How Too Many Rules at Work Keep You from Getting Things Done | Yves Morieux | TED Talks

Prevodilac: Jasmina Francuski Lektor: Mile Živković

Paul Krugman, the Nobel Prize [winner] in economics, once wrote:

Dobitnik Nobelove nagrade za ekonomiju Pol Krugman, napisao je:

"Productivity is not everything, but in the long run,

"Produktivnost nije sve, ali na duže staze,

it is almost everything."

ona je skoro sve."

So this is serious.

Dakle, ovo je ozbiljno.

There are not that many things on earth that are "almost everything."

Nema toliko mnogo stvari na svetu koje su "skoro sve".

Productivity is the principal driver of the prosperity of a society.

Produktivnost je glavni pokretač prosperiteta u društvu.

So we have a problem.

Dakle, imamo problem.

In the largest European economies,

U najvećim evropskim ekonomijama,

productivity used to grow five percent per annum

produktivnost je rasla pet procenata godišnje

in the '50s, '60s, early '70s.

50-ih, 60-ih i početkom 70-ih godina.

From '73 to '83: three percent per annum.

Od '73. do '83. - tri procenta godišnje.

From '83 to '95: two percent per annum.

Od '83. do '95. - dva procenta godišnje.

Since 1995: less than one percent per annum.

Od 1995. - manje od jednog procenta godišnje.

The same profile in Japan.

Statistika je ista u Japanu.

The same profile in the US,

Statistika je ista u SAD,

despite a momentary rebound 15 years ago,

uprkos kratkotrajnom skoku pre 15 godina,

and despite all the technological innovations

i uprkos svim tehnološkim inovacijama

around us: the Internet, the information,

koje nas okružuju: internet, informacije,

the new information and communication technologies.

nove informacione i komunikacione tehnologije.

When productivity grows three percent per annum,

Kada produktivnost raste tri procenta godišnje,

you double the standard of living every generation.

duplira se životni standard svake generacije.

Every generation is twice as well-off as its parents'.

Svaka generacija je dva puta bogatija od generacije svojih roditelja.

When it grows one percent per annum,

Ali kada raste jedan procenat godišnje,

it takes three generations to double the standard of living.

potrebne su tri generacije da bi se udvostručio životni standard.

And in this process, many people will be less well-off than their parents.

Tokom ovog procesa, mnogi ljudi će biti siromašniji od svojih roditelja.

They will have less of everything:

Imaće manje svega:

smaller roofs, or perhaps no roof at all,

manje krovove, ili ih možda uopšte neće imati,

less access to education, to vitamins, to antibiotics, to vaccination --

manje dostupno obrazovanje, manje vitamina, antibiotika, vakcina -

to everything.

svega.

Think of all the problems that we're facing at the moment.

Pomislite na sve probleme sa kojima se trenutno suočavamo.

All.

Sve.

Chances are that they are rooted in the productivity crisis.

Postoji šansa da su nastali zbog krize produktivnosti.

Why this crisis?

Odakle ova kriza?

Because the basic tenets about efficiency --

Jer su osnovni principi efikasnosti -

effectiveness in organizations, in management --

efikasnost u organizacijama, u upravljanju -

have become counterproductive for human efforts.

postali kontraproduktivni za ljudske napore.

Everywhere in public services -- in companies, in the way we work,

Svuda u javnim ustanovama - u kompanijama, u načinu na koji radimo,

the way we innovate, invest -- try to learn to work better.

na koji izvodimo promene, investiramo - pokušajte da naučite da radite bolje.

Take the holy trinity of efficiency:

Uzmimo sveto trojstvo efikasnosti:

clarity, measurement, accountability.

jasnoća, merenje, odgovornost.

They make human efforts derail.

One ljudski napor izbacuju iz koloseka.

There are two ways to look at it, to prove it.

Postoje dva načina da se tome pristupi, da se dokaže.

One, the one I prefer,

Jedan, onaj koji ja više volim,

is rigorous, elegant, nice -- math.

jeste neumoljiv, elegantan, zgodan - matematika.

But the full math version takes a little while,

Ali bi puna matematička verzija potrajala,

so there is another one.

pa evo drugog.

It is to look at a relay race.

A to je da pogledamo štafetnu trku.

