怎样规避“信任税”（下）

    有数据显示，全球范围内的企业（及其管理者）正在流失的资金达数十亿美元，原因是生产率下降，人员快速流动以及反应迟缓——所有这些都是他们背负着信任税的例证。我们和台湾企业负责人的交流表明，他们的公司依然受到“员工流失率高”和“团队沟通不畅”等问题的困扰。

    巨大的惊喜。大多数看起来针对我们个人的问题其实根本不是针对个人。不要认为那些“东西”是冲着我们个人来的，相反，我们要开始认识到，同一个体系中的我们之间不仅仅是“人与人”的关系，实际上是“世界与世界”——从有着独特条件的我们这个世界到别人的世界。

    一旦我们都认识到了这一点，情形就会像是光明照进黑暗的房间。通过相互体会，我们眼中的对方将变得不一样，我们就会坚定不移地追求合作。我们由此将见证系统人（Homo Systemicus）的诞生——他了解、而且且能够体会整个体系，而且我们再也不会说：“我们遇到了敌人，因为他人就是我们自己。”

    你是不是觉得这听上去不可能？巴里•奥什里认为，当人们宣称这种可能性不存在时，那只是瑟瑟发抖的“老步调所发出的声音”。它表明新步调已经呼之欲出，将要成为人们开展合作以及实现效益的新途径。如果你的立场是“这不可能”，你就已经做出了选择，而且这个选择会产生后果。我们在大陆和台湾的部分客户已经开始认识到，让未来的团队领袖具备系统性的眼光是改善沟通、合作、协作效果，同时提高员工整体满意度的重要手段。

    我们的建议：身为领导者（我们每个人都是领导者），我们得慎重考虑自己要采取哪种立场。因为无论你选择哪种立场，你周围的人都会亦步亦趋地模仿你。他们不由自主，因为模仿是人类学习的方式。每次面对合作时你选择的立场都会被别人看在眼里。而且每一次，新的舞步都会变得更加容易模仿。这是顺理成章的事，对吧？听听，你能听到为新舞步伴奏的音乐吗 ？（财富中文网）

    译者：Charlie  

    The data show that businesses (and their leaders) are leaving billions of dollars on the table worldwide – in lost productivity, high employee turnover, and slow response times – and these are all examples of paying the Trust Tax. Our conversations with CEOs in Taiwan reflect that “high turnover” and “poor team communication” continue to vex organizations here.

    The Big Surprise? Most of what seems deeply personal to us is not personal at all. Instead of interpreting “Stuff” as if it was aimed directly at us, we can begin to understand that we are not merely relating “person to person” with others in the system, we are in truth relating “world to world” – from our world, with its own unique conditions, to theirs.

    When we all wake up to this it will be like the lights going on in a dark room. We will see each other differently, through the lens of empathy, with an unshakable stand for partnership. We will witness the birth of Homo Systemicus– a person that sees and has empathy for the whole system – and no longer will we say “we have met the enemy, and he is us.”

    Does this sound impossible? According to Barry Oshry, when people declare such a possibility “impossible,” it is simply “the sound of the Old Dance,” shaking. The implication is that the New Dance is already in the process of being born, emerging as the new path for human collaboration and effectiveness. If you take a stand that “it’s impossible,” that is a choice, and that choice has consequences. Some of our customers in China and Taiwan are already beginning to see the importance of providing a systemic perspective for their emerging leaders as a means to achieve better communication, collaboration, teamwork, and overall satisfaction among employees.

    Our advice: As a leader (and we are all leaders), consider carefully which stand you will take because, whichever one you are modeling, it will be copied and replicated by all those around you. They can’t help it, because people learn by copying others. Each time you choose to take a Stand for Partnership, that is going to be visible. And each time the New Dance steps become easier to follow. Makes sense, right? Can you hear the music?