How to turn a group of strangers into a team | Amy Edmondson

譯者: Lilian Chiu 審譯者: Yanyan Hong

It's August 5, 2010.

時間是 2010 年 8 月 5 日。

A massive collapse at the San José Copper Mine in Northern Chile

智利北部的聖荷西銅礦礦坑 發生重大坍崩，

has left 33 men trapped half a mile -- that's two Empire State Buildings --

33 個人被困在世上最堅硬的 岩石下方半英哩處——

那是兩棟帝國大廈的高度。

below some of the hardest rock in the world.

They will find their way to a small refuge designed for this purpose,

他們會找到一個為了 這種狀況所設計的庇護所，

where they will find intense heat, filth

在那裡，他們會找到的， 是很高的溫度、骯髒物，

and about enough food for two men for 10 days.

以及大約夠 2 名男性 生存 10 天的食物。

Aboveground, it doesn't take long

在地面上，沒有多久

for the experts to figure out that there is no solution.

專家就知道沒有可行的解決方案。

No drilling technology in the industry is capable of getting through rock

在這個產業中，沒有任何 鑽洞技術能夠穿過

that hard and that deep

這麼堅硬的岩石，且要鑽這麼深，

fast enough to save their lives.

還要夠快才能在出人命前救到人。

It's not exactly clear where the refuge is.

庇護所的確切位置是未知的。

It's not even clear if the miners are alive.

礦工甚至生死未明。

And it's not even clear who's in charge.

更不知道是誰在負責主導。

Yet, within 70 days, all 33 of these men will be brought to the surface alive.

然而，在 70 天之後， 33 個人都被活著帶回地面。

This remarkable story is a case study

這個了不起的故事， 是很好的個案研究，

in the power of teaming.

可以說明聯手的力量。

So what's "teaming"?

「聯手」是什麼？

Teaming is teamwork on the fly.

聯手就是快速的團隊合作。

It's coordinating and collaborating with people

它是與人協調及合作，

across boundaries of all kinds --

且要跨越各種界線——

expertise, distance, time zone, you name it --

專長、距離、時區， 想得到的都是——

to get work done.

來把事情搞定。

Think of your favorite sports team, because this is different.

想想你最喜歡的運動隊伍， 因為這是不同的。

Sports teams work together: that magic, those game-saving plays.

運動隊伍會同心協力：那魔法， 那些逆轉勝的關鍵發揮。

Now, sports teams win because they practice.

運動隊伍會贏，是因為他們有練習。

But you can only practice if you have the same members over time.

但只有在你的成員不會隨時間 改變的情況下才有可能練習。

And so you can think of teaming ...

所以，你可以把聯手想像成……

Sports teams embody the definition of a team,

運動隊伍是團隊定義的具體呈現，

the formal definition.

正式的定義。

It's a stable, bounded, reasonably small group of people

它很穩固、有界線、 人數合理的一小群人，

who are interdependent in achieving a shared outcome.

他們互相依賴 以達成一個共同的結果。

You can think of teaming as a kind of pickup game in the park,

你們可以把聯手想像成 公園裡的一種臨時遊戲，

in contrast to the formal, well-practiced team.

和正式、練習良好的隊伍是個對比。

Now, which one is going to win in a playoff?

哪一種會贏得季後賽？

The answer is obvious.

答案很明顯。

So why do I study teaming?

那我為什麼還要研究聯手？

It's because it's the way more and more of us have to work today.

因為那是現今我們越來越多人 不得不使用的工作方式。

With 24/7 global fast-paced operations,

隨著全天營業、全年無休的 全球快步調營運、

crazy shifting schedules

瘋狂轉變的時程表，

and ever-narrower expertise,

以及狹隘許多的專長，

more and more of us have to work with different people all the time

有越來越多人總是得要 和不同的人合作

to get our work done.

才能把工作完成。

We don't have the luxury of stable teams.

我們沒有穩定團隊的奢侈優勢。

Now, when you can have that luxury, by all means do it.

