Dare to disagree | Margaret Heffernan

Translator: Thu-Huong Ha Reviewer: Morton Bast

Translator: Syarmine Shah Reviewer: Haslina Kamaruddin

In Oxford in the 1950s,

Di Oxford pada 1950-an ada seorang

there was a fantastic doctor, who was very unusual,

doktor yang hebat, agak luar biasa

named Alice Stewart.

bernama Alice Stewart.

And Alice was unusual partly because, of course,

Alice dikatakan luar biasa kerana jarang terdapat

she was a woman, which was pretty rare in the 1950s.

doktor wanita ketika itu. Beliau seorang yang bijak,

And she was brilliant, she was one of the,

salah seorang daripada Felo termuda yang dipilih oleh

at the time, the youngest Fellow to be elected to the Royal College of Physicians.

Royal College of Physicians, ketika itu.

She was unusual too because she continued to work after she got married,

Beliau juga dianggap luar biasa kerana meneruskan

after she had kids,

kerjayanya selepas berkahwin dan selepas mendapat anak.

and even after she got divorced and was a single parent,

Malah, selepas bercerai dan menjadi ibu tunggal,

she continued her medical work.

beliau masih meneruskan kerjaya medisnya. Beliau

And she was unusual because she was really interested in a new science,

luar biasa kerana sangat berminat dalam bidang sains

the emerging field of epidemiology,

yang baru muncul dan sedang berkembang iaitu

the study of patterns in disease.

epidemiologi, kajian tentang pola penyakit.

But like every scientist, she appreciated

Tetapi, seperti saintis lain, beliau tahu bahawa

that to make her mark, what she needed to do

untuk mencipta nama, apa yang perlu dilakukan adalah

was find a hard problem and solve it.

mencari permasalahan yang sukar dan menyelesaikannya.

The hard problem that Alice chose

Permasalahan yang dipilih Alice

was the rising incidence of childhood cancers.

adalah peningkatan insiden kanser kanak-kanak.

Most disease is correlated with poverty,

Kebanyakan penyakit berkait dengan kemiskinan

but in the case of childhood cancers,

tetapi dalam kes kanser kanak-kanak,

the children who were dying seemed mostly to come

mereka yang tenat kebanyakannya datang

from affluent families.

daripada keluarga yang berada.

So, what, she wanted to know,

Maka, beliau ingin tahu apakah sebab

could explain this anomaly?

berlakunya anomali ini?

Now, Alice had trouble getting funding for her research.

Alice menghadapi masalah mendapatkan biayaan untuk

In the end, she got just 1,000 pounds

kajiannya. Akhirnya, beliau cuma mendapat 1,000 pound

from the Lady Tata Memorial prize.

sahaja, daripada anugerah Memorial Lady Tata.

And that meant she knew she only had one shot

Dan beliau sedar, beliau hanya ada satu peluang

at collecting her data.

sahaja untuk mengumpul datanya.

Now, she had no idea what to look for.

Beliau tidak tahu apa yang hendak dicarinya. Ia seperti

This really was a needle in a haystack sort of search,

mencari getah di dalam semak, sangat sukar sekali.

so she asked everything she could think of.

Jadi, beliau bertanyakan apa sahaja yang mampu

Had the children eaten boiled sweets?

difikirkannya. Pernahkah kanak-kanak itu makan gula-gula?

Had they consumed colored drinks?

Pernahkah mereka minum air yang berwarna?

Did they eat fish and chips?

Adakah mereka makan ikan dan kerepek?

Did they have indoor or outdoor plumbing?

Adakah mereka mempunyai sistem paip di dalam atau di

What time of life had they started school?

luar rumah? Bilakah mereka mula bersekolah?

And when her carbon copied questionnaire started to come back,

Dan apabila, salinan karbon soalselidik beliau mendapat

one thing and one thing only jumped out

jawapan, satu pekara dan hanya satu perkara sahaja yang

with the statistical clarity of a kind that

timbul dengan kejelasan statistik yang

most scientists can only dream of.

kebanyakan saintis impikan.

By a rate of two to one,

Dengan kadar satu daripada dua,

the children who had died

kanak-kanak yang telah meninggal dunia , mempunyai ibu

had had mothers who had been X-rayed when pregnant.

yang pernah melalui sinaran X ketika mengandung.

