and Anna Hazare may well be the most cutting-edge digital activist in the world today.

他很可能是今天運用數位影響力 走在最前端的社運人士

And you wouldn’t know it by looking at him.

看不出來吧?

Hazare is a 77-year-old Indian anticorruption and social justice activist.

哈札爾今年77歲了 在印度以反貪腐和爭取社會正義聞名

And in 2011, he was running a big campaign to address everyday corruption in India,

他2011年發起了反貪運動 抨擊印度嚴重的貪腐

a topic that Indian elites love to ignore.

印度高官權貴完全知情 卻都裝看不見

So as part of this campaign,

在這個運動裡

he was using all of the traditional tactics that a good Gandhian organizer would use.

他就像其他奉甘地為偶像的組織幹部 採取了所有傳統手段來抗爭

So he was on a hunger strike,

用絕食來表達不滿

and Hazare realized through his hunger that actually maybe this time,

不過後來發現

in the 21st century, a hunger strike wouldn’t be enough.

也許絕食抗議在21世紀已經不夠強烈

So he started playing around with mobile activism.

所以他開始利用行動裝置

So the first thing he did is he said to people,

第一步 是跟大家宣傳:

“Okay, why don’t you send me a text message

「如果你支持我的反腐運動

if you support my campaign against corruption?”

請寄一封簡訊來」

So he does this, he gives people a short code,

他給大家一串短碼

and about 80,000 people do it.

大約8萬人寄了簡訊

Okay, that’s pretty respectable.

嗯 相當可觀

But then he decides, “Let me tweak my tactics a little bit.”

但他又有新點子: 「稍微改變一下策略吧」

He says, “Why don’t you leave me a missed call?”

他說: 「我會打電話給你 但如果你支持反腐運動 就不要接」

Now, for those of you who have lived in the global South,

你若住在南半球

you’ll know that missed calls are a really critical part of global mobile culture.

就會知道全球行動文化中 漏接電話是家常便飯

I see people nodding.

有人心有戚戚焉

People leave missed calls all the time.

人們一天到晚漏接電話

If you’re running late for a meeting and you just want to let them know

如果你開會快遲到 但已經在路上

that you’re on the way, you leave them a missed call.

而公司打電話來時 你會選擇不接

If you’re dating someone and you just want to say “I miss you” you leave them a missed call.

如果你想和男友或女友說聲「我想你」也一樣 沒接到也不回撥

So a note for a dating tip here,

給你個約會建議

in some cultures, if you want to please your lover,

有些文化裡取悅情人的方式

you call them and hang up.

就是打給對方再掛斷

So why do people leave missed calls?

為什麼大家漏接卻都不回call呢?

Well, the reason of course is that

當然是因為

they’re trying to avoid charges associated with making calls and sending texts.

沒人想額外花錢打電話或傳簡訊

So when Hazare asked people to leave him a missed call,

「不要接電話」

um you know, let’s have a little guess how many people actually did this?

你猜這回有多少人照做?

Thirty-five million.

答案是3千5百萬

So this is one of the largest coordinated actions in human history.

這是人類史上規模最大的合作之一

It’s remarkable.

不可思議

And this reflects the extraordinary strength of the emerging Indian middle class

這反映了兩個現象 一、印度新興中產階級不容小覷

and the power that their mobile phones bring.

二、他們手中的行動電話同樣威力無窮

But he used that, Hazare ended up with this massive CSV file of mobile phone numbers,

哈札爾將龐大資料庫裡的電話號碼

and he used that to deploy real people power on the ground

變成具體的群眾力量

to get hundreds of thousands of people out on the streets in Delhi

讓成千上萬人走上德里街頭

to make a national point of everyday corruption in India.

呼籲大家關注離譜的貪污現象

It’s a really striking story.

這事件真的震撼

So this is me when I was 12 years old.

照片上的我12歲

I hope you see the resemblance.

還滿像的吧?

And I was also an activist, and I have been an activist all my life.

我對社運的熱情始終如一

I had this really funny childhood where I traipsed around the world meeting world leaders and Nobel prize winners,

我的童年很妙 到處趴趴走 和世界領袖、諾貝爾獎得主會面

talking about Third World debt, as it was then called, and demilitarization.

暢談當時所謂的第三世界債務和廢除軍備

I was a very, very serious child.

我是個正經八百的小孩

And back then, in the early 90s,

那時是90年代初

I had a very cutting-edge tech tool of my own, the fax.

我有自己的先進高科技－傳真機

And the fax was the tool of my activism.

我的行動主義少不了它

And at that time, it was the best way to get a message to a lot of people all at once.