This is what we will do today.

To je ono što ćemo danas uraditi.

It's a bit more animated, more visual and also faster -- it's a race.

To je življi, vizuelniji i takođe, brži način - to je trka.

Hopefully, it's faster.

Nadajmo se da je brže.

(Laughter)

(Smeh)

World championship final -- women.

Finale svetskog šampionata za žene.

Eight teams in the final.

Osam timova u finalu.

The fastest team is the US team.

Najbrži tim je američki tim.

They have the fastest women on earth.

Oni imaju najbrže žene na svetu.

They are the favorite team to win.

One su favoriti za pobedu.

Notably, if you compare them to an average team,

Naročito ako ih uporedite sa nekim prosečnim timom,

say, the French team,

na primer francuskim,

(Laughter)

(Smeh)

based on their best performances in the 100-meter race,

na osnovu njihovih najboljih rezultata u trci na 100 metara,

if you add the individual times of the US runners,

ako saberete pojedinačna vremena američkih trkačica,

they arrive at the finish line 3.2 meters ahead of the French team.

one stižu na cilj 3,2 metra pre francuskog tima.

And this year, the US team is in great shape.

A ove godine, američki tim je u odličnoj formi.

Based on their best performance this year,

Na osnovu njihovih najboljih rezultata ove godine,

they arrive 6.4 meters ahead of the French team,

one stižu 6,4 metra pre francuskog tima,

based on the data.

na osnovu podataka.

We are going to look at the race.

Pogledaćemo trku.

At some point you will see, towards the end,

U jednom momentu videćete, pred kraj,

that Torri Edwards, the fourth US runner, is ahead.

da je Tori Edvards, četvrta američka trkačica, u prednosti.

Not surprising -- this year she got the gold medal in the 100-meter race.

To ne iznenađuje - ove godine je osvojila zlatnu medalju u trci na 100 metara.

And by the way, Chryste Gaines, the second runner in the US team,

I uzgred, Kristi Gejns, druga trkačica u američkom timu,

is the fastest woman on earth.

je najbrža žena na svetu.

So, there are 3.5 billion women on earth.

Dakle, na svetu ima 3,5 milijarde žena.

Where are the two fastest? On the US team.

Gde su dve najbrže? U američkom timu.

And the two other runners on the US team are not bad, either.

A ni druge dve trkačice u američkom timu nisu loše.

(Laughter)

(Smeh)

So clearly, the US team has won the war for talent.

Dakle, jasno je, američki tim je pobedio u ratu talenata.

But behind, the average team is trying to catch up.

Ali iza, prosečni tim pokušava da ih sustigne.

Let's watch the race.

Hajde da pogledamo trku.

(Video: French sportscasters narrate race)

(Video: Francuski komentatori prenose trku)

(Video: Race narration ends)

(Video: Prenos trke se završava)

Yves Morieux: So what happened?

Iv Morio: Pa šta se desilo?

The fastest team did not win; the slower one did.

Najbrži tim nije pobedio, pobedio je sporiji.

By the way, I hope you appreciate

Uzgred, nadam se da cenite

the deep historical research I did to make the French look good.

moje istorijsko istraživanje kako bih francuskinje prikazao u dobrom svetlu.

(Laughter)

(Smeh)

But let's not exaggerate -- it's not archeology, either.

Ali hajde da ne preterujemo, nije to arheologija.

(Laughter)

(Smeh)

But why?

Ali zašto?

Because of cooperation.

Zbog saradnje.

When you hear this sentence:

Kada čujete ovu rečenicu:

"Thanks to cooperation, the whole is worth more than the sum of the parts."

"Zahvaljujući saradnji, celina vredi više nego zbir njenih delova."

This is not poetry; this is not philosophy.

To nije poezija, to nije filozofija.

This is math.

To je matematika.

Those who carry the baton are slower,

Oni koji nose štafetu su sporiji,

but their baton is faster.

ali je njihova štafeta brža.

Miracle of cooperation:

Čudo saradnje:

it multiplies energy, intelligence in human efforts.

umnožava energiju, razumevanje u ljudskim naporima.

It is the essence of human efforts:

Ona je suština ljudskih napora:

how we work together, how each effort contributes to the efforts of others.

kako radimo zajedno, kako svačiji trud doprinosti trudu onog drugog.

