最近我們服務(wù)的一位 CEO 表示：“疫情確實(shí)迫使我們?nèi)フ乙恍┍纫咔榍案玫淖龇?。我不想在疫情后放棄這些新方法，該怎么辦呢？”

A CEO we work with recently remarked, “Covid-19 has actually helped force us to find some new practices that are better than those we employed before the pandemic. I don’t want to lose those new practices when Covid-19 is over. So, what can we do?”

她的問題反映了許多人的想法——每個(gè)人都已經(jīng)適應(yīng)了疫情。然而，它也強(qiáng)調(diào)了一種隱含的信念，即這種情況完全是反常的，一定會(huì)過去，恢復(fù)到變化、不確定性和破壞性較低的“新常態(tài)”。

Her question is reflective of what we are seeing and hearing from many people – the Covid-19 pandemic has brought adaptation to the forefront of everyone’s minds. However, it also underscores an implicit belief that this situation is entirely anomalous, something that needs to be weathered before returning to a “new normal” with low levels of change, uncertainty, and disruption.

然而所有跡象都表明，不斷增加的波動(dòng)性、復(fù)雜性和快速變化已經(jīng)成為新常態(tài)，需要新的方法來推動(dòng)組織內(nèi)部變革——采用新方法動(dòng)員員工積極參與到收集意見、創(chuàng)建解決方案和提供領(lǐng)導(dǎo)力等工作中。

Yet, all indications are that increasing?volatility,?complexity, and rapid change?is?the new normal, which requires new ways to drive change within organizations — new ways that mobilize the employee base to actively participate in gathering insights, creating solutions, and providing leadership.

我們正在圍繞新興的變革科學(xué)建立一個(gè)框架，推動(dòng)構(gòu)建敏捷性和適應(yīng)性更強(qiáng)的組織。該框架基于三類研究：現(xiàn)代組織的結(jié)構(gòu)及其局限性（其以管理為中心的設(shè)計(jì)是為了提升可靠性與效率）、領(lǐng)導(dǎo)力和成功的組織變革、“人性”與對(duì)變革的抵抗及變革能力。

We are developing a framework around an emerging science of change that can be useful in this push to build more agile, adaptable organizations. It is grounded in three streams of research: the structure of the?modern organization?and its limitations (whose management-centric design was built for reliability and efficiency),?studies of leadership?and successful organizational change, and the study of “human nature” and our resistance or capacity to change.

生存與發(fā)展的區(qū)別

The difference between surviving and thriving

人類對(duì)多種變化懷有抵觸的同時(shí)，也會(huì)受好奇心驅(qū)使尋找新奇的事物。接受和抵觸變化的區(qū)別根源在于我們的大腦與身體之間的聯(lián)系。進(jìn)化造就了一個(gè)雙通道系統(tǒng)，負(fù)責(zé)我們?cè)诓淮_定時(shí)期的大部分反應(yīng)。生存通道被威脅激活，就會(huì)導(dǎo)致恐懼、焦慮和壓力等感覺。這些感覺會(huì)激活交感神經(jīng)系統(tǒng)，若無異常，會(huì)將所有的注意力集中在消除威脅上；發(fā)展通道被機(jī)會(huì)激活時(shí)，就會(huì)與興奮、激情、快樂和熱情等感覺相關(guān)聯(lián)。這些感覺會(huì)激活副交感神經(jīng)系統(tǒng)，讓我們拓寬思維，以新的方式進(jìn)行協(xié)作。

Human beings are resistant to many kinds of change. However, we are also a species driven by curiosity and programmed to seek out novelty. The difference between embracing and resisting change is rooted in our brain-body hardwiring. Evolution has resulted in a two-channel system, which is responsible for much of our response in times of uncertainty. The Survive Channel is activated by threats and leads to feelings of fear, anxiety, and stress. These triggers activate the sympathetic nervous system and, when working well, direct all attention toward eliminating the threat. By contrast, the Thrive Channel is activated by opportunities and is associated with feelings of excitement, passion, joy, and enthusiasm. These triggers activate the parasympathetic nervous system, allowing our mind to broaden its perspective and collaborate in new ways.

