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My plan for silo busting at the Dubai hotel began by bringing together all 25 department heads and getting them to open their minds and be ready for some change management. That act alone turned out to be a powerful silo buster in itself. This was not the first time the leadership team had come together. In fact they met quarterly to discuss the problems of the hotel and how to succeed. The problem lay in the fact that the meetings would inevitably degenerate into defensive posturing, wherein the leaders would focus so single-mindedly on their own department needs (individual agendas) that they never shared best practices and how to help each other succeed for the greater good of the organization. They knew hotelwide change needed to take place.
我计划在迪拜酒店破坏筒仓的计划始于召集所有25个部门负责人，让他们敞开心mind，准备进行一些变更管理。事实证明，这种行为本身就是一个强大的孤岛破坏者。这不是领导团队的第一次聚会。实际上，他们每季度开会一次，讨论酒店的问题以及如何取得成功。问题在于，会议不可避免地会沦为防御姿态，其中领导人将一心一意地专注于自己的部门需求（个人议程），以至于他们从不分享最佳实践以及如何互相帮助以取得更大的成功组织的好。他们知道需要在整个酒店范围内进行改变。
They just did not know how to embrace that change; they did not know how to model this change in their actions and they had no architecture for successful communication and collaboration. They sensed they were in silos, and they did not have the tools to bust out of them without help.edge of struggles or successes the team’s department has had in the past. Using both the “Yes, and” language and overall philosophy, have all members participate in an idea-sharing session (divergent thinking). In order to do this there must be an agreed understanding that
他们只是不知道如何接受这种改变。他们不知道如何为他们的行动中的这种变化建模，并且他们没有成功进行沟通和协作的架构。他们感觉到自己处在孤岛，没有工具，他们就无法摆脱困境。团队部门过去曾经历过的挣扎或成功的边缘。使用“是”和“语言”以及整体哲学，让所有成员都参加一个想法共享会议（分歧思维）。为此，必须达成共识：
1. The outside person(s) entering the team will dive in fearlessly and participate to the top of their intelligence.
2. The group will work collectively to accept the new member(s) and incorporate them into the team as quickly and effectively as possible.
In divergent thinking the group should not deny, negate, or discuss restrictions or “how that did not work in the past.” Rather they should accept every idea that the new members suggest.
1.进入团队的外部人员将无所畏惧地潜入水中并发挥自己的智力。
2.该小组将共同努力以接受新成员，并尽快将其纳入团队。
在分歧思维中，小组不应否认，否定或讨论限制或“过去如何行不通”。相反，他们应该接受新成员提出的所有想法。
Now enter into convergent thinking with the shared commitment to go into the judgment phase with minds open to discovery and thoughtful understanding. In other words enter into the convergent thinking phase with a divergent thinking attitude. Rather than purely judging ideas as “good” or “bad,” talk with the new members about what they were thinking that led to their suggestions. Look to create a greater understanding of their unique perspective.
现在，进入共同思想的融合思维，进入判断阶段，思想开放，易于发现和深思熟虑。换句话说，以不同的思维态度进入聚合思维阶段。与新成员谈论他们提出想法的想法时，不要单纯地将想法判断为“好”或“坏”。希望能更好地理解他们的独特视角。
For example, what you might find is a best practice that created a stop-gap measure in an approach that you tried but that “did not work in the past.” By keeping an open mind to understand the new members’ perspective, you learn that the stop-gap measure they used to deal with a previous challenge will actually work to solve a current problem for your team.
例如，您可能会发现一种最佳实践，该最佳实践以您尝试过的方法创建了权宜之计，但这种方法“过去没有用”。通过保持开放的态度来理解新成员的观点，您了解到他们用来应对先前挑战的权宜之计实际上可以为您的团队解决当前的问题。
Wherever possible I stressed accountability and transferability in the Dubai hotel—the idea that the open communication we were establishing in the program wouldn’t amount to much if it didn’t find its way back to actual workplace practices. In silo busting at the hotel a part of the transferability depended on getting the heads to recognize the usefulness of manipulating status. They had to learn how to shatter entrenched hierarchies and siloed communications by lowering .