Now that finding flew in the face of conventional wisdom.

Hasil pencarian itu mencabar kebijaksanaan konvensional.

Conventional wisdom held

Kebijaksaan konvesional menyatakan sesuatu itu

that everything was safe up to a point, a threshold.

selamat sehingga di ambang batasannya.

It flew in the face of conventional wisdom,

Ini mencabar kebijaksanaan konvensional, iaitu

which was huge enthusiasm for the cool new technology

keghairahan terhadap teknologi baru

of that age, which was the X-ray machine.

pada zaman itu, iaitu mesin sinaran X.

And it flew in the face of doctors' idea of themselves,

Ini mencabar pandangan para doktor terdapat diri mereka

which was as people who helped patients,

sendiri, sebagai golongan yang membantu pesakit,

they didn't harm them.

bukan memudaratkan mereka.

Nevertheless, Alice Stewart rushed to publish

Walaubagaimanapun, Alice Stewart bergegas menerbitkan

her preliminary findings in The Lancet in 1956.

hasil kajian awalnya itu, di The Lancet pada 1956.

People got very excited, there was talk of the Nobel Prize,

Ramai yang teruja, sehinggakan ada ura-ura mengenai

and Alice really was in a big hurry

Hadiah Nobel, tetapi Alice mahu secepat mungkin,

to try to study all the cases of childhood cancer she could find

cuba mengkaji kesemua kes kanser kanak-kanak yang

before they disappeared.

mampu dicarinya, sebelum ia hilang.

In fact, she need not have hurried.

Hakikatnya, beliau tidak perlu tergesa-gesa kerana

It was fully 25 years before the British and medical --

hanya selepas 25 tahun, pertubuhan perubatan British --

British and American medical establishments

British dan Amerika, meninggalkan amalan

abandoned the practice of X-raying pregnant women.

sinaran X bagi wanita mengandung. Data ini

The data was out there, it was open, it was freely available,

ada di luar sana, terbuka dan boleh didapati dengan

but nobody wanted to know.

mudah, tetapi tiada siapa yang ambil peduli. Setiap minggu

A child a week was dying,

seorang kanak-kanak berada di ambang maut, namun

but nothing changed.

tiada apa-apa perubahan. Keterbukaan sahaja tidak

Openness alone can't drive change.

mampu membawa pada perubahan. Jadi, selama 25 tahun,

So for 25 years Alice Stewart had a very big fight on her hands.

Alice Stewart menghadapi pertarungan yang hebat.

So, how did she know that she was right?

Bagaimana beliau tahu bahawa pendapat dan kajiannya betul?

Well, she had a fantastic model for thinking.

Beliau memiliki satu model pemikiran yang sangat hebat.

She worked with a statistician named George Kneale,

Beliau bekerja dengan seorang ahli statistik bernama George

and George was pretty much everything that Alice wasn't.

Kneale, dan George merupakan seorang yang amat berbeza

So, Alice was very outgoing and sociable,

daripada beliau. Alice seorang yang ceria dan sosial, tetapi

and George was a recluse.

George merupakan seorang yang suka menyendiri.

Alice was very warm, very empathetic with her patients.

Alice merupakan seorang yang mesra, empatetik terhadap pesakitnya.

George frankly preferred numbers to people.

George pula lebih senang dengan angka-angka daripada orang.

But he said this fantastic thing about their working relationship.

Tetapi George menyatakan perkara hebat ini, tentang hubungan pekerjaan mereka.

He said, "My job is to prove Dr. Stewart wrong."

Kata George, "Tugas saya adalah untuk membuktikan bahawa Dr. Stewart salah"

He actively sought disconfirmation.

Secara aktifnya dia sentiasa menafikan pendapat Alice.

Different ways of looking at her models,

Melihat dari sudut yang berbeza terhadap model-model

at her statistics, different ways of crunching the data

Alice, statistiknya, cara yang berbeza memproses data,

in order to disprove her.

dalam usaha untuk menafikan beliau. Pada George,

He saw his job as creating conflict around her theories.

tugasnya adalah mencipta konflik pada teori-teori Alice.

