Cross-Silo Leadership
蒂齊亞納·卡夏羅（Tiziana Casciaro）艾米·埃德蒙森（Amy C. Edmondson）江素金（Sujin Jang）| 文 ? ? ??

Though most executives recognize the?importance of?breaking down silos to help people collaborate across boundaries, they struggle to make it happen. That’s understandable: It is devilishly difficult.

大多數(shù)高管都認(rèn)可打破孤島，幫助員工跨部門(mén)合作的重要性，但太難實(shí)現(xiàn)，這也情有可原，因?yàn)檫@件事的確難如登天。

Think about your own relationships at work—the people you report to and those who report to you, for starters. Now consider the people in other functions, units, or geographies whose work touches yours in some way. Which relationships get prioritized in your day-to-day job? We’ve posed that question to managers, engineers, salespeople, and consultants in companies around the world. The response we get is almost always the same: vertical relationships.?But when we ask, “Which relationships are most important for creating value for customers?” the answers flip. Today the vast majority of innovation and business-development opportunities lie in the interfaces between functions, offices, or organizations. In short, the integrated solutions that most customers want—but companies wrestle with developing—require horizontal collaboration.

先從你的職場(chǎng)關(guān)系說(shuō)起吧：想想你的上下級(jí)，然后考慮一下其他部門(mén)、分公司、異地和你工作有交集的人。日常工作中，誰(shuí)是你的優(yōu)先級(jí)？我們向全球多家公司的管理者、工程師、銷售人員以及咨詢顧問(wèn)提出了這個(gè)問(wèn)題，答案幾乎不謀而合：垂直關(guān)系。但當(dāng)我們問(wèn)道，“哪些關(guān)系最能夠?yàn)轭櫩蛣?chuàng)造價(jià)值？”答案恰恰相反。如今，企業(yè)多數(shù)創(chuàng)新和業(yè)務(wù)發(fā)展機(jī)會(huì)都來(lái)自不同部門(mén)、分支或機(jī)構(gòu)間的交流聯(lián)絡(luò)。簡(jiǎn)言之，需要水平協(xié)作提供的整合解決方案。

The value of horizontal teamwork is widely recognized. Employees who can reach outside their silos to find colleagues with complementary expertise learn more, sell more, and?gain skills?faster. Harvard’s?Heidi Gardner has found?that firms with more cross-boundary collaboration achieve greater customer loyalty and higher margins.?

大家都認(rèn)可水平協(xié)作的價(jià)值。能在部門(mén)外找到和自己專業(yè)互補(bǔ)的同事，這樣的人學(xué)得更多，業(yè)績(jī)更好，掌握技能更快。哈佛大學(xué)的海蒂·加德納（Heidi Gardner）發(fā)現(xiàn)，跨部門(mén)協(xié)作更多的機(jī)構(gòu)，利潤(rùn)更高，顧客更忠誠(chéng)。

The core challenges of operating effectively at interfaces are simple:?learning?about people on the other side and?relating?to them. But simple does not mean easy; human beings have always struggled to understand and relate to those who are different. Leaders need to help people develop the capacity to overcome these challenges on both individual and organizational levels. That means providing training in and support for four practices that enable effective interface work.

高效跨部門(mén)運(yùn)營(yíng)的核心挑戰(zhàn)很簡(jiǎn)單：了解對(duì)方并共情。但簡(jiǎn)單并不代表容易，人類總是很難理解并共情和自己不同的人。領(lǐng)導(dǎo)者需要從個(gè)人和機(jī)構(gòu)層面，幫助員工提高解決這些難題的能力。這意味著從四個(gè)方面入手，促進(jìn)高效跨部門(mén)合作，為員工提供培訓(xùn)和支持。

Develop and Deploy Cultural Brokers

培養(yǎng)并部署文化中介

Fortunately, in most companies there are people who already excel at interface collaboration. They usually have experiences and relationships that span multiple sectors, functions, or domains and informally serve as links between them. We call these people?cultural brokers.?Cultural brokers promote cross-boundary work in one of two ways: by acting as a?bridge?or as an?adhesive.

