Up, Down, and Sideways上，下和侧身
There is one other important aspect of the “how” to consider when one is busting silos. Whether in physical or metaphorical form, a silo is a vertical structure. If you’re going to break the metaphorical silo down, it’s likely the vertical chain of command within that structure will have to be reevaluated and maybe even repositioned. Vertical hierarchies are familiar to most of us, often charted out in pyramid or ladder form. When silos get busted the result is often a flat hierarchy—a horizontal chain of leadership.
何时要打破筒仓，“如何”要考虑的另一个重要方面。筒仓无论是物理形式还是隐喻形式，都是垂直结构。如果您要分解隐喻的筒仓，可能必须重新评估该结构中的垂直指挥链，甚至可能重新定位。我们大多数人都熟悉垂直层次结构，通常以金字塔或阶梯形式绘制出来。当孤岛遭到破坏时，结果通常是一个平坦的等级体系-水平领导链。
Keep in mind that moving from vertical to horizontal doesn’t take away from the importance of leadership. In fact leadership skills are necessary to maintain an environment in which everyone is welcome to share fearlessly and openly. And there will be a point when the group will need direction and guidance (i.e., they will need to be led, which I will explore more fully in the next chapter).
请记住，从垂直转变为水平并不能脱离领导的重要性。实际上，领导才能对于维持一个环境是必要的，欢迎所有人无所畏惧地公开分享。在某个时候该小组需要指导和指导（即需要领导他们，我将在下一章中进行更全面的探讨）。
Leaders have to understand the benefit of leveling status and may find it necessary to lower their own status—to flatten rank—at least for periods in order to develop an open atmosphere. That doesn’t mean that rank or status is arbitrarily given away. Part of the culture of open communication is that everyone acknowledges that rank exists and knows that even if it is set aside it can be reasserted when necessary. If we consider that your rank is your job title within an organization, and that status is something that can be given or taken away by other people, then your rank is not actually affected when status is manipulated.
领导者必须了解提高地位的好处，并可能发现有必要至少在一段时间内降低自己的地位（拉平职位），以建立开放的氛围。这并不意味着可以任意授予等级或地位。开放式交流的文化的一部分是，每个人都承认等级存在，并且知道即使被保留，等级也可以在必要时重新确定。如果我们认为您的职级是您在组织中的职务，而地位是可以由其他人给予或剥夺的，那么当地位被操纵时，您的职级实际上并不会受到影响。
So if rank is getting in the way of communication,set it aside. The bonus of allowing a hierarchy to be flattened is that even when rank comes back into play, open and honest communication continues because you have led by example and already shown that not only is this wanted; it is needed. You have created the routines and rituals of manipulating status to reinforce stellar communication, and as we’ve discussed, employees will revert to their most overlearned and practiced behaviors!
因此，如果等级妨碍了沟通，请将其搁置一旁。允许层次结构扁平化的好处是，即使排名重新发挥作用，开放和诚实的沟通仍会继续，因为您已经以身作则，并且已经表明不仅如此这是必需的。您已经创建了处理状态的例行程序和仪式，以加强稳定的沟通，并且正如我们已经讨论过的，员工将恢复到他们最容易学习和实践的行为！
In early 2016 I had the extreme pleasure of interviewing Alex Gallafent, a design lead at IDEO’s New York studio. IDEO is one of the most successful global design firms around—it helps organizations create new products, services, ventures, and more, from medical de�vices to entire school systems. I was fortunate to get a firsthand look at their collaborative workspaces and at what has been called IDEO’s“culture of helping.”IDEO New York is an environment built for collaboration: it is open and playful. In some of the shared spaces guidelines for interpersonal engagement are posted on the walls (such as the lighthearted “Rules of the Makespace,” which include a reminder to teach others).
2016年初，我非常荣幸地采访了IDEO纽约工作室的设计主管Alex Gallafent。IDEO是全球最成功的设计公司之一，它可以帮助组织创建新产品，服务，企业等，从医疗设备到整个学校系统。我很幸运能亲眼目睹他们的协作工作区以及所谓的IDEO的“帮助文化”。纽约IDEO是一个为协作而构建的环境：它开放而有趣。在某些共享空间中，有关人际互动的准则被张贴在墙上（例如，轻松的“ makespace规则”，其中包括提醒其他人的提醒）。
In individual project spaces teams are encouraged to redesign space to uniquely fit their needs. Alex said, “The more we’re able to create spaces that fit the work styles, personalities, and interests of the team members, the more likely that team will feel creatively confident as their project proceeds.” Minicultures within the larger culture!IDEO project teams are intentionally multidisciplinary too. People ar�rive at IDEO with an enormous variety of skills, backgrounds, and educations. Collaboration between those distinct points of view and approaches to work is baked into IDEO’s value proposition.
