邁克爾·蒂姆斯/文　肖爽/譯

Picture this： Your team is racing against time1 and working weekends to submit a new client proposal. You finally manage to put all the documents together， and just in the nick of time， you press “send.” You take a deep breath and thank the team for their hard work. The proposal looks great and you’re confident that you’ll probably win it.

設(shè)想一下：你的團(tuán)隊(duì)犧牲了周末時(shí)間，只為爭(zhēng)分奪秒完成一份新的客戶提案。終于，你整理好所有文件，在最后一刻按下“發(fā)送”鍵。你深吸了一口氣，感謝大家的辛勤付出。提案看起來(lái)很不錯(cuò)，你自信有把握贏得客戶。

A week later， you get an email from the client： “We really liked your bid. We would’ve love to go ahead with your company， but we found a mismatch in your numbers and the supporting documents. We’re pressed for time， so we’ve decided to move forward with someone else. I’m sure we’ll be able to work together in the future.”

一周過(guò)后，你收到了客戶的郵件：“我們非常喜歡這個(gè)提案，本打算與貴公司合作，但后來(lái)發(fā)現(xiàn)貴公司的數(shù)據(jù)與證明文件有一處不符。由于時(shí)間緊迫，就選擇了其他公司。我相信今后我們還有機(jī)會(huì)合作。”

You’re upset， frustrated， and angry. You call your team in， give them an earful2 about not checking the package correctly， and storm out of the room.

你心煩意亂、沮喪憤怒，召集團(tuán)隊(duì)成員，訓(xùn)斥他們沒(méi)有好好檢查項(xiàng)目文件，然后憤然離席。

What kind of an impression did you leave？ Your team probably thinks you’re thankless and unkind. They put a lot of work into that proposal and may even feel like they hate you in the moment. Your relationship may be irreversibly damaged.

你給人留下了怎樣的印象？大家可能覺(jué)得你不知感恩、不近人情。大伙兒也為這份提案付出了很多心血，在那一刻，甚至可能對(duì)你心生怨恨。你們的關(guān)系或許就此出現(xiàn)裂痕，無(wú)法挽回。

No matter how nice you think you are， every unkind word or angry tone that escapes your lips undoes five times the amount of good your kind words and actions may have done.

無(wú)論你認(rèn)為自己多么和善，你當(dāng)時(shí)脫口而出的一句惡語(yǔ)、發(fā)泄出的一分怒氣會(huì)抵消你以往五倍的善言善行。

There are two big challenges to overcoming blame：

要克服責(zé)人之心，我們面臨著兩大挑戰(zhàn)：

Humans are wired to blame.

責(zé)備乃人之天性。

We are all naturally wired to blame other people or circumstances when things go wrong. These propensities are partially psychological， driven by something called the fundamental attribution bias3. We tend to believe that what people do is a reflection of who they are， rather than considering there may be other factors （social or environmental） influencing their behavior.

一旦事情出錯(cuò)，我們自然而然地怪罪于他人或者環(huán)境。在一定程度上，這種傾向是由一種叫做“基本歸因偏差”的心理因素所造成。我們通常認(rèn)為一個(gè)人的所作所為反映了其本性，卻忽視了影響人之行為的其他因素（社會(huì)因素或環(huán)境因素）。

This is why when major workplace disasters are reported in the news， “human error” is often the first， and sometimes only， explanation provided， ignoring the systemic factors that led to the failure. It also feels the most satisfying. If someone else is to blame for our problems， then they need to change—not us.

這就是為什么每次新聞報(bào)道重大工作事故時(shí)，“人為錯(cuò)誤”往往是第一解釋，有時(shí)甚至是唯一解釋，完全忽略了導(dǎo)致事故的系統(tǒng)性因素。如此說(shuō)法，往往最令人滿意。倘若問(wèn)題是他人造成的，那么他人需要改變，而非我們。

There is also a biological explanation for our inclination to blame. Recent brain imaging research out of Duke University shows that positive events are processed by the prefrontal cortex， which takes a while and tends to conclude that good things happen by fluke. Negative events， on the other hand， are processed by the amygdala， which controls our fight-or-flight response4. The amygdala usually concludes that bad things happen on purpose， and it comes to this conclusion lightning fast. So fast， in fact， that we don’t even notice we’re making an assumption; we just know that the person closest to the problem must have done it on purpose！

這種責(zé)備傾向在生物學(xué)上也找得到依據(jù)。杜克大學(xué)最近的大腦成像研究表明，前額葉皮層負(fù)責(zé)應(yīng)對(duì)積極事件，反應(yīng)一段時(shí)間后，傾向于判定好事都是出于僥幸。而控制戰(zhàn)斗或逃跑反應(yīng)的杏仁核則負(fù)責(zé)應(yīng)對(duì)負(fù)面事件，通常立馬得出結(jié)論，判定壞事是故意為之。事實(shí)上，這結(jié)論下得如此之快，我們甚至都意識(shí)不到自己只是在做假設(shè)，便一口咬定出事的人是故意為之！

We blame more than we think.

