Why you should treat the tech you use at work like a colleague | Nadjia Yousif

142,222 views ใƒป 2019-01-07

TED


์•„๋ž˜ ์˜๋ฌธ์ž๋ง‰์„ ๋”๋ธ”ํด๋ฆญํ•˜์‹œ๋ฉด ์˜์ƒ์ด ์žฌ์ƒ๋ฉ๋‹ˆ๋‹ค.

๋ฒˆ์—ญ: Cheolhoan An ๊ฒ€ํ† : Jihyeon J. Kim
00:12
So, imagine a company hires a new employee,
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ํšŒ์‚ฌ๊ฐ€ ์ƒˆ๋กœ์šด ์ง์›์„ ๊ณ ์šฉํ•œ๋‹ค๊ณ  ์ƒ๊ฐํ•ด๋ณด์„ธ์š”.
00:17
best in the business,
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์—…๊ณ„ ์ตœ๊ณ ์˜ ์ง์›์œผ๋กœ
00:18
who's on a multimillion-dollar contract.
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์ˆ˜๋ฐฑ๋งŒ ๋‹ฌ๋Ÿฌ์˜ ๊ณ„์•ฝ๊ธˆ์„ ๋ฐ›์ฃ .
00:21
Now imagine that whenever this employee went to go meet with her team members,
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๊ทธ๋Ÿฐ๋ฐ ์ด ์ง์›์ด ํŒ€ ๋ฉค๋ฒ„๋“ค๊ณผ ํšŒ์˜๋ฅผ ํ•˜๋Ÿฌ ๊ฐˆ ๋•Œ๋งˆ๋‹ค
00:25
the appointments were ignored or dismissed,
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๊ทธ ์•ฝ์†์€ ๋ฌด์‹œ๋˜๊ฑฐ๋‚˜ ์ทจ์†Œ๋˜๊ณ 
00:28
and in the meetings that did happen,
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ํšŒ์˜ ์ค‘์—๋„ ๊ทธ๋ ‡๊ณ ,
00:30
she was yelled at or kicked out after a few minutes.
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๋ช‡๋ถ„ ํ›„์—” ์•„์˜ˆ ์•ผ๋‹จ ๋งž๊ฑฐ๋‚˜ ์ซ“๊ฒจ๋‚˜๊ฒŒ ๋ฉ๋‹ˆ๋‹ค.
00:34
So after a while, she just went quietly back to her desk,
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์ž ์‹œ ํ›„, ๊ทธ๋…€๋Š” ๊ทธ๋ƒฅ ์กฐ์šฉํžˆ ์ž๊ธฐ ์ฑ…์ƒ์œผ๋กœ ๋Œ์•„์˜ค๊ณ ,
00:37
sat there with none of her skills being put to use,
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์•„๋ฌด๋ฐ์„œ๋„ ๋Šฅ๋ ฅ์„ ์“ฐ์ง€ ๋ชปํ•œ์ฑ„ ๊ฑฐ๊ธฐ์— ๊ฑฐ๊ธฐ์— ์•‰์•„ ์žˆ์Šต๋‹ˆ๋‹ค.
00:41
of course, being ignored by most people,
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๋‹น์—ฐํ•˜๊ฒŒ๋„, ๋Œ€๋ถ€๋ถ„์˜ ์‚ฌ๋žŒ๋“ค์—๊ฒŒ ๋ฌด์‹œ๋‹นํ•ฉ๋‹ˆ๋‹ค.
00:43
and of course, still getting paid millions of dollars.
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์—ฌ์ „ํžˆ ์ˆ˜๋ฐฑ๋งŒ ๋‹ฌ๋Ÿฌ๋ฅผ ๋ฐ›์œผ๋ฉด์„œ ๋ง์ž…๋‹ˆ๋‹ค.
00:46
This hotshot employee who can't seem to catch a break
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๊ธฐํšŒ๋ฅผ ์žก์„ ๊ธฐ๋ฏธ๊ฐ€ ์—†๋Š” ์ด ์ž˜๋‚˜๊ฐ€๋Š” ์ง์›,
00:49
is that company's technology.
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๋ฐ”๋กœ ์ด ํšŒ์‚ฌ์˜ ๊ธฐ์ˆ ์ž…๋‹ˆ๋‹ค.
00:53
This scenario is not an exaggeration.
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์ด ์‹œ๋‚˜๋ฆฌ์˜ค๋Š” ๊ณผ์žฅ์ด ์•„๋‹™๋‹ˆ๋‹ค.
00:56
In my job as a technology advisor,
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๊ธฐ์ˆ  ์กฐ์–ธ์ž๋กœ์„œ
00:58
I've seen so many companies make the well-meaning decisions
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์ •๋ง ๋งŽ์€ ํšŒ์‚ฌ๊ฐ€ '์˜๋„๋Š” ์ข‹์€' ์„ ํƒ์„ ํ•˜๋Š” ๊ฒƒ์„ ๋ด์™”์Šต๋‹ˆ๋‹ค.
01:02
to put huge investments into technology,
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๊ธฐ์ˆ ์— ๋งŽ์€ ํˆฌ์ž๋ฅผ ํ•˜๊ธฐ ์œ„ํ•ด์„œ ๋ง์ด์ฃ .
01:05
only to have the benefits fail to live up to the expectation.
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๊ฒฐ๊ตญ ์ด์ต์€ ๊ธฐ๋Œ€์— ๋ถ€์‘ํ•˜์ง€ ๋ชปํ•ฉ๋‹ˆ๋‹ค.
01:08
In fact, in one study I read,
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์‚ฌ์‹ค, ์ œ๊ฐ€ ์ฝ์€ ํ•œ ์—ฐ๊ตฌ์—์„œ๋Š”
01:10
25 percent of technology projects
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25%์˜ ๊ธฐ์ˆ  ํ”„๋กœ์ ํŠธ๊ฐ€
01:13
are canceled or deliver things that are never used.
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์ทจ์†Œ๋˜์—ˆ๊ฑฐ๋‚˜, ์“ฐ์ผ ์ˆ˜ ์—†๋Š” ๊ฒƒ๋“ค์„ ์ „๋‹ฌํ•œ๋‹ค๊ณ  ํ•ด์š”.
01:17
That's like billions of dollars just being wasted each year.
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๊ทธ๊ฑด ์ˆ˜์‹ญ์–ต ๋‹ฌ๋Ÿฌ๊ฐ€ ๋งค๋…„ ๋‚ญ๋น„๋˜๋Š” ๊ฒƒ๊ณผ ๊ฐ™์€ ๊ฒƒ์ด์ฃ .
01:22
So why is this?
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์™œ ์ด๊ฒŒ ๊ทธ๋Ÿฐ ๊ฑธ๊นŒ์š”?
01:24
Well, from what I've seen,
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๋ญ, ์ œ๊ฐ€ ๋ด์˜จ ๋ฐ”๋กœ๋Š”,
01:25
the expectation from the top management is high but not unreasonable
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ํƒ‘ ๋งค๋‹ˆ์ง€๋จผํŠธ์˜ ๊ธฐ๋Œ€๊ฐ€ ๋†’์ง€๋งŒ ๋น„ํ•ฉ๋ฆฌ์ ์ด๊ธฐ ๋•Œ๋ฌธ์ด์—์š”.
01:29
about the benefits from the technology.
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๊ธฐ์ˆ ๋กœ๋ถ€ํ„ฐ ์–ป๋Š” ์ด์ต์— ๋Œ€ํ•ด์„œ ๋ง์ด์ฃ .
01:31
They expect people will use them,
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๊ทธ๋“ค์€ ์‚ฌ๋žŒ๋“ค์ด ๊ทธ๊ฒƒ์„ ์‚ฌ์šฉํ•  ๊ฒƒ์ด๊ณ ,
01:34
it will create time savings,
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์‹œ๊ฐ„์„ ์ ˆ์•ฝํ•  ๊ฒƒ์ด๋ฉฐ,
01:36
and people will become genuinely better at their jobs.
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์‚ฌ๋žŒ๋“ค์ด ์ผ์„ ์ง„์ •์œผ๋กœ ๋” ์ž˜ํ•˜๊ฒŒ ๋  ๊ฑฐ๋ผ๊ณ  ๊ธฐ๋Œ€ํ•ด์š”.
01:39
But the reality is that the people on the front line,
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ํ•˜์ง€๋งŒ ์ตœ์ „๋ฐฉ์— ์žˆ๋Š” ์‚ฌ๋žŒ๋“ค์˜ ํ˜„์‹ค์€,
01:42
who are supposed to be using these softwares and tools,
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์ด๋Ÿฌํ•œ ์†Œํ”„ํŠธ์›จ์–ด๋“ค๊ณผ ๋„๊ตฌ๋“ค์„ ์‚ฌ์šฉํ•  ๊ฑฐ๋ผ๊ณ  ์˜ˆ์ƒ๋˜๋Š” ์‚ฌ๋žŒ๋“ค์€
01:45
they're skeptical or even afraid.
