Ted演讲:如何将一群陌生人变成一个团队？

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[00:00.00]It's August 5, 2010. 时间是2010年8月5日。
[00:03.78]A massive collapse at 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. 智利北部的圣荷西铜矿矿坑发生重大坍崩，33个人被困在世上最坚硬的岩石下方半英哩处----那是两栋帝国大厦的高度。
[00:17.71]They will find their way to a small refuge designed for this purpose, where they will find intense heat, filth and about enough food for two men for 10 days. 他们会找到一个为了这种状况所设计的庇护所，在那里，他们会找到的，是很高的温度、肮脏物，以及大约够2名男性生存10天的食物。
[00:30.54]Aboveground, it doesn't take long for the experts to figure out that there is no solution. 在地面上，没有多久专家就知道没有可行的解决方案。
[00:38.47]No drilling technology in the industry is capable of getting through rock that hard and that deep fast enough to save their lives. 在这个产业中，没有任何钻洞技术能够穿过这么坚硬的岩石，且要钻这么深，还要够快才能在出人命前救到人。
[00:49.46]It's not exactly clear where the refuge is. 庇护所的确切位置是未知的。
[00:53.99]It's not even clear if the miners are alive. 矿工甚至生死未明。
[00:57.47]And it's not even clear who's in charge. 更不知道是谁在负责主导。
[01:01.00]Yet, within 70 days, all 33 of these men will be brought to the surface alive. 然而，在70天之后，33个人都被活着带回地面。
[01:06.86]This remarkable story is a case study in the power of teaming. 这个了不起的故事，是很好的个案研究，可以说明联手的力量。
[01:12.63]So what's "teaming"? Teaming is teamwork on the fly. 「联手」是什么？联手就是快速的团队合作。
[01:16.69]It's coordinating and collaborating with people across boundaries of all kinds -- expertise, distance, time zone, you name it -- to get work done. 它是与人协调及合作，且要跨越各种界线----专长、距离、时区，想得到的都是----来把事情搞定。
[01:27.30]Think of your favorite sports team, because this is different. 想想你最喜欢的运动队伍，因为这是不同的。
[01:31.23]Sports teams work together: that magic, those game-saving plays. 运动队伍会同心协力：那魔法，那些逆转胜的关键发挥。
[01:36.26]Now, sports teams win because they practice. 运动队伍会赢，是因为他们有练习。
[01:40.01]But you can only practice if you have the same members over time. 但只有在你的成员不会随时间改变的情况下才有可能练习。
[01:44.90]And so you can think of teaming... Sports teams embody the definition of a team, the formal definition. 所以，你可以把联手想象成……运动队伍是团队定义的具体呈现，正式的定义。
[01:51.58]It's a stable, bounded, reasonably small group of people who are interdependent in achieving a shared outcome. 它很稳固、有界线、人数合理的一小群人，他们互相依赖以达成一个共同的结果。
[01:58.33]You can think of teaming as a kind of pickup game in the park, in contrast to the formal, well-practiced team. 你们可以把联手想象成公园里的一种临时游戏，和正式、练习良好的队伍是个对比。
[02:05.60]Now, which one is going to win in a playoff? The answer is obvious. 哪一种会赢得季后赛？答案很明显。
[02:09.99]So why do I study teaming? It's because it's the way more and more of us have to work today. 那我为什么还要研究联手？因为那是现今我们越来越多人不得不使用的工作方式。
[02:17.14]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. 随着全天营业、全年无休的全球快步调营运、疯狂转变的时程表，以及狭隘许多的专长，有越来越多人总是得要和不同的人合作才能把工作完成。
[02:31.18]We don't have the luxury of stable teams. 我们没有稳定团队的奢侈优势。
[02:34.40]Now, when you can have that luxury, by all means do it. 若你有幸能有这种奢侈优势，务必好好用它。
[02:38.52]But increasingly for a lot of the work we do today, we don't have that option. 但渐渐地，对于现今我们所做的许多工作，我们并没有那个选项。
[02:42.82]One place where this is true is hospitals. 在医院，这个现象就很明显。
