當(dāng)碧昂斯（Beyoncé藕咏，美國(guó)女歌手）巡回演唱時(shí)状知，在演唱中，她處在表現(xiàn)區(qū)孽查，不過(guò)每天晚上回到酒店饥悴，就進(jìn)入學(xué)習(xí)區(qū)。她觀看剛剛錄制的演唱視頻，尋找能改善的缺陷西设，對(duì)象包括她自己瓣铣、她的伴舞和攝影師。第二天早上贷揽，這些人都會(huì)得到好幾張紙的筆記棠笑，寫滿了可以改進(jìn)的地方。接下來(lái)他們就要不斷改善禽绪，力爭(zhēng)在下一場(chǎng)演唱會(huì)中做的更好蓖救。這是一個(gè)螺旋式的進(jìn)步，但我們要知道我們何時(shí)學(xué)習(xí)印屁、何時(shí)工作循捺，兩者不要混淆。在我們需要在兩者上都花時(shí)間的時(shí)候雄人，我們?cè)趯W(xué)習(xí)區(qū)待的越久从橘、提高的越大。
When Beyoncé is on tour, during the concert, she's in her performance zone, but every night when she gets back to the hotel room, she goes right back into her learning zone. She watches a video of the show that just ended. She identifies opportunities for improvement, for herself, her dancers and her camera staff. And the next morning, everyone receives pages of notes with what to adjust, which they then work on during the day before the next performance. It's a spiral to ever-increasing capabilities, but we need to know when we seek to learn, and when we seek to perform, and while we want to spend time doing both, the more time we spend in the learning zone, the more we'll improve.
那我們?cè)鯓硬拍苡懈鄷r(shí)間在學(xué)習(xí)區(qū)呢柠衍？
首先洋满，我們必須相信并了解我們可以進(jìn)步，我們稱之為“進(jìn)步大腦機(jī)制”珍坊。
其次牺勾，我們必須想要在某項(xiàng)特定技能上有所提升。一定要有我們關(guān)心的目標(biāo)阵漏，因?yàn)檫@需要時(shí)間和汗水驻民。
再其次，我們必須知道如何提高履怯，我們能做些什么回还。而不是像我年輕時(shí)彈吉他一樣，把幾首歌翻來(lái)覆去的彈叹洲，不進(jìn)行任何的刻意練習(xí)柠硕。
最后，我們需要在低風(fēng)險(xiǎn)條件下运提。因?yàn)槿绻e(cuò)誤是可以接受的蝗柔，那發(fā)生錯(cuò)誤的后果一定不能太嚴(yán)重。一個(gè)走鋼絲的雜技演員不能在下面沒有防護(hù)網(wǎng)的情況下練習(xí)新的雜技民泵，而一個(gè)運(yùn)動(dòng)員不能在冠軍賽中首次嘗試一個(gè)新的動(dòng)作癣丧。
So how can we spend more time in the learning zone? First, we must believe and understand that we can improve, what we call a growth mindset. Second, we must want to improve at that particular skill. There has to be a purpose we care about, because it takes time and effort. Third, we must have an idea about how to improve, what we can do to improve, not how I used to practice the guitar as a teenager, performing songs over and over again, but doing deliberate practice. And fourth, we must be in a low-stakes situation, because if mistakes are to be expected, then the consequence of making them must not be catastrophic, or even very significant. A tightrope walker doesn't practice new tricks without a net underneath, and an athlete wouldn't set out to first try a new move during a championship match.
