Chip Conley: Measuring what makes life worthwhile

175,108 views ・ 2010-06-21

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譯者: Andrew Lai 審譯者: Wang-Ju Tsai
00:16
I'm going to talk about the simple truth in leadership
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我要說些21世紀
00:18
in the 21st century.
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領導的簡單的小道理
00:20
In the 21st century, we need to actually look at --
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現在是21世紀,我們應該要看的東西
00:23
and what I'm actually going to encourage you to consider today --
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和我今天鼓勵大家去想想的事情
00:26
is to go back to our school days
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要回溯到我們上學的時候
00:28
when we learned how to count.
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回溯到我們學算數的時候
00:30
But I think it's time for us to think about what we count.
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我認為該想想我們到底數了些什麼
00:33
Because what we actually count
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因為我們真正在意的事
00:35
truly counts.
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才算數
00:37
Let me start by telling you a little story.
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我先從小故事說起
00:39
This is Van Quach.
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這是范姱嬬
00:41
She came to this country in 1986 from Vietnam.
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1986年的時候從越南移民到這
00:44
She changed her name to Vivian
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把名字改成薇薇安
00:46
because she wanted to fit in here in America.
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希望能夠融入這裡的生活
00:48
Her first job was at an inner-city motel
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她的第一份工作
00:50
in San Francisco as a maid.
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是在舊金山市中心的汽車旅館當清潔人員
00:52
I happened to buy that motel
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事實上,她工作三個月後
00:54
about three months after Vivian started working there.
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我恰巧買了那間旅館
00:57
So Vivian and I have been working together for 23 years.
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所以薇薇安跟我共事了23年
01:01
With the youthful idealism of a 26-year-old,
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那時候是1987年
01:03
in 1987,
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我26歲,心理充滿了理想
01:05
I started my company and I called it Joie de Vivre,
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我開始經營飯店,稱為「人生之樂」
01:07
a very impractical name,
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這是個非常不切實際的名字
01:10
because I actually was looking to create joy of life.
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因為我想創造生活的快樂
01:13
And this first hotel that I bought, motel,
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這就是我第一個收購的旅館,
01:16
was a pay-by-the-hour, no-tell motel
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是以時計費,供人「休息」的汽車旅館
01:19
in the inner-city of San Francisco.
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在舊金山的市區内。
01:21
As I spent time with Vivian,
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我跟薇薇安一起工作的時候
01:23
I saw that she had sort of a joie de vivre
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我發現她工作的方式
01:26
in how she did her work.
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有「人生之樂」的特質。
01:28
It made me question and curious:
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這讓我既疑惑又好奇
01:30
How could someone actually find joy
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怎麼可能有人
01:32
in cleaning toilets for a living?
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會喜歡以掃廁維生
01:35
So I spent time with Vivian, and I saw that
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所以我就觀察薇薇安,發現
01:38
she didn't find joy in cleaning toilets.
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她並非以掃廁所為樂
01:40
Her job, her goal and her calling
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她的目標、職志
01:42
was not to become the world's greatest toilet scrubber.
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並不是成為世界第一的廁所清潔工
01:45
What counts for Vivian was the emotional connection
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她在意的是情感的聯繫
01:47
she created with her fellow employees and our guests.
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是同事、顧客、和自己間的關係。
01:50
And what gave her inspiration and meaning
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鼓舞並讓她覺得有意義的是
01:52
was the fact that she was taking care of people
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她的工作,而這份工作
01:55
who were far away from home.
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其實是照顧異鄉遊子。
01:57
Because Vivian knew what it was like to be far away from home.
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因為薇薇安深知離鄉背井的感受。
02:00
That very human lesson,
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這二十幾年前
02:02
more than 20 years ago,
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人性溫暖的例子
02:04
served me well during the last
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幫助我度過上一個
02:06
economic downturn we had.
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經濟衰退。
02:09
In the wake of the dotcom crash and 9/11,
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網路股泡沫化以及911事件開始的時候
02:11
San Francisco Bay Area hotels
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讓舊金山的灣區酒店的收入
02:13
went through the largest percentage revenue drop
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大幅減少
02:15
in the history of American hotels.
