Chade-Meng Tan: Everyday compassion at Google

107,355 views ใƒป 2011-04-06

TED


ืื ื ืœื—ืฅ ืคืขืžื™ื™ื ืขืœ ื”ื›ืชื•ื‘ื™ื•ืช ื‘ืื ื’ืœื™ืช ืœืžื˜ื” ื›ื“ื™ ืœื”ืคืขื™ืœ ืืช ื”ืกืจื˜ื•ืŸ.

ืžืชืจื’ื: Guy Ernest ืžื‘ืงืจ: Ido Dekkers
00:15
So what does the happiest man in the world look like?
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ืื– ื›ื™ืฆื“ ื ืจืื” ื”ืื“ื ื”ืžืื•ืฉืจ ื‘ืขื•ืœื?
00:20
He certainly doesn't look like me.
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ื”ื•ื ื‘ื•ื“ืื™ ืœื ื ืจืื” ื›ืžื•ื ื™.
00:22
He looks like this.
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ื”ื•ื ื ืจืื” ื›ืš.
00:25
His name is Matthieu Ricard.
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ืฉืžื• ื”ื•ื ืžืชื™ืื• ืจื™ืงืจื“.
00:27
So how do you get to be the happiest man in the world?
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ืื– ื›ื™ืฆื“ ื ืขืฉื™ื ื”ืื“ื ื”ืžืื•ืฉืจ ื‘ืขื•ืœื?
00:31
Well it turns out
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ื•ื‘ื›ืŸ ื”ืชื’ืœื”
00:33
there is a way to measure happiness in the brain.
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ืฉื™ืฉ ื“ืจืš ืœืžื“ื•ื“ ืื•ืฉืจ ื‘ืžื•ื—.
00:36
And you do that by measuring the relative activation
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ื•ื–ื” ื ืขืฉื” ื‘ืืžืฆืขื•ืช ืžื“ื™ื“ื” ืฉืœ ื”ืคืขื™ืœื•ืช ื”ื™ื—ืกื™ืช
00:39
of the left prefrontal cortex in the fMRI,
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ืฉืœ ื”ืื•ื ื” ื”ืฉืžืืœื™ืช ืฉืœ ื”ืžื•ื— ื‘-FMRI,
00:42
versus the right prefrontal cortex.
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ืœืขื•ืžืช ื”ืื•ื ื” ื”ื™ืžื ื™ืช.
00:45
And Matthieu's happiness measure
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ื•ืžื“ื“ ื”ืื•ืฉืจ ืฉืœ ืžืชื™ืื•
00:47
is off the charts.
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ื”ื•ื ื”ืจื‘ื” ืžืขื‘ืจ ืœืžืžื•ืฆืข.
00:49
He's by far the happiest man
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ื”ื•ื ื”ืจื‘ื” ื™ื•ืชืจ ืžืื•ืฉืจ ืžื›ืœ
00:51
ever measured by science.
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ืžื” ืฉื ืžื“ื“ ืขืœ ื™ื“ื™ ื”ืžื“ืข.
00:55
Which leads us to a question:
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ืžื” ืฉืžื•ื‘ื™ืœ ืœืฉืืœื”:
00:58
What was he thinking when he was being measured?
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ืขืœ ืžื” ื”ื•ื ื—ืฉื‘ ื‘ื–ืžืŸ ืฉื”ื•ื ื ืžื“ื“?
01:02
Perhaps something very naughty.
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ืื•ืœื™ ืขืœ ืžืฉื”ื• ืžืื“ ืฉื•ื‘ื‘.
01:04
(Laughter)
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(ืฆื—ื•ืง)
01:06
Actually, he was meditating
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ื‘ืืžืช ื”ื•ื ืขืฉื” ืžื“ื™ื˜ืฆื™ื”
01:08
on compassion.
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ืขืœ ื—ืžืœื”.
01:11
Matthieu's own experience
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ืžื ืกื™ื•ื ื• ื”ืื™ืฉื™ ืฉืœ ืžืชื™ืื•
01:13
is that compassion is the happiest state ever.
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ื—ืžืœื” ื”ื•ื ื”ืžืฆื‘ ื”ืžืื•ืฉืจ ื‘ื™ื•ืชืจ.
01:17
Reading about Matthieu
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ื”ืงืจื™ืื” ืขืœ ืžืชื™ืื•
01:19
was one of the pivotal moments of my life.
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ื”ื™ื” ืื—ื“ ื”ืจื’ืขื™ื ื”ืžืขืฆื‘ื™ื ื‘ื™ื•ืชืจ ื‘ื—ื™ื™.
01:22
My dream
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ื”ื—ืœื•ื ืฉืœื™
01:24
is to create the conditions
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ื”ื•ื ืœื™ืฆื•ืจ ืืช ื”ืชื ืื™ื
01:26
for world peace in my lifetime --
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ืœืฉืœื•ื ืขื•ืœืžื™ ื‘ืžื”ืœืš ื™ืžื™ ื—ื™ื™ --
01:28
and to do that
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ื•ืœืขืฉื•ืช ื–ืืช
01:30
by creating the conditions
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ืขืœ ื™ื“ื™ ื™ืฆื™ืจืช ื”ืชื ืื™ื
01:32
for inner peace
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ืœืฉืœื•ื ืคื ื™ืžื™
01:34
and compassion
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ื•ื—ืžืœื”
01:36
on a global scale.
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ื‘ืจืžื” ื’ืœื•ื‘ืœื™ืช.
01:38
And learning about Matthieu
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ืžื” ืฉืœืžื“ืชื™ ืขืœ ืžืชื™ืื•
01:40
gave me a new angle to look at my work.
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ื ืชืŸ ืœื™ ื–ื•ื™ืช ื”ืกืชื›ืœื•ืช ื—ื“ืฉื” ืขืœ ื”ืขื‘ื•ื“ื” ืฉืœื™.
01:43
Matthieu's brain scan shows
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ืกืงื™ืจื•ืช ื”ืžื•ื— ืฉืœ ืžืชื™ืื• ื”ืจืื•
01:45
that compassion is not a chore.
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ืฉื—ืžืœื” ื–ื• ืœื ืžื˜ืœื”.
01:47
Compassion is something that creates happiness.
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ื—ืžืœื” ื–ื” ื“ื‘ืจ ืฉื™ื•ืฆืจ ืื•ืฉืจ.
01:50
Compassion is fun.
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ื—ืžืœื” ื–ื” ื›ื™ืฃ.
01:54
And that mind-blowing insight
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ื•ื–ืืช ื”ื›ืจื” ืžื“ื”ื™ืžื”
01:56
changes the entire game.
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ืฉืžืฉื ื” ืœื—ืœื•ื˜ื™ืŸ ืืช ื”ืžืฉื—ืง.
01:59
Because if compassion was a chore,
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ื‘ื’ืœืœ ืฉืื ื—ืžืœื” ื”ื™ืชื” ืžื˜ืœื”,
02:01
nobody's going to do it,
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ืืฃ ืื—ื“ ืœื ื”ื™ื” ืขื•ืฉื” ื–ืืช --
02:03
except maybe the Dalai Lama or something.
