第五十五篇When Your Project Is Stalled, Seek Out the Uninvested
本帖最后由 小编D 于 2012-8-14 14:38 编辑
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本文翻译：xy_persist 校稿：275641119
When Your Project Is Stalled, Seek Out the Uninvested
Outsiders can ignore unstated assumptions that keep the team from moving forward
课题项目失效时，找到未投入的局外人能够忽略阻碍团队前进的未确定之假设
A few weeks ago, my eyes filled with tears as our daughter, Lisa, told those whom we call the Macaronis, that she was struggling to decide between her current occupational choices (yes, she’s that talented and in demand); what she really wanted to do was work more closely with my wife, Carole, and me. I imagine that is the kind of comment any parent would love to hear. Her comment inspired me to write this column.
几周前，当我的女儿Lisa告诉我她经过思想斗争后做出了目前的职业抉择——去我们称作“Macaroni”的地方工作（是的，她有天分也有能力），她说她真的想在离我和我太太Carole更近的地方工作时，我流下了眼泪。我想这是所有父母都喜欢听到的选择，她的这一选择启发我写下这篇专栏。
The Macaronis are a small group of organizational development (OD) consultants whom Lisa introduced to us several years ago just because we like one another. We get together every couple of months to have lunch and converse at the Macaroni Grill—hence the name we call ourselves. As an aside, the Macaroni Grill is a great place to eat because they give you crayons and a paper tablecloth so you can develop and capture any crazy ideas you might come up with over wine and good Italian cuisine. The Macaronis, in fact, gave me the rest of the story.
所谓“Macaroni”是指组织发展咨询顾问这样的一个小群体，Lisa给我们介绍时说，几年前因为彼此欣赏而开始聚会；我们每逢双月聚会一次，主要是进行午餐和交谈，由于聚会的地点是在Macaroni Grill，因此我们把这个组织叫做“Macaroni”。另外，Maraoni是一个非常好的聚餐场所，因为那儿会给大家提供彩笔和纸质的台布，这样我们就能够在美酒和意大利美食的激发下发挥想象并捕捉到那些疯狂的想法，实际上，Macaronis给予我故事的发展。
Peter Norlin, former executive director on the OD Network, asked me several years ago to help him and his partners at the International Organizational Development Association research essential practices in OD around the world. Although that project did not come to fruition, the idea prompted my recent sabbatical during which Carole and I traveled to 13 countries on five continents to “search for a higher level, more conscious practice of management and leadership.” Because we knew we wanted to visit the Desmond Tutu Peace Centre in Cape Town, South Africa, we researched other organizations, leaders, and managers in the Cape Town area. We found the Chaeli Campaign.
几年前，OD网络的前执行董事Peter Norlin要我帮助他和他的父母，在OD的全球网络上进行互联网组织发展联合会进行必要的研究实践。虽然这个项目没有任何成果，但这却促成了我最近的学术之旅，在此期间我和Carole走过五大洲的13个国家进行“高水平，更清晰的管理和领导力实践的研究”。因为我们知道我们想去访问南非洲开普敦的德斯蒙德•图图和平中心，我们研究了当地的组织，领导和管理方式。我们发现了“Chaeli运动”。
In Cape Town, we spent an afternoon with two families, the Mycrofts and the Terrys, co-founders and leaders of the Chaeli Campaign, a nonprofit whose purpose is to “mobilize the minds and bodies of children with disabilities and to normalize society through advocacy and education programs and events.” The organization is named for Chaeli Mycroft, whose early struggles with cerebral palsy led the Mycroft and Terry daughters, then ages 6 to 12, to raise money for a motorized wheelchair. This simple gesture of these caring young girls, in which they raised R20 000 (approximately $2,500) in seven weeks by selling their art work and greeting cards, was the birth of the Chaeli Campaign, which now operates eight programs serving children and their families in South Africa and beyond. The original idea to get Chaeli a wheelchair came entirely from those young girls. They made the wheelchair happen. Now, a few years older, these young women form the board of this vibrant, growing, and noble enterprise.
