5 Steps to Fix Any Problem at Work | Anne Morriss | TED

譯者: Lilian Chiu 審譯者: Helen Chang

You’ve heard the phrase “move fast and break things.”

大家都聽過這句話 「快速行動，破壞事物」，

Facebook made it famous.

是臉書讓它出名的。

But really, Mark just made the mistake of saying it out loud

但其實，馬克只是犯了個錯，

把它大聲說出來 並印在公司的海報上。

and putting it on company posters.

順道一提，我和馬克的關係 沒有好到直呼名字的程度。

By the way, Mark and I are not on a first-name basis.

(Laughter)

（笑聲）

But sometimes using the first names of our leaders

但有時，講到我們的 領導者時若直呼其名，

reminds us that leadership is a practice

能提醒我們，領導這件事其實是

of imperfect humans leading imperfect humans.

由不完美的人在領導不完美的人。

That's why it's so hard.

那就是為什麼領導很難。

How's it going, Elon?

伊隆，最近好嗎？

(Laughter)

（笑聲）

"Move fast and break things"

「快速行動，破壞事物」

is still a widely held belief that we can either make progress

仍然是被廣為認同的信念，

認為我們可以進步或照顧彼此，

or take care of each other, one or the other.

但只能二選一。

That a certain amount of wreckage is the price we have to pay

認為我們要發明未來，要付出的 代價就是某種程度的破壞。

for inventing the future.

My wife and I have spent the last decade helping companies clean up this wreckage.

過去十年，我和我太太都在 協助企業清理這些破壞的殘骸。

And one of the main lessons from our work

我們從工作中學到的重要教訓之一

is that the trade-off at the heart of this worldview is false.

就是這種世界觀核心的 取捨其實是錯的。

The most effective leaders we know

我們所知道最高效的領導者，

solve problems at an accelerated pace

會以加快的步調解決問題，

while also taking responsibility for the success

同時扛起責任，

為成功以及其客人、員工， 及股東的福利負責。

and the well-being of their customers and employees and shareholders.

They move fast and fix things.

他們快速行動且會處理好事物。

(Applause)

（掌聲）

Now, what's come out of our work is something of a playbook

我們工作的成果就像是 一本快速解決問題的指南，

for fixing problems quickly,

whether it's a broken company culture or a struggling friendship.

不論是改善企業文化 或修復出問題的友誼都可以。

And so what I want to do with you today is invite you

所以今天我想邀請各位 試試這本指南，

to try on this playbook over the course of an imaginary week.

在虛構的一週內使用它。

So how this is going to work is I'm going to give you an agenda

做法是，我會提供各位 這一週每一天的日程安排，

for each day of the week, Monday, Tuesday, Wednesday.

星期一、星期二、星期三， 後面你們都知道了。

You see where this is going.

And then I want you to go home and try it

接著我希望各位能回家試試， 看能帶來多少進展。

and see how much progress you can make.

Does that sound reasonable?

聽起來合理嗎？

OK.

好。

I'm seeing some signs of consent, thank you.

我看到一些人示意同意，謝謝。

Start by thinking of a problem that you're having right now

首先，先想著你現在 面臨的一個問題，

that involves at least one other person,

至少要涉及你以外的一個人，

your kids, your co-founders, your customers, etc.

你的孩子、你的共同創辦人、 你的客戶等等。

Now in our imaginary week,

在虛構的這一週中，

it's now Monday morning.

現在是星期一早上。

Now Monday morning, it's a bad rap,

沒人喜歡星期一早上，

but we like to think of it as the gift of renewal

但我們可以把它想成 七天一次的禮物：重新開始。

that comes around every seven days.

(Laughter)

（笑聲）

On Monday, your task is to figure out what your real problem is,

星期一，你的任務是要搞清楚 你真正的問題是什麼，

which may not be the problem that you thought you had

不見得是你剛剛認為你面臨的問題。

just a minute ago.

Because here's the thing.

因為，是這樣的：

As human beings,

我們人類傾向於對自己 想法的品質太過有信心。

we tend to be overconfident in the quality of our thoughts.

Particularly when it comes to diagnosing our own problems.

當我們在診斷自己 有什麼問題時尤其是如此。

"My investors don't get it."

「我的投資者不懂。」

"My Gen Z employees are entitled."

「我的 Z 世代員工很傲慢。」

"My dog is mad at me."

「我的狗在生我的氣。」

Let's find out if you're right.

咱們來看看你是否是對的。

The thing that's going to help you out most today is your own curiosity.

