I want to tell you three stories about the power of relationships to solve the deep and complex social problems of this century.
我想给大家讲三个故事, 是关于用人际关系的力量 去解决本世纪深刻和复杂的社会问题。
You know, sometimes it seems like all these problems of poverty, inequality, ill health, unemployment, violence, addiction -- they're right there in one person's life. So I want to tell you about someone like this that I know. I'm going to call her Ella. Ella lives in a British city on a run down estate. The shops are closed, the pub's gone, the playground's pretty desolate and never used, and inside Ella's house, the tension is palpable and the noise levels are deafening. The TV's on at full volume. One of her sons is fighting with one of her daughters. Another son, Ryan, is keeping up this constant stream of abuse from the kitchen, and the dogs are locked behind the bedroom door and straining. Ella is stuck. She has lived with crisis for 40 years. She knows nothing else, and she knows no way out. She's had a whole series of abusive partners, and, tragically, one of her children has been taken into care by social services. The three children that still live with her suffer from a whole range of problems, and none of them are in education. And Ella says to me that she is repeating the cycle of her own mother's life before her.
有时候,似乎所有的问题 比如贫穷、不平等、疾病、 失业、暴力、吸毒等等, 恰好都发生在同一个人身上。 我认识的一个人正是如此。 她叫艾拉。 艾拉住在英国某处,一个破败的小区里。 那里商店关门,酒吧歇业, 游乐场日渐荒芜,无人问津, 艾拉家中也成天气氛紧张, 吵闹不堪。 电视声音总是调到最大。 她的一个儿子跟一个女儿在打架。 另一个儿子,瑞恩, 不停地在厨房骂骂咧咧, 狗被关在卧室里,不停地挣扎。 艾拉仿佛深陷泥潭。 她已经这样生活了40年。 她对外界一无所知,也找不到出路。 她之前的每一个伴侣都虐待她, 可悲的是,其中一个孩子还被福利院带走了。 仍跟她生活在一起的三个孩子 都没有上学,身上问题多多。 艾拉跟我说,她的人生是 在重蹈她母亲的覆辙。
But when I met Ella, there were 73 different services on offer for her and her family in the city where she lives, 73 different services run out of 24 departments in one city, and Ella and her partners and her children were known to most of them. They think nothing of calling social services to try and mediate one of the many arguments that broke out. And the family home was visited on a regular basis by social workers, youth workers, a health officer, a housing officer, a home tutor and the local policemen. And the governments say that there are 100,000 families in Britain today like Ella's, struggling to break the cycle of economic, social and environmental deprivation. And they also say that managing this problem costs a quarter of a million pounds per family per year and yet nothing changes. None of these well-meaning visitors are making a difference.
然而当我遇见艾拉的时候, 她和家人生活的城市 有73家不同的社会福利机构 可以为他们提供帮助。 这73家福利机构 分属该市24个不同的部门, 而大多数部门对艾拉一家 的情况非常了解。 而他们一家从未想过要找这些部门, 来调解他们家庭的矛盾。 其实有很多人会定期到她家走访,比如社工, 青少年社工,卫生官员, 房屋事务官员,家庭教师 还有当地的警察。 政府表示,目前在英国有10万个 像艾拉这样的家庭。 他们在贫困中挣扎,试图摆脱因经济、 社会和环境资源缺乏带来的恶性循环。 政府还表示,为了解决上述问题, 他们每年在每个家庭身上 要花费25万英镑, 然而毫无作用。 这些好心的家访者并没有发挥作用。
This is a chart we made in the same city with another family like Ella's. This shows 30 years of intervention in that family's life. And just as with Ella, not one of these interventions is part of an overall plan. There's no end goal in sight. None of the interventions are dealing with the underlying issues. These are just containment measures, ways of managing a problem. One of the policemen says to me, "Look, I just deliver the message and then I leave."
