He certainly doesn't look like me.

一個世上最快樂的人應該是怎樣的?

He looks like this.

他一定不會長得像我。

His name is Matthieu Ricard.

他長得像這樣。

So how do you get to be the happiest man in the world?

他叫 Mattieu Ricard

Well it turns out

你可以怎樣成為世上最快樂的人?

there is a way to measure happiness in the brain.

原來

And you do that by measuring the relative activation

大腦中的快樂是有辦法去測量的。

of the left prefrontal cortex in the fMRI,

就是在功能性磁力共振機中

versus the right prefrontal cortex.

去測量左前額皮層

And Matthieu's happiness measure

和右前額皮層的相對活躍度。

is off the charts.

而 Mattieu 的快樂指數

He's by far the happiest man

是完全超出了圖表所顯示的。

ever measured by science.

他是到目前爲止

Which leads us to a question:

經由科學鑑定最快樂的人。

What was he thinking when he was being measured?

這不禁讓我們要問:

Perhaps something very naughty.

在他被測試的時候, 究竟他在想什麼呢?

(Laughter)

會不會是一些很頑皮可笑的東西？

Actually, he was meditating

（笑聲）

on compassion.

事實上, 他在襌修

Matthieu's own experience

冥想著慈悲。

is that compassion is the happiest state ever.

Matthieu 個人的經驗

Reading about Matthieu

慈悲就是他最快樂的狀態。

was one of the pivotal moments of my life.

在閱讀Mattieu 著作的時候

My dream

也是我人生很重要的時刻。

is to create the conditions

我的夢想

for world peace in my lifetime --

就是在我人生之中

and to do that

去創造世界和平的條件---

by creating the conditions

透過創造

for inner peace

內在和平

and compassion

以及慈悲的條件

on a global scale.

在全球的層面上

And learning about Matthieu

去創造世界和平的條件

gave me a new angle to look at my work.

在學習Matthieu的同時

Matthieu's brain scan shows

也給了我一個全新的角度去看待我的工作。

that compassion is not a chore.

馬修的腦掃描顯示

Compassion is something that creates happiness.

慈悲並不是乏味的例行工作。

Compassion is fun.

慈悲是一些可以創造快樂的事。

And that mind-blowing insight

慈悲是有趣的。

changes the entire game.

而這令人興奮的發現

Because if compassion was a chore,

改變了遊戲規則。

nobody's going to do it,

因為如果慈悲是一件乏味的例行公事

except maybe the Dalai Lama or something.

或許除了逹賴喇嘛這一類人之外--

But if compassion was fun,

沒有人會有興趣去做。

everybody's going to do it.

但如果慈悲是有趣的,

Therefore,

每個人都會願意去做。

to create the conditions for global compassion,

所以,

all we have to do

要為世界的慈悲創造條件,

is to reframe compassion

我們可以做的

as something that is fun.

就是把慈悲重新定義為

But fun is not enough.

是很有趣的事。

What if compassion

但純粹的有趣還是不足够的。

is also profitable?

如果慈悲

What if compassion is also good for business?

可以帶來利潤呢?

Then, every boss, every manager in the world,

如果慈悲對營商來說是好的呢?

will want to have compassion --

那麼, 世上每一個老闆, 每一個經理,

like this.

都會想有這樣的--

That would create the conditions

慈悲。

for world peace.

這會為世界和平

So, I started paying attention

創造條件。

to what compassion looks like in a business setting.

於是, 我開始留意

Fortunately, I didn't have to look very far.

在商業環境下的慈悲究竟該是怎樣。

Because what I was looking for was right in front of my eyes --

幸運的是, 我並不需要看得很遠。

in Google, my company.

因為我想找的, 正在我的眼前---

I know there are other compassionate companies in the world,

在谷歌, 我的公司。

but Google is the place I'm familiar with

我知道世上也有其他有慈心的公司,

because I've been there for 10 years,

但谷歌是一個我很熟悉的地方

so I'll use Google as the case study.