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ื—ื•ืฅ ืื•ืœื™ ืžื”ื“ืืœื™ ืœืืžื” ืื• ืžืฉื”ื• ื›ื–ื”.
02:06
But if compassion was fun,
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ืื‘ืœ ืื ื—ืžืœื” ื”ื™ืชื” ื›ื™ืฃ,
02:09
everybody's going to do it.
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ื›ืœ ืื—ื“ ื”ื™ื” ืขื•ืฉื” ื–ืืช.
02:11
Therefore,
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ืœื›ืŸ,
02:13
to create the conditions for global compassion,
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ื›ื“ื™ ืœื™ืฆื•ืจ ืืช ื”ืชื ืื™ื ืœื—ืžืœื” ื’ืœื•ื‘ืœื™ืช,
02:16
all we have to do
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ื›ืœ ืžื” ืฉืื ื—ื ื• ืฆืจื™ื›ื™ื ืœืขืฉื•ืช
02:19
is to reframe compassion
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ื”ื•ื ืœื”ืฆื™ื’ ืืช ื”ื—ืžืœื”
02:21
as something that is fun.
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ื›ืžืฉื”ื• ืฉื”ื•ื ื›ื™ืฃ.
02:24
But fun is not enough.
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ืื‘ืœ ื›ื™ืฃ ืื™ื ื• ืžืกืคื™ืง.
02:27
What if compassion
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ืžื” ืื ื—ืžืœื”
02:29
is also profitable?
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ื”ื™ื ื’ื ืจื™ื•ื•ื—ื™ืช?
02:33
What if compassion is also good for business?
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ืžื” ืื ื—ืžืœื” ื”ื™ื ื’ื ื˜ื•ื‘ื” ืœืขืกืงื™ื?
02:36
Then, every boss, every manager in the world,
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ืื– ื›ืœ ืžื ื”ืœ ื‘ืขื•ืœื,
02:39
will want to have compassion --
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ื™ืจืฆื” ืฉืชื”ื™ื” ืœื• ื—ืžืœื” --
02:41
like this.
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ื›ื–ืืช.
02:43
That would create the conditions
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ื–ื” ื™ืฆื•ืจ ืืช ื”ืชื ืื™ื
02:45
for world peace.
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ืœืฉืœื•ื ืขื•ืœืžื™.
02:48
So, I started paying attention
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ืื– ื”ืชื—ืœืชื™ ืœืฉื™ื ืœื‘
02:51
to what compassion looks like in a business setting.
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ื›ื™ืฆื“ ื—ืžืœื” ื ื™ืจืืช ื‘ืกื‘ื™ื‘ื” ืขื™ืกืงื™ืช.
02:54
Fortunately, I didn't have to look very far.
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ืœืžื–ืœื™ ืœื ื”ื™ื™ืชื™ ืฆืจื™ืš ืœื—ืคืฉ ืžืื“ ืจื—ื•ืง.
02:57
Because what I was looking for was right in front of my eyes --
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ื‘ื’ืœืœ ืฉืžื” ืฉื—ื™ืคืฉืชื™ ื”ื™ื” ืžืžืฉ ืžื•ืœ ืขื™ื ื™ื™ --
03:00
in Google, my company.
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ื‘ื’ื•ื’ืœ, ื”ื—ื‘ืจื” ืฉืœื™.
03:03
I know there are other compassionate companies in the world,
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ืื ื™ ื™ื•ื“ืข ืฉื™ืฉ ื—ื‘ืจื•ืช ืื—ืจื•ืช ื‘ืขื•ืœื ื‘ืขืœื•ืช ื—ืžืœื”.
03:06
but Google is the place I'm familiar with
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ืื‘ืœ ื’ื•ื’ืœ ื–ื” ื”ืžืงื•ื ืฉืื ื™ ืžื›ื™ืจ
03:08
because I've been there for 10 years,
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ื‘ื’ืœืœ ืฉืื ื™ ื ืžืฆื ืฉื ื›ื‘ืจ 10 ืฉื ื™ื,
03:10
so I'll use Google as the case study.
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ืื– ืื ื™ ืืฉืชืžืฉ ื‘ื’ื•ื’ืœ ื‘ืžืงืจื” ืžื‘ื—ืŸ.
03:13
Google is a company
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ื’ื•ื’ืœ ื”ื™ื ื—ื‘ืจื”
03:15
born of idealism.
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ืฉื ื•ืœื“ื” ืžืื™ื“ืืœื™ื.
03:17
It's a company that thrives on idealism.
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ื–ื• ื—ื‘ืจื” ืฉืคื•ืจื—ืช ืขืœ ืื™ื“ืืœื™ื.
03:21
And maybe because of that,
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ื•ืื•ืœื™ ื‘ื’ืœืœ ื–ื”,
03:23
compassion is organic
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ื—ืžืœื” ื”ื™ื ื—ืœืง ืื•ืจื’ื ื™
03:25
and widespread company-wide.
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ื•ื ืคื•ืฅ ื‘ื›ืœ ืจื—ื‘ื™ ื”ื—ื‘ืจื”.
03:29
In Google, expressions of corporate compassion
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ื‘ื’ื•ื’ืœ, ื‘ื™ื˜ื•ื™ื™ื ืฉืœ ื—ืžืœื” ืื™ืจื’ื•ื ื™ืช
03:32
almost always follow the same pattern.
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ื›ืžืขื˜ ืชืžื™ื“ ืขื•ืงื‘ื™ื ืื•ืชื• ื“ืคื•ืก.
03:34
It's sort of a funny pattern.
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ื–ื” ืกื•ื’ ืฉืœ ื“ืคื•ืก ืžืฉืขืฉืข.
03:36
It starts with a small group of Googlers
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ื–ื” ืžืชื—ื™ืœ ื‘ืงื‘ื•ืฆื” ืงื˜ื ื” ืฉืœ ืื ืฉื™ ื’ื•ื’ืœ
03:39
taking the initiative to do something.
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ื™ื•ื–ืžื™ื ืœืขืฉื•ืช ืžืฉื”ื•.
03:42
And they don't usually ask for permission;
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ื•ื”ื ื‘ื“ืจืš ื›ืœืœ ืœื ืžื‘ืงืฉื™ื ืจืฉื•ืช,
03:44
they just go ahead and do it,
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ื”ื ืคืฉื•ื˜ ื”ื•ืœื›ื™ื ื•ืขื•ืฉื™ื ื–ืืช,
03:46
and then other Googlers join in, and it just gets bigger and bigger.
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ื•ืื– ืื ืฉื™ ื’ื•ื’ืœ ืื—ืจื™ื ืžืฆื˜ืจืคื™ื, ื•ื–ื” ื’ื“ืœ ื•ื’ื“ืœ.
03:49
And sometimes it gets big enough
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ื•ืœืคืขืžื™ื ื–ื” ื’ื“ืœ ืžืกืคื™ืง
03:51
to become official.
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ื›ื“ื™ ืœื”ืคื•ืš ืœื”ื™ื•ืช ืจืฉืžื™.
03:53
So in other words,
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ืื– ื‘ืžื™ืœื™ื ืื—ืจื•ืช,
03:55
it almost always starts from the bottom up.