在开普敦，我们花费了整个下午的时间跟“Mycrofts”和“Terrys”——Cheale运动的共同发起人和领导人的——两个家庭成员在一起，进行了的积极性一次非营利性的讨论，主要目的是“调动残疾儿童思想和身体的积极性以及通过支持和教育程序和事件来使社会正常化”。该组织以“Chaeli Mycroft”命名，最初的目的是为了筹钱给Mycroft和Terry两家由于脑瘫而失去行动能力的6~12岁女孩买轮椅。通过这些女孩的简单的手势以及出售她们的画作和贺卡，她们在7周内筹到了R20000（大概$2500）,这就是“Chaeli运动”的诞生。现在，这项运动有八套程序为南非及周边地区的孩子及其家庭服务。这项运动最初的想法只是为了给Chaeli买一个轮椅而使她跟她的姐妹一样能够自由活动，于是就有了轮椅。现在，通过几年的努力，这些年轻的女孩成立了这个充满生机的，成长型，高尚的公司委员。
These young women remind me of another experience that Carole and I had years before.
这些青年女子让我想起来我和Carole几年前的另一段经历。
When a dozen or so young people showed up for a community event early in the story of the Jackson CommUnity Transformation Project (JCTP) during the late 1990s, we gave them some art supplies and just turned them loose. With no other direction than to design what they wanted for Jackson County, they developed a large map of the county that served as a guide for the rest of the JCTP journey.
在20世纪九十年代末，当十几个年轻人出现在杰克逊社区改造项目（JCTP）的现场时，我给了他们一些技巧方面的支持，并让他们放松。除了他们所能为杰克逊社区设计的方案以外他们没有别的方向，于是他们开发了整个社区的大幅地图来为他们之后的JCTP进程做向导。
For me, listening to the children is essential, but there is an even larger issue.
于我而言，倾听孩子们的谈话是必不可少的，但是还有更大的问题。
Six Sigma is a very sophisticated, disciplined approach to improvement, but the stumbling block that nearly always arises is the actual creation and implementation of ideas about new ways to operate that would solve chronic problems. W. Edwards Deming liked to say that change comes from outside the system. The children certainly come from outside most of our organizations, but so do others.
6Sigma是通过精密的、训练有素的方法来进行改善，但是经常发生的障碍（异常情况）是改善长期问题使用的新方法的实际创新和改善理念的实践。W. Edwards Deming好像说过这么一句话：变革来自于系统之外。孩子们当然出于我们大部分组织之外，其他的人也一样。
When Carole and I were more actively engaged in community development, we would almost always bring together several teams working on different aspects of the community, primarily to help them each get a better understanding of the whole community while working on their own issues, and to better understand the interrelations among the various teams and even among themselves and other community members not yet in the room. The side benefit was that people from outside each of those several systems could creatively contribute to the solutions of stubborn problems.
当我和Carole更积极地参与到社团发展的活动中，我们经常把社团里负责几个不同领域的团队带到一起工作，主要是想帮助他们更好的理解他们的工作在整个社团的地位，同时能够更好的理解不同团队的相互作用，甚至是他们和不在一起工作的其他社团成员之间的相互作用。这样做的好处是，来自于这些系统外部的人员能够为解决痼疾提供更活跃的解决方案。
One of my favorite examples was a team in northeastern Pennsylvania trying to solve a particularly stubborn problem of jail overcrowding. When the team got stuck because of a perceived fundamental roadblock regarding separation of powers, the other teams in the room got started generating solutions. I loved the one called “bowling for parole.” That solution didn’t hold, but the result of the process prompted the jail team to consider a series of informal, off-the-record meetings with the key stakeholders to make a series of slight behavior changes in all the related systems that solved the overcrowding problem.
