It's August 5, 2010. A massive collapse at the San José Copper Mine in Northern Chile has left 33 men trapped half a mile -- that's two Empire State Buildings -- below some of the hardest rock in the world. They will find their way to a small refuge designed for this purpose, where they will find intense heat, filth and about enough food for two men for 10 days. Aboveground, it doesn't take long for the experts to figure out that there is no solution. No drilling technology in the industry is capable of getting through rock that hard and that deep fast enough to save their lives. It's not exactly clear where the refuge is. It's not even clear if the miners are alive. And it's not even clear who's in charge. Yet, within 70 days, all 33 of these men will be brought to the surface alive. This remarkable story is a case study in the power of teaming.
時間是 2010 年 8 月 5 日。 智利北部的聖荷西銅礦礦坑 發生重大坍崩, 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。 他們會找到一個為了 這種狀況所設計的庇護所, 在那裡,他們會找到的, 是很高的溫度、骯髒物, 以及大約夠 2 名男性 生存 10 天的食物。 在地面上,沒有多久 專家就知道沒有可行的解決方案。 在這個產業中,沒有任何 鑽洞技術能夠穿過 這麼堅硬的岩石,且要鑽這麼深, 還要夠快才能在出人命前救到人。 庇護所的確切位置是未知的。 礦工甚至生死未明。 更不知道是誰在負責主導。 然而,在 70 天之後, 33 個人都被活著帶回地面。 這個了不起的故事, 是很好的個案研究, 可以說明聯手的力量。
So what's "teaming"? Teaming is teamwork on the fly. It's coordinating and collaborating with people across boundaries of all kinds -- expertise, distance, time zone, you name it -- to get work done.
「聯手」是什麼? 聯手就是快速的團隊合作。 它是與人協調及合作, 且要跨越各種界線—— 專長、距離、時區, 想得到的都是—— 來把事情搞定。
Think of your favorite sports team, because this is different. Sports teams work together: that magic, those game-saving plays. Now, sports teams win because they practice. But you can only practice if you have the same members over time. And so you can think of teaming ... Sports teams embody the definition of a team, the formal definition. It's a stable, bounded, reasonably small group of people who are interdependent in achieving a shared outcome. You can think of teaming as a kind of pickup game in the park, in contrast to the formal, well-practiced team. Now, which one is going to win in a playoff? The answer is obvious. So why do I study teaming? It's because it's the way more and more of us have to work today. With 24/7 global fast-paced operations, crazy shifting schedules and ever-narrower expertise, more and more of us have to work with different people all the time to get our work done. We don't have the luxury of stable teams. Now, when you can have that luxury, by all means do it. But increasingly for a lot of the work we do today, we don't have that option. One place where this is true is hospitals. This is where I've done a lot of my research over the years. So it turns out hospitals have to be open 24/7. And patients -- well, they're all different. They're all different in complicated and unique ways. The average hospitalized patient is seen by 60 or so different caregivers throughout his stay. They come from different shifts, different specialties, different areas of expertise, and they may not even know each other's name. But they have to coordinate in order for the patient to get great care. And when they don't, the results can be tragic.
想想你最喜歡的運動隊伍, 因為這是不同的。 運動隊伍會同心協力:那魔法, 那些逆轉勝的關鍵發揮。 運動隊伍會贏,是因為他們有練習。 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。 所以,你可以把聯手想像成…… 運動隊伍是團隊定義的具體呈現, 正式的定義。 它很穩固、有界線、 人數合理的一小群人, 他們互相依賴 以達成一個共同的結果。 你們可以把聯手想像成 公園裡的一種臨時遊戲, 和正式、練習良好的隊伍是個對比。 哪一種會贏得季後賽? 答案很明顯。 那我為什麼還要研究聯手? 因為那是現今我們越來越多人 不得不使用的工作方式。 隨著全天營業、全年無休的 全球快步調營運、 瘋狂轉變的時程表, 以及狹隘許多的專長, 有越來越多人總是得要 和不同的人合作 才能把工作完成。 我們沒有穩定團隊的奢侈優勢。 若你有幸能有這種奢侈優勢, 務必好好用它。 但漸漸地,對於現今 我們所做的許多工作, 我們並沒有那個選項。 在醫院,這個現象就很明顯。 數年來,我就是在醫院中 做了許多研究。 結果發現,醫院必須要 全天營業、全年無休。 而病人——嗯,他們全都不一樣。 他們的不同是很複雜且很獨特的。 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。 他們有不同的班表、不同的專長、 不同的專門知識領域, 他們可能甚至不知道彼此的名字。 但他們得要協調, 才能讓病人得到好的照護。 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. Consider what it takes to create an animated film, an award-winning animated film. I had the good fortune to go to Disney Animation and study over 900 scientists, artists, storytellers, computer scientists as they teamed up in constantly changing configurations to create amazing outcomes like "Frozen." They just work together, and never the same group twice, not knowing what's going to happen next. Now, taking care of patients in the emergency room and designing an animated film are obviously very different work. Yet underneath the differences, they have a lot in common. You have to get different expertise at different times, you don't have fixed roles, you don't have fixed deliverables, you're going to be doing a lot of things that have never been done before, and you can't do it in a stable team.