With cooperation, we can do more with less.

Sarađujući možemo uraditi više sa manje.

Now, what happens to cooperation when the holy grail --

Šta se dogodi sa saradnjom kada se sveti gral -

the holy trinity, even --

sveto trojstvo, čak -

of clarity, measurement, accountability --

jasnoća, merenje, odgovornost -

appears?

pojavi?

Clarity.

Jasnoća.

Management reports are full of complaints about the lack of clarity.

Izveštaji menadžmenta su puni žalbi na nedostatak jasnoće.

Compliance audits, consultants' diagnostics.

Revizije usaglašenosti, dijagnoze konsultanata.

We need more clarity, we need to clarify the roles, the processes.

Potrebno nam je više jasnoće, moramo razjasniti uloge, procese.

It is as though the runners on the team were saying,

To je kao kada bi trkači u timu rekli:

"Let's be clear -- where does my role really start and end?

"Da razjasnimo - gde tačno moja uloga počinje, a gde se završava?

Am I supposed to run for 95 meters, 96, 97...?"

Da li treba da trčim 95 metara, 96, 97 ... ?"

It's important, let's be clear.

Važno je, budimo jasni.

If you say 97, after 97 meters,

Ako kažete 97 metara, nakon 97 metara,

people will drop the baton, whether there is someone to take it or not.

ljudi će ispustiti štafetu, bilo da ima nekog da je prihvati ili ne.

Accountability.

Odgovornost.

We are constantly trying to put accountability

Stalno pokušavamo da stavimo odgovornost

in someone's hands.

u nečije ruke.

Who is accountable for this process?

Ko je odgovoran za ovaj proces?

We need somebody accountable for this process.

Treba nam neko odgovoran za ovaj proces.

So in the relay race, since passing the baton is so important,

Dakle, u štafetnoj trci, pošto je dodavanje štafete važno,

then we need somebody clearly accountable for passing the baton.

potreban nam je neko ko je jasno odgovoran za dodavanje štafete.

So between each runner,

Pa između svakog trkača,

now we will have a new dedicated athlete,

sada ćemo imati novog posvećenog sportistu,

clearly dedicated to taking the baton from one runner,

jasno posvećenog uzimanju štafete od jednog trkača

and passing it to the next runner.

i dodavanju sledećem.

And we will have at least two like that.

I imaćemo najmanje dvoje takvih.

Well, will we, in that case, win the race?

Pa, hoćemo li, u tom slučaju, pobediti u trci?

That I don't know, but for sure,

To ne znam, ali je sigurno

we would have a clear interface,

da bismo imali jasno razgraničenje,

a clear line of accountability.

jasnu liniju odgovornosti.

We will know who to blame.

Znaćemo koga da krivimo.

But we'll never win the race.

Ali nikada nećemo pobediti u trci.

If you think about it, we pay more attention

Ako bolje razmislite, više pažnje posvećujemo tome

to knowing who to blame in case we fail,

da znamo koga da okrivimo u slučaju neuspeha,

than to creating the conditions to succeed.

nego stvaranju uslova za uspeh.

All the human intelligence put in organization design --

Sva ljudska pamet uložena u stvaranje organizacija -

urban structures, processing systems --

urbanih struktura, sistema za procesuiranje -

what is the real goal?

šta je pravi cilj?

To have somebody guilty in case they fail.

Da imamo krivca u slučaju neuspeha.

We are creating organizations able to fail,

Stvaramo organizacije podložne neuspehu,

but in a compliant way,

ali na usaglašen način,

with somebody clearly accountable when we fail.

sa nekim ko je jasno odgovoran kad ne uspemo.

And we are quite effective at that -- failing.

I prilično smo uspešni u tome - u neuspehu.

Measurement.

Merenje.

What gets measured gets done.

Ono što se meri, biva urađeno.

Look, to pass the baton, you have to do it at the right time,

Vidite, da biste dodali štafetu, morate to uraditi u pravom momentu,

in the right hand, at the right speed.

u pravu ruku, pravom brzinom.

But to do that, you have to put energy in your arm.

Da biste uspeli, morate usmeriti energiju u svoju ruku.

This energy that is in your arm will not be in your legs.