幸運(yùn)的是，多數(shù)企業(yè)都會(huì)有一些在跨部門(mén)合作方面很出色的人。他們通常擁有不同領(lǐng)域、部門(mén)或轄區(qū)的工作經(jīng)驗(yàn)或人脈，在非正式的情況下?lián)尾块T(mén)間的聯(lián)絡(luò)人，我們稱其為文化中介。文化中介通過(guò)兩種方式提高跨領(lǐng)域合作：作為橋梁或黏合劑。

A bridge offers himself as a go-between, allowing people in different functions or geographies to collaborate with minimal disruption to their day-to-day routine. Bridges are most effective when they have considerable knowledge of both sides and can figure out what each one needs.

橋梁是指，文化中介作為不同部門(mén)或地區(qū)的中間人，盡量讓大家在協(xié)作時(shí)，保證日常工作流程不被打亂。當(dāng)作為橋梁的中間人了解雙方領(lǐng)域，懂得雙方需要時(shí)，作用最大。

This is why the champagne and spirits distributor Mo?t Hennessy Espa?a hired two enologists, or wine experts, to help coordinate the work of its marketing and sales groups, which had a history of miscommunication and conflict. The enologists could relate to both groups equally: They could speak to marketers about the emotional content (the ephemeral “bouquet”) of brands, while also providing pragmatic salespeople with details on the distinctive features of products they needed to win over retailers. Understanding both worlds, the enologists were able to communicate the rationale for each group’s modus operandi to the other, allowing marketing and sales to work more synergistically even without directly interacting. This kind of cultural brokerage is efficient because it lets disparate parties work around differences without investing in learning the other side’s perspective or changing how they work. It’s especially valuable for one-off collaborations or when the company is under intense time pressure to deliver results.

鑒于此，香檳及酒類經(jīng)銷商酩悅軒尼詩(shī)（西班牙）聘請(qǐng)了兩位釀酒師（葡萄酒專家）幫助營(yíng)銷和銷售團(tuán)隊(duì)協(xié)調(diào)工作，這兩個(gè)部門(mén)在過(guò)去因?yàn)闇贤ㄕ`會(huì)，產(chǎn)生沖突。釀酒師可以設(shè)身處地為兩個(gè)部門(mén)著想：他們可以和營(yíng)銷人員溝通品牌的情感內(nèi)容（轉(zhuǎn)瞬即逝的“酒香”），也可以給實(shí)用主義的銷售人員提供產(chǎn)品區(qū)別性的特征細(xì)節(jié)，幫助他們獲得零售商的青睞。釀酒師理解這兩個(gè)部門(mén)的工作，可以向?qū)Ψ浇忉屃硪粋€(gè)部門(mén)的做法和邏輯，讓營(yíng)銷和銷售部門(mén)在即使沒(méi)有直接互動(dòng)的情況下更好地協(xié)作。這種文化中間人的操作是高效的，因?yàn)橥ㄟ^(guò)這種方式，不同部門(mén)的人可以求同存異地進(jìn)行合作，無(wú)需花時(shí)間學(xué)習(xí)對(duì)方的工作內(nèi)容，也不需要改變各自的工作方式。在一次性合作或公司需要即刻交付結(jié)果的情況下，更能體現(xiàn)這種方式的價(jià)值。

Adhesives, in contrast, bring people together and help build mutual understanding and lasting relationships. Take one manager we spoke with at National Instruments, a global producer of automated test equipment. He frequently connects colleagues from different regions and functions. “I think of it as building up the relationships between them,” he told us. “If a colleague needs to work with someone in another office or function, I would tell them, ‘OK, here’s the person to call.’ Then I’d take the time to sit down and say, ‘Well, let me tell you a little bit about how these guys work.’” Adhesives facilitate collaboration by vouching for people and helping them decipher one another’s language. Unlike bridges, adhesives develop others’ capacity to work across a boundary in the future without their assistance.