當然,在聯手時牽涉到的 利害關係不見得一定是生死。 想想看,要製作出一部動畫電影, 得獎的動畫電影,需要什麼? 我有幸能夠到迪士尼動畫公司 去研究超過 900 名科學家、藝術家、 故事講述者、資訊科學家, 他們常常就會和不同的人 搭配組成團隊, 來創造出很了不起的作品, 像是《冰雪奇緣》。 他們只是一起工作,團隊變來變去, 不知道接下來會發生什麼事。 在急診室照顧病人 和設計一部動畫電影 很顯然是非常不同的工作。 但在不同的背後, 它們卻有很多共同之處。 在不同的時候,你得要 取得不同的專門知識, 你扮演的角色不固定, 你要交付的產品也不固定, 你得要做很多以前沒做過的事, 且你無法在穩定的團隊中做它。
Now, this way of working isn't easy, but as I said, it's more and more the way many of us have to work, so we have to understand it. And I would argue that it's especially needed for work that's complex and unpredictable and for solving big problems. Paul Polman, the Unilever CEO, put this really well when he said, "The issues we face today are so big and so challenging, it becomes quite clear we can't do it alone, and so there is a certain humility in knowing you have to invite people in." Issues like food or water scarcity cannot be done by individuals, even by single companies, even by single sectors. So we're reaching out to team across big teaming, grand-scale teaming.
這種工作方式並不容易, 但我剛才說過,越來越多人 必須用這樣的方式工作, 所以我們得了解這種方式。 而且,我認為, 針對複雜且無法預測的工作, 以及要解決大問題的情況, 了解這種方式更是有必要。 保羅波曼,聯合利華的執行長, 就有段非常棒的描述, 他說:「我們現今面對的議題 太大了、太有挑戰性了, 很顯然我們無法靠自己完成, 所以,知道你得要邀請別人 一起合作,這也是一種謙卑。」 像是食物或水資源不足這類議題, 不可能由個人來解決, 甚至不可能由單一公司, 或單一部門來解決。 所以我們要向外尋求協助, 做大型的聯手, 大規模的聯手。
Take the quest for smart cities. Maybe you've seen some of the rhetoric: mixed-use designs, zero net energy buildings, smart mobility, green, livable, wonderful cities. We have the vocabulary, we have the visions, not to mention the need. We have the technology. Two megatrends -- urbanization, we're fast becoming a more urban planet, and climate change -- have been increasingly pointing to cities as a crucial target for innovation. And now around the world in various locations, people have been teaming up to design and try to create green, livable, smart cities. It's a massive innovation challenge.
比如打造智慧城市的計畫。 也許你曾經看過一些相關言論: 採用混合用途的設計、零淨能建築、 智慧行動力、 綠色、適合居住、美好的城市。 我們有詞彙,我們有遠景, 更不用說,我們有需求。 我們有技術。 兩項巨大潮流—— 都市化,我們正在快速 變成一個更都市化的星球, 還有氣候變遷—— 這兩項潮流越來越多清楚顯示, 城市是創新的關鍵目標。 現在,全世界各地, 人們團結起來, 設計並試圖創造綠色、 適合居住、智慧的城市。 這是個很大的創新挑戰。
To understand it better, I studied a start-up -- a smart-city software start-up -- as it teamed up with a real estate developer, some civil engineers, a mayor, an architect, some builders, some tech companies. Their goal was to build a demo smart city from scratch. OK. Five years into the project, not a whole lot had happened. Six years, still no ground broken. It seemed that teaming across industry boundaries was really, really hard. OK, so ... We had inadvertently discovered what I call "professional culture clash" with this project. You know, software engineers and real estate developers think differently -- really differently: different values, different time frames -- time frames is a big one -- and different jargon, different language. And so they don't always see eye to eye. I think this is a bigger problem than most of us realize. In fact, I think professional culture clash is a major barrier to building the future that we aspire to build. And so it becomes a problem that we have to understand, a problem that we have to figure out how to crack. So how do you make sure teaming goes well, especially big teaming? This is the question I've been trying to solve for a number of years in many different workplaces with my research.