因為我在那裡已經待了十年了,

Google is a company

我用谷歌作為一個研究個案。

born of idealism.

谷歌是一個

It's a company that thrives on idealism.

生於理想主義的公司。

And maybe because of that,

它是一間在理想主義中長大的公司。

compassion is organic

也因為這樣,

and widespread company-wide.

這個慈悲是有機的

In Google, expressions of corporate compassion

也滲透在整個公司之中。

almost always follow the same pattern.

在谷歌, 公司慈悲為懷之心的表達

It's sort of a funny pattern.

差不多總在相同的模式之中。

It starts with a small group of Googlers

是種很有趣的模式。

taking the initiative to do something.

通常是由一小群谷歌人開始

And they don't usually ask for permission;

自發地去做一些事。

they just go ahead and do it,

他們通常不需要得到別人的許可

and then other Googlers join in, and it just gets bigger and bigger.

只是直接的去做便可

And sometimes it gets big enough

接著有其他的谷歌人加入, 慢慢的變大再變大。

to become official.

直到足够壯大的時候

So in other words,

便會變成了官方正式的規定。

it almost always starts from the bottom up.

換句話說,

And let me give you some examples.

差不多許多事都是從下而上開始的。

The first example is the largest annual community event --

讓我給你一些例子。

where Googlers from around the world

第一個例子是每年最大型的社區活動---

donate their labor to their local communities --

全世界的谷歌人

was initiated and organized

都會在當地的社區捐獻出他們的勞力---

by three employees

在這變成正式之前

before it became official,

其實是由三個僱員

because it just became too big.

自發的組織起來的---

Another example, three Googlers --

因為規模變得太大了。

a chef, an engineer

另一個例子, 三個谷歌人---

and, most funny, a massage therapist --

一個廚子, 一個工程師

three of them, they learned about a region in India

以及, 最有趣的, 一個按摩治療師---

where 200,000 people live

他們三個人, 知道在印度

without a single medical facility.

一個大約有二十萬人居住的地區

So what do they do?

卻沒有一間醫療的設施。

They just go ahead and start a fundraiser.

於是他們做了什麽?

And they raise enough money to build this hospital --

他們直接地去籌款

the first hospital of its kind

他們籌得足够的錢去建成一間醫院---

for 200,000 people.

這是第一間像這樣的

During the Haiti earthquake,

給這二十萬人的醫院。

a number of engineers and product managers

在海地地震的時候,

spontaneously came together

一群工程師及產品經理

and stayed overnight

自發地聚在一起

to build a tool

並且通宵留宿

to allow earthquake victims to find their loved ones.

去建造一個讓

And expressions of compassion

地震的災民可以找到他們所愛的人的工具。

are also found in our international offices.

同樣的慈悲的表達

In China for example,

在我們的國際事務辦事處也有。

one mid-level employee

譬如在中國

initiated the largest social action competition in China,

一個中層員工

involving more than 1,000 schools in China,

提出了一個全中國最大的社會行動比賽

working on issues

當中包括了中國一千多間學校

such as education, poverty,

一同去參與

health care and the environment.

教育、脫窮

There is so much organic social action

醫療衞生、以及環境等問題。

all around Google

在谷歌裡有許多這樣的

that the company decided to form

自發性有機性的社會行動

a social responsibility team

這使得公司決定去成立

just to support these efforts.

一個社會責任團隊

And this idea, again,

來支援這些工作。

came from the grassroots,

同樣的, 這些想法

from two Googlers who wrote their own job descriptions

也是從基層而來

and volunteered themselves for the job.

是由兩個谷歌人, 他們寫了這些工作的清單

And I found it fascinating

然後自己義務去做這些工作。

that the social responsibility team

我覺得這些都很有趣

was not formed as part of some grand corporate strategy.

這個社會責任團隊

It was two persons saying, "Let's do this,"

並不是由一個高高在上的公司策略而來的。

and the company said, "Yes."