这张图表显示的是我们为该市另外一个 类似艾拉家的家庭所做的事情。 它记录了30年来(福利机构) 对其家庭生活的干预。 正如艾拉一样,这些干预都不成体系。 缺乏明确的最终目标。 没有着眼于解决根本问题。 只是一些应对措施,治标不治本。 一位警官告诉我, “我只是带个口信然后就走。”
So, I've spent time living with families like Ella's in different parts of the world, because I want to know: what can we learn from places where our social institutions just aren't working? I want to know what it feels like to live in Ella's family. I want to know what's going on and what we can do differently.
因此,我去了很多不同的地方, 跟像艾拉一样的家庭生活在一起。 因为我想搞清楚:在社会福利机构 鞭长莫及的地方,到底发生了些什么? 我想搞清楚,在艾拉家里 生活是一种什么感受。 我想搞清楚,我们能做些什么来改变现状。
Well, the first thing I learned is that cost is a really slippery concept. Because when the government says that a family like Ella's costs a quarter of a million pounds a year to manage, what it really means is that this system costs a quarter of a million pounds a year. Because not one penny of this money actually touches Ella's family in a way that makes a difference. Instead, the system is just like this costly gyroscope that spins around the families, keeping them stuck at its heart, exactly where they are.
我弄明白的第一件事就是, “支出”是一个模糊的概念。 因为当政府说,像艾拉这样的家庭, 每年要花费政府25万英镑的时候, 真正的含义是指, 维持福利系统运转, 每年需要花费25万英镑。 而这些钱并没有用在艾拉身上, 使她家的情况产生好转。 恰恰相反,福利体系就像一个昂贵的陀螺仪 不停地在这些家庭周围旋转, 把它们困在其中, 原地踏步。
And I also spent time with the frontline workers, and I learned that it is an impossible situation. So Tom, who is the social worker for Ella's 14-year-old son Ryan, has to spend 86 percent of his time servicing the system: meetings with colleagues, filling out forms, more meetings with colleagues to discuss the forms, and maybe most shockingly, the 14 percent of the time he has to be with Ryan is spent getting data and information for the system. So he says to Ryan, "How often have you been smoking? Have you been drinking? When did you go to school?" And this kind of interaction rules out the possibility of a normal conversation. It rules out the possibility of what's needed to build a relationship between Tom and Ryan.
我还和一线社工交流过, 我了解到这种情况根本无法好转。 汤姆是一名社工,他负责 艾拉14岁的儿子瑞恩, 他将自己86%的时间用于服务系统: 跟同事开会,填写表格, 继续跟同事开会研究怎么填写表格, 而更让人震惊的是, 剩下的14%的时间, 即使他与瑞恩在一块儿, 也是在为系统获取数据和信息。 他问瑞恩, “你多久抽一次烟? 你有喝酒吗? 你什么时候去上学?” 在这种交流方式下,怎么可能 进行正常的对话呢。 它完全抹杀了在汤姆和瑞恩之间 建立正常的人际关系的可能性。
When we made this chart, the frontline workers, the professionals -- they stared at it absolutely amazed. It snaked around the walls of their offices. So many hours, so well meant, but ultimately so futile. And there was this moment of absolute breakdown, and then of clarity: we had to work in a different way.
当我制作这张图表的时候, 这些一线社工,专业人士们, 他们看着这张图表,大吃一惊。 数据曲线在他们办公室的墙上起起伏伏。 花费如此多的时间,怀揣如此美好的愿望,结果一事无成。 他们在这一刻彻底醒悟了, 他们清楚意识到: 必须要改变工作方式。
So in a really brave step, the leaders of the city where Ella lives agreed that we could start by reversing Ryan's ratio. So everyone who came into contact with Ella or a family like Ella's would spend 80 percent of their time working with the families and only 20 percent servicing the system. And even more radically, the families would lead and they would decide who was in a best position to help them. So Ella and another mother were asked to be part of an interview panel, to choose from amongst the existing professionals who would work with them. And many, many people wanted to join us, because you don't go into this kind of work to manage a system, you go in because you can and you want to make a difference.