黏合劑則正好相反，它將大家聚在一起，增進(jìn)理解，形成持久關(guān)系。舉例說(shuō)，我們采訪了全球自動(dòng)化測(cè)試儀器生產(chǎn)商N(yùn)ationalInstruments的一位經(jīng)理，他經(jīng)常介紹不同地區(qū)和部門(mén)的同事認(rèn)識(shí)?！拔疫@么做是為幫助大家建立聯(lián)系?！彼f(shuō)，“如果一位同事需要和另一個(gè)辦公室或部門(mén)的同事合作，我會(huì)說(shuō)‘好的，你可以打給這個(gè)人’。然后我會(huì)花點(diǎn)時(shí)間坐下來(lái)告訴他‘這些同事的工作方式是這樣的，我給你簡(jiǎn)單介紹下’。”黏合劑通過(guò)為同事提供擔(dān)保，幫助彼此理解對(duì)方的溝通方式來(lái)促進(jìn)協(xié)作。和橋梁不同，黏合劑的目的是幫助其他人提高跨領(lǐng)域合作的能力，以便在未來(lái)可以不再需要協(xié)助，獨(dú)立合作。

Encourage People to Ask the Right Questions

鼓勵(lì)員工提出正確問(wèn)題

It’s nearly impossible to work across boundaries without asking a lot of questions. Inquiry is critical because what we see and take for granted on one side of an interface is not the same as what people experience on the other side.

跨界工作的過(guò)程中難以避免地要提出大量問(wèn)題。提問(wèn)至關(guān)重要，因?yàn)槲覀兯吹胶鸵暈槔硭?dāng)然的東西，對(duì)方的體驗(yàn)并不相同。

But all of us are vulnerable to forgetting the crucial practice of asking questions as we move up the ladder. High-achieving people in particular frequently fail to wonder what others are seeing. Worse, when we do recognize that we don’t know something, we may avoid asking a question out of (misguided) fear that it will make us look incompetent or weak. “Not asking questions is a big mistake many professionals make,” Norma Kraay, the managing partner of talent for Deloitte Canada, told us. “Expert advisers want to offer a solution. That’s what they’re trained to do.”

隨著在公司的不斷晉升，我們都很容易忘記提問(wèn)對(duì)于工作的重要性。表現(xiàn)出色的人尤其會(huì)常常忘記他人的視角。更糟的是，當(dāng)我們意識(shí)到自己確實(shí)不懂某些事，因?yàn)楹ε卤灰曌鳠o(wú)能或軟弱（錯(cuò)誤的恐懼），我們會(huì)避免提問(wèn)。“很多職場(chǎng)人士都會(huì)犯不提問(wèn)的大錯(cuò)，”加拿大德勤事務(wù)所人才管理合伙人諾爾瑪·克雷（Norma Kraay）告訴我們，“專業(yè)顧問(wèn)總想給出解決方案，這是他們一直以來(lái)所受的訓(xùn)練。”

Leaders can encourage inquiry in two important ways—and in the process help create an organization where it’s psychologically safe to ask questions.

領(lǐng)導(dǎo)者可以通過(guò)下面兩種方式鼓勵(lì)員工提問(wèn)，同時(shí)創(chuàng)造一個(gè)適宜的工作環(huán)境，讓員工感到可以安心提問(wèn)。

Be a role model.?When leaders show interest in what others are seeing and thinking by asking questions, it has a stunning effect: It prompts people in their organizations to do the same.

成為榜樣。當(dāng)領(lǐng)導(dǎo)者通過(guò)提問(wèn)，展現(xiàn)出對(duì)他人觀點(diǎn)和想法的興趣時(shí)，效果驚人：這會(huì)促使機(jī)構(gòu)中的員工效仿。

Asking questions also conveys the humility that more and more business leaders and researchers are pointing to as vital to success.?According to Laszlo Bock,?Google’s former senior vice president of people operations, humble people are better at bringing others together to solve tough problems. In a fast-changing business environment, humility—not to be confused with false modesty—is simply a strength. Its power comes from realism (as in?It really is a complex, challenging world out there; if we don’t work together, we don’t stand a chance).