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ํšŒ์˜์ ์ด๊ณ  ์‹ฌ์ง€์–ด๋Š” ๋‘๋ ค์›Œํ•ด์š”.
01:48
We postpone the online trainings,
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์šฐ๋ฆฌ๋Š” ์˜จ๋ผ์ธ ๊ต์œก์„ ์—ฐ๊ธฐํ•˜๊ณ ,
01:50
we don't bother to learn the shortcuts,
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์ง€๋ฆ„๊ธธ์— ๋Œ€ํ•ด ๋ฐฐ์šฐ๋Š” ๊ฒƒ์„ ์‹ ๊ฒฝ์“ฐ์ง€ ์•Š์ฃ .
01:52
and we get frustrated at the number of tools
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๊ทธ๋ฆฌ๊ณ  ์šฐ๋ฆฌ๋Š” ์ˆ˜๋งŽ์€ ๋„๊ตฌ์— ์ขŒ์ ˆํ•ฉ๋‹ˆ๋‹ค.
01:55
we have to remember how to log into and use.
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์šฐ๋ฆฌ๋Š” ์ ‘์†ํ•˜๊ณ  ์‚ฌ์šฉํ•˜๋Š” ๋ฒ•์„ ๊ธฐ์–ตํ•ด์•ผ๋งŒ ํ•˜์ฃ .
01:57
Right?
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๊ทธ๋ ‡์ฃ ?
01:58
And that frustration, that guilt -- it's racking up,
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๊ทธ๋ฆฌ๊ณ  ๊ทธ ์ขŒ์ ˆ, ์ฃ„์ฑ…๊ฐ์€ ์Œ“์ž…๋‹ˆ๋‹ค.
02:01
the more that technology is inserting itself into our daily working lives,
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๊ธฐ์ˆ ์ด ์šฐ๋ฆฌ์˜ ์ผ์ƒ์ ์ธ ๊ทผ๋ฌด ์ƒํ™œ์— ์ฃผ์ž…๋ ์ˆ˜๋ก ๋ง์ด์—์š”.
02:06
which is a lot.
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์ •๋ง ๋งŽ์Šต๋‹ˆ๋‹ค.
02:08
Brookings says that 70 percent of jobs today in the US
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๋ธŒ๋ฃจํ‚น์Šค ์—ฐ๊ตฌ์†Œ๋Š” ์˜ค๋Š˜๋‚  ๋ฏธ๊ตญ ์ผ์ž๋ฆฌ์˜ 70%๊ฐ€
02:12
require at least mid-level digital skills.
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์ตœ์†Œํ•œ ์ค‘๊ฐ„ ๋‹จ๊ณ„์˜ ๋””์ง€ํ„ธ ๋Šฅ๋ ฅ์„ ์š”๊ตฌํ•œ๋‹ค๊ณ  ๋งํ•ฉ๋‹ˆ๋‹ค.
02:15
So basically, to work these days,
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๊ทธ๋ž˜์„œ ๊ธฐ๋ณธ์ ์œผ๋กœ, ์˜ค๋Š˜๋‚  ์ผํ•˜๊ธฐ ์œ„ํ•ด์„œ๋Š”
02:18
you need to be able to work with technology.
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๊ธฐ์ˆ ๊ณผ ํ•จ๊ป˜ ์ผํ•  ์ˆ˜ ์žˆ์–ด์•ผ ํ•ฉ๋‹ˆ๋‹ค.
02:21
But from what I've seen,
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ํ•˜์ง€๋งŒ ์ œ๊ฐ€ ๋ณธ ๊ฒƒ์— ๋”ฐ๋ฅด๋ฉด,
02:23
we are not approaching this with the right mindset.
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์ด๊ฒƒ์„ ์˜ฌ๋ฐ”๋ฅธ ๋งˆ์Œ๊ฐ€์ง์œผ๋กœ ์ ‘๊ทผํ•˜๊ณ  ์žˆ์ง€ ์•Š์Šต๋‹ˆ๋‹ค.
02:27
So here's the idea that I've been toying with:
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๊ทธ๋ž˜์„œ ์ œ๊ฐ€ ์ƒ๊ฐํ•ด๋ณธ ์•„์ด๋””์–ด๊ฐ€ ์žˆ์Šต๋‹ˆ๋‹ค.
02:31
What if we treated technology like a team member?
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๊ธฐ์ˆ ์„ ํŒ€ ๋ฉค๋ฒ„์ฒ˜๋Ÿผ ๋‹ค๋ฃจ๋ฉด ์–ด๋–จ๊นŒ์š”?
02:36
I've been writing my own personal experiment about this.
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์ €๋Š” ์ด๊ฒƒ์— ๋Œ€ํ•œ ๊ฐœ์ธ์ ์ธ ๊ฒฝํ—˜์„ ์จ์˜ค๊ณ  ์žˆ์Šต๋‹ˆ๋‹ค.
02:38
I've spoken to people from all different industries
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์ €๋Š” ๋ชจ๋“  ์‚ฐ์—…์— ์ข…์‚ฌํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์—๊ฒŒ ๋งํ•ด๋ณด์•˜์Šต๋‹ˆ๋‹ค.
02:41
about how they can treat their core technologies like colleagues.
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์–ด๋–ป๊ฒŒ ๊ทธ๋“ค์ด ํ•ต์‹ฌ ๊ธฐ์ˆ ์„ ๋™๋ฃŒ์ฒ˜๋Ÿผ ๋‹ค๋ฃฐ ์ˆ˜ ์žˆ๋Š”์ง€์— ๋Œ€ํ•ด์„œ ๋ง์ด์ฃ .
02:46
I've met with people from the restaurant industry,
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์ €๋Š” ์™ธ์‹์‚ฐ์—…์— ์ข…์‚ฌํ•˜๋Š” ์‚ฌ๋žŒ๋“ค๊ณผ ๋งŒ๋‚˜๋ณด์•˜๊ณ ,
02:49
medical professionals, teachers, bankers,
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์˜ํ•™ ๊ต์ˆ˜, ์„ ์ƒ๋‹˜, ์€ํ–‰์›,
02:52
people from many other sectors,
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๋งŽ์€ ๋‹ค๋ฅธ ๋ถ„์•ผ์˜ ์‚ฌ๋žŒ๋“ค๊ณผ๋„ ๋งŒ๋‚ฌ์Šต๋‹ˆ๋‹ค.
02:54
and the first step with anybody that I would meet with
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๊ทธ๋ฆฌ๊ณ  ์ œ๊ฐ€ ๋ˆ„๊ตฌ์™€ ๋งŒ๋‚˜๋“ ์ง€ ์ฒซ๋ฒˆ์งธ๋กœ ํ•œ ๊ฒƒ์€
02:57
was to draw out the structure of their teams
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์šฐ๋ฆฌ ํŒ€์˜ ์ฒด๊ณ„๋ฅผ ์ด๋Œ์–ด๋‚ด๋Š” ๊ฒƒ์ด์—ˆ์Šต๋‹ˆ๋‹ค.
02:59
in an organization chart.
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์กฐ์ง๋„ ์ƒ์—์„œ ๋ง์ด์ฃ .
03:02
Now, I'm a total geek when it comes to organization charts.
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์ €๋Š” ์กฐ์ง๋„์— ๋Œ€ํ•ด์„œ๋Š” ์™„์ „ํžˆ ๋ณ„๋‚œ ๊ดด์งœ์ง€์š”.
03:06
Org charts are really cool because, if they are drawn well,
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์กฐ์ง๋„๋Š” ์ •๋ง ๋ฉ‹์ง€์ฃ . ์™œ๋ƒํ•˜๋ฉด, ์กฐ์ง๋„๋“ค์ด ์ž˜ ๊ทธ๋ ค์ง€๋ฉด,
03:10
you can quickly get a sense of what individual roles are
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์—ฌ๋Ÿฌ๋ถ„์€ ๋นจ๋ฆฌ ๊ฐ์„ ์žก์„ ์ˆ˜ ์žˆ์–ด์š”. ๊ฐœ์ธ ์—ญํ• ์ด ๋ฌด์—‡์ธ์ง€์— ๋Œ€ํ•ด์„œ์š”
03:13
and also how a team works well together.
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๊ทธ๋ฆฌ๊ณ  ๋˜ํ•œ ํŒ€์ด ์–ด๋–ป๊ฒŒ ์ž˜ ์–ด์šธ๋ฆฌ๋Š”์ง€๋ฅผ์š”.
