打造優(yōu)秀團(tuán)隊(duì)的方法
團(tuán)隊(duì)里的每個(gè)人管理，性格各異，因此管理起來(lái)并不容易，尤其是要打造一個(gè)優(yōu)秀團(tuán)隊(duì)，更是需要很多精力。
As more women rise higher in the workforce and evidence grows of the value of diverse teams, an odd and important management paradox is arising: mixed teams can be hell to manage.
隨著越來(lái)越多的女性擔(dān)任較高級(jí)職位，同時(shí)有更多證據(jù)表明多樣化團(tuán)隊(duì)的價(jià)值，一個(gè)奇怪但重要的管理悖論開始浮現(xiàn)：混合型團(tuán)隊(duì)可能很難管理。
It is perhaps more elegantly summarised by Rich Karlgaard and Michael Malone, who examined the research for their book Team Genius: The most successful teams exhibit diversity in their ranks, but [diverse] teams face serious structural challenges regarding motivation, integration, and co-ordination.
里奇.卡爾加德(Rich Karlgaard)和邁克爾.馬隆(Michael Malone)所作的總結(jié)或許更為精辟，倆人為撰寫《團(tuán)隊(duì)天才》(Team Genius)一書開展了相關(guān)研究，他們認(rèn)為：最成功的團(tuán)隊(duì)表現(xiàn)出成員多樣性，但（多樣化）團(tuán)隊(duì)面臨著與積極性、融合和協(xié)調(diào)相關(guān)的重大結(jié)構(gòu)性挑戰(zhàn)。
The process of assembling, running and developing a team is difficult enough without the additional obstacles thrown up by diversity.
即便沒(méi)有多樣性帶來(lái)的額外障礙，組建、管理和發(fā)展一個(gè)團(tuán)隊(duì)就已經(jīng)很困難了。
The temptation for team leaders is always to look for ways to reduce any friction that might hamper progress towards a collective goal.
團(tuán)隊(duì)領(lǐng)導(dǎo)者總想設(shè)法減少任何可能阻礙團(tuán)隊(duì)實(shí)現(xiàn)共同目標(biāo)的摩擦。
So how should managers strike the balance?
那么，管理者如何找到一個(gè)平衡呢？
The first step is to understand when a diverse team works better than a more homogeneous group.
第一步是了解多樣化團(tuán)隊(duì)在什么情況下表現(xiàn)會(huì)好于同質(zhì)化的團(tuán)隊(duì)。
Unsurprisingly, a diverse team will be better placed to devise and sell products to a similarly diverse group of customers.
毫不令人意外的是，多樣化團(tuán)隊(duì)更適合面向同樣多樣化的客戶群體設(shè)計(jì)并銷售產(chǎn)品。
A survey for the New York-based Center for Talent Innovation looked at public companies that had two-dimensional diversity — that is, by race, gender, sexuality or other inherent traits on the one hand and acquired diversity, such as language skills or a global mindset on the other.
一項(xiàng)為總部位于紐約的人才創(chuàng)新中心(Center for Talent Innovation)所做的調(diào)查著眼于具備二維多樣性的上市公司，這類公司的職員不僅在種族、性別或其他遺傳特點(diǎn)方面存在多樣性，而且還具備后天多樣性，例如語(yǔ)言技能或國(guó)際化思維等方面。
The survey found employees at 2D companies were 70 per cent more likely to report capturing a new market in the past year than those at less diverse companies.
調(diào)查發(fā)現(xiàn)，與多樣性較弱的公司相比，在二維多樣性公司工作的員工報(bào)告過(guò)去一年成功開辟新市場(chǎng)的可能性要高出70%。
More broadly, diverse teams can outperform even star performers from similar backgrounds because of the power of collective intelligence,
從更廣泛的意義來(lái)說(shuō)，由于集體智慧的力量，多樣化團(tuán)隊(duì)的表現(xiàn)甚至可以超過(guò)由背景相似的優(yōu)秀成員組成的團(tuán)隊(duì)。
identified by researcher Anita Williams Woolley at Carnegie Mellon University and others.