很多企業(yè)領(lǐng)導(dǎo)者和研究人員都提到了謙遜對(duì)成功的重要性，提問(wèn)也傳達(dá)了謙遜的態(tài)度。谷歌前任人力運(yùn)營(yíng)高級(jí)副總裁拉斯洛·博克（Laszlo Bock）說(shuō)，謙遜的人能更好地凝聚眾人之力，解決難題。在快速變化的商業(yè)環(huán)境中，謙遜而非假謙虛，是一種力量，因?yàn)樗犀F(xiàn)實(shí)（商業(yè)環(huán)境復(fù)雜且充滿挑戰(zhàn)，如果我們不攜手合作，根本沒(méi)有任何機(jī)會(huì)）。

Teach employees the art of inquiry.?Training can help expand the range and frequency of questions employees ask and, according to?Hal Gregersen of the MIT Leadership Center,?can reinvigorate their sense of curiosity. But some questions are better than others.?And if you simply tell people to raise more questions, you might unleash interrogation tactics that inhibit rather than encourage the development of new perspectives. As MIT’s Edgar Schein explains in his book?Humble Inquiry,?questions are the secret to productive work relationships—but they must be driven by genuine interest in understanding another’s view.

傳授員工提問(wèn)的藝術(shù)。員工可以通過(guò)培訓(xùn)，拓展提問(wèn)范圍和頻率。麻省理工學(xué)院領(lǐng)導(dǎo)力中心哈爾·格雷格森（Hal Gregersen）認(rèn)為，培訓(xùn)還可以提振員工好奇心，但問(wèn)題質(zhì)量有高低之分。如果公司僅僅要求員工踴躍提問(wèn)，可能會(huì)引發(fā)訊問(wèn)戰(zhàn)術(shù)，妨礙而非鼓勵(lì)新角度。MIT的艾德加·施恩（Edgar Schein）在著作《謙遜提問(wèn)》（Humble Inquiry）中解釋道，提問(wèn)是富有成效的工作關(guān)系的秘訣，但提問(wèn)的原因必須是真心想了解對(duì)方的觀點(diǎn)。

It’s also important to learn how to request information in the least biased way possible. This means asking open-ended questions that minimize preconceptions, rather than yes-or-no questions. For instance, “What do you see as the key opportunity in this space?” will generate a richer dialogue than “Do you think this is the right opportunity to pursue?”

另一個(gè)很重要的因素是，要學(xué)習(xí)如何盡可能以不帶偏見(jiàn)的方式索要信息。這意味著提出不易引發(fā)偏見(jiàn)的開(kāi)放式問(wèn)題，而不是答案為“是或否”的問(wèn)題。例如，“你認(rèn)為這個(gè)領(lǐng)域的關(guān)鍵機(jī)會(huì)是什么？”這樣的提問(wèn)比“你認(rèn)為這個(gè)機(jī)會(huì)應(yīng)該抓住嗎？”更能引發(fā)豐富的對(duì)話。

How you process the answers also matters. It’s natural, as conversations unfold, to assume you understand what’s being said. But what people hear is biased by their expertise and experiences. So it’s important to train people to check whether they’re truly getting their colleagues’ meaning, by using language like “This is what I’m hearing—did I miss anything?” or “Can you help me fill in the gaps?” or “I think what you said means the project is on track. Is that correct?”

處理答案的方式也很重要。隨著談話展開(kāi)，對(duì)方會(huì)覺(jué)得你聽(tīng)懂了他的意思，但每個(gè)人對(duì)問(wèn)題的理解會(huì)受專業(yè)和經(jīng)驗(yàn)影響。因此，可以培訓(xùn)員工通過(guò)詢問(wèn)“我是這么理解你的話的——有沒(méi)有漏掉什么？”或者“有個(gè)地方我不理解，你能幫我解釋下嗎？”或者“我覺(jué)得你的意思是項(xiàng)目正走上正軌，是這樣嗎？”等方式，確保自己理解了同事的意思。

Finally, periodic temperature taking is needed to examine the collaborative process itself. The only way to find out how others are experiencing a project or relationship is by asking questions such as “How do you think the project is going?” and “What could we do to work together more effectively?”

最后，有必要定期“量體溫”，檢查協(xié)作流程是否順暢。想要理解他人對(duì)某個(gè)項(xiàng)目或關(guān)系的感受，唯一的方式是通過(guò)提問(wèn)，例如“你覺(jué)得項(xiàng)目進(jìn)行得如何？”和“為了合作更高效，我們可以做些什么？”

Get People to See the World Through Others’ Eyes

讓員工站在他人角度思考問(wèn)題

It’s vital, therefore, to help people learn how to take the perspectives of others.

