Margaret Heffernan: Why it's time to forget the pecking order at work

Prevodilac: Milenka Okuka Lektor: Mile Živković

An evolutionary biologist at Purdue University

Evolucioni biolog sa Univerziteta Perdu

named William Muir studied chickens.

koji se zvao Vilijam Mjur je izučavao živinu.

He was interested in productivity --

Intersovala ga je produktivnost -

I think it's something that concerns all of us --

mislim da to interesuje sve nas -

but it's easy to measure in chickens because you just count the eggs.

ali je to lako izmeriti kod živine jer se sve svodi na brojanje jaja.

(Laughter)

(Smeh)

He wanted to know what could make his chickens more productive,

Želeo je da zna kako da uspe da mu živina bude produktivnija,

so he devised a beautiful experiment.

pa je osmislio prelep eksperiment.

Chickens live in groups, so first of all, he selected just an average flock,

Kokoške žive u grupama, pa je prvo izabrao prosečno jato

and he let it alone for six generations.

i nije ga dirao narednih šest generacija.

But then he created a second group

No, potom je sačinio drugu grupu

of the individually most productive chickens --

od najproduktivnijih pojedinaca među kokoškama -

you could call them superchickens --

mogli biste ih zvati superkokoškama -

and he put them together in a superflock,

i sve ih je okupio u superjato

and each generation, he selected only the most productive for breeding.

a iz svake generacije je birao samo najproduktivnije potomke.

After six generations had passed,

Nakon šest generacija,

what did he find?

šta je otkrio?

Well, the first group, the average group, was doing just fine.

Pa, prvoj grupi, grupi prosečnih je išlo sasvim dobro.

They were all plump and fully feathered

Bili su jedri i sa svim perjem

and egg production had increased dramatically.

a proizvodnja jaja je dramatično porasla.

What about the second group?

Šta je sa drugom grupom?

Well, all but three were dead.

Pa, samo je troje preživelo.

They'd pecked the rest to death.

Kljucali su druge do smrti.

(Laughter)

(Smeh)

The individually productive chickens had only achieved their success

Pojedinačno produktivna živina je jedino postizala uspeh

by suppressing the productivity of the rest.

potiskujući produktivnost ostalih.

Now, as I've gone around the world talking about this and telling this story

Pa, kako sam išla svetom govoreći o ovome i pričajući ovu priču

in all sorts of organizations and companies,

u raznim organizacijama i firmama,

people have seen the relevance almost instantly,

ljudi su prepoznavali njen značaj skoro momentalno,

and they come up and they say things to me like,

i prilazili su mi, govoreći nešto kao:

"That superflock, that's my company."

"To superjato, to je moja firma."

(Laughter)

(Smeh)

Or, "That's my country."

Ili: "To je moja država."

Or, "That's my life."

Ili: "To je moj život."

All my life I've been told that the way we have to get ahead is to compete:

Čitav život mi govore da je takmičenje jedini put do uspeha:

get into the right school, get into the right job, get to the top,

upišite se u odgovarajuću školu, dobijte odgovarajući posao, stignite do vrha

and I've really never found it very inspiring.

a meni to nikada nije izgledalo inspirativno.

I've started and run businesses because invention is a joy,

Osnovala sam firmu i vodila je jer je inovativnost užitak

and because working alongside brilliant, creative people

i jer je rad sa briljantnim, kreativnim ljudima

is its own reward.

sam po sebi nagrada.

And I've never really felt very motivated by pecking orders or by superchickens

I nikada me zaista nisu motivisali hijerarhija ili superkokoške

or by superstars.

ili superzvezde.

But for the past 50 years,

Ali poslednjih 50 godina,

we've run most organizations and some societies

upravljali smo većinom organizacija i nekim društvima

along the superchicken model.

vodeći se modelom superkokoški.

