So what does the happiest man in the world look like? He certainly doesn't look like me. He looks like this. His name is Matthieu Ricard. So how do you get to be the happiest man in the world? Well it turns out there is a way to measure happiness in the brain. And you do that by measuring the relative activation of the left prefrontal cortex in the fMRI, versus the right prefrontal cortex. And Matthieu's happiness measure is off the charts. He's by far the happiest man ever measured by science. Which leads us to a question: What was he thinking when he was being measured? Perhaps something very naughty. (Laughter) Actually, he was meditating on compassion. Matthieu's own experience is that compassion is the happiest state ever.
那么世界上最幸福的人应该是什么样? 肯定不是像我这样。 他应该是这样。 他的名字叫马蒂厄·里卡多 那么你怎样才能成为世界上最幸福的人呢? 实际上 有方法可以测出人大脑中幸福感是多少。 你可以检测脑细胞的相对活性 采用功能磁共振成像,比较左脑前额皮质 和右脑前额皮质。 结果马蒂厄的幸福度测量结果 打破了之前的记录 他是迄今为止 通过科学测量显示的世上最快乐的人。 这让我们思考一个问题: 他被检测时在想什么呢? 或许一些顽皮的想法 (笑声) 实际上,他在冥想 关于恻隐之心 马蒂厄自己的经验表明 拥有恻隐之心是自己最快乐的时候。
Reading about Matthieu was one of the pivotal moments of my life. My dream is to create the conditions for world peace in my lifetime -- and to do that by creating the conditions for inner peace and compassion on a global scale. And learning about Matthieu gave me a new angle to look at my work. Matthieu's brain scan shows that compassion is not a chore. Compassion is something that creates happiness. Compassion is fun. And that mind-blowing insight changes the entire game. Because if compassion was a chore, nobody's going to do it, except maybe the Dalai Lama or something. But if compassion was fun, everybody's going to do it. Therefore, to create the conditions for global compassion, all we have to do is to reframe compassion as something that is fun.
读马蒂厄的故事 在我人生中起了重要作用 我的梦想 就是 在我的有生之年,实现世界和平-- 为实现这一目标 必须先实现 内心的平和 和人人拥有恻隐之心 让这目标在全球范围内实现 向马蒂厄学习 使我从新的角度看待我的工作 马蒂厄的脑扫描图显示 对人心怀恻隐并非一份苦差事 爱心带来幸福感 怀有恻隐之心是有意思的事 这个令人兴奋的想法 可以改变整个游戏。 因为,若拥有恻隐之心是苦差事 没有人会去做。 除非是达赖喇嘛之类的人。 但如果拥有恻隐之心是有意思的事 每个人都会去做 因此 为实现世界范围内人人拥有恻隐之心 我们需要做的 就是重构恻隐之心 将它当做一个有意思的事情。
But fun is not enough. What if compassion is also profitable? What if compassion is also good for business? Then, every boss, every manager in the world, will want to have compassion -- like this. That would create the conditions for world peace. So, I started paying attention to what compassion looks like in a business setting. Fortunately, I didn't have to look very far. Because what I was looking for was right in front of my eyes -- in Google, my company.
但是光有意思还不够 如果拥有恻隐之心 同样可以获利呢? 如果它也可以带来经济效益呢? 那么,世界上每个老板,每个经理 都会想要拥有恻隐之心-- 就像这样。 这将会成就 世界和平 因此我开始关注 在经济背景下,恻隐之心是如何表现的 幸运的是,我并没有找太久 因为我要找的近在眼前 就在谷歌,我所在的企业中
I know there are other compassionate companies in the world, but Google is the place I'm familiar with because I've been there for 10 years, so I'll use Google as the case study. Google is a company born of idealism. It's a company that thrives on idealism. And maybe because of that, compassion is organic and widespread company-wide. In Google, expressions of corporate compassion almost always follow the same pattern. It's sort of a funny pattern. It starts with a small group of Googlers taking the initiative to do something. And they don't usually ask for permission; they just go ahead and do it, and then other Googlers join in, and it just gets bigger and bigger. And sometimes it gets big enough to become official. So in other words, it almost always starts from the bottom up.