卡內(nèi)基梅隆大學(xué)(Carnegie Mellon University)研究員阿妮塔.威廉姆斯.伍利(Anita Williams Woolley)和其他研究員發(fā)現(xiàn)了這點(diǎn)。
Collective intelligence turns out to trump the average intelligence of individual team members and is enhanced by the presence of more women in a group, whose social sensitivity helps the team cohere.
事實(shí)證明，集體智慧會(huì)超過(guò)團(tuán)隊(duì)成員個(gè)人智慧的平均值，如果一個(gè)團(tuán)隊(duì)中有較多女性成員的話會(huì)更有裨益，因?yàn)榕猿蓡T的社會(huì)敏感性有助于增強(qiáng)團(tuán)隊(duì)凝聚力。
On the other hand, teams from similar backgrounds or of the same gender perform better at tasks that involve implementing existing solutions.
另一方面，成員背景相似或性別相同的團(tuán)隊(duì)在執(zhí)行有現(xiàn)成解決方案的任務(wù)方面表現(xiàn)更為出色。
In her new book What Works, Iris Bohnet, the author and behavioural economist, includes a cheat sheet — based on classroom discussion on how to form effective groups — that starts with the insight that if a task involves co-ordination, say the provision of a public good like clean water or better healthcare, homogeneous groups can be helpful.
行為經(jīng)濟(jì)學(xué)家艾里斯.博內(nèi)特(Iris Bohnet)新書《What Works》中加了一條備忘錄（基于就如何組建高效率團(tuán)隊(duì)的課堂討論），其開頭就提出一條觀點(diǎn)：如果一項(xiàng)任務(wù)需要協(xié)調(diào)，例如提供潔凈水或更好醫(yī)療服務(wù)之類的公共品，同質(zhì)化團(tuán)體可能很管用。
If the team is solving individual problems, she advises, take account of the influence of different groups.
如果團(tuán)隊(duì)解決的是個(gè)體問(wèn)題，她建議應(yīng)考慮不同群體的影響力。
So, for instance, boys benefit if they are in a class with an over-representation of girls, who are more likely to apply themselves and less likely to disrupt the lesson.
例如，如果班內(nèi)女孩數(shù)量過(guò)多，男孩就會(huì)受益，他們更有可能專心學(xué)習(xí)，不大可能擾亂課堂。
Conversely, collective problem-solving can require a heterogenous group, Ms Bohnet writes, with women often providing vital listening and bridge-building skills.
反過(guò)來(lái)，博內(nèi)特寫道，集體解決問(wèn)題可能需要一個(gè)異質(zhì)化團(tuán)隊(duì)，女性通常提供關(guān)鍵的傾聽和搭建橋梁的技能。
Her caveat: mixed teams work only when a critical mass of the minority is present — perhaps making up at least a third of the group.
她告誡說(shuō)：只有當(dāng)少數(shù)成員達(dá)到一定比例時(shí)，或許至少要占到三分之一，混合型團(tuán)隊(duì)才能發(fā)揮應(yīng)有作用。
If you start out with a population of, say, 20 per cent men and 80 per cent women and then want to create work teams, do not allocate people proportionally, she writes.
她寫道：假如你手下員工20%為男性，80%為女性，你想組建幾個(gè)工作團(tuán)隊(duì)，那么不要按男女比例分配人手。
Instead, form a few balanced teams and assign the rest of the women to all-female groups.
組建幾個(gè)男女搭配平衡的團(tuán)隊(duì)，然后將剩下的女員工組建為純女性團(tuán)隊(duì)。
Such design problems are hard to correct in large organisations.
在大公司，這種設(shè)計(jì)問(wèn)題很難修正。
The CTI research on 2D diversity and innovation found that even when diverse teams came up with innovative ideas and products, they were often stifled by more homogeneous groups that persisted higher up in the organisation.
