TEAMING UP联手
HENRY FORD WAS CERTAINLY NO SLOUCH when it came to running a business, and he famously assessed the importance of teamwork this way:“Coming together is a beginning. Keeping together is progress. Working together is success.”
当谈到开展业务时，亨利·福特（HERRY FORD）毫无懈可击，他以这种方式著名地评估了团队合作的重要性：“团结是一个开始。团结是进步。共同努力就是成功。”
Those words still count as wise and I think even Mr. Ford might be surprised at how difficult it can be to get through that three-step process in today’s business environment. The chief complicating fac�tors, which we touched upon in previous chapters, are speed and unpredictability. To a great extent teams in today’s workplace cannot be thought of as static, established units that always have the luxury of a lengthy developmental timeline.
这些话仍然算是明智的选择，我认为即使是福特先生，也可能会对在当今的商业环境中完成三步流程有多么困难感到惊讶。我们在前几章中谈到过的主要复杂因素是速度和不可预测性。在很大程度上，当今工作场所中的团队不能被认为是固定的，既定的单位，总是拥有漫长的发展时间表。
These days teams can be brought together and taken apart in an instant, and the circumstances and challenges facing such teams can shift on a project-by-project basis.
这些天，团队可以汇聚在一起并立即解散，而这些团队所面临的环境和挑战可能会因项目而异。
A further complication lies in the misguided notion that simply throwing a team at a problem will take care of it—that is, the act of assigning a task to a group ensures that the task will get done faster and better.
进一步的复杂性在于误入歧途的观念，即简单地将一个团队扔给一个问题就可以解决这个问题，也就是说，将任务分配给一个小组的行为可以确保任务更快更好地完成。
This idea was shot down pretty well 40 years ago by pioneering software engineer Frederick P. Brooks, whose Brooks’s Law states that “adding manpower to a late software project makes it later.”2 The point here is that teams don’t get the job done well; good teams get the job done well. And what makes a team good? Respectful communication and collaboration and great chemistry. Enter improvisation.
这个想法在40年前就被开创性的软件工程师Frederick P. Brooks否定了，他的布鲁克斯法则指出：“为一个较晚的软件项目增加人手会使它变得更晚。” 2这里的要点是团队无法获得这份工作。做得好;好的团队会把工作做好。怎样才能造就一支优秀的团队？相互尊重的沟通与合作以及良好的化学反应。输入即席演奏。
In this chapter we’ll take a look at how improvisational thinking can facilitate the trust, support, and commitment necessary for great teamwork; how it can level status within a team; and how improvisational leadership can effectively guide a team. Concepts that have been discussed in earlier chapters—ways to apply improv personally,in one-on-one conversations, and in small-group situations—will be taken to the next level as we explore the causes and pitfalls of poor team dynamics and examine how the use of improv techniques can build successful, adaptable teams in the workplace.
在这一章中，我们将探讨即兴思考如何促进良好团队合作所必需的信任，支持和承诺。如何在团队中提升地位；以及即兴领导如何有效地指导团队。在较早的章节中讨论的概念（即在一对一的对话中和小组情况下个人应用即兴演奏的方式）将在我们探究不良团队动力的原因和陷阱并进行检查时将带入一个新的水平。即兴技巧的使用如何在工作场所建立成功，适应性强的团队。
First allow me to jump back up onstage for a moment. Theatrical improvisation is by nature a team effort, and we improvisers take pride in our teams. Tremendous pride. So much so that there is an active phrase that improvisers use and truly live by: “Go out of your way to make somebody else’s idea succeed.”
首先，请允许我回到舞台上片刻。戏剧即兴表演本质上是团队的努力，我们的即兴表演者以我们的团队为荣。巨大的骄傲。如此之多，以至于有一个活跃的短语可供即兴演奏者使用并真正过着：“竭尽所能，使别人的想法成功。”
As members of an improv team we each make a dedicated effort to support every other member of the team and drive their ideas toward success, even if that means we sacrifice our own ideas. In a smoothly running group this rarely feels like sacrifice because there is a shared purpose. Look at it like this: if team member Marion is focused on making the ideas of teammates Sean and Cesar succeed, and Sean is focused on making the ideas of Marion and Cesar succeed, and Cesar is focused on making the ideas of Marion and Sean succeed, then nobody is working to drive their own agenda.
作为即兴团队的成员，我们每个人都竭尽全力支持团队中的其他每个成员并推动他们的想法走向成功，即使这意味着我们牺牲了自己的想法。在一个平稳运行的小组中，这很少有牺牲感，因为有一个共同的目标。这样看：如果团队成员Marion专注于使队友Sean和Cesar的想法成功，并且Sean专注于使Marion和Cesar的想法成功，并且Cesar专注于使Marion和Sean的想法成功，那么没人在努力推动自己的议程。
What happens is that the team becomes more important than any single member in it. The process becomes more important than any one person and the product (the outcome) becomes more important than any one person. When every member of a group understands this and buys in to it, the collective consciousness of the team outweighs that of any individual, all while allowing and even inviting every individual to fully express his or her unique perspective. (Remember, there is a huge difference between individual perspective and individual agenda.) The magic is that by putting every other person’s ideas ahead of your own, the team, the process, and the product are each significantly elevated.