幫助員工理解如何從他人角度思考問(wèn)題也至關(guān)重要。

In a study of jazz bands and Broadway productions, Brian Uzzi of?Northwestern University found?that leaders of successful teams had an unusual ability to assume other people’s viewpoints. These leaders could speak the multiple “l(fā)anguages” of their teammates. Other research has shown that when members of a diverse team proactively take the perspectives of others, it enhances the positive effect of information sharing and increases the team’s creativity.

西北大學(xué)布萊恩·烏奇（Brian Uzzi）在研究爵士樂(lè)隊(duì)和百老匯戲劇制作時(shí)，發(fā)現(xiàn)成功團(tuán)隊(duì)領(lǐng)導(dǎo)者特別擅長(zhǎng)理解他人觀點(diǎn)。這些領(lǐng)導(dǎo)者可以用團(tuán)隊(duì)成員的“語(yǔ)言”溝通。其他研究表明，多樣化團(tuán)隊(duì)的成員主動(dòng)站在他人角度思考問(wèn)題時(shí)，會(huì)提高信息分享的積極效果，增加團(tuán)隊(duì)創(chuàng)造力。

Leaders can provide some motivation by emphasizing to their teams how much the integration of diverse expertise enhances new value creation. But a couple of other tactics will help:

領(lǐng)導(dǎo)者可以采取以下策略幫助員工從他人角度思考：

Organize cross-silo dialogues.?Instead of holding one-way information sessions, leaders should set up cross-silo discussions that help employees see the world through the eyes of customers or colleagues in other parts of the company. The goal is to get everyone to share knowledge and work on synthesizing that diverse input into new solutions. This happens best in face-to-face meetings that are carefully structured to allow people time to listen to one another’s thinking. Sometimes the process includes customers; one consulting firm we know started to replace traditional meetings, at which the firm conveyed information to clients, with a workshop format designed to explore questions and develop solutions in?collaboration?with them. The new format gives both the clients and the consultants a chance to learn from each other.

組織跨部門(mén)對(duì)話。領(lǐng)導(dǎo)者應(yīng)該放棄單向信息分享會(huì)議，促進(jìn)跨部門(mén)討論，幫助員工通過(guò)客戶或其他部門(mén)同事的角度思考問(wèn)題。目標(biāo)是讓大家共享知識(shí)，齊心協(xié)力工作，各展所長(zhǎng)，打造新的解決方案。在精心設(shè)計(jì)的面對(duì)面會(huì)議中，大家可以有時(shí)間傾聽(tīng)彼此的想法，這樣效果最佳。有時(shí)客戶也會(huì)參加。我們所知道的一家咨詢公司，已經(jīng)開(kāi)始用這種方式替代傳統(tǒng)會(huì)議，公司在會(huì)議上向客戶傳達(dá)信息，以工作坊的形式，和客戶探索問(wèn)題并研究解決方案。新形式讓客戶和顧問(wèn)有機(jī)會(huì)互相學(xué)習(xí)。

Hire for curiosity and empathy.?You can boost your company’s capacity to see the world from different perspectives by bringing on board people who relate to and sympathize with the feelings, thoughts, and attitudes of others. Southwest Airlines, which hires fewer than?2% of all applicants,?selects people with empathy and enthusiasm for customer service, evaluating them through behavioral interviews (“Tell me about a time when…”) and team interviews in which candidates are observed interacting.

雇用有好奇心和同理心的人。你可以在招聘時(shí)，尋找能體會(huì)他人感受、想法以及態(tài)度的人。西南航空公司的錄取率不足2%，公司會(huì)選擇對(duì)客戶服務(wù)有同理心和熱情的人，通過(guò)行為采訪（“給我講一件你??的事情”）評(píng)估候選人，在團(tuán)隊(duì)采訪中觀察候選人和其他人的互動(dòng)。

Broaden Your Employees’ Vision

拓展員工視野

Here are some ways that leaders can create opportunities for employees to widen their horizons, both within the company and beyond it.

