Why Go Bust?为什么要破产？
The breaking up of silos isn’t just something that needs to be done when things go wrong. Even within a company that appears to be functioning well, the presence of silos precludes greater success. When you break down silos you are opening up intracompany communication, which means that ideas, opinions, and perspectives get shared between and across divisions. When that happens everybody has a chance to hear the ideas that are working best for everyone else.
孤岛破裂不仅仅是发生问题时需要做的事情。即使在看起来运作良好的公司内部，筒仓的存在也无法取得更大的成功。当您打破孤岛时，您正在打开公司内部的沟通，这意味着部门之间以及部门之间共享想法，观点和观点。当这种情况发生时，每个人都有机会听到对其他人最有效的想法。
The actual practical details of changes made by the folks in the marketing department may not be directly applicable to the accounting folks,yet learning about those changes might influence conversations in accounting that ultimately lead to an aha discovery saving the company tens of thousands of dollars. And maybe this knowledge leads to the accounting folks instituting changes in their department that stream�line a process and make life easier for the marketing guys. Maybe just hearing that the IT folks took care of a problem in their department will spark other departments to spot and take care of similar problems. If communication is shut down and siloed, there is little likeli�hood of this kind of cross-pollination occurring.
市场部人员所做的更改的实际实际细节可能并不直接适用于会计人员，但了解这些更改可能会影响会计中的对话，最终导致aha发现为公司节省了数万美元。也许这些知识会导致会计人员在其部门中进行变更，以简化流程并简化营销人员的工作。也许只是听说IT人员在他们的部门中解决了一个问题，就会激发其他部门发现并解决类似的问题。如果通信被关闭并且孤立了，那么这种交叉授粉的可能性就很小。
Another tremendous benefit from busting up silos is an increase in the diversity of perspectives based on occupation, background, education, relationships, and experience—that is, the differing points of view that relate to what an employee does for and brings to a company. As employees each of us represents a unique bundle of background, training, skills, and responsibilities. It’s good to hear each other’s voices because those voices have value whether they come from the next cubicle over or from a department two floors away. In breaking down silos we are essentially asking individuals, teams, and departments to “Yes, and” each other and open themselves to the possibility that somebody else has something valuable to say.
打破孤岛的另一个巨大好处是，基于职业，背景，教育，人际关系和经验的观点的多样性增加了，也就是说，与员工为公司所做的工作和为公司带来的观点不同。作为员工，我们每个人都代表着独特的背景，培训，技能和责任。最好听到彼此的声音，因为这些声音很有价值，无论它们来自下一个隔间还是来自两层楼的部门。在打破筒仓时，我们实质上是在要求个人，团队和部门互相“是”，并让自己对其他人有话要说的可能性敞开心open。
If I don’t have your background or your job, your education, or your life experiences, then I must acknowledge that I don’t see things the same exact way you see them. How can I possibly assume that I know what you’re going to say and why you’re saying it, or that what you have to say is incorrect or irrelevant? It is my obligation to stay open minded, to postpone judgment, to listen carefully, and to think about what you are saying before making a thoughtful decision on how to react. (Remember, there is more than one way to hit a piñata,and you never know which crack of that bad boy is gonna get you to the good stuff inside!) The point of busting silos is to make it clear to everyone that we are one company and that this company runs at its best when all employees are committed to supporting and learning from each other through clear, open, and honest communication.With silos gone the greater good of the company, project, team, and collaborative process can be more readily achieved.