We've thought that success is achieved by picking the superstars,

Smatrali smo da se uspeh postiže odabirom superzvezda,

the brightest men, or occasionally women, in the room,

najbistrijih muškaraca, povremeno žena u prostoriji,

and giving them all the resources and all the power.

i pružajući im sva sredstva i svu moć.

And the result has been just the same as in William Muir's experiment:

A rezultat je bio identičan kao u eksperimentu Vilijama Mjura:

aggression, dysfunction and waste.

agresija, disfunkcionalnost i rasipanje.

If the only way the most productive can be successful

Ako je jedini način na koji najproduktivniji mogu da budu uspešni,

is by suppressing the productivity of the rest,

taj da potiskuju produktivnost ostalih,

then we badly need to find a better way to work

onda nam je neophodno da pronađemo bolji način rada

and a richer way to live.

i ispunjeniji način života.

(Applause)

(Aplauz)

So what is it that makes some groups

Pa šta to neke grupe čini

obviously more successful and more productive than others?

vidljivo uspešnijim i produktivnijim nego druge?

Well, that's the question a team at MIT took to research.

Pa, to pitanje je izučavala ekipa sa MIT-a.

They brought in hundreds of volunteers,

Uzeli su na stotine volontera,

they put them into groups, and they gave them very hard problems to solve.

podelili ih u grupe i dali su im da reše veoma teške probleme.

And what happened was exactly what you'd expect,

A desilo se ono što biste i očekivali,

that some groups were very much more successful than others,

neke grupe su bile izuzetno uspešnije od drugih,

but what was really interesting was that the high-achieving groups

ali ono što je bilo zaista zanimljivo je da najuspešnije grupe

were not those where they had one or two people

nisu bile one gde su imali jedno ili dvoje ljudi

with spectacularly high I.Q.

sa spektakularno visokim koeficijentom inteligencije.

Nor were the most successful groups the ones that had the highest

Niti su najuspešnije grupe bile one sa najvišim

aggregate I.Q.

ukupnim zbirom koeficijenta inteligencije.

Instead, they had three characteristics, the really successful teams.

Umesto toga, imali su tri karakteristike istinski uspešnih ekipa.

First of all, they showed high degrees of social sensitivity to each other.

Pod jedan, pokazivali su visok stepen međusobne društvene osetljivosti.

This is measured by something called the Reading the Mind in the Eyes Test.

Ovo se meri takozvanim testom "Čitanje uma u očima".

It's broadly considered a test for empathy,

On se naširoko smatra testom empatije

and the groups that scored highly on this

i grupe koje su imale visoke rezultate na njemu

did better.

prolazile su bolje.

Secondly, the successful groups gave roughly equal time to each other,

Pod dva, uspešne grupe su davale približno jednak prostor svima,

so that no one voice dominated,

tako da nijedan glas nije dominirao,

but neither were there any passengers.

ali nije bilo ni zabušanata.

And thirdly, the more successful groups

I pod tri, u uspešnijim grupama

had more women in them.

je bilo više žena.

(Applause)

(Aplauz)

Now, was this because women typically score more highly on

E sad, da li je to zbog toga što žene uglavnom imaju bolje rezultate

the Reading the Mind in the Eyes Test,

na testu "Čitanja uma u očima",

so you're getting a doubling down on the empathy quotient?

pa se koeficijent empatije tako udvostručava?

Or was it because they brought a more diverse perspective?

Ili je tako jer su unele raznovrsniju perspektivu?

We don't really know, but the striking thing about this experiment

Uistinu ne znamo, ali zapanjujuće kod ovog eksperimenta

is that it showed what we know, which is some groups do better than others,

je to što je otkrio praznu istinu, to jest da su neke grupe bolje od drugih,

but what's key to that

ali tu je ključna

is their social connectedness to each other.

njihova međusobna društvena povezanost.

So how does this play out in the real world?

Onda, kako to izgleda u stvarnosti?