領(lǐng)導(dǎo)者可以通過(guò)以下方式，為員工在公司內(nèi)外創(chuàng)造拓展視野的機(jī)會(huì)。

Bring employees from diverse groups together on initiatives.?As a rule, cross-functional teams give people across silos a chance to identify various kinds of expertise within their organization, map how they’re connected or disconnected, and see how the internal knowledge network can be linked to enable valuable collaboration.

在項(xiàng)目中召集來(lái)自不同團(tuán)隊(duì)的員工。跨部門(mén)團(tuán)隊(duì)會(huì)給不同部門(mén)員工提供機(jī)會(huì)，找出各自在組織中的專長(zhǎng)，梳理彼此溝通順暢或不暢的情況，思考怎樣連接內(nèi)部知識(shí)網(wǎng)絡(luò)，從而帶來(lái)價(jià)值協(xié)作。

At one global consulting firm, the leader of the digital health-care practice used to have its consultants speak just to clients’ CIOs and CTOs. But she realized that that “unnecessarily limited the practice’s ability to identify opportunities to serve clients beyond IT,” she says. So she began to set up sessions with the entire C-suite at clients and brought in consultants from across all her firm’s health-care practices—including systems redesign, operations excellence, strategy, and financing—to provide a more integrated look at the firm’s health-care innovation expertise.

在一家全球咨詢公司，數(shù)字醫(yī)療實(shí)踐部門(mén)的負(fù)責(zé)人過(guò)去只讓顧問(wèn)和客戶企業(yè)的CIO以及CTO溝通。但她意識(shí)到這樣做“限制了機(jī)構(gòu)發(fā)現(xiàn)機(jī)會(huì)、服務(wù)除IT以外客戶的能力”。因此，她開(kāi)始約見(jiàn)所有C級(jí)高管，并組織全公司醫(yī)療實(shí)踐部門(mén)，包括系統(tǒng)再設(shè)計(jì)、運(yùn)營(yíng)、戰(zhàn)略及金融部門(mén)的顧問(wèn)，為該公司的醫(yī)療創(chuàng)新能力提供更整合的看法。

Those meetings allowed the consultants to discover the connections among the practices in the health-care division, identify the people best positioned to bridge the different practices, and see novel ways to combine the firm’s various kinds of expertise to meet clients’ needs. That helped the consultants spot value-generating opportunities for services at the interfaces between the practices. The new approach was so effective that, in short order, the leader was asked to head up a new practice that served as an interface across all the practices in the IT division so that she could replicate her success in other parts of the firm.

通過(guò)這些會(huì)議，咨詢顧問(wèn)發(fā)現(xiàn)了各個(gè)醫(yī)療實(shí)踐部門(mén)之間的聯(lián)系，找出最適合擔(dān)任不同實(shí)踐部門(mén)橋梁的人，獲得整合企業(yè)不同專業(yè)知識(shí)，滿足客戶需求的全新方式。顧問(wèn)因此在不同實(shí)踐部門(mén)的交界面，發(fā)現(xiàn)了創(chuàng)造價(jià)值的服務(wù)機(jī)會(huì)。新方法效果很好，該負(fù)責(zé)人很快被任命為新實(shí)踐部門(mén)的領(lǐng)導(dǎo)，負(fù)責(zé)連接所有IT部門(mén)的實(shí)踐活動(dòng)，在公司其他部門(mén)復(fù)制這一成功模式。

Urge employees to explore distant networks.?Employees also need to be pushed to tap into expertise outside the company and even outside the industry. The domains of human knowledge span science, technology, business, geography, politics, history, the arts, the humanities, and beyond, and any interface between them could hold new business opportunities. Consider the work of the innovation consultancy IDEO. By bringing design techniques from technology, science, and the arts to business, it has been able to create revolutionary products, like the first Apple mouse (which it developed from a Xerox PARC prototype into a commercial offering), and help companies in many industries embrace design thinking as an innovation strategy.