我知道世界上有其它的极富爱心的企业。 但谷歌是我所熟悉的平台 因为我已经在此工作十年了 所以我用谷歌做案例分析 谷歌是一个 理想主义的企业 一个成就于理想主义的企业 或许正因为这样 恻隐之心是有系统性的 在企业上下广泛推广 在谷歌,企业爱心的表达形式 总是相同的模式 是一种有趣的模式 它始于一小部分的谷歌员工 主动去做一些事 他们通常不会先征得许可 而是直接就做 其他员工参与进来,于是这一群体壮大起来 有时,参与人数够一定规模 就变成了官方活动 因此,换句话说 它几乎都是从底层开始
And let me give you some examples. The first example is the largest annual community event -- where Googlers from around the world donate their labor to their local communities -- was initiated and organized by three employees before it became official, because it just became too big. Another example, three Googlers -- a chef, an engineer and, most funny, a massage therapist -- three of them, they learned about a region in India where 200,000 people live without a single medical facility. So what do they do? They just go ahead and start a fundraiser. And they raise enough money to build this hospital -- the first hospital of its kind for 200,000 people. During the Haiti earthquake, a number of engineers and product managers spontaneously came together and stayed overnight to build a tool to allow earthquake victims to find their loved ones. And expressions of compassion are also found in our international offices.
我再举些例子 第一个例子是最大的年度社区活动-- 来自世界各地的谷歌员工 为当地社区出力 这项活动最先 是由三个员工发起组织的 它之后成为正式活动, 是因为活动规模扩大了 另一个例子,三个谷歌员工 一个厨师,一个工程师 外加一个更有意思的,按摩师 他们三个了解到印度的某地 生活着20万人口的地区 却没有任何医疗设施 他们怎么办呢? 他们就直接开始拉赞助 筹到足够的资金后就建了这家医院 第一所 为20万人造的医院 在海地地震间 大量工程师和产品经理 自发聚在一起 熬夜工作 设法创造一个工具 来帮助受灾者找到他们的亲友 恻隐之心同样 表现在我们的国际分部中
In China for example, one mid-level employee initiated the largest social action competition in China, involving more than 1,000 schools in China, working on issues such as education, poverty, health care and the environment. There is so much organic social action all around Google that the company decided to form a social responsibility team just to support these efforts. And this idea, again, came from the grassroots, from two Googlers who wrote their own job descriptions and volunteered themselves for the job. And I found it fascinating that the social responsibility team was not formed as part of some grand corporate strategy. It was two persons saying, "Let's do this," and the company said, "Yes." So it turns out that Google is a compassionate company, because Googlers found compassion to be fun.
例如在中国 中层员工 发起了中国最大的社会公益大赛 涉及中国1000多所学校 共同参与 如教育、贫困 卫生保健和环境等社会问题 诸多系统的社会活动 遍及谷歌 使得谷歌决定成立 一个社会责任团队 以支持这些公益活动 这一设想,同样 来自草根阶层 两个谷歌员工写在他们的工作项目规程中 并主动参与工作 我觉得有意思的是 社会责任团队 并非是作为某个重大的企业策划项目的一部分而成立的 它像是两个人说,“我们做这个吧” 然后企业说“好” 于是我们发现 谷歌是有爱心的企业 因为谷歌的员工们发现了 拥有爱心很有意思
But again, fun is not enough. There are also real business benefits. So what are they? The first benefit of compassion is that it creates highly effective business leaders. What does that mean? There are three components of compassion. There is the affective component, which is, "I feel for you." There is the cognitive component, which is, "I understand you." And there is a motivational component, which is, "I want to help you." So what has this got to do with business leadership? According to a very comprehensive study led by Jim Collins, and documented in the book "Good to Great," it takes a very special kind of leader to bring a company from goodness to greatness. And he calls them "Level 5 leaders." These are leaders who, in addition to being highly capable, possess two important qualities, and they are humility and ambition. These are leaders who are highly ambitious for the greater good. And because they're ambitious for a greater good, they feel no need to inflate their own egos. And they, according to the research, make the best business leaders. And if you look at these qualities in the context of compassion, we find that the cognitive and affective components of compassion -- understanding people and empathizing with people -- inhibits, tones down, what I call the excessive self-obsession that's in us, therefore creating the conditions for humility.