[02:45.83]This is where I've done a lot of my research over the years. 数年来，我就是在医院中做了许多研究。
[02:49.20]So it turns out hospitals have to be open 24/7. 结果发现，医院必须要全天营业、全年无休。
[02:54.27]And patients -- well, they're all different. 而病人----嗯，他们全都不一样。
[02:58.12]They're all different in complicated and unique ways. 他们的不同是很复杂且很独特的。
[03:01.20]The average hospitalized patient is seen by 60 or so different caregivers throughout his stay. 平均来说，住院病人在住院期间，会被60个左右不同的照护者来照顾。
[03:07.99]They come from different shifts, different specialties, different areas of expertise, and they may not even know each other's name. 他们有不同的班表、不同的专长、不同的专门知识领域，他们可能甚至不知道彼此的名字。
[03:17.93]But they have to coordinate in order for the patient to get great care. 但他们得要协调，才能让病人得到好的照护。
[03:21.70]And when they don't, the results can be tragic. 如果他们办不到，就可能会有悲剧性的结果。
[03:24.46]Of course, in teaming, the stakes aren't always life and death. 当然，在联手时牵涉到的利害关系不见得一定是生死。
[03:28.96]Consider what it takes to create an animated film, an award-winning animated film. 想想看，要制作出一部动画电影，得奖的动画电影，需要什么？
[03:34.60]I had the good fortune to go to Disney Animation and study over 900 scientists, artists, storytellers, computer scientists 我有幸能够到迪斯尼动画公司去研究超过900名科学家、艺术家、故事讲述者、信息科学家，
[03:45.29]as they teamed up in constantly changing configurations to create amazing outcomes like "Frozen." 他们常常就会和不同的人搭配组成团队，来创造出很了不起的作品，比如《冰雪奇缘》。
[03:52.33]They just work together, and never the same group twice, not knowing what's going to happen next. 他们只是一起工作，团队变来变去，不知道接下来会发生什么事。
[03:59.50]Now, taking care of patients in the emergency room and designing an animated film are obviously very different work. 在急诊室照顾病人和设计一部动画电影很显然是非常不同的工作。
[04:07.62]Yet underneath the differences, they have a lot in common. 但在不同的背后，它们却有很多共同之处。
[04:11.49]You have to get different expertise at different times, you don't have fixed roles, you don't have fixed deliverables, 在不同的时候，你得要取得不同的专门知识，你扮演的角色不固定，你要交付的产品也不固定，
[04:18.12]you're going to be doing a lot of things that have never been done before, and you can't do it in a stable team. 你得要做很多以前没做过的事，且你无法在稳定的团队中做它。
[04:24.46]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. 这种工作方式并不容易，但我刚才说过，越来越多人必须用这样的方式工作，所以我们得了解这种方式。
[04:33.81]And I would argue that it's especially needed for work that's complex and unpredictable and for solving big problems. 而且，我认为，针对复杂且无法预测的工作，以及要解决大问题的情况，了解这种方式更是有必要。
[04:41.50]Paul Polman, the Unilever CEO, put this really well when he said, 保罗波曼，联合利华的执行长，就有段非常棒的描述，他说：
[04:45.67]"The issues we face today are so big and so challenging, it becomes quite clear we can't do it alone, 「我们现今面对的议题太大了、太有挑战性了，很显然我们无法靠自己完成，
[04:51.68]and so there is a certain humility in knowing you have to invite people in." 所以，知道你得要邀请别人一起合作，这也是一种谦卑。」
[04:55.52]Issues like food or water scarcity cannot be done by individuals, even by single companies, even by single sectors. 比如食物或水资源不足这类议题，不可能由个人来解决，甚至不可能由单一公司，或单一部门来解决。
[05:05.43]So we're reaching out to team across big teaming, grand-scale teaming. 所以我们要向外寻求协助，做大型的联手，大规模的联手。
[05:12.24]Take the quest for smart cities. 比如打造智慧城市的计划。