Well, it means that what happens between people really counts,

Pa, to znači da ono što se dešava među ljudima je uistinu važno,

because in groups that are highly attuned and sensitive to each other,

jer u grupama koje su veoma usaglašene i gde su ljudi osetljivi prema drugima,

ideas can flow and grow.

ideje mogu da teku i da se razvijaju.

People don't get stuck. They don't waste energy down dead ends.

Ljudi ne upadaju u škripac. Ne traće energiju na ćorsokake.

An example: Arup is one of the world's most successful engineering firms,

Jedan primer: Arap je jedna od najuspešnijih inženjerskih firmi u svetu

and it was commissioned to build the equestrian center

i zatraženo je od njih da sagrade jahački centar

for the Beijing Olympics.

za Olimpijadu u Pekingu.

Now, this building had to receive

Sad, zgrada je trebalo da primi

two and a half thousand really highly strung thoroughbred horses

dve i po hiljade čistokrvnih konja uistinu vrhunskog uzgoja

that were coming off long-haul flights,

koji su stizali dotegljeni dugim letovima,

highly jet-lagged, not feeling their finest.

sa ozbiljnom cirkadijalnom disritmijom, ne osećajući se najbolje.

And the problem the engineer confronted was,

A problem s kojim se susreo inženjer je bio

what quantity of waste to cater for?

na koliku količinu izmeta da računa?

Now, you don't get taught this in engineering school -- (Laughter) --

E sad, ovome vas ne uče u školi za inženjere - (Smeh) -

and it's not really the kind of thing you want to get wrong,

a i nije nešto gde biste voleli da pogrešite,

so he could have spent months talking to vets, doing the research,

pa je mogao da provede mesece razgovarajući s veterinarima, istražujući,

tweaking the spreadsheet.

gubeći se u tabelama.

Instead, he asked for help

Umesto toga, zatražio je pomoć

and he found someone who had designed the Jockey Club in New York.

i pronašao je nekoga ko je dizajnirao njujorški džokejski klub.

The problem was solved in less than a day.

Problem je rešen za manje od jednog dana.

Arup believes that the culture of helpfulness

Arap veruje da je kultura predusretljivosti

is central to their success.

u srži njihovog uspeha.

Now, helpfulness sounds really anemic,

Sad, predusretljivost zvuči zaista bledunjavo,

but it's absolutely core to successful teams,

ali je apsolutno suštinska za uspešne ekipe

and it routinely outperforms individual intelligence.

i rutinski pobeđuje inteligenciju pojedinaca.

Helpfulness means I don't have to know everything,

Predusretljivost znači da ne moram sve da znam,

I just have to work among people who are good at getting and giving help.

samo moram da radim među ljudima

koji su dobri u pružanju i primanju pomoći.

At SAP, they reckon that you can answer any question in 17 minutes.

U SAP-u smatraju da možete da odgovorite na bilo koje pitanje za 17 minuta.

But there isn't a single high-tech company I've worked with

Ali nijedna kompanija za visoku tehnologiju sa kojom sam radila

that imagines for a moment that this is a technology issue,

ne smatra ni za sekund da je ovo tehnološki problem,

because what drives helpfulness is people getting to know each other.

jer predusretljivost pokreću međusobna poznanstva.

Now that sounds so obvious, and we think it'll just happen normally,

Sad, to zvuči očigledno i mislimo da se dešava spontano,

but it doesn't.

ali se ne dešava.

When I was running my first software company,

Kada sam upravljala svojom prvom softverskom kompanijom,

I realized that we were getting stuck.

shvatila sam da upadamo u škripac.

There was a lot of friction, but not much else,

Bilo je mnogo trvenja i slabo čega drugog

and I gradually realized the brilliant, creative people that I'd hired

i vremenom sam shvatila da briljantni, kreativni ljudi koje sam zaposlila

didn't know each other.

nisu se međusobno poznavali.