如果我没有您的背景，工作，学历或生活经历，那么我必须承认，我所看到的事物与您看待事物的方式不完全相同。我怎么可能假设我知道你会说什么，为什么要说呢，或者你说的话是不正确或无关紧要的？我有责任保持开放的态度，推迟判断，认真听取意见，并仔细考虑您在说什么，然后再对如何做出反应做出深思熟虑的决定。（请记住，打皮亚塔有多种方法，而且您永远都不知道那个坏男孩的哪个裂缝会让您领会里面的好东西！）破坏粮仓的目的是让所有人清楚我们一家公司，并且当所有员工都致力于通过清晰，开放和诚实的沟通相互支持和相互学习时，这家公司才能达到最佳状态。筒仓消失了，公司，项目，团队和协作过程的更大好处将得以实现更容易实现。
Breaking down silos encourages sharing, and sharing is caring.Too cheesy for you? Me too, because it is not necessarily true. It’s not just the sharing and caring that matter—it’s what gets shared in an open, siloless company that makes its corporate culture a healthy one. On the most practical level, facilitating the sharing of information should be a top concern because if one group has information that might be pertinent and helpful for any other group, there’s absolutely no benefit in having that information sequestered. Additionally if a team within a company has collected evidence of a pitfall, or figured out ways to troubleshoot a tricky unanticipated challenge, there is absolutely no reason other teams should not learn from that same evidence.
打破筒仓可以鼓励分享，分享就是关怀。您觉得太俗气了吗？我也是，因为不一定是真的。不仅仅是共享和关怀这件事，而是在一家开放的，无仓库的公司中共享的东西，使公司的文化变得健康。在最实际的水平上，促进信息共享应该是头等大事，因为如果一个小组拥有的信息可能对其他任何小组都具有相关性和帮助，那么将这些信息隔离起来绝对没有任何好处。此外，如果公司内的团队已收集到陷阱的证据，或者想出了解决棘手的意外挑战的方法，那么绝对没有理由其他团队不应该从相同的证据中学习。
It all comes down to the point I’ve made before about the difference between individual agenda and individual perspective. Align the two. Every team, group, department, and division within a company should be heartily encouraged to have its own perspective. That perspective and the skill sets behind it are exactly why any specific team has been given its own responsibilities and challenges. A companycannot succeed though if every team develops its own agenda. The mythical, monstrous Hydra was probably proud of its many heads,but those heads served the purposes of a common body.
一切都归结到我之前谈到的个人议程和个人观点之间的差异。对齐两者。公司内的每个团队，团队，部门和部门都应受到衷心鼓励，以拥有自己的观点。这种观点和背后的技能恰恰是为什么任何特定团队都被赋予了自己的责任和挑战的原因。但是，如果每个团队都制定自己的议程，那么一家公司将无法成功。神话般的怪兽九头蛇可能以它的许多头为荣，但这些头是为共同的身体服务的。
Even if those private agendas happen to fall within company goals,they are almost certainly going to create problems of unhealthy or unnecessary competition within a company. Certainly company leaders want all teams to strive to be their best. However, if teams are measuring their own worth strictly on the basis of team success and disregard what they’re doing to serve the greater company, communication will break down.
即使这些私人议程恰好落在公司目标之内，它们几乎肯定会在公司内部制造不健康或不必要的竞争问题。当然，公司领导者希望所有团队努力做到最好。但是，如果团队严格根据团队的成功来衡量自己的价值，而无视他们为大公司服务的工作，则沟通会中断。
In a workplace where people are ensconced in silos, why would any department share information if they believe another department’s success puts their own bonuses at risk? To return to the more serious example of 9/11, a lot of coverage was devoted to the difficulty that the NYPD, the fire department, the Port Authority, and the EMS teams had communicating with each other in the wake of the crisis; each department had its own communications system and not enough thought and planning had gone into the interoperability of those systems.
在人们陷入孤岛的工作场所中，如果任何部门相信另一个部门的成功会使自己的奖金面临风险，为什么会共享信息？回到9/11这个更严重的例子，在危机之后，纽约警察局，消防部门，港口管理局和EMS小组之间的沟通困难重重。每个部门都有自己的通信系统，并且没有足够的思想和计划来考虑这些系统的互操作性。
In a business context the overriding agenda of any company is the company’s success. Success may be defined by annual profits or by a mission statement. Either way, the company’s goal represents the “greater good” and is the ultimate trump card. A company is in trouble if personal, team, and department agendas are at odds with company goals. Silos foster these private agendas. When silos are broken down, the ulterior motives inherent in private agendas are broken down as well. Without silos every employee of a company will likely feel they have equal buy-in and ownership of a company’s success.