[05:15.31]Maybe you've seen some of the rhetoric: mixed-use designs, zero net energy buildings, smart mobility, green, livable, wonderful cities. 也许你曾经看过一些相关言论：采用混合用途的设计、零净能建筑、智慧行动力、绿色、适合居住、美好的城市。
[05:26.42]We have the vocabulary, we have the visions, not to mention the need. 我们有词汇，我们有远景，更不用说，我们有需求。
[05:32.63]We have the technology. 我们有技术。
[05:34.23]Two megatrends -- urbanization, we're fast becoming a more urban planet, and climate change -- have been increasingly pointing to cities as a crucial target for innovation. 两项巨大潮流----都市化，我们正在快速变成一个更都市化的星球，还有气候变迁----这两项潮流越来越多清楚显示，城市是创新的关键目标。
[05:45.24]And now around the world in various locations, people have been teaming up to design and try to create green, livable, smart cities. 现在，全世界各地，人们团结起来，设计并试图创造绿色、适合居住、智慧的城市。
[05:54.00]It's a massive innovation challenge. 这是个很大的创新挑战。
[05:57.12]To understand it better, I studied a start-up -- a smart-city software start-up -- 为了更了解它，我研究了一间新创公司----一间智慧城市的新创软件公司----
[06:05.04]as it teamed up with a real estate developer, some civil engineers, a mayor, an architect, some builders, some tech companies. 它组队的对象包括一间不动产开发业者、一些土木工程师、一位市长、一位建筑师、一些建造商、一些科技公司。
[06:15.40]Their goal was to build a demo smart city from scratch. 他们的目标是要从无到有，建立一个示范智慧城市。
[06:20.40]OK. Five years into the project, not a whole lot had happened. 好。项目已经开始五年了，没有发生很多事。
[06:25.30]Six years, still no ground broken. 六年了，仍然没有破土动工。
[06:28.99]It seemed that teaming across industry boundaries was really, really hard. 跨产业界线的联手似乎是非常非常困难的。
[06:35.38]OK, so...We had inadvertently discovered what I call "professional culture clash" with this project. 好，所以……我们不经意地发现，这个项目中有着我所谓的「专业文化碰撞」。
[06:45.52]You know, software engineers and real estate developers think differently -- really differently: 你们知道的，软件工程师和不动产开发商思考方式不同----非常不同：
[06:53.04]different values, different time frames -- time frames is a big one -- and different jargon, different language. 不同的价值观、不同的时间表----时间表是个大问题----还有不同的行话、不同的语言。
[07:01.00]And so they don't always see eye to eye. 所以他们不见得总是能有一致看法。
[07:03.13]I think this is a bigger problem than most of us realize. 我想，这个问题比我们大部分人所意识到的还要严重些。
[07:07.41]In fact, I think professional culture clash is a major barrier to building the future that we aspire to build. 事实上，我认为，职业文化碰撞是个重大的阻碍，让我们无法建立我们向往的未来。
[07:16.63]And so it becomes a problem that we have to understand, a problem that we have to figure out how to crack. 所以，它变成了我们需要去了解的问题，我们得要针对这个问题想出解决办法。
[07:23.11]So how do you make sure teaming goes well, especially big teaming? 所以，你要如何确保联手能够顺利？特别是大型的联手？
[07:27.50]This is the question I've been trying to solve for a number of years in many different workplaces with my research. 数年来我一直试图在不同的工作场所解决这个问题，应用我的研究。
[07:34.11]Now, to begin to get just a glimpse of the answer to this question, let's go back to Chile. 现在，为了要让大家能一瞥这个问题的答案，咱们先回到智利。
[07:39.98]In Chile, we witnessed 10 weeks of teaming by hundreds of individuals from different professions, different companies, different sectors, even different nations. 在智利，我们目睹了数百人联手合作十周，他们有不同的职业，来自不同的公司，不同的部门，甚至不同的国家。