03:15
But if you look at a typical org chart,
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๊ทธ๋Ÿฌ๋‚˜ ์ „ํ˜•์ ์ธ ์กฐ์ง๋„๋ฅผ ๋ณด๋ฉด,
03:18
it only includes the boxes and lines that represent people.
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๊ทธ๊ฒƒ์€ ์‚ฌ๋žŒ๋“ค์„ ๋‚˜ํƒ€๋‚ด๋Š” ์ƒ์ž์™€ ์„ ๋“ค๋งŒ์ด ์žˆ์–ด์š”.
03:22
None of the technology team members are there.
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๊ฑฐ๊ธฐ์—๋Š”๊ธฐ์ˆ ํŒ€ ๊ตฌ์„ฑ์›๋“ค์€ ์•„๋ฌด๋„ ์—†์–ด์š”.
03:25
They're all invisible.
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๊ทธ๋“ค์€ ๋ชจ๋‘ ๋ณด์ด์ง€ ์•Š์•„์š”.
03:27
So for each of the organizations that I met with for my experiment,
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๊ทธ๋ž˜์„œ ์ œ ์‹คํ—˜์„ ์œ„ํ•ด ๋งŒ๋‚œ ๊ฐ ์กฐ์ง๋“ค์„ ์œ„ํ•ด,
03:31
I had to draw a new type of org chart,
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์ƒˆ๋กœ์šด ์œ ํ˜•์˜ ์กฐ์ง๋„๋ฅผ ๊ทธ๋ ค์•ผํ–ˆ์Šต๋‹ˆ๋‹ค.
03:34
one that also included the technology.
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๊ธฐ์ˆ ๋„ ํฌํ•จ๋œ ์กฐ์ง๋„๋ฅผ์š”.
03:37
And when I did this, people I spoke to
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๊ทธ๋ฆฌ๊ณ  ์ œ๊ฐ€ ์ด๊ฒƒ์„ ํ–ˆ์„ ๋•Œ, ์ €์™€ ์ด์•ผ๊ธฐ ํ–ˆ๋˜ ์‚ฌ๋žŒ๋“ค์€
03:39
could actually visualize their technologies as coworkers,
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๋™๋ฃŒ๋กœ์„œ ๊ทธ๋“ค์˜ ๊ธฐ์ˆ ์„ ์‹ค์ œ๋กœ ๋ณผ ์ˆ˜ ์žˆ๊ฒŒ ๋˜์—ˆ์ฃ .
03:43
and they could ask things like:
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๊ทธ๋ฆฌ๊ณ  ๊ทธ๋“ค์€ ์ด๋ ‡๊ฒŒ ๋ฌผ์–ด๋ณผ ์ˆ˜ ์žˆ์–ด์š”.
03:45
"Is this software reporting to the right person?"
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"์ด ์†Œํ”„ํŠธ์›จ์–ด๊ฐ€ ์ ์ ˆํ•œ ์‚ฌ๋žŒ์—๊ฒŒ ๋ณด๊ณ ๋˜๊ณ  ์žˆ๋Š” ๊ฑด๊ฐ€์š”?
03:48
"Does this man and machine team work well together?"
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"์ด ์‚ฌ๋žŒ๊ณผ ๊ธฐ๊ณ„ ํŒ€์ด ํ•จ๊ป˜ ์ž‘์—…์„ ์ž˜ ํ•˜๋Š” ๊ฑด๊ฐ€์š”?"
03:51
"Is that technology actually the team member
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"๊ทธ ๊ธฐ์ˆ ์ด ์‹ค์ œ ํŒ€์›์ธ๊ฐ€์š”?
03:54
that everybody's awkwardly avoiding?"
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๊ทธ ๊ธฐ์ˆ ์„ ๋ชจ๋‘ ์–ด์ƒ‰ํ•˜๊ฒŒ ๋ฉ€๋ฆฌ ํ•˜๊ณ  ์žˆ์ž–์•„์š”?"
03:56
So I will walk you through an example of a small catering company
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๊ทธ๋ž˜์„œ ์ €๋Š” ์—ฌ๋Ÿฌ๋ถ„์—๊ฒŒ ์ž‘์€ ์‹ํ’ˆ ์„œ๋น„์Šค ํšŒ์‚ฌ์˜ ์‚ฌ๋ก€๋ฅผ ๋ณด์—ฌ๋“œ๋ฆด ๊ฒ๋‹ˆ๋‹ค.
04:00
to bring this experiment to life.
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์ด ์‹คํ—˜์„ ์ƒ์ƒํ•˜๊ฒŒ ๋ณด์—ฌ๋“œ๋ฆฌ๋ ค๊ณ ์š”.
04:03
This is the top layer of people who work at Bovingdons Catering Company.
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์ด๊ฒƒ์€ Bovingdons ์‹ํ’ˆ ์„œ๋น„์ŠคํšŒ์‚ฌ์—์„œ ์ผํ•˜๋Š” ์ตœ์ƒ์œ„ ๊ณ„์ธต์ž…๋‹ˆ๋‹ค.
04:08
There's a sales director, who manages all of the customer interactions,
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์˜์—… ์ด์‚ฌ๊ฐ€ ์žˆ๋„ค์š”, ๊ทธ๋Š” ๋ชจ๋“  ๊ณ ๊ฐ๊ณผ์˜ ์ƒํ˜ธ ์ž‘์šฉ์„ ๊ด€๋ฆฌํ•ฉ๋‹ˆ๋‹ค.
04:12
and there's an operations director, who manages all the internal activities.
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๊ทธ๋ฆฌ๊ณ  ์šด์˜ ์ด์‚ฌ๊ฐ€ ์žˆ๋„ค์š”. ๊ทธ๋Š” ๋ชจ๋“  ๋‚ด๋ถ€ ํ™œ๋™์„ ๊ด€๋ฆฌํ•ฉ๋‹ˆ๋‹ค.
04:16
And here's the people who report to the sales and operations directors.
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๊ทธ๋ฆฌ๊ณ  ์—ฌ๊ธฐ ์˜์—… ๋ฐ ์šด์˜ ์ด์‚ฌ์—๊ฒŒ ๋ณด๊ณ ํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์ด ์žˆ์Šต๋‹ˆ๋‹ค.
04:20
And finally, here's the view
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๋งˆ์ง€๋ง‰์œผ๋กœ ์—ฌ๊ธฐ ๊ทธ๋ฆผ์ด ์žˆ๋„ค์š”.
04:22
where we've overlaid the software and the hardware
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๊ทธ ๊ทธ๋ฆผ์— ์šฐ๋ฆฌ๋Š” ์†Œํ”„ํŠธ์›จ์–ด์™€ ํ•˜๋“œ์›จ์–ด๋ฅผ ๋ฎ์–ด์’ธ์› ์ฃ .
04:24
that's used by the Bovingdons staff.
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๊ทธ๊ฒƒ์€ Bovingdons ์ง์›์— ์˜ํ•ด ์‚ฌ์šฉ๋ฉ๋‹ˆ๋‹ค.
04:27
Using this amazing org chart, we can now explore
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์ด ๋†€๋ผ์šด ์กฐ์ง๋„๋ฅผ ์‚ฌ์šฉํ•ด์„œ, ์šฐ๋ฆฌ๋Š” ์ด์ œ ์•Œ์•„๋ณผ ์ˆ˜ ์žˆ๊ฒŒ ๋ฉ๋‹ˆ๋‹ค.
04:31
how the human team members and the technology team members
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์–ด๋–ป๊ฒŒ ์ธ๊ฐ„ ํŒ€์›๋“ค๊ณผ ๊ธฐ์ˆ ํŒ€์›๋“ค์ด
04:33
are interacting.
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์ƒํ˜ธ์ž‘์šฉํ•˜๊ณ  ์žˆ๋Š”์ง€๋ฅผ์š”.
04:35
So the first thing that I'm going to look for
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๊ทธ๋ž˜์„œ ์ œ๊ฐ€ ๊ฐ€์žฅ ๋จผ์ € ์ฐพ๊ณ ์ž ํ•˜๋Š” ๊ฒƒ์€
04:38
is where there's a human and machine relationship
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์ธ๊ฐ„๊ณผ ๊ธฐ๊ณ„ ๊ด€๊ณ„๊ฐ€ ์–ด๋””์— ์žˆ๋Š”์ง€ ํ•˜๋Š” ๊ฒƒ์ž…๋‹ˆ๋‹ค.
04:41
that's extra critical.
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๊ทธ๊ฒƒ์€ ๋งค์šฐ ์ค‘์š”ํ•˜์ฃ .
04:42
Usually, it's somebody using a technology
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๋ณดํ†ต ๊ทธ๊ฒƒ์€ ๊ธฐ์ˆ ์„ ์‚ฌ์šฉํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์ž…๋‹ˆ๋‹ค.
04:45
on a day-to-day basis to do his or her job.
