Status Shuffle狀態(tài)洗牌

Another perceived impediment to effective teamwork is the way status is recognized within a corporate climate. Even when a team is composed of members who want to be there, are committed to the process, and are willing to communicate openly with each other, a team’s progress can be hobbled by the simple fact that team members are at different levels within a company hierarchy.?

有效團(tuán)隊(duì)合作的另一個(gè)障礙是在公司氛圍中如何識別狀態(tài)艰争。即使當(dāng)一個(gè)團(tuán)隊(duì)由希望參加會議，致力于流程并愿意彼此公開交流的成員組成時(shí)，團(tuán)隊(duì)成員處于公司中不同級別這一簡單事實(shí)也可能阻礙團(tuán)隊(duì)的進(jìn)步層次結(jié)構(gòu)甚颂。

Once a team gets working, that initial willingness to communicate can go right out the??window if nobody feels comfortable disagreeing with the VP at the end of the table or nobody considers that the new junior salesperson might have something worthwhile to say.

一旦團(tuán)隊(duì)開始工作躺苦，如果沒有人在表格末尾與VP意見不合直奋，或者沒有人認(rèn)為新的初級銷售人員可能有話要說逆皮，那么最初的溝通意愿就會消失无畔。

I like to think of our positions within a company as a combination of rank and status. Your job title is your rank and responsibilities within an organization. Your status is given to you by other people, or taken away by other people (either to your face or behind your back). In most cases someone with a high rank is going to be granted a great deal of status by coworkers—that’s the nature of a corporate ladder. Status isn’t just granted in regard to rank however; it depends on competence, communication, work ethic, leadership, personal relationships, and any number of other workplace variables.?

我喜歡將我們在公司中的職位視為職位和地位的結(jié)合啊楚。您的職務(wù)是您在組織中的職務(wù)和職責(zé)。您的身份是由其他人給予的浑彰，或者是由其他人帶走的（無論是正面還是背面）恭理。在大多數(shù)情況下，具有較高地位的人將被同事授予很高的地位-這是公司階梯的本質(zhì)郭变。但是颜价，地位不僅僅取決于等級。它取決于能力诉濒，溝通周伦，職業(yè)道德，領(lǐng)導(dǎo)才能未荒，個(gè)人關(guān)系以及其他許多工作場所變量专挪。

When a team is assembled of members who hold different ranks as well as differing status levels, it’s very easy for it to collapse under the weight of all the ensuing deference to hierarchy.11 If a team is to succeed, rank and status must be leveled—at least for specific, strategic periods.

當(dāng)一個(gè)團(tuán)隊(duì)由擁有不同等級和不同地位級別的成員組成時(shí)，很容易在隨之而來的所有對等級制度的尊重的壓力下崩潰片排。11如果團(tuán)隊(duì)要成功寨腔，就必須對等級和地位進(jìn)行分級-至少在特定的戰(zhàn)略時(shí)期內(nèi)。

You don’t think status matters? Test it for yourself with this exercise:?

你認(rèn)為地位不重要嗎率寡？通過以下練習(xí)自己進(jìn)行測試：

? Get a normal deck of 52 playing cards. Divide the deck in half so that you are working with only two suits: one red suit (either hearts or diamonds), and one black suit (spades or clubs).Shuffle these cards.

?獲得一張普通的52張撲克牌迫卢。將卡座分成兩半，這樣您就只能使用兩套西裝：一套紅色西裝（心形或菱形）和一套黑色西裝（黑桃或球桿）冶共。

? Assemble a team of six to ten people.

?組建一個(gè)六到十人的團(tuán)隊(duì)乾蛤。

? Everybody in the group selects one card from the deck, keeping it secret from the group. At this point no one knows what their card means. Put the card face down, to the side. It will not be used in Round 1.

?小組中的每個(gè)人都從卡組中選擇一張牌，將其保密捅僵。在這一點(diǎn)上家卖，沒人知道他們的卡意味著什么。將卡正面朝下放在一邊庙楚。第一輪將不會使用它篡九。

Round 1. Have the team huddle to come up with as many ideas as they can for a holiday party. The ideas should be detailed and cover all bases including specific foods (appetizers, main courses,desserts), drinks, entertainment, decorations, prizes, locations,and so on. This is a numbers game: the group must come up with as many ideas as possible, and you are to give them only 45–60 -seconds total. Stop the ideation exercise after that time.