在单个项目空间中，鼓励团队重新设计空间以使其独特地满足其需求。亚历克斯说：“我们越能创造出适合团队成员的工作风格，个性和兴趣的空间，团队就越有可能在项目进行时对创意充满信心。”大型文化中的小型文化！IDEO项目团队也有意地是跨学科的。人们来到IDEO，拥有各种各样的技能，背景和教育知识。这些观点和工作方法之间的协作融入了IDEO的价值主张。
Success comes from individuals taking ownership of their work and being individually responsible for the health of the studio’s culture; it also comes from the collective, collaborative sum of those individuals working together. The physical layout of the studio supports these behaviors: at one moment designers may be in their own project space, heads down in concentrated work. At another they may be present in the wider studio community, getting inspired by other teams, asking them ques�tions, or—when invited—offering critique.
成功源于个人对工作的所有权，并对工作室文化的健康负有个人责任；它也来自那些一起工作的个人的集体，协作的总和。工作室的物理布局支持以下行为：一时，设计师可能会在自己的项目空间中，走向集中的工作。在其他场合，他们可能会出现在更广泛的工作室社区中，受到其他团队的启发，询问他们的问题，或者在受到邀请时提出批评。
At IDEO a sense of grounded professional vulnerability is perceived as a strength rather than a weakness. Not only do IDEOers actively offer help to teams that might need a little support or some fresh eyes; they also actively communicate when they themselves need assistance. “We learn from failure,” said Alex. “Getting things wrong is a signal that we’re making progress.” Because failure is celebrated and not feared, the studio’s culture is grounded in a sense of serious play.
在IDEO，一种扎根的专业脆弱性被认为是强项而不是弱项。IDEOers不仅会为可能需要一点支持或崭新眼光的团队提供积极的帮助；他们在需要帮助时也会积极沟通。“我们从失败中学习，”亚历克斯说。“弄错事情是我们正在取得进步的信号。”因为庆祝失败而不是害怕失败，所以工作室的文化植根于严肃的游戏氛围。
IDEO understands that the overall success of any project is owned by every single member of the organization. And in understanding this, they know the collective consciousness of the company is far greater than that of any one individual. Egos are set aside and the whole company operates as one giant, openly communicative team!Silo busting not only promotes horizontal communication within meetings and departments; it also promotes such communication upstream and downstream and cross-stream—upstream to higher-level executives, downstream to customers and clients, and cross-stream to (and through) other teams.
IDEO了解到，任何项目的总体成功都归于组织的每个成员。通过了解这一点，他们知道公司的集体意识远胜于任何个人的集体意识。撇开自我，整个公司作为一个庞大的，开放的沟通团队运作！它还促进了上游，下游和跨流的这种通信-向高层管理人员的上游，向客户和客户的下游，以及（和通过）其他团队的跨流。
If communication is flowing in all directions, management skills have to flow in the same directions. Tearing down the restrictive, vertical hierarchy of a silo is a positive action.However, once that familiar hierarchy is gone, people have to know what to replace it with. Depending on the structure of the company,the removal of silos may require some time to understand how to use the skills needed for managing up, managing down, and managing sideways.
如果沟通四面八方，则管理技能也必须朝着同一方向流动。拆除筒仓的限制性垂直层次结构是一个积极的举动，但是，一旦熟悉的层次结构消失了，人们就必须知道用什么替代它。根据公司的结构，筒仓的清除可能需要一些时间来了解如何使用所需的技能来进行向上，向下和横向管理。
Managing up refers to the management of those of higher rank than you; managing down, to the management of subordinates; managing sideways, to the management of peers. I find that a lot of people assume that the easiest of the three would be managing down,because that implies a dynamic in which you’ve got status and rank working for you. That assumption often proves to be faulty because if you let the rank and the status do the work, you are in effect relying on a silo rather than breaking it down. Simply asserting rank will not likely open up communication and create any intrinsic motivation in subordinates.