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ื–ื” ื›ืžืขื˜ ืชืžื™ื“ ืžืชื—ื™ืœ ืžืœืžื˜ื” ืœืžืขืœื”.
03:58
And let me give you some examples.
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ื•ื”ืจืฉื• ืœื™ ืœืชืช ืœื›ื ืžืกืคืจ ื“ื•ื’ืžืื•ืช.
04:00
The first example is the largest annual community event --
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ื”ื“ื•ื’ืžื ื”ืจืืฉื•ื ื” ื”ื™ื ื”ืื™ืจื•ืข ื”ืงื”ื™ืœืชื™ ื”ืฉื ืชื™ ื”ื’ื“ื•ืœ ื‘ื™ื•ืชืจ --
04:04
where Googlers from around the world
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ื‘ื• ืื ืฉื™ ื’ื•ื’ืœ ืžื›ืœ ืจื—ื‘ื™ ื”ืขื•ืœื
04:06
donate their labor to their local communities --
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ืชื•ืจืžื™ื ืืช ืขืžืœื ืœืงื”ื™ืœื•ืช ื”ืžืงื•ืžื™ื•ืช ืฉืœื”ื --
04:09
was initiated and organized
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ื”ื™ื•ื–ืžื” ื•ื”ืืจื’ื•ืŸ ื”ื—ืœื•
04:11
by three employees
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ืขืœ ื™ื“ื™ ืฉืœื•ืฉื” ืขื•ื‘ื“ื™ื
04:13
before it became official,
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ืœืคื ื™ ืฉื”ืคืš ืœื”ื™ื•ืช ืจืฉืžื™ --
04:15
because it just became too big.
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ื‘ื’ืœืœ ืฉื–ื” ื”ืคืš ืœื”ื™ื•ืช ื’ื“ื•ืœ ืžื“ื™.
04:17
Another example, three Googlers --
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ื“ื•ื’ืžื ื ื•ืกืคืช, ืฉืœื•ืฉื” ืขื•ื‘ื“ื™ ื’ื•ื’ืœ --
04:19
a chef, an engineer
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ื˜ื‘ื—, ืžื”ื ื“ืก
04:22
and, most funny, a massage therapist --
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ื•ื”ื›ื™ ืžืฉืขืฉืข, ืžืขืกื” --
04:25
three of them, they learned about a region in India
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ืฉืœื•ืฉืชื, ืฉืžืขื• ืขืœ ืื–ื•ืจ ื‘ื”ื•ื“ื•
04:28
where 200,000 people live
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ื‘ื• ื—ื™ื™ื 200,000 ืื™ืฉ
04:30
without a single medical facility.
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ื‘ืœื™ ืžืชืงืŸ ืจืคื•ืื™ ืื—ื“.
04:32
So what do they do?
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ืื– ืžื” ื”ื ืขืฉื•?
04:34
They just go ahead and start a fundraiser.
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ื”ื ื”ืชื—ื™ืœื• ืœื’ื™ื™ืก ื›ืกืคื™ื.
04:37
And they raise enough money to build this hospital --
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ื•ื”ื ื’ื™ื™ืกื• ืžืกืคื™ืง ื›ืกืฃ ื›ื“ื™ ืœื‘ื ื•ืช ื‘ื™ืช ื—ื•ืœื™ื --
04:40
the first hospital of its kind
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ื‘ื™ืช ื”ื—ื•ืœื™ื ื”ืจืืฉื•ืŸ ืžืกื•ื’ื•
04:42
for 200,000 people.
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ืœ-200,000 ืื™ืฉ.
04:44
During the Haiti earthquake,
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ื‘ืžื”ืœืš ืจืขื™ื“ืช ื”ืื“ืžื” ื‘ื”ืื™ื˜ื™
04:46
a number of engineers and product managers
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ืžืกืคืจ ืžื”ื ื“ืกื™ื ื•ืžื ื”ืœื™ ืžื•ืฆืจ
04:49
spontaneously came together
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ื”ืชืื’ื“ื• ื‘ืฆื•ืจื” ืกืคื•ื ื˜ื ื™ืช
04:51
and stayed overnight
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ื•ื ืฉืืจื• ื‘ืžื”ืœืš ืœื™ืœื”
04:53
to build a tool
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ื›ื“ื™ ืœื™ืฆื•ืจ ื›ืœื™
04:55
to allow earthquake victims to find their loved ones.
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ืฉื™ืืคืฉืจ ืœืงื•ืจื‘ื ื•ืช ืฉืœ ืจืขื™ื“ืช ื”ืื“ืžื” ืœืžืฆื•ื ืืช ื”ื™ืงืจื™ื ืœื”ื.
04:59
And expressions of compassion
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ื•ื‘ื™ื˜ื•ื™ื™ื ืฉืœ ื—ืžืœื”
05:01
are also found in our international offices.
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ืืคืฉืจ ืœืžืฆื•ื ื’ื ื‘ืžืฉืจื“ื™ื ื”ื‘ื™ืŸ ืœืื•ืžื™ื™ื ืฉืœื ื•.
05:04
In China for example,
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ื‘ืกื™ืŸ ืœืžืฉืœ,
05:06
one mid-level employee
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ืขื•ื‘ื“ ื‘ืจืžืช ื”ื‘ื™ื ื™ื™ื
05:08
initiated the largest social action competition in China,
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ื™ื–ื ืืช ืชื—ืจื•ืช ื”ืคืขื•ืœื” ื”ื—ื‘ืจืชื™ืช ื”ื’ื“ื•ืœื” ื‘ื™ื•ืชืจ ื‘ืกื™ืŸ
05:13
involving more than 1,000 schools in China,
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ืฉื›ืœืœื” ื™ื•ืชืจ ืž-1,000 ื‘ืชื™ ืกืคืจ ื‘ืกื™ืŸ --
05:15
working on issues
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ืฉืขื‘ื“ื• ืขืœ ื ื•ืฉืื™ื
05:17
such as education, poverty,
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ื›ืžื• ื—ื™ื ื•ืš, ืขื•ื ื™,
05:19
health care and the environment.
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ื‘ืจื™ืื•ืช ื•ื”ืกื‘ื™ื‘ื”.
05:23
There is so much organic social action
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ื™ืฉ ื›ืœ ื›ืš ื”ืจื‘ื” ืคืขื™ืœื•ืช ื—ื‘ืจืชื™ืช ืื•ืจื’ื ื™ืช
05:25
all around Google
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ื‘ื›ืœ ืจื—ื‘ื™ ื’ื•ื’ืœ,
05:27
that the company decided to form
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ืฉื”ื—ื‘ืจื” ื”ื—ืœื™ื˜ื” ืœื™ืฆื•ืจ
05:29
a social responsibility team
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ืฆื•ื•ืช ืื—ืจื™ื•ืช ื—ื‘ืจืชื™ืช
05:31
just to support these efforts.
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ืจืง ื›ื“ื™ ืœืชืžื•ืš ื‘ืžืืžืฆื™ื ื”ืืœื”.