发生的事情是，团队变得比其中的任何单个成员都更加重要。过程变得比任何人都重要，产品（结果）变得比任何人都更重要。当团队中的每个成员都理解并接受它时，团队的集体意识胜过任何人的意识，同时允许甚至邀请每个人充分表达自己的独特见解。（请记住，个人观点和个人议程之间存在巨大差异。）魔术之处在于，通过将每个人的想法置于自己的前面，团队，流程和产品都会得到显着提升。
This directly links to an old adage of improv guru Del Close: “The worst idea with great support will go much further than the best idea with no support.”
这直接与即兴大师古德·克洛斯（Del Close）的一句古老谚语联系起来：“有最好支持的最坏主意比没有支持的最佳主意要远得多。”
Teams in a business setting may employ a variety of processes and may be assembled to create a wide range of “products.” However, the core concepts of every successful business unit are exactly the same as the concepts embraced by an elite improv ensemble: trust and sup�port. Trust is an unwavering confidence that things will unfold the way intended, and support is a desire to help achieve the desired outcomes.
业务环境中的团队可能会采用各种流程，并且可能会组成各种“产品”。但是，每个成功业务部门的核心概念都与精英即兴合奏团所拥护的概念完全相同：信任和支持。信任是坚定不移的信心，相信事情会按照预期的方式发展，而支持则是帮助实现预期结果的愿望。
Trust and support are inherent in great improv teams because they are the law of the land and are ingrained in us from our first Intro to Improv class: that every member of a team will uncondition�ally trust and support every other member is explained, understood, and protected—with passion and vehemence.
信任和支持是伟大的即兴团队所固有的，因为这是国家的法律，并且从我们的第一堂入门到即兴课程就根深蒂固：团队中的每个成员都将无条件地信任和支持其他成员，这一点得到了解释，理解并受到保护-具有热情和热情。
Every team member is a centurion charged with guarding these particular “gates” to team success, and those who attempt to breach these gates in pursuit of their own agenda will either be battle-axed from the team or doom the team to dysfunction if not failure.
每个团队成员都是一个百夫长，负责捍卫这些特定的“关卡”以确保团队成功，而那些试图突破这些关卡以追求自己的日程的人将被驱逐出团队，或者注视着团队失灵（如果不是失败的话） 。
For a team to succeed in the business setting, trust and support have to be fostered and protected with just as much passion and vehemence. Teamwork is where all the principles of “Yes, and . . . ” come to the fore. In a successful team each member has to listen to and react appropriately to other people. In any successful team, no one member always runs 100 percent of the game.
为了使团队在业务中取得成功，必须以同样的热情和热情来培养和保护信任和支持。团队合作是“是和……”所有原则的所在。。。“ 脱颖而出。在一个成功的团队中，每个成员都必须倾听他人的意见并做出适当的反应。在任何一支成功的球队中，没有人总是在比赛的100％进行比赛。
Members have to support the decisions other people are making, with the knowledge that other people are going to support their own ideas. When members are only interested in driving their own agenda and achieving individual success, they are attempting to assert themselves by force rather than by the higher motivations of trust and support.
成员必须支持他人做出的决定，同时要知道其他人将要支持自己的想法。当成员只对推动自己的议程和取得个人成功感兴趣时，他们就是在试图用武力而不是通过信任和支持的更高动机来主张自己。
When a team is built on trust and support, members actively elevate and even celebrate each other’s ideas, and the chances of team success skyrocket.3 If someone has no interest in offering that kind of support to team members, it’s going to be crystal clear very quickly to the others. The team should not stand for it.
成员必须支持他人做出的决定，同时要知道其他人将要支持自己的想法。当成员只对推动自己的议程和取得个人成功感兴趣时，他们就是在试图用武力而不是通过信任和支持的更高动机来主张自己。
This isn’t an argument that every team should function as a perfect democracy in which every idea from every member is considered to be great. Successful teams can indeed be meritocracies in which the greatest of ideas rise to the top. The crucial point here is that the improv model increases the chances of that great idea being discovered and driven to successful outcomes, because everyone is being heard.
这并不是说每个团队都应该发挥完美的民主作用，每个成员的想法都很棒。成功的团队确实可以成为最优秀的想法升至最高职位的绩效指标。这里的关键点是，即兴表演模型增加了发现好主意并将其驱动到成功成果的机会，因为每个人都在被倾听。
The by-product is that individual and group buy-in is increased. Following the improv model, any great idea is supported as a team idea.
副产品是个人和团体的购买增加。遵循即兴模型，将任何出色的创意作为团队创意来支持。
To be a member of such a supportive team, one has to have developed the ability to focus and concentrate on something other than one’s self, and to be practiced in a heightened state of observation and the postponement of judgment. Above all one has to be adaptable—a team in which support is given out in all directions and received from all directions requires constant adaptation.
