????這些經(jīng)驗(yàn)教訓(xùn)不僅適用于個(gè)人，對(duì)組織來(lái)說(shuō)也講得通。2011年下半年出現(xiàn)了多起備受關(guān)注的企業(yè)與消費(fèi)者之間的權(quán)力斗爭(zhēng)。其中，美國(guó)銀行和電信巨頭威力眾曾宣布將新增收費(fèi)項(xiàng)目，而在線影碟租賃公司Netflix則計(jì)劃分拆DVD郵件租賃業(yè)務(wù)，但這些決定都很快就被迫取消。

????你可能會(huì)覺(jué)得，如果某些公司的產(chǎn)品轉(zhuǎn)換成本較高（舉例而言，更換開(kāi)戶行頗為麻煩，提前終止手機(jī)合約則需要繳納違約金），又或者某些公司的服務(wù)備受歡迎，那它們?cè)诤皖櫩痛蚪坏赖臅r(shí)候就掌握了王牌。可是，上述例子似乎告訴我們，權(quán)力的平衡正朝著有益于消費(fèi)者的方向傾斜，而且這種趨勢(shì)似乎正在加速。

????隨著社交網(wǎng)絡(luò)日趨重要，消費(fèi)者互相學(xué)習(xí)以及動(dòng)員形成一個(gè)更大組織的能力有了幾何級(jí)的提升。隨著消費(fèi)者之間相互關(guān)系緊密程度的提高，消費(fèi)者彼此之間的聯(lián)系對(duì)消費(fèi)者與企業(yè)這對(duì)關(guān)系形成了一種補(bǔ)充。

????因此，企業(yè)的最低興趣方權(quán)力開(kāi)始有所削弱，因?yàn)樗莆盏牟辉偈且幌盗斜舜斯铝⒌目蛻絷P(guān)系（它在這種關(guān)系中占據(jù)著優(yōu)勢(shì)地位），而是必須要與彼此聯(lián)系的客戶所組成的網(wǎng)絡(luò)相抗衡，后者越來(lái)越有能力自詡為一個(gè)群體。

????毫無(wú)疑問(wèn)，Netflix的商業(yè)分析師預(yù)計(jì)，其宣布分拆方案（后于去年10月宣布放棄該計(jì)劃）后，將會(huì)引發(fā)顧客的不滿，但這種不滿規(guī)模較小，處于可以接受的范圍之內(nèi)。但他們沒(méi)有意識(shí)到，這種負(fù)面的顧客反饋將會(huì)通過(guò)新聞報(bào)道和網(wǎng)絡(luò)社區(qū)的討論持續(xù)發(fā)酵，截至第三季度末，已有總計(jì)80萬(wàn)顧客離開(kāi)，對(duì)Netflix的品牌形象造成了難以估量的損害（截至第四季度末，該公司又重新贏回了61萬(wàn)用戶）。美國(guó)銀行的例子也頗為相似，過(guò)去此事可能只是個(gè)別消費(fèi)者的抗議，很容易遭到忽略，可默里?克拉契波爾在社交運(yùn)動(dòng)平臺(tái)change.org網(wǎng)站上發(fā)布的請(qǐng)?jiān)笗?shū)很快就獲得了超過(guò)30萬(wàn)人的簽名，使美國(guó)銀行無(wú)法置之不理。

????要在這一全新世界中做到游刃有余，企業(yè)及其經(jīng)理人必須表現(xiàn)出傾聽(tīng)的誠(chéng)意和樂(lè)意，且程度要與多數(shù)人際關(guān)系中人們所期待的水平相仿。不過(guò)，在今天這個(gè)新的時(shí)代取得成功并沒(méi)有放之四海而皆準(zhǔn)的秘訣，F(xiàn)acebook在其網(wǎng)站上推出新元素和服務(wù)的經(jīng)歷就具體體現(xiàn)了這種“最低興趣”的聚合所具有的威力，比如其時(shí)間軸（Timeline）雖然引發(fā)了一些隱私方面的擔(dān)憂，但仍得以成功推出，而新聞推送（News Feed）的最初版本卻遭到了猛烈批評(píng)，使馬克?扎克伯格不得不公開(kāi)道歉。