創(chuàng)造智能、快速的變革，意味著防止生存通道過載，同時(shí)在足夠數(shù)量的人群中激活發(fā)展通道，從而帶來更多創(chuàng)新、適應(yīng)和領(lǐng)導(dǎo)力。

Creating smart, fast change means preventing the Survive Channel from overheating while activating the Thrive Channel in sufficient numbers of people, leading to more innovation, adaptation, and leadership.?

回顧最近關(guān)于組織變革的報(bào)道，關(guān)于領(lǐng)導(dǎo)力的教訓(xùn)十分清晰——顯然需要更多人提供更多領(lǐng)導(dǎo)力。領(lǐng)導(dǎo)這一行為，而非領(lǐng)導(dǎo)者的職位，具有應(yīng)對(duì)當(dāng)今變革挑戰(zhàn)的能力。如今迫切需要重建現(xiàn)代組織，并創(chuàng)造一個(gè)能夠培養(yǎng)更多自主權(quán)、更高參與度和更強(qiáng)領(lǐng)導(dǎo)力的環(huán)境。

Reflecting on recent stories of organizational change, no single lesson comes across as clearly as one related to leadership — specifically, the need for more of it from more people. Leadership as a behavior, not a position, has the capacity to meet the change challenge of today. There is a strong need to reconstruct the modern organization and create an environment that fosters more autonomy, participation, and leadership.

生存通道相對(duì)強(qiáng)勢(shì)，再加上傳統(tǒng)管理系統(tǒng)強(qiáng)調(diào)的可靠性和效率，組織往往會(huì)使生存通道過載，而發(fā)展通道激活不足。領(lǐng)導(dǎo)者需要為自己和他人緩解過載的生存通道并擴(kuò)大發(fā)展通道，才能夠讓組織實(shí)現(xiàn)快速轉(zhuǎn)型和變革。

The relative strength of the Survive Channel, combined with the emphasis on reliability and efficiency reinforced by traditional management systems, leads to organizations that generally overheat the Survive Channel and under-activate the Thrive Channel. Organizations that can pivot and change quickly require leaders who can both calm an overheated Survive and amplify Thrive, for themselves and others.

調(diào)節(jié)生存通道

Modulating Survive

傳統(tǒng)的變革管理方法側(cè)重于時(shí)間表、預(yù)算、影響評(píng)估、文檔、廣播通信和管理控制，旨在減少阻力并提高采用率。雖然這些做法可以有效消除障礙并解決問題，但由于以管理為中心的“不得不”關(guān)注，也可能無意中激活生存通道。我們建議領(lǐng)導(dǎo)者充分利用以下策略來抑制生存通道對(duì)恐懼、焦慮和壓力的自然激活：

The traditional change management approach with its focus on timelines, budgets, impact assessments, documentation, broadcast communication, and management control is designed to?reduce resistance?and?increase adoption. While these practices can be effective at removing obstacles and solving problems, they also have the potential to inadvertently trigger a Survive response because of the management-centric “have to” focus. We recommend that leaders utilize the following tactics to curb the Survive channel’s natural activation of fear, anxiety, and stress:

減少噪音

Reduce the Noise

管理者和員工收到的可操作信息數(shù)量不斷增加，隨之而來分散注意力的“噪音”也隨之增加，為找到正確信息和做出正確決定增加了困難，同時(shí)容易觸發(fā)生存通道。電子表格、每月預(yù)算更新、客戶滿意度調(diào)查以及更多的業(yè)務(wù)運(yùn)營(yíng)都會(huì)給大腦制造威脅信息，讓人無法集中關(guān)注優(yōu)先事項(xiàng)、進(jìn)行創(chuàng)新。

While the amount of actionable information that managers and employees receive is increasing, it is accompanied by an even greater increase in distracting “noise.” This makes it harder to find the right information and make good decisions, but can also easily trigger the Survive Channel. Spreadsheets, monthly budget updates, customer satisfaction surveys, and many more artifacts of business operations can all provide some information that the brain views as threatening — making it impossible to focus clearly on the most important priorities, to innovate, or to develop new ideas.