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是美國史上的新低。
02:17
We were the largest operator of hotels in the Bay Area,
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當時我們是灣區最大的業者
02:20
so we were particularly vulnerable.
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所以受到的衝擊非常大。
02:22
But also back then,
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也同樣是那時候
02:24
remember we stopped eating French fries in this country.
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美國國内抵制吃薯條
02:26
Well, not exactly, of course not.
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其實也不盡然,
02:29
We started eating "freedom fries,"
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應該說,我們不吃「法式薯條」開始吃「自由薯條」
02:32
and we started boycotting anything that was French.
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抵制全部跟法國有關的東西
02:35
Well, my name of my company, Joie de Vivre --
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我公司的名字「人生之樂」就是法文
02:38
so I started getting these letters
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所以我就陸續收到
02:40
from places like Alabama and Orange County
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從阿拉巴馬和橘郡等地來的信
02:43
saying to me that they were going to boycott my company
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說要抵制我的公司
02:45
because they thought we were a French company.
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因為他們認為我們是法國公司
02:47
And I'd write them back, and I'd say, "What a minute. We're not French.
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然後我就回信說
02:50
We're an American company. We're based in San Francisco."
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我們不是法商!我們是在舊金山的美國公司!
02:53
And I'd get a terse response: "Oh, that's worse."
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接著我收到了一封回信說:「噢!那更糟!」
02:55
(Laughter)
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(笑聲)
02:58
So one particular day
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所以有一天
03:00
when I was feeling a little depressed and not a lot of joie de vivre,
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我覺得有點鬱悶,不太快樂
03:02
I ended up in the local bookstore around the corner from our offices.
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我就到辦公室附近的書店逛逛
03:05
And I initially ended up in the business section of the bookstore
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一開始我只在商業叢書區
03:08
looking for a business solution.
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找尋解決方法
03:10
But given my befuddled state of mind, I ended up
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但是我的頭腦真是太混亂了
03:12
in the self-help section very quickly.
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所以我很快就逛到勵志叢書區
03:14
That's where I got reacquainted with
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就在那,我再讀了
03:16
Abraham Maslow's "hierarchy of needs."
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亞伯拉罕·馬斯洛的需求層次理論。
03:19
I took one psychology class in college,
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我大學時候修了門心理學
03:21
and I learned about this guy, Abraham Maslow,
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學到了亞伯拉罕·馬斯洛
03:23
as many of us are familiar with his hierarchy of needs.
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很多人都熟悉他的需求層次理論
03:25
But as I sat there for four hours,
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我在那坐了四個小時
03:28
the full afternoon, reading Maslow,
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整個下午都在讀馬斯洛的書
03:31
I recognized something
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使我體認到了一些
03:33
that is true of most leaders.
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大部分領袖都具備共同的特質。
03:35
One of the simplest facts in business
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在企業内最簡單清楚的事實之一
03:37
is something that we often neglect,
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卻也是我們常忽略的
03:39
and that is that we're all human.
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那就是:「我們都是人。」
03:41
Each of us, no matter what our role is in business,
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不管我們在事業上的角色為何
03:44
has some hierarchy of needs
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在職場上
03:46
in the workplace.
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都有自己的需求層次。
03:48
So as I started reading more Maslow,
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接著我讀了更多馬斯洛的書
03:50
what I started to realize is that
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我漸漸發現
03:52
Maslow, later in his life,
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其實馬斯洛稍後
03:54
wanted to take this hierarchy for the individual
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想把個人的需求層次理論
03:56
and apply it to the collective,
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套用到群體
03:58
to organizations and specifically to business.
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套用到組織,特別是商業組織
04:01
But unfortunately, he died prematurely in 1970,
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但不幸的是馬斯洛英在1970年英年早逝
04:04
and so he wasn't really able to live that dream completely.
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所以他並沒能完全實現那夢想。
04:06
So I realized in that dotcom crash
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我發覺網路股泡沫化的時候
04:09
that my role in life was to channel Abe Maslow.
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我人生的階段任務就是跟馬斯洛對話。
04:12
And that's what I did a few years ago
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這也是幾年前我所做的
04:14
when I took that five-level hierarchy of needs pyramid
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把需求層次理論的五層金字塔
04:17
and turned it into what I call the transformation pyramid,
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變成我所謂的「轉型金字塔」
04:20
which is survival, success and transformation.