They were so focused on their own individual work,

Toliko su bili usredsređeni na svoj posao,

they didn't even know who they were sitting next to,

da uopšte nisu znali ni ko sedi pored njih

and it was only when I insisted that we stop working

i tek nakon što sam insistirala da prestanemo da radimo

and invest time in getting to know each other

i da uložimo vreme u međusobno upoznavanje,

that we achieved real momentum.

tek tada smo ostvarili istinski zamah.

Now, that was 20 years ago, and now I visit companies

Sad, to je bilo pre 20 godina, a sada posećujem firme

that have banned coffee cups at desks

koje su zabranile korišćenje šolja za kafu na stolovima

because they want people to hang out around the coffee machines

jer žele da im se ljudi druže oko aparata za kafu

and talk to each other.

i da međusobno razgovaraju.

The Swedes even have a special term for this.

Šveđani čak imaju poseban izraz za to.

They call it fika, which means more than a coffee break.

Oni to nazivaju "fika", a ima šire značenje od pauze za kafu.

It means collective restoration.

Ima značenje kolektivne obnove.

At Idexx, a company up in Maine,

U Idexx-u, kompaniji iz Mejna,

they've created vegetable gardens on campus so that people

napravili su bašte s povrćem na kampusu kako bi ljudi

from different parts of the business

iz različitih oblasti poslovanja

can work together and get to know the whole business that way.

mogli da rade zajedno i da na taj način upoznaju celokupno poslovanje.

Have they all gone mad?

Jesu li svi oni poludeli?

Quite the opposite -- they've figured out that when the going gets tough,

Baš naprotiv - shvatili su da kada postane teško,

and it always will get tough

a neminovno hoće,

if you're doing breakthrough work that really matters,

ako obavljaš bitan posao koji je uistinu važan,

what people need is social support,

ljudima je potrebna podrška društva

and they need to know who to ask for help.

i potrebno je da znaju kome da se obrate za pomoć.

Companies don't have ideas; only people do.

Firme nemaju ideje; jedino ljudi.

And what motivates people

A ono što motiviše ljude

are the bonds and loyalty and trust they develop between each other.

su veze i odanost i poverenje koje međusobno razvijaju.

What matters is the mortar,

Važan je malter,

not just the bricks.

a ne samo cigle.

Now, when you put all of this together,

Sad, kada sve ovo spojite,

what you get is something called social capital.

dobijate nešto što se zove društveni kapital.

Social capital is the reliance and interdependency that builds trust.

Društveni kapital čine oslonac i međuzavisnost kojima se gradi poverenje.

The term comes from sociologists who were studying communities

Termin potiče od sociologa koji su izučavali zajednice

that proved particularly resilient in times of stress.

koje su se pokazale naročito otpornim u teškim vremenima.

Social capital is what gives companies momentum,

Društveni kapital firmama daje vetar u leđa

and social capital is what makes companies robust.

i zbog društvenog kapitala firme postaju snažne.

What does this mean in practical terms?

Šta to znači u smislu praktičnosti?

It means that time is everything,

Znači da je vreme sve,

because social capital compounds with time.

jer je društveni kapital nerazdvojiv od vremena.

So teams that work together longer get better, because it takes time

Pa ekipe koje duže rade zajedno, sve su bolje jer je potrebno vreme

to develop the trust you need for real candor and openness.

da se razvije poverenje koje je potrebno za istinsku iskrenost i otvorenost.

And time is what builds value.

A vremenom se grade vrednosti.

When Alex Pentland suggested to one company

Kada je Aleks Pentland predložio jednoj firmi

that they synchronize coffee breaks

da sinhronizuju pauze za kafu

so that people would have time to talk to each other,

kako bi ljudi imali vremena da međusobno razgovaraju,

profits went up 15 million dollars,

profit je narastao za 15 miliona dolara

and employee satisfaction went up 10 percent.

a zadovoljstvo zaposlenih je poraslo za 10 procenata.