第1輪。請團(tuán)隊(duì)成員提出一個(gè)盡可能多的度假聚會創(chuàng)意醋奠。創(chuàng)意應(yīng)該詳盡榛臼，并涵蓋所有基礎(chǔ)，包括特定食品（開胃菜窜司，主菜沛善，甜點(diǎn)），飲料塞祈，娛樂金刁，裝飾品，獎(jiǎng)品议薪，地點(diǎn)等尤蛮。這是一個(gè)數(shù)字游戲：小組必須提出盡可能多的想法，而您總共只能給他們45-60秒斯议。在那之后停止構(gòu)想練習(xí)产捞。

Round 2. All team members take their card and place it in front? of them face up so that the other members can see it. Now explain to the group that the rank of one’s card represents one’s status in the group: ace is the lowest status; king is the highest (the suit does not matter). Again, the rank of the card is that person’s status in this meeting. Once each member knows the status of the other members, the group continues the conversation, this time each member playing the status that is on his or her card.?

第2輪。所有團(tuán)隊(duì)成員都將他們的卡片正面朝上放置在他們面前哼御，以便其他成員可以看到它∨髁伲現(xiàn)在向小組說明一張卡片的等級代表該小組中的一個(gè)身份：ace是最低狀態(tài)；國王是最高的（西裝沒關(guān)系）恋昼。同樣看靠，卡片的等級是該人在此會議中的身份。一旦每個(gè)成員都知道其他成員的狀態(tài)液肌，組就會繼續(xù)進(jìn)行對話挟炬，這一次每個(gè)成員都在播放其卡片上的狀態(tài)。

As members interact with each other, remind them tobe aware of the status of the person they are talking to. Givethem three to five minutes for this conversation. Note: Do not remind them that their task is to come up with ideas for the holiday party! Allow them to take natural ownership for the progress of this meeting.

當(dāng)成員彼此互動(dòng)時(shí)嗦哆，提醒他們要注意與之交談的人的狀態(tài)谤祖。給他們?nèi)轿宸昼姷膶υ挄r(shí)間。注意：不要提醒他們吝秕，他們的任務(wù)是為假期聚會提出想法泊脐！讓他們自然擁有這次會議的進(jìn)度。

Very often people fall immediately into the trap of using the three to five minutes to emphasize their rank, drive their own agenda, and undercut every idea that isn’t theirs. The group almost completely loses sight of the point of their time together, which is to come up with ideas. They become singularly focused on their own agendas and where they are on the ladder.

很多時(shí)候烁峭，人們立即陷入使用三到五分鐘來強(qiáng)調(diào)自己的等級容客，制定自己的議程并削弱所有非他們的想法的陷阱。小組幾乎完全忘記了他們在一起的時(shí)間點(diǎn)约郁，即提出想法缩挑。他們變得單調(diào)地專注于自己的議程和階梯上的位置。

Round 3. Now the color of one’s card matters. If one’s card is a red? suit, the player aligns and agrees with other red-card holders only;if a black suit, he or she aligns and agrees with other black-card holders only. Encourage the group to interact with one another and to actively form teams within the team. Have them fight for their team’s ideas and put down the other team’s ideas; in other words, lower the other team’s status in the group while actively raising their own team’s status. Give them three to five minutes for this portion of the round. Again, do not remind them that their task is to come up with ideas for the holiday party! Allow them to take natural ownership for the progress of this meeting.

第三回合△廾罚現(xiàn)在供置，一張卡的顏色很重要。如果某人的牌是紅色西裝绽快，則玩家只能與其他紅牌持有者對齊并同意芥丧；如果是黑西裝紧阔，則他或她只能與其他黑卡持有者對齊并同意。鼓勵(lì)小組彼此互動(dòng)续担，并積極組建團(tuán)隊(duì)擅耽。讓他們?yōu)樽约簣F(tuán)隊(duì)的想法而戰(zhàn)，并放下另一個(gè)團(tuán)隊(duì)的想法物遇；換句話說乖仇，在積極提高自己團(tuán)隊(duì)的地位的同時(shí)，降低團(tuán)隊(duì)中其他團(tuán)隊(duì)的地位询兴。在此輪的這一部分中乃沙，讓他們?nèi)轿宸昼姟Ｍ瑯邮ⅲ灰嵝阉麄兙澹麄兊娜蝿?wù)是為假期聚會提出想法！讓他們自然擁有這次會議的進(jìn)度始衅。

By the time those final three to five minutes are up, a number of people are usually shouting at each other and group ideation has devolved?into attacks and accusations. No matter what anyone has to say, no matter what ideas are being presented, everyone is fully consumed with proving their rank, working from their own motivations, and driving their own agenda.