這只是由兩個人說: 「讓我們來做，」

So it turns out

公司也說: 「好！」

that Google is a compassionate company,

於是便出現了

because Googlers found

谷歌是一間慈悲的公司，

compassion to be fun.

因為谷歌人覺得

But again, fun is not enough.

慈悲是有趣的。

There are also real business benefits.

但同樣, 光有趣是不足够的。

So what are they?

這裡也有真實的商業利益。

The first benefit of compassion

這些是什麼?

is that it creates highly effective business leaders.

慈悲的第一個利益是

What does that mean?

它創造了一些高效能的商業領袖。

There are three components of compassion.

這是什麼意思?

There is the affective component,

慈悲是有三個部份的：

which is, "I feel for you."

這裡有情感的部份

There is the cognitive component,

「我同情你。」

which is, "I understand you."

這裡也有理性認知的部份,

And there is a motivational component,

「我明白你。」

which is, "I want to help you."

以及也有一個誘導性的部份,

So what has this got to do with business leadership?

「我想幫你。」

According to a very comprehensive study

這些又跟商業領袖有什麼關係呢?

led by Jim Collins,

根據一個十分詳盡

and documented in the book "Good to Great,"

由Jim Collins 所帶領的研究顯示

it takes a very special kind of leader

這還紀載在一本叫: 『由好到偉大』的書中

to bring a company

有一種十分特別的領袖類型

from goodness to greatness.

可以帶領公司

And he calls them "Level 5 leaders."

由好變成偉大。

These are leaders

他把他們叫做 「第五層的領袖」

who, in addition to being highly capable,

這些領袖

possess two important qualities,

除了是很有能力之外

and they are

同時也擁有兩種特質

humility and ambition.

這些特質是

These are leaders

謙虛和野心。

who are highly ambitious for the greater good.

這些領袖

And because they're ambitious for a greater good,

對於為大眾的好處是非常的有野心的。

they feel no need to inflate their own egos.

也因為他們對大眾的好處很有野心,

And they, according to the research,

他們感到無需要去膨脹他們的自我,

make the best business leaders.

以及, 根據研究

And if you look at these qualities

他們變成了最好的商業領袖。

in the context of compassion,

假如在慈悲的背景之下,

we find

你看到這些特質

that the cognitive and affective components of compassion --

我們會發現

understanding people and empathizing with people --

慈悲裡的認知和情感部份---

inhibits, tones down,

明白別人, 以及同情別人

what I call the excessive self-obsession that's in us,

會抑制, 調低

therefore creating the conditions

我所謂的“過度的自我執著”--

for humility.

這也同時創造了

The motivational component of compassion

謙虛的條件。

creates ambition for greater good.

至於慈悲的誘導性部份

In other words,

也創造了為了大眾利益的企圖心。

compassion is the way to grow Level 5 leaders.

換句話說,

And this is the first compelling business benefit.

慈悲是孕育第五層領袖的方法。

The second compelling benefit of compassion

這是第一個令人難以抗拒的商業利益。

is that it creates an inspiring workforce.

第二個從慈悲而來的難以抗拒的好處

Employees mutually inspire each other

是它創造了一些很有啟發性的勞動力。

towards greater good.

僱員往往會互相啟發

It creates a vibrant, energetic community

去達成那個更偉大的好。

where people admire and respect each other.

它創造了一個生氣勃勃和有能量的社群

I mean, you come to work in the morning,

那裡的人都會互相欣賞和尊重。

and you work with three guys

譬如說, 你在早上來到公司

who just up and decide to build a hospital in India.

跟三個

It's like how can you not be inspired by those people --

剛決定去為印度建一間醫院的人共事。

your own coworkers?

你怎麽不會被這些人

So this mutual inspiration

也就是你自己的同事所啓發?

promotes collaboration,

所以, 這種相互啟發

initiative and creativity.

會提高合作,

It makes us a highly effective company.