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包括生存、成功、轉型
04:23
It's not just fundamental in business, it's fundamental in life.
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這金字塔不只是事業的基石,更是人生的基石。
04:26
And we started asking ourselves the questions
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我們開始問自己
04:28
about how we were actually addressing
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要如何滿足公司内
04:30
the higher needs, these transformational needs
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主要員工高階的需求
04:32
for our key employees in the company.
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也就是轉型需求
04:35
These three levels of the hierarchy needs
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這三層的需求層次
04:37
relate to the five levels
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其實跟馬斯洛的
04:39
of Maslow's hierarchy of needs.
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五階層需求層次有關
04:41
But as we started asking ourselves about how we were addressing
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可是當我們要著手衡量
04:43
the higher needs of our employees and our customers,
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員工和顧客的高階需求的時候
04:46
I realized we had no metrics.
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我才發現,我們沒有衡量標準。
04:48
We had nothing that actually could tell us whether we were actually getting it right.
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不知道怎樣衡量才是對的。
04:51
So we started asking ourselves:
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所以我們反問自己
04:53
What kind of less obvious metrics
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還有什麼我們看不見的變數
04:55
could we use to actually evaluate
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可以用來實際地評估
04:58
our employees' sense of meaning,
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員工的感覺
05:00
or our customers' sense of emotional connection with us?
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或是顧客跟我們的情感聯係度
05:03
For example, we actually started asking our employees,
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舉例來說,我們問員工說
05:05
do they understand the mission of our company,
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你們了解我們公司的服務宗旨嗎?
05:07
and do they feel like they believe in it,
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你們認同我們的服務宗旨嗎?
05:09
can they actually influence it,
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你們能為公司帶來任何改變嗎?
05:11
and do they feel that their work actually has an impact on it?
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你們真的覺得自己的工作對公司有影響嗎?
05:14
We started asking our customers,
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我們也問顧客
05:16
did they feel an emotional connection with us,
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是否覺得和我們有
05:18
in one of seven different kinds of ways.
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七種程度不同的情感的聯係。
05:21
Miraculously, as we asked these questions
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神奇的是,藉由問這些問題
05:23
and started giving attention higher up the pyramid,
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還有漸漸注重金字塔頂端的需求後
05:26
what we found is we created more loyalty.
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我們竟然讓顧客的忠誠度提高了。
05:28
Our customer loyalty skyrocketed.
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顧客對我們的忠誠度疾速攀升
05:30
Our employee turnover dropped
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員工的離職律也降低到
05:32
to one-third of the industry average,
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產業平均的三分之一。
05:34
and during that five year dotcom bust,
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網路股泡沫化為期五年
05:36
we tripled in size.
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那五年裡,我們的營業規模變為三倍。
05:38
As I went out and started spending time with other leaders out there
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之後我跟其他領導者聊天
05:41
and asking them how they were getting through that time,
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問他們如何撐過那段時期
05:43
what they told me over and over again
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我聼到的都是
05:45
was that they just manage what they can measure.
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他們只管理有形的看得到的
05:47
What we can measure is that tangible stuff
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他們能看到的就是金字塔底端
05:49
at the bottom of the pyramid.
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有形的資產
05:51
They didn't even see the intangible stuff
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大家都沒看倒金字塔上層
05:53
higher up the pyramid.
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無形的資產。
05:55
So I started asking myself the question:
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所以我開始問自己
05:57
How can we get leaders to start valuing the intangible?
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要如何讓大家重視無形的資產?
05:59
If we're taught as leaders to just manage what we can measure,
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如果大家跟企業家一樣,只管理能夠量化的
06:02
and all we can measure is the tangible in life,
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也就是人生中有形的資產
06:05
we're missing a whole lot of things at the top of the pyramid.