若你有幸能有這種奢侈優勢， 務必好好用它。

But increasingly for a lot of the work we do today,

但漸漸地，對於現今 我們所做的許多工作，

we don't have that option.

我們並沒有那個選項。

One place where this is true is hospitals.

在醫院，這個現象就很明顯。

This is where I've done a lot of my research over the years.

數年來，我就是在醫院中 做了許多研究。

So it turns out hospitals have to be open 24/7.

結果發現，醫院必須要 全天營業、全年無休。

And patients -- well, they're all different.

而病人——嗯，他們全都不一樣。

They're all different in complicated and unique ways.

他們的不同是很複雜且很獨特的。

The average hospitalized patient is seen by 60 or so different caregivers

平均來說，住院病人在住院期間，

會被 60 個左右不同的 照護者來照顧。

throughout his stay.

They come from different shifts, different specialties,

他們有不同的班表、不同的專長、

different areas of expertise,

不同的專門知識領域，

and they may not even know each other's name.

他們可能甚至不知道彼此的名字。

But they have to coordinate in order for the patient to get great care.

但他們得要協調， 才能讓病人得到好的照護。

And when they don't, the results can be tragic.

如果他們辦不到， 就可能會有悲劇性的結果。

Of course, in teaming, the stakes aren't always life and death.

當然，在聯手時牽涉到的 利害關係不見得一定是生死。

Consider what it takes to create an animated film,

想想看，要製作出一部動畫電影，

得獎的動畫電影，需要什麼？

an award-winning animated film.

I had the good fortune to go to Disney Animation

我有幸能夠到迪士尼動畫公司

and study over 900 scientists, artists,

去研究超過 900 名科學家、藝術家、

storytellers, computer scientists

故事講述者、資訊科學家，

as they teamed up in constantly changing configurations

他們常常就會和不同的人 搭配組成團隊，

to create amazing outcomes like "Frozen."

來創造出很了不起的作品， 像是《冰雪奇緣》。

They just work together, and never the same group twice,

他們只是一起工作，團隊變來變去，

not knowing what's going to happen next.

不知道接下來會發生什麼事。

Now, taking care of patients in the emergency room

在急診室照顧病人

and designing an animated film

和設計一部動畫電影

are obviously very different work.

很顯然是非常不同的工作。

Yet underneath the differences, they have a lot in common.

但在不同的背後， 它們卻有很多共同之處。

You have to get different expertise at different times,

在不同的時候，你得要 取得不同的專門知識，

you don't have fixed roles, you don't have fixed deliverables,

你扮演的角色不固定， 你要交付的產品也不固定，

you're going to be doing a lot of things that have never been done before,

你得要做很多以前沒做過的事，

and you can't do it in a stable team.

且你無法在穩定的團隊中做它。

Now, this way of working isn't easy,

這種工作方式並不容易，

but as I said, it's more and more the way many of us have to work,

但我剛才說過，越來越多人 必須用這樣的方式工作，

so we have to understand it.

所以我們得了解這種方式。

And I would argue that it's especially needed

而且，我認為， 針對複雜且無法預測的工作，

for work that's complex and unpredictable

以及要解決大問題的情況，

and for solving big problems.

了解這種方式更是有必要。

Paul Polman, the Unilever CEO, put this really well

保羅波曼，聯合利華的執行長， 就有段非常棒的描述，

when he said, "The issues we face today are so big and so challenging,

他說：「我們現今面對的議題 太大了、太有挑戰性了，

it becomes quite clear we can't do it alone,

很顯然我們無法靠自己完成，

and so there is a certain humility in knowing you have to invite people in."

所以，知道你得要邀請別人 一起合作，這也是一種謙卑。」

Issues like food or water scarcity cannot be done by individuals,

像是食物或水資源不足這類議題， 不可能由個人來解決，

even by single companies,

甚至不可能由單一公司，

even by single sectors.

或單一部門來解決。

So we're reaching out to team across big teaming,

所以我們要向外尋求協助， 做大型的聯手，

grand-scale teaming.