艾拉所在城市的领导者走出了勇敢的一步, 同意我们将服务于系统的时间和 服务于瑞恩的时间比例调转。 于是每一位接触艾拉或类似家庭的社工, 必须用80%的时间服务于家庭, 剩下的20%时间服务于系统。 更加重要的一点是, 家庭拥有决定权, 决定谁最有资格来帮助他们。 于是艾拉和另一位母亲加入了评审小组, 从现有的专业人士中挑选 为自己服务的人。 很多人想加入我们, 因为你不是为了维持系统 而加入这个工作, 而是因为你能也想为艾拉他们带来改变。
So Ella and the mother asked everybody who came through the door, "What will you do when my son starts kicking me?" And so the first person who comes in says, "Well, I'll look around for the nearest exit and I will back out very slowly, and if the noise is still going on, I'll call my supervisor." And the mothers go, "You're the system. Get out of here!" And then the next person who comes is a policeman, and he says, "Well, I'll tackle your son to the ground and then I'm not sure what I'll do." And the mothers say, "Thank you." So, they chose professionals who confessed they didn't necessarily have the answers, who said -- well, they weren't going to talk in jargon. They showed their human qualities and convinced the mothers that they would stick with them through thick and thin, even though they wouldn't be soft with them.
于是艾拉和这位母亲问 每一个参加评审的人, “如果你发现我儿子在踢打我,你会怎么办?” 第一个面试者说, “我会找到最近的一个出口, 慢慢地退出去, 如果事情还没有停止, 我会通知我的上司。” 这位母亲说, “你只是在为体制工作。请你出去!” 下一个进来的是一名警官,他说, “嗯,我会把你儿子摁倒在地, 但我不确定接下来我应该做什么。” 母亲说,“谢谢你。” 于是,她们选择的是那些 可以坦诚自己未必有什么办法的人, 那些不会说套话的人。 他们展现出的人性让这两位母亲相信, 他们无论如何都会与自己同在, 同时也不会过分纵容自己。
So these new teams and the families were then given a sliver of the former budget, but they could spend the money in any way they chose. And so one of the families went out for supper. They went to McDonald's and they sat down and they talked and they listened for the first time in a long time. Another family asked the team if they would help them do up their home. And one mother took the money and she used it as a float to start a social enterprise.
尽管新的团队和家庭 只获得了之前预算的一小部分, 但他们有权决定如何使用这笔钱。 于是其中一家人选择出去吃晚饭。 他们去了麦当劳,围坐在一起, 谈天说地, 这是很久以来的第一次。 另一家人询问社工团队, 能否帮他们修缮一下房子。 还有一位母亲用这钱 作为备用金,开办了一家社企。
And in a really short space of time, something new started to grow: a relationship between the team and the workers. And then some remarkable changes took place. Maybe it's not surprising that the journey for Ella has had some big steps backwards as well as forwards. But today, she's completed an IT training course, she has her first paid job, her children are back in school, and the neighbors, who previously just hoped this family would be moved anywhere except next door to them, are fine. They've made some new friendships. And all the same people have been involved in this transformation -- same families, same workers. But the relationship between them has been supported to change.
在短短时间内, 就出现了一些新气象: 社工团队和家庭间建立了联系。 之后又发生了一些显著的变化。 也许艾拉在这个过程中, 经历了许多起起伏伏, 这一点也不奇怪。 但现在,她已经完成了IT训练课程, 找到了第一份工作, 孩子们也回到了学校, 而她的邻居们, 曾经希望她搬走, 越远越好, 现在关系也融洽了。 他们交到了新的朋友。 在这一变化中,人还是那些人, 同样的家庭,同样的社工, 但他们之间的关系发生了变化。
So I'm telling you about Ella because I think that relationships are the critical resource we have in solving some of these intractable problems. But today, our relationships are all but written off by our politics, our social policies, our welfare institutions. And I've learned that this really has to change.