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我們就會失去金字塔頂端的所有東西。
06:08
So I went out and studied a bunch of things,
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所以我繼續作了一些研究
06:10
and I found a survey that showed
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發現一則調查顯示
06:12
that 94 percent
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百分之九十四的
06:14
of business leaders worldwide
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企業領導者相信
06:16
believe that the intangibles are important in their business,
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對於自己的企業來說,無形資產是很重要的
06:18
things like intellectual property,
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包括智慧財產
06:20
their corporate culture, their brand loyalty,
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企業文化、品牌忠誠度。
06:22
and yet, only five percent of those same leaders
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但是其中只有百分之五的企業主
06:25
actually had a means of measuring the intangibles in their business.
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真的有一套標準來衡量事業上無形的資產。
06:28
So as leaders, we understand
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跟企業主一樣,我們也知道
06:30
that intangibles are important,
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無形資產很重要
06:32
but we don't have a clue how to measure them.
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但是壓根不知道怎麼衡量無形資產。
06:35
So here's another Einstein quote:
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愛因斯坦說
06:37
"Not everything that can be counted counts,
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不是所有算的出來的東西都有意義
06:40
and not everything that counts can be counted."
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有意義的事情不一定算的出來。
06:44
I hate to argue with Einstein,
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我不想跟愛因斯坦爭論
06:46
but if that which is most valuable
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但最有價值的東西
06:49
in our life and our business
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無論是人生中還是事業上
06:51
actually can't be counted or valued,
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都算不清,也估不得
06:54
aren't we going to spend our lives
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難道要任由生命陷在
06:56
just mired in measuring the mundane?
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對世俗東西的計算嗎?
06:59
It was that sort of heady question about what counts
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因爲對這量化的問題百思不解
07:02
that led me to take my CEO hat off for a week
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讓我拋掉執行長的頭銜一個禮拜
07:05
and fly off to the Himalayan peaks.
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飛到喜馬拉雅山區
07:08
I flew off to a place that's been shrouded in mystery for centuries,
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這地方已經藏在神祕的面紗後好幾世紀了
07:11
a place some folks call Shangri-La.
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就是人們口中香格里拉。
07:14
It's actually moved from the survival base of the pyramid
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香格里拉就是從金字塔底部的生存層
07:17
to becoming a transformational
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轉型成功的例子
07:19
role model for the world.
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值得借鏡。
07:21
I went to Bhutan.
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我去了不丹
07:23
The teenage king of Bhutan was also a curious man,
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不丹的國王還是少年,頗具好奇心
07:25
but this was back in 1972,
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在1972年
07:28
when he ascended to the throne
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他的父親去世兩天後
07:30
two days after his father passed away.
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不丹國王便登基
07:32
At age 17, he started asking the kinds of questions
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那時國王年僅17歲,他開始思考一些問題
07:35
that you'd expect of someone with a beginner's mind.
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一些聼起來像初學者的問題。
07:37
On a trip through India,
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在他剛開始統治不丹的時候
07:39
early in his reign as king,
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有一次去印度拜訪
07:42
he was asked by an Indian journalist
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有個記者問國王
07:44
about the Bhutanese GDP,
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不丹的國内生産毛額
07:46
the size of the Bhutanese GDP.
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不丹的國内生産毛額有多少
07:49
The king responded in a fashion
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國王的那時的囘答
07:51
that actually has transformed us four decades later.
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影響了四十年後的我們。
07:54
He said the following, he said: "Why are we so obsessed
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國王說,我們為什麼那麼執意、
07:57
and focused with gross domestic product?
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注重國内生産毛額
07:59
Why don't we care more about
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我們為什麼不多注意,
08:01
gross national happiness?"
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國内幸福毛額
08:03
Now, in essence, the king was asking us to consider
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事實上,國王要我們多想想
08:06
an alternative definition of success,
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成功另外的定義
08:08
what has come to be known as
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也就是後來的
08:10
GNH, or gross national happiness.
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GNH,或稱為國内幸福毛額。
08:13
Most world leaders didn't take notice,
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大多數的國家領導者都不注重GNH
08:15
and those that did thought this was just "Buddhist economics."
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或者認為這只是「佛教經濟學」
08:19
But the king was serious.