上述人才創(chuàng)新中心對(duì)二維多樣性和創(chuàng)新的研究發(fā)現(xiàn)，即便多樣化團(tuán)隊(duì)提出有創(chuàng)意的構(gòu)想和產(chǎn)品，也經(jīng)常會(huì)被更同質(zhì)化的上級(jí)團(tuán)隊(duì)壓制著。
If this were not complicated enough, emerging research suggests that even these established studies of diverse teams may have been skewed by our inability to assess diversity accurately.
如果這還不夠復(fù)雜的話，最新研究顯示，即便是這些有關(guān)多樣性團(tuán)隊(duì)的成熟研究成果也可能因?yàn)槲覀儫o(wú)法準(zhǔn)確評(píng)估多樣性而有失公允。
Participants in an experiment run by Stanford researchers judged their team was more gender-diverse if its members were wearing different coloured T-shirts.
在斯坦福大學(xué)(Stanford)研究人員展開的一項(xiàng)實(shí)驗(yàn)中，如果團(tuán)隊(duì)成員穿著不同顏色的T恤，實(shí)驗(yàn)參與者就會(huì)判斷他們的團(tuán)隊(duì)性別多樣性程度較高。
The catch was that all the teams had the same male-female mix.
問(wèn)題是所有團(tuán)隊(duì)的男女比例都是一致的。
This matters, because a manager who thinks for the wrong reasons that his or her team has differing skills, attitudes and backgrounds, may assign it a collective or creative task that it is ill-equipped to carry out.
這很重要，因?yàn)槿绻芾碚叱鲇阱e(cuò)誤的原因認(rèn)為團(tuán)隊(duì)成員擁有不同的技能、態(tài)度和背景，他可能會(huì)派這個(gè)團(tuán)隊(duì)執(zhí)行某項(xiàng)他們其實(shí)并不擅長(zhǎng)的集體或創(chuàng)造性任務(wù)。
Even those who advocate a more gender-balanced workforce suggest that team formation will involve a trade-off between tension among members and improved performance.
甚至連那些支持職場(chǎng)性別均衡的人士也認(rèn)為，組建團(tuán)隊(duì)需要考慮成員間的緊張關(guān)系和如何提升績(jī)效，對(duì)這兩個(gè)問(wèn)題進(jìn)行權(quán)衡。
Mr Karlgaard and Mr Malone refer to the cost-benefit analysis team leaders need to make as they try to enhance teams while avoiding the risk of friction.
卡爾加德和馬隆指出，如果想提高團(tuán)隊(duì)績(jī)效同時(shí)避免成員間發(fā)生摩擦，領(lǐng)導(dǎo)者需要進(jìn)行成本效益分析。
In the same vein, Ms Bohnet writes that for gender diversity to increase group performance, you need team members whose different perspectives add value while keeping the cost of co-ordination as low as possible.
博內(nèi)特寫道，要通過(guò)性別多樣性增強(qiáng)團(tuán)隊(duì)績(jī)效，你需要能夠從不同視角看問(wèn)題、從而提升團(tuán)隊(duì)價(jià)值的成員，同時(shí)你也要盡可能地降低協(xié)調(diào)的成本。
What seems clear is that as teams become more diverse, and more willing therefore to express their sometimes conflicting views, organisations will need to develop better, more active, more sensitive managers to run them.
有一點(diǎn)看來(lái)是明確的，當(dāng)團(tuán)隊(duì)變得更富于多樣性、也因此更樂(lè)意表達(dá)有時(shí)候相互矛盾的見解，組織必須培養(yǎng)更優(yōu)秀、更積極主動(dòng)也更能體察下屬的領(lǐng)導(dǎo)者來(lái)管理團(tuán)隊(duì)。
這些打造優(yōu)秀團(tuán)隊(duì)的方法，你會(huì)了嗎？
團(tuán)隊(duì)里的每個(gè)人管理，性格各異，因此管理起來(lái)并不容易，尤其是要打造一個(gè)優(yōu)秀團(tuán)隊(duì)，更是需要很多精力。
As more women rise higher in the workforce and evidence grows of the value of diverse teams, an odd and important management paradox is arising: mixed teams can be hell to manage.