當時傳真機可厲害了 能瞬間把訊息散播給廣大群眾

And so I’ll give you one example of a fax campaign that I ran.

舉個例子 我在波斯灣戰爭前夕發起了全球運動－

It was the eve of the Gulf War and I organized a global campaign to flood the hotel, the Intercontinental in Geneva,

打算弄一堆傳真到日內瓦洲際酒店去

where James Baker and Tariq Aziz were meeting on the eve of the war,

詹姆斯˙貝克和塔里克˙阿齊茲會在那邊碰面

and I thought if I could flood them with faxes, we’ll stop the war.

本來想癱瘓他們的傳真機 這樣就能阻止戰爭了

Well, unsurprisingly, that campaign was wholly unsuccessful.

結果當然大失敗

You know and there are lots of reasons for that,

沒成功的原因有很多

but there’s no doubt that one sputtering fax machine in Geneva was a little bit of a bandwidth constraint

不過可以肯定日內瓦的一部傳真機 根本就起不了什麼作用

in terms of the ability to get a message to lots of people.

無法把訊息傳給夠多的人

And so, you know, I went on to discover some better tools.

所以我想要更有效的工具

I cofounded Avaaz, which uses the internet to mobilize people

之後和人創辦了Avaaz 這是個透過網路動員人力的平台

and now has almost 40 million members,

有4000萬名會員

And I now run Purpose,

我現在負責經營Purpose

which is a home for these kinds of technology-powered movements.

有些運動背後的推手是科技 而Purpose就是這些活動的誕生地

So, so what’s the moral of this story?

這個故事告訴我們什麼?

Is the moral of this story, you know what, the fax is kind of eclipsed by the mobile phone?

「傳真機很遜、手機很厲害」?

This is another story of tech-determinism?

「又一技術決定論的明證」?

Well, I would argue that there’s actually more to it than that.

除了這兩個 我想還有更深層的意義

I’d argue that in the last 20 years, something more fundamental has changed than just new tech.

我認為過去20年裡 比科技革新來得重大的改變

I would argue that there has been a fundamental shift in the balance of power in the world.

就是世界權力的移轉

You ask any activist how to understand the world, and they’ll say,

如果問社運人士該怎麼參透世界運作 他們會說:

“Look at where the power is, who has it, how it’s shifting.”

「觀察三件事: 權力重心在哪、誰擁有權力、權力如何移轉」

And I think we all sense that something big is happening.

大家應該都有感覺到 某件大事正在醞釀

So Henry Timms and I,

我和亨利˙提姆

Henry’s a fellow movement builder,

亨利是我組織活動的同伴

got talking one day and we started to think,

有天聊了起來 談到

how can we make sense of this new world?

要怎麼了解新秩序?

How can we describe it and give it a framework that makes it more useful,

這個新力量要怎麼形容、如何賦予框架讓它對人類有所助益

because we realized that many of the lessons that we were discovering in movements

因為我們發現 許多從公民活動獲得的經驗

actually applied all over the world in many sectors of our society.

也適用於社會中各種部門

So I want to introduce you to this framework:

我要介紹的框架是:

Old power, meet new power.

舊力量與新力量的交鋒

And I want to talk to you about what new power is today.

今天的新力量指的是

New power is the deployment of mass participation and peer coordination,

「大眾參與」與「同儕合作」

these are the two key elements,

創造改變、扭轉結果

to create change and shift outcomes.

兩者缺一不可

And we see new power all around us.

新勢力處處可見

This is Beppe Grillo. He was a populist Italian blogger who,

他是畢普˙格里羅 義大利的一個部落客與民粹主義者

with a minimal political apparatus and only some online tools,

沒什麼政治背景 只用一些線上工具

won more than 25 percent of the vote in recent Italian elections.

就在最近的選舉 贏得了25%以上的票數

This is Airbnb, which in just a few years has radically disrupted the hotel industry

占地不到一坪的Airbnb(註: 提供線上服務，媒合有住宿需求的旅客，和可提供房間的本地居民)

without owning a single square foot of real estate.

卻能給旅館業界帶來實質壓力

This is Kickstarter, which we know has raised over a billion dollars from more than five million people.

Kickstarter(註: 進行公眾集資的平台 提供人們進行創意專案的籌集資金) 至今累計的捐款超過10億元 參與人數高達500萬以上

Now, we’re familiar with all of these models.

這些榜樣大家並不陌生

But what’s striking is the commonalities,

值得注意的是共通點

the structural features of these new models and how they differ from old power.

這種模範有相似的結構、特性 都與傳統勢力相異

Let’s look a little bit at this.