為了更了解它, 我研究了一間新創公司—— 一間智慧城市的新創軟體公司—— 它組隊的對象包括 一間不動產開發業者、 一些土木工程師、 一位市長、 一位建築師、一些建造商、 一些科技公司。 他們的目標是要從無到有, 建立一個示範智慧城市。 好。專案已經開始五年了, 沒有發生很多事。 六年了,仍然沒有破土動工。 跨產業界線的聯手似乎 是非常非常困難的。 好,所以…… 我們不經意地發現, 這個專案中有著我所謂的 「專業文化碰撞」。 你們知道的,軟體工程師 和不動產開發商 思考方式不同—— 非常不同: 不同的價值觀、不同的時間表—— 時間表是個大問題—— 還有不同的行話、不同的語言。 所以他們不見得 總是能有一致看法。 我想,這個問題比我們大部分人 所意識到的還要嚴重些。 事實上,我認為,職業文化碰撞 是個重大的阻礙,讓我們 無法建立我們嚮往的未來。 所以,它變成了 我們需要去了解的問題, 我們得要針對這個問題 想出解決辦法。 所以,你要如何確保聯手 能夠順利?特別是大型的聯手? 數年來我一直試圖 在不同的工作場所 解決這個問題, 應用我的研究。
Now, to begin to get just a glimpse of the answer to this question, let's go back to Chile. In Chile, we witnessed 10 weeks of teaming by hundreds of individuals from different professions, different companies, different sectors, even different nations. And as this process unfolded, they had lots of ideas, they tried many things, they experimented, they failed, they experienced devastating daily failure, but they picked up, persevered, and went on forward. And really, what we witnessed there was they were able to be humble in the face of the very real challenge ahead, curious -- all of these diverse individuals, diverse expertise especially, nationality as well, were quite curious about what each other brings. And they were willing to take risks to learn fast what might work. And ultimately, 17 days into this remarkable story, ideas came from everywhere. They came from André Sougarret, who is a brilliant mining engineer who was appointed by the government to lead the rescue. They came from NASA. They came from Chilean Special Forces. They came from volunteers around the world. And while many of us, including myself, watched from afar, these folks made slow, painful progress through the rock.
現在,為了要讓大家 能一瞥這個問題的答案, 咱們先回到智利。 在智利,我們目睹了數百人 聯手合作十週, 他們有不同的職業, 來自不同的公司, 不同的部門,甚至不同的國家。 隨著這個過程進展下去, 他們有許多的點子, 他們做了許多嘗試, 他們試驗,他們失敗, 他們每天都要經歷 讓人身心交瘁的失敗, 但他們振作起來,不屈不撓, 繼續向前走。 其實,我們在那裡所看見的, 是他們能夠做到謙遜地 面對眼前的挑戰, 好奇——所有這些多元化的人, 在專門知識與國籍上特別多樣化, 他們相當好奇彼此能夠帶來什麼。 他們願意冒險做快速的學習, 以了解什麼行得通。 最終,這個了不起的故事 進行到第 17 天時, 點子開始從各方湧現。 點子來自安德烈蘇格瑞特, 他是個出色的採礦工程師, 他被政府指定來領導救援任務。 點子來自美國太空總署, 點子來自智利的特種部隊, 點子來自全世界的志工。 當我們許多人, 包括我自己,從遠處看著 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. It's just a remarkable moment. And with just a very small incision, they were able to find it through a bunch of experimental techniques. And then for the next 53 days, that narrow lifeline would be the path where food and medicine and communication would travel, while aboveground, for 53 more days, they continued the teaming to find a way to create a much larger hole and also to design a capsule. This is the capsule. And then on the 69th day, over 22 painstaking hours, they managed to pull the miners out one by one.