今天最能幫助你的， 是你自己的好奇心。

So turn that original diagnosis, "My Gen Z employees are entitled,"

把原本的診斷「我的 Z 世代員工很傲慢」

into a question rather than a statement.

轉成一個問題，而非一段陳述。

"What's going on with my Gen Z employees?"

「我的 Z 世代員工是怎麼了？」

Now your next move sounds obvious,

你的下一步聽起來很理所當然，

but you might be surprised to learn how infrequently people actually do it.

但你可能會很驚訝聽到， 大家通常不會去做它。

Talk directly to the other people who have a stake in your problem.

直接和你問題的其他 利害關係人談談。

Ask some things you might not normally ask in polite company,

問一些你在保持禮貌友好的 情況下通常不會問的問題，

things that require a little courage on your part.

需要你鼓起一些勇氣才能問的問題。

Now, as I look around the room, and I'm being a little presumptuous,

我看著現場，

我可能有點自大，

I suspect this is going to be hard for some of you.

我覺得有些人可能覺得很難做到。

I get it, I come from a very WASPy family.

我懂，我來自非常白種盎格魯‧ 撒克遜新教徒的家庭，

There were three approved topics of conversation:

有三個談話主題是被允許的：

the pets, the weather,

寵物、

天氣，以及湯姆‧布羅考， 不知道為什麼。

and Tom Brokaw for some reason.

(Laughter)

（笑聲）

But sometimes just a single brave conversation

但有時只要一次勇敢的談話，

can reveal an entirely new structure to your problem.

就能看到你的問題 有全然不同的結構。

Some of you will discover, for example,

比如，有些人會發現，

that you have a role to play

你這週要解決的問題，其實 有部分也是因為你而產生的。

in creating the problem that you're now solving this week.

Instead of your Gen Z employees being entitled, for example,

比如，不見得是你的 Z 世代員工自認理所當然，

you might discover it's you who feels entitled.

你可能會發現 你自己才是自認理所當然。

To burn them out and pay them less than what they're worth,

把他們操壞，付的薪水 還低於他們的價值，

simply because that was the broken work contract

就只因為你在他們的年齡時 承受過這樣的爛工作合約。

that you put up with at their age.

(Applause)

（掌聲）

I'm just spitballing up here.

我只是在台上鬼扯。

(Laughter)

（笑聲）

But what I do know is that whatever it is you learn today,

但我確實知道，不論 你今天學到什麼，

you're going to be closer to understanding

你會更接近了解

what's really getting in the way of the relationship

是什麼阻礙了

你想要的關係、組織，或生活。

or the organization or the life you want.

Alright, excellent first day, everyone.

好，各位，很棒的第一天。

Get some rest.

休息一下。

Now it's Tuesday.

現在是星期二了。

On Tuesday, your job is to run a smart experiment

星期二，你的工作 是要進行一項明智的實驗，

in how to solve your problem.

來解決你的問題。

Start by creating a good-enough plan

首先，制訂一個夠好的計畫 來強化位在問題中心的關係。

to strengthen the relationship at the center of it.

Now, a good-enough plan is distinct from a perfect plan,

夠好的計畫並不是完美的計畫，

which is an elusive, fantastical creature

完美的計畫是種 難以捉摸的幻想生物，

that has never actually been spotted in the wild.

從來沒有人在野外見過。

We tend to think about problems through the lens of trust.

我們通常會從信任的 角度來思考問題。

So one prompt that often helps on Tuesday

在星期二，有個提示通常很有幫助：

is what could you do tomorrow to build more trust than you did today?

你明天能做什麼，

來建立比今天更多的信任？

For one team we were working with,

我們合作過的一個團隊就決定

they decided to stop texting each other about each other

在會議中不要再傳訊息 給彼此講彼此的五四三。

in the middle of meetings.

(Laughter)

（笑聲）

Someone else we were coaching decided

我們指導過的另一個人則決定 對他的共同創辦人坦白，

that it was time to come clean to his cofounders,

that he was ready to move on from the business.

承認他已經準備好要離開這個事業了。

Another leader decided that it was time for him to take full responsibility

另一個領導者決定 該是時候了，他要扛起全責

for the unintended harms of a product that he'd designed.

為他設計的一項產品 無意造成的傷害負責。

Is your good-enough plan going to work?

你那個夠好的計畫會有用嗎？

Probably not.

可能不會。

Statistically, not on the first try.

根據統計，第一次嘗試不會有用。

That's why I'm giving you all a week to figure it out.