我最喜欢的一个案例是宾夕法尼亚东北部的一个团队努力解决监狱人满为患的顽疾。由于分权遇到的障碍，团队陷入了僵局；而另外的团队开始提出解决方案。我喜欢这个称作“保龄球假释”的方法。这个方法并不凑效，但是这一解决方案的提出过程启发了这一团队开始考虑开展一系列非正式的，私下的会议与主要的负责人进行协商，从而提出在相关系统中进行一系列行为的细小改变来解决人满为患的问题。
The moral of this story is, of course, that when your Six Sigma project team gets stuck trying to find a creative solution to a chronic problem, bring in the children, the “outsiders,” those folks who are not explicitly or implicitly invested in the usually unstated assumptions that keep the team from moving forward.
当然，这个故事的寓意是当你的6Sigma项目团队不能继续找到创造性的方案来解决顽疾时，可以找些孩子们作为“外部人员”带到项目中，这些人并不明白或没被暗示到通常的未说明的假设情境中，这样能够使整个团队停下来。
As always, I treasure your comments and questions. I’m at support@pqsystems.com.
一如既往的，我会很珍视你们的建议和问题，我的邮箱是：support@pqsystems.com.
ABOUT THE AUTHOR
作者简介
David Schwinn
大卫.施温
David Schwinn is a full-time professor of management at Lansing Community College and a part-time consultant in the college’s Small Business and Technology Development Center. He is also a consultant in systems and organizational development with In Genius and INTERACT Associates, and an associate of PQ Systems (www.pqsystems.com)
大卫.施温是兰辛社区学院全职管理学教授，也是该学院小企业和技术开发中心的兼职顾问。他也是In Genius and INTERACT协会系统和组织发展中心的咨询顾问，同时他还是PQ系统的成员。
Schwinn worked at Ford’s corporate quality office and worked with Dr. W. Edwards Deming beginning in the early 1980’s until Deming’s death. Schwinn is a professional engineer with an MBA from Wright State University. You can reach him at support@pqsystems.com.
施温曾经在福特公司的质量部跟随戴明博士一起工作，从20世纪80年代早期一直到戴明博士去世。施温是一名专业的工程师，并从莱特州立大学获得了MBA学位，你可以通过这个邮件联系到他 support@pqsystems.com
请对以下文章有翻译兴趣的组员留下你的预计完成时间和邮箱地址，以便小编登记翻译者信息以及文章最终完成时间
本文翻译：xy_persist 校稿：275641119
When Your Project Is Stalled, Seek Out the Uninvested
Outsiders can ignore unstated assumptions that keep the team from moving forward
课题项目失效时，找到未投入的局外人能够忽略阻碍团队前进的未确定之假设
A few weeks ago, my eyes filled with tears as our daughter, Lisa, told those whom we call the Macaronis, that she was struggling to decide between her current occupational choices (yes, she’s that talented and in demand); what she really wanted to do was work more closely with my wife, Carole, and me. I imagine that is the kind of comment any parent would love to hear. Her comment inspired me to write this column.
几周前，当我的女儿Lisa告诉我她经过思想斗争后做出了目前的职业抉择——去我们称作“Macaroni”的地方工作（是的，她有天分也有能力），她说她真的想在离我和我太太Carole更近的地方工作时，我流下了眼泪。我想这是所有父母都喜欢听到的选择，她的这一选择启发我写下这篇专栏。
The Macaronis are a small group of organizational development (OD) consultants whom Lisa introduced to us several years ago just because we like one another. We get together every couple of months to have lunch and converse at the Macaroni Grill—hence the name we call ourselves. As an aside, the Macaroni Grill is a great place to eat because they give you crayons and a paper tablecloth so you can develop and capture any crazy ideas you might come up with over wine and good Italian cuisine. The Macaronis, in fact, gave me the rest of the story.