Not a bad return on social capital,

Nije loša zarada na društvenom kapitalu,

which compounds even as you spend it.

koja se uvećava čak i dok je trošite.

Now, this isn't about chumminess, and it's no charter for slackers,

Sad, ovde se ne radi o drugarstvu i ovo nije rezervisano za zabušante

because people who work this way tend to be kind of scratchy,

jer ljudi koji rade ovako znaju da budu nekako neugodni,

impatient, absolutely determined to think for themselves

nestrpljivi, u potpunosti odlučni da misle samo u svoje ime

because that's what their contribution is.

jer to je njihov doprinos.

Conflict is frequent because candor is safe.

Konflikti su česti jer je iskrenost na sigurnom.

And that's how good ideas turn into great ideas,

I tako se dobre ideje pretvaraju u sjajne ideje

because no idea is born fully formed.

jer nijedna ideja ne dolazi potpuno uobličena.

It emerges a little bit as a child is born,

Nastaje, pomalo nalik detetu koje se rađa,

kind of messy and confused, but full of possibilities.

nekako zbrkana i zbunjena, ali puna mogućnosti.

And it's only through the generous contribution, faith and challenge

I samo kroz velikodušnu saradnju, nadu i izazov,

that they achieve their potential.

ideje ostvaruju svoj potencijal.

And that's what social capital supports.

A to društveni kapital podržava.

Now, we aren't really used to talking about this,

Sad, zaista nismo navikli da govorimo o ovome,

about talent, about creativity, in this way.

o talentu, kreativnosti, ovako.

We're used to talking about stars.

Navikli smo da govorimo o zvezdama.

So I started to wonder, well, if we start working this way,

Pa sam počela da se pitam, dobro, ako počnemo da radimo ovako,

does that mean no more stars?

da li to znači da više neće biti zvezda?

So I went and I sat in on the auditions

Pa sam otišla da pogledam audicije

at the Royal Academy of Dramatic Art in London.

na Kraljevskoj akademiji dramskih umetnosti u Londonu.

And what I saw there really surprised me,

A ono što sam tamo videla zaista me je iznenadilo

because the teachers weren't looking for individual pyrotechnics.

jer profesori nisu tražili pojedince koji blistaju.

They were looking for what happened between the students,

Tragali su za onim što se dešava između studenata

because that's where the drama is.

jer tu se dešava drama.

And when I talked to producers of hit albums,

I kada sam razgovarala s producentima hit albuma,

they said, "Oh sure, we have lots of superstars in music.

rekli su mi: "Ah, naravno da imamo mnogo superzvezda u muzici.

It's just, they don't last very long.

Nego one prosto ne traju dugo.

It's the outstanding collaborators who enjoy the long careers,

Izuzetni saradnici su oni koji uživaju duge karijere

because bringing out the best in others is how they found the best

jer izvlačeći najbolje iz drugih, oni pronalaze najbolje

in themselves."

u sebi samima."

And when I went to visit companies that are renowned

I kada sam posetila firme koje su poznate

for their ingenuity and creativity,

po inovativnosti i kreativnosti,

I couldn't even see any superstars,

uopšte nisam mogla ni da zapazim bar jednu superzvezdu

because everybody there really mattered.

jer su svi bili uistinu bitni.

And when I reflected on my own career,

I kada sam bacila pogled na sopstvenu karijeru

and the extraordinary people I've had the privilege to work with,

i izuzetne ljude s kojima sam imala privilegiju da radim,

I realized how much more we could give each other

shvatila sam koliko više možemo pružiti jedni drugima,

if we just stopped trying to be superchickens.

ako bismo prosto prestali da se trudimo da budemo superkokoške.

(Laughter) (Applause)

(Smeh) (Aplauz)

Once you appreciate truly how social work is,

Jednom kada uistinu počente da cenite rad kao društvenu aktivnost,

a lot of things have to change.

mnogo toga će morati da se menja.