大規模的聯手。

Take the quest for smart cities.

比如打造智慧城市的計畫。

Maybe you've seen some of the rhetoric:

也許你曾經看過一些相關言論：

mixed-use designs, zero net energy buildings,

採用混合用途的設計、零淨能建築、

smart mobility,

智慧行動力、

green, livable, wonderful cities.

綠色、適合居住、美好的城市。

We have the vocabulary, we have the visions,

我們有詞彙，我們有遠景，

not to mention the need.

更不用說，我們有需求。

We have the technology.

我們有技術。

Two megatrends --

兩項巨大潮流——

urbanization, we're fast becoming a more urban planet,

都市化，我們正在快速 變成一個更都市化的星球，

and climate change --

還有氣候變遷——

have been increasingly pointing to cities

這兩項潮流越來越多清楚顯示，

城市是創新的關鍵目標。

as a crucial target for innovation.

And now around the world in various locations,

現在，全世界各地，

people have been teaming up

人們團結起來，

to design and try to create green, livable, smart cities.

設計並試圖創造綠色、 適合居住、智慧的城市。

It's a massive innovation challenge.

這是個很大的創新挑戰。

To understand it better,

為了更了解它，

I studied a start-up -- a smart-city software start-up --

我研究了一間新創公司—— 一間智慧城市的新創軟體公司——

as it teamed up with a real estate developer,

它組隊的對象包括 一間不動產開發業者、

some civil engineers,

一些土木工程師、

a mayor,

一位市長、

an architect, some builders, some tech companies.

一位建築師、一些建造商、 一些科技公司。

Their goal was to build a demo smart city from scratch.

他們的目標是要從無到有， 建立一個示範智慧城市。

OK. Five years into the project, not a whole lot had happened.

好。專案已經開始五年了， 沒有發生很多事。

Six years, still no ground broken.

六年了，仍然沒有破土動工。

It seemed that teaming across industry boundaries

跨產業界線的聯手似乎

was really, really hard.

是非常非常困難的。

OK, so ...

好，所以……

We had inadvertently discovered

我們不經意地發現，

what I call "professional culture clash" with this project.

這個專案中有著我所謂的 「專業文化碰撞」。

You know, software engineers and real estate developers

你們知道的，軟體工程師 和不動產開發商

think differently --

思考方式不同——

really differently:

非常不同：

different values, different time frames -- time frames is a big one --

不同的價值觀、不同的時間表—— 時間表是個大問題——

and different jargon, different language.

還有不同的行話、不同的語言。

And so they don't always see eye to eye.

所以他們不見得 總是能有一致看法。

I think this is a bigger problem than most of us realize.

我想，這個問題比我們大部分人 所意識到的還要嚴重些。

In fact, I think professional culture clash

事實上，我認為，職業文化碰撞

is a major barrier to building the future that we aspire to build.

是個重大的阻礙，讓我們 無法建立我們嚮往的未來。

And so it becomes a problem that we have to understand,

所以，它變成了 我們需要去了解的問題，

a problem that we have to figure out how to crack.

我們得要針對這個問題 想出解決辦法。

So how do you make sure teaming goes well, especially big teaming?

所以，你要如何確保聯手 能夠順利？特別是大型的聯手？

This is the question I've been trying to solve for a number of years

數年來我一直試圖 在不同的工作場所

in many different workplaces

解決這個問題，

with my research.

應用我的研究。

Now, to begin to get just a glimpse of the answer to this question,

現在，為了要讓大家 能一瞥這個問題的答案，

let's go back to Chile.

咱們先回到智利。

In Chile, we witnessed 10 weeks of teaming

在智利，我們目睹了數百人

by hundreds of individuals

聯手合作十週，

from different professions, different companies,

他們有不同的職業， 來自不同的公司，

different sectors, even different nations.