所谓“Macaroni”是指组织发展咨询顾问这样的一个小群体，Lisa给我们介绍时说，几年前因为彼此欣赏而开始聚会；我们每逢双月聚会一次，主要是进行午餐和交谈，由于聚会的地点是在Macaroni Grill，因此我们把这个组织叫做“Macaroni”。另外，Maraoni是一个非常好的聚餐场所，因为那儿会给大家提供彩笔和纸质的台布，这样我们就能够在美酒和意大利美食的激发下发挥想象并捕捉到那些疯狂的想法，实际上，Macaronis给予我故事的发展。
Peter Norlin, former executive director on the OD Network, asked me several years ago to help him and his partners at the International Organizational Development Association research essential practices in OD around the world. Although that project did not come to fruition, the idea prompted my recent sabbatical during which Carole and I traveled to 13 countries on five continents to “search for a higher level, more conscious practice of management and leadership.” Because we knew we wanted to visit the Desmond Tutu Peace Centre in Cape Town, South Africa, we researched other organizations, leaders, and managers in the Cape Town area. We found the Chaeli Campaign.
几年前，OD网络的前执行董事Peter Norlin要我帮助他和他的父母，在OD的全球网络上进行互联网组织发展联合会进行必要的研究实践。虽然这个项目没有任何成果，但这却促成了我最近的学术之旅，在此期间我和Carole走过五大洲的13个国家进行“高水平，更清晰的管理和领导力实践的研究”。因为我们知道我们想去访问南非洲开普敦的德斯蒙德•图图和平中心，我们研究了当地的组织，领导和管理方式。我们发现了“Chaeli运动”。
In Cape Town, we spent an afternoon with two families, the Mycrofts and the Terrys, co-founders and leaders of the Chaeli Campaign, a nonprofit whose purpose is to “mobilize the minds and bodies of children with disabilities and to normalize society through advocacy and education programs and events.” The organization is named for Chaeli Mycroft, whose early struggles with cerebral palsy led the Mycroft and Terry daughters, then ages 6 to 12, to raise money for a motorized wheelchair. This simple gesture of these caring young girls, in which they raised R20 000 (approximately $2,500) in seven weeks by selling their art work and greeting cards, was the birth of the Chaeli Campaign, which now operates eight programs serving children and their families in South Africa and beyond. The original idea to get Chaeli a wheelchair came entirely from those young girls. They made the wheelchair happen. Now, a few years older, these young women form the board of this vibrant, growing, and noble enterprise.
在开普敦，我们花费了整个下午的时间跟“Mycrofts”和“Terrys”——Cheale运动的共同发起人和领导人的——两个家庭成员在一起，进行了的积极性一次非营利性的讨论，主要目的是“调动残疾儿童思想和身体的积极性以及通过支持和教育程序和事件来使社会正常化”。该组织以“Chaeli Mycroft”命名，最初的目的是为了筹钱给Mycroft和Terry两家由于脑瘫而失去行动能力的6~12岁女孩买轮椅。通过这些女孩的简单的手势以及出售她们的画作和贺卡，她们在7周内筹到了R20000（大概$2500）,这就是“Chaeli运动”的诞生。现在，这项运动有八套程序为南非及周边地区的孩子及其家庭服务。这项运动最初的想法只是为了给Chaeli买一个轮椅而使她跟她的姐妹一样能够自由活动，于是就有了轮椅。现在，通过几年的努力，这些年轻的女孩成立了这个充满生机的，成长型，高尚的公司委员。
These young women remind me of another experience that Carole and I had years before.
这些青年女子让我想起来我和Carole几年前的另一段经历。
When a dozen or so young people showed up for a community event early in the story of the Jackson CommUnity Transformation Project (JCTP) during the late 1990s, we gave them some art supplies and just turned them loose. With no other direction than to design what they wanted for Jackson County, they developed a large map of the county that served as a guide for the rest of the JCTP journey.
在20世纪九十年代末，当十几个年轻人出现在杰克逊社区改造项目（JCTP）的现场时，我给了他们一些技巧方面的支持，并让他们放松。除了他们所能为杰克逊社区设计的方案以外他们没有别的方向，于是他们开发了整个社区的大幅地图来为他们之后的JCTP进程做向导。
For me, listening to the children is essential, but there is an even larger issue.
于我而言，倾听孩子们的谈话是必不可少的，但是还有更大的问题。
Six Sigma is a very sophisticated, disciplined approach to improvement, but the stumbling block that nearly always arises is the actual creation and implementation of ideas about new ways to operate that would solve chronic problems. W. Edwards Deming liked to say that change comes from outside the system. The children certainly come from outside most of our organizations, but so do others.