我們比自認(rèn)為的更愛(ài)責(zé)備。

This leads to the second problem with blame—we don’t notice how often we do it. Even the best executives I work with confess that they initially thought my “don’t blame” message was important for their team members to hear， but not them. However， once they began tracking how often they blame other people or circumstances for problems， they were shocked at how frequently they caught themselves in the act.

這就引出了責(zé)備的第二個(gè)問(wèn)題：我們意識(shí)不到自己多么受怨天尤人。即使是我合作過(guò)的最優(yōu)秀的高管也承認(rèn)，他們最初認(rèn)為我提出的“不要責(zé)備”是講給其團(tuán)隊(duì)成員聽(tīng)的，而非他們自己?？墒?，一旦他們開(kāi)始記錄自己多少次將問(wèn)題怪罪于他人或者環(huán)境，就會(huì)對(duì)自己屢屢做出這種行為感到震驚。

This behavior unfortunately leads their teams down a negative spiral. Our brains interpret blame the same way they interpret a physical attack. When we’re blamed， our prefrontal cortices effectively shut down and direct all our energy to defending ourselves， which， ironically， sabotages our ability to solve the problem for which we are being blamed.

不幸的是，這樣下去會(huì)使整個(gè)團(tuán)隊(duì)陷入惡性循環(huán)。我們的大腦應(yīng)對(duì)責(zé)備就跟應(yīng)對(duì)身體受到攻擊一樣。受到責(zé)備時(shí)，前額葉皮層會(huì)及時(shí)關(guān)閉，將所有精力投入自衛(wèi)，諷刺的是，這又恰恰削弱了我們解決受指責(zé)之問(wèn)題的能力。

Blame also kills healthy， accountable behaviors. Nobody will take accountability for5 problems if they think they’ll be punished for doing so. Furthermore， learning and problem solving go out the window6 in workplaces that tolerate blame. Instead of learning from mistakes， blamed employees tend to hide their mistakes.

責(zé)備也會(huì)扼殺健康、負(fù)責(zé)任的行為。早知道要受到懲罰，就沒(méi)人會(huì)愿意主動(dòng)擔(dān)責(zé)。此外，在一個(gè)動(dòng)不動(dòng)就興師問(wèn)罪的工作環(huán)境里，人也會(huì)對(duì)學(xué)習(xí)懈怠起來(lái)，不去積極解決問(wèn)題。受責(zé)罵的員工往往不會(huì)吸取教訓(xùn)，反而會(huì)掩蓋錯(cuò)誤。

So what can we do？

那么，我們能做些什么？

Eliminate blame culture on your team.

肅清團(tuán)隊(duì)中的“責(zé)備文化”

Here are two simple changes you can adopt to promote a blame-free culture on your team， especially as a manager.

可以采取以下兩種簡(jiǎn)單的方法在團(tuán)隊(duì)中推廣“無(wú)責(zé)備文化”，此法尤其適用于管理者。

Switch your mindset to “We’re all still learning，” and share your mistakes.

轉(zhuǎn)變心態(tài)為“我們都還在學(xué)習(xí)”，坦言自己犯過(guò)錯(cuò)誤。

We all make mistakes from time to time. It’s what makes us human. No good comes from blaming and shaming each other for our imperfect nature. You benefited from learning from your mistakes， so allow others to do the same. Use problems and mistakes as teaching moments， not shaming moments. If you’re a manager， discuss your own mistakes and the lessons learned from them. Doing so creates a psychological safe space that will encourage others to follow suit. When a problem surfaces， teammates will be more likely to acknowledge their part in creating them and stop passing the buck7.

人人都有犯錯(cuò)的時(shí)候，這是人之為人的特質(zhì)。為了不完美的人性而相互指責(zé)和羞辱，實(shí)在是于事無(wú)補(bǔ)。你能從自己的錯(cuò)誤中有所收獲，那么也應(yīng)該允許其他人這樣做。以問(wèn)題和錯(cuò)誤為契機(jī)進(jìn)行學(xué)習(xí)，而非羞辱。如果你是管理者，不妨分享一下自己犯過(guò)的錯(cuò)誤以及從中吸取的教訓(xùn)。這樣做可以構(gòu)建一個(gè)心理安全空間，鼓勵(lì)他人效仿。一旦出現(xiàn)問(wèn)題，隊(duì)友會(huì)更愿意主動(dòng)擔(dān)當(dāng)，不再推卸責(zé)任。

For example， you could conduct regular lessons learned debriefs8 at the end of a project with your team to understand what went wrong， what it is attributed to， and how you will use that information to move forward with a stronger strategy. This is how you teach others to approach problems from a place of kindness and compassion. Remember that just one negative outburst can set you five steps back.