不同的部門，甚至不同的國家。

And as this process unfolded,

隨著這個過程進展下去，

they had lots of ideas, they tried many things,

他們有許多的點子， 他們做了許多嘗試，

they experimented, they failed,

他們試驗，他們失敗，

they experienced devastating daily failure,

他們每天都要經歷 讓人身心交瘁的失敗，

but they picked up, persevered,

但他們振作起來，不屈不撓，

and went on forward.

繼續向前走。

And really, what we witnessed there

其實，我們在那裡所看見的，

was they were able to be humble

是他們能夠做到謙遜地

in the face of the very real challenge ahead,

面對眼前的挑戰，

curious -- all of these diverse individuals,

好奇——所有這些多元化的人，

diverse expertise especially, nationality as well,

在專門知識與國籍上特別多樣化，

were quite curious about what each other brings.

他們相當好奇彼此能夠帶來什麼。

And they were willing to take risks to learn fast what might work.

他們願意冒險做快速的學習， 以了解什麼行得通。

And ultimately, 17 days into this remarkable story,

最終，這個了不起的故事 進行到第 17 天時，

ideas came from everywhere.

點子開始從各方湧現。

They came from André Sougarret, who is a brilliant mining engineer

點子來自安德烈蘇格瑞特， 他是個出色的採礦工程師，

who was appointed by the government to lead the rescue.

他被政府指定來領導救援任務。

They came from NASA.

點子來自美國太空總署，

They came from Chilean Special Forces.

點子來自智利的特種部隊，

They came from volunteers around the world.

點子來自全世界的志工。

And while many of us, including myself, watched from afar,

當我們許多人， 包括我自己，從遠處看著

these folks made slow, painful progress through the rock.

這些人很緩慢、 艱苦地試圖穿過岩石。

On the 17th day, they broke through to the refuge.

在第 17 天， 他們突破到了庇護所。

It's just a remarkable moment.

那是個了不起的時刻。

And with just a very small incision, they were able to find it

靠著一個非常小的切口， 他們得以透過許多

through a bunch of experimental techniques.

實驗性的技術來找到庇護所。

And then for the next 53 days,

在接下來的 53 天，

that narrow lifeline would be the path

這狹窄的生命線，就成了食物、

where food and medicine and communication would travel,

藥品，和溝通的通路，

while aboveground, for 53 more days, they continued the teaming

在地面上，他們持續 聯手合作了 53 天，

to find a way to create a much larger hole

來想出方法， 創造出一個更大的洞，

and also to design a capsule.

同時設計一個膠囊。

This is the capsule.

這就是那個膠囊。

And then on the 69th day,

接著，在第 69 天，

over 22 painstaking hours,

辛苦了 22 個小時，

they managed to pull the miners out one by one.

他們成功把礦工一個一個救出來。

So how did they overcome professional culture clash?

他們是如何克服職業文化碰撞的？

I would say in a word, it's leadership, but let me be more specific.

我可以用一個詞說明，就是 「領導力」，但讓我說清楚些。

When teaming works,

在成功的聯手合作中，

you can be sure that some leaders,

你可以很確定，一些領導人，

leaders at all levels,

各層級的領導人，

have been crystal clear that they don't have the answers.

一直都很清楚知道 他們並沒有答案。

Let's call this "situational humility."

咱們就稱之為「情境式謙遜」。

It's appropriate humility.

它是種適當的謙遜。

We don't know how to do it.

我們不知道要怎麼做。

You can be sure, as I said before, people were very curious,

我之前提到的， 可以肯定大家很好奇，

and this situational humility

這種情境式謙遜

combined with curiosity

和好奇心結合，

creates a sense of psychological safety

就會創造出一種心理安全感，

that allows you take risks with strangers,

讓你能和陌生人一起冒險，

because let's face it: it's hard to speak up, right?

因為，咱們面對現實吧， 要說出來挺難的，對吧？

It's hard to ask for help.

要向人求助很困難。

It's hard to offer an idea that might be a stupid idea

要提出一個可能 很蠢的點子也很困難，

if you don't know people very well.