為了減少這種噪音，領(lǐng)導(dǎo)者應(yīng)該捫心自問：哪些報(bào)告被發(fā)送給了對(duì)其沒用的員工？哪些活動(dòng)僅僅因?yàn)槭橇?xí)慣而繼續(xù)進(jìn)行？哪些指標(biāo)是多余的或收效甚微？會(huì)議、報(bào)告和一切重復(fù)活動(dòng)以什么頻率舉行更合適？

To reduce this noise, leaders should ask themselves: What reports are being sent to employees who have no real use for them? What activities are continuing simply because that is how we have always done things? What metrics are redundant or only marginally useful? What frequency is truly appropriate for meetings, reports, and any repeat activities?

令人驚訝的是，根據(jù)解決問題的有效性和激活生存通道的能力來評(píng)估行為，就可以消除大量噪音。如果某個(gè)特定活動(dòng)可能觸發(fā)組織中的生存通道，除非你確定該活動(dòng)對(duì)特定威脅有效，否則請(qǐng)務(wù)必叫停。

It is astonishing the amount of noise that can be eliminated by evaluating actions and initiatives through both their effectiveness at addressing a problem and their capacity to activate Survive. If a particular action is likely to trigger a Survive response in the organization, proceed only if you are convinced that it is addressing a?true?threat.

消除非必要的不確定性

Eliminate Unnecessary Uncertainty

不確定性甚至比已知威脅更嚴(yán)重，可能造成生存通道過度活躍。我們對(duì)威脅的自然反應(yīng)僅僅是專注于消除它，但是不確定的威脅很難解決，會(huì)導(dǎo)致生存通道長(zhǎng)期處于高度激活狀態(tài)。因此領(lǐng)導(dǎo)者最重要的職責(zé)之一就是盡可能地消除不確定性。

Uncertainty, even more so than known threats, can trigger an overactive Survive. Our natural response to a threat is to focus solely on eliminating it. But an uncertain threat is hard to address, leading to a prolonged state of highly activated Survive. This is why one of the most important roles for leaders is helping to remove uncertainty whenever possible.

領(lǐng)導(dǎo)者通常認(rèn)為，不提供信息要好于提供不完整的信息，但這樣做只會(huì)在員工中造成焦慮，或損害自己作為領(lǐng)導(dǎo)者的信譽(yù)。因?yàn)槲覀兲焐哂兴褜ね{的雷達(dá)，員工很可能用自己的假設(shè)“填補(bǔ)空白”。這些假設(shè)通常不準(zhǔn)確，或者是推測(cè)最壞的情況，進(jìn)一步加劇了焦慮和對(duì)生存通道的激活。對(duì)已知的、未知的、正在采取的行動(dòng)以及預(yù)期結(jié)果等保持透明，可以讓員工了解情況，防止員工產(chǎn)生毫無根據(jù)的恐懼或焦慮。

Leaders often believe that providing no information is better than incomplete information but doing so will only create anxiety amongst employees or hurt their credibility as a leader. Given our natural threat-seeking radar, employees are likely to “fill in the gaps” with their own assumptions. These assumptions are often inaccurate or presume worst-case scenario, further exacerbating anxiety and Survive activation. Transparency around what is known, what is unknown, what actions are being taken, and what outcomes are anticipated can provide context and prevent unfounded fear or anxiety.