05:33
And this idea, again,
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ื•ื”ืจืขื™ื•ืŸ ื”ื–ื”, ื’ื ื”ื•ื,
05:35
came from the grassroots,
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ื”ื’ื™ืข ืžื”ืฉื•ืจืฉื™ื,
05:37
from two Googlers who wrote their own job descriptions
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ืžืฉื ื™ ืขื•ื‘ื“ื™ ื’ื•ื’ืœ ืฉื›ืชื‘ื• ืืช ืชืื•ืจ ื”ืชืคืงื™ื“ ืฉืœื”ื ื‘ืขืฆืžื
05:40
and volunteered themselves for the job.
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ื•ื ื™ื“ื‘ื• ืืช ืขืฆืžื ืœืชืคืงื™ื“.
05:43
And I found it fascinating
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ืื ื™ ืžื•ืฆื ืืช ื–ื” ืžื“ื”ื™ื
05:45
that the social responsibility team
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ืฉืฆื•ื•ืช ื”ืื—ืจื™ื•ืช ื”ื—ื‘ืจืชื™ืช
05:47
was not formed as part of some grand corporate strategy.
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ืœื ื ื•ืฆืจ ื›ื—ืœืง ืžืืกื˜ืจื˜ื’ื™ื” ืื™ืจื’ื•ื ื™ืช ื’ื“ื•ืœื”.
05:50
It was two persons saying, "Let's do this,"
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ื–ื” ื”ื™ื” ื™ื•ืชืจ, ืฉื ื™ ืื ืฉื™ื ืฉืื•ืžืจื™ื "ื‘ื•ืื• ื ืขืฉื” ื–ืืช",
05:53
and the company said, "Yes."
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ื•ื”ื—ื‘ืจื” ืืžืจื”, "ื›ืŸ".
05:57
So it turns out
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ื›ืš ื™ื•ืฆื
05:59
that Google is a compassionate company,
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ืฉื’ื•ื’ืœ ื”ื™ื ื—ื‘ืจื” ื‘ืขืœืช ื—ืžืœื”,
06:01
because Googlers found
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ื‘ื’ืœืœ ืฉืื ืฉื™ ื’ื•ื’ืœ ืžืฆืื•
06:03
compassion to be fun.
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ืฉื—ืžืœื” ื–ื” ื›ื™ืฃ.
06:06
But again, fun is not enough.
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ืื‘ืœ ืฉื•ื‘, ื›ื™ืฃ ื”ื•ื ืœื ืžืกืคื™ืง.
06:10
There are also real business benefits.
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ื™ืฉ ื’ื ื”ื˜ื‘ื•ืช ืขื™ืกืงื™ื•ืช ืืžื™ืชื™ื•ืช.
06:13
So what are they?
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ืื– ืžื” ื”ืŸ?
06:15
The first benefit of compassion
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ื”ื”ื˜ื‘ื” ื”ืจืืฉื•ื ื” ืฉืœ ื—ืžืœื”
06:18
is that it creates highly effective business leaders.
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ื”ื™ื ืฉื”ื™ื ื™ื•ืฆืจืช ืžื ื”ื™ื’ื™ื ืขื™ืกืงื™ื™ื ืžืื“ ืืคืงื˜ื™ื‘ื™ื.
06:23
What does that mean?
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ืžื” ื–ื” ืื•ืžืจ?
06:25
There are three components of compassion.
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ื™ืฉ ืฉืœื•ืฉื” ืžืจื›ื™ื‘ื™ื ืœื—ืžืœื”.
06:27
There is the affective component,
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ื™ืฉ ืืช ื”ืžืจื›ื™ื‘ ื”ืจื™ื’ืฉื™,
06:30
which is, "I feel for you."
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ืฉื”ื•ื. "ืื ื™ ืžืจื’ื™ืฉ ืื•ืชืš".
06:32
There is the cognitive component,
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ื™ืฉ ืืช ื”ืžืจื›ื™ื‘ ื”ืงื•ื’ื ื˜ื™ื‘ื™,
06:34
which is, "I understand you."
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ืฉื”ื•ื, "ืื ื™ ืžื‘ื™ืŸ ืื•ืชืš".
06:36
And there is a motivational component,
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ื•ื™ืฉ ืืช ื”ืžืจื›ื™ื‘ ื”ืžื•ื˜ื™ื‘ืฆื™ื•ื ื™,
06:38
which is, "I want to help you."
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ืฉื”ื•ื, "ืื ื™ ืจื•ืฆื” ืœืขื–ื•ืจ ืœืš".
06:42
So what has this got to do with business leadership?
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ืื– ืื™ืš ื–ื” ืงืฉื•ืจ ืœืžื ื”ื™ื’ื•ืช ืขื™ืกืงื™ืช?
06:46
According to a very comprehensive study
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ืœืคื™ ืžื—ืงืจ ืžืื“ ืžืงื™ืฃ
06:48
led by Jim Collins,
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ืฉื ืขืจืš ืขืœ ื™ื“ื™ ื’'ื™ื ืงื•ืœื™ื ืก,
06:50
and documented in the book "Good to Great,"
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ื•ืชื•ืขื“ ื‘ืกืคืจ "ืžื˜ื•ื‘ ืœืžืฆื•ื™ืŸ",
06:53
it takes a very special kind of leader
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ื ื“ืจืฉ ืกื•ื’ ืžืื“ ืžื™ื•ื—ื“ ืฉืœ ืžื ื”ื™ื’
06:56
to bring a company
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ื›ื“ื™ ืœื”ื‘ื™ื ื—ื‘ืจื”
06:58
from goodness to greatness.
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ืžื˜ื•ื‘ ืœืžืฆื•ื™ื ื•ืช.
07:01
And he calls them "Level 5 leaders."
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ื•ื”ื•ื ืงื•ืจื ืœื”ื "ืžื ื”ื™ื’ื™ื ื‘ืจืžื” ื—ืžืฉ".
07:04
These are leaders
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ืื™ืœื• ื”ื ืžื ื”ื™ื’ื™ื
07:06
who, in addition to being highly capable,
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ืฉื‘ื ื•ืกืฃ ืœื”ื™ื•ืชื ื‘ืขืœื™ ื™ื›ื•ืœืช ื’ื‘ื•ื”ื”,
07:09
possess two important qualities,
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ื”ื ื‘ืขืœื™ ืฉืชื™ ืชื›ื•ื ื•ืช ื—ืฉื•ื‘ื•ืช,
07:12
and they are
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ื•ื”ืŸ
07:14
humility and ambition.
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ืฆื ื™ืขื•ืช ื•ืืžื‘ื™ืฆื™ื”.
07:17
These are leaders
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ืืœื• ื”ื ืžื ื”ื™ื’ื™ื
07:19
who are highly ambitious for the greater good.
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ื‘ืขืœื™ ืืžื‘ื™ืฆื™ื” ื’ื‘ื•ื”ื” ืœืขืฉื•ืช ื˜ื•ื‘.
07:22
And because they're ambitious for a greater good,
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ื•ื‘ื’ืœืœ ืฉื”ื ืืžื‘ื™ืฆื™ื•ื ื™ื ืœืขืฉื•ืช ื˜ื•ื‘,
07:24
they feel no need to inflate their own egos.