我之所以讲艾拉的故事, 是因为我认为人际关系 是解决这类棘手问题 最重要的资源。 但现在,我们的人际关系, 已经被我们的政治, 被我们的福利政策 和福利机构所破坏了。 我意识到这必须发生改变。
So what do I mean by relationships? I'm talking about the simple human bonds between us, a kind of authentic sense of connection, of belonging, the bonds that make us happy, that support us to change, to be brave like Ella and try something new. And, you know, it's no accident that those who run and work in the institutions that are supposed to support Ella and her family don't talk about relationships, because relationships are expressly designed out of a welfare model that was drawn up in Britain and exported around the world. The contemporaries of William Beveridge, who was the architect of the first welfare state and the author of the Beveridge Report, had little faith in what they called the average sensual or emotional man. Instead, they trusted this idea of the impersonal system and the bureaucrat who would be detached and work in this system. And the impact of Beveridge on the way the modern state sees social issues just can't be underestimated. The Beveridge Report sold over 100,000 copies in the first weeks of publication alone. People queued in the rain on a November night to get hold of a copy, and it was read across the country, across the colonies, across Europe, across the United States of America, and it had this huge impact on the way that welfare states were designed around the globe. The cultures, the bureaucracies, the institutions -- they are global, and they've come to seem like common sense. They've become so ingrained in us, that actually we don't even see them anymore. And I think it's really important to say that in the 20th century, they were remarkably successful, these institutions. They led to longer lifespans, the eradication of mass disease, mass housing, almost universal education. But at the same time, Beveridge sowed the seeds of today's challenges.
到底什么是人际关系? 我认为就是连接人与人的纽带, 一种真实的联系感、归属感, 它让我们感到开心,支持我们变得更好, 让我们像艾拉一样勇敢,尝试新的事物。 知道吗,其实我并不意外, 那些福利机构的工作人员, 那些本应帮助艾拉 和她家人的工作人员, 从来不谈论人际关系, 因为人际关系从一开始 就没有被放进福利模式中, 而这一福利模式是在英国 出现并传遍世界的。 威廉·贝弗里奇, 是福利国度的设计者, 他撰写了《贝弗里奇报告》, 当时的人们不相信富有人情味的普通人, 转而相信缺乏人情味的系统, 以及在系统中工作的官员们。 贝弗里奇带来了巨大影响, 他让人们看到,在一个现代国家中, 社会福利问题不容忽视。 《贝弗里奇报告》在出版的最初几周, 就售出了超过10万份。 人们在11月的雨夜排队购买, 很快这份报告就传遍了全国, 传遍了殖民地,传遍了欧洲, 传遍了美国, 它对福利模式在全球的形成 产生了巨大的影响。 (福利)文化、体制、机构, 在全球得到推广, 逐渐成为了一种普遍现象。 它们如此根深蒂固, 以至于我们开始对其熟视无睹。 我认为应该强调的是,在20世纪, 这些福利机构的出现,是一种巨大的成功。 (社会福利)延长了人们的寿命, 消除了大范围流行疾病 提供了住房,普及了教育。 但与此同时, 贝弗里奇也埋下了今天种种问题的种子。
So let me tell you a second story. What do you think today is a bigger killer than a lifetime of smoking? It's loneliness. According to government statistics, one person over 60 -- one in three -- doesn't speak to or see another person in a week. One person in 10, that's 850,000 people, doesn't speak to anyone else in a month. And we're not the only people with this problem; this problem touches the whole of the Western world. And it's even more acute in countries like China, where a process of rapid urbanization, mass migration, has left older people alone in the villages. And so the services that Beveridge designed and exported -- they can't address this kind of problem. Loneliness is like a collective relational challenge, and it can't be addressed by a traditional bureaucratic response.