激活發(fā)展通道

Activating Thrive

調(diào)節(jié)生存通道，可以給發(fā)展通道和相關(guān)的積極領(lǐng)導(dǎo)行為留出空間——高度參與、積極主動(dòng)、前瞻思維、創(chuàng)新和協(xié)作。想通過組織使更多人獲得領(lǐng)導(dǎo)力，必須高度激活發(fā)展通道，可以采用以下方法：

Modulating Survive creates space to activate Thrive and the associated positive leadership behaviors — high engagement, initiative, a forward-looking mindset, innovation, and collaboration. Leadership from more people through the organization is only possible when Thrive Channels are highly activated, using techniques such as:

依靠機(jī)會(huì)，而不僅僅是威脅

Lean on Opportunities, Not Just Threats

除了一些快速變化的創(chuàng)業(yè)環(huán)境，如今組織中很少有關(guān)于機(jī)會(huì)的對(duì)話。領(lǐng)導(dǎo)者通常會(huì)用“平臺(tái)著火”的方法來推動(dòng)變革——將眼前（通常是具有威脅性的）危機(jī)作為改變的導(dǎo)火索。這種恐懼驅(qū)動(dòng)的動(dòng)力鼓勵(lì)了一些初步行動(dòng)，但是會(huì)關(guān)閉發(fā)展通道?！捌脚_(tái)著火法”可能在需要更高強(qiáng)度或“更加努力工作”短暫爆發(fā)的情況下奏效，但在新想法或新工作方式對(duì)成功至關(guān)重要時(shí)碰壁。后者需要的是由獲得令人興奮的機(jī)會(huì)的渴望所激發(fā)的行動(dòng)。

Some fast-moving entrepreneurial settings aside, very little of the conversation in organizations today is about opportunity. Often, leaders resort to driving change through a burning platform — using an immediate (and often threatening) crisis as a tipping point for change. This fear-driven motivation encourages some initial action but shuts down Thrive. A burning platform may work in situations where more intensity or a short burst of “working harder” is needed, but it does not work where new ideas or new ways of working are critical to success. What?is?needed, in these cases, is action motivated by a desire to achieve an exciting opportunity.

面對(duì)挫折也要不懈地尋找機(jī)會(huì)，這就需要了解形勢(shì)。組織面臨什么樣的挑戰(zhàn)？通過創(chuàng)新可以實(shí)現(xiàn)什么？哪些客戶、員工、社區(qū)、供應(yīng)商或股東的需求沒有得到滿足？滿足這些需求能得到什么回報(bào)？回答這些問題并在組織中充分交流存在的可能，對(duì)激活發(fā)展通道，并使員工看到和抓住機(jī)會(huì)至關(guān)重要。交流抱負(fù)、可能性和激動(dòng)人心的前沿信息會(huì)觸動(dòng)人心，而不僅僅是頭腦。這會(huì)鼓勵(lì)員工自愿參與進(jìn)來——而不僅是出于責(zé)任。

Relentlessly finding opportunities, even when faced with setbacks, requires understanding the landscape. What are the organization’s challenges, and what is possible through innovation? What customer, employee, community, supplier, or shareholder needs are not being addressed, and what is the payoff of meeting those needs? Answering these questions and flooding the organization with communication about what’s possible is critical to activating Thrive and enabling employees to see and respond to opportunities. Communicating aspirations, possibilities, and exciting frontiers touches hearts, not just minds, which encourages people to engage almost voluntarily — not only because they have to.

慶祝進(jìn)步

Celebrate Progress

管理系統(tǒng)擅長(zhǎng)提供進(jìn)度報(bào)告和內(nèi)容更新——主要側(cè)重于評(píng)估績(jī)效，以便找出差距，并在需要時(shí)采取糾正措施。但這個(gè)系統(tǒng)缺少對(duì)成功的慶祝，慶祝成功對(duì)于說服懷疑論者、消除障礙以確保成功來說至關(guān)重要。認(rèn)可、交流和贊揚(yáng)里程碑式的成就或取得成功的試點(diǎn)工作，可以為維持變革提供所需要的積極能量。創(chuàng)造一個(gè)經(jīng)常大聲慶祝成功的環(huán)境，可以為啟動(dòng)尋找機(jī)會(huì)的雷達(dá)做好準(zhǔn)備，并且減少激活發(fā)展通道所需的能量。