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ื”ื ืื™ื ื ืฆืจื™ื›ื™ื ืœื ืคื— ืืช ื”ืื’ื• ืฉืœื”ื.
07:27
And they, according to the research,
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ื•ื”ื, ืœืคื™ ื”ืžื—ืงืจ,
07:29
make the best business leaders.
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ื”ืžื ื”ื™ื’ื™ื ื”ืขื™ืกืงื™ื™ื ื”ื˜ื•ื‘ื™ื ื‘ื™ื•ืชืจ.
07:33
And if you look at these qualities
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ื•ืื ืืชื ืžื‘ื™ื˜ื™ื ืขืœ ื”ืชื›ื•ื ื•ืช ื”ืืœื”
07:35
in the context of compassion,
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ื‘ื”ืงืฉืจ ืฉืœ ื—ืžืœื”,
07:37
we find
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ืื ื—ื ื• ืžื•ืฆืื™ื
07:39
that the cognitive and affective components of compassion --
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ืฉื”ืžืจื›ื™ื‘ื™ื ื”ืงื•ื’ื ื™ื˜ื™ื‘ื™ื ื•ืจื’ืฉื™ื™ื ืฉืœ ื—ืžืœื” --
07:43
understanding people and empathizing with people --
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ืœื”ื‘ื™ืŸ ืื ืฉื™ื ื•ืœื”ืฉืชืชืฃ ื‘ืจื’ืฉื•ืชื™ื”ื --
07:47
inhibits, tones down,
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ืžืขื›ื‘, ืžื•ืจื™ื“,
07:50
what I call the excessive self-obsession that's in us,
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ืืช ืžื” ืฉืื ื™ ืงื•ืจื ืœื• ืื•ื‘ืกืกื™ื‘ื™ื•ืช ืขืฆืžื™ืช ืžื•ื’ื‘ืจืช ืฉื ืžืฆืืช ื‘ืชื•ื›ื ื• --
07:54
therefore creating the conditions
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ื•ื›ืš ื™ื•ืฆืจื™ื ืืช ื”ืชื ืื™ื
07:56
for humility.
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ืœืฆื ื™ืขื•ืช.
07:59
The motivational component of compassion
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ื”ืžืจื›ื™ื‘ ื”ืžื•ื˜ื‘ืฆื™ื•ื ื™ ืฉืœ ื—ืžืœื”
08:02
creates ambition for greater good.
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ื™ื•ืฆืจ ืืžื‘ื™ืฆื™ื” ืœืขืฉื•ืช ื˜ื•ื‘.
08:05
In other words,
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ื‘ืžื™ืœื™ื ืื—ืจื•ืช,
08:07
compassion is the way to grow Level 5 leaders.
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ื—ืžืœื” ื”ื™ื ื”ื“ืจืš ืœื’ื“ืœ ืžื ื”ื™ื’ื™ื ื‘ืจืžื” 5.
08:11
And this is the first compelling business benefit.
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ื•ื–ื•ื”ื™ ื”ื”ื˜ื‘ื” ื”ืขื™ืกืงื™ืช ื”ืžื•ืฉื›ืช ื”ืจืืฉื•ื ื”.
08:15
The second compelling benefit of compassion
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ื”ื”ื˜ื‘ื” ื”ืžื•ืฉื›ืช ื”ืฉื ื™ื” ืฉืœ ื—ืžืœื”
08:18
is that it creates an inspiring workforce.
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ื”ื™ื ืฉื”ื™ื ื™ื•ืฆืจืช ืกื‘ื™ื‘ืช ืขื‘ื•ื“ื” ืžืขื•ืจืจืช ื”ืฉืจืื”.
08:22
Employees mutually inspire each other
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ืขื•ื‘ื“ื™ื ืžืขื•ืจืจื™ื ื”ืฉืจืื” ืื—ื“ ืขืœ ื”ืฉื ื™
08:25
towards greater good.
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ืœืžืขืŸ ืขืฉื™ื™ืช ื˜ื•ื‘.
08:27
It creates a vibrant, energetic community
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ื”ื™ื ื™ื•ืฆืจืช ืงื”ื™ืœื” ื—ื™ื” ื•ืื ืจื’ื˜ื™ืช
08:29
where people admire and respect each other.
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ื‘ื” ืื ืฉื™ื ืžืขืจื™ื›ื™ื ื•ืžื›ื‘ื“ื™ื ืื—ื“ ืืช ื”ืฉื ื™.
08:32
I mean, you come to work in the morning,
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ืื ื™ ืžืชื›ื•ื•ืŸ, ืืชื ืžื’ื™ืขื™ื ืœืขื‘ื•ื“ื” ื‘ื‘ื•ืงืจ,
08:34
and you work with three guys
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ื•ืืชื ืขื•ื‘ื“ื™ื ืขื ื”ืื ืฉื™ื ื”ืืœื”
08:36
who just up and decide to build a hospital in India.
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ืฉืงืžื• ื•ื”ื—ืœื™ื˜ื• ืœื‘ื ื•ืช ื‘ื™ืช ื—ื•ืœื™ื ื‘ื”ื•ื“ื•.
08:40
It's like how can you not be inspired by those people --
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ืื™ืš ืืคืฉืจ ืœื ืœืงื‘ืœ ื”ืฉืจืื” ืžืื ืฉื™ื ืืœื” --
08:43
your own coworkers?
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ื”ืขื•ื‘ื“ื™ื ืื™ืชื›ื?
08:46
So this mutual inspiration
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ืื– ื”ื”ืฉืจืื” ื”ื”ื“ื“ื™ืช ื”ื–ืืช
08:48
promotes collaboration,
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ืžืขื•ื“ื“ืช ืฉื™ืชื•ืฃ ืคืขื•ืœื”,
08:50
initiative and creativity.
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ื™ื•ื–ืžื” ื•ื™ืฆื™ืจืชื™ื•ืช.
08:52
It makes us a highly effective company.
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ื–ื” ื”ื•ืคืš ืื•ืชื ื• ืœื—ื‘ืจื” ืžืื“ ืืคืงื˜ื™ื‘ื™ืช.
08:56
So, having said all that,
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ืื–, ืœืื•ืจ ื”ื“ื‘ืจื™ื ื”ืืœื”,
08:58
what is the secret formula
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ืžื”ื™ ื”ื ื•ืกื—ื” ื”ืกื•ื“ื™ืช
09:00
for brewing compassion
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ืœื™ืฆืจ ื—ืžืœื”
09:03
in the corporate setting?
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ื‘ืกื‘ื™ื‘ื” ืฉืœ ืืจื’ื•ืŸ ื’ื“ื•ืœ?
09:05
In our experience,
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ืžื”ื ืกื™ื•ืŸ ืฉืœื ื•,
09:07
there are three ingredients.
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ื™ืฉ ืฉืœื•ืฉื” ืžืจื›ื™ื‘ื™ื.