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但國王卻很認真
08:21
This was a notable moment,
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這是重要的一刻
08:23
because this was the first time a world leader
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因為這是第一次
08:25
in almost 200 years
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在近兩百年來
08:27
had suggested
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有領導人物提出
08:29
that intangible of happiness --
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幸福的無形價值。
08:31
that leader 200 years ago,
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兩百年前也有領導者提過
08:33
Thomas Jefferson with the Declaration of Independence --
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那人就是提出「獨立宣言」的湯瑪斯傑弗遜
08:36
200 years later,
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兩百年後
08:38
this king was suggesting that intangible of happiness
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不丹王提出幸福的無形價值
08:40
is something that we should measure,
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正是我們該去衡量的
08:42
and it's something we should actually value
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而且我們是應該要珍視的
08:44
as government officials.
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身為政府官員,理應如此。
08:46
For the next three dozen years as king,
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在他執政的三十六年中
08:49
this king actually started measuring
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確實去衡量
08:52
and managing around happiness in Bhutan --
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且提昇不丹的幸福指數。
08:55
including, just recently, taking his country
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不丹國王最近還把自己的國家
08:57
from being an absolute monarchy to a constitutional monarchy
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從絕對君主制變成君主立憲制
09:00
with no bloodshed, no coup.
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改革期間沒有傷亡,也沒有政變
09:02
Bhutan, for those of you who don't know it,
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對那些不太了解不丹的人來說
09:04
is the newest democracy in the world, just two years ago.
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不丹是世上最年輕的民主國家,現在才兩歲。
09:07
So as I spent time with leaders in the GNH movement,
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我跟其他領導者參加GNH運動的時候
09:10
I got to really understand what they're doing.
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才真正了解他們在做什麼。
09:12
And I got to spend some time with the prime minister.
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我跟首相處了一段時間
09:14
Over dinner, I asked him an impertinent question.
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晚宴時,問了首相一個很直接的問題
09:18
I asked him,
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我問首相
09:20
"How can you create and measure
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「你們怎麼能創造、衡量
09:23
something which evaporates --
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摸不到的東西
09:25
in other words, happiness?"
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也就是『幸福』?」
09:27
And he's a very wise man, and he said,
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首相非常有智慧,跟我說
09:29
"Listen, Bhutan's goal is not to create happiness.
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我告訴你呀,不丹並不是要創造幸福
09:32
We create the conditions for happiness to occur.
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我們創造的是環境,讓幸福來臨的環境
09:35
In other words, we create a habitat of happiness."
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也就是說,我們為幸福建造家園
09:37
Wow, that's interesting.
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哇!那可真有趣!
09:39
He said that they have a science behind that art,
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首相又說這藝術的背後,有著科學根據。
09:42
and they've actually created four essential pillars,
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我們創造了四大項目
09:44
nine key indicators
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九個關鍵指標
09:46
and 72 different metrics
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七十二個單位
09:48
that help them to measure their GNH.
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來計算國民幸福毛額
09:51
One of those key indicators is:
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其實,其中一種關鍵指標就是
09:54
How do the Bhutanese feel about
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不丹人覺得
09:56
how they spend their time each day?
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自己每天怎麼花時間的情況為何
09:58
It's a good question. How do you feel about
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這問題問的真好
10:00
how you spend your time each day?
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你對自己每天花時間的情況覺得滿意嗎?
10:02
Time is one of the scarcest resources
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時間這資源
10:04
in the modern world.
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對現代來說是極其珍貴的
10:06
And yet, of course,
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當然
10:08
that little intangible piece of data
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這少量的無形資料
10:10
doesn't factor into our GDP calculations.
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並不記入GDP的算式裡
10:12
As I spent my week up in the Himalayas,
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在喜瑪拉雅山上的那七天
10:14
I started to imagine
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我開始構思
10:16
what I call an emotional equation.
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我所謂的情緒方程式。
10:19
And it focuses on something I read long ago
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這方程式著重在很久以前讀的東西上
10:22
from a guy named Rabbi Hyman Schachtel.
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就是史查鐵的著作
10:24
How many know him? Anybody?
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有人知道這個人嗎?誰知道?
10:26
1954, he wrote a book called "The Real Enjoyment of Living,"
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史查鐵再1954年時寫了「人生真趣」
10:29
and he suggested that happiness
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書中提到幸福
10:31
is not about having what you want;
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並不是擁有你想要的東西
10:34
instead, it's about wanting what you have.