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๋งค์ผ ๋งค์ผ ์ž์‹ ์˜ ์ผ์„ ํ•˜๋ ค๊ณ ์š”.
04:48
At Bovingdons,
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Bovingdons์—์„œ,
04:49
the finance director with the accounting platform would be one.
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๊ธˆ์œต ๊ฐ๋…๊ณผ ํšŒ๊ณ„ ํ”Œ๋žซํผ์€ ํ•˜๋‚˜๊ฐ€ ๋  ๊ฒƒ์ž…๋‹ˆ๋‹ค.
04:53
Next, I would check on the status of their collaboration.
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๋‹ค์Œ ์ €๋Š” ๊ทธ๋“ค์˜ ํ˜‘๋ ฅ ์ƒํƒœ๋ฅผ ํ™•์ธํ•ฉ๋‹ˆ๋‹ค.
04:57
Are they working well together?
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๊ทธ๋“ค์ด ํ•จ๊ป˜ ์ž˜ ํ•˜๊ณ  ์žˆ๋‚˜์š”?
04:58
Getting along?
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์ž˜ ์ง€๋‚ด๋Š” ๊ฑด๊ฐ€์š”?
05:00
In this case, it turned out to be a tenuous relationship.
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์ด ๊ฒฝ์šฐ, ๊ทธ ๊ด€๊ณ„๋Š” ๋นˆ์•ฝํ•œ ๊ฒƒ์œผ๋กœ ๋“œ๋Ÿฌ๋ƒค์Šต๋‹ˆ๋‹ค.
05:03
So, what to do?
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๊ทธ๋Ÿผ ๋ฌด์—‡์„ ํ•ด์•ผ ํ• ๊นŒ์š”?
05:05
Well, if the accounting platform were actually a person,
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๊ธ€์Ž„์š”, ํšŒ๊ณ„ ํ”Œ๋žซํผ์ด ์‹ค์ œ ์‚ฌ๋žŒ์ด๋ฉด
05:10
the finance director would feel responsible for managing it
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์žฌ๋ฌด ๋‹ด๋‹น์ž๋Š” ๊ทธ๊ฒƒ์„ ๊ด€๋ฆฌํ•  ์ฑ…์ž„์ด ์žˆ๋‹ค๊ณ  ๋А๋ผ๊ฒ ์ฃ .
05:13
and taking care of it.
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๊ทธ๊ฒƒ์„ ๋Œ๋ณด๊ธฐ๋„ ํ•ด์•ผํ•  ๊ฑฐ๊ตฌ์š”.
05:15
Well, in the same way,
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๊ธ€์Ž„์š”, ๊ฐ™์€ ๋ฐฉ๋ฒ•์œผ๋กœ,
05:16
my first suggestion was to think about a team-building activity,
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์ œ๊ฐ€ ์ฒซ ๋ฒˆ์งธ ์ œ์•ˆํ•œ ๊ฒƒ์€ ํŒ€ ๊ตฌ์„ฑ ํ™œ๋™์— ๋Œ€ํ•ด ์ƒ๊ฐํ•ด์•ผ ํ•œ๋‹ค๋Š” ๊ฒƒ์ด์—ˆ์ฃ .
05:19
maybe getting together on a specialist course.
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์•„๋งˆ ์ „๋ฌธ์ ์ธ ๊ณผ์ •์—์„œ ํ•จ๊ป˜ ๋ชจ์ด๊ฒŒ ๋  ๊ฒ๋‹ˆ๋‹ค.
05:23
My second suggestion was to think about scheduling regular performance reviews
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๋‘ ๋ฒˆ์งธ ์ œ์•ˆ์€ ์ •๊ธฐ์ ์ธ ์‹ค์  ๊ฒ€ํ†  ์ผ์ • ์ˆ˜๋ฆฝ์— ๋Œ€ํ•ด ์ƒ๊ฐํ•ด๋ณด๋ผ๋Š” ๊ฒƒ์ด์—ˆ์ฃ .
05:28
for the accounting platform,
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ํšŒ๊ณ„ ํ”Œ๋žซํผ์„ ์œ„ํ•ด์„œ์š”.
05:30
where the finance director would literally give feedback
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๊ฑฐ๊ธฐ์„œ ๊ธˆ์œต ๊ฐ๋…์ž๋Š” ๋ง ๊ทธ๋Œ€๋กœ ํ”ผ๋“œ๋ฐฑ์„ ์ค„ ๊ฒƒ์ž…๋‹ˆ๋‹ค.
05:33
to the company who sold it.
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๊ทธ๊ฒƒ์„ ํŒ๋งคํ•œ ํšŒ์‚ฌ์—๊ฒŒ๋กœ์š”.
05:35
Now, there will be several of these really important human and machine teams
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์ •๋ง ์ค‘์š”ํ•œ ๋ช‡๊ฐ€์ง€ ์ธ๊ฐ„๊ณผ ๊ธฐ๊ณ„ ํŒ€๋“ค์ด ์žˆ์„ ๊ฒƒ์ž…๋‹ˆ๋‹ค.
05:40
in every organization.
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๋ชจ๋“  ์กฐ์ง์—์„œ์š”.
05:41
So if you're in one, it's worth taking the time
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๊ทธ๋ž˜์„œ ์—ฌ๋Ÿฌ๋ถ„์ด ๊ทธ ํ•˜๋‚˜์— ์žˆ๋‹ค๋ฉด, ์‹œ๊ฐ„์„ ํ• ์• ํ•  ๊ฐ€์น˜๊ฐ€ ์žˆ์–ด์š”.
05:44
to think about ways to make those relationships truly collaborative.
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๊ทธ๋“ค์˜ ๊ด€๊ณ„๋ฅผ ์ง„์ • ํ˜‘๋ ฅ์ ์ด ๋˜๋„๋ก ํ•˜๋Š” ๋ฐฉ๋ฒ•์„ ์ƒ๊ฐํ•˜๊ธฐ ์œ„ํ•ด์„œ์š”.
05:48
Next, I'll look on the chart for any human role
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๋‹ค์Œ์œผ๋กœ ์ธ๊ฐ„์˜ ์—ญํ• ์— ๊ด€ํ•œ ์ฐจํŠธ๋ฅผ ์‚ดํŽด๋ณด์ฃ .
05:52
which might be overloaded by technology,
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๊ทธ๊ฒƒ์€ ๊ธฐ์ˆ ๋กœ ์ธํ•ด ๊ณผ๋ถ€ํ•˜๊ฐ€ ๊ฑธ๋ฆด ์ˆ˜๋„ ์žˆ์–ด์š”.
05:55
let's say, interacting with four or more types of applications.
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๋„ท ๋˜๋Š” ๋” ๋งŽ์€ ์œ ํ˜•์˜ ์‘์šฉ ํ”„๋กœ๊ทธ๋žจ๋“ค๊ณผ ์ƒํ˜ธ์ž‘์šฉํ•˜๊ณ  ์žˆ๋‹ค๊ณ  ํ•ด๋ณด์ฃ .
06:00
At Bovingdons, the operations director was interacting with five technologies.
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BovingdonsํšŒ์‚ฌ์—์„œ๋Š” ์šด์˜์ด์‚ฌ๊ฐ€ 5๊ฐ€์ง€ ๊ธฐ์ˆ ๊ณผ ์ƒํ˜ธ์ž‘์šฉํ•˜๊ณ  ์žˆ์—ˆ์ฃ .
06:05
Now, he told me that he'd always felt overwhelmed by his job,
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๊ทธ๋Š” ๋‚˜์—๊ฒŒ ํ•ญ์ƒ ์ผ์— ์–ต๋ˆŒ๋ ค ์žˆ๋‹ค๊ณ  ๋А๊ผˆ๋‹ค๊ณ  ๋งํ–ˆ์–ด์š”.
06:08
but it wasn't until our conversation
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ํ•˜์ง€๋งŒ ์šฐ๋ฆฌ ๋Œ€ํ™”๊ฐ€ ๋๋‚ฌ์„ ๋•Œ๋Š” ๊ทธ๋ ‡์ง€ ์•Š์•˜์–ด์š”.
06:11
that he thought it might be because of the technologies he was overseeing.
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๊ทธ๋Š” ๊ทธ๊ฐ€ ๋ฐ”๋ผ๋ณด๊ณ  ์žˆ๋˜ ๊ธฐ์ˆ  ๋•Œ๋ฌธ์ด์—ˆ์„์ง€๋„ ๋ชจ๋ฅธ๋‹ค๊ณ  ์ƒ๊ฐํ–ˆ์ฃ .
06:15
And we were talking that,
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๊ทธ๋ฆฌ๊ณ  ์šฐ๋ฆฌ๋Š” ๋งํ•˜๊ณ  ์žˆ์—ˆ์–ด์š”.
