Talk to Your Team---商业即兴74

Talk to Your Team与您的团队交谈

Improvisation is about collaboration, so even if you are in a leadership role initiating change be careful not to micromanage. Once again,early in my Business Improv career, as I was just beginning to learn my voice as a leader, I fell into the very deep trap of micromanaging.The tight grip of micromanaging suppressed my team’s initiative, suffocated their voice, and almost snuffed out my own vision. If it were not for my great team, relying on the tenets of improvisation to talk openly with me, not only would I not have gotten out of that anxietyridden place; I seriously doubt I would have a company at all.

即兴是关于协作的，因此，即使您扮演领导角色来发起变革，也请注意不要进行微观管理。再一次，在我的商业改进职业生涯的早期，当我刚开始学习领导者的声音时，我陷入了微管理的深层陷阱。微管理的紧密控制压制了我团队的主动性，窒息了他们的声音，几乎被扼杀了展现我自己的远见。如果不是对我的伟大团队来说，依靠即兴创作的原则与我公开交谈，我不仅不会摆脱那个焦虑困扰的地方；我严重怀疑我是否会拥有一家公司。

The people in your team want a voice and they want to be trusted. Give them things to do and then send them off to learn and grow and produce without your assistance. Trust that they will succeed for you (not in spite of you). If you want people to be able to manage the unexpected, you have to allow them to confront and deal with the unexpected on their own. Break up teams and create new ones to foster a collaborative spirit. In teams small and large, level status and cultivate an environment where any one member can learn from any other. Jack Welch has spoken of “reverse mentorship,” in which older employees learn from younger ones.1 In a high-functioning improv team, mentorship can take place from top to bottom, bottom to top, and side to side. Lead with loose enough reins so that this kind of connection, bonding, and learning is allowed to happen.

您团队中的人们想要表达自己的想法，并且希望自己受到信任。给他们要做的事情，然后在没有您帮助的情况下将他们送去学习，成长和生产。相信他们会为您成功（尽管有您）。如果您希望人们能够处理突发事件，则必须让他们自己面对和应对突发事件。分解团队并创建新团队以培养协作精神。在大小团队中，要有等级的地位，并要营造一种环境，使任何成员都可以互相学习。杰克·韦尔奇（Jack Welch）曾说过“反向指导”，即老年员工向年轻人学习。用足够松散的re绳引导，以便允许进行这种连接，绑定和学习。

Shared language and shared rituals are significant elements of establishing culture. Make sure the language of improvisation is clearto everyone and push coworkers to become comfortable using thislanguage. Make sure that if you speak about the difference between“perspective” and “agenda” this does not simply register as jargon orcorporate-speak but truly communicates an idea that everyone understands. At the very least make sure that everyone knows precisely what“Yes, and” means and how it works compared to “Yes, but.” A great way to make this distinction come alive for people is to use a warm-up I call “Party Planner.” This is wonderfully simple:

共同的语言和共同的仪式是建立文化的重要元素。确保即席使用的语言对所有人都清晰，并促使同事使用此语言感到自在。请确保，如果您谈论“视角”与“议程”之间的区别，那么这不只是简单地注册成行话或企业演讲，而是真正传达每个人都可以理解的想法。至少要确保每个人都清楚地知道“是，并且”的含义以及与“是，但是”相比它是如何工作的。使这种区分对人们生动起来的一种好方法是使用热身运动（我称为“聚会策划者”）。这非常简单：

Ask a small group, from 5 to 15 people, to plan a party—an office holiday bash, someone’s birthday, the anniversary of a newdepartment, the introduction of a new pencil sharpener; anythingwill do. One by one, each group member has to contribute a single idea to the party and each person must begin their idea sentences with “Yes, but.” Let ’em rip. After a round or two ask the group, “How many ideas did you fully agree on?” The answer is usually along the lines of “Not many” (if any at all). If “but” does its usual nasty job, it will have succeeded in negating, dismissing,or contradicting every idea that it follows.

要求一个5至15人的小组计划一个聚会—一个办公室假期狂欢，某人的生日，一个新部门的周年纪念日，一个新的卷笔刀的推出；一切都会做。每个小组成员必须一个人向一个聚会提出一个单独的想法，每个人都必须以“是，但是”开头。让我们撕吧。一两轮后，问小组成员：“您完全同意多少个想法？”答案通常是“不多”（如果有的话）。如果“但是”执行其通常的令人讨厌的工作，它将成功地否定，消除或矛盾其随后的每个想法。

Now give the same group another opportunity to take on the same task, except this time everyone has to begin every idea sentence with “Yes, and.” After a round or two ask the group, “How many ideas did you fully agree on?” The answer is usually along the lines of “All of them.” That little switch in conjunctions will do its magic, and invariably the group will find it gets a lot more done when their communication and collaboration are framed by “Yes, and.” Mission accomplished.

现在给同一个小组另一个执行相同任务的机会，除了这次所有人必须在每个创意句子的开头都加上“是，并”。一两轮后，问小组成员：“您完全同意多少个想法？”答案通常是“全部”。联结的切换很少会发挥其魔力，当他们的沟通和协作都以“是，并且”为框架时，小组总是会发现它会做得更多。任务完成。

If it’s possible to have shared experiences outside the workplace, take advantage of that opportunity. Putting people together outside of their comfort zones creates bonding that is hard to duplicate in any other way. When you put a group of people in a situation in which as individuals they at least initially feel uncomfortable and vulnerable, they will often galvanize and collectively become stronger as a team. Simply inviting everyone to a happy hour doesn’t always do the trick. Social outings without deliberate focus can pull people together; however, they do not always pull people together. 