到最后三到五分鐘結(jié)束時(shí)冷蚂，通常會有很多人互相喊叫，而集體觀念已演變成攻擊和指責(zé)汛闸。不管任何人怎么說蝙茶，無論提出什么想法，每個(gè)人都會被證明自己的地位诸老，以自己的動(dòng)機(jī)努力并制定自己的議程而全神貫注隆夯。

Which round generated the most ideas? The answer is always? clear: Round 1. Even though the group had only 45–60 seconds to work with, they got the job done. More ideas were generated in that round than in the second or third rounds of three to five minutes, and usually more than in both of those final rounds combined. The most notable thing about this exercise is how fast people slip from divergent thinking into convergent thinking without realizing that they had the power of choice.

哪一輪產(chǎn)生的創(chuàng)意最多？答案總是很明確：第一輪别伏。盡管小組只有45-60秒的工作時(shí)間蹄衷，他們還是完成了工作。與第二輪或第三輪（三到五分鐘）相比厘肮，在這一輪中產(chǎn)生的想法更多愧口，通常比最后兩輪的總和還多。這項(xiàng)練習(xí)最值得注意的是类茂，人們在沒有意識到自己擁有選擇權(quán)的情況下耍属，從分歧思維轉(zhuǎn)變?yōu)橼呁季S的速度有多快。

They had a choice to use their rank as motivation to inform both individual and collective perspectives, and they had a choice to use it to drive their individual agendas. The team with a focused goal—a team in which every member was an equally valued participant—got the job done splendidly. The minute that individual agenda became more important than the mission, and teaming within the team took place, the mission failed.

他們可以選擇用自己的等級來激發(fā)個(gè)人和集體觀點(diǎn)的動(dòng)機(jī)巩检，也可以選擇使用等級來推動(dòng)自己的個(gè)人議程厚骗。目標(biāo)明確的團(tuán)隊(duì)-每個(gè)成員都是同等價(jià)值的參與者-出色地完成了工作。當(dāng)個(gè)人議程變得比任務(wù)重要時(shí)兢哭，以及團(tuán)隊(duì)內(nèi)部進(jìn)行團(tuán)隊(duì)合作的那一刻领舰，任務(wù)失敗了。

When I run this exercise in my programs and ask participants? which round felt more like the meetings everybody is used to going to, just about everybody votes for Round 2 or 3. Those rounds exem?plify what happens so often in real-world business situations: goals get knocked sideways by a room full of rank, status, emotions, personal agendas, and personal alliances.

當(dāng)我在程序中運(yùn)行此練習(xí)并詢問參與者時(shí)，每個(gè)回合都更像是每個(gè)人都參加的會議冲秽，幾乎每個(gè)人都為第二回合或第三回合投票舍咖。這些回合體現(xiàn)了在實(shí)際業(yè)務(wù)環(huán)境中經(jīng)常發(fā)生的情況：目標(biāo)被充斥著等級，地位锉桑，情緒谎仲，個(gè)人日程和個(gè)人同盟的房間所影響。

These can be difficult traps to avoid, though again, not every team in a business is going to be—or needs to be—a perfectly egalitarian democracy. There are certainly situations in which the status and company hierarchy is appropriate within the team. However, we’re looking at what goes wrong within teams, and if your team is struggling with communication, teamwork, trust, morale, creativity, risk taking,or adaptability, there’s a fair chance that its troubles are related to howstatus is being played out within the group.?

