Get Connected建立联系
As discussed in the first chapter, some of the barriers to collaboration within a team are virtually the same as the barriers to creativity: fear of being wrong, fear of being judged, fear of making a fool of your�self. If these fears are not acknowledged, the result could be a team in which people feel afraid to speak up, fearful that what they might say won’t be valued.
如第一章所述，团队内部合作的一些障碍与创造力的障碍几乎相同：害怕犯错，害怕被审判，害怕自欺欺人。如果这些恐惧没有得到承认，那么结果可能是一个团队，使人们感到害怕说出来，担心他们可能说的话不会被重视。
If team members are afraid to attempt to have an impact on the team, talent gets suffocated and unique, risky, great ideas never get expressed. This is where the establishment of trust and support is so critical. Too many times people assume that once a team is pulled together the team is ready to go. But a great team is never automatic—it has to be created, curated, and cared for. It takes active effort to establish trust and support.
如果团队成员害怕试图对团队产生影响，那么人才就会被窒息而死，独特，冒险，伟大的想法永远不会被表达出来。在这里建立信任和支持至关重要。人们太多次地认为，一旦团队团结起来，团队就准备出发了。但是，一支优秀的团队永远不会自动完成，它必须被创建，策划和照顾。建立信任和支持需要积极的努力。
By active effort, I’m not talking about “trust falls” or a ropes course or even going out for pizza together (though that can be fabulous). I’m talking about team members communicating with each other. On a very basic physical level this means talking openly, honestly, and making eye contact. Each team member needs to make it clear to the others that they are valued and respected on the team.
通过积极的努力，我不是在谈论“信任下降”或“索道”，甚至不是一起去吃披萨（尽管那可能很棒）。我说的是团队成员之间的沟通。在非常基本的身体水平上，这意味着要公开，诚实地交谈并进行目光交流。每个团队成员都需要向其他人明确他们在团队中受到重视和尊重。
What teammates personally communicate to each other matters as well. People need to get a little deeper than a Twitter bio (160 total characters) to know who their teammates are. When I bring a designed program to a company that is seeking help with dysfunctional teams,one of the things I encourage right off the bat is for team members to take a wider view of the people they are working with. Nobody is simply a job title or a Twitter bio.
队友之间相互交流的内容也很重要。人们需要比Twitter简历更深入（共有160个角色）才能知道队友是谁。当我将设计好的程序带到正在寻求功能失调的团队帮助的公司时，我鼓励立即采取的措施之一就是使团队成员更广泛地了解与他们一起工作的人员。没有人仅仅是职务或Twitter简历。
We encourage people to talk to each other about things that would not be found on their resume. (This is an exercise that my great friend Scot Robinson has shared with me and that you can do easily over a team lunch: “For the next 30–60 minutes, no shop talk. Just talk about anything other than work.”) As always the point is not to get team members to hold hands—the point is to get them to connect in a more personal way so that trust can be established.
我们鼓励人们就简历中找不到的事情互相交谈。（这是我的伟大朋友斯科特·罗宾逊（Scot Robinson）与我分享的一项练习，您可以在团队午餐时轻松地做：“在接下来的30–60分钟内，无需商谈。只谈论工作以外的事情。”始终不是要让团队成员握手，而是要让他们以更个性化的方式联系，以便建立信任。
There are going to be times when a team has to coalesce for the clear purpose of getting something done right now. However,if team members have bonded in a more personal way, then tighter,better teamwork under pressure becomes easier to achieve.
有时候，为了明确地完成某件事，团队必须团结起来。但是，如果团队成员之间的联系更加贴近个人，那么在压力下更紧密，更好的团队合作将变得更容易实现。
Team bonding can be a tricky process. It requires trust, and trust implies vulnerability. Many people are not used to making themselves vulnerable in a work setting. When every member of a team allows for a controlled level of vulnerability, however, it’s amazing how quickly a team can come together as a unified force.
团队联系可能是一个棘手的过程。它需要信任，信任意味着脆弱。许多人不习惯在工作环境中使自己变得脆弱。但是，当团队中的每个成员都允许受控级别的漏洞时，令人惊讶的是，团队能够以多快的速度团结起来。
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