鼓勵(lì)員工拓展網(wǎng)絡(luò)。企業(yè)需要敦促員工在公司外甚至行業(yè)外挖掘?qū)I(yè)知識(shí)。人類的知識(shí)領(lǐng)域跨越自然科學(xué)、技術(shù)、商業(yè)、地理、政治、歷史、藝術(shù)和人文科學(xué)等，任何交界面都存在新的商業(yè)機(jī)會(huì)。以創(chuàng)新咨詢公司IDEO的實(shí)踐為例。該公司將科技、自然科學(xué)和藝術(shù)中的設(shè)計(jì)技巧帶入商業(yè)世界，打造出革命性的產(chǎn)品，例如第一款蘋(píng)果鼠標(biāo)（從帕洛阿爾托研究中心的原型發(fā)展為一款行業(yè)產(chǎn)品），幫助多個(gè)行業(yè)的公司將設(shè)計(jì)思維作為創(chuàng)新戰(zhàn)略。

Breaking Down Silos.?In today’s economy everyone knows that finding new ways to combine an organization’s diverse knowledge is a winning strategy for creating lasting value. But it doesn’t happen unless employees have the opportunities and tools to work together productively across silos. To unleash the potential of horizontal collaboration, leaders must equip people to learn and to relate to one another across cultural and logistical divides. The four practices we’ve just described can help.

打破孤島。在如今的經(jīng)濟(jì)環(huán)境下，大家都知道尋找能整合機(jī)構(gòu)多樣化知識(shí)的新方式，是創(chuàng)造持久價(jià)值的贏者戰(zhàn)略。但只有員工擁有機(jī)會(huì)和工具后，打破孤島的高效合作才能成為現(xiàn)實(shí)。為了釋放水平協(xié)作的潛力，領(lǐng)導(dǎo)者必須給員工機(jī)會(huì)學(xué)習(xí)并理解不同文化和地區(qū)背景下的同事。我們?cè)谏衔拿枋龅乃姆N方法會(huì)有所幫助。

Not only is each one useful on its own in tackling the distinct challenges of interface work, but together these practices are mutually enhancing: Engaging in one promotes competency in another. Deploying cultural brokers who build connections across groups gets people to ask questions and learn what employees in other groups are thinking.?

每種方法都可以解決一種交界面工作的獨(dú)特挑戰(zhàn)，四種方法互為助力：采用一種方法可以提高另一種方法的能力。在機(jī)構(gòu)中安排促進(jìn)不同團(tuán)隊(duì)溝通的文化中介，可以讓員工有機(jī)會(huì)提問(wèn)并了解其他團(tuán)隊(duì)的想法。

When people start asking better questions, they’re immediately better positioned to understand others’ perspectives and challenges. Seeing things from someone else’s perspective—walking in his or her moccasins—in turn makes it easier to detect more pockets of knowledge. And network scanning illuminates interfaces where cultural brokers might be able to help groups collaborate effectively.

當(dāng)員工開(kāi)始提出更好的問(wèn)題，很快會(huì)理解他人的觀點(diǎn)和挑戰(zhàn)。站在別人的角度看問(wèn)題——設(shè)身處地——會(huì)讓員工更容易發(fā)現(xiàn)更多知識(shí)領(lǐng)域。通過(guò)在各個(gè)領(lǐng)域搜索，可以找到文化中介幫助團(tuán)隊(duì)高效協(xié)作的交界面。

Over time these practices—none of which require advanced degrees or deep technical smarts—dissolve the barriers that make boundary-crossing work so difficult. When leaders create conditions that encourage and support these practices, collaboration across the interface will ultimately become second nature.

這些方法都不需要多么高深的技術(shù)智能，但假以時(shí)日，會(huì)逐漸消除跨領(lǐng)域工作的障礙。領(lǐng)導(dǎo)者為這些實(shí)踐創(chuàng)造出適宜條件后，交界面的協(xié)作會(huì)水到渠成。

蒂齊亞納·卡夏羅是多倫多羅特曼管理學(xué)院組織行為學(xué)教授。艾米·埃德蒙森是哈佛商學(xué)院領(lǐng)導(dǎo)力和管理學(xué)Novartis教授，著有《無(wú)畏的組織》（The Fearless Organization）一書(shū)（2019年，Wiley出版社）。江素金是英士國(guó)際商學(xué)院組織行為學(xué)助理教授。

牛文靜 | 譯?? 時(shí)青靖 | 校?? 李源| 編輯

本文有刪節(jié)，原文參見(jiàn)《哈佛商業(yè)評(píng)論》中文版2019年6月刊。?