在第 17 天, 他們突破到了庇護所。 那是個了不起的時刻。 靠著一個非常小的切口, 他們得以透過許多 實驗性的技術來找到庇護所。 在接下來的 53 天, 這狹窄的生命線,就成了食物、 藥品,和溝通的通路, 在地面上,他們持續 聯手合作了 53 天, 來想出方法, 創造出一個更大的洞, 同時設計一個膠囊。 這就是那個膠囊。 接著,在第 69 天, 辛苦了 22 個小時, 他們成功把礦工一個一個救出來。
So how did they overcome professional culture clash? I would say in a word, it's leadership, but let me be more specific. When teaming works, you can be sure that some leaders, leaders at all levels, have been crystal clear that they don't have the answers. Let's call this "situational humility." It's appropriate humility. We don't know how to do it. You can be sure, as I said before, people were very curious, and this situational humility combined with curiosity creates a sense of psychological safety that allows you take risks with strangers, because let's face it: it's hard to speak up, right? It's hard to ask for help. It's hard to offer an idea that might be a stupid idea if you don't know people very well. You need psychological safety to do that. They overcame what I like to call the basic human challenge: it's hard to learn if you already know. And unfortunately, we're hardwired to think we know. And so we've got to remind ourselves -- and we can do it -- to be curious; to be curious about what others bring. And that curiosity can also spawn a kind of generosity of interpretation.
他們是如何克服職業文化碰撞的? 我可以用一個詞說明,就是 「領導力」,但讓我說清楚些。 在成功的聯手合作中, 你可以很確定,一些領導人, 各層級的領導人, 一直都很清楚知道 他們並沒有答案。 咱們就稱之為「情境式謙遜」。 它是種適當的謙遜。 我們不知道要怎麼做。 我之前提到的, 可以肯定大家很好奇, 這種情境式謙遜 和好奇心結合, 就會創造出一種心理安全感, 讓你能和陌生人一起冒險, 因為,咱們面對現實吧, 要說出來挺難的,對吧? 要向人求助很困難。 要提出一個可能 很蠢的點子也很困難, 如果你跟其他人不熟的話。 所以你需要心理的安全感才能做到。 他們克服了我所謂的 基本人類挑戰: 如果你已經知道了,就很難學習。 不幸的是,我們天生 就覺得我們知道。 所以我們得要提醒自己—— 且我們能做到—— 要有好奇心; 好奇其他人能帶來什麼。 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. You wouldn't be in this room if you didn't know it. And to explain it, I'm going to quote from the movie "The Paper Chase." This, by the way, is what Hollywood thinks a Harvard professor is supposed to look like. You be the judge. The professor in this famous scene, he's welcoming the new 1L class, and he says, "Look to your left. Look to your right. one of you won't be here next year." What message did they hear? "It's me or you." For me to succeed, you must fail. Now, I don't think too many organizations welcome newcomers that way anymore, but still, many times people arrive with that message of scarcity anyway. It's me or you. It's awfully hard to team if you inadvertently see others as competitors.
但還有另一個阻礙, 是你們都知道的。 如果你不知道, 你就不會在這間房間裡。 為了解釋它,我要引述 《寒窗戀》這部電影。 順道一提,這是好萊塢認為 哈佛教授應該就是這個樣子。 你們自己判斷。 在這段知名的橋段中,這位教授 在歡迎一個 1L 的班級, 他說:「看看你的左邊, 看看你的右邊。 你們其中一個人明年不會在這裡。」 他們聽到了什麼訊息? 「不是你,就是我。」 若我要成功,你就得失敗。 我不認為還有很多組織 會用那種方式來歡迎新人, 但人們常常還會帶著這種 一山不容二虎的訊息到來。 不是我,就是你。 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, and when we do, the results can be awesome. Abraham Lincoln said once, "I don't like that man very much. I must get to know him better." Think about that -- I don't like him, that means I don't know him well enough. It's extraordinary. This is the mindset, I have to say, this is the mindset you need for effective teaming. In our silos, we can get things done. But when we step back and reach out and reach across, miracles can happen. Miners can be rescued, patients can be saved, beautiful films can be created.
所以我們也得要克服那一點, 當我們克服了,結果就會很棒。 林肯有一次這麼說: 「我不太喜歡那個人, 我得要再多了解他一點。」 想想看—— 我不喜歡他, 那就表示我不夠了解他。 那很不簡單。 我得要說,就是這種心態, 要有這種心態, 才能有效地聯手合作。 在我們的穀倉中(指穀倉效應), 我們能把事情搞定。 但當我們退一步, 向外求助,跨出界線, 奇蹟就有可能會發生。 礦工可能會被救出來, 病人可能會得救, 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: look to your left, look to your right. How quickly can you find the unique talents, skills and hopes of your neighbor, and how quickly, in turn, can you convey what you bring? Because for us to team up to build the future we know we can create that none of us can do alone, that's the mindset we need.
要做到這些,我想, 最好的忠告就是: 看看你的左邊,看看你的右邊。 你能多快地在你的鄰居身上 找到獨特的才華、技能, 和希望, 還有,你能多快地傳達出 你能帶給他們什麼? 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, 我們就需要那種心態。
Thank you.
謝謝。
(Applause)
(掌聲)