06:16
if the operations director had actually had a lot of people reporting to him,
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๋งŒ์ผ ์šด์˜์ด์‚ฌ๊ฐ€ ์‹ค์ œ๋กœ ๊ทธ์—๊ฒŒ ๋ณด๊ณ ํ•ด ์ค„ ๋งŽ์€ ์‚ฌ๋žŒ๋“ค์ด ์žˆ์—ˆ๋‹ค๋ฉด
06:21
he probably would have done something about it,
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๊ทธ๋Š” ์•„๋งˆ๋„ ๊ทธ๊ฒƒ์— ๋Œ€ํ•ด ๋ฌด์–ธ๊ฐ€ ํ–ˆ์„ ๊ฒƒ์ด๋ผ๊ณ ์š”.
06:23
because it was stretching him too thin,
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์™œ๋ƒ ํ•˜๋ฉด ๊ทธ์—๊ฒŒ ๋ณด๊ณ ํ•˜๋„๋ก ์ด์–ด์ ธ ์žˆ๋Š” ๊ฒƒ์€ ๋„ˆ๋ฌด ์ ์—ˆ๊ฑฐ๋“ ์š”.
06:25
like, move some of them to report to somebody else.
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๋งˆ์น˜ ๊ทธ๋“ค์ค‘ ๋ช‡ ๋ช‡๋ช…์ด ๋ˆ„๊ตฐ๊ฐ€ ๋‹ค๋ฅธ ์‚ฌ๋žŒ์—๊ฒŒ ๋ณด๊ณ ํ•˜๋„๋ก ์›€์ง์ด๋Š” ๋“ฏ ํ–ˆ์ฃ .
06:28
So in the same way, we talked about moving some of the technologies
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๊ทธ๋ž˜์„œ ๊ฐ™์€ ๋ฐฉ์‹์œผ๋กœ ์šฐ๋ฆฌ๋Š” ์ผ๋ถ€ ๊ธฐ์ˆ  ์ด๋™์— ๋Œ€ํ•ด ๋งํ–ˆ์ฃ .
06:31
to report to someone else,
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๋‹ค๋ฅธ ์‚ฌ๋žŒ์—๊ฒŒ ๋ณด๊ณ ํ•˜๊ธฐ ์œ„ํ•œ ๊ธฐ์ˆ  ์ด๋™์ด์ฃ .
06:32
like the food inventory to go to the chef.
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๋งˆ์น˜ ์…ฐํ”„์—๊ฒŒ ๊ฐ€์•ผ ํ•  ์Œ์‹๋ชฉ๋ก๋“ค ์ฒ˜๋Ÿผ์š”.
06:37
The last thing that I'll look for is any technology
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์ œ๊ฐ€ ์ฐพ๊ฒŒ ๋  ๋งˆ์ง€๋ง‰ ๊ฒƒ์€ ์–ด๋–ค ๊ธฐ์ˆ ์ž…๋‹ˆ๋‹ค.
06:40
that seems to be on the org chart without a real home.
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๊ทธ ๊ธฐ์ˆ ์€ ์ง„์งœ ์ง‘์€ ์—†์ด ์กฐ์ง๋„์— ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ๋ณด์ด์ฃ .
06:44
Sometimes they're floating around without an owner.
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๋•Œ๋กœ๋Š” ๊ทธ ๊ธฐ์ˆ ๋“ค์€ ์ฃผ์ธ ์—†์ด ์ฃผ์œ„์— ๋–  ๋‹ค๋‹ˆ๋Š” ๊ฒฝ์šฐ๋„ ์žˆ์Šต๋‹ˆ๋‹ค.
06:47
Sometimes they're reporting to so many different areas
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๋•Œ๋•Œ๋กœ ๊ทธ๋“ค์€ ๋„ˆ๋ฌด ๋งŽ์€ ์—ฌ๋Ÿฌ ์˜์—ญ์— ๋ณด๊ณ ํ•˜๊ณ  ์žˆ์–ด์š”.
06:50
that you can't tell who's actually using it.
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๊ทธ ์˜์—ญ์—์„œ ์—ฌ๋Ÿฌ๋ถ„์€ ๋ˆ„๊ฐ€ ๊ทธ๊ฒƒ์„ ์‹ค์ œ ์‚ฌ์šฉํ•˜๊ณ  ์žˆ๋Š”์ง€ ์•Œ ์ˆ˜๊ฐ€ ์—†์ฃ .
06:53
Now, at Bovingdons,
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Bovingdons์—์„œ๋Š”
06:54
nobody appeared to be looking after the marketing software.
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์•„๋ฌด๋„ ๋งˆ์ผ€ํŒ… ์†Œํ”„ํŠธ์›จ์–ด๋ฅผ ๋Œ๋ณด๊ณ  ์žˆ๋Š” ๊ฒƒ ๊ฐ™์ง€ ์•Š์•˜์–ด์š”.
06:58
It was like someone had hired it and then didn't give it a desk
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๊ทธ๊ฒƒ์€ ๋งˆ์น˜ ๋ˆ„๊ตฐ๊ฐ€ ๊ทธ๊ฒƒ์„ ๊ณ ์šฉํ•ด์„œ ์ง์›์—๊ฒŒ ์ฃผ์ง€๋„ ์•˜์•˜๊ณ 
07:02
or any instructions on what to do.
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์•„๋‹ˆ๋ฉด ๋ฌด์—‡์„ ํ•ด์•ผ ํ• ์ง€ ์–ด๋–ค ์ง€์‹œ๋„ ํ•˜์ง€ ์•Š์€ ๊ฒƒ ๊ฐ™์•˜์ฃ .
07:04
So clearly, it needed a job description,
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๋„ˆ๋ฌด ๋ถ„๋ช…ํ•˜๊ฒŒ๋„, ๊ทธ๊ฒƒ์€ ์ผ์— ๋Œ€ํ•œ ์„ค๋ช…์ด ํ•„์š”ํ–ˆ๊ณ ,
07:07
maybe someone to manage it.
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์•„๋งˆ ๊ทธ๊ฒƒ์„ ๊ด€๋ฆฌํ•  ๋ˆ„๊ตฐ๊ฐ€๊ฐ€ ํ•„์š”ํ–ˆ๊ฒ ์ฃ .
07:09
But in other companies,
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๊ทธ๋Ÿฌ๋‚˜ ๋‹ค๋ฅธ ํšŒ์‚ฌ๋“ค์—์„œ๋Š”,
07:10
you might find that a technology has been sidelined for a reason,
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์–ด๋–ค ์ด์œ ์—์„œ์ธ์ง€ ์‚ฌ์šฉ๋˜์ง€ ์•Š๋Š” ๊ธฐ์ˆ ์„ ๋ฐœ๊ฒฌํ•  ์ˆ˜๋„ ์žˆ์–ด์š”.
07:15
like it's time for it to leave or be retired.
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๋งˆ์น˜ ๊ทธ๊ฒƒ์ด ๋– ๋‚˜๊ฑฐ๋‚˜ ์€ํ‡ดํ•  ๋•Œ์ธ ๊ฒƒ์ฒ˜๋Ÿผ์š”.
07:18
Now, retiring applications is something that all companies do.
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์‘์šฉ ํ”„๋กœ๊ทธ๋žจ์„ ์€ํ‡ด์‹œํ‚ค๋Š” ๊ฒƒ์€ ๋ชจ๋“  ํšŒ์‚ฌ๊ฐ€ ํ•˜๋Š” ์ผ์ž…๋‹ˆ๋‹ค.
07:23
But maybe taking the mindset that those applications are actually coworkers
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ํ•˜์ง€๋งŒ ์‘์šฉ ํ”„๋กœ๊ทธ๋žจ๋“ค์ด ์‹ค์ œ ๋™๋ฃŒ๋ผ๋Š” ๊ทธ๋Ÿฐ ์‚ฌ๊ณ ๋ฐฉ์‹์„ ์ทจํ•˜๊ฒŒ ๋˜๋ฉด์š”,
07:28
could help them to decide when and how to retire those applications
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๊ทธ ์‘์šฉํ”„๋กœ๊ทธ๋žจ๋“ค์„ ์–ธ์ œ ์–ด๋–ป๊ฒŒ ์€ํ‡ด์‹œํ‚ฌ์ง€ ๊ฒฐ์ •ํ•˜๋Š”๋ฐ ๋„์›€์„ ์ค„ ์ˆ˜ ์žˆ์–ด์š”.
07:31
in the way that would be least destructive to the rest of the team.
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๋‚˜๋จธ์ง€ ํŒ€์—๊ฒŒ ํ”ผํ•ด๋ฅผ ์ตœ์†Œํ™”์‹œํ‚ค๋Š” ๋ฐฉ์‹์œผ๋กœ์š”.