請看一下這張投影片

Old power is held like a currency.

舊力量可比喻成金錢

New power works like a current.

新力量則被比為潮流

Old power is held by a few.

前者由少數人把持

New power isn’t held by a few, it’s made by many.

後者則相反 由多數人「創造」而來

Old power is all about download, and new power uploads.

舊力量下載東西 新力量上傳東西

And you see a whole set of characteristics that you can trace,

下面還有一堆特質比較

whether it’s in media or politics or education.

對媒體、政治、教育的影響 新舊力量是南轅北轍

So we’ve talked a little bit about what new power is.

我們現在對新力量有點概念了

Let’s, for a second, talk about what new power isn’t.

那什麼不能算是新力量呢?

New power is not your Facebook page.

你的臉書塗鴉牆就不算

I assure you that having a social media strategy can enable you to do just as much download

社群媒體策略風行的今天

as you used to do when you had the radio.

和收音機為主流的時代 下載東西都不成問題

Just ask Syrian dictator Bashar al-Assad,

看看敘利亞獨裁者巴沙爾˙阿薩德就知道

I assure you that his Facebook page has not embraced the power of participation.

他的臉書絕不可能鼓吹權力分享

New power is not inherently positive.

新力量本質並不一定積極正面

In fact, this isn’t a normative argument that we’re making,

更不太受傳統規範束縛

there are many good things about new power, but it can produce bad outcomes.

新力量有諸多優點 但也有弊端

More participation, more peer coordination, sometimes distorts outcomes

提升的參與度加上同儕協力 有時反而讓結果一發不可收拾

and there are some things, like things, for example, in the medical profession

而醫療等專業

that we want new power to get nowhere near.

新力量的介入容易引起疑慮

And thirdly, new power is not the inevitable victor.

新力量並非永遠的贏家

In fact, unsurprisingly, as many of these new power models get to scale,

新勢力的開疆拓土

what you see is this massive pushback from the forces of old power.

必然會受到龐大舊勢力敵擋

Just look at this really interesting epic struggle going on right now

從他們之間的糾葛中便能窺知一二

between Edward Snowden and the NSA.

艾德華˙史諾登 對上美國國家安全局

You’ll note that only one of the two people on this slide is currently in exile.

只有一方占了上風 另外一人流亡中

And so, it’s not at all clear that new power will be the inevitable victor.

由此可證 新力量不一定都會獲勝

That said, keep one thing in mind:

務必記住

We’re at the beginning of a very steep curve.

這條陡峭的改變之路 我們才剛開始

So you think about some of these new power models, right?

你現在對新力量有點興趣了吧?

These were just like someone’s, like, garage idea a few years ago,

幾年前在車庫裡蹦出的主意

and now they’re, like you know, disrupting entire industries.

幾年後卻強大到足以左右各個產業

And so, what’s interesting about new power is the way it feeds on itself.

新勢力自給自足的方式很奇妙

Once you have an experience of new power, you tend to expect and want more of it.

一旦接觸過新勢力 就會有所期待 想再次嘗試

So let’s say you’ve used a peer-to-peer lending platform like Lending Tree or Prosper,

假如你今天有用點對點租借平台 Lending Tree或Prosper的話

then you’ve figured out that you don’t need the bank,

會發現銀行根本沒存在的必要

and who wants the bank, right?

這樣誰還要麻煩的跑銀行辦事啊?

And so, that experience tends to embolden you.

新力量讓人更勇於嘗試

It tends to make you want more participation across more aspects of your life.

渴望自己在生活各方面有更多掌控

And what this gives rise to is a set of values.

從這裡就產生了一套價值觀

We’ve talked about the models that new power has engendered, the Airbnbs, the Kickstarters.

我們前面談過新力量的典範 舉了Airbnb和Kickstarters為例

What about the values?

其中又包含什麼價值觀呢?

And this is an early sketch at what new power values look like.

新勢力早期看起來就像這樣

New power values prize transparency above all else.

最最重要的就是透明度

It’s almost a religious belief in transparency,

許多人奉透明度為圭臬

a belief that if you shine a light on something, it will be better.

所以才說資訊透明是比較好的選擇

And remember that in the 20th century, this is not at all true.

不過要知道 20世紀這一套完全行不通

People thought that gentlemen should sit behind closed doors and make comfortable agreements.

人們還是偏好穿西裝、打領帶 關起門來的協商方式

New power values of informal, networked governance.

新力量是非正規的一種網路支配

New power folks would never have invented the U.N. today, for better or worse.

新力量擁護者絕不會創辦聯合國之類的組織

New power values participation, and new power is all about do-it-yourself.