隨著越來(lái)越多的女性擔(dān)任較高級(jí)職位，同時(shí)有更多證據(jù)表明多樣化團(tuán)隊(duì)的價(jià)值，一個(gè)奇怪但重要的管理悖論開始浮現(xiàn)：混合型團(tuán)隊(duì)可能很難管理。
It is perhaps more elegantly summarised by Rich Karlgaard and Michael Malone, who examined the research for their book Team Genius: The most successful teams exhibit diversity in their ranks, but [diverse] teams face serious structural challenges regarding motivation, integration, and co-ordination.
里奇.卡爾加德(Rich Karlgaard)和邁克爾.馬隆(Michael Malone)所作的總結(jié)或許更為精辟，倆人為撰寫《團(tuán)隊(duì)天才》(Team Genius)一書開展了相關(guān)研究，他們認(rèn)為：最成功的團(tuán)隊(duì)表現(xiàn)出成員多樣性，但（多樣化）團(tuán)隊(duì)面臨著與積極性、融合和協(xié)調(diào)相關(guān)的重大結(jié)構(gòu)性挑戰(zhàn)。
The process of assembling, running and developing a team is difficult enough without the additional obstacles thrown up by diversity.
即便沒(méi)有多樣性帶來(lái)的額外障礙，組建、管理和發(fā)展一個(gè)團(tuán)隊(duì)就已經(jīng)很困難了。
The temptation for team leaders is always to look for ways to reduce any friction that might hamper progress towards a collective goal.
團(tuán)隊(duì)領(lǐng)導(dǎo)者總想設(shè)法減少任何可能阻礙團(tuán)隊(duì)實(shí)現(xiàn)共同目標(biāo)的摩擦。
So how should managers strike the balance?
那么，管理者如何找到一個(gè)平衡呢？
The first step is to understand when a diverse team works better than a more homogeneous group.
第一步是了解多樣化團(tuán)隊(duì)在什么情況下表現(xiàn)會(huì)好于同質(zhì)化的團(tuán)隊(duì)。
Unsurprisingly, a diverse team will be better placed to devise and sell products to a similarly diverse group of customers.
毫不令人意外的是，多樣化團(tuán)隊(duì)更適合面向同樣多樣化的客戶群體設(shè)計(jì)并銷售產(chǎn)品。
A survey for the New York-based Center for Talent Innovation looked at public companies that had two-dimensional diversity — that is, by race, gender, sexuality or other inherent traits on the one hand and acquired diversity, such as language skills or a global mindset on the other.
一項(xiàng)為總部位于紐約的人才創(chuàng)新中心(Center for Talent Innovation)所做的調(diào)查著眼于具備二維多樣性的上市公司，這類公司的職員不僅在種族、性別或其他遺傳特點(diǎn)方面存在多樣性，而且還具備后天多樣性，例如語(yǔ)言技能或國(guó)際化思維等方面。
The survey found employees at 2D companies were 70 per cent more likely to report capturing a new market in the past year than those at less diverse companies.
調(diào)查發(fā)現(xiàn)，與多樣性較弱的公司相比，在二維多樣性公司工作的員工報(bào)告過(guò)去一年成功開辟新市場(chǎng)的可能性要高出70%。
More broadly, diverse teams can outperform even star performers from similar backgrounds because of the power of collective intelligence,
從更廣泛的意義來(lái)說(shuō)，由于集體智慧的力量，多樣化團(tuán)隊(duì)的表現(xiàn)甚至可以超過(guò)由背景相似的優(yōu)秀成員組成的團(tuán)隊(duì)。
identified by researcher Anita Williams Woolley at Carnegie Mellon University and others.