我們把大部分時(shí)間都花在表現(xiàn)區(qū)的一個(gè)原因是我們所處的環(huán)境時(shí)常是高風(fēng)險(xiǎn)的，而這其實(shí)并沒有必要栈妆。我們給每一個(gè)人創(chuàng)造了一個(gè)社交風(fēng)險(xiǎn)胁编，即使是在我們應(yīng)該學(xué)習(xí)的學(xué)校也是如此厢钧。我并不是在說(shuō)標(biāo)準(zhǔn)化考試，我說(shuō)的是在學(xué)校里的每一天嬉橙。很多人從小學(xué)到大學(xué)都認(rèn)為一旦他們犯錯(cuò)早直，別人就會(huì)看輕他們。這也不奇怪他們總是壓力很大市框，并且不愿意為學(xué)習(xí)冒險(xiǎn)莽鸿。學(xué)生們知道錯(cuò)誤并不討喜，而老師和家長(zhǎng)都只渴望聽到正確的答案拾给。我們拒絕錯(cuò)誤，而不是擁抱錯(cuò)誤并從中學(xué)習(xí)兔沃。我們期待特定的答案蒋得，而不是鼓勵(lì)學(xué)生開放式思考。其實(shí)乒疏，從這些開放性思考中我們都可以學(xué)到很多额衙。當(dāng)所有的作業(yè)都有一個(gè)分?jǐn)?shù)或評(píng)級(jí)，甚至還會(huì)算入期末考試怕吴，而不是用來(lái)練習(xí)窍侧、犯錯(cuò)、反饋和改正時(shí)转绷，我們就在告訴學(xué)生學(xué)校是一個(gè)表現(xiàn)區(qū)伟件。
One reason that in our lives we spend so much time in the performance zone is that our environments often are, unnecessarily, high stakes. We create social risks for one another, even in schools which are supposed to be all about learning, and I'm not talking about standardized tests. I mean that every minute of every day, many students in elementary schools through colleges feel that if they make a mistake, others will think less of them. No wonder they're always stressed out and not taking the risks necessary for learning. But they learn that mistakes are undesirable inadvertently when teachers or parents are eager to hear just correct answers and reject mistakes rather than welcome and examine them to learn from them, or when we look for narrow responses rather than encourage more exploratory thinking that we can all learn from. When all homework or student work has a number or a letter on it, and counts towards a final grade, rather than being used for practice, mistakes, feedback and revision, we send the message that school is a performance zone.
在我們上班的地方也是這樣。在我指導(dǎo)咨詢的一些公司中议经，我經(jīng)掣耍看到零缺陷執(zhí)行文化，領(lǐng)導(dǎo)們建立這些文化以鼓勵(lì)出色的工作表現(xiàn)煞肾。但這讓員工待著他們自己的已知的圈子內(nèi)咧织，不去嘗試新的東西。所以公司很難創(chuàng)新籍救、有所提升习绢，最終落后于人。
The same is true in our workplaces. In the companies I consult with, I often see flawless execution cultures which leaders foster to encourage great work. But that leads employees to stay within what they know and not try new things, so companies struggle to innovate and improve, and they fall behind.
我們可以通過(guò)對(duì)話蝙昙，商議我們何時(shí)處于哪個(gè)區(qū)域闪萄，從而創(chuàng)造更多的進(jìn)步空間。我們可以在哪些地方做的更好耸黑，如何去做桃煎？我們何時(shí)該執(zhí)行任務(wù)、將錯(cuò)誤將至最低大刊？通過(guò)這種方式为迈，我們清晰地明白我們?cè)撛谑裁吹胤阶龀龀錾谋憩F(xiàn)三椿，又在什么時(shí)候通過(guò)什么方式支持理解別人？
We can create more spaces for growth by starting conversations with one another about when we want to be in each zone. What do we want to get better at and how? And when do we want to execute and minimize mistakes? That way, we gain clarity about what success is, when, and how to best support one another.