自發性和創造力。

So, having said all that,

這就讓我們變成了一間十分高效能的公司

what is the secret formula

所以, 說了這麽多,

for brewing compassion

那麽在企業的環境之中

in the corporate setting?

去培育慈悲心的

In our experience,

秘密方程式是什麽?

there are three ingredients.

根據我們的經驗,

The first ingredient

這是有三個元素

is to create a culture

第一個元素

of passionate concern

是去創造

for the greater good.

一個慈悲為懷的文化

So always think:

為了更大的好

how is your company and your job

所以要常常去想

serving the greater good?

你的公司, 你的工作

Or, how can you further serve

可以怎樣去為更大的“好”來服務?

the greater good?

或是, 你怎樣可以更進一步

This awareness of serving the greater good

去為更大的“好”服務?

is very self-inspiring

這些去為更大的好去服務的醒悟

and it creates fertile ground

其實是十分自我啟發的

for compassion to grow in.

這也提供了一個

That's one.

讓慈悲文化萌芽的土壤。

The second ingredient

這是第一個

is autonomy.

第二個元素

So in Google, there's a lot of autonomy.

是自主性。

And one of our most popular managers jokes that,

在谷歌裡, 有很多的自主性。

this is what he says,

其中我們一個最受歡迎的經理, 常開玩笑說

"Google is a place

這是他說的:

where the inmates run the asylum."

「谷歌是一個

And he considers himself one of the inmates.

由病友去管理的精神病院。」

If you already have

他也自認為是其中一個病友。

a culture of compassion

假如你已經有

and idealism

慈悲心的文化

and you let your people roam free,

以及理想主義,

they will do the right thing

你能讓你的僱員自由,

in the most compassionate way.

他們便會以最慈悲的方法

The third ingredient

去做對的事。

is to focus on inner development

第三個元素

and personal growth.

是去關注他們的內在成長

Leadership training in Google, for example,

以及個人成長。

places a lot of emphasis on the inner qualities,

譬如說，在谷歌的領袖訓練,

such as self-awareness, self-mastery,

十分重視個人的內在質素,

empathy and compassion,

像是自覺性, 自我管理,

because we believe

同理心以及慈悲心等,

that leadership begins

因為我們相信

with character.

領導的才能

We even created a seven-week curriculum

是由性格開始的。

on emotion intelligence,

我們甚至設計了一個七星期

which we jokingly call "Searching Inside Yourself."

關於情緒智能的課程

It's less naughty than it sounds.

我們都開玩笑的叫這課程為「尋找你內在的自己」

So I'm an engineer by training,

其實它不如聽起來的佻皮。

but I'm one of the creators and instructors of this course,

我原本是工程師出身,

which I find kind of funny,

但我是這課程的設計者和導師之一,

because this is a company that trusts an engineer

我個人覺得這很有趣,

to teach emotion intelligence.

因為公司十分信任工程師

What a company.

可以去教情緒智能。

(Laughter)

這是什麼公司呀！

So "Search Inside Yourself" -- how does it work?

（笑聲）

It works in three steps.

這個“尋找你內在的自己”---是怎樣做到的?

The first step

有三個步驟

is attention training.

第一步

Attention is the basis

是專注力的訓練。

of all higher cognitive and emotional abilities.

專注力是所有

Therefore, any curriculum

更高層次的認知和情緒能力的基本。

for training emotion intelligence

所以, 任何的

has to begin with attention training.

訓練情緒智能的課程

The idea here is to train attention

都是由訓練專注力開始。

to create a quality of mind

背後的想法是, 由訓練專注力

that is calm and clear

去創造一個高素質的

at the same time.

同時也是

And this creates the foundation

平靜和清徹的心靈。

for emotion intelligence.

而這也創造了

The second step follows the first step.

情緒智商的基礎。

The second step is developing self-knowledge

第二步是接著第一步而來

and self-mastery.

第二步是發展自我認知

So using the supercharged attention from step one,

以及自我管理