6Sigma是通过精密的、训练有素的方法来进行改善，但是经常发生的障碍（异常情况）是改善长期问题使用的新方法的实际创新和改善理念的实践。W. Edwards Deming好像说过这么一句话：变革来自于系统之外。孩子们当然出于我们大部分组织之外，其他的人也一样。
When Carole and I were more actively engaged in community development, we would almost always bring together several teams working on different aspects of the community, primarily to help them each get a better understanding of the whole community while working on their own issues, and to better understand the interrelations among the various teams and even among themselves and other community members not yet in the room. The side benefit was that people from outside each of those several systems could creatively contribute to the solutions of stubborn problems.
当我和Carole更积极地参与到社团发展的活动中，我们经常把社团里负责几个不同领域的团队带到一起工作，主要是想帮助他们更好的理解他们的工作在整个社团的地位，同时能够更好的理解不同团队的相互作用，甚至是他们和不在一起工作的其他社团成员之间的相互作用。这样做的好处是，来自于这些系统外部的人员能够为解决痼疾提供更活跃的解决方案。
One of my favorite examples was a team in northeastern Pennsylvania trying to solve a particularly stubborn problem of jail overcrowding. When the team got stuck because of a perceived fundamental roadblock regarding separation of powers, the other teams in the room got started generating solutions. I loved the one called “bowling for parole.” That solution didn’t hold, but the result of the process prompted the jail team to consider a series of informal, off-the-record meetings with the key stakeholders to make a series of slight behavior changes in all the related systems that solved the overcrowding problem.
我最喜欢的一个案例是宾夕法尼亚东北部的一个团队努力解决监狱人满为患的顽疾。由于分权遇到的障碍，团队陷入了僵局；而另外的团队开始提出解决方案。我喜欢这个称作“保龄球假释”的方法。这个方法并不凑效，但是这一解决方案的提出过程启发了这一团队开始考虑开展一系列非正式的，私下的会议与主要的负责人进行协商，从而提出在相关系统中进行一系列行为的细小改变来解决人满为患的问题。
The moral of this story is, of course, that when your Six Sigma project team gets stuck trying to find a creative solution to a chronic problem, bring in the children, the “outsiders,” those folks who are not explicitly or implicitly invested in the usually unstated assumptions that keep the team from moving forward.
当然，这个故事的寓意是当你的6Sigma项目团队不能继续找到创造性的方案来解决顽疾时，可以找些孩子们作为“外部人员”带到项目中，这些人并不明白或没被暗示到通常的未说明的假设情境中，这样能够使整个团队停下来。
As always, I treasure your comments and questions. I’m at support@pqsystems.com.
一如既往的，我会很珍视你们的建议和问题，我的邮箱是：support@pqsystems.com.
ABOUT THE AUTHOR
作者简介
David Schwinn
大卫.施温
David Schwinn is a full-time professor of management at Lansing Community College and a part-time consultant in the college’s Small Business and Technology Development Center. He is also a consultant in systems and organizational development with In Genius and INTERACT Associates, and an associate of PQ Systems (www.pqsystems.com)
大卫.施温是兰辛社区学院全职管理学教授，也是该学院小企业和技术开发中心的兼职顾问。他也是In Genius and INTERACT协会系统和组织发展中心的咨询顾问，同时他还是PQ系统的成员。
Schwinn worked at Ford’s corporate quality office and worked with Dr. W. Edwards Deming beginning in the early 1980’s until Deming’s death. Schwinn is a professional engineer with an MBA from Wright State University. You can reach him at support@pqsystems.com.
施温曾经在福特公司的质量部跟随戴明博士一起工作，从20世纪80年代早期一直到戴明博士去世。施温是一名专业的工程师，并从莱特州立大学获得了MBA学位，你可以通过这个邮件联系到他 support@pqsystems.com
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xy_persist (威望:2) (天津 河西区) 电子制造 部长 - 6Sigma黑带
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