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而是珍惜你所有的。
10:37
Or in other words, I think the Bhutanese believe
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換句話說,我覺得不丹人認為
10:40
happiness equals wanting what you have --
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幸福就是珍惜所有
10:42
imagine gratitude --
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想一下,“感激”除以
10:44
divided by having what you want --
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欲望
10:47
gratification.
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等於滿足
10:49
The Bhutanese aren't on some aspirational treadmill,
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不丹人不是在跑步機上
10:52
constantly focused on what they don't have.
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不斷追尋自己沒有的。
10:55
Their religion, their isolation,
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不丹人的信仰、孤立的情勢
10:57
their deep respect for their culture
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對本土文化的崇高敬意
10:59
and now the principles of their GNH movement
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還有現在國内幸福毛額的原則
11:01
all have fostered a sense of gratitude
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都讓不丹人感激
11:03
about what they do have.
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握在手中的東西。
11:05
How many of us here, as TEDsters in the audience,
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我們在座有多少位TED會員
11:08
spend more of our time
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把時間花在
11:10
in the bottom half of this equation, in the denominator?
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方程式的下半部,也就是分母上?
11:13
We are a bottom-heavy culture
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我們的文化頭輕腳重
11:15
in more ways than one.
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很多方面都是如此
11:17
(Laughter)
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笑聲
11:19
The reality is, in Western countries,
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其實,西方國家的人
11:22
quite often we do focus on the pursuit of happiness
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常常把追求幸福掛在嘴邊
11:25
as if happiness is something that we have to go out --
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好像幸福是在外頭
11:28
an object that we're supposed to get, or maybe many objects.
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要去追求的東西或很多的東西。
11:31
Actually, in fact, if you look in the dictionary,
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其實,你查查字典
11:33
many dictionaries define pursuit
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很多字典對「追求」的定義是
11:37
as to "chase with hostility."
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「帶著惡意追逐」
11:40
Do we pursue happiness with hostility?
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我們會帶著惡意追逐幸福嗎
11:43
Good question. But back to Bhutan.
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好問題!回到不丹
11:46
Bhutan's bordered on its north and south
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不丹的北方和南方的鄰國(中國和印度)
11:49
by 38 percent of the world's population.
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住著全世界百分之三十八的人口。
11:51
Could this little country,
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這個小國
11:54
like a startup in a mature industry,
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在發展完全的產業裡,像新人般
11:56
be the spark plug that influences
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真的能夠像火星塞一樣
11:59
a 21st century
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影響二十一世紀
12:01
of middle-class in China and India?
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中國和印度的中產階級嗎?
12:03
Bhutan's created the ultimate export,
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不丹真的出口了一樣獨特的東西
12:06
a new global currency of well-being,
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是新的全球幸福指數。
12:09
and there are 40 countries around the world today
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目前約四十個國家
12:11
that are studying their own GNH.
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在研究自己的國民幸福毛額。
12:13
You may have heard, this last fall
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今年秋天你可能聽過
12:15
Nicolas Sarkozy in France
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法國總統薩柯齊
12:17
announcing the results of an 18-month study
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宣布為期一年半的研究結果
12:20
by two Nobel economists,
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該研究由兩位諾貝爾經濟學家主導
12:22
focusing on happiness and wellness in France.
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著重在法國人的幸福及健康。
12:24
Sarkozy suggested that
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薩柯齊認為
12:26
world leaders should stop
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國家領導者不應該
12:28
myopically focusing on GDP
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一直強調國内生産毛額
12:30
and consider a new index,
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應該開始考量新的指數
12:32
what some French are calling a "joie de vivre index."
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就是某些法國人口中的「人生之樂指數」
12:35
I like it.
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我喜歡這說法
12:37
Co-branding opportunities.
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這是個品牌合作的機會。
12:39
Just three days ago, three days ago here at TED,
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三天前,就在TED這裡
12:41
we had a simulcast of David Cameron,
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有卡麥隆的聯播
12:43
potentially the next prime minister of the UK,
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卡麥隆是英國下任總理候選人
12:46
quoting one of my favorite speeches of all-time,
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他引用了我最愛的演講之一
12:49
Robert Kennedy's poetic speech from 1968
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勞伯甘迺迪在1968年的演講中
12:52
when he suggested that we're
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提到我們太過短視
12:54
myopically focused on the wrong thing
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並注重在錯誤的事上
12:56
and that GDP is a misplaced metric.
