BUSTED爆破
I THINK BY NOW I HAVE MADE IT CLEAR that while the critical first step in changing a corporate culture is to commit to initiating positive change (first on an individual basis, then on an interpersonal and small-group basis, and then on a larger team basis), the even more critical followup step is to put in the effort to sustain those changes. If you have taken steps to instill “Yes, and . . . ” communication, developed habits of self-auditing and mindfulness, become aware of how to reach energy sweet spots, assembled (or begun to assemble) elite teams, and encouraged open ideation among colleagues, then all of these changes must be continually developed, practiced, and fiercely protected.Sometimes, though, that protection can itself become a problem.
我现在想，我已经清楚地知道，改变企业文化的关键第一步是致力于发起积极的变革（首先在个人基础上，然后在人际和小组基础上，然后在更大的团队中）基础上），更关键的后续步骤是努力保持这些变化。如果您已采取步骤灌输“是，并且。。。交流，养成自我审核和正念的习惯，意识到如何达到能量甜蜜点，组建（或开始组建）精英团队并鼓励同事之间开放的想法，那么所有这些变化都必须不断发展，实践，并且受到严格保护。不过，有时保护本身可能会成为问题。
If individuals, small groups, teams, or departments within a company become self-protective to the point of becoming insulated and isolated from the rest of the company, the company might suffer—no matter how many best practices have been put into place in the isolated group. This is familiarly known as siloing, stove-piping, or chimneying,and it remains one of the problems I am most frequently asked to deal with in ailing companies. Let’s blow up some silos.
如果公司中的个人，小组，团队或部门变得自我保护，从而与公司的其他部分隔离开来，那么公司可能会遭受损失，无论公司已经采取了多少种最佳实践。孤立的组。这通常被称为筒仓，炉子管道或烟囱，它仍然是我在困境中最经常被要求处理的问题之一。让我们炸开一些筒仓。
Back in 2003 the American Management Association published a survey in which 83 percent of the respondents acknowledged that there were silos in their companies, and 97 percent of that group saidthat siloing had a negative effect on their company.1 In the years since then the trend in business has been for management to become less hierarchical and more team oriented. One might assume that a lot of silos have been toppled. In fact the problem is still with us and in some ways has become even more prevalent.
早在2003年，美国管理协会（American Management Association）就发布了一项调查，其中83％的受访者承认其公司中存在孤岛，而该群体中的97％的人表示孤岛对他们的公司具有负面影响。1在业务中，管理变得越来越少了等级，更多地面向团队。一个人可能会认为已经打破了许多孤岛。实际上，问题仍然存在，并且在某些方面变得更加普遍。
The classic silo problem might have been envisioned as something that happened in the largest companies when one department just refused to play well with others (“Those slick marketing guys don’t ever tell anyone in sales what they’re up to”). Turns out that silos can be put up just about anywhere, in any size company, even within the teams and departments of a company. It’s not just a problem for behemoths with 50,000 employees—even small businesses at the 50-employee level can run into siloing trouble.
经典的筒仓问题可能被设想为在大型公司中发生的事情，当时一个部门只是拒绝与其他部门良好地合作（“那些精明的营销人员从来没有告诉销售中的任何人他们要做什么”）。事实证明，可以在任何规模，任何规模的公司中，甚至在公司的团队和部门中，都可以放置孤岛。对于拥有50,000名员工的庞然大物来说，这不仅是一个问题-即使是拥有50名员工的小型企业也可能陷入困境。
Just to be clear about terms, picture for a moment a real silo on a farm. The silo is an individual structure and primarily does one thing:stores corn or other grain. It is vertically oriented and is designed to do its one task no matter what else is happening on the farm. In that setting the silo is not a problem: the farmer is perfectly happy with a silo that is insulated and isolated, as long as it accomplishes its one task of containment.
只是为了弄清楚术语，请想象一下农场上的一个真正的筒仓。筒仓是一个单独的结构，主要做一件事：存储玉米或其他谷物。它是垂直方向的，旨在执行其一项任务，而不管农场中发生的其他事情。在这种情况下，筒仓不是问题：农民只要对隔离筒仓感到满意就满意，只要它完成了一项围堵任务。
In a business setting the separate, single-minded silo is rarely an asset. If we get a little more metaphorical and think of the workplace silo as something that contains communication rather than barleycorn, the containment of that communication usually works against a company’s overall interests. When groups, teams, or departments begin to act as their own independent entity and don’t allow communication to flow inward from or outward to other people, teams, projects, and departments, a company is going to suffer from competitive turf wars, sagging morale, and poor relationships (internally within the company and externally with customers and clients). That suffer�ing will eventually impact profits.
在业务环境中，单独的，一心一意的筒仓很少成为资产。如果我们有更多的隐喻，并且将工作场所的筒仓视为一种包含交流而不是大麦的东西，那么这种交流的遏制通常会损害公司的整体利益。当团体，团队或部门开始充当自己的独立实体，并且不允许交流往来于其他人，团队，项目和部门的内部或外部时，公司将遭受竞争激烈的地盘之争，流失士气低落，关系不佳（在公司内部以及与客户之间的外部关系）。这种痛苦最终将影响利润。
The solution to silos is, logically enough, silo busting. That’s the process of letting all the elements of a company know that there will be no independent entities allowed to function on their own.2 No matter what team you’re on or what department you’re in, communication with other people in the company—horizontal communication—is required. Teams must share with other teams, not only to learn best practices but also to learn about pitfalls and challenges. To mix the metaphor (while staying on the farm), when we bust silos we are proclaiming that no one gets to be the corn that stands alone.