Because it was only by not being able to prove

Kerana dengan ketidakmampuannya membuktikan

that she was wrong,

bahawa kajian Alice salah, George

that George could give Alice the confidence she needed

akan memberi Alice keyakinan yang diperlukannya

to know that she was right.

untuk mengetahui bahawa beliau betul.

It's a fantastic model of collaboration --

Ia merupakan satu model kolaborasi yang hebat --

thinking partners who aren't echo chambers.

rakan kongsi yang tidak berpemikiran seperti kebuk gema.

I wonder how many of us have,

Saya tertanya-tanya, berapa ramai di kalangan kita yang

or dare to have, such collaborators.

mempunyai ataupun berani memiliki kolaborasi seperti ini.

Alice and George were very good at conflict.

Alice dan George sangat bijak menghadapi konflik.

They saw it as thinking.

Mereka melihatnya sebagai peluang untuk berfikir.

So what does that kind of constructive conflict require?

Jadi, apakah yang diperlukan oleh konflik konstruktif seperti ini?

Well, first of all, it requires that we find people

Pertama sekali, kita perlu mencari seseorang

who are very different from ourselves.

yang berbeza daripada diri kita. Ini bermakna kita

That means we have to resist the neurobiological drive,

perlu menolak kehendak neurobiologi kita, maksudnya,

which means that we really prefer people mostly like ourselves,

kita lebih suka kepada orang yang seperti diri kita juga,

and it means we have to seek out people

dan ini bermakna kita perlu mencari seseorang yang

with different backgrounds, different disciplines,

mempunyai latarbelakang yang berbeza, disiplin yang berbeza

different ways of thinking and different experience,

pemikiran yang berbeza dan pengalaman yang berbeza,

and find ways to engage with them.

dan mencari cara untuk bekerjasama dengan mereka.

That requires a lot of patience and a lot of energy.

Ia memerlukan tahap kesabaran dan tenaga yang tinggi.

And the more I've thought about this,

Dan semakin lama saya renung hal ini, saya

the more I think, really, that that's a kind of love.

semakin yakin bahawa itu ialah satu bentuk percintaan.

Because you simply won't commit that kind of energy

Anda tidak akan meluangkan masa dan tenaga sebegitu, dengan

and time if you don't really care.

semudah itu, jika anda tidak benar-benar mengambilberat.

And it also means that we have to be prepared to change our minds.

Dan ini juga bermakna, kita perlu bersedia untuk mengubah

Alice's daughter told me

fikiran kita. Anak perempuan Alice memberitahu saya

that every time Alice went head-to-head with a fellow scientist,

bahawa setiap kali Alice bersemuka dengan felo saintis,

they made her think and think and think again.

mereka akan membuatkan Alice berfikir, berfikir dan berfikir

"My mother," she said, "My mother didn't enjoy a fight,

kembali. "Emak saya," katanya, "Emak saya tidak gemarkan

but she was really good at them."

pertengkaran, tetapi dia sangat bijak dalam melakukannya."

So it's one thing to do that in a one-to-one relationship.

Ini mungkin boleh dilakukan dalam hubungan satu lawan satu,

But it strikes me that the biggest problems we face,

Tetapi sekilas di fikiran saya, masalah terbesar yang kita hadapi,

many of the biggest disasters that we've experienced,

kebanyakan kegagalan yang pernah kita hadapi,

mostly haven't come from individuals,

tidak semua datangnya daripada individu,

they've come from organizations,

tetapi daripada organisasi, sesetengahnya

some of them bigger than countries,

lebih besar daripada sebuah negara,

many of them capable of affecting hundreds,

dan kebanyakannya mampu menjejas beratus-ratus,

thousands, even millions of lives.

ribuan, malahan jutaan nyawa.

So how do organizations think?

Maka, bagaimana organisasi-organisasi itu berfikir?

Well, for the most part, they don't.

Sebahagian besar daripada mereka tidak melakukannya.

And that isn't because they don't want to,

Dan itu bukan kerana mereka tidak mahu berbuat sedemikian,

it's really because they can't.

tetapi kerana mereka betul-betul tidak mampu melakukannya.

And they can't because the people inside of them

Dan mereka tidak mampu kerana orang yang berada di

are too afraid of conflict.

dalam organisasi itu, terlalu takut untuk menghadapi konflik.