07:36
I did this experiment with 15 different professionals,
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์ €๋Š” ์ด ์‹คํ—˜์„ 15๋ช…์˜ ๋‹ค๋ฅธ ์ „๋ฌธ๊ฐ€์™€ ํ•จ๊ป˜ ํ–ˆ๊ณ ,
07:40
and each time it sparked an idea.
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๋งค๋ฒˆ ์•„์ด๋””์–ด๊ฐ€ ๋– ์˜ฌ๋ž์–ด์š”.
07:42
Sometimes, a bit more.
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๋•Œ๋•Œ๋กœ, ์กฐ๊ธˆ ๋” ๋งŽ์ด ๋– ์˜ค๋ฅด๊ธฐ๋„ ํ–ˆ์ฃ .
07:44
You remember that hotshot employee I was telling you about,
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์—ฌ๋Ÿฌ๋ถ„์€ ์ œ๊ฐ€ ๋ง์”€๋“œ๋ฆฐ ์œ ๋Šฅํ•œ ์ง์›์„ ๊ธฐ์–ตํ•˜์‹œ๋‚˜์š”?
07:47
that everybody was ignoring?
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๋ชจ๋‘๊ฐ€ ๋ฌด์‹œํ•˜๊ณ  ์žˆ์—ˆ์ž–์•„์š”.
07:49
That was a real story told to me by Christopher,
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๊ทธ๊ฑด ํฌ๋ฆฌ์Šคํ† ํผ๊ฐ€ ์ €์—๊ฒŒ ๋งํ•ด์ค€ ์ง„์งœ ์ด์•ผ๊ธฐ์˜€์–ด์š”.
07:52
a very energetic human resources manager at a big consumer goods company.
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๊ทธ๋Š” ํฐ ์†Œ๋น„์žฌ ํšŒ์‚ฌ์—์„œ ์ผํ•˜๋Š” ๋งค์šฐ ํ™œ๊ธฐ์ฐฌ ์ธ์‚ฌ ๊ด€๋ฆฌ๋ถ€์žฅ์ด์—ˆ์–ด์š”.
07:57
Technology was a new HR platform,
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๊ธฐ์ˆ ์€ ์ƒˆ๋กœ์šด ์ธ์‚ฌ๊ด€๋ฆฌ ํ”Œ๋žซํผ์ด์—ˆ๋Š”๋ฐ
08:01
and it had been installed for 14 months at great expense,
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14๊ฐœ์›” ๋™์•ˆ ์—„์ฒญ๋‚œ ๋น„์šฉ์„ ๋“ค์—ฌ ๊ทธ๊ฒƒ์€ ์„ค์น˜๋˜์—ˆ์ฃ .
08:05
but nobody was using it.
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ํ•˜์ง€๋งŒ ์•„๋ฌด๋„ ์‚ฌ์šฉํ•˜๊ณ  ์žˆ์ง€ ์•Š์•˜์–ด์š”.
08:08
So we were talking about how,
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๊ทธ๋ž˜์„œ ์šฐ๋ฆฌ๋Š” ๋ฐฉ๋ฒ•์— ๋Œ€ํ•ด ์ด์•ผ๊ธฐํ•˜๊ณ  ์žˆ์—ˆ์–ด์š”.
08:11
if this had really been such a hotshot employee with amazing credentials,
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๋งŒ์ผ ์ด๊ฒƒ์ด ์‹ค์ œ๋กœ ๋†€๋ผ์šด ์ž๊ฒฉ์„ ์ง€๋‹Œ ๊ทธ๋ ‡๊ฒŒ ์œ ๋Šฅํ•œ ์ง์›์ด์—ˆ๋‹ค๋ฉด,
08:16
you would go out of your way to get to know it,
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์—ฌ๋Ÿฌ๋ถ„์€ ๊ทธ๊ฒƒ์— ๋Œ€ํ•ด ์•Œ๊ธฐ ์œ„ํ•ด ํŠน๋ณ„ํžˆ ์•  ์“ธ ํ•„์š”๊ฐ€ ์žˆ์„ ๊ฑฐ์˜ˆ์š”.
08:18
maybe invite them for coffee,
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์–ด์ฉŒ๋ฉด ๊ทธ๋“ค์„ ์ปคํ”ผ ํ•œ์ž” ๋งˆ์‹œ๋ผ๊ณ  ์ดˆ๋Œ€ํ•ด์„œ,
08:20
get to know their background.
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๊ทธ๋“ค์˜ ๋ฐฐ๊ฒฝ์— ๋Œ€ํ•ด ์•Œ๊ฒŒ ๋˜๊ฒ ์ฃ .
08:23
So in the spirit of experimentation,
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๊ทธ๋ž˜์„œ ์‹คํ—˜ ์ •์‹ ์œผ๋กœ,
08:26
Christopher set up one-hour appointments,
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ํฌ๋ฆฌ์Šคํ† ํผ๋Š” 1 ์‹œ๊ฐ„ ์•ฝ์†์„ ์ •ํ–ˆ์ฃ .
08:29
coffee optional,
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์ปคํ”ผ๋„ ์ œ๊ณตํ•˜๋ฉด์„œ์š”.
08:30
for his team members to have no agenda but to get to know their HR system.
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๊ทธ์˜ ํŒ€์›๋“ค์€ ์•„๋ฌด ์˜์ œ๋„ ์—†์—ˆ์ง€๋งŒ ์ธ์‚ฌ๊ด€๋ฆฌ ์‹œ์Šคํ…œ์— ๋Œ€ํ•ด ์•Œ๊ฒŒ ๋˜์—ˆ์ฃ .
08:37
Some people, they clicked around menu item by menu item.
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๋ช‡๋ช‡ ์‚ฌ๋žŒ๋“ค์€ ๋ฉ”๋‰ดํ•ญ๋ชฉ์„ ์ด์šฉํ•ด ์ฃผ๋ณ€ ๋ฉ”๋‰ด๋ฅผ ํด๋ฆญํ–ˆ์–ด์š”.
08:40
Other people, they searched online for things that they weren't clear about.
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๋‹ค๋ฅธ ์‚ฌ๋žŒ๋“ค์€ ๊ทธ๋“ค์ด ๋ช…ํ™•ํ•˜์ง€ ์•Š์€ ๊ฒƒ๋“ค์— ๋Œ€ํ•ด ์˜จ๋ผ์ธ ๊ฒ€์ƒ‰์„ ํ–ˆ์ฃ .
08:44
A couple of them got together, gossiped about the new software in town.
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๊ทธ๋“ค ์ค‘ ๋ช‡๋ช…์ด ํ•จ๊ป˜ ๋ชจ์˜€๊ณ  ๋“ค์—ฌ์˜จ ์ƒˆ๋กœ์šด ์†Œํ”„ํŠธ์›จ์–ด์— ๋Œ€ํ•ด ์žก๋‹ด์„ ํ–ˆ์ฃ .
08:48
And a few weeks later, Christopher called to tell me
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๊ทธ๋ฆฌ๊ณ  ๋ช‡ ์ฃผ ํ›„, ํฌ๋ฆฌ์Šคํ† ํผ๊ฐ€ ์ €์—๊ฒŒ ์ „ํ™”๋ฅผ ํ–ˆ์–ด์š”.
08:51
that people were using the system in new ways,
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์‚ฌ๋žŒ๋“ค์ด ๊ทธ ์‹œ์Šคํ…œ์„ ์ƒˆ๋กœ์šด ๋ฐฉ์‹์œผ๋กœ ์‚ฌ์šฉํ•˜๊ณ  ์žˆ๋‹ค๊ณ  ๋งํ–ˆ์ฃ .
08:54
and he thought it was going to save them weeks of effort in the future.
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๊ทธ๋ฆฌ๊ณ  ๊ทธ๊ฒƒ์ด ๋‚˜์ค‘์— ๋ช‡ ์ฃผ์˜ ๋…ธ๋ ฅ์„ ๋œ์–ด ์ค„ ๊ฒƒ์ด๋ผ๊ณ  ์ƒ๊ฐํ–ˆ์–ด์š”.
08:59
And they also reported feeling less intimidated by the software.
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๊ทธ๋“ค์€ ๋˜ํ•œ ๊ทธ ์†Œํ”„ํŠธ์›จ์–ด์— ๋Œ€ํ•ด ๋œ ์œ„ํ˜‘์ ์œผ๋กœ ๋А๋‚€๋‹ค๊ณ  ๋ณด๊ณ ํ–ˆ์–ด์š”.
09:03
I found that pretty amazing,
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์ €๋Š” ๋„ˆ๋ฌด ๋†€๋ผ์šด ๊ฒƒ์„ ์•Œ๊ฒŒ ๋˜์—ˆ์ฃ .