[07:52.67]And as this process unfolded, they had lots of ideas, they tried many things, 随着这个过程进展下去，他们有许多的点子，他们做了许多尝试，
[08:01.00]they experimented, they failed, they experienced devastating daily failure, but they picked up, persevered, and went on forward. 他们试验，他们失败，他们每天都要经历让人身心交瘁的失败，但他们振作起来，不屈不挠，继续向前走。
[08:10.40]And really, what we witnessed there was they were able to be humble in the face of the very real challenge ahead, curious -- 其实，我们在那里所看见的，是他们能够做到谦逊地面对眼前的挑战，好奇----
[08:22.00]all of these diverse individuals, diverse expertise especially, nationality as well, were quite curious about what each other brings. 所有这些多元化的人，在专门知识与国籍上特别多样化，他们相当好奇彼此能够带来什么。
[08:28.20]And they were willing to take risks to learn fast what might work. 他们愿意冒险做快速的学习，以了解什么行得通。
[08:33.39]And ultimately, 17 days into this remarkable story, ideas came from everywhere. 最终，这个了不起的故事进行到第17天时，点子开始从各方涌现。
[08:40.15]They came from André Sougarret, who is a brilliant mining engineer who was appointed by the government to lead the rescue. 点子来自安德烈苏格瑞特，他是个出色的采矿工程师，他被政府指定来领导救援任务。
[08:46.33]They came from NASA. They came from Chilean Special Forces. They came from volunteers around the world. 点子来自美国太空总署，点子来自智利的特种部队，点子来自全世界的志工。
[08:53.39]And while many of us, including myself, watched from afar, these folks made slow, painful progress through the rock. 当我们许多人，包括我自己，从远处看着这些人很缓慢、艰苦地试图穿过岩石。
[09:02.63]On the 17th day, they broke through to the refuge. 在第17天，他们突破到了庇护所。
[09:06.51]It's just a remarkable moment. 那是个了不起的时刻。
[09:08.69]And with just a very small incision, they were able to find it through a bunch of experimental techniques. 靠着一个非常小的切口，他们得以透过许多实验性的技术来找到庇护所。
[09:15.87]And then for the next 53 days, that narrow lifeline would be the path where food and medicine and communication would travel, 在接下来的53天，这狭窄的生命线，就成了食物、药品，和沟通的通路，
[09:26.79]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. 在地面上，他们持续联手合作了53天，来想出方法，创造出一个更大的洞，同时设计一个胶囊。
[09:38.23]This is the capsule. 这就是那个胶囊。
[09:39.29]And then on the 69th day, over 22 painstaking hours, they managed to pull the miners out one by one. 接着，在第69天，辛苦了22个小时，他们成功把矿工一个一个救出来。
[09:47.45]So how did they overcome professional culture clash? 他们是如何克服职业文化碰撞的？
[09:50.73]I would say in a word, it's leadership, but let me be more specific. 我可以用一个词说明，就是「领导力」，但让我说清楚些。
[09:54.76]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. 在成功的联手合作中，你可以很确定，一些领导人，各层级的领导人，一直都很清楚知道他们并没有答案。
[10:04.63]Let's call this "situational humility." 咱们就称之为「情境式谦逊」。
[10:06.83]It's appropriate humility. 它是种适当的谦逊。
[10:08.43]We don't know how to do it. 我们不知道要怎么做。
[10:09.90]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 我之前提到的，可以肯定大家很好奇，这种情境式谦逊和好奇心结合，就会创造出一种心理安全感，
[10:20.00]that allows you take risks with strangers, because let's face it: it's hard to speak up, right? 让你能和陌生人一起冒险，因为，咱们面对现实吧，要说出来挺难的，对吧？
[10:25.60]It's hard to ask for help. 要向人求助很困难。
[10:26.80]It's hard to offer an idea that might be a stupid idea if you don't know people very well. 要提出一个可能很蠢的点子也很困难，如果你跟其他人不熟的话。
[10:32.10]You need psychological safety to do that. 所以你需要心理的安全感才能做到。