例如，你可以在項(xiàng)目結(jié)束后與團(tuán)隊(duì)進(jìn)行定期的“經(jīng)驗(yàn)教訓(xùn)”匯報(bào)，分析問(wèn)題出在哪兒，原因是什么，以及如何借用這些前車(chē)之鑒來(lái)推行更有效的策略。通過(guò)這種方式，你才能教人本著善良和同情心來(lái)面對(duì)問(wèn)題。記住，僅僅是一次負(fù)面情緒的爆發(fā)就會(huì)讓你前功盡棄。

Focus on what you can change.

專注于你能改變的事。

You can’t change other people. In fact， attempting to do so will only encourage them to resist your efforts. When we blame others for our problems， it kills accountability in ourselves by making us passive victims， and it kills accountability in others by encouraging them to pass the buck.

你無(wú)法改變他人。實(shí)際上，試圖這樣做只會(huì)增加對(duì)方的抵觸。當(dāng)我們委罪于人，一方面會(huì)因塑造自己為被動(dòng)的受害者而使自己的責(zé)任心消減，另一方面會(huì)因促使他人推卸責(zé)任而使他人的責(zé)任心也消減。

Before passing on the blame， consider a system’s approach to your problem—that means， defining the problem taking into consideration the entire problem as a whole， not in parts. Weak leaders might ask “Who’s at fault？” but strong leaders， using a systems approach， would ask， “Where did the process break down？” The solutions to your organization’s problems are more likely to be found by examining what’s wrong with your systems than by examining what’s wrong with your employees.

在推卸責(zé)任之前，請(qǐng)?jiān)囍孟到y(tǒng)的眼光看待問(wèn)題，也就是說(shuō)，界定問(wèn)題時(shí)要考慮全局，而非局部。愚拙的領(lǐng)導(dǎo)可能會(huì)問(wèn)：“是誰(shuí)的錯(cuò)？”而高明的領(lǐng)導(dǎo)縱觀全局，可能會(huì)問(wèn)：“是哪個(gè)環(huán)節(jié)掉了鏈子？”要解決你所在機(jī)構(gòu)的難題，答案往往在制度的失靈之處，而非員工的失誤之處。

We may not cause all our own problems， but our past actions or inactions often contribute to the problems of our future， the ones that we are most likely to blame on others. Anytime you encounter a problem—even one you are certain was caused by someone else—ask yourself question： “How may I have contributed to this problem？ How can I approach this situation， this person， and myself， with a generous mindset？” Asking these questions will give you ideas around how to prevent this problem from reoccurring， and how to discuss it in a way that promotes trust as opposed to fear or contempt.

我們的問(wèn)題或許并非都是自己一手造成，但過(guò)去的作為或者不作為往往埋下了未來(lái)的禍根，到時(shí)候最有可能怪罪其他人。每當(dāng)你遇到問(wèn)題，就算你確信這問(wèn)題是別人造成的，也要捫心自問(wèn)：“出了這個(gè)問(wèn)題，我負(fù)有什么樣的責(zé)任？我怎樣才能以寬容之心來(lái)面對(duì)這種情況、這個(gè)人和我自己？”如此自省會(huì)給你啟示：怎樣避免問(wèn)題再次發(fā)生，怎樣在討論問(wèn)題的時(shí)候構(gòu)建互信，而非引發(fā)恐懼或者招致輕蔑。

（譯者為“《英語(yǔ)世界》杯”翻譯大賽獲獎(jiǎng)?wù)?；單位：香港中文大學(xué)）

1 race against time與時(shí)間賽跑；爭(zhēng)分奪秒。? 2 give sb an earful訓(xùn)斥。

3 the fundamental attribution bias基本歸因偏差，是指人們傾向于把他人所有的行為都?xì)w因于人格特質(zhì)而忽略了環(huán)境因素。

4 fight-or-flight response戰(zhàn)斗或逃跑反應(yīng)，又稱“戰(zhàn)跑反應(yīng)”，指對(duì)威脅的感知引發(fā)一連串的生理變化，使身體處于高度戒備狀態(tài)，要么“戰(zhàn)斗”，要么“逃跑”。

5 take accountability for對(duì)……負(fù)責(zé)。? 6 go out （of） the window完全消失，不再存在。

7 pass the buck 推卸責(zé)任；踢皮球。? 8 debrief詳細(xì)詢問(wèn)，盤(pán)問(wèn)（執(zhí)行任務(wù)的情況）。