我尽可能强调了迪拜酒店的问责制和可转让性，这种想法是，如果我们无法在计划中建立起开放式的沟通渠道，那么它就无法回到实际的工作场所实践中。在酒店进行筒仓破坏时，可转移性的一部分取决于让负责人意识到操纵身份的作用。他们必须学习如何通过降低等级来打破根深蒂固的层次结构和孤立的通信。
The Business Improv team proceeded to put these department heads through a one-and-a-half-day program in which there was a strong emphasis on how to make change happen and how to put accountability practices into place. All the basics of “Yes, and” communication were laid out in lectures and readings and reinforced through exercises and discussions. Small-group work was done with exercises in group decision making, adaptability, leveling status, divergent thinking, and developing focus and concentration. Again and again I emphasized the concept that a diversity of ideas was to be sought out and celebrated, and I was happy to see that this concept itself was cherished. The simple act of telling people that their voices were valued and that they needed to find value in others’ voices had the effect of changing the energy and attitudes of the leaders. Gloom began to dissipate and a bit of optimism began to bubble up.
Business Improv团队着手安排这些部门负责人进行为期半天的计划，其中特别强调如何进行更改以及如何实施问责制。“是和”沟通的所有基础知识都通过讲座和阅读进行阐述，并通过练习和讨论得到加强。小组工作是通过小组决策，适应性，学习状态，发散性思维以及发展重点和注意力的练习来完成的。我一次又一次地强调要寻求和庆祝各种各样的想法的概念，并且我很高兴看到这个概念本身得到珍惜。告诉人们他们的声音很有价值，他们需要从他人的声音中找到价值，这一简单的举动改变了领导者的精力和态度。悲观情绪开始消散，一些乐观情绪开始冒起。
As the program progressed, I pushed the heads to find ways of communicating more effectively, not just with their staffs but with each other. I encouraged them to lead by example and to take on the real work of silo busting. Again there was great enthusiasm for this. In divergent thinking phases the participants put a tremendous amount of effort into coming up with ways they could let other departments know about pitfalls and obstacles being encountered, while also finding ways to marry successful solutions across departments to demonstrate how the change initiations were taking hold. The exercises I led for this program followed an arc, building from self-audit and individual accountability, to interpersonal communication, to small-group communication, to department communication, to intercompany communication, to creating an improvisational company culture.
随着计划的进展，我促使领导者寻求更有效的沟通方式，不仅可以与员工沟通，还可以与彼此沟通。我鼓励他们以身作则，承担起筒仓破坏的实际工作。再次有很大的热情。在不同的思维阶段，参与者付出了巨大的努力来提出他们可以让其他部门了解所遇到的陷阱和障碍的方法，同时还找到了与各部门成功的解决方案结合使用的方法，以证明变革的发起是如何进行的。我为该计划进行的练习遵循了一个弧度，从自我审核和个人问责制到人际沟通，小组沟通，部门沟通，公司间沟通，以及建立即兴的公司文化。
Here’s an example of one of the more effective silo-busting exercises:
Assemble a small team of six or so people from one department that is taking on a real work challenge. Add to the team one or two people from a completely separate department in the company, who have absolutely no idea of the challenge or any knowl-their own status within each of their departments. (As we discussed in the last chapter, if a boss’s title is getting in the way of open communication, that boss needs to create an environment in which his or her own status is lowered, temporarily, so that open communication and a meritocracy of ideas can emerge.)
