怎样规避“信任税”（上）

    什么是“系统盲区？”奥什里在《了解系统，领导系统》这本书中介绍了如何将大多数组织机构划分到上层、下层、中层和客户 “世界”里。这四个不同的世界有着各自的“先决条件”，它们决定了各个世界中“居民”的世界观。人们受到这些条件的限制，最大限度地利用手头的资源，全力以赴，目的只是为了求得生存。他们把注意力完全集中于在自己的世界求得生存。因此，他们“看”不到其他世界的条件，所以也无法看到他人所处的条件。因此，他们既不了解，也无从体会。

    有时，尽管高墙遮蔽了我们的实现，导致我们“看”不到别人的世界，但我们却能看到越过高墙，漂到我们世界里的那些“东西”。我们都知道，这些“东西”就是：

    • 计划、调整、指令。

    • 不可理喻的行为或要求。

    • 虚无（我们发出的信息没有得到反馈）。

    • 有毒的信息、态度、回绝、等等。

    因为我们不知道（我们看不到他们的世界）这些“东西”绝大多数往往只是别人在他们的世界中奋力求生的产物，我们常常会自动地：

    • 认为这些东西是冲着我们个人而来

    • 编故事

    • 认为“别人”能力不足、感觉迟钝或者心怀不轨，等等

    • 愤怒、生气、报复别人

    于是，关系就走到了尽头。一定得这样吗？在本系列的下一篇文章中，我们将探讨“另外的可能性”以及管理者如何才能学会“了解别人所处的系统”，同时借此主动改变局势，并帮助别人采取同样的行动，从而让整个组织机构中的关系都生机勃勃。（财富中文网）

    译者：Charlie 

    What is “System Blindness?”In Oshry’s book Seeing Systems, he demonstrates how most organizations are divided into distinct “worlds” of Tops, Bottoms, Middles, and Customers. These four distinct worlds come with their own “pre-existing conditions” that shape the worldview of their inhabitants. Living within those conditions are people, using all their best resources and abilities simply to survive. They are entirely focused on surviving in their own worlds. As a result, they do not “see” the conditions of the others’ worlds, and since they can’t see the conditions of others, neither can they understand or empathize with them.

    From time to time, even though we don’t “see” behind the walls that make others’ world’s invisible to us, what we do see is “Stuff” that floats over those walls and into our worlds. “Stuff!” We all know what that is:

    • Plans, adjustments, directives.

    • Mysterious behaviors or requests.

    • Nothing (a lack of response to our input).

    • Toxic messages, attitudes, rebuffs, etc.

    And because we don’t understand that this “Stuff” most often came from the best intentions of those others struggling to survive in their worlds (which we don’t see), we routinely and automatically:

    • Take it personally

    • Make up a story

    • Assess “them” as incompetent, insensitive, malicious, etc.

    • Get angry, get mad, get even

    And that is the end of the partnership. Or is it? In the next article in this series we will look at “what else is possible” and how leaders can actively make a difference by learning to “see the systems they are in” and help others to do the same to keep partnerships flourishing throughout the organization.