這些可能是很難避免的陷阱刨仑，盡管并非是每個(gè)企業(yè)中的每個(gè)團(tuán)隊(duì)都將成為（或需要成為）一個(gè)完全平等的民主國家。在某些情況下夹姥，團(tuán)隊(duì)中的狀態(tài)和公司層次結(jié)構(gòu)是適當(dāng)?shù)纳嘉洹５牵覀冋谘芯繄F(tuán)隊(duì)中出現(xiàn)了什么問題辙售，如果您的團(tuán)隊(duì)在溝通轻抱，團(tuán)隊(duì)合作，信任旦部，士氣祈搜，創(chuàng)造力，冒險(xiǎn)精神或適應(yīng)性方面苦苦掙扎士八，則很可能其問題與狀態(tài)的發(fā)揮有關(guān)在組內(nèi)容燕。

If a person is speaking as a job title rather than as a team member, the team is going to be negatively impacted.12 Few things squash open communication faster than a higher-up speaking from on high. There may be times when??people need to marry themselves to a specific agenda that is basedon their rank and job title; yet if that agenda doesn’t fit with a team’s agenda, the team suffers as do the individuals within it. Alignment is imperative.

如果一個(gè)人以職位名稱而不是團(tuán)隊(duì)成員的身份發(fā)言，則會給團(tuán)隊(duì)造成負(fù)面影響婚度。12很少有人會比從上而下的高發(fā)言更快地壓縮開放式溝通蘸秘。有時(shí)候，人們需要根據(jù)自己的職級和職稱將自己嫁給特定的議程蝗茁；但是醋虏，如果該議程與團(tuán)隊(duì)議程不符，團(tuán)隊(duì)和其中的每個(gè)人都會遭受痛苦哮翘。對齊勢在必行颈嚼。

All of the outside measures of status that we bring with us to a? team are much better set aside when a team begins to work together.Exhibiting your own status is not synonymous with achieving a team goal, and if you’re mostly concerned with the betterment of your own position rather than that of the team, you are working against the team (and quite possibly lowering your position outside the team).?

當(dāng)團(tuán)隊(duì)開始合作時(shí)，我們帶給團(tuán)隊(duì)的所有外部地位指標(biāo)都最好保留饭寺。展示自己的地位并不等于實(shí)現(xiàn)團(tuán)隊(duì)目標(biāo)阻课，并且如果您最關(guān)心的是改善您自己的位置而不是團(tuán)隊(duì)的位置，您正在與團(tuán)隊(duì)合作（并且很可能降低您在團(tuán)隊(duì)外部的職位）佩研。

If cliques—teams within the team—form around perceived status of members and begin to undermine each other, that works against the team’s success. If you are concerned with giving credit to an idea because you happen to like the person who comes up with it, or discrediting an idea because it comes from someone else, there’s little chance the best ideas will get the support required from the team (recall Del Close’s improv adage: “The worst idea with great support will go much further than the best idea with no support”).

如果團(tuán)體（團(tuán)隊(duì)內(nèi)部的團(tuán)隊(duì)）圍繞著成員的感知狀態(tài)形成并開始互相破壞柑肴，那么這不利于團(tuán)隊(duì)的成功。如果您是因?yàn)橄矚g某個(gè)創(chuàng)意的人而想贊美某個(gè)創(chuàng)意旬薯，或者因?yàn)槟硞€(gè)創(chuàng)意來自別人而讓一個(gè)創(chuàng)意聲名狼藉晰骑，那么最好的創(chuàng)意很少會得到團(tuán)隊(duì)的支持（召回Del Close的即興格言：“有最好支持的最壞主意比沒有支持的最佳主意要遠(yuǎn)得多”。

In the fall of 2014 in a Duke Fuqua Exec Ed program, I had the experience of running a “status leveling” exercise similar to the one I described above with a group that included a U.S. Navy captain who had been one of my biggest improv skeptics. Time after time as we ran through exercises, he didn’t feel he was getting any usable takeaways (“I can’t imagine going back to my superiors and suggesting any of this.?

2014年秋天，在杜克·富夸（Duke Fuqua）Exec Ed計(jì)劃中硕舆，我經(jīng)歷了一次與我上述類似的“狀態(tài)平衡”練習(xí)秽荞，其中包括一個(gè)美國海軍上尉，他是我最大的即興懷疑論者之一抚官。在我們進(jìn)行練習(xí)時(shí)扬跋，他一次又一次地感到自己沒有得到任何有用的收獲（“我無法想象回到上司并提出任何建議。

We don’t have time for this”.) In the status exercise his group had fantastic success coming up with ideas in the first, 45-second round; then it promptly imploded, generating zero ideas in ten minutes from rounds two and three combined.?