09:09
The first ingredient
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ื”ืžืจื›ื™ื‘ ื”ืจืืฉื•ืŸ
09:11
is to create a culture
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ื”ื•ื ืœื™ืฆื•ืจ ืชืจื‘ื•ืช
09:14
of passionate concern
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ืฉืœ ื“ืื’ื” ืขื ืชืฉื•ืงื”
09:16
for the greater good.
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ืœืขืฉื™ืช ื˜ื•ื‘ ืจื—ื‘.
09:18
So always think:
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ืชืžื™ื“ ืœื—ืฉื•ื‘,
09:20
how is your company and your job
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ืื™ืš ื”ื—ื‘ืจื” ืฉืœื›ื ื•ื”ืชืคืงื™ื“ ืฉืœื›ื
09:23
serving the greater good?
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ืžืฉืจืชื™ื ื˜ื•ื‘ ืจื—ื‘ ื™ื•ืชืจ?
09:25
Or, how can you further serve
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ืื• ื›ื™ืฆื“ ืืชื ื™ื›ื•ืœื™ื ืœื”ืžืฉื™ืš ืœืฉืจืช
09:27
the greater good?
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ืืช ื”ื˜ื•ื‘ ื”ืจื—ื‘ ื™ื•ืชืจ?
09:29
This awareness of serving the greater good
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ื”ืžื•ื“ืขื•ืช ื”ื–ืืช ืœืฉื™ืจื•ืช ืฉืœ ื˜ื•ื‘ ืจื—ื‘ ื™ื•ืชืจ
09:32
is very self-inspiring
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ื”ื™ื ืžืื“ ืžืขื•ืจืจืช ื”ืฉืจืื” ืขืฆืžื™ืช
09:34
and it creates fertile ground
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ื•ื”ื™ื ื™ื•ืฆืจืช ืงืจืงืข ืคื•ืจื™ื”
09:36
for compassion to grow in.
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ืœื—ืžืœื” ืœื’ื“ื•ืœ ื‘ื”.
09:38
That's one.
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ื–ื” ื”ืจืืฉื•ืŸ.
09:40
The second ingredient
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ื”ืžืจื›ื™ื‘ ื”ืฉื ื™
09:42
is autonomy.
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ื”ื•ื ืื•ื˜ื•ื ื•ืžื™ื”.
09:44
So in Google, there's a lot of autonomy.
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ื‘ื’ื•ื’ืœ ื™ืฉ ื”ืจื‘ื” ืื•ื˜ื•ื ื•ืžื™ื”.
09:47
And one of our most popular managers jokes that,
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ื•ืื—ื“ ื”ืžื ื”ืœื™ื ื”ื™ื•ืชืจ ืคื•ืคื•ืœืจื™ื ืฉืœื ื•, ืžืชื‘ื“ื—
09:49
this is what he says,
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ื•ื–ื” ืžื” ืฉื”ื•ื ืื•ืžืจ,
09:51
"Google is a place
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"ื’ื•ื’ืœ ื”ื™ื ืžืงื•ื
09:53
where the inmates run the asylum."
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ืฉื”ืืกื™ืจื™ื ืžื ื”ืœื™ื ืืช ื”ื›ืœื".
09:56
And he considers himself one of the inmates.
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ื•ื”ื•ื ืžื—ืฉื™ื‘ ืืช ืขืฆืžื• ื›ืื—ื“ ื”ืืกื™ืจื™ื.
09:59
If you already have
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ืื ื›ื‘ืจ ื™ืฉ ืœื›ื
10:01
a culture of compassion
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ืชืจื‘ื•ืช ืฉืœ ื—ืžืœื”
10:03
and idealism
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ื•ืื™ื“ื™ืืœื™ื,
10:05
and you let your people roam free,
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ื•ืืชื ื ื•ืชื ื™ื ืœืื ืฉื™ื ืฉืœื›ื ืœื”ืกืชื•ื‘ื‘ ื—ื•ืคืฉื™,
10:07
they will do the right thing
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ื”ื ื™ืขืฉื• ืืช ื”ื“ื‘ืจ ื”ื ื›ื•ืŸ
10:09
in the most compassionate way.
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ื‘ื“ืจืš ืขื ื”ื›ื™ ื”ืจื‘ื” ื—ืžืœื”.
10:12
The third ingredient
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ื”ืžืจื›ื™ื‘ ื”ืฉืœื™ืฉื™
10:14
is to focus on inner development
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ื”ื•ื ืœื”ืชืžืงื“ ืขืœ ื”ืชืคืชื—ื•ืช ืคื ื™ืžื™ืช
10:17
and personal growth.
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ื•ื’ื“ื™ืœื” ืื™ืฉื™ืช.
10:19
Leadership training in Google, for example,
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ืื™ืžื•ื ื™ ืžื ื”ื™ื’ื•ืช ื‘ื’ื•ื’ืœ, ืœืžืฉืœ,
10:22
places a lot of emphasis on the inner qualities,
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ืžื“ื’ื™ืฉื™ื ืืช ื”ืชื›ื•ื ื•ืช ื”ืคื ื™ืžื™ื•ืช,
10:25
such as self-awareness, self-mastery,
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ื›ืžื• ืžื•ื“ืขื•ืช ืขืฆืžื™ืช, ืฉืœื™ื˜ื” ืขืฆืžื™ืช,
10:28
empathy and compassion,
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ืืžืคื˜ื™ื” ื•ื—ืžืœื”,
10:31
because we believe
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ื‘ื’ืœืœ ืฉืื ื—ื ื• ืžืืžื™ื ื™ื
10:33
that leadership begins
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ืฉืžื ื”ื™ื’ื•ืช ืžืชื—ื™ืœื”
10:35
with character.
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ื‘ืื•ืคื™.
10:38
We even created a seven-week curriculum
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ื™ืฆืจื ื• ืชื›ื ื™ื•ืช ืœื™ืžื•ื“ื™ื ื‘ืช ืฉื‘ืขื” ืฉื‘ื•ืขื•ืช
10:40
on emotion intelligence,
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ืขืœ ืื™ื ื˜ืœื’ื ืฆื™ื” ืจื’ืฉื™ืช,
10:42
which we jokingly call "Searching Inside Yourself."
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ืฉืื ื• ืžื›ื ื™ื ื‘ืฆื—ื•ืง "ื—ื™ืคื•ืฉ ื‘ืชื•ืš ืขืฆืžืš".
10:46
It's less naughty than it sounds.
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ื–ื” ืคื—ื•ืช ืžืฉืขืฉืข ืžืžื” ืฉื–ื” ื ืฉืžืข.
10:50
So I'm an engineer by training,
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ืื– ืื ื™ ืžื”ื ื“ืก ื‘ื”ื›ืฉืจืชื™,
10:52
but I'm one of the creators and instructors of this course,
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ืื‘ืœ ืื ื™ ืื—ื“ ื”ื™ื•ืฆืจื™ื ื•ื”ืžื“ืจื™ื›ื™ื ืฉืœ ื”ืงื•ืจืก ื”ื–ื”,
10:56
which I find kind of funny,
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ืฉืื ื™ ืžื•ืฆื ื›ื“ื™ ืžืฉืขืฉืข,
10:58
because this is a company that trusts an engineer
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ื‘ื’ืœืœ ืฉื–ื• ื—ื‘ืจื” ืฉืกื•ืžื›ืช ืขืœ ืžื”ื ื“ืก
11:00
to teach emotion intelligence.