[10:35.00]They overcame what I like to call the basic human challenge: it's hard to learn if you already know. 他们克服了我所谓的基本人类挑战：如果你已经知道了，就很难学习。
[10:43.42]And unfortunately, we're hardwired to think we know. 不幸的是，我们天生就觉得我们知道。
[10:46.85]And so we've got to remind ourselves -- and we can do it -- to be curious; to be curious about what others bring. 所以我们得要提醒自己----且我们能做到----要有好奇心；好奇其他人能带来什么。
[10:53.78]And that curiosity can also spawn a kind of generosity of interpretation. 那种好奇心也能够产生一种在诠释上的宽宏大量。
[10:59.41]But there's another barrier, and you all know it. 但还有另一个阻碍，是你们都知道的。
[11:03.27]You wouldn't be in this room if you didn't know it. 如果你不知道，你就不会在这间房间里。
[11:05.17]And to explain it, I'm going to quote from the movie "The Paper Chase." 为了解释它，我要引述《寒窗恋》这部电影。
[11:09.00]This, by the way, is what Hollywood thinks a Harvard professor is supposed to look like. 顺道一提，这是好莱坞认为哈佛教授应该就是这个样子。
[11:12.42]You be the judge. 你们自己判断。
[11:14.10]The professor in this famous scene, he's welcoming the new 1L class, and he says, 在这段知名的桥段中，这位教授在欢迎一个1L的班级，他说：
[11:20.15]"Look to your left. Look to your right. one of you won't be here next year." 「看看你的左边，看看你的右边。你们其中一个人明年不会在这里。」
[11:23.57]What message did they hear? "It's me or you." 他们听到了什么讯息？「不是你，就是我。」
[11:26.60]For me to succeed, you must fail. 若我要成功，你就得失败。
[11:29.60]Now, I don't think too many organizations welcome newcomers that way anymore, but still, many times people arrive with that message of scarcity anyway. 我不认为还有很多组织会用那种方式来欢迎新人，但人们常常还会带着这种一山不容二虎的讯息到来。
[11:39.55]It's me or you. 不是我，就是你。
[11:40.71]It's awfully hard to team if you inadvertently see others as competitors. 如果你在不经意中就把其他人视为竞争者，要联手就会很困难。
[11:45.37]So we have to overcome that one as well, and when we do, the results can be awesome. 所以我们也得要克服那一点，当我们克服了，结果就会很棒。
[11:51.10]Abraham Lincoln said once, "I don't like that man very much. I must get to know him better." 林肯有一次这么说：「我不太喜欢那个人，我得要再多了解他一点。」
[11:57.06]Think about that -- I don't like him, that means I don't know him well enough. 想想看----我不喜欢他，那就表示我不够了解他。
[12:01.38]It's extraordinary. 那很不简单。
[12:02.45]This is the mindset, I have to say, this is the mindset you need for effective teaming. 我得要说，就是这种心态，要有这种心态，才能有效地联手合作。
[12:07.85]In our silos, we can get things done. 在我们的谷仓中（指谷仓效应），我们能把事情搞定。
[12:12.28]But when we step back and reach out and reach across, miracles can happen. 但当我们退一步，向外求助，跨出界线，奇迹就有可能会发生。
[12:17.09]Miners can be rescued, patients can be saved, beautiful films can be created. 矿工可能会被救出来，病人可能会得救，美丽的电影也可能会被创作出来。
[12:23.88]To get there, I think there's no better advice than this: look to your left, look to your right. 要做到这些，我想，最好的忠告就是：看看你的左边，看看你的右边。
[12:29.27]How quickly can you find the unique talents, skills and hopes of your neighbor, and how quickly, in turn, can you convey what you bring? 你能多快地在你的邻居身上找到独特的才华、技能，和希望，还有，你能多快地传达出你能带给他们什么？
[12:40.00]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. 因为，对我们来说，若要联手建立一个我们知道可行的，但不能只靠一己之力来创造的未来，我们就需要那种心态。
[12:47.83]Thank you. 谢谢。

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Ted演讲:如何将一群陌生人变成一个团队？