卡內(nèi)基梅隆大學(xué)(Carnegie Mellon University)研究員阿妮塔.威廉姆斯.伍利(Anita Williams Woolley)和其他研究員發(fā)現(xiàn)了這點(diǎn)。
Collective intelligence turns out to trump the average intelligence of individual team members and is enhanced by the presence of more women in a group, whose social sensitivity helps the team cohere.
事實(shí)證明，集體智慧會(huì)超過(guò)團(tuán)隊(duì)成員個(gè)人智慧的平均值，如果一個(gè)團(tuán)隊(duì)中有較多女性成員的話會(huì)更有裨益，因?yàn)榕猿蓡T的社會(huì)敏感性有助于增強(qiáng)團(tuán)隊(duì)凝聚力。
On the other hand, teams from similar backgrounds or of the same gender perform better at tasks that involve implementing existing solutions.
另一方面，成員背景相似或性別相同的團(tuán)隊(duì)在執(zhí)行有現(xiàn)成解決方案的任務(wù)方面表現(xiàn)更為出色。
In her new book What Works, Iris Bohnet, the author and behavioural economist, includes a cheat sheet — based on classroom discussion on how to form effective groups — that starts with the insight that if a task involves co-ordination, say the provision of a public good like clean water or better healthcare, homogeneous groups can be helpful.
行為經(jīng)濟(jì)學(xué)家艾里斯.博內(nèi)特(Iris Bohnet)新書《What Works》中加了一條備忘錄（基于就如何組建高效率團(tuán)隊(duì)的課堂討論），其開頭就提出一條觀點(diǎn)：如果一項(xiàng)任務(wù)需要協(xié)調(diào)，例如提供潔凈水或更好醫(yī)療服務(wù)之類的公共品，同質(zhì)化團(tuán)體可能很管用。
If the team is solving individual problems, she advises, take account of the influence of different groups.
如果團(tuán)隊(duì)解決的是個(gè)體問(wèn)題，她建議應(yīng)考慮不同群體的影響力。
So, for instance, boys benefit if they are in a class with an over-representation of girls, who are more likely to apply themselves and less likely to disrupt the lesson.
例如，如果班內(nèi)女孩數(shù)量過(guò)多，男孩就會(huì)受益，他們更有可能專心學(xué)習(xí)，不大可能擾亂課堂。
Conversely, collective problem-solving can require a heterogenous group, Ms Bohnet writes, with women often providing vital listening and bridge-building skills.
反過(guò)來(lái)，博內(nèi)特寫道，集體解決問(wèn)題可能需要一個(gè)異質(zhì)化團(tuán)隊(duì)，女性通常提供關(guān)鍵的傾聽和搭建橋梁的技能。
Her caveat: mixed teams work only when a critical mass of the minority is present — perhaps making up at least a third of the group.
她告誡說(shuō)：只有當(dāng)少數(shù)成員達(dá)到一定比例時(shí)，或許至少要占到三分之一，混合型團(tuán)隊(duì)才能發(fā)揮應(yīng)有作用。
If you start out with a population of, say, 20 per cent men and 80 per cent women and then want to create work teams, do not allocate people proportionally, she writes.
她寫道：假如你手下員工20%為男性，80%為女性，你想組建幾個(gè)工作團(tuán)隊(duì)，那么不要按男女比例分配人手。
Instead, form a few balanced teams and assign the rest of the women to all-female groups.
組建幾個(gè)男女搭配平衡的團(tuán)隊(duì)，然后將剩下的女員工組建為純女性團(tuán)隊(duì)。
Such design problems are hard to correct in large organisations.
在大公司，這種設(shè)計(jì)問(wèn)題很難修正。
The CTI research on 2D diversity and innovation found that even when diverse teams came up with innovative ideas and products, they were often stifled by more homogeneous groups that persisted higher up in the organisation.