Energija u vašoj ruci, neće biti u vašim nogama.

It will come at the expense of your measurable speed.

Ona će ići na štetu vaše merljive brzine.

You have to shout early enough to the next runner

Morate viknuti dovoljno rano sledećem trkaču

when you will pass the baton, to signal that you are arriving,

kada ćete dodati štafetu, da signalizirate svoj dolazak,

so that the next runner can prepare, can anticipate.

da bi sledeći trkač mogao da se pripremi, da predvidi.

And you have to shout loud.

I morate vikati glasno.

But the blood, the energy that will be in your throat

Ali krv, energija koja će vam biti u grlu,

will not be in your legs.

neće vam biti u nogama.

Because you know, there are eight people shouting at the same time.

Jer znate, ima osmoro ljudi koji viču u isto vreme.

So you have to recognize the voice of your colleague.

Zato morate prepoznati glas svog kolege.

You cannot say, "Is it you?"

Ne možete reći: "Jesi li to ti?"

Too late!

Prekasno!

(Laughter)

(Smeh)

Now, let's look at the race in slow motion,

A sad, hajde da pogledamo trku na usporenom snimku,

and concentrate on the third runner.

i koncentrišemo se na treću trkačicu.

Look at where she allocates her efforts,

Pogledajte gde usmerava svoje napore,

her energy, her attention.

svoju energiju, svoju pažnju.

Not all in her legs -- that would be great for her own speed --

Ne sve u svoje noge - to bi bilo sjajno za njenu brzinu -

but in also in her throat, arm, eye, brain.

već i u svoje grlo, ruku, oko, mozak.

That makes a difference in whose legs?

To čini razliku u čijim nogama?

In the legs of the next runner.

U nogama sledeće trkačice.

But when the next runner runs super-fast,

Ali kada sledeća trkačica trči super brzo,

is it because she made a super effort,

je li to zato što je uložila super napor,

or because of the way the third runner passed the baton?

ili zbog načina na koji joj je treća trkačica predala štafetu?

There is no metric on earth that will give us the answer.

Ne postoji na svetu sistem merenja koji će nam dati odgovor na to pitanje.

And if we reward people on the basis of their measurable performance,

I ako nagrađujemo ljude na osnovu njihovog merljivog učinka,

they will put their energy, their attention, their blood

oni će svoju energiju, pažnju, krv, usmeriti

in what can get measured -- in their legs.

ka onom što se može meriti - u svoje noge.

And the baton will fall and slow down.

A štafeta će pasti i usporiti.

To cooperate is not a super effort,

Saradnja ne predstavlja super napor,

it is how you allocate your effort.

već način na koji raspoređujemo napor.

It is to take a risk,

Ona predstavlja rizik,

because you sacrifice the ultimate protection

jer se žrtvuje krajnja zaštita

granted by objectively measurable individual performance.

koju garantuje objektivno merljiv pojedinačni učinak.

It is to make a super difference in the performance of others,

Ona predstavlja super razliku u učinku drugih,

with whom we are compared.

sa kojima nas porede.

It takes being stupid to cooperate, then.

Znači, potrebno je biti glup da bi se sarađivalo.

And people are not stupid; they don't cooperate.

A ljudi nisu glupi; oni ne sarađuju.

You know, clarity, accountability, measurement were OK

Znate, jasnoća, odgovornost, merenje, bili su u redu

when the world was simpler.

kada je svet bio jednostavniji.

But business has become much more complex.

Ali biznis je postao mnogo složeniji.

With my teams, we have measured

Moji timovi i ja smo merili

the evolution of complexity in business.

evoluciju složenosti u biznisu.

It is much more demanding today to attract and retain customers,

Danas je mnogo zahtevnije privući i zadržati klijente,

to build advantage on a global scale,

steći prednost na globalnom nivou,

to create value.

stvoriti vrednost.

And the more business gets complex,

I što biznis postaje složeniji,

the more, in the name of clarity, accountability, measurement

sve više, u ime jasnoće, odgovornosti i merenja,

we multiply structures, processes, systems.

umnožavamo strukture, procese, sisteme,

You know, this drive for clarity and accountability triggers

Znate, ovaj poriv za jasnoćom i odgovornošću povlači sa sobom

a counterproductive multiplication of interfaces, middle offices,

kontraproduktivno umnožavanje linija razgraničenja, posredničkih kancelarija,

coordinators that do not only mobilize people and resources,

koordinatora koji ne samo da pokreću ljude i resurse,

but that also add obstacles.

već postavljaju i prepreke.