要成为这样一个支持团队的成员，必须具备集中精力和专注于自己以外的东西的能力，并且要在观察和推迟判断的状态下进行练习。最重要的是，一个团队必须具有适应性，而要在各个方面给予支持并从各个方面获得支持，则需要不断地进行适应。
While it’s important to support what everyone else is doing in a team, it’s also important to understand that if one’s only role in a team were to offer support to others, one would have limited value on the team. Each member must make initiations and declarations and take responsibility for making connections and catalyzing forward motion. To that end supporting people is not necessarily doing the work for them.
虽然支持团队中其他所有人正在做的事情很重要，但也要理解，如果团队中唯一的角色是为他人提供支持，那么对团队的价值将是有限的。每个成员必须发起和声明，并承担建立联系和促进前进的责任。为此，支持人们不一定是为他们做的工作。
Support can take shape in a number of different ways, including morale boosting, motivational encouragement, granting of freedom and responsibility (without micromanaging), granting of time (to struggle, discover, learn, and invent), and yes, even giving physical assistance. Teamwork is what makes a team work and what helps an overall project succeed at a higher level.
支持可以通过多种不同的方式形成，包括提高士气，激励激励，给予自由和责任（无微观管理），给予时间（进行奋斗，发现，学习和发明），是的，甚至提供身体帮助。团队合作是团队合作的要素，也是整个项目在更高层次上成功的关键。
One bit of pushback I hear consistently on this topic centers on the matter of choice. It’s a valid concern. Any elite, professional-level theatrical improv team is composed of members who have chosen to be a part of that team.
我在这个话题上听到的一连串的推销都集中在选择问题上。这是一个有效的担忧。任何一支精英级，专业水平的即兴表演团队均由选择加入该团队的成员组成。
A great improv team has the agency to include whom it wants to include and expel whom it wants to expel. It’s certainly a little easier to foster trust and support when every member of a team has explicitly chosen to be a part of that team. Obviously that kind of choice is not always present when business teams are put together .
一个优秀的即兴团队拥有代理机构，可以囊括它想要包括的人，并可以驱逐它想要驱逐的人。当团队的每个成员都明确选择加入该团队时，肯定会更容易建立信任和支持。显然，当业务团队组合在一起时，这种选择并不总是存在。
Quite often people are in situations in which they’ve been assigned to a team, and those teams may not have the freedom to adjust membership. The Darwinian evolution of a team can’t always take place.
人们经常处于分配给团队的情况，而这些团队可能没有调整成员资格的自由。团队的达尔文式进化并非总是会发生。
This would seem to be a major obstacle to fostering the kind of trust and support I’m talking about. However, I’d call to your attention any number of teams that function beautifully even though members haven’t come together by choice. Navy personnel who wish to serve on a submarine can volunteer for that duty, but they do not choose their mission or their fellow crewmates.
这似乎是培养我正在谈论的信任和支持的主要障碍。但是，我要提请您注意的是，尽管成员没有选择参加，但任何一支表现出色的团队都表现出色。希望在潜艇上服役的海军人员可以自愿担任该职务，但他们不会选择其任务或同伴。
Every member of a sub crew can assume that every other member possesses a certain level of competence, and every member understands that their very life depends on every crew member doing his or her job. With rare exceptions players on pro sports teams don’t pick who their teammates are,but all those players understand that victories are only attainable if the team agenda is put ahead of personal agendas.
小组的每个成员都可以假设其他每个成员都具有一定水平的能力，每个成员都知道他们的生命取决于每个工作人员的工作。除了极少数例外，职业运动队的球员不会选择队友是谁，但所有这些球员都知道，只有在团队议程比个人议程重要的情况下，胜利才能实现。
The truth is, the overwhelming majority of brand-new improv teams are assembled by the leaders in the theater, and beginning improvisers do not have a choice on which team they are placed. They are forced to play on the team they have been assigned to. The team fails or eventually becomes elite on the strength of every member buying in to the same philosophy, having the same goals, and following the same rules.
事实是，绝大多数全新的即兴创作团队是由剧院的领导者组建的，而新手即兴创作者没有选择他们所在的团队的选择。他们被迫参加分配给他们的球队。团队失败或最终成为精英，因为每个成员都认同相同的理念，具有相同的目标和遵循相同的规则。
The point is that you don’t have to pick and choose your team for that team to be successful. Whether members have actively chosen to be on the team or not, success is made possible when every member understands the purpose of the team, buys in to and follows a set of guiding principles, and commits to a common goal for the team.
关键是您不必选择团队就可以使该团队成功。无论成员是否积极选择加入团队，只要每个成员都了解团队的目的，认同并遵循一套指导原则并致力于团队的共同目标，就可以取得成功。
Nobody is asked to surrender their own critical perspective—in fact it’s mandatory that you bring your voice to the team. Yet that unique perspective must serve the group rather than the individual.
没有人被要求屈服于他们自己的批判性观点-实际上，必须将声音传达给团队。但是，这种独特的观点必须服务于群体而不是个人。
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