如果你跟其他人不熟的話。

You need psychological safety to do that.

所以你需要心理的安全感才能做到。

They overcame what I like to call the basic human challenge:

他們克服了我所謂的 基本人類挑戰：

it's hard to learn if you already know.

如果你已經知道了，就很難學習。

And unfortunately, we're hardwired to think we know.

不幸的是，我們天生 就覺得我們知道。

And so we've got to remind ourselves -- and we can do it --

所以我們得要提醒自己—— 且我們能做到——

to be curious;

要有好奇心；

to be curious about what others bring.

好奇其他人能帶來什麼。

And that curiosity can also spawn a kind of generosity of interpretation.

那種好奇心也能夠產生 一種在詮釋上的寬宏大量。

But there's another barrier, and you all know it.

但還有另一個阻礙， 是你們都知道的。

You wouldn't be in this room if you didn't know it.

如果你不知道， 你就不會在這間房間裡。

And to explain it, I'm going to quote from the movie "The Paper Chase."

為了解釋它，我要引述 《寒窗戀》這部電影。

This, by the way, is what Hollywood thinks

順道一提，這是好萊塢認為

a Harvard professor is supposed to look like.

哈佛教授應該就是這個樣子。

You be the judge.

你們自己判斷。

The professor in this famous scene,

在這段知名的橋段中，這位教授

he's welcoming the new 1L class,

在歡迎一個 1L 的班級，

and he says, "Look to your left. Look to your right.

他說：「看看你的左邊， 看看你的右邊。

one of you won't be here next year."

你們其中一個人明年不會在這裡。」

What message did they hear? "It's me or you."

他們聽到了什麼訊息？ 「不是你，就是我。」

For me to succeed, you must fail.

若我要成功，你就得失敗。

Now, I don't think too many organizations welcome newcomers that way anymore,

我不認為還有很多組織 會用那種方式來歡迎新人，

but still, many times people arrive with that message of scarcity anyway.

但人們常常還會帶著這種 一山不容二虎的訊息到來。

It's me or you.

不是我，就是你。

It's awfully hard to team if you inadvertently see others as competitors.

如果你在不經意中就把其他人 視為競爭者，要聯手就會很困難。

So we have to overcome that one as well,

所以我們也得要克服那一點，

and when we do, the results can be awesome.

當我們克服了，結果就會很棒。

Abraham Lincoln said once,

林肯有一次這麼說：

"I don't like that man very much. I must get to know him better."

「我不太喜歡那個人， 我得要再多了解他一點。」

Think about that --

想想看——

I don't like him, that means I don't know him well enough.

我不喜歡他， 那就表示我不夠了解他。

It's extraordinary.

那很不簡單。

This is the mindset, I have to say,

我得要說，就是這種心態，

this is the mindset you need for effective teaming.

要有這種心態， 才能有效地聯手合作。

In our silos, we can get things done.

在我們的穀倉中（指穀倉效應）， 我們能把事情搞定。

But when we step back and reach out and reach across,

但當我們退一步， 向外求助，跨出界線，

miracles can happen.

奇蹟就有可能會發生。

Miners can be rescued,

礦工可能會被救出來，

patients can be saved,

病人可能會得救，

beautiful films can be created.

美麗的電影也可能會被創作出來。

To get there, I think there's no better advice than this:

要做到這些，我想， 最好的忠告就是：

look to your left, look to your right.

看看你的左邊，看看你的右邊。

How quickly can you find the unique talents, skills

你能多快地在你的鄰居身上 找到獨特的才華、技能，

and hopes of your neighbor,

和希望，

and how quickly, in turn, can you convey what you bring?

還有，你能多快地傳達出 你能帶給他們什麼？

Because for us to team up to build the future we know we can create

因為，對我們來說， 若要聯手建立一個

我們知道可行的，

但不能只靠一己之力 來創造的未來，

that none of us can do alone,

that's the mindset we need.

我們就需要那種心態。

Thank you.

謝謝。

(Applause)

（掌聲）