And the more complicated the organization,

I što je organizacija komplikovanija,

the more difficult it is to understand what is really happening.

sve je teže shvatiti šta se tačno dešava.

So we need summaries, proxies, reports,

Tako nam je potrebno sve više specifikacija, ovlašćenja, izveštaja,

key performance indicators, metrics.

ključnih indikatora performansi, statističkih podataka.

So people put their energy in what can get measured,

Stoga ljudi ulažu napor u ono što se može izmeriti,

at the expense of cooperation.

na uštrb saradnje.

And as performance deteriorates,

I kako se učinak smanjuje,

we add even more structure, process, systems.

dodajemo sve više struktura, procesa, sistema.

People spend their time in meetings,

Ljudi traće svoje vreme na sastancima,

writing reports they have to do, undo and redo.

pišući izveštaje koje moraju da urade, ponište i ponovo urade.

Based on our analysis, teams in these organizations

Na osnovu naše analize, timovi u ovakvim organizacijama

spend between 40 and 80 percent of their time wasting their time,

troše između 40 i 80 procenata svog vremena gubeći vreme,

but working harder and harder, longer and longer,

ali radeći više i više, duže i duže,

on less and less value-adding activities.

na sve manje vrednim aktivnostima.

This is what is killing productivity,

Ovo ubija produktivnost,

what makes people suffer at work.

čini da ljudi pate na poslu.

Our organizations are wasting human intelligence.

Naše organizacije traće ljudsku pamet.

They have turned against human efforts.

Okrenule su se protiv ljudskih napora.

When people don't cooperate,

Kada ljudi ne sarađuju,

don't blame their mindsets, their mentalities, their personality --

nemojte kriviti njihov pogled na svet, njihov mentalitet, njihovu ličnost -

look at the work situations.

pogledajte situaciju na poslu.

Is it really in their personal interest to cooperate or not,

Da li je zaista u njihovom ličnom interesu da sarađuju ili ne,

if, when they cooperate, they are individually worse off?

ako im je, kada sarađuju, pojedinačno sve gore?

Why would they cooperate?

Zašto bi sarađivali?

When we blame personalities

Kada krivimo ličnost

instead of the clarity, the accountability, the measurement,

umesto jasnoće, odgovornosti i merenja,

we add injustice to ineffectiveness.

dodajemo još i nepravdu na neefikasnost.

We need to create organizations

Treba da stvorimo organizacije

in which it becomes individually useful for people to cooperate.

u kojima će pojedincima biti korisno sarađivati.

Remove the interfaces, the middle offices --

Uklonite linije razgraničenja, posredničke kancelarije -

all these complicated coordination structures.

sve ove komplikovane strukture za koordinaciju.

Don't look for clarity; go for fuzziness.

Nemojte tražiti jasnoću, tražite neodređenost.

Fuzziness overlaps.

Neodređenost se prepliće.

Remove most of the quantitative metrics to assess performance.

Otklonite većinu kvantitativnih merenja za procenu učinka.

Speed the "what."

Ubrzajte "Šta".

Look at cooperation, the "how."

Pripazite na saradnju, na "kako".

How did you pass the baton?

Kako ste dodali štafetu?

Did you throw it, or did you pass it effectively?

Da li ste je bacili ili ste je efikasno dodali?

Am I putting my energy in what can get measured --

Da li ulažem energiju u nešto što se može izmeriti -

my legs, my speed -- or in passing the baton?

svoje noge, svoju brzinu ili u dodavanje štafete?

You, as leaders, as managers,

Vi, kao lideri, kao menadžeri,

are you making it individually useful for people to cooperate?

da li činite saradnju pojedinačno korisnom?

The future of our organizations,

Budućnost naših organizacija,

our companies, our societies

naših kompanija, našeg društva

hinges on your answer to these questions.

zavisi od vašeg odgovora na ova pitanja.

Thank you.

Hvala.

(Applause)

(Aplauz)