但如果我們發(fā)現(xiàn)自己處在一個(gè)漫長(zhǎng)的高風(fēng)險(xiǎn)狀態(tài)下葫辐，覺得無(wú)法進(jìn)行那樣的對(duì)話搜锰，那該怎么辦？作為個(gè)人耿战，我們可以做到如下三點(diǎn)蛋叼。
一、在高風(fēng)險(xiǎn)的環(huán)境下剂陡，我們自己創(chuàng)造低風(fēng)險(xiǎn)的狀態(tài)狈涮。這種情況下，錯(cuò)誤的風(fēng)險(xiǎn)很小鸭栖。比如歌馍，我們可以找一個(gè)導(dǎo)師或值得信任的同事，互換想法晕鹊、相互批評(píng)松却、甚至是角色扮演。亦或者溅话，隨著項(xiàng)目的開展晓锻，我們進(jìn)行問(wèn)題反饋的會(huì)議。再者飞几，我們定好時(shí)間進(jìn)行閱讀砚哆、看學(xué)習(xí)視頻或參加網(wǎng)絡(luò)課程。這些只是一些例子屑墨，大家還可以自己想辦法窟社。
二、我們可以認(rèn)真的工作绪钥、執(zhí)行任務(wù)灿里，但事后要去反思我們下次什么地方可以做的更好。就像碧昂斯一樣程腹。我們還可以觀察并模仿專家匣吊。這些觀察、反思和調(diào)整就是學(xué)習(xí)區(qū)寸潦。
三色鸳、我們可以領(lǐng)導(dǎo)和降低他人的風(fēng)險(xiǎn)，與他人分享我們希望提高的地方见转，問(wèn)別人我們不懂的問(wèn)題命雀，尋求反饋建議，分享我們的錯(cuò)誤和我們學(xué)到的內(nèi)容斩箫。從而讓其他人感到安心吏砂，并做相同的事情撵儿。
But what if we find ourselves in a chronic high-stakes setting and we feel we can't start those conversations yet? Then here are three things that we can still do as individuals. First, we can create low-stakes islands in an otherwise high-stakes sea. These are spaces where mistakes have little consequence. For example, we might find a mentor or a trusted colleague with whom we can exchange ideas or have vulnerable conversations or even role-play. Or we can ask for feedback-oriented meetings as projects progress. Or we can set aside time to read or watch videos or take online courses. Those are just some examples. Second, we can execute and perform as we're expected, but then reflect on what we could do better next time, like Beyoncé does, and we can observe and emulate experts. The observation, reflection and adjustment is a learning zone. And finally, we can lead and lower the stakes for others by sharing what we want to get better at, by asking questions about what we don't know, by soliciting feedback and by sharing our mistakes and what we've learned from them, so that others can feel safe to do the same.
真正的信心來(lái)自進(jìn)行持續(xù)不斷的學(xué)習(xí)。試想一下狐血，我們?cè)谏钪胁⒉皇枪ぷ鞯硇⒐ぷ鳌⒐ぷ餍僦⒈憩F(xiàn)浪默、表現(xiàn)、表現(xiàn)缀匕，我們花更多的時(shí)間探索纳决、詢問(wèn)、聆聽乡小、實(shí)驗(yàn)岳链、反思、努力劲件，并成為我們想成為的人；我們每個(gè)人都有自己努力進(jìn)步的方向约急；我們創(chuàng)造更多的低風(fēng)險(xiǎn)環(huán)境零远；我們?cè)谧约汉屯轮卸记逦拿靼缀螘r(shí)學(xué)習(xí)、何時(shí)表現(xiàn)厌蔽；那我們的生活該是怎樣一番景象牵辣。我們的努力變得至關(guān)重要，我們的進(jìn)步永不停歇奴饮，而我們可以從最好變得更好纬向。
Real confidence is about modeling ongoing learning. What if, instead of spending our lives doing, doing, doing, performing, performing, performing, we spent more time exploring, asking, listening, experimenting, reflecting, striving and becoming? What if we each always had something we were working to improve? What if we created more low-stakes islands and waters? And what if we got clear, within ourselves and with our teammates, about when we seek to learn and when we seek to perform, so that our efforts can become more consequential, our improvement never-ending and our best even better?
謝謝！
Thank you.