09:05
that taking this mindset helped Christopher's team
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์ด๋Ÿฐ ์‚ฌ๊ณ ๋ฐฉ์‹์„ ๊ฐ–๊ฒŒ ํ•ด์„œ ํฌ๋ฆฌ์Šคํ† ํผํŒ€์„ ๋„์™€์ฃผ์—ˆ๊ณ 
09:08
and others that I spoke to these past few months
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์ €์™€ ์ด์•ผ๊ธฐํ•œ ๋‹ค๋ฅธ ํŒ€๋“ค์„ ๋„์™€์ฃผ์—ˆ์–ด์š”.
09:10
actually feel happier about working with technology.
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์‹ค์ œ๋กœ ๊ธฐ์ˆ ๊ณผ ํ•จ๊ป˜ ์ž‘์—…ํ•˜๋Š” ๊ฒƒ์— ๋Œ€ํ•ด ๋” ํ–‰๋ณตํ•˜๊ฒŒ ๋А๋‚€๋‹ค๋Š” ๊ฒƒ์ด์ฃ .
09:14
And I later found out this is backed up by research.
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๊ทธ๋ฆฌ๊ณ  ๋‚˜์ค‘์— ์ด๊ฒƒ์€ ์—ฐ๊ตฌ๋ฅผ ํ†ตํ•ด ๋’ท๋ฐ›์นจ๋œ๋‹ค๋Š” ๊ฒƒ์„ ์•Œ๊ฒŒ ๋˜์—ˆ์ฃ .
09:17
Studies have shown that people who work in organizations
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์—ฐ๊ตฌ์— ๋”ฐ๋ฅด๋ฉด ๊ธฐ์ˆ ์— ๋Œ€ํ•ด ์ด์•ผ๊ธฐํ•˜๊ณ 
09:20
that encourage them to talk about and learn about the technologies
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๋ฐฐ์šฐ๋„๋ก ๊ฒฉ๋ คํ•˜๋Š”
09:24
in the workplace
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๊ทธ๋Ÿฐ ์กฐ์ง์—์„œ ์ผํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์€
09:25
have 20 percent lower stress levels
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์ŠคํŠธ๋ ˆ์Šค ์ˆ˜์ค€์ด 20% ๋‚ฎ์Šต๋‹ˆ๋‹ค.
09:27
than those in organizations that don't.
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๊ทธ๋ ‡์ง€ ์•Š์€ ์กฐ์ง์— ์žˆ๋Š” ์‚ฌ๋žŒ๋“ค์— ๋น„ํ•ด์„œ์š”.
09:30
I also found it really cool that when I started to do this experiment,
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์ €๋Š” ๋˜ํ•œ ์ •๋ง ๋ฉ‹์ง€๋‹ค๋Š” ๊ฒƒ์„ ์•Œ์•˜๋Š”๋ฐ, ์ด ์‹คํ—˜์„ ์‹œ์ž‘ํ–ˆ์„ ๋•Œ์˜€์ฃ .
09:34
I started with what was happening between a person
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์ €๋Š” ์‚ฌ๋žŒ๊ณผ ๊ฐœ๋ณ„์ ์ธ ๊ธฐ์ˆ  ์‚ฌ์ด์— ๋ฌด์Šจ ์ผ์ด ๋ฒŒ์–ด์ง€๊ณ  ์žˆ๋Š”์ง€
09:37
and an individual technology,
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์‹คํ—˜์„ ์‹œ์ž‘ํ–ˆ์ฃ .
09:39
but then it ultimately led to ideas about how to manage tech
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๊ทธ๋Ÿฐ๋ฐ ๊ทธ๊ฒƒ์€ ๊ถ๊ทน์ ์œผ๋กœ ๊ธฐ์ˆ ์„ ๊ด€๋ฆฌํ•˜๋Š” ๋ฐฉ๋ฒ•์— ๋Œ€ํ•œ ์•„์ด๋””์–ด๋กœ ์ด๋Œ์—ˆ์–ด์š”.
09:43
across entire companies.
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ํšŒ์‚ฌ ์ „์ฒด์— ๊ฑธ์ณ์„œ์š”.
09:45
Like, when I did this for my own job and extended it,
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๋งˆ์ฐฌ๊ฐ€์ง€๋กœ ๋‚ด ์ž์‹ ์˜ ์ผ์„ ์œ„ํ•ด ์ด๊ฒƒ์„ ํ•˜๊ณ , ๊ทธ๊ฒƒ์„ ํ™•์žฅ์‹œ์ผฐ์„ ๋•Œ,
09:48
I thought about how our data analysis tools
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์ €๋Š” ์šฐ๋ฆฌ์˜ ๋ฐ์ดํ„ฐ ๋ถ„์„ ๋„๊ตฌ๊ฐ€
09:51
should go on the equivalent of a job rotation program,
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์ž‘์—… ์ˆœํ™˜ ํ”„๋กœ๊ทธ๋žจ๊ณผ ์ผ์น˜ํ•˜๋„๋ก ์ง„ํ–‰๋˜๋„๋ก ํ•˜๋Š” ๋ฐฉ๋ฒ•์„ ์ƒ๊ฐํ–ˆ์ฃ .
09:54
where different parts of the company could get to know it.
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๊ฑฐ๊ธฐ์—์„œ ํšŒ์‚ฌ์˜ ๋‹ค๋ฅธ ๋ถ€๋ถ„๋“ค์ด ๊ทธ ๊ฒƒ์„ ์•Œ ์ˆ˜ ์žˆ๊ฒŒ ๋˜๋Š” ๊ฑฐ์ฃ .
09:57
And I also thought about suggesting to our recruiting team
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๊ทธ๋ฆฌ๊ณ  ์ €๋Š” ๋˜ํ•œ ์šฐ๋ฆฌ ์ง์› ๋ชจ์ง‘ ํŒ€์—๊ฒŒ ์ œ์•ˆํ•  ์ƒ๊ฐ๋„ ํ–ˆ์ฃ .
10:00
that some of the technologies we work with every day
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์šฐ๋ฆฌ๋Š” ๋งค์ผ ํ•จ๊ป˜ ์ผํ•˜๋Š” ์ผ๋ถ€ ๊ธฐ์ˆ ๋“ค์€
10:03
should come with us on our big recruiting events.
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์šฐ๋ฆฌ์˜ ๋Œ€๊ทœ๋ชจ ์ง์› ๋ชจ์ง‘ ํ–‰์‚ฌ์—์„œ ์šฐ๋ฆฌ์™€ ํ•จ๊ป˜ ๊ฐ€์•ผ ํ•œ๋‹ค๋ผ๊ณ ์š”.
10:05
If you were a university student,
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๋งŒ์ผ ์—ฌ๋Ÿฌ๋ถ„์ด ๋Œ€ํ•™์ƒ์ด๋ฉด,
10:07
how cool would it be to not only get to know the people
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์—ฌ๋Ÿฌ๋ถ„์ด ํ•จ๊ป˜ ์ผํ•˜๊ฒŒ ๋  ์ˆ˜ ์žˆ๋Š” ์‚ฌ๋žŒ๋“ค์„ ์•Œ๊ฒŒ ๋  ๋ฟ ์•„๋‹ˆ๋ผ
10:10
you might be working with,
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๊ธฐ์ˆ ๋„ ์•Œ๊ฒŒ ๋˜๋Š” ๊ฒƒ์€
10:11
but also the technologies?
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์–ผ๋งˆ๋‚˜ ๋ฉ‹์ง„ ์ผ์ž…๋‹ˆ๊นŒ?
10:13
Now, all of this begs the question:
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์ด ๋ชจ๋“  ๊ฒƒ์ด ์งˆ๋ฌธ์„ ํ•˜๊ฒŒ ํ•ฉ๋‹ˆ๋‹ค.
10:15
What have we been missing
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์šฐ๋ฆฌ๊ฐ€ ๋ฌด์—‡์„ ๋†“์น˜๊ณ  ์žˆ๋Š” ๊ฑธ๊นŒ์š”?
10:17
by keeping the technologies that we work with day to day invisible,
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ํ•˜๋ฃจ ํ•˜๋ฃจ ๋ณด์ด์ง€ ์•Š๋Š” ๊ณณ์—์„œ ์ผํ•˜๋Š” ๊ธฐ์ˆ ์„ ์œ ์ง€ํ•จ์œผ๋กœ์จ ๋ง์ด์ฃ .
10:21
and what, beyond those billions of dollars in value,
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๊ทธ๋ฆฌ๊ณ  ์ˆ˜์‹ญ์–ต ๋‹ฌ๋Ÿฌ ์ด์ƒ์˜ ๊ฐ€์น˜๋ฅผ ๋„˜์–ด,
10:24
might we be leaving on the table?
