情商3：影响你一生的工作情商（第2版）

赞纽克回忆说：“一开始，员工因无力按照自己的方法做事而深感不满，对上层怨气冲天。后来管理人员积极投入，用心倾听员工意见，员工的态度就改变了，开始要求独立自主，不受太多管束。然而，这是不可能的。身处职场复杂的人际关系网中，人们总会相互影响，公司员工学会积极沟通才能发挥集体最大优势。而老板的作用十分重大，他要成为工作的支持者，并提供适当的指导和帮助。领导者不仅是负责管理、分派工作，也要听听员工的看法，提供人力、物力的支持。”

为了改进工作质量，95款林肯“大陆”设计组300人的团队，每20人分为一个小组。他们认真讨论在工作中遇到的问题，并且像改造林肯“大陆”一样提高自身的情商。他们讨论问题时，得到当时在麻省理工学院任职的丹尼尔·金等人的帮助，学习怎样合作。赞纽克说的没错，问题的关键是“情绪方面的自我意识、同理心、建立良好人际关系的能力的增强，可是提高情商不是我们直接的目标，但是我们努力接近目标时，情商也会相应提高”。

95款林肯“大陆”的设计人员分成15个小组，每个小组负责林肯“大陆”某项功能的零部件，比如分别负责汽车的底盘、动力传动系统等不同部分的设计，并且独立工作。可是，设计到最后时，各小组的设计必须能融合成一个整体。在此之前，各小组人员没时间进行充分交流。用传统方法，各小组按照自己以为的最佳方案独自设计零部件，然后，竭力促使其他小组改动他们的设计方案以适应自己的要求，最后演变成了一场各小组的势力争夺战。

赞纽克说：“如果金属薄板的设计出了差错，返工，重新设计，改正错误。仅这一项就要花费900万美元。如果在开始加工金属薄板之前就发现设计错误，那就可以少花这900万。要想及时纠正错误，我就需要早一点知道问题出在哪里。”

一般在新车的设计过程中，零件规格需要小幅修正的地方会有数百处。

所以，95款林肯“大陆”设计组在一开始时的预算是9000万美元。可是，在美国汽车工业中，修改零部件的花费通常都会超出预算。赞纽克了解到，在日本，零部件设计的修改是在未定型、未进行机器加工前进行的，因为一旦加工定型，再修改，费用就增加了。

赞纽克说：“我们发现，设计者担心丢面子或是受指责，所以往往事先隐瞒不报设计上需要修改的地方。他们往往心存侥幸，心想或许有人先承认自己设计的不对，替自己代过。他们以为：‘如果有人修改车厢板设计的错误，那时，我再修改自己挡泥板的设计差错，这样就没人注意到我出错了。’每个人都心存恐惧时，怎能期望他们说出真相呢？”该公司开会的方式也有所改变，所以事情出现了转机。赞纽克说：“我们鼓励每个开会的人都谈谈自己内心的真实想法。管理层以前以为自己什么问题都能解决，遇到难处理的问题也不好意思承认。我们认为应该改变这种心态，鼓励大家把心里话说出来，提出解决方法，然后征询大家的意见。”

过去的会议是政治角力与争面子的比赛，采取更坦诚的沟通方式后，大家的团队意识大大增强。有人不同意某个决定时，可以直接提出来，使用已经学会的方法进行谨慎的交流。大家学会彼此尊重，谈谈自己内心的感受和想法。赞纽克说：“人们不同意某个观点，往往是有原因的，而这种异议往往可以改变整个决定。不过，我们需要一些时间才能进行十分默契和开诚布公的讨论。”^[16]

以高情商的方式进行会议讨论具有实在的益处，“我们发现各小组不再格格不入，不再牺牲其他小组的利益来保证自己的成本和质量目标，大家开始齐心一意工作，不再各自为政。一旦各小组都顾全大局，知道怎样为他人考虑，就会不断互相协调。有些设计小组甚至放弃自己的预算，让给其他小组，这些事在传统的汽车设计领域可以说是天方夜谭一般。”

最终结果如何呢？赞纽克说：“我们在生产样车之前18个月就完成了700次零部件的规格修正，而一般公司都是到最后一分钟还在不断修改设计，耗费大量财力。在9000万美元的预算中，仅是在更换加工设备方面，我们就节省了6000万美元。虽然我们开始设计的时间晚了4个月，但是，我们提前1个月完成了任务。”^[04] 本位主义（departmentalism），就是为自己或所在的小团体利益打算而不顾整体利益的思想作风或行为。——译者注