管理是指对比您更高级别的人员的管理；向下管理，下级管理；横向管理，对同伴的管理。我发现很多人都认为这三个中最简单的一个就是管理不善，因为这暗示着一种动态，在这种动态中您拥有地位并为自己工作。这种假设通常被证明是错误的，因为如果让职级和职位完成工作，实际上是在依靠孤岛而不是将其分解。仅仅断言等级并不会打开沟通并在下属中产生任何内在动机。
To manage down effectively, you have to embrace the somewhat paradoxical idea that ruling effectively from above sometimes means being willing to lower your own status, lead from within, and even let others of lower rank lead. There’s an old improv phrase that I first learned from my mentor, Martin de Maat. That phrase is “Follow the Follower.” In improv this phrase means that no one is the leader. We are all followers. And if we all follow each other, something organic will emerge that we all created and that we all have an equal share of.I introduced this phrase to the U.S. Naval Academy in the 2014 Leadership Conference when I was on a panel titled “Change from Below:Creativity, Dissent and Reshaping.” I explained “Follow the Follower” as a means of lowering your own status to listen to the newer members of your team (in this case midshipmen and women).
为了有效地进行管理，您必须接受有点自相矛盾的想法，即从上而下有效地进行统治有时意味着愿意降低自己的地位，从内部领导，甚至让其他低等领导。我最初是从我的导师马丁·德·马特（Martin de Maat）那里学到的一个古老的即兴短语。那句话是“跟随追随者”。即兴表达这句话意味着没有人是领导者。我们都是追随者。而且，如果我们彼此追随，我们共同创造的有机事物将会浮现，我们也将享有平等的份额。在2014年领导力会议上，当我参加题为“变革从下图：创造力，异议和重塑。”我解释了“跟随追随者”是降低您自己的地位以听取团队中新成员（在本例中为中年男女）的一种方法。
It is a way to not only learn their perspective but to “think outside of the box” and even develop a reverse mentorship.Managing across turns out to be the easy one when the environ�ment is set up correctly, like the New York office of IDEO. In dealing with a colleague of equal rank, there should be a naturally relaxed dynamic that allows the “managing” to feel more like collaborating on a team. Personalities aside, when all things are equal in peer-to-peer relationships, it is not so hard to level status.
这不仅是一种学习他们的观点的方法，而且是“跳出框框思考”甚至发展逆向导师的方法。当环境设置正确时，例如纽约办公室，进行跨领域的管理很容易。的想法。与同等级别的同事打交道时，应自然而然地放松动力，使“管理人员”感觉更像是在团队中进行协作。除了个性，当所有事物在点对点关系中都是平等的时，提高身份地位并不是那么困难。
The key to managing up, down, or across is fairly simple. Don’t think of them as three different management tactics; rather, think of them as one smooth method of communication. Respect the rank and even level of status that each person has garnered, and speak to them respectfully. Rather than worrying about tailoring a communication to go up or down a chain of command, communicate with clarity of purpose and a high level of self-auditing—be aware of your own behavior as well how you are affecting others.
向上，向下或跨区域管理的关键非常简单。不要将它们视为三种不同的管理策略。而是将它们视为一种流畅的沟通方式。尊重每个人获得的等级甚至地位，并尊重他们。不必担心将通信量身定制以提高或降低指挥链的效率，而要保持目的明确和高度的自我审计，而要进行通信-请注意自己的行为以及对他人的影响。
Be consistent whether communicating up, down, or sideways. Allow for some humility and vulnerability—whichever way you’re managing, it’s okay to show a need for help and to request guidance (it takes strength to recognize your own weakness). That kind of openness shows care for the greater good and can create buy-in at all levels. The point of doing away with silos though is to allow people to start caring about what others are doing, and to be agents of each other’s success. Honesty, candor, and openness are keys to strong relationships whichever way the communication flows.
无论是向上，向下还是横向交流，都应保持一致。考虑到一些谦卑和脆弱性，无论您采用哪种管理方式，都可以表示需要帮助并请求指导（需要力量才能认识到自己的弱点）。这种开放表示对更大利益的关心，并且可以在各个层面上产生支持。但是，消除孤岛的目的是让人们开始关心别人在做什么，并成为彼此成功的推动力。无论沟通方式如何，诚实，坦率和坦诚都是建立牢固关系的关键。
网友评论