这是更有效的筒仓破坏练习之一的示例：组建一个由六个左右的小组组成的小组，他们要面对实际的工作挑战。将来自公司完全独立部门的一两个人添加到团队中，他们绝对不知道挑战或他们自己在每个部门内的身份。（正如我们在上一章中讨论的那样，如果老板的头衔正妨碍开放式沟通，则该老板需要创造一个暂时降低其自身地位的环境，以便开放式沟通和思想专长会出现。）
The department heads and I worked hard to come up with ways that the improvisation exercises could be translated into the workday,and some of the specific, practical takeaways they developed were inspiring. The head of laundry came up with a plan to use “Yes, and” techniques at the laundry staff meeting on Monday mornings. A security head decided to have one meeting a week with staff in whicheveryone would be free to raise issues and problems without any pres�sure to work toward a solution at that particular meeting; solutions would be worked out at a separate meeting. Other heads embraced plans to work out staff problems through wide-open ideation, making full use of divergent/convergent thinking techniques with other departments.
部门负责人和我努力工作，提出了将即兴练习转化为工作日的方法，他们开发的一些具体实用的方法令人鼓舞。洗衣店负责人在星期一早上的洗衣店员工会议上提出了使用“是的”和“技巧”的计划。安全负责人决定每周与工作人员开会一次，每个人都可以自由提出问题，而无需任何压力就该次会议寻求解决方案。解决方案将在另一次会议上制定。其他负责人接受了通过广泛开放的想法解决员工问题的计划，并充分利用了与其他部门的分歧/趋同的思维技巧。
After a day and a half of very hard work, the department heads were revitalized, refocused, and primed for success. Silos looked ready to tumble. I would love to take personal credit for that, but it would do a disservice to the motivation, drive, and intelligence of the great leadership team in that hotel. I supplied these folks with tools and techniques they could use to bring back a natural flow of communication. Simply getting people together in a room and giving them improv techniques to postpone judgment and speak freely went a long way toward busting silos.I would be remiss if I did not point out that this particular pro�gram did not happen without my coming up against a fair amount of resistance and skepticism. The accounting head was a particularly hard nut to crack. He was good at crossing his arms and rolling his eyes and did not think that anything I was doing would help his ailing workplace.
经过一天半的艰苦努力，部门主管重新焕发了活力，重新集中精力，为成功做好了准备。筒仓看起来准备倒下。我很想为此个人功劳，但这会损害那家酒店优秀领导团队的动力，动力和智慧。我为这些人提供了可用于恢复自然交流的工具和技术。只是让人们聚在一个房间里，并给他们即兴创作的技巧来推迟判断和畅所欲言，对于打破孤岛大有助益。如果我不指出这个特殊的程序是在没有我反对的情况下发生的，那我会很失落。相当多的抵抗和怀疑。会计主管是一个特别难以克服的坚果。他善于交叉双臂和翻白眼，并且不认为我所做的任何事情都会对他生病的工作场所有所帮助。
Throughout the program I looked for opportunities to do some one-on-one work with him, during which I asked him to reframe his thinking about his role in the hotel. While it was entirely understandable that he should be concerned with the numbers, it was not his job simply to say “No” to people. He needed to see that his job was to help everyone else accomplish what they were trying to get done, even while keeping an eye on the numbers. Sometimes those numbers might dictate that “No” was the proper response. However, he occasionally had to consider that “Yes” was a possibility as well. By the end of the program it clicked for him. He could find ways to hear and support his colleagues while still protecting his balance sheets. And he understood that a hotel with a staff that felt it was being heard and supported would probably have greatly improved balance sheets in the long run.
在整个计划中，我一直在寻找机会与他进行一对一的工作，在此期间，我要求他重新考虑自己在酒店中的角色。尽管他应该关心数字是完全可以理解的，但是对别人说“不”并不是他的工作。他需要看到他的工作是帮助其他所有人完成他们想做的事情，即使同时关注数字。有时候，这些数字可能表明“否”是正确的回应。但是，他有时不得不考虑“是”也是可能的。程序结束时，它为他点击了。他可以找到听取和支持他的同事的方式，同时仍然保护自己的资产负债表。而且他了解到，从长远来看，一家拥有员工的酒店可能会大大改善其资产负债表，这让他们感到自己正在被别人听到和得到支持。
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