但是光有意思还不够 这也是真正的经济效益 有哪些呢? 爱心带来的第一个效益 就是它促成的高效率的企业领导 这是什么意思呢? 恻隐之心有三个组成部分 其一是情感成分 即,“我与你感同身受” 其二是认知成分 即,“我理解你。” 另外一个是动机成分 即,“我想帮助你。” 那么这与企业领导力有什么关系呢? 吉姆·科林斯曾有一项综合研究, 他把它 记录在《从优秀到卓越》一书中, 特别的领导 才能带领一个企业 从优秀到卓越 他将这样的领导成为“五级领袖” 这些的领袖 不仅很有能力 而且拥有两个重要品质 那就是 谦逊且有抱负 这些领袖人物 追求尽善尽美 而正因为他们追求尽善尽美 他们觉得没有必要膨胀自我 研究结果表明 这些人往往成为最优秀的企业高管 如果你注意到这些品质 其中关于恻隐之心 我们发现 恻隐之心之中的认知和情感成分-- 了解并同情他人-- 会抑制,调控 我所说的在我们心中的过度自恋-- 因此 为人文关怀创造了条件
The motivational component of compassion creates ambition for greater good. In other words, compassion is the way to grow Level 5 leaders. And this is the first compelling business benefit. The second compelling benefit of compassion is that it creates an inspiring workforce. Employees mutually inspire each other towards greater good. It creates a vibrant, energetic community where people admire and respect each other. I mean, you come to work in the morning, and you work with three guys who just up and decide to build a hospital in India. It's like how can you not be inspired by those people -- your own coworkers? So this mutual inspiration promotes collaboration, initiative and creativity. It makes us a highly effective company.
拥有恻隐之心的动力 使人愿意追求更好 换言之 恻隐之心可以培养五星级领导 这是第一诱人的经济收益 第二诱人的 是恻隐之心创造巨大的劳动力 员工互相鼓舞 以获得更好 它可以创造富有特色活力的社区 人们彼此欣赏,互相尊重 我的意思是说,你早上去工作 和另外三人一起 他们刚刚决定在印度建所医院 你如何不能被这些人带动呢? 这是你自己的同事啊! 因此这样互相鼓舞 可以促进合作 主动性和创造性 它促使我们建立高效的企业
So, having said all that, what is the secret formula for brewing compassion in the corporate setting? In our experience, there are three ingredients. The first ingredient is to create a culture of passionate concern for the greater good. So always think: how is your company and your job serving the greater good? Or, how can you further serve the greater good? This awareness of serving the greater good is very self-inspiring and it creates fertile ground for compassion to grow in. That's one.
因此,说了这么多 秘方是什么呢? 为拥有恻隐之心 且在企业背景下 根据我们的经验 有三大成分 第一 是创造一种文化 热心 致力于创造更好 因此,总要想 你的企业和你的工作 如何才能服务于最好? 或者,你怎样才能更好的 服务于更好? 这一为尽善尽美服务的目标 总是自我鼓舞的 并且它创造了肥沃的土壤 使得恻隐之心成长 这就是第一个成分
The second ingredient is autonomy. So in Google, there's a lot of autonomy. And one of our most popular managers jokes that, this is what he says, "Google is a place where the inmates run the asylum." And he considers himself one of the inmates. If you already have a culture of compassion and idealism and you let your people roam free, they will do the right thing in the most compassionate way.
第二就是 自治 在谷歌有很多自治权 我们其中一个最有名的经理开玩笑说 他这么说 “谷歌是一个 囚犯开的避难所。” 他把自己也当做其中的囚犯之一 如果你已经 有一个恻隐文化 和其他理想主义 你允许你的手下自由创新 他们会用最富有同情心的方式 做对事情。
The third ingredient is to focus on inner development and personal growth. Leadership training in Google, for example, places a lot of emphasis on the inner qualities, such as self-awareness, self-mastery, empathy and compassion, because we believe that leadership begins with character. We even created a seven-week curriculum on emotion intelligence, which we jokingly call "Searching Inside Yourself." It's less naughty than it sounds. So I'm an engineer by training, but I'm one of the creators and instructors of this course, which I find kind of funny, because this is a company that trusts an engineer to teach emotion intelligence. What a company.