In surveys of European and American executives,

Dalam tinjauan tentang eksekutif-eksekutif daripada Eropah dan

fully 85 percent of them acknowledged

Amerika, 85 peratus daripada mereka mengaku bahawa

that they had issues or concerns at work

mereka mempunyai isu-isu perihal kerja,

that they were afraid to raise.

yang mereka takut bangkitkan.

Afraid of the conflict that that would provoke,

Bimbang akan konflik yang mungkin tercetus,

afraid to get embroiled in arguments

takut terbabit dalam pertengkaran yang mereka

that they did not know how to manage,

tidak tahu bagaimana menguruskannya,

and felt that they were bound to lose.

dan merasakan bahawa mereka pasti akan kalah.

Eighty-five percent is a really big number.

85 peratus merupakan satu nombor yang besar. Ini

It means that organizations mostly can't do

bermakna kebanyakan organisasi tidak mampu melakukan

what George and Alice so triumphantly did.

apa yang dilakukan oleh George dan Alice, dengan jayanya.

They can't think together.

Mereka tidak mampu berfikir bersama-sama.

And it means that people like many of us,

Dan ini bermakna, kebanyakan orang seperti kita,

who have run organizations,

yang mengurus organisasi cuba sedaya upaya

and gone out of our way to try to find the very best people we can,

mencari pekerja yang terbaik, dan kebanyakannya

mostly fail to get the best out of them.

gagal mendapatkan hasil terbaik daripada mereka.

So how do we develop the skills that we need?

Jadi, bagaimanakah cara kita membina kemahiran yang diperlukan?

Because it does take skill and practice, too.

Kerana ia memerlukan kemahiran dan praktis, juga.

If we aren't going to be afraid of conflict,

Jika kita tidak mahu merasa takut kepada konflik,

we have to see it as thinking,

kita perlu melihatnya sebagai satu medium berfikir,

and then we have to get really good at it.

dan kemudian, kita perlu mahir dalam melakukannya.

So, recently, I worked with an executive named Joe,

Baru-baru ini, saya bekerja dengan seorang eksekutif bernama Joe

and Joe worked for a medical device company.

dan Joe bekerja di sebuah syarikat peralatan perubatan.

And Joe was very worried about the device that he was working on.

Dan Joe sangat bimbang tentang peralatan yang sedang

He thought that it was too complicated

dikendalikannya. Dia rasakan ia terlalu rumit

and he thought that its complexity

dan berpendapat bahawa kerumitan itu akan mencipta

created margins of error that could really hurt people.

ruang kesilapan yang mampu mencederakan pengguna.

He was afraid of doing damage to the patients he was trying to help.

Dia bimbang akan musibah yang bakal menimba pesakit

But when he looked around his organization,

yang cuba dibantunya. Tetapi apabila dia melihat sekeliling

nobody else seemed to be at all worried.

organisasinya, tiada seorang pun yang kelihatan risau,

So, he didn't really want to say anything.

Jadi, dia tidak mahu berkata apa-apa.

After all, maybe they knew something he didn't.

Mungkin mereka tahu sesuatu yang dia tidak tahu.

Maybe he'd look stupid.

Mungkin dia akan kelihatan bodoh.

But he kept worrying about it,

Tetapi dia terus mengkhuatiri hal itu,

and he worried about it so much that he got to the point

sehingga ke satu tahap di mana dia berfikir,

where he thought the only thing he could do

satu-satunya perkara yang boleh dilakukannya

was leave a job he loved.

adalah meninggalkan kerja yang dia suka ini.

In the end, Joe and I found a way

Akhirnya, Joe dan saya, menemui satu jalan

for him to raise his concerns.

untuk dia meluahkan kebimbangannya.

And what happened then is what almost always

Dan apa yang berlaku ketika itu adalah perkara yang

happens in this situation.

lazimnya berlaku di dalam situasi sebegini.

It turned out everybody had exactly the same

Rupa-rupanya semua orang mempunyai

questions and doubts.

persoalan dan keraguan yang sama sepertinya. Sekarang,

So now Joe had allies. They could think together.

Joe mempunyai teman. Mereka mampu berfikir bersama-sama.

And yes, there was a lot of conflict and debate

Dan ya, berlaku banyak konflik dan perdebatan,

and argument, but that allowed everyone around the table

dan penghujahan, tetapi itu membenarkan semua orang

to be creative, to solve the problem,

di sekeliling menjadi kreatif, menyelesaikan masalah,

and to change the device.

dan mengubah peralatan tersebut.

