評論
打印
So how do organizations think? Well, for the most part, they don't.
那么這些組織是怎么想的呢？其實大多數情況下，他們是不思考的。
And that isn't because they don't want to, it's really because they can't.
這不是因為他們不想，而是因為他們無法思考。
And they can't because the people inside of them are too afraid of conflict.
因為在組織里面的人，對于矛盾有一種恐懼心理。
In surveys of European and American executives, fully 85 percent of them acknowledged that they had issues or concerns at work that they were afraid to raise.
在對歐洲和美國行政人員的調查中，有85%都承認，他們有一些他們自己不敢說出的話題和意見。
Afraid of the conflict that that would provoke, afraid to get embroiled in arguments that they did not know how to manage, and felt that they were bound to lose.
對可能產生的矛盾有恐懼心理，不想被纏繞在他們不知道怎么處理的爭論中，而且感到他們肯定會輸。
Eighty-five percent is a really big number.
85%可是很大的數字。
It means that organizations mostly can't do what George and Alice so triumphantly did.
這意味著大多數組織沒法做George和Alice成功做到的事情。
They can't think together.
他們不能心往一處想。
And it means that people like many of us, who have run organizations,
而這意味著跟我們一樣的許多帶領組織的人，
and gone out of our way to try to find the very best people we can, mostly fail to get the best out of them.
都在盡可能找到他們能找到的最好的人，不過大多數都失敗了。
So how do we develop the skills that we need? Because it does take skill and practice, too.
那么我們怎樣培養我們需要的技巧呢? 因為這的確需要一些技巧和練習。
