Smaller Bites, Bigger Bites叮咬较小，叮咬较大
One of the greatest things about improvisation techniques is that you can practice them by yourself without anyone around you knowing what you’re doing. You can develop a “Yes, and” philosophy wherein you frame your thoughts to look for the positive and the potential,rather than the negative and the dead ends. Further, you can “Yes,and” yourself to unleash personal creativity and establish and maintain momentum on projects, conversations, and meetings. Once you’ve put a foundation in place for personal growth, build it out to use improv techniques on and with strangers.
即兴演奏技术的最大优点之一是，您可以自己练习它们，而周围的任何人都不知道自己在做什么。您可以发展一种“是的，并且”的哲学，在此哲学中，您构想自己的思想以寻找积极和潜力，而不是消极和死胡同。此外，您可以“是，然后”自己释放个人创造力，并在项目，对话和会议上建立并保持势头。一旦为个人成长奠定了基础，就可以在陌生人身上或与陌生人一起使用即兴创作技巧。
If you’re nervous about practicing these techniques in the workplace, first practice in no-risk situations with strangers like flight attendants, TSA workers, bank tellers, and bartenders before you move on to the coworkers you have to see every day. Though the likelihood of getting caught is small, it is highly likely that you will begin to have a big impact on others. (The first time a bartender buys you a round,you know your “Yes, and” skills are in great shape.) When you get comfortable naturally speaking the language of “Yes, and,” take it to work.
如果您担心在工作场所中练习这些技术，请在无风险的情况下先与空姐，TSA工人，银行出纳员和调酒师等陌生人进行练习，然后再转到同事那里，每天见面。尽管被抓住的可能性很小，但您很有可能开始对他人产生重大影响。（调酒师第一次为您购买一轮，您就会知道自己的“是，并且”技能处于良好状态。）当您自然而然地讲“是，并且”这一语言后，就可以开始工作了。
Continue with small bites, moving from the personal to interpersonal in the workplace. Practice with allies—one or two friends who have your back. Be completely transparent with allies and explain what you are doing. Practice using the “Yes, and” technique in small, interpersonal interactions around the office. Make the effort to really simulate important conversations or meetings in a controlled,safe place with safe people. Keep the stakes as low as you like—you are just practicing techniques at this point and shouldn’t necessarily be thinking about real-world results.
继续小口咬一口，从工作场所的人际关系转变为人际关系。与盟友一起练习-一个或两个支持你的朋友。与盟友保持完全透明，并说明自己在做什么。在办公室周围的小型人际互动中练习使用“是和”技术。尽力在一个安全，可控的地方，与安全的人员一起模拟重要的对话或会议。尽可能降低赌注-此时您只是在练习技术，而不必考虑实际的结果。
Be strategic in the workplace. Start using “Yes, and” for one-on-one conversations in a single meeting, or on one phone call one afternoon.Put a “Yes, and” Post-it note on your office desk or landline phone to remind you to do this—hold yourself accountable. Practice a range of improv strategies: use eye contact as well as some of the intensive listening exercises I’ve described in Chapter 3, such as focusing on keys words you hear someone else speaking and then repeating those words in your responses.
在工作场所要有策略。开始在单个会议中或在一个下午的一个电话中使用“是”和“一对一”对话。将“是和”便签贴在办公桌或座机上以提醒您执行这-让自己负责。练习一系列即兴的策略：使用眼神交流以及我在第3章中介绍过的一些密集听力练习，例如专注于听到别人讲话的关键词，然后在您的回答中重复这些关键词。
Decide that you will be using a particular technique only for the next 20 minutes of your workday. Have a five-minute conversation in which you use “Yes, and . . . ” and a five-minute conversation in which you use “Yes, but . . . ” Then evaluate and see if that shift in communi�cation techniques made a difference. Remember that you’re not trying to change an entire culture right away and you’re not obligated to take an improvisational approach in every conversation across the board.What you’re trying to do is create mental muscle memory: once you practice enough and have started to get positive results, you’ll catch yourself beginning to slip into improvisational form naturally without having made the explicit decision to do so.