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์šฐ๋ฆฌ๋Š” ๋ฌด์—‡์„ ์‹ํƒ์— ๊ณ„์† ๋†“์•„๋‘๊ฒŒ ํ—ˆ์šฉํ•˜๋Š” ๊ฑธ๊นŒ์š”?
10:27
The good news is,
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์ข‹์€ ์†Œ์‹์€,
10:28
you don't need to be an org chart geek like me
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์—ฌ๋Ÿฌ๋ถ„์€ ์ €์ฒ˜๋Ÿผ ์กฐ์ง๋„ ๊ดด์งœ๊ฐ€ ๋  ํ•„์š”๋Š” ์—†์–ด์š”.
10:31
to take this experiment forward.
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์ด ์‹คํ—˜์„ ์ง„์ „์‹œํ‚ค๊ธฐ ์œ„ํ•ด์„œ์š”.
10:33
It will take a matter of minutes for most people
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๋Œ€๋ถ€๋ถ„ ์‚ฌ๋žŒ๋“ค์—๊ฒŒ ๊ทธ๋“ค์ด ํ•จ๊ป˜ ์ผํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์˜ ๊ตฌ์กฐ๋ฅผ ๊ทธ๋ฆฌ๋Š” ๊ฒƒ์€
10:35
to draw out a structure of who they work with,
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๋ช‡ ๋ถ„์˜ ์‹œ๊ฐ„์ด ๊ฑธ๋ฆฌ๋Š” ์ผ์ž…๋‹ˆ๋‹ค.
10:37
a little bit longer to add in the technologies
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์ „์ฒด ํŒ€์„ ๋ณด๊ธฐ ์œ„ํ•ด ๊ธฐ์ˆ ์„ ๋”ํ•˜๋ ค๋ฉด
10:40
to get a view of the entire team,
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์กฐ๊ธˆ ๋” ์˜ค๋žœ ์‹œ๊ฐ„์ด ๊ฑธ๋ฆด ๊ฒ๋‹ˆ๋‹ค.
10:41
and then you can have fun asking questions like,
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๊ทธ๋Ÿฌ๋ฉด ์—ฌ๋Ÿฌ๋ถ„์€ ์ด๋ ‡๊ฒŒ ์งˆ๋ฌธํ•˜๋ฉฐ ์ฆ๊ธธ ์ˆ˜ ์žˆ๊ฒŒ ๋˜์ฃ .
10:44
"Which are the technologies that I'll be taking out for coffee?"
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"๋‚ด๊ฐ€ ์ปคํ”ผ ํ•œ ์ž” ํ•˜๋Ÿฌ ๋‚˜๊ฐˆ ๊ธฐ์ˆ ์€ ์–ด๋–ค ๊ฒƒ์ธ๊ฐ€์š”?"
10:48
Now, I didn't do this experiment for kicks
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์ €๋Š” ๊ณต์ฐจ๊ธฐ ๋†€์ด๋ฅผ ํ•˜๋ ค๊ณ  ์ด ์‹คํ—˜์„ ํ–ˆ๋˜ ๊ฒƒ์€ ์•„๋‹™๋‹ˆ๋‹ค.
10:51
or for the coffee.
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์ปคํ”ผ๋ฅผ ๋งˆ์‹œ๋ ค๊ณ  ํ–ˆ๋˜ ๊ฒƒ๋„ ์•„๋‹ˆ์ฃ .
10:52
I did it because the critical skill in the 21st-century workplace
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์ €๋Š” 21์„ธ๊ธฐ ์ผํ„ฐ์—์„œ ๊ฒฐ์ •์ ์ธ ๊ธฐ์ˆ ์€
10:57
is going to be to collaborate with the technologies
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์šฐ๋ฆฌ ์ผ์ƒ์ ์ธ ์ž‘์—…์ƒํ™œ์—์„œ
11:00
that are becoming such a big and costly part of our daily working lives.
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ํฌ๊ณ  ๊ฐ’๋น„์‹ผ ๋ถ€๋ถ„์ด ๋˜๋Š” ๊ธฐ์ˆ ๊ณผ ํ˜‘๋ ฅํ•ด์•ผ ๋  ๊ฒƒ์ด๊ธฐ ๋•Œ๋ฌธ์— ๊ทธ๊ฒƒ์„ ํ–ˆ์Šต๋‹ˆ๋‹ค.
11:04
And from what I was seeing, we are struggling to cope with that.
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๊ทธ๋ฆฌ๊ณ  ์ œ๊ฐ€ ๋ฐœ๊ฒฌํ•œ ๊ฒƒ์œผ๋กœ๋ถ€ํ„ฐ ๊ทธ๊ฒƒ์— ๋Œ€์ฒ˜ํ•˜๊ธฐ ์œ„ํ•ด ๋…ธ๋ ฅํ•˜๊ณ  ์žˆ์–ด์š”.
11:08
So it might sound counterintuitive,
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๋”ฐ๋ผ์„œ ์ง๊ด€์— ์–ด๊ธ‹๋‚˜๊ฒŒ ๋“ค๋ฆด ์ˆ˜๋„ ์žˆ์ง€๋งŒ
11:11
but by embracing the idea that these machines are actually valuable colleagues,
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์‹ค์ œ ์ด ๊ธฐ๊ณ„๊ฐ€ ๊ฐ€์น˜ ์žˆ๋Š” ๋™๋ฃŒ๋ผ๋Š” ์ƒ๊ฐ์„ ๋ฐ›์•„๋“ค์—ฌ์„œ
11:16
we as people will perform better
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์‚ฌ๋žŒ๋“ค์€ ์ผ์„ ๋” ์ž˜ ํ•˜๊ฒŒ ๋˜๊ณ 
11:18
and be happier.
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ํ–‰๋ณตํ•ด์งˆ ๊ฒƒ์ž…๋‹ˆ๋‹ค.
11:19
So let's all share a bit of humanity
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๊ทธ๋ž˜์„œ ๋ชจ๋‘ ์•ฝ๊ฐ„์˜ ์ธ๊ฐ„์„ฑ์„ ๊ณต์œ ํ•˜๋„๋ก ํ•˜์ฃ .
11:22
towards the technologies and the softwares and the algorithms
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์šฐ๋ฆฌ๊ฐ€ ํ•จ๊ป˜ ์ผํ•˜๋Š” ๊ธฐ์ˆ ,์†Œํ”„ํŠธ์›จ์–ด, ์•Œ๊ณ ๋ฆฌ์ฆ˜,
11:26
and the robots who we work with,
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๊ทธ๋ฆฌ๊ณ  ๋กœ๋ด‡์„ ํ–ฅํ•ด์„œ์š”.
11:28
because we will all be the better for it.
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๊ทธ๋กœ ์ธํ•ด ์šฐ๋ฆฌ๋Š” ๋” ๋‚˜์•„์งˆ ๊ฒƒ์ด๊ธฐ ๋•Œ๋ฌธ์ž…๋‹ˆ๋‹ค.
11:31
Thank you.
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๊ฐ์‚ฌํ•ฉ๋‹ˆ๋‹ค.
11:33
(Applause)
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(๋ฐ•์ˆ˜)
์ด ์›น์‚ฌ์ดํŠธ ์ •๋ณด

์ด ์‚ฌ์ดํŠธ๋Š” ์˜์–ด ํ•™์Šต์— ์œ ์šฉํ•œ YouTube ๋™์˜์ƒ์„ ์†Œ๊ฐœํ•ฉ๋‹ˆ๋‹ค. ์ „ ์„ธ๊ณ„ ์ตœ๊ณ ์˜ ์„ ์ƒ๋‹˜๋“ค์ด ๊ฐ€๋ฅด์น˜๋Š” ์˜์–ด ์ˆ˜์—…์„ ๋ณด๊ฒŒ ๋  ๊ฒƒ์ž…๋‹ˆ๋‹ค. ๊ฐ ๋™์˜์ƒ ํŽ˜์ด์ง€์— ํ‘œ์‹œ๋˜๋Š” ์˜์–ด ์ž๋ง‰์„ ๋”๋ธ” ํด๋ฆญํ•˜๋ฉด ๊ทธ๊ณณ์—์„œ ๋™์˜์ƒ์ด ์žฌ์ƒ๋ฉ๋‹ˆ๋‹ค. ๋น„๋””์˜ค ์žฌ์ƒ์— ๋งž์ถฐ ์ž๋ง‰์ด ์Šคํฌ๋กค๋ฉ๋‹ˆ๋‹ค. ์˜๊ฒฌ์ด๋‚˜ ์š”์ฒญ์ด ์žˆ๋Š” ๊ฒฝ์šฐ ์ด ๋ฌธ์˜ ์–‘์‹์„ ์‚ฌ์šฉํ•˜์—ฌ ๋ฌธ์˜ํ•˜์‹ญ์‹œ์˜ค.

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