????正如同健康的個(gè)人關(guān)系需要不斷檢視與維護(hù)，企業(yè)與顧客之間關(guān)系的新范式也越來(lái)越強(qiáng)調(diào)權(quán)力的平衡及不同群體之間就重要議題所展開(kāi)的對(duì)話，以及結(jié)果、反響出乎意料時(shí)重新考慮事情的意愿。愛(ài)情若想長(zhǎng)久，離不開(kāi)耐心、努力，以及拋開(kāi)權(quán)力之爭(zhēng)的游戲、展開(kāi)真誠(chéng)對(duì)話的意愿，企業(yè)與顧客之間的關(guān)系也是如此。

????杰凡?蘇是一位管理與人力資源咨詢師，還是哈佛商學(xué)院（Harvard Business School）的助理研究員。托馬斯?德隆是哈佛商學(xué)院管理與組織行為學(xué)教授，他著有《自由飛翔：化對(duì)未知的恐懼為成功的助推劑》（Flying Without a Net: Turn Fear of Change into Fuel for Success）一書(shū)。

????譯者：小宇

????These lessons hold true not just for individuals but for entire organizations as well. The latter half of 2011 was marked by several highly publicized power struggles between corporations and consumers, with the quick reversal of imposed fees by Bank of America and Verizon and Netflix's (NFLX) intended spin-off of its DVD-by-mail service.

????While you might assume that companies whose products impose high switching costs (e.g., the inconvenience of changing banks, or the early termination fees for breaking a cell phone contract) or whose services were wildly popular would hold the trump card in their relationships with customers. Yet these examples seem to demonstrate that the tide of power is turning in consumers' favor, and that the trend may be accelerating.

????Amid the increased prominence of social media, consumers' ability to learn from each other and to mobilize as a larger group has increased exponentially. Through this increased connectivity, consumers complement their relationships with companies by adding relationships with each other.

????So, the company's power of least interest has grown weaker, as it no longer manages a set of isolated customer relationships where it holds a power position, but instead must confront a web of connected players that are increasingly capable of asserting themselves as a group.

????Netflix's business analysts no doubt predicted that there would be some small, but acceptable, level of customer attrition after its Qwikster spinoff announcement (a plan it abandoned in October), but it failed to gauge how the negative customer reaction would continue to compound itself via news coverage and online community discussion until customer departures totaled 800,000 by the end of the third quarter, delivering untold damage to the Netflix brand (the company has since gained 610,000 subscribers as of the end of the four quarter). And what would have been an easily ignorable smattering of customer complaints in the past was brought together by Molly Klatchpole's petition on change.org into a 300,000-signature-strong force that Bank of America could not disregard.

????Navigating this new world certainly requires managers and companies to exhibit the same kind of honesty and willingness to listen as is expected in most personal relationships. But there is no single recipe for success in this new world. Facebook's journey in introducing new attributes and services to its site embodies the perils and promise of this aggregated power of "least interest", ranging from the successful roll out of Timeline despite some privacy concerns to Mark Zuckerberg's public mea culpa over the initial version of News Feed.

????Just as healthy individual relationships require constant monitoring and care, the new paradigm for company and customer relationships values greater symmetry of power and dialogue between groups over issues that matter, and the willingness to reconsider things when results or reactions are not as expected. Like any love affair you want to last, it requires patient, hard work and the willingness to put power games aside to have real conversations.

????Jevan Soo is a management and human capital consultant, and a research associate at Harvard Business School. Thomas J. DeLong is a management and organizational behavior professor at Harvard Business School and author of Flying Without a Net: Turn Fear of Change into Fuel for Success.