决定仅在工作日的接下来20分钟内使用特定技术。进行五分钟的对话，您使用“是，然后。。。”和五分钟的对话，在对话中您使用“是，但是”。。。然后评估一下，看看通讯技术的转变是否有所作为。请记住，您并不是在试图立即改变整个文化，也没有义务在每次谈话中都采用即兴的方法。您要尝试的是创建精神肌肉记忆：一旦您进行了足够的锻炼并已经开始取得积极的成果，您会自然而然地陷入临时形式，而没有做出明确的决定。
Think back to the example of riding a bicycle. The very first time you got on that Schwinn the only thing you were thinking about was not falling off the bike. You gripped the handlebars way too tightly,oversteered, had trouble staying balanced, and had no natural feel for the pedals. You were deeply focused on what your body was doing,and in your hyperawareness of yourself you likely had very little consciousness of the environment around you and the possibilities it presented. Wobbling without falling was a triumph.
回想一下骑自行车的例子。第一次使用Schwinn时，您唯一想的就是不会从自行车上摔下来。您太紧地握住车把，转向过度，难以保持平衡，并且踏板感觉不自然。您全神贯注于身体在做什么，对自己的过度了解可能对周围环境及其带来的可能性知之甚少。摇摇不坠是胜利。
Once you practiced just a bit, though, it quickly became possible to forget what your body was doing and to put all your bike-riding skills on automatic as you truly engaged with your environment. You weren’t riding just to stay upright—you were riding to actually get somewhere. You stopped thinking about technique and started enjoying the journey, the wind,the surroundings—the ride. That’s what we want to do here.
但是，只要稍作练习，就可以很快忘记自己的身体在做什么，并在真正与环境互动时自动将所有骑自行车的技能都置于自动状态。您不仅仅是为了保持直立而骑车，而是为了实际到达某个地方而骑车。您停止了对技术的思考，开始享受旅程，风，周围环境-骑行。这就是我们要在这里做的。
As “Yes, and” techniques begin to feel more natural, encourage coworkers to offer some pushback. Ask someone to intentionally ask you difficult questions or resist in some capacity. Start light (give yourself practice coming up against “Yes, but”) then move toward bigger resistance (dealing with “No,” the flat-out denial “I don’t want to do this,”and oppressive personalities). Practice: train yourself well enough so that resistance doesn’t throw you.
随着“是，并且”技术开始变得越来越自然，请鼓励同事提供一些建议。让某人有意地问您一些难题或以某种能力进行抵抗。开灯（让自己练习对抗“是，但是”），然后转向更大的抵抗力（应对“否”，直截了当地否认“我不想这样做”和压迫性格）。练习：训练好自己，使抵抗力不会对您造成伤害。
I generally loathe the concept of “devil’s advocate.” To me most people use it as a coward’s cloak to hide behind as they pretend to agree with you rather than just having the courage to say that they disagree with you. However, for the purpose of turning “Yes, and” into a leadership tool, getting your allies to take the role of devil’s advocate to actually help you is important because you’ll have to be able to handle yourself when you get into more uncontrollable, real-world situations with people who consider it their job to say no, and people who consider it their job not to listen to anyone else. Give yourself plenty of time to practice. This is not a competition to see how much of the elephant you can devour in one day. Change can be a very slow, deliberate transition that takes patience, tenacity, and diligence.
我通常讨厌“魔鬼的拥护者”的概念。对我而言，大多数人在假装与您达成一致时，就把它当作co夫的隐身藏身之物，而不仅仅是勇于说出他们不同意您。但是，为了将“是”变成领导工具，让您的盟友扮演魔鬼的拥护者的角色实际上可以帮助您很重要，因为当您变得更加无法控制时，您将必须能够处理自己在现实世界中，那些认为自己的工作说不的人，以及认为自己的工作不听别人的人的人。给自己足够的时间练习。这不是一场比赛，看看您一天之内可以吞下多少大象。变更可能是一个非常缓慢，刻意的过渡，需要耐心，坚韧和勤奋。
Focus on your growth the same way and develop a degree of personal comfort and expertise using these tools and techniques, even if you start applying them your next meeting. It is all about the development that comes with continued and consistent practice. When you practice enough, you’ll have an arsenal full of ways to deal with this kind of resistance. Practicing “Yes, and” allows you to create your own tools for open communication and gives you the experience of using those tools successfully. When you get to that point, that big roasted elephant is a few, considerable bites smaller.
即使您在下一次会议上开始使用这些工具和技术，也以同样的方式专注于您的成长，并在一定程度上提高了个人舒适度和专业知识。持续不断的实践始终与发展有关。当您练习得足够多时，您将拥有足够的方法来应对这种抵抗。练习“是，并”允许您创建自己的开放式通信工具，并为您提供成功使用这些工具的经验。当您达到这一点时，那只大烤象就小了几口。
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