第三成分 就是注重内在发展 和个人成长 例如,在谷歌培养领导 很注重内在修为 譬如自我意识,自控 同情心和恻隐之心 因为我们相信 领导是从 品性开始 我们甚至创建了一个七周课程 关于情感智慧 这个我们常常开玩笑称为“探索内在自我” 它没有听起来那么好笑 我通过训练成为工程师的 但我是这个课程的始创者和传授者之一 我觉得这很有意思 因为谷歌信任一个工程师 来传授情感智慧 这是什么样的企业啊!
(Laughter)
(笑声)
So "Search Inside Yourself" -- how does it work? It works in three steps. The first step is attention training. Attention is the basis of all higher cognitive and emotional abilities. Therefore, any curriculum for training emotion intelligence has to begin with attention training. The idea here is to train attention to create a quality of mind that is calm and clear at the same time. And this creates the foundation for emotion intelligence. The second step follows the first step.
那么“探索内在自我”----这个怎么实现呢? 有三步 第一步 注意力训练 注意力是基础 对于所有高认知和情感的能力来说。 因此,任何一个课程 来训练情感智慧 必须以注意力测试为始 这个想法就是用来训练注意力 以培养一种心智 也就是当下的平和 与清明。 这也 为情感智能建立了根基。 第二步紧跟第一步
The second step is developing self-knowledge and self-mastery. So using the supercharged attention from step one, we create a high-resolution perception into the cognitive and emotive processes. What does that mean? It means being able to observe our thought stream and the process of emotion with high clarity, objectivity and from a third-person perspective. And once you can do that, you create the kind of self-knowledge that enables self-mastery.
第二部是培养自知 和自控能力 因此用第一步中的高强度注意力 我们营造了一个高保真观念 与认知和情感步骤结合 这是什么意思呢? 它意思是能够观察我们的意识流 和感情流 且十分清晰 客观地 从第三者角度出发 一旦你能这么做 你创造了自知 以达到自治
The third step, following the second step, is to create new mental habits. What does that mean? Imagine this. Imagine whenever you meet any other person, any time you meet a person, your habitual, instinctive first thought is, "I want you to be happy. I want you to be happy." Imagine you can do that. Having this habit, this mental habit, changes everything at work. Because this good will is unconsciously picked up by other people, and it creates trust, and trust creates a lot of good working relationships. And this also creates the conditions for compassion in the workplace. Someday, we hope to open-source "Search Inside Yourself" so that everybody in the corporate world will at least be able to use it as a reference.
在第二步之后的第三步 就是建立一些新的心理习惯 这是什么意思?想象一下 想象你在任何时候遇见另一个人时 你见到他的任何时候 你习惯性的第一本能想法 就是:“我想让你更幸福。 我想让你更幸福。” 想象一下,你可以做这些 拥有这样的习惯,这些心理习惯 改变工作中每一件事 因为这个好的期待 无意识中就被别人看到了 它带来信任 信任带来很多好的工作关系 同时它 为恻隐之心在工作场所发挥作用创造条件 我们希望有一天能共享资源 “探索内在自我” 因此每个企业员工 至少可以将它当做一个参考
And in closing, I want to end the same place I started, with happiness. I want to quote this guy -- the guy in robes, not the other guy -- the Dalai Lama, who said, "If you want others to be happy, practice compassion. If you want to be happy, practice compassion." I found this to be true, both on the individual level and at a corporate level. And I hope that compassion will be both fun and profitable for you too.
最后 我想以我开始的话作为结尾 关于幸福 我想引用他的一句话---这个穿着袍子的人,不是别人 达赖喇嘛 他说:“如果你想让别人幸福 请付出恻隐之心 如果你想变得幸福 请付出恻隐之心。” 我发现这是真理 不管是从个人角度 还是企业角度来看 我希望这恻隐之心对你来说 不仅有意思,而且有效益。
Thank you.
谢谢
(Applause)
(掌声)