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ืฉื™ืœืžื“ ืื™ื ื˜ืœื’ื ืฆื™ื” ืจื™ื’ืฉื™ืช.
11:02
What a company.
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ืื™ื–ื• ื—ื‘ืจื”.
11:04
(Laughter)
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(ืฆื—ื•ืง)
11:06
So "Search Inside Yourself" -- how does it work?
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ืื– "ื—ื™ืคื•ืฉ ื‘ืชื•ืš ืขืฆืžืš" - ืื™ืš ื–ื” ืขื•ื‘ื“?
11:09
It works in three steps.
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ื–ื” ืขื•ื‘ื“ ื‘ืฉืœื•ืฉื” ืฉืœื‘ื™ื.
11:11
The first step
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ื”ืฉืœื‘ ื”ืจืืฉื•ืŸ
11:13
is attention training.
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ื–ื” ืื™ืžื•ื ื™ ืชืฉื•ืžืช ืœื‘.
11:15
Attention is the basis
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ืชืฉื•ืžืช ืœื‘ ื–ื” ื”ื‘ืกื™ืก
11:18
of all higher cognitive and emotional abilities.
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ืœื›ืœ ื”ื™ื›ื•ืœื•ืช ื”ืงื•ื’ื ื˜ื™ื‘ื™ื•ืช ื•ื”ืจื’ืฉื™ื•ืช ื”ื’ื‘ื•ื”ื•ืช ื™ื•ืชืจ.
11:24
Therefore, any curriculum
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ืœื›ืŸ, ื›ืœ ืชื›ื ื™ืช ืงื•ืจืก
11:26
for training emotion intelligence
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ืœื”ื“ืจื›ืช ืื™ื ื˜ืœื’ื ืฆื™ื” ืจื™ื’ืฉื™ืช
11:28
has to begin with attention training.
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ืฆืจื™ื›ื” ืœื”ืชื—ื™ืœ ื‘ืื™ืžื•ืŸ ื‘ืชืฉื•ืžืช ืœื‘.
11:32
The idea here is to train attention
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ื”ืจืขื™ื•ืŸ ืคื” ื”ื•ื ืœืืžืŸ ื‘ืชืฉื•ืžืช ืœื‘
11:35
to create a quality of mind
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ื›ื“ื™ ืœื™ืฆื•ืจ ืื™ื›ื•ืช ืฉืœ ื”ืžื•ื—
11:37
that is calm and clear
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ืฉืœ ืฉืœื•ื•ื” ื•ื‘ื”ื™ืจื•ืช
11:39
at the same time.
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ื‘ืื•ืชื• ื”ื–ืžืŸ.
11:42
And this creates the foundation
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ื•ื–ื” ื™ื•ืฆืจ ืืช ื”ื™ืกื•ื“ื•ืช
11:44
for emotion intelligence.
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ืœืื™ื ื˜ืœื’ื ืฆื™ื” ืจื™ื’ืฉื™ืช.
11:47
The second step follows the first step.
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ื”ืฉืœื‘ ื”ืฉื ื™ ืžืžืฉื™ืš ืืช ื”ืฉืœื‘ ื”ืจืืฉื•ืŸ.
11:50
The second step is developing self-knowledge
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ื”ืฉืœื‘ ื”ืฉื ื™ ื”ื•ื ืคื™ืชื•ื— ืฉืœ ื™ื“ืข ืขืฆืžื™
11:53
and self-mastery.
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ื•ืฉืœื™ื˜ื” ืขืฆืžื™ืช.
11:55
So using the supercharged attention from step one,
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ื›ืš ื‘ืฉื™ืžื•ืฉ ื‘ืชืฉื•ืžืช ื”ืœื‘ ื”ื˜ืขื•ื ื” ืžื”ืฉืœื‘ ื”ืจืืฉื•ืŸ,
11:59
we create a high-resolution perception
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ืื ื—ื ื• ื™ื•ืฆืจื™ื ืชืคื™ืกื” ื‘ื—ื“ื•ืช ื’ื‘ื•ื”ื”
12:02
into the cognitive and emotive processes.
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ืฉืœ ื”ืชื”ืœื™ื›ื™ื ื”ืงื•ื’ื ื˜ื™ื‘ื™ื ื•ื”ืจื’ืฉื™ื™ื.
12:05
What does that mean?
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ืžื” ื–ื” ืื•ืžืจ?
12:07
It means being able to observe our thought stream
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ื–ื” ืื•ืžืจ ืœื”ื™ื•ืช ืžืกื•ื’ืœื™ื ืœื”ื‘ื—ื™ืŸ ื‘ื–ืจื ื”ืžื—ืฉื‘ืชื™ ืฉืœื ื•
12:11
and the process of emotion
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ื•ืชื”ืœื™ื›ื™ื ื”ืจื’ืฉื™ื™ื
12:13
with high clarity,
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ื‘ื‘ื”ื™ืจื•ืช ื’ื‘ื•ื”ื”,
12:15
objectivity
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ื‘ืฆื•ืจื” ืื•ื‘ื™ืงื˜ื™ื‘ื™ืช
12:17
and from a third-person perspective.
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ื•ืžืคืจืกืคืงื˜ื™ื‘ื” ืฉืœ ืื“ื ืฉืœื™ืฉื™.
12:20
And once you can do that,
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ื•ื›ืืฉืจ ืืชื ืžืกื•ื’ืœื™ื ืœืขืฉื•ืช ื–ืืช,
12:22
you create the kind of self-knowledge
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ืืชื ื™ื•ืฆืจื™ื ืกื•ื’ ืฉืœ ื™ื“ืข ืขืฆืžื™
12:24
that enables self-mastery.
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ืฉืžืืคืฉืจ ืฉืœื™ื˜ื” ืขืฆืžื™ืช.
12:28
The third step, following the second step,
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ื”ืฉืœื‘ ื”ืฉืœื™ืฉื™, ืžืžืฉื™ืš ืืช ื”ืฉืœื‘ ื”ืฉื ื™,
12:31
is to create new mental habits.
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ื”ื•ื ืœื™ืฆื™ืจืช ื”ืจื’ืœื™ื ืžื ื˜ืœื™ื™ื.
12:33
What does that mean? Imagine this.
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ืžื” ื–ื” ืื•ืžืจ? ื“ืžื™ื™ื ื• ืœื›ื.
12:36
Imagine whenever you meet any other person,
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ื“ืžื™ื™ื ื• ืฉื›ืืฉืจ ืืชื ืคื•ื’ืฉื™ื ื›ืœ ืื“ื ืื—ืจ,
12:39
any time you meet a person,
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ื‘ื›ืœ ืคืขื ืฉืืชื ืคื•ื’ืฉื™ื ืืช ื”ืื“ื ืฉืœื›ื,
12:41
your habitual, instinctive first thought
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ื”ื”ืจื’ืœ ืฉืœื›ื, ื”ืžื—ืฉื‘ื” ื”ืื™ื ืกื˜ื™ื ืงื˜ื™ืช ื”ืจืืฉื•ื ื”,
12:44
is, "I want you to be happy.