他們重視參與度、分享 一切都是DIY(自己動手做)

In fact, what’s interesting about new power is that

神奇的是

it eschews some of the professionalization and specialization

這種勢力避開了上個世紀

that was all the rage in the 20th century.

那些講求專業的領域

So what’s interesting about these new power values and these new power models

新力量價值觀和模範特殊在

is what they mean for organizations.

它們對組織的影響

So we’ve spent a bit of time thinking,

所以我們覺得

okay how can we plot organizations on a two-by-two where, essentially,

可以用一張四格圖定位各團體機構的本質

we look at new power values and new power models and see where different people sit?

橫軸是新、舊價值觀 縱軸是新、舊營運模式

We started with a U.S. analysis, and let me show you some interesting findings.

我們從分析美國企業開始 以下是研究結果

So the first is Apple.

第一個是蘋果公司

In this framework, we actually described Apple an old power company.

新舊力量理論中 蘋果屬於舊力量

That’s because the ideology, the governing ideology of Apple is

原因是該公司的主流意識形態

the ideology of the perfectionist product designer in Cupertino.

是由庫比蒂諾(註: 蘋果公司總部)完美主義的產品設計師領頭

It’s absolutely about hat beautiful, perfect thing descending upon us in perfection.

他們的產品一個比一個完美

And it does not value, as a company, transparency.

從公司的角度來看 蘋果不重視透明度

In fact, it’s very secretive.

反而將產品資訊保密到家

Now, Apple is one of the most successful companies in the world.

但既然蘋果能躋身全球最成功企業

So this shows that you can still pursue a successful old power strategy.

表示舊力量仍有可取之處

But one can argue that there’s real vulnerabilities in that model.

不過蘋果的經營模式有弱點 這無從否認

I think another interesting comparison is that of the Obama campaign versus the Obama presidency.

另一個對照則是歐巴馬競選活動和歐巴馬政權

Now, I like President Obama, he ran with new power at his back, right?

我欣賞歐巴馬 他競選時很挺新力量

And he said to people, we are the ones we’ve been waiting for.

宣稱自己就是人民長久以來的盼望

And he used crowdfunding to power a campaign.

他訴諸群眾集資 發起活動

But when he got into office, he governed like more or less all the other presidents did.

但當選後 統治手段又與其他總統沒差多少

And this is a really interesting trend, is when new power gets powerful, what happens?

這種傾向很讓人玩味 新力量壯大 然後呢?

So this is a framework you should look at and think about where your own organization sits on it.

你該考慮一下 看看自己手中組織在圖上的什麼位置

And think about where it should be in 5 or 10 years.

5年或10年後又會在哪

So what do you do if you’re old power?

那舊力量該怎麼辦?

Well, if you’re there thinking, in old power, you know hwat, this won’t happen to us.

如果你覺得新勢力不構成威脅

Then just look at the Wikipedia entry for Encyclopedia Britannica.

那你該看看維基怎麼評價大英百科

Let me tell you, it’s a very sad read.

對舊勢力而言 情況並不樂觀

But if you are old power, the most important thing you can do

你最該做的

is to occupy yourself before others occupy you, before you are occupied.

就是在別人佔領你之前 先佔領自己

Imagine that a group of your biggest skeptics are camped in the heart of your organization asking the toughest questions

假設現在團隊的核心 是一群犀利質疑者 他們能拋出最尖銳的問題、

and they can see everything inside of your organization.

並對你的組織瞭若指掌

And ask them, would they like what they see and should our model change?

去問他們在組織裡看見什麼 有沒有哪裡需要改進?

What about if you’re new power?

那新力量呢? 他們要幹嘛?

Is new power just kind of riding the wave to glory?

坐享其成 等著收割就好?

I would argue no.

我不這麼覺得

I would argue that there are some very real challenges to new power in this nascent phase.

初期新勢力面對的挑戰不小

Let’s stick with the Occupy Wall Street example for a moment.

先來談談占領華爾街運動

Occupy was this incredible example of new power, the purest example of new power.

占領行動是新勢力的絕佳例證 既純粹又經典

And yet, it failed to consolidate.

但它忽略了整合和鞏固的重要性

So the energy that it created was great for the meme phase,

剛開始人們口耳相傳 聲勢非常響亮

but they were so committed to participation,

但群眾只想著參與 忽略其他面向

that they never got anything done.

最後不了了之

And in fact that model means that the challenge for new power is:

佔領華爾街道出了新力量的棘手問題:

How do you use institutional power without being institutionalized?

怎麼借重集團的力量 卻又不受其箝制?

On the other end of the spectra is Uber.