Management by talent contest has routinely pitted

Menadžment kao takmičenje za talentovane rutinski je okretao

employees against each other.

radnike jedne protiv drugih.

Now, rivalry has to be replaced by social capital.

Sad, rivalstvo mora da bude zamenjeno društvenim kapitalom.

For decades, we've tried to motivate people with money,

Decenijama smo pokušavali da motivišemo ljude novcem,

even though we've got a vast amount of research that shows

iako nam ogroman broj istraživanja pokazuje

that money erodes social connectedness.

da novac podriva društvenu povezanost.

Now, we need to let people motivate each other.

Sad moramo da pustimo ljude da se međusobno motivišu.

And for years, we've thought that leaders were heroic soloists who were expected,

Godinama smo mislili da su vođe samostalni heroji od kojih se očekuje

all by themselves, to solve complex problems.

da sami reše kompleksne probleme.

Now, we need to redefine leadership

Sada moramo da redefinišemo vođstvo

as an activity in which conditions are created

kao aktivnost kojom se stvaraju uslovi

in which everyone can do their most courageous thinking together.

da svako razmišlja najodvažnije zajedno s drugima.

We know that this works.

Znamo da je ovo delotvorno.

When the Montreal Protocol called for the phasing out of CFCs,

Kada je Montrealski protokol pozvao na promene u lučenju hlorofluorkarbonata,

the chlorofluorocarbons implicated in the hole in the ozone layer,

hlorofluorkarbonate krive za rupe u ozonu,

the risks were immense.

rizik je bio ogroman.

CFCs were everywhere,

Hlorofluorkarbonati su bili svuda

and nobody knew if a substitute could be found.

i niko nije znao da li je zamena moguća.

But one team that rose to the challenge adopted three key principles.

Ali ekipa koja je bila dorasla izazovu, usvojila je tri ključna principa.

The first was the head of engineering, Frank Maslen, said,

Kao prvo, glavni inženjer, Frenk Maslen je rekao:

there will be no stars in this team.

"U ovoj ekipi neće biti zvezda.

We need everybody.

Svi su nam potrebni.

Everybody has a valid perspective.

Svačija perspektiva je važeća.

Second, we work to one standard only:

Pod dva, radimo samo prema jednom standardu:

the best imaginable.

najbolje moguće."

And third, he told his boss, Geoff Tudhope,

I pod tri, rekao je svom šefu Džefu Tadhopu

that he had to butt out,

da mora da se skloni

because he knew how disruptive power can be.

jer je znao kako moć može da remeti poredak.

Now, this didn't mean Tudhope did nothing.

Sad, to nije značilo da Tadhop nije ništa radio.

He gave the team air cover,

Pružao je ekipi moralnu podršku

and he listened to ensure that they honored their principles.

i pazio je na poštovanje principa.

And it worked: Ahead of all the other companies tackling this hard problem,

I delovalo je: ispred svih drugih firmi koje su se bavile ovim teškim problemom,

this group cracked it first.

ova ekipa ga je prva rešila.

And to date, the Montreal Protocol

I do danas je Montrealski protokol

is the most successful international environmental agreement

najuspešniji međunarodni ekološki sporazum

ever implemented.

koji je ikad implementiran.

There was a lot at stake then,

Veliki je ulog bio tada,

and there's a lot at stake now,

veliki je ulog i danas

and we won't solve our problems if we expect it to be solved

i nećemo rešiti naše probleme, ako očekujemo da ih reši

by a few supermen or superwomen.

nekoliko supermuškaraca ili superžena.

Now we need everybody,

Sada su nam svi potrebni

because it is only when we accept that everybody has value

jer tek kad prihvatimo da svako vredi,

that we will liberate the energy and imagination and momentum we need

oslobodićemo enegiju i maštu i potisak koji nam je potreban

to create the best beyond measure.

da stvorimo neuporedivo najbolje.

Thank you.

Hvala vam.

(Applause)

(Aplauz)