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ื”ื™ื "ืื ื™ ืจื•ืฆื” ืฉืชื”ื™ื” ืžืื•ืฉืจ.
12:46
I want you to be happy."
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ืื ื™ ืจื•ืฆื” ืฉืชื”ื™ื” ืžืื•ืฉืจ."
12:48
Imagine you can do that.
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ื“ืžื™ื™ื ื• ืฉืืชื ื™ื›ื•ืœื™ื ืœืขืฉื•ืช ื–ืืช.
12:50
Having this habit, this mental habit,
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ืงื™ื•ื ื”ื”ืจื’ืœ ื”ื–ื”, ื”ื”ืจื’ืœ ื”ืžื ื˜ืœื™ ื”ื–ื”,
12:52
changes everything at work.
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ืžืฉื ื” ืืช ื”ื›ืœ ื‘ืขื‘ื•ื“ื”.
12:55
Because this good will
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ืžืื—ืจ ื•ืฉื”ืจืฆื•ืŸ ื”ื˜ื•ื‘ ื”ื–ื”
12:57
is unconsciously picked up by other people,
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ื ืงืœื˜ ื‘ืฆื•ืจื” ืœื ืžื•ื“ืขืช ืขืœ ื™ื“ื™ ืื ืฉื™ื ืื—ืจื™ื,
13:00
and it creates trust,
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ื•ื–ื” ื™ื•ืฆืจ ืืžื•ืŸ,
13:03
and trust creates a lot of good working relationships.
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ื•ืืžื•ืŸ ื™ื•ืฆืจ ื”ืจื‘ื” ื™ื—ืกื™ ืขื‘ื•ื“ื” ื˜ื•ื‘ื™ื.
13:07
And this also creates the conditions
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ื•ื–ื” ื’ื ื™ื•ืฆืจ ืชื ืื™ื
13:09
for compassion in the workplace.
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ืœื—ืžืœื” ื‘ืžืงื•ื ื”ืขื‘ื•ื“ื”.
13:12
Someday, we hope to open-source
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ื™ื•ื ืื—ื“, ืื ื—ื ื• ืžืงื•ื•ื™ื ืœืฉื—ืจืจ ื›ืงื•ื“ ื—ื•ืคืฉื™
13:15
"Search Inside Yourself"
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ืืช "ื”ื—ื™ืคื•ืฉ ื‘ืชื•ืš ืขืฆืžืš"
13:17
so that everybody in the corporate world
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ื›ื“ื™ ืฉื›ืœ ืื—ื“ ื‘ืขื•ืœื ื”ืื™ืจื’ื•ื ื™
13:20
will at least be able to use it as a reference.
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ื™ื•ื›ืœ ืœืคื—ื•ืช ืœื”ืฉืชืžืฉ ื‘ื–ื” ื›ืžืงื•ืจ ืœื”ืชื™ื—ืกื•ืช.
13:24
And in closing,
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ื•ืœืกื™ื•ื,
13:26
I want to end the same place I started,
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ืื ื™ ืจื•ืฆื” ืœืกื™ื™ื ื‘ืื•ืชื• ื”ืžืงื•ื ื‘ื• ื”ืชื—ืœืชื™,
13:28
with happiness.
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ืขื ื”ืื•ืฉืจ.
13:30
I want to quote this guy -- the guy in robes, not the other guy --
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ืื ื™ ืจื•ืฆื” ืœืฆื˜ื˜ ืืช ื”ืื™ืฉ ื”ื–ื” -- ื”ืื™ืฉ ื‘ื—ืœื•ืง, ืœื ื‘ืื™ืฉ ื”ืื—ืจ --
13:34
the Dalai Lama,
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ื”ื“ืืœื™ ืœืืžื”,
13:36
who said, "If you want others to be happy,
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ืฉืืžืจ, "ืื ืืชื” ืจื•ืฆื” ืฉืื—ืจื™ื ื™ื”ื™ื• ืžืื•ืฉืจื™ื,
13:38
practice compassion.
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ื”ืชืืžืŸ ื‘ื—ืžืœื”.
13:40
If you want to be happy,
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ืื ืืชื” ืจื•ืฆื” ืœื”ื™ื•ืช ืžืื•ืฉืจ,
13:42
practice compassion."
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ื”ืชืืžืŸ ื‘ื—ืžืœื”."
13:44
I found this to be true,
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ืื ื™ ืžื•ืฆื ืืช ื–ื” ื›ืืžื™ืชื™,
13:46
both on the individual level
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ื’ื ื‘ืจืžื” ื”ืื™ืฉื™ืช
13:48
and at a corporate level.
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ื•ื’ื ื‘ืจืžืช ื”ืื™ืจื’ื•ืŸ.
13:50
And I hope that compassion
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ื•ืื ื™ ืžืงื•ื•ื” ืฉื”ื—ืžืœื” ื”ื–ืืช
13:52
will be both fun and profitable for you too.
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ืชื”ื™ื” ื›ื™ื™ืคื™ืช ื•ื’ื ืจื™ื•ื•ื—ื™ืช ื’ื ืœื›ื.
13:54
Thank you.
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ืชื•ื“ื” ืจื‘ื”.
13:56
(Applause)
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(ืžื—ื™ืื•ืช ื›ืคื™ื™ื)
ืขืœ ืืชืจ ื–ื”

ืืชืจ ื–ื” ื™ืฆื™ื’ ื‘ืคื ื™ื›ื ืกืจื˜ื•ื ื™ YouTube ื”ืžื•ืขื™ืœื™ื ืœืœื™ืžื•ื“ ืื ื’ืœื™ืช. ืชื•ื›ืœื• ืœืจืื•ืช ืฉื™ืขื•ืจื™ ืื ื’ืœื™ืช ื”ืžื•ืขื‘ืจื™ื ืขืœ ื™ื“ื™ ืžื•ืจื™ื ืžื”ืฉื•ืจื” ื”ืจืืฉื•ื ื” ืžืจื—ื‘ื™ ื”ืขื•ืœื. ืœื—ืฅ ืคืขืžื™ื™ื ืขืœ ื”ื›ืชื•ื‘ื™ื•ืช ื‘ืื ื’ืœื™ืช ื”ืžื•ืฆื’ื•ืช ื‘ื›ืœ ื“ืฃ ื•ื™ื“ืื• ื›ื“ื™ ืœื”ืคืขื™ืœ ืืช ื”ืกืจื˜ื•ืŸ ืžืฉื. ื”ื›ืชื•ื‘ื™ื•ืช ื’ื•ืœืœื•ืช ื‘ืกื ื›ืจื•ืŸ ืขื ื”ืคืขืœืช ื”ื•ื•ื™ื“ืื•. ืื ื™ืฉ ืœืš ื”ืขืจื•ืช ืื• ื‘ืงืฉื•ืช, ืื ื ืฆื•ืจ ืื™ืชื ื• ืงืฉืจ ื‘ืืžืฆืขื•ืช ื˜ื•ืคืก ื™ืฆื™ืจืช ืงืฉืจ ื–ื”.

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