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GDP就是其一
12:59
So it suggests that the momentum is shifting.
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我們應該要轉移重心。
13:02
I've taken that Robert Kennedy quote,
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我把勞伯甘乃迪的演講内容
13:04
and I've turned it into a new balance sheet for just a moment here.
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整理成這個資產負債表。
13:07
This is a collection of things
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GDP其實包括了很多項目
13:09
that Robert Kennedy said in that quote.
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甘迺迪說
13:11
GDP counts everything from air pollution
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從空氣污染
13:13
to the destruction of our redwoods.
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到濫砍紅杉都在GDP的範圍内。
13:16
But it doesn't count the health of our children
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但是不包括小孩子的健康
13:18
or the integrity of our public officials.
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還有官員是否清廉。
13:21
As you look at these two columns here,
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看看這兩個欄位
13:24
doesn't it make you feel like it's time for us
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難道你不覺得
13:26
to start figuring out a new way to count,
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這是該想出新的算法的時候了嗎?
13:28
a new way to imagine
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想個新的方法來衡量
13:30
what's important to us in life?
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人生中,重要的是什麼?
13:32
(Applause)
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(掌聲)
13:36
Certainly Robert Kennedy suggested at the end of the speech exactly that.
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勞伯甘迺迪在演講尾聲提到
13:39
He said GDP "measures everything in short,
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國内生産毛額概括了大部分的東西
13:42
except that which makes life worthwhile."
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但是不包括讓人不虛此生的東西
13:45
Wow.
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哇!
13:47
So how do we do that?
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所以我們要怎麼做呢?
13:49
Let me say one thing we can just start doing
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我就說說大家可以開始做的事吧
13:51
ten years from now, at least in this country.
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至少在這國家,從現在算起的十年。
13:53
Why in the heck in America
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美國到底為什麼
13:55
are we doing a census in 2010?
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要進行2010年人口普查
13:57
We're spending 10 billion dollars on the census.
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這普查耗資100億元
14:00
We're asking 10 simple questions -- it is simplicity.
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問了十個真的很簡單的問題
14:02
But all of those questions are tangible.
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但這十個問題都是具體的。
14:05
They're about demographics.
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都是關於人口的統計
14:07
They're about where you live, how many people you live with,
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大概是住哪、跟多少人住
14:09
and whether you own your home or not.
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有沒有自己的房子
14:11
That's about it.
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大概就是這些
14:13
We're not asking meaningful metrics.
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我們不問有意義的指標。
14:15
We're not asking important questions.
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我們不問重要的問題。
14:17
We're not asking anything that's intangible.
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我們不過問無形的東西。
14:19
Abe Maslow said long ago
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馬斯洛很久以前說過
14:21
something you've heard before, but you didn't realize it was him.
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你們聽過,但不知道這是馬斯洛說的
14:24
He said, "If the only tool you have is a hammer,
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「如果你只有鎚子」
14:27
everything starts to look like a nail."
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「其他東西看起來就會像釘子」
14:30
We've been fooled by our tool.
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大家都被工具騙了
14:32
Excuse that expression.
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原諒我這麽說。
14:34
(Laughter)
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(笑聲)
14:36
We've been fooled by our tool.
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大家都被工具擺了一道
14:38
GDP has been our hammer.
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國内生産毛額是我們的鎚子
14:41
And our nail has been a 19th- and 20th-century
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釘子就是十九、二十世紀
14:44
industrial-era model of success.
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工業的鼎盛時期的成功。
14:47
And yet, 64 percent
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但是目前百分之六十四
14:49
of the world's GDP today
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的全球GDP
14:51
is in that intangible industry we call service,
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是無形產業,也就是服務
14:53
the service industry, the industry I'm in.
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是我身處的服務業。
14:56
And only 36 percent is in the tangible industries
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有形產業只佔了百分之三十六
14:58
of manufacturing and agriculture.
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如製造業還有農業
15:00
So maybe it's time that we get a bigger toolbox, right?