接下来我要讲第二个故事。 你认为如今比终身吸烟 更加可怕的健康杀手是什么? 是孤独。 根据政府统计,60岁以上的人中, 有三分之一 在一周内不与人交流。 十分之一的人,也就是85万人, 甚至在一个月内不跟人交流。 这种情况不仅发生在我们国家, 在整个西方世界都是如此。 而在中国,形势更加严峻, 中国在经历迅速的城市化过程, 大量人口涌入城市, 村里只留下老人。 而贝弗里奇设计和推广的福利体系, 根本无法预见这样的问题。 孤独就像“人际关系危机综合症”, 靠传统的行政手段根本无法解决。
So some years ago, wanting to understand this problem, I started to work with a group of about 60 older people in South London, where I live. I went shopping, I played bingo, but mainly I was just observing and listening. I wanted to know what we could do differently. And if you ask them, people tell you they want two things. They want somebody to go up a ladder and change a light bulb, or to be there when they come out of hospital. They want on-demand, practical support. And they want to have fun. They want to go out, do interesting things with like-minded people, and make friends like we've all made friends at every stage of our lives. So we rented a phone line, hired a couple of handymen, and started a service we called "Circle." And Circle offers its local membership a toll-free 0 800 number that they can call on demand for any support. And people have called us for so many reasons. They've called because their pets are unwell, their DVD is broken, they've forgotten how to use their mobile phone, or maybe they are coming out of hospital and they want someone to be there. And Circle also offers a rich social calendar -- knitting, darts, museum tours, hot air ballooning -- you name it. But here's the interesting thing, the really deep change: over time, the friendships that have formed have begun to replace the practical offer.
于是几年前,为了研究这一问题, 我在自己生活的伦敦城南, 与一群老年人共同生活, 他们大约有60人。 我跟他们一起购物,玩bingo游戏, 但大部分时间我只是观察和倾听。 我想知道我们该如何改变。 如果你问他们有何需求,他们会提到两件事。 他们希望有人能替他们爬梯子换灯泡, 或是从医院出来时有人接。 他们渴望实际的帮助。 他们想过得快乐。 他们想与志趣相投的人一起出门找乐子, 想结交新的朋友,就像我们大家一样, 无论处在什么年龄。 于是我们开通了一条热线, 雇了一群能干的人, (为老人家)提供服务,我们称之为“圈子”。 “圈子”为当地的会员开通了免费的0800电话, 他们可以随时打电话要求各种服务。 他们打电话的原因各种各样。 比如宠物生病了, DVD机坏了,或者忘记怎么用手机了, 或者从医院出来, 希望有人能接他们。 “圈子”还安排了丰富的社会活动, 学编织,玩飞镖,参观博物馆, 乘热气球,多种多样。 但有意思的是,一个很大的变化产生了: 随着时间推移,他们之前形成了友谊, 并且开始变得比那些实际的帮助更重要。
So let me tell you about Belinda. Belinda's a Circle member, and she was going into hospital for a hip operation, so she called her local Circle to say they wouldn't see her for a bit. And Damon, who runs the local Circle, calls her back and says, "How can I help?" And Belinda says, "Oh no, I'm fine -- Jocelyn is doing the shopping, Tony's doing the gardening, Melissa and Joe are going to come in and cook and chat." So five Circle members had organized themselves to take care of Belinda. And Belinda's 80, although she says that she feels 25 inside, but she also says that she felt stuck and pretty down when she joined Circle. But the simple act of encouraging her to come along to that first event led to a process where natural friendships formed, friendships that today are replacing the need for expensive services. It's relationships that are making the difference.