在业务环境中，任何公司的首要任务都是公司的成功。成功可以通过年度利润或使命宣言来定义。无论哪种方式，公司的目标都代表“更大的利益”，并且是最终的王牌。如果个人，团队和部门的议程与公司目标不一致，则公司将陷入困境。筒仓促进了这些私人议程。当筒仓被打破时，私人议程固有的别有用心也被分解。没有孤岛，公司的每位员工都可能会感到自己对公司的成功拥有平等的购买权和所有权。
Conversely, when the workplace is free of silos employees may become openly aware of a company’s overall struggles. (Employees often hear about the struggles anyway; the hamsters powering the rumor mill rarely rest.) There is no benefit in having employees feel that astruggling department can just sink on its own independently of every other department. With silos gone a departmental problem is recognized as a company problem and best practices can aid in creating success out of a struggle. And when the whole ship is going down, all hands have a stake in doing what they can to right it and get it back on course.
相反，当工作场所没有孤岛时，员工可能会公开意识到公司的整体困境。（无论如何，员工经常听到挣扎的消息；为谣言磨坊提供动力的仓鼠很少休息。）让员工感到挣扎的部门可以独立于其他部门而沉没，这没有任何好处。随着孤岛的消失，部门的问题被认为是公司的问题，而最佳实践可以帮助企业摆脱困境而取得成功。当整艘船降落时，所有人都在尽其所能来纠正它并使它恢复正常。
I would also contend that silo busting is not just necessary for optimal internal communications within a company. It also opens up and improves the communication a company has with external agents—most significantly clients and customers. As business author Daniel Pink has pointed out, the U.S. economy has transformed from one of “buyer beware” (caveat emptor) to one of “seller beware” (caveatvenditor).5 Customers are smarter than ever before and now have the ability to access enormous amounts of information about any company they do business with or any product they consider purchasing.A brief Google search of a company or a product can lead you down the rabbit hole of virtual communication and information sharing.
我还要说，孤岛破坏不仅仅是公司内部最佳内部沟通所必需的。它还打开并改善了公司与外部代理（最重要的是客户和客户）之间的沟通。正如商业作家丹尼尔·平克（Daniel Pink）指出的那样，美国经济已经从“买主当心”（caveat ventor）之一转变为“卖主当心”（caveatvenditor）之一。5客户比以往任何时候都更加聪明，现在可以访问有关与他们有业务往来的任何公司或考虑购买的任何产品的大量信息。简短的Google搜索公司或产品，可能会带您进入虚拟沟通和信息共享的困境。
Facebook groups, chat rooms, and even Twitter hashtags are examples Bust of arenas in which anyone can quickly find a wealth of information, opinions, and guidance that strangers freely share around their learned experiences. It’s very easy to cross-check customer/client experiences, so easy that customers and clients cannot be thought of as individual entities—they make up an integrated, well-informed virtual community. To put it another way, the customer is no longer siloed from your company, your competition, or even other customers.
Facebook群组，聊天室甚至Twitter的标签都是例子，在竞技场中，任何人都可以快速找到丰富的信息，见解和指导，陌生人可以自由地分享他们的学习经验。交叉检查客户/客户体验非常容易，因此很容易使客户和客户不能被视为单个实体，它们组成了一个集成的，消息灵通的虚拟社区。换句话说，客户不再与您的公司，竞争对手甚至其他客户隔绝。
More importantly silos within a company have zero value to a customer. A client doesn’t care that a standoffish, siloed human resources department thinks it’s doing a great job if that client’s ultimate experience with a company is a poor one. That customer may do some silo breaking of her own and join a social media group to communicate her dissatisfactory experience. If the silos in your company are getting in the way of a great experience for the customers and clients your company is supposed to serve, you had better get moving to knock those silos down.
更重要的是，公司内部的筒仓对客户的价值为零。客户并不关心孤立无助的人力资源部门是否认为自己做得很好，如果该客户在公司的最终经验很差。该客户可能会自己打破一些孤岛，并加入社交媒体小组来传达她的不满意体验。如果您公司中的孤岛妨碍了对客户和贵公司应该为之服务的客户的丰富体验，那么您最好采取行动将这些孤岛推倒。
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