Conflicted矛盾的
It would be so nice to conclude our talk of silo busting by telling you that once communications are open and once you have an environment in which honesty and candor are in abundant supply, your workplace will run as smoothly as a freshly waxed Mercedes. Unfortunately humans seem to suffer from something called human nature, and in the aftermath of busted silos, open communication may be accompanied by interpersonal and interdepartmental conflicts.
通过告诉您，一旦沟通畅通无阻，一旦您拥有诚实和坦诚的环境，您的工作场所将像刚打过蜡的梅赛德斯一样平稳地运转，以结束我们关于筒仓破坏的讨论，真是太好了。不幸的是，人类似乎遭受着所谓的人性之苦，在筒仓破灭之后，开放式的交流可能伴随着人际和部门间的冲突。
Not to worry. Changing behavior is hard, and this is a natural part of change. Being forewarned is being forearmed. If you go about the business of silo busting, you may be pushing people outside of their comfortable safety zone and you need to be ready for some conflict management.
不要担心。改变行为很难，这是改变的自然部分。被预先警告就被预先警告。如果您要进行筒仓破坏业务，则可能会将人员推到他们舒适的安全区域之外，并且您需要为冲突管理做好准备。
I very specifically use the term “conflict management” rather than “conflict resolution” because in some cases conflict is a good thing.Sure it needs to be guided and focused, but not necessarily immediately extinguished (resolved). In the next chapter we’ll take a look at a variety of leadership techniques. As far as silos are concerned, let it be said that when communication is opened up, people in leadership positions need to be cognizant that “open communication” may now sound like something closer to debate, especially when different departments with different jargon, acronyms, and subcultures are forced to work together. Let’s explore the nature of a debate.
我非常具体地使用“冲突管理”一词，而不是“解决冲突”，因为在某些情况下，冲突是一件好事。确保需要对其进行引导和重点关注，但不一定立即将其消除（解决）。在下一章中，我们将介绍各种领导技巧。就筒仓而言，可以说当开放沟通时，领导职位的人们必须意识到，“开放沟通”现在听起来似乎更容易争论，尤其是当不同部门使用不同的术语，缩写，和亚文化被迫携手合作。让我们探讨辩论的性质。
We can think of a debate as a clash of opposing points of view, of pros and cons, in which the ultimate aim is to “win” the argument. However, as you may recall from Chapter 2, if you think about the rules of debate followed by school debate clubs, you start to get closer to something that is surprisingly “Yes, and”-ish in nature. Whether in the high school multipurpose room or around the conference table, to debate your opponent you have to be present and in the moment, to postpone judgment, to listen intently, and to be adaptable. When silos tumble and people find themselves free to speak up, there is almost a guarantee that everyone will not be in agreement on every point. This is as it should be.
我们可以将辩论视为对立观点与利弊的冲突，其最终目的是“赢得”辩论。但是，您可能会从第2章中回想起，如果您考虑辩论规则，然后是学校辩论俱乐部，那么您就会开始接近自然而然地令人惊讶的“是的”。无论是在高中多功能室还是在会议桌旁，要与您的对手进行辩论，您都必须在场，并在当下，推迟判断，专心倾听并适应。当筒仓跌落并且人们发现自己有发言权时，几乎可以保证每个人在每一点上都不会达成共识。这是应该的。
When a culture of acceptance is set up correctly, there should be opposing views and the diversity of thought should be celebrated. Opposing views (perspectives) are not the same as opposing agendas. Debate can be constructive and conflict can be good. Again, though, for conflict to be a positive it needs to be channeled properly .
如果正确建立了一种接受文化，就应该有相反的观点，并且应该庆祝思想的多样性。反对的观点（观点）与反对的议程不同。辩论可以是建设性的，冲突可以是好的。同样，为了使冲突成为积极的冲突，需要适当地解决冲突。
Here are a few simple techniques someone in a leadership position can employ to channel conflict correctly:
以下是一些领导者可以用来正确解决冲突的简单技巧：
• First of all it must be clearly established that arguments in favor of one point or another can never become personal in nature, which doesn’t benefit anyone.
