，進行有效的合作，你會發現一個不一樣的世界！這就是今天的《TED高贊演講》，敬請期待明日精彩內容！

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