Getting Busted破产
Sometimes silo busting requires structural change in a company. Sometimes the busting can be achieved at a more practical level. One prominent U.S. business school found a very logistical solution to siloing. When it became evident that the administrative processes of the school had become unnecessarily inefficient because of a lack of communication between departments, the answer was not to bring in communication coaches or to send staff off to executive education programs. The solution was to simply scramble the layout of offices so that almost no one had an office that was next to someone in the same department.
有时，孤岛破坏需要改变公司的结构。有时可以在更实际的水平上实现清除。美国一所著名的商学院发现了筒仓的后勤解决方案。当由于部门之间缺乏沟通而明显地使学校的行政流程变得不必要地低效时，答案就是不要聘请沟通教练或派遣员工参加高管教育课程。解决方案是简单地打乱办公室的布局，以便几乎没有人在同一部门的某人旁边设有办公室。
All of a sudden somebody in finance found themselves in between people in international law and integrated marketing. Through the brute force of physical proximity, people in different departments were forced to interact with each other—which led them first to feel more curious about each other, then to communicate more with each other, and then to the great cross-pollination of ideas and open communication that silo busting always seeks to achieve. When people had to see each other in the halls and spend time around the same coffee station for their afternoon cup of java, silos started to tumble.We are just beginning to see some of this type of silo busting in of all places the automotive sales industry.
突然之间，金融界的某人发现自己处于国际法和综合营销之间。通过物理上接近的暴力，不同部门的人们被迫相互交流，这使他们首先对彼此更加好奇，然后彼此之间进行更多的交流，然后又产生了巨大的交叉授粉。筒仓破灭一直试图实现的开放式沟通。当人们不得不在大厅里见面并在同一个咖啡厅里度过下午的Java之类的筒仓时，筒仓开始暴跌，我们刚刚开始在汽车销售的所有地方看到这种筒仓的破坏行业。
Some car dealerships have begun to do away with having salespeople work on commission, so it no longer benefits a salesperson to be competitively territorial, to hoard information or hide it from a colleague, or to undermine any�one else to make their own sale.
一些汽车经销店已开始取消让销售员从事佣金工作，因此，销售员不再具有竞争性地盘优势，information积信息或向同事隐瞒信息，或破坏任何其他人进行自己的销售，将无益于此。
The act of eliminating commissions sends the signal to the entire organization that “we are one company and we are all in this together.” A certain amount of commission can work as personal incentive, but if people are working on 100 percent commission they are likely siloed. Any of us who have ever felt uncomfortable when a car salesperson swoops in the moment we step onto a car lot knows that this kind of siloing does not serve the customer well. Knock down the silos and the customer is in for a much more pleasant experience. Business Improv worked directly with one of these companies, Sonic Automotive, who not only did away with sales commissions but made it mandatory that employees from all departments in all stores—from the salesmen to the mechanics to the cashiers to the GMs—communicate openly and often, with everyonesharing the responsibility for a successful customer experience.
消除佣金的行为向整个组织发出了一个信号，即“我们是一家公司，而我们全都在一起。”一定数量的佣金可以作为个人奖励，但是如果人们以100％的佣金进行工作，他们很可能会陷入困境。我们当中任何一个在我们踏入汽车市场的那一刻，当汽车销售员大吃一惊时就感到不自在的人都知道，这种筒仓无法很好地为客户服务。击倒孤岛，客户将获得更愉快的体验。Business Improv直接与其中一家公司Sonic Automotive合作，后者不仅取消了销售佣金，而且还强制所有商店各个部门（从销售人员到机械师，收银员再到总经理）的员工进行公开交流，通常，每个人都要为成功的客户体验分担责任。
Technology can also become an ally in the fight against silos. A prominent consultancy agency created a common web portal on which project information could be shared. Teams in various cities—Boston, Chicago, Los Angeles, etc.—posted slide decks, strategies for dealing with various challenges, ways to avoid pitfalls and quicksand,ways to handle conflict, and troubleshooting techniques. As a result of sharing this material in a virtual community, people from various departments in a number of cities established relationships with each other and even picked up the phone and talked to one another.Here are some ways to bust organizational silos:
技术也可以成为对抗孤岛的盟友。一家著名的咨询机构创建了一个公共门户网站，可以在该门户网站上共享项目信息。波士顿，芝加哥，洛杉矶等城市的团队发布了滑行平台，应对各种挑战的策略，避免陷阱和流沙的方法，解决冲突的方法以及故障排除技术。在虚拟社区中共享此材料后，许多城市的各个部门的人们之间建立了联系，甚至拿起电话进行了交谈。以下是一些解决组织孤岛的方法：
• Make communication an imperative and hold people accountable.
•使沟通成为当务之急，并使人们承担责任。
• Create the architecture—a bridge for consistency in communication. A weekly meeting is the perfect opportunity to share pitfalls, struggles, and best practices and to learn from others.
This can also be done in daily, fast, touch-base meetings, and if you operate remotely from each other a shared web page is a great way to post and share information.
•创建架构-沟通一致性的桥梁。每周一次的会议是分享陷阱，奋斗和最佳实践以及向他人学习的绝好机会。这也可以在日常，快速的基于触摸的会议中完成，如果您彼此之间进行远程操作，则共享网页是发布和共享信息的好方法。
• Encourage people to actively look for and communicate opportunities for improvement outside of their direct duties.
•鼓励人们积极寻找并交流其直接职责以外的改进机会。
• Encourage people to take ownership of an issue, even if it is not their job. “If there is a problem you can fix, then fix it. You don’t need permission. Just tell me, after the fact, what it was and how you fixed it, so we can avoid the same problem again in the future.”
•鼓励人们对问题负责，即使这不是他们的工作。“如果有问题，您可以解决，然后解决。您不需要权限。请告诉我事实，它是什么以及您如何解决它，这样我们以后就可以避免再次遇到相同的问题。”
• Hold people accountable when communication slips or opportunities that are ever present are not communicated.
•让人们负责沟通失误或没有传达的机会。
网友评论