怎樣規(guī)避“信任稅”(下)
????有數(shù)據(jù)顯示,全球范圍內(nèi)的企業(yè)(及其管理者)正在流失的資金達(dá)數(shù)十億美元,原因是生產(chǎn)率下降,人員快速流動(dòng)以及反應(yīng)遲緩——所有這些都是他們背負(fù)著信任稅的例證。我們和臺灣企業(yè)負(fù)責(zé)人的交流表明,他們的公司依然受到“員工流失率高”和“團(tuán)隊(duì)溝通不暢”等問題的困擾。 ????巨大的驚喜。大多數(shù)看起來針對我們個(gè)人的問題其實(shí)根本不是針對個(gè)人。不要認(rèn)為那些“東西”是沖著我們個(gè)人來的,相反,我們要開始認(rèn)識到,同一個(gè)體系中的我們之間不僅僅是“人與人”的關(guān)系,實(shí)際上是“世界與世界”——從有著獨(dú)特條件的我們這個(gè)世界到別人的世界。 ????一旦我們都認(rèn)識到了這一點(diǎn),情形就會(huì)像是光明照進(jìn)黑暗的房間。通過相互體會(huì),我們眼中的對方將變得不一樣,我們就會(huì)堅(jiān)定不移地追求合作。我們由此將見證系統(tǒng)人(Homo Systemicus)的誕生——他了解、而且且能夠體會(huì)整個(gè)體系,而且我們再也不會(huì)說:“我們遇到了敵人,因?yàn)樗司褪俏覀冏约??!?/p> ????你是不是覺得這聽上去不可能?巴里?奧什里認(rèn)為,當(dāng)人們宣稱這種可能性不存在時(shí),那只是瑟瑟發(fā)抖的“老步調(diào)所發(fā)出的聲音”。它表明新步調(diào)已經(jīng)呼之欲出,將要成為人們開展合作以及實(shí)現(xiàn)效益的新途徑。如果你的立場是“這不可能”,你就已經(jīng)做出了選擇,而且這個(gè)選擇會(huì)產(chǎn)生后果。我們在大陸和臺灣的部分客戶已經(jīng)開始認(rèn)識到,讓未來的團(tuán)隊(duì)領(lǐng)袖具備系統(tǒng)性的眼光是改善溝通、合作、協(xié)作效果,同時(shí)提高員工整體滿意度的重要手段。 ????我們的建議:身為領(lǐng)導(dǎo)者(我們每個(gè)人都是領(lǐng)導(dǎo)者),我們得慎重考慮自己要采取哪種立場。因?yàn)闊o論你選擇哪種立場,你周圍的人都會(huì)亦步亦趨地模仿你。他們不由自主,因?yàn)槟7率侨祟悓W(xué)習(xí)的方式。每次面對合作時(shí)你選擇的立場都會(huì)被別人看在眼里。而且每一次,新的舞步都會(huì)變得更加容易模仿。這是順理成章的事,對吧?聽聽,你能聽到為新舞步伴奏的音樂嗎 ?(財(cái)富中文網(wǎng)) ????譯者:Charlie?? |
????The data show that businesses (and their leaders) are leaving billions of dollars on the table worldwide – in lost productivity, high employee turnover, and slow response times – and these are all examples of paying the Trust Tax. Our conversations with CEOs in Taiwan reflect that “high turnover” and “poor team communication” continue to vex organizations here. ????The Big Surprise? Most of what seems deeply personal to us is not personal at all. Instead of interpreting “Stuff” as if it was aimed directly at us, we can begin to understand that we are not merely relating “person to person” with others in the system, we are in truth relating “world to world” – from our world, with its own unique conditions, to theirs. ????When we all wake up to this it will be like the lights going on in a dark room. We will see each other differently, through the lens of empathy, with an unshakable stand for partnership. We will witness the birth of Homo Systemicus– a person that sees and has empathy for the whole system – and no longer will we say “we have met the enemy, and he is us.” ????Does this sound impossible? According to Barry Oshry, when people declare such a possibility “impossible,” it is simply “the sound of the Old Dance,” shaking. The implication is that the New Dance is already in the process of being born, emerging as the new path for human collaboration and effectiveness. If you take a stand that “it’s impossible,” that is a choice, and that choice has consequences. Some of our customers in China and Taiwan are already beginning to see the importance of providing a systemic perspective for their emerging leaders as a means to achieve better communication, collaboration, teamwork, and overall satisfaction among employees. ????Our advice: As a leader (and we are all leaders), consider carefully which stand you will take because, whichever one you are modeling, it will be copied and replicated by all those around you. They can’t help it, because people learn by copying others. Each time you choose to take a Stand for Partnership, that is going to be visible. And each time the New Dance steps become easier to follow. Makes sense, right? Can you hear the music??? |
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