•首先，必须明确确立赞成某一观点或另一观点的论点永远不会成为个人观点，这不会使任何人受益。
• Conflict can be encouraged as long as the parties with conflicting points of view accept that they have a common goal, something greater than self.
只要观点相冲突的当事方接受他们有一个共同的目标，那就是超越自我，这可以鼓励冲突。
• A leader must lead. A leader has to set a tone for debate in which it is clear to everyone that what is being sought is a prob�lem-solving consensus, not a win for one side or the other. The dynamic cannot be “Here’s why I’m right and you’re wrong.” It has to be more along the lines of “Yes, and you’ve got that problem. I’ve got this problem. Let’s punch this out from all angles and figure out how we can work together to solve both issues and create less headaches for both of us.” Further, if you see emotional investment from any party (frustration, anger, resentment), then the parties are not aligned on the overall mission.
•领导者必须领导。领导人必须为辩论定下基调，在这场辩论中，每个人都清楚，所寻求的是解决问题的共识，而不是一方或另一方的胜利。动态不能是“这就是为什么我是对的而你是错的。”它必须更像“是的，而且您遇到了这个问题。我有这个问题。让我们从各个角度进行探讨，并弄清楚我们如何能够共同解决这两个问题，并为我们俩减轻麻烦。”此外，如果您看到任何一方的情感投资（沮丧，愤怒，怨恨），则各方在整体任务上并不一致。
• Once the debate is done, realign the team, especially if the debate got heated. The last thing you want is for a person to harbor resentment and carry (or bury) negative emotions back into the workplace.
•辩论结束后，重新组建团队，尤其是在辩论激烈时。您想要做的最后一件事是使一个人怀有怨恨并将负面情绪带回（或掩埋）回到工作场所。
It’s amazing how often framing a conversation or debate properly makes seemingly intractable conflicts disappear. Once conflicting opinions have been stated and a work-appropriate level of emotion has been vented by all sides, reframing the central question from “Whose idea is better?” to “What can we do to help each other?” has tremendous impact. As always the point is not to get team or department members to feel so good about each other that they exchange foot rubs—the point is to get the team or department to do their work in the most effective and efficient way possible.
令人惊讶的是，经常安排适当的对话或辩论会使看似棘手的冲突消失。一旦提出了相互矛盾的意见，并且各方都宣泄了适合工作的情感水平，则从“谁的主意更好？”这一中心问题重新定义。改为“我们能做什么互相帮助？”具有巨大的影响。一如既往，重点不是让团队或部门成员彼此感觉良好，以至于他们互相擦脚而已-重点是使团队或部门成员以尽可能最有效和最有效的方式完成工作。
Once silos are busted individual perspectives can flourish. An improvisational workplace can be a place that encourages dissent and expects issues to be explored as richly and as deeply as possible. Yet diverse perspectives must always be expressed within a culture of acceptance and respect toward the same overall agendas. Opposing views can be a tremendous asset to a business as long as they eventually come together to support a common good. On the farm, silos work just fine for wheat and rye. In business they’re just not necessary. Open communication is a much better means to success. Now we’ll leave the farm behind to look at how leaders can lead the way to that success.
孤岛一旦破灭，个人观点就会蓬勃发展。即兴创作的工作场所可以是一个鼓励异议的场所，并期望人们尽可能丰富和深入地探讨问题。然而，必须始终在对相同总体议程的接受和尊重文化中表达不同的观点。反对意见对于企业而言可能是一笔巨大的财富，只要它们最终团结在一起以支持共同利益。在农场，筒仓对小麦和黑麦来说效果很好。在业务中，它们不是必需的。公开交流是成功的更好方法。现在，我们将离开农场，看看领导者如何引领成功的道路。
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