下面我要讲讲关于贝琳达的事。 贝琳达是“圈子”的会员, 她准备去医院做一个髋骨手术, 于是她给本地的“圈子”打了个电话, 说自己有一段时间不会参加活动。 达蒙,是当地“圈子”的负责人, 他回电话问,“需要帮助吗?” 贝琳达说,“哦,不用了,我没事 乔斯琳帮我买东西,托尼帮我照顾花园, 梅丽莎和乔会过来帮我做饭,陪我聊天。” 五名“圈子”的成员分工合作, 照顾贝琳达。 贝琳达今年80岁了, 尽管她说自己内心才25, 她还说, 初加入“圈子”的时候她感觉无助和低落。 但社工们非常暖心地鼓励她 参加第一次活动时, 慢慢让他们成为了朋友, 跟昂贵的服务相比, 友谊成为了更重要的需求。 正是人际关系带来了这一改变。
So I think that three factors have converged that enable us to put relationships at the heart and center of how we solve social problems today. Firstly, the nature of the problems -- they've changed, and they require different solutions. Secondly, the cost, human as much as financial, of doing business as usual. And thirdly, technology.
因此我觉得,为什么我们如此重视人际关系 在解决社会问题中发挥的核心作用? 原因有三点。 首先,社会问题的本质 发生了改变,因此需要不同的解决方式。 其次是支出,就像做普通生意一样, 经费越多人手越多。 第三点就是科技。
I've talked about the first two factors. It's technology that enables these approaches to scale and potentially now support thousands of people. So the technology we've used is really simple, it's made up of available things like databases, mobile phones. Circle has got this very simple system that underpins it, enables a small local team to support a membership of up to a thousand. And you can contrast this with a neighborhood organization of the 1970s, when this kind of scale just wasn't possible, neither was the quality or the longevity that the spine of technology can provide.
前两个原因我刚才已经讲过了。 正是科技扩大了我们的规模, 让我们能服务数以千计的人。 其实我们使用的技术非常简单, 无非就是数据库,手机这些有效的工具。 “圈子”就是依靠一个简单的支持系统, 让一支小规模的本地团队 能服务多达一千名会员。 大家可以将其与70年代的“邻里互助组织” 进行比较, 当时要做到如此大的规模根本不可能, 服务质量和持续性 也远不如科技发达的今天。
So it's relationships underpinned by technology that can turn the Beveridge models on their heads. The Beveridge models are all about institutions with finite resources, anonymously managing access. In my work at the front line, I've seen again and again how up to 80 percent of resource is spent keeping people out. So professionals have to administer these increasingly complex forms of administration that are basically about stopping people accessing the service or managing the queue. And Circle, like the relational services that we and others have designed, inverts this logic. What it says is, the more people, the more relationships, the stronger the solution. So I want to tell you my third and final story, which is about unemployment. In Britain, as in most places in the world, our welfare states were primarily designed to get people into work, to educate them for this, and to keep them healthy. But here, too, the systems are failing. And so the response has been to try and make these old systems even more efficient and transactional -- to speed up processing times, divide people into ever-smaller categories, try and target services at them more efficiently -- in other words, the very opposite of relational.
因此,正是有了科技的支持 贝弗里奇模式才能得以转变。 贝弗里奇模式中,福利机构的资源有限, 并通过匿名方式进行管理。 我在福利工作第一线的时候, 不止一次见到高达80%的资源 用来将人们拒之门外。 社工们不得不填写 那些越来越复杂的管理表格 得到的结果却是人们享受不到服务, 或者需要排很久的队。 而“圈子”提供的,具有人情味的服务 扭转了局面。 有句话总结得好,参加的人越多, 人际关系越融洽, 解决方案就越有效。 接下来是第三个也是最后一个故事, 是关于失业的。 在英国,正如在其他国家一样, 福利机构的主要目标 是帮助人们就业, 培训他们的职业技能, 保护他们的身体健康。 然而同样的,这种体制并不成功。 (政府采取的)措施是 努力使旧体制变得更加有效和务实, 加快办理进程,将事务进行更细的分类, 尝试让服务更加精准和有效——换句话说, 让服务更加没有人情味。
But guess how most people find work today? Through word of mouth. It turns out that in Britain today, most new jobs are not advertised. So it's friends that tell you about a job, it's friends that recommend you for a job, and it's a rich and diverse social network that helps you find work. Maybe some of you here this evening are thinking, "But I found my job through an advert," but if you think back, it was probably a friend that showed you the ad and then encouraged you to apply. But not surprisingly, people who perhaps most need this rich and diverse network are those who are most isolated from it.