1. Analysis of organizational assessment surveys: Mary York, U.S. Office of Personnel Management,unpublished report, November 1997. Among the assessment instruments and models for high-performing organizations included in this analysis: S. M. Arad and M. A. Hanson, “High PerformanceWorkplaces: A Construct Definition.” Presented at the Twelfth Annual Conference of the Society forIndustrial and Organization Psychology, St. Louis, MO; David Campbell, The CampbellOrganizational Survey: For Surveying Employee Attitudes about Organizational Issues. NationalComputer Systems, 1988; James Collins and J. I. Porras, Built to Last: Successful Habits for VisionaryCompanies. (New York: HarperCollins Publishers, 1994); D. R. Denison, Organizational Dynamics:Bring Corporate Culture to the Bottom Line. (New York: American Management Association, 1984);D. R. Denison and A. K. Mishra, “Toward a Theory of Organizational Culture and Effectiveness,”Organization Science, vol. 6 (2), 1995; D. R. Denison and W. S. Neale, DENISON: OrganizationalCulture Survey, Linking Organizational Culture to the Bottom Line. AVAIT, 1994; Jac Fitz-enz, The 8Practices of Exceptional Companies: How Great Organizations Make the Most of Their Human Assets,(New York: American Management Association, 1997). D. J. Kravetz, The Human ResourceRevolution: Implementing Progressive Management Practices for Bottom-Line Success. (SanFrancisco: Jossey-Bass Publishers, 1988); United States Office of Personnel Management, Building aModel Agency: Changing OPM’s Culture to Support Workplace Partnership and Diversity Initiatives,Organizational Assessment Survey, (Washington, DC: US Office of Personnel Management, 1995).
2. Gaps: in the preliminary analysis, only one—or, more often, none—of the lists of key dimensionsfor organizational effectiveness matched on emotional competence at the collective level.
3. See Chris Argyris, “Interpersonal Barriers to Decision Making,” Harvard Business Review,March/April 1966.
4. Volvo and the workers’ vacations: Carl F. Frost, Changing Forever: The Well-Kept Secret ofAmerica’s Leading Companies (East Lansing: Michigan State University Press, 1996).
5. Bearing bad news: William Jennings, “A Corporate Conscience Must Start at the Top,” New YorkTimes, December 29, 1996.
6. Jennings, “A Corporate Conscience.”
7. The CEO and burnout: Christina Maslach and Michael P. Leiter, The Truth About Burnout: HowOrganizations Cause Personal Stress and What to Do About It (San Francisco: Jossey-Bass, 1998).
8. Nurse burnout and patient satisfaction: Michael P. Leiter et al., “The Correspondence of NurseBurnout and Patient Satisfaction,” Social Science and Medicine, in press, 1998.
9. Stress and malpractice: John W. Jones et al., “Stress and Medical Malpractice: Organizational RiskAssessment and Intervention,” Journal of Applied Psychology 73 (1988).
10. The study of organizational factors in burnout: Michael P. Leiter and L. Robichaud,“Relationships of Occupational Hazards with Burnout: An Assessment of Measures and Models,”Journal of Occupational Health Psychology 2 (1997); Maslach and Leiter, The Truth About Burnout.
11. Net result: Maslach and Leiter, The Truth About Burnout.
12. Peter Senge et al., The Fifth Discipline Fieldbook: Strategies and Tools for Building a LearningOrganization (New York: Doubleday Currency, 1994).
13. Much of my account of the emotional turmoil faced in the 1995 Lincoln Continental launch, andhow these problems were solved, comes from the documentation by George Roth and Art Kliener in“The Learning Initiative at the AutoCo Epsilon Program, 1991–1994,” distributed by the Center forOrganizational Learning at MIT, 1995. While the document describes how the principles of thelearning organization were implemented, it also inevitably describes the emotional and social dynamicsat work, since the two streams are intimately intertwined in life.
14. For more on the method, see Chris Argyris, Overcoming Organizational Defenses (New York:Prentice-Hall, 1990).
15. For more on the two-column method, see Peter Senge et al., The Fifth Discipline Fieldbook. Whilethe two-column method is always explained as bringing to the surface hidden thoughts and feelings, inpractice the emotions that accompany hidden thoughts seem often to be ignored, though in theory theyare as important as the thoughts.
16. Zeniuk, in a presentation with Fred Simon to the Council for Continuous Improvement, “Learningto Learn: A New Look at Product Development,” 1996.