Joe was what a lot of people might think of

Joe dianggap, oleh kebanyakan orang, sebagai

as a whistle-blower,

pemberi maklumat,

except that like almost all whistle-blowers,

cumanya dalam kebanyakan pemberi maklumat,

he wasn't a crank at all,

Joe bukan seorang yang eksentrik, dia terlalu ghairah

he was passionately devoted to the organization

mengabadikan dirinya kepada organisasi dan

and the higher purposes that that organization served.

tujuan utama organisasi itu.

But he had been so afraid of conflict,

Dia terlalu takut menghadapi konflik, tetapi

until finally he became more afraid of the silence.

akhirnya, dia menjadi lebih takut kepada keheningan itu.

And when he dared to speak,

Apabila dia berani bersuara, dia menemui pelbagai perkara

he discovered much more inside himself

tentang dirinya, dan pelbagai lagi yang diterimanya

and much more give in the system than he had ever imagined.

daripada sistem, yang tidak pernah dibayangkannya.

And his colleagues don't think of him as a crank.

Dan rakan sekerja tidak menganggapnya sebagai seorang eksentrik.

They think of him as a leader.

Mereka menganggapnya sebagai seorang pemimpin.

So, how do we have these conversations more easily

Jadi, bagaimanakah kita menjadikan perbualan seperti ini,

and more often?

lebih mudah dan lebih kerap?

Well, the University of Delft

Begini, Universiti Delft

requires that its PhD students

memerlukan pelajar PhD mereka mengemukakan

have to submit five statements that they're prepared to defend.

lima kenyataan yang mereka bersedia pertahankan.

It doesn't really matter what the statements are about,

Tidak kisah kenyataan tersebut mengenai apa,

what matters is that the candidates are willing and able

apa yang penting adalah calon sanggup

to stand up to authority.

dan mampu melawan pihak berkuasa.

I think it's a fantastic system,

Saya rasa ini merupakan satu sistem yang hebat,

but I think leaving it to PhD candidates

tetapi pada saya, menyerahkannya kepada calon PhD sahaja,

is far too few people, and way too late in life.

tidak memadai, dan terlalu suntuk dalam kehidupan.

I think we need to be teaching these skills

Pada saya, kita perlu mengajar kemahiran ini kepada kanak-kanak

to kids and adults at every stage of their development,

dan golongan dewasa di setiap tahap perkembangan

if we want to have thinking organizations

mereka, jika kita mahu memiliki organisasi yang berfikir,

and a thinking society.

dan masyarakat yang berfikir.

The fact is that most of the biggest catastrophes that we've witnessed

Hakikatnya, bencana terbesar yang pernah kita saksikan,

rarely come from information that is secret or hidden.

jarang-jarang disebabkan oleh maklumat yang terahsia atau tersembunyi.

It comes from information that is freely available and out there,

Masalah ia datang daripada maklumat yang mudah didapati dan

but that we are willfully blind to,

ada di luar sana, tetapi kita sengaja tidak mahu melihatnya,

because we can't handle, don't want to handle,

kerana kita tidak mampu dan tidak mahu berdepan dengan

the conflict that it provokes.

konflik yang bakal tercetus.

But when we dare to break that silence,

Namun, apabila kita berani untuk memecah keheningan

or when we dare to see,

itu, ataupun apabila kita berani untuk melihat

and we create conflict,

dan mencipta konflik, kita memungkinkan

we enable ourselves and the people around us

diri kita dan orang di sekeliling kita

to do our very best thinking.

berfikir dengan cara terbaik.

Open information is fantastic,

Maklumat terbuka sangat hebat,

open networks are essential.

rangkaian terbuka sangat diperlukan. Tetapi

But the truth won't set us free

kebenaran tidak akan membebaskan kita, sehingga

until we develop the skills and the habit and the talent

kita membina kemahiran dan tabiat dan bakat

and the moral courage to use it.

dan keberanian moral untuk menggunanya.

Openness isn't the end.

Keterbukaan bukanlah pengakhir.

It's the beginning.

Ia adalah permulaan.

(Applause)

(Tepukan tangan)