但你们知道现在大部分人如何找工作吗? 口口相传。 今天在英国,大部分新的工作 都不登招聘广告。 工作信息大都来自朋友, 朋友推荐给你一份工作, 丰富多样的社交圈子帮你找工作。 也许今晚在场的有些人会想, “我就是通过招聘广告找到的工作呀。” 但如果你回想一下, 也许是某一个朋友给你看了那条广告, 然后鼓励你去申请的。 但毫不奇怪的是, 那些最需要丰富人脉的人 恰恰是最离群索居的人。
So knowing this, and also knowing about the costs and failure of current systems, we designed something new with relationships at its heart. We designed a service that encourages people to meet up, people in and out of work, to work together in structured ways and try new opportunities. And, well, it's very hard to compare the results of these new systems with the old transactional models, but it looks like, with our first 1,000 members, we outperformed existing services by a factor of three, at a fraction of the cost. And here, too, we've used technology, but not to network people in the way that a social platform would do. We've used it to bring people face to face and connect them with each other, building real relationships and supporting people to find work.
因此,明白了这一点, 也看到现有体制的高成本和低效率之后, 我们以人际关系为核心设计出了新的服务方案。 我们推出了一项服务,鼓励人们见面, 无论是有工作的还是失业的, 组织他们在一起工作, 尝试新的机遇。 当然,很难将这一新模式的结果 同旧的模式进行比较, 但有一点值得注意, 在我们拥有了头1000个会员时, 我们在其中一项上就击败了现有的体制, 就是花费变少了。 我们同样利用了现代科技, 但并不是像一般的社交平台那种做法。 我们让人们面对面,彼此交流和建立联系, 建立真正的人际关系,支持人们找到工作。
At the end of his life, in 1948, Beveridge wrote a third report. And in it he said he had made a dreadful mistake. He had left people and their communities out. And this omission, he said, led to seeing people, and people starting to see themselves, within the categories of the bureaucracies and the institutions. And human relationships were already withering. But unfortunately, this third report was much less read than Beveridge's earlier work.
1948年,在贝弗里奇去世前, 他完成了第三份报告。 在报告里他坦承他犯了一个巨大的错误。 他忽略了市民和社区的重要。 而这一疏漏,导致人们 将别人,也将自己, 归入政府部门和福利机构划分的人群类别中。 人与人之间的关系被摧毁了。 但不幸的是,跟贝弗里奇早期的作品相比, 这第三份报告鲜有人问津。
But today, we need to bring people and their communities back into the heart of the way we design new systems and new services, in an approach that I call "Relational Welfare." We need to leave behind these old, transactional, unsuitable, outdated models, and we need to adopt instead the shared collective relational responses that can support a family like Ella's, that can address an issue like loneliness, that can support people into work and up the skills curve in a modern labor market, that can also address challenges of education, of health care systems, and so many more of those problems that are pressing on our societies. It is all about relationships. Relationships are the critical resource we have.
但今天,在设计新的体制和服务过程中, 我们要将老百姓和他们的社区 放在核心位置来进行考虑, 我称之为“暖心福利”。 我们要抛弃那些陈旧的、交易性的、 不合适的、过时的模式, 取而代之的,我们要采取 具有人情味的集体行动 来帮助像艾拉一样的家庭, 来解决孤独问题, 来提高人们的专业技能,帮助他们 在现代劳动市场上争得一席之地, 来改善教育体制和医疗体系, 还有其他一系列我们面临的 严峻的社会问题。 人际关系是解决问题的关键。 人际关系是我们最重要的资源。
Thank you.
谢谢大家。
(Applause)
(掌声)