上述人才創(chuàng)新中心對(duì)二維多樣性和創(chuàng)新的研究發(fā)現(xiàn)，即便多樣化團(tuán)隊(duì)提出有創(chuàng)意的構(gòu)想和產(chǎn)品，也經(jīng)常會(huì)被更同質(zhì)化的上級(jí)團(tuán)隊(duì)壓制著。
If this were not complicated enough, emerging research suggests that even these established studies of diverse teams may have been skewed by our inability to assess diversity accurately.
如果這還不夠復(fù)雜的話，最新研究顯示，即便是這些有關(guān)多樣性團(tuán)隊(duì)的成熟研究成果也可能因?yàn)槲覀儫o(wú)法準(zhǔn)確評(píng)估多樣性而有失公允。
Participants in an experiment run by Stanford researchers judged their team was more gender-diverse if its members were wearing different coloured T-shirts.
在斯坦福大學(xué)(Stanford)研究人員展開的一項(xiàng)實(shí)驗(yàn)中，如果團(tuán)隊(duì)成員穿著不同顏色的T恤，實(shí)驗(yàn)參與者就會(huì)判斷他們的團(tuán)隊(duì)性別多樣性程度較高。
The catch was that all the teams had the same male-female mix.
問(wèn)題是所有團(tuán)隊(duì)的男女比例都是一致的。
This matters, because a manager who thinks for the wrong reasons that his or her team has differing skills, attitudes and backgrounds, may assign it a collective or creative task that it is ill-equipped to carry out.
這很重要，因?yàn)槿绻芾碚叱鲇阱e(cuò)誤的原因認(rèn)為團(tuán)隊(duì)成員擁有不同的技能、態(tài)度和背景，他可能會(huì)派這個(gè)團(tuán)隊(duì)執(zhí)行某項(xiàng)他們其實(shí)并不擅長(zhǎng)的集體或創(chuàng)造性任務(wù)。
Even those who advocate a more gender-balanced workforce suggest that team formation will involve a trade-off between tension among members and improved performance.
甚至連那些支持職場(chǎng)性別均衡的人士也認(rèn)為，組建團(tuán)隊(duì)需要考慮成員間的緊張關(guān)系和如何提升績(jī)效，對(duì)這兩個(gè)問(wèn)題進(jìn)行權(quán)衡。
Mr Karlgaard and Mr Malone refer to the cost-benefit analysis team leaders need to make as they try to enhance teams while avoiding the risk of friction.
卡爾加德和馬隆指出，如果想提高團(tuán)隊(duì)績(jī)效同時(shí)避免成員間發(fā)生摩擦，領(lǐng)導(dǎo)者需要進(jìn)行成本效益分析。
In the same vein, Ms Bohnet writes that for gender diversity to increase group performance, you need team members whose different perspectives add value while keeping the cost of co-ordination as low as possible.
博內(nèi)特寫道，要通過(guò)性別多樣性增強(qiáng)團(tuán)隊(duì)績(jī)效，你需要能夠從不同視角看問(wèn)題、從而提升團(tuán)隊(duì)價(jià)值的成員，同時(shí)你也要盡可能地降低協(xié)調(diào)的成本。
What seems clear is that as teams become more diverse, and more willing therefore to express their sometimes conflicting views, organisations will need to develop better, more active, more sensitive managers to run them.
有一點(diǎn)看來(lái)是明確的，當(dāng)團(tuán)隊(duì)變得更富于多樣性、也因此更樂(lè)意表達(dá)有時(shí)候相互矛盾的見解，組織必須培養(yǎng)更優(yōu)秀、更積極主動(dòng)也更能體察下屬的領(lǐng)導(dǎo)者來(lái)管理團(tuán)隊(duì)。
這些打造優(yōu)秀團(tuán)隊(duì)的方法，你會(huì)了嗎？