Management systems are adept at providing reports and updates on progress — largely focused on assessing performance to identify gaps and take corrective action where required. What is missing is the celebration of success, which is critical for convincing skeptics and removing obstacles to successful implementation. Recognizing, communicating, and applauding the achievement of milestones or successful pilot efforts can provide the dose of positive energy needed to sustain the change effort. Creating an environment where success is celebrated frequently and loudly primes the opportunity-seeking radar and reduces the energy required to activate Thrive.

委托控制權(quán)

Delegate Control

我們最確定的發(fā)現(xiàn)之一是，成功的變革在早期得到了不同類型員工的廣泛參與和支持。員工會(huì)對(duì)自己協(xié)助創(chuàng)造的事物給予不成比例的高度重視，這種想法通常被稱為宜家效應(yīng)（Ikea effect），早在心理學(xué)文獻(xiàn)中有諸多記載。個(gè)人在決策中擁有更多自主權(quán)時(shí)，不僅會(huì)更加努力確保決策取得成功，也會(huì)以關(guān)注機(jī)會(huì)的主動(dòng)心態(tài)來對(duì)待它。這會(huì)激活發(fā)展通道和相應(yīng)的積極情緒：自豪和目標(biāo)感。

One of our clearest findings is that successful change efforts have early engagement and support from a broad, diverse employee base. The idea that people place a disproportionately high value on things they helped create, often referred to as the?Ikea effect, has been well documented in the psychology literature. When individuals have more agency in making decisions, they will not only be more committed to ensuring these decisions are successful, but they will also approach it from a “want-to,” opportunity-focused mindset. This activates Thrive and the corresponding positive emotions: pride and purpose.

團(tuán)隊(duì)、組織和整個(gè)社會(huì)，面臨的唯一最大挑戰(zhàn)，是要迅速適應(yīng)周圍環(huán)境日益增加的不確定性和復(fù)雜性。疫情期間，全球都經(jīng)歷過這種挑戰(zhàn)。在應(yīng)對(duì)這個(gè)變化越來越快的世界時(shí)，任何一個(gè)組織的成敗都可能影響成千上萬(wàn)人的生活。采取新方式，并將領(lǐng)導(dǎo)力視為每個(gè)人都可以展示的行為，我們就可以更好地應(yīng)對(duì)快速變化，構(gòu)建真正有利于成長(zhǎng)的工作場(chǎng)所和環(huán)境。

The single biggest challenge we face as teams, organizations, and a society at large is to adapt fast enough to match the increasing uncertainty and complexity around us.?We have experienced this on a global scale throughout the Covid-19 pandemic. Any single organization’s success or failure at dealing with this increasingly fast-changing world could affect the lives of many thousands of people. By acting in new ways and thinking of leadership as behaviors that we can all exhibit, we can better respond to rapid change, and create workplaces (and communities) that truly allow people to thrive.

約翰·科特是暢銷書作家，屢獲殊榮的商業(yè)和管理思想領(lǐng)袖，企業(yè)家，哈佛商學(xué)院名譽(yù)教授，《變革》（Change）作者之一。

凡妮莎·阿赫塔爾是 Kotter 的董事，負(fù)責(zé)公司復(fù)雜的轉(zhuǎn)型項(xiàng)目，《變革》作者之一。

高瑞夫·古普塔是 Kotter 董事，擁有為不同行業(yè)的客戶將戰(zhàn)略轉(zhuǎn)化為成功的實(shí)施的經(jīng)驗(yàn)，《變革》作者之一。

陳戰(zhàn)| 譯?? 蔣薈蓉 | 校?? 孫燕 | 編輯