那就是為什麼我要給你 一整週來想辦法，

But also to make the inevitable, unavoidable mistakes.

同時也是要去犯無可避免的錯誤。

The purpose of Tuesday is not to get it right.

星期二的目的不是要做對。

The purpose of Tuesday is to learn.

星期二的目的是學習，

It's to get into the sandbox of your life and give yourself permission to play.

是進到你人生的沙池， 允許你自己去玩。

Alright, go and have the adult beverage of your choice,

好，去喝杯你想喝的成人飲料吧， 這絕對是你掙得的。

which you have definitely earned.

Now it’s Wednesday.

到星期三了。

On Wednesday, your job is to do something that adults generally don't like to do.

星期三，你的工作是要做 一件成人通常不喜歡做的事：

It's to make new friends.

交新朋友。

But the research is really clear.

但研究結果非常清楚：

That whatever problem you're trying to solve this week,

不論你這週想解決的問題是什麼，

you're going to be better at solving it

和想法與你不同的人合作， 你會更能解決問題。

with people who don't already think like you do.

I know you've heard this before many times.

我知道你聽過這點很多次了。

But today is your chance to practice.

但今天是你實際練習的機會。

So describe your good-enough plan, the one you came up with yesterday,

把你昨天想出來的那個 夠好的計畫描述出來，

to someone whose life experience has been materially different from yours.

說給一個人生經歷 與你截然不同的人聽。

If you've been at the company for a decade,

如果你在公司年資有十年了， 就找個上週才進來的新人。

talk to someone who started last week.

If you're a white partner, talk to a Black partner.

如果你是白人合夥人， 去找黑人合夥人。

If you're queer like me,

如果你和我一樣是酷兒， 去找個你能找到最直的人。

talk to the straightest person you can find.

(Laughter)

（笑聲）

Contrary to what you may have heard recently, they're everywhere.

和各位最近聽說的相反， 他們無所不在。

(Laughter)

（笑聲）

(Applause)

（掌聲）

And when you're done with that conversation,

等你完成了這次談話， 再進行一次談話，

have another conversation with someone else who's different from you

這次的對象是和你在其他 面向上有不同經歷的人。

on some other gorgeous dimension of the human experience.

This is going to take you all day,

這會花上你一整天，

and some of you are going to be surprised to discover

有些人可能會很驚訝地發現 它是你一週中最喜歡的一天。

that it’s your favorite day of the week.

到頭來，你會面帶微笑，

At the end of the day, you’re going to be smiling,

and your good-enough plan is going to be an even-better plan.

而你那夠好的計畫， 會變成更好的計畫。

OK, now it's Thursday, good morning.

好，到了星期四，早安。

It's Thursday, you're unstoppable.

星期四了，你所向無敵。

Thursday is storytelling day.

星期四是說故事的日子。

As humans, we need stories to make sense of change,

身為人類，我們需要 透過故事來理解變化，

to find our place in the script of it.

找到我們在其腳本中扮演什麼角色。

Stories also help us to activate all the other people around us

故事也能協助我們 讓我們身邊的人動起來，

whose help we're going to need with that change.

我們會需要他們的幫助來因應變化。

Stories have three parts: past, present, future.

故事有三個部分：

過去、現在、未來。

We often skip over that past part in moments of big change.

在發生大變化的時候，我們通常 會跳過「過去」這個部分。

We did some work with Uber

我們和優步有過一些合作，

when it was going through its very public crisis in leadership.

當時優步正經歷 非常公開的領導危機。

And when the new guy came in, the new CEO,

新的執行長在接手後

and hosted his first all-hands meeting,

第一次主持了全員會議，

he committed to retain the edge

他承諾會保留讓優步能成為 一股大自然力量的優勢。

that had made Uber a force of nature.

Now, this line was met with thunderous applause.

這句話帶來如雷的掌聲，

The applause of relief.

鬆一口氣的掌聲。

He also joined in a standing ovation for his predecessor,

他的前任那天剛好也在場， 他也加入大家，為他起立鼓掌時。

who also happened to be in the room that day.

I was so struck

這個選擇的優雅讓我好吃驚。

by the grace of this choice.

And that's the word I want you to bring to your own storytelling.

這是我希望各位 說故事時能展現的特點。

Listen, Uber had serious problems to solve,

聽著，優步有

很嚴重的問題要解決，有在 看新聞的人應該就料想得到。

as anyone reading the news could figure out.

But the people in that room had built something extraordinary,

但在那間會議室的人 建立了很不凡的東西，

and they had something real to lose in an uncertain future.