从逻辑上讲，孤岛的解决方案是消除孤岛。这就是让公司的所有要素都知道没有独立的实体可以独立运作的过程。2无论您在哪个团队或所在部门中，都与公司中的其他人员进行沟通需要水平沟通。团队必须与其他团队共享知识，不仅学习最佳实践，而且要了解陷阱和挑战。混合比喻（住在农场时），当我们破坏筒仓时，我们宣布没有人会成为独自站立的玉米。
There are rare times when siloing would fit the nature of the work being done (note that in the AMA survey cited above there were a whopping 3 percent of respondents who didn’t feel silos were a problem). Such positive silo scenarios might include things like government work in which classified information is being handled, military operations in which secrecy is required, or medical research in which a study must be conducted independently and must stand on its own.
在少数情况下，筒仓会适合所完成工作的性质（请注意，在上面引用的AMA调查中，有3％的受访者认为筒仓不是问题）。这种积极的孤岛方案可能包括诸如处理分类信息的政府工作，需要保密的军事行动或医学研究，这些研究必须独立进行并且必须独立进行。
Sometimes a very strict division of labor is required to get a job done,and if you have strong teams with specific expertise working toward a specific goal, that division of labor makes sense. The classified government work ostensibly has the nation’s welfare in mind; the military mission is part of an overall strategy; and the medical research aims to benefit the public at large. A thoughtful, strategic approach to a division of labor is not the kind of siloing that produces problems.
有时需要非常严格的分工才能完成工作，并且如果您有强大的团队并且具有为特定目标而努力的特定专业知识，那么分工就很有意义。机密的政府工作表面上考虑了国家的福利；军事任务是整体战略的一部分；医学研究旨在使整个公众受益。对分工采取周到的战略方法并不是那种产生问题的孤岛。
However, what we do in the business world rarely rises to the lifeand-death matters dealt with by SEAL Team 6 or doctors working toward miracle cures. The chances that a given silo is a good thing are pretty slim, especially over long periods. Even in the realm of topsecret data and classified information, recent history has shown us that silos can be counterproductive. Probably the greatest example of governmental silo busting over the last couple of decades occurred in the wake of the September 11 attacks with the establishment of the Department of Homeland Security (DHS) and the Director of National Intelligence (DNI).
但是，我们在商业领域所做的工作很少涉及SEAL小组6或致力于奇迹疗法的医生所处理的生死攸关的问题。给定筒仓是一件好事的机会非常小，尤其是在长期内。即使在最高机密数据和机密信息领域，最近的历史也向我们表明，孤岛可能适得其反。在过去的几十年中，政府筒仓破坏的最大例子大概是在9月11日袭击事件之后，国土安全部（DHS）和国家情报局局长（DNI）成立。
The DHS was established to facilitate communication between 22 separate federal agencies from the Coast Guard to the Secret Service, and to make sure that all these agencies, each with their own culture and history and communication channels, worked together toward common goals: keeping America and Americans safe on our home turf. Similarly the position of DNI was created to oversee the 17 agencies of the U.S. intelligence community (CIA, FBI, DEA, etc.) and to ensure that information relevant to national security was not hoarded by any one agency. We can leave it to historians and political pundits to decide whether the DHS and DNI truly busted silos or just created one humongous, better-fortified silo in which to store a group of smaller silos. The point, though, is that both were created because the perils of noncommunicative teams and departments could not be ignored.
建立DHS的目的是促进22个独立的联邦机构之间的沟通，从海岸警卫队到特勤局，并确保所有这些机构都有各自的文化，历史和沟通渠道，共同朝着共同的目标努力：保持美国和美国人在我们的家中安全。同样，DNI的职位也成立，以监督美国情报界的17个机构（CIA，FBI，DEA等），并确保任何一个机构都不会收集与国家安全有关的信息。我们可以将其留给历史学家和政治专家来决定DHS和DNI是真正破坏了筒仓，还是只是创建了一个庞大的，功能更强大的筒仓，用于存储一组较小的筒仓。关键是，两者之所以成立，是因为不可沟通的团队和部门的风险不容忽视。
Siloing naturally exists in organizations that have recently merged with other companies and have yet to consolidate into one organization. Silos also exist in organizations that have different departments in which there is limited perceived benefit to sharing information. And silos are inherent in organizations that have multiple branches that operate autonomously from each other with their own sets of problems.In each example, however, there is a real need to unify the company,establish trust, and have people talking and sharing best practices with each other.
在最近与其他公司合并但尚未合并为一个组织的组织中自然存在孤岛。在具有不同部门的组织中也存在孤岛，在这些部门中，共享信息的收益有限。孤岛是具有多个分支机构的组织所固有的，这些分支机构彼此独立地运行，并具有各自的问题。然而，在每个示例中，真正需要统一公司，建立信任并让人们进行交流并分享最佳实践彼此。
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