- So what do you do to make sure the nurse calls,

- 那麼，你怎麼做才能確保護士打電話。

the technician shares his idea,

技術人員分享他的想法。

or the executive expresses his concerns?

或行政人員表達他的關切？

Here are three simple things that leaders can do:

這裡有三件簡單的事情，領導人可以做。

First, frame the work as a learning challenge.

首先，將工作設定為學習挑戰。

By default, we tend to see the work ahead

在默認情況下，我們傾向於看到未來的工作

as an execution challenge.

作為一個執行挑戰。

That is a job that just needs to be done, done to spec.

這是一項只需要完成的工作，按規格完成。

Framing it as a learning challenge instead means

把它作為一個學習的挑戰，而意味著

from where we stand right now,

從我們現在所處的位置來看。

we don't have a blueprint, we don't have a script.

我們沒有藍圖，我們沒有劇本。

We know where we want to get to,

我們知道我們想去的地方。

but we don't know exactly how to get there.

但我們不知道究竟如何到達那裡。

Doing this means calling attention to uncertainty

這樣做意味著呼籲關注不確定性

and to interdependence.

和相互依存的關係。

The path forward is unknowable.

前進的道路是不可知的。

We need everyone's brain in the game.

我們需要每個人在遊戲中動腦筋。

Doing this sets the rationale for input, for voice.

這樣做為輸入、為語音設定了理由。

Let me give you an example of what happens

讓我給你舉個例子，說明會發生什麼

when leaders frame the work ahead as an execution challenge

當領導者將未來的工作設定為執行挑戰時

when it should have been framed as a learning challenge.

而這本應是一個學習挑戰。

This was at a large telecommunications company

這是在一家大型電信公司

that I'll refer to as Telco.

我把它稱為Telco。

In late 1999, they decided to launch the DSL technology

1999年底，他們決定推出DSL技術

at scale in a very large metropolitan market.

在一個非常大的大都市市場中，規模化地進行。

They told everybody the deadlines.

他們告訴大家最後期限。

They told everybody we're doing this now.

他們告訴大家我們現在正在做這個。

They framed it as an execution challenge.

他們把它作為一個執行挑戰。

Unfortunately, all the kinks weren't worked out yet.

不幸的是，所有的問題都還沒有解決。

It needed to be framed as a learning challenge.

它需要被設定為一個學習挑戰。

I'll tell you what happened.

我會告訴你發生了什麼。

It was a colossal customer service nightmare.

這是一個巨大的客戶服務惡夢。

Customer service ratings hovered in at about 13%.

客戶服務評級徘徊在13%左右。

They failed at scale.

他們在規模上失敗了。

Instead they needed to frame it as a learning challenge

相反，他們需要把它作為一個學習的挑戰。

to take small experiments, learn fast,

採取小實驗，快速學習。

and then grow the process as they figured out

然後增長的過程中，他們想出了

how to do it well.

如何做好它。

The second thing leaders need to do

領導人需要做的第二件事

to create psychological safety

創造心理安全

is acknowledge your own fallibility.

是承認你自己的錯誤性。

It's not only the path ahead that's uncertain, it's you.

不確定的不僅是前方的道路，還有你。

Simple, small phrases like,

簡單的小短語，如。

"I might miss something I need to hear from you,"

"我可能會錯過一些我需要聽你說的話。"

let others know that you know you're fallible.

讓別人知道，你知道自己是易變的。

When people in positions of power do this,

當身居要職的人這樣做時。

funny things happen.

有趣的事情發生了。

First, they seen more not less confident,

首先，他們看到的是更多而不是更少的自信。

and second, it makes it safe for others to speak up.

其次，它使其他人能夠安全地說出自己的想法。

In one study of intensive care units,

在一項關於重症監護室的研究中。

some of the medical directors did display humility.

一些醫務主任確實表現出了謙遜。

They went out of their way to let others know

他們不顧一切地讓別人知道

that they needed their input,

他們需要他們的投入。

that they didn't have all the answers,

他們並沒有掌握所有的答案。

and the results were phenomenal.

而結果是驚人的。

These units with humble leaders scored higher

這些上司謙虛的組織、部門得分較高

on psychological safety

關於心理安全

and they produced 18% greater improvement

他們產生了18%以上的改善

in morbidity and mortality for their patients

他們的病人在發病率和死亡率方面的變化

than their counterparts.

比他們的同行。

The third thing that leaders need to do

領導人需要做的第三件事

to create psychological safety

創造心理安全

is ask questions, show curiosity.

是問問題，表現出好奇心。

This creates a requirement for speaking up.

這就產生了一個說話的要求。

As Eric Schmidt, the CEO of Google, has said,

正如谷歌首席執行官埃裡克-施密特所言。

"We run the company by questions, not by answers."

"我們通過問題而不是答案來管理公司"。

In 1999, Julie Morath,

1999年，朱莉-莫拉斯。

who was the brand new chief operating officer

他是全新的首席運營官

at Children's Hospitals and Clinic in Minneapolis, St. Paul,

在明尼阿波利斯、聖保羅的兒童醫院和診所。

launched an ambitious patient safety initiative.

啟動了一項雄心勃勃的病人安全倡議。

It was one of the country's first.

這是該國最早的一個項目。

To do this, she gave speeches inside the organization

為了做到這一點，她在組織內部發表了演講

about patient safety.

關於病人安全。

She communicated the message of change

她傳達了變革的資訊

through a variety of channels.

通過各種渠道。

She met one-on-one with several key physician leaders

她與幾位關鍵的醫生領袖進行了一對一的會談

in the hospital.

在醫院裡。

But still, many of the staff resisted the initiative.

但仍有許多工作人員抵制這一舉措。

"Our patients are already safe," they said.

"他們說："我們的病人已經很安全了。

Instead of using her position

而不是利用她的地位

to advocate for change more forcefully,

以更有力地倡導變革。

Morath asked questions instead.

莫拉斯反而問了一些問題。

For example, she said,

例如，她說。

"What was your experience this week

"你這周的經歷是什麼？

in the units with your patients?

在組織、部門與你的病人在一起？

Was everything as safe as you would like it to be?"

一切都像你希望的那樣安全嗎？"

This simple inquiry transformed the dialogue.

這個簡單的詢問改變了對話。

Morath went on to lead as many as 18 different focus groups.

莫拉斯接著上司了多達18個不同的焦點小組。

These allowed people to air their concerns

這使人們能夠表達他們的關切

and offer their ideas.

並提供他們的想法。

In this way, they created psychological safety

通過這種方式，他們創造了心理上的安全

and they began a learning journey together.

他們一起開始了學習之旅。

So again, think about your workplace:

是以，再次考慮一下你的工作場所。

Which of these actions are you currently doing

你目前正在做這些行動中的哪些

and which of these do you need to start doing

以及你需要開始做其中的哪些事情

to create a psychologically safe environment?

以創造一個心理上安全的環境？

(bright upbeat music)

(明亮歡快的音樂)