在不確定的未來，他們 可能會有很實在的損失。

Instead of setting himself up as some kind of company savior,

沒有把自己設定為某種企業救世主，

the new guy honored that complicated truth.

新上任者反而向這複雜的真相致敬。

Honor the complicated truth of the people around you,

向你周遭的人的複雜真相致敬，

the ones who aren't so sure about all your big plans.

這些人可能對你的宏大計畫 不是很有把握。

Then tell us why you want to change things.

接著告訴我們， 你為什麼想要做改變。

Finally, tell us about the future in vivid and specific language.

最後，告訴我們未來會怎樣，

用生動、明確的方式來說。

Tell us what it's going to feel like when your story becomes our reality.

告訴我們，當你的故事變成 我們的現實時會是怎樣的感覺。

Alright, it's Friday.

好，星期五了。

It's Friday, and you're almost done, I promise.

星期五了，你快完成了，我保證。

The payoff of Friday,

星期五的回報， 努力整個星期的回報，

the payoff of this whole week of hard work

is that you now get to move fast

就是你現在能快速行動了，

because you're far less likely to break things.

因為你不太可能會破壞事物了。

So do everything you decided to do over the last week,

去做你在過去一週 決定要做的每件事，

but now do it with a sense of urgency.

但要帶著急迫感去做。

Urgency releases the energy in the system.

急迫感能夠釋放體制中的能量，

It makes it clear to everyone that you take the problem seriously.

能讓大家清楚知道 你很認真看待這個問題。

So whatever administrative hurdles,

不論有什麼行政上的障礙，

whatever unproductive process is in the way of taking action today,

有什麼很沒效益的流程 阻擋了你今天就採取行動，

just strip it out, just refuse to tolerate it.

把它清除掉，不要容忍它。

People ask us all the time about the optimal timing for big change.

常常有人問我們，

做大改變的理想時機是什麼時候。

And our answer is almost always the same.

我們的回答幾乎都一樣。

How about now?

現在如何？

Now seems good.

現在似乎很理想。

Take action now,

現在採取行動，

and then learn from whatever happens next.

不論接下來發生什麼事，從中學習。

And at the end of this day, at the end of this week,

在今天結束時，在這週結束時，

your even-better plan has a chance of being a great plan.

你那更好的計畫就有機會 變成偉大的計畫。

Alright, that’s it.

好，就這樣。

That's your week.

你的一週過完了。

Congratulations,

恭喜。

you did it, as you rest and recover, which is essential.

你辦到了，好好休息和恢復， 這很重要，在此同時，

I want to leave you with one final thought.

我想留給你最後一個想法。

I spend my time

我花了很多時間，

helping leaders to change and evolve.

協助領導者改變和演進。

And no one has ever said to me,

從來沒有一個人對我說過：

"I wish I had taken longer and done less."

「我希望我之前能 花更長的時間做更少。」

(Laughter)

（笑聲）

What I do hear again and again is the opposite.

我一而再再而三聽到的，恰恰相反。

And so my invitation to you today is to practice.

今天我想邀請大家去實做練習。

To practice taking less time

練習花比較少的時間

to do more of the things that will make your relationships and your teams

去做更多事情，來讓你的關係、

你的團隊，以及你的組織更強大。

and your organizations stronger.

And to be honest, you have my blessing

老實說，我允許各位花超過 一週以上的時間來完成它。

to take longer than a week to get it done.

What I don't want you to do

但我不希望各位花上 數個月或甚至數年，

is to take months or even years,

which tends to be our default timeline for solving hard problems.

這通常是我們在解決 困難問題時會預設的時間表。

Most of our problems deserve a more urgent response.

我們大部分的問題， 都需要更迫切的因應處理。

Most of our problems deserve a metabolic rate

我們大部分的問題 應該要有的代謝速率，

that honors the frustration and the mediocrity

是能向各位對現狀的挫折、平庸，

and the real pain of the status quo for some of you.

及真實痛苦表示敬意的代謝速率。

Thank you.

謝謝。

(Laughter and applause)

（笑聲及掌聲）

So whether your name is Mark or Elon or Chris --

不論你的名字是馬克、伊隆，

或克里斯——謝謝邀請我——

thank you for having me --

or Anne,

或安，

find out what happens when you move fast and fix things

試試看快速行動並處理好 事物，並決定此刻就是

and decide that the moment that matters most is right now.

最重要的時刻，看看 這麼做之後會如何。

(Applause and cheers)

（掌聲及歡呼聲）