我們沒有時(shí)間做這件事凌节∏仗”）在狀態(tài)練習(xí)中，他的團(tuán)隊(duì)在第一輪45秒的比賽中提出了很多想法倍奢，取得了巨大的成功朴上。然后迅速爆發(fā)，在第二輪和第三輪相加后的十分鐘內(nèi)產(chǎn)生了零個(gè)想法卒煞。

The impact of this destructive meeting and the idea of setting rank aside—for a brief period, even within a hierarchy such as the military that functions on rank—hit the captain like a torpedo. Status leveling was now something he could make time for, and from that point forward the captain became the biggest improv advocate in the class, creating strong links to real-world applicability and discovering places to use a variety of improvisational tools and techniques, even within the ranked hierarchy of the military.

這次破壞性會議的影響和擱置職位的想法-在很短的時(shí)間內(nèi)痪宰，甚至在像軍方這樣的等級體系中-都像魚雷一樣擊中了船長。現(xiàn)在他可以騰出時(shí)間來提升狀態(tài)畔裕，從那時(shí)起衣撬，船長成為班上最大的即興倡導(dǎo)者，與現(xiàn)實(shí)世界的適用性建立了牢固的聯(lián)系扮饶，并找到了使用各種即興創(chuàng)作工具和技術(shù)的地方具练，甚至在軍隊(duì)的等級制度。

That captain’s “conversion” always puts me in mind of the team dynamics of an exceptionally high-functioning military team who know how to level status very effectively: the Blue Angels. The Blue Angels squadron is the United States Navy’s premier flight demonstration team, performing all across America. These flying aces are famous for their precision formations and coordinated, split-second maneuvering—a thrilling sight to anyone who’s ever watched them in action. What may be less known is how the team conducts postflight team debriefings, in which they beautifully demonstrate status leveling.

那個(gè)隊(duì)長的“轉(zhuǎn)變”總是讓我想到一個(gè)高功能的軍事團(tuán)隊(duì)的動(dòng)態(tài)贴届，他們知道如何非常有效地提高地位：藍(lán)色天使靠粪。藍(lán)天使中隊(duì)是美國海軍首屈一指的飛行表演隊(duì)，在美國各地都有演出毫蚓。這些飛行王牌以其精確的編隊(duì)和協(xié)調(diào)一致的瞬間操縱而聞名占键，這對于任何曾經(jīng)觀看過它們的人來說都是激動(dòng)人心的景象。人們可能不太了解的是團(tuán)隊(duì)如何進(jìn)行飛行后團(tuán)隊(duì)匯報(bào)元潘，他們在其中精美地展示了狀態(tài)提升畔乙。

?At the beginning of debriefings the members of the Angels liter?ally remove their rank, pulling off their varying stripes and insignias and setting them aside: rank is not useful in getting the most honest assessment of what went wrong and right with a flight, so—for the meeting—it is suspended.?

在開始匯報(bào)時(shí)，天使成員從文學(xué)上刪除了他們的等級翩概，拉開了他們各種各樣的條紋和徽章并將它們放在一邊：等級對于獲得最誠實(shí)的航班錯(cuò)誤和正確評估沒有幫助牲距，因此（對于會議）已暫停。

The only moment in which rank matters comes at the start of the debriefing, when the team captain speaks first and lets the other pilots know what he did wrong and how he could improve. With that example set, everyone else in the room is compelled to speak just as freely about what they can do to improve their performance. Every Angel ends his contribution to the debriefing by saying “Glad to be here”—a simple credo that powerfully puts the team and the operation above the individual.

等級問題的唯一時(shí)刻是在匯報(bào)開始時(shí)钥庇，即隊(duì)長首先講話并讓其他飛行員知道他做錯(cuò)了什么以及如何改善牍鞠。設(shè)置好該示例后，會議室中的其他所有人都被迫自由地談?wù)撍麄兛梢圆扇∧男┐胧﹣硖岣呖冃酪獭Ｃ總€(gè)天使都通過說“很高興來到這里”來結(jié)束對匯報(bào)的貢獻(xiàn)难述，這是一個(gè)簡單的信條，有力地將團(tuán)隊(duì)和行動(dòng)置于個(gè)人之上。