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所以是該找大一點的計算工具的時候了。
15:03
Maybe it's time we get a toolbox that
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另外找個計算工具
15:05
doesn't just count what's easily counted, the tangible in life,
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算的不只是顯而易見的有形資產
15:08
but actually counts what we most value,
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而是計算我們真正寶貴的東西
15:11
the things that are intangible.
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就是無形資產。
15:13
I guess I'm sort of a curious CEO.
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我想我是個好奇的執行長
15:15
I was also a curious economics major as an undergrad.
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我大學的時候也很好奇,主修經濟
15:18
I learned that economists measure everything
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我知道經濟學家測量所有的東西
15:21
in tangible units of production and consumption
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以生產和消費的有形單位測量
15:24
as if each of those tangible units
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好像每個有形的測量單位
15:26
is exactly the same.
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都完全一樣。
15:28
They aren't the same.
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其實不然。
15:30
In fact, as leaders, what we need to learn
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事實上,我們身為領導者,要學的是
15:32
is that we can influence
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我們真的能改變
15:34
the quality of that unit of production
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生產單位的品質
15:37
by creating the conditions
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我們可以創造環境
15:39
for our employees to live their calling.
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讓員工實踐使命。
15:41
In Vivian's case,
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其實,以薇薇安來說
15:43
her unit of production
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薇薇安的生產單位
15:45
isn't the tangible hours she works,
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並不是有形的工作時數
15:47
it's the intangible difference she makes
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而是創造的無形差別
15:49
during that one hour of work.
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工作的那一小時創造的差別。
15:51
This is Dave Arringdale who's actually
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這是戴夫·阿淩戴爾
15:53
been a longtime guest at Vivian's motel.
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是我們旅館的忠實顧客
15:55
He stayed there a hundred times
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在我們那住了上百次
15:57
in the last 20 years,
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在過去的二十年裏。
15:59
and he's loyal to the property because of the relationship
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戴夫對這旅館很忠心
16:02
that Vivian and her fellow employees have created with him.
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因為薇薇安跟同事跟他建立起了感情
16:05
They've created a habitat of happiness for Dave.
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薇薇安和同事為戴夫創造了幸福的棲地。
16:08
He tells me that he can always count
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戴夫跟我說
16:11
on Vivian and the staff there
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薇薇安和其他員工永遠值得信任
16:13
to make him feel at home.
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讓人賓至如歸。
16:16
Why is it that
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為什麼
16:18
business leaders and investors
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商業領導者和投資人
16:20
quite often don't see the connection
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常常都忽略
16:23
between creating the intangible
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創造員工的快樂
16:25
of employee happiness
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這個無形的資產
16:27
with creating the tangible
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和資金收益
16:29
of financial profits in their business?
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這個有形的資產之間的關連
16:32
We don't have to choose between
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士氣高昂的員工和龐大的獲利
16:34
inspired employees and sizable profits,
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不是單一的選項
16:37
we can have both.
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而是可以兼顧的
16:39
In fact, inspired employees quite often
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事實上,士氣高昂的員工通常
16:41
help make sizable profits, right?
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都可以讓公司多賺點錢
16:44
So what the world needs now,
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所以世界現在需要的
16:46
in my opinion,
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在我看來
16:48
is business leaders and political leaders
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是商業領導者和政治領導者
16:51
who know what to count.
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都知道怎麼衡量幸福。
16:53
We count numbers.
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我們算數
16:55
We count on people.
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我們依賴員工
16:58
What really counts is when we actually use our numbers
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真正重要的是我們計算時
17:01
to truly take into account our people.
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要把“人”也算進考量裏。
17:04
I learned that from a maid in a motel
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旅館的清潔婦教了我這個道理
17:07
and a king of a country.
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一國之君也這樣教我
17:09
What can you
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從今天起
17:11
start counting today?
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你可以衡量什麼?
17:13
What one thing can you start counting today
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不管在工作或商業上,
17:16
that actually would be meaningful in your life,
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計算哪幾樣東西,
17:18
whether it's your work life or your business life?
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可以使你的生活變得有意義?
17:21
Thank you very much.
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非常感謝各位
17:23
(Applause)
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(掌聲)
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