如果有可能在工作场所之外分享经验，请利用这一机会。将人们聚集在其舒适区域之外会产生难以以其他任何方式复制的联系。当您将一群人置于这样的情况下：作为个人，他们至少最初感到不舒服和脆弱，他们通常会振作起来，并集体变得更强大。只是简单地邀请所有人参加欢乐时光并不能总是成功。没有刻意关注的社交活动可以使人们团结起来。但是，他们并不总是将人们团结在一起。

You can easily get through a corporate outing at Applebee’s without ever talking to someone you’ve never talked to before, or bonding with anyone you haven’t already bonded with. Instead I would recommend something like a team adventure challenge, a group cooking class, or a Business Improv workshop (I may be showing a little bias with that last one,though).

您可以轻松地在Applebee's进行公司郊游，而无需与从未与之交谈的人交谈或与尚未与之结盟的任何人结盟。相反，我会推荐诸如团队冒险挑战赛，集体烹饪班或商业改进研讨会（尽管我可能对最后一个表现出一些偏见）之类的东西。

Talk up and promote improv successes that have taken place outside of your own workplace. Make it easy for people to understand that by bringing improvisation into your particular workplace you are not asking everyone to get weird. You are not asking them to eat homemade granola while group hugging. That’s not what SEAL Team 6 does or what a team of emergency medical technicians do, and those are teams of exceptional, successful improvisers who have made the improvisational flow of “Yes, and” an indispensable dynamic of their respective workplace interactions.

谈论并促进在您自己的工作场所之外取得的即兴成功。使人们容易理解，通过将即兴演奏带入您的特定工作场所，您并不是在要求每个人都变得怪异。您不是要他们在团体拥抱时吃自制的格兰诺拉麦片。这不是SEAL团队6所做的事情，也不是紧急医疗技术人员团队所做的事情，而是由出色，成功的即兴演奏者组成的团队，他们即兴创作的流程是“是”，并且是各自工作场所互动中必不可少的动力。

One of my favorite improv successes to trumpet is the story of Apollo 13, the 1970 moon-landing mission that had to be aborted when an oxygen tank exploded and led to such unplanned complications as limited power, loss of cabin heat, and shortages of fuel and water. There was no contingency plan for this kind of accident, and the NASA support team had to work through all kinds of potential fixes they had never considered before. NASA flight director Gene Kranz, memorably played by Ed Harris in the film Apollo 13, confronts the unexpected circumstances with the great line, “Failure is not an option.” 

我最喜欢的小号即兴演奏之一就是Apollo 13的故事，它是1970年的登月任务，当氧气罐爆炸并导致计划外的并发症（如动力不足，机舱热量损失和燃料短缺）时，该任务被终止了。和水。没有针对此类事故的应急计划，并且NASA支持团队必须努力解决以前从未考虑过的各种潜在修复措施。由埃德·哈里斯（Ed Harris）在电影《阿波罗13号》（Apollo 13）中令人难忘的美国国家航空航天局飞行总监吉恩·克兰兹（Gene Kranz）面对台下的意外情况：“失败是不可行的。”

Of course failure is not an ultimate option, though to get to “success” Kranz and his team had to work tirelessly and improvisationally through a lot of failure, including literally making a round filter fit into a square hole.2 That they were able to react and adapt to a previously unconsidered catastrophe and find their way to literally life-saving solutions shows just how powerful improvisational thinking can be in moments of crisis.

当然，失败不是最终的选择，尽管要“成功”，Kranz和他的团队必须通过大量失败不懈地和即兴地工作，包括从字面上使圆形过滤器适合方孔。2他们能够做出反应并适应以前未曾考虑的灾难，找到从字面上可以挽救生命的解决方案的方法，可以证明在危机时刻，即兴思考的力量有多么强大。

Be diligent. Once you’ve started to eat the elephant, keep going.Leading change takes tenacity, focus, and fortitude, so stay dedicated to what you’re doing. That doesn’t mean you can’t be flexible or that you might not have to apologize if something doesn’t turn out the way you intended. I remind you again: showing vulnerability is not a sign of weakness. In fact it takes great strength to acknowledge your own weaknesses. And in learning a new skill, this type of honesty is imperative to achieve greatness—or at least to achieve unconscious competence. So be strong.

要努力一旦您开始吃大象，就继续前进。领先的变化需要坚韧，专注和坚韧，因此请全心投入您的工作。这并不意味着您不能变得灵活，或者如果某些事情未能达到您的预期目的，您可能不必道歉。我再次提醒您：显示脆弱性并不意味着软弱。实际上，承认自己的弱点需要很大的力量。在学习一项新技能时，这种诚实对于获得卓越或至少获得无意识的能力至关重要。所以要坚强。

 Along those lines once you’ve started to initiate change and have established the beginnings of an improvisational environment, protect the heck out of it. I guarantee that when you attempt to initiate any kind of significant change there will be people who do not buy in, as well as people who will intentionally or unintentionally undermine the process you are trying to establish.Don’t be afraid to stand strong and put up a fight when needed.

遵循这些思路，一旦您开始进行更改并建立了即兴环境的开始，请保护好一切。我保证，当您尝试进行任何重大变革时，会有一些人不接受，也有意或无意破坏您要建立的过程的人。需要时打架。