????通過合作當領導。本文分兩部分，我們將把重點放在合作的重要性上，明確合作的定義，同時探討為什么合作常常無法在組織機構中充分發揮潛力。然后我們會看一看“另外的可能性”。大家都知道，成功的公司依賴人們在成員之間以及成員和外部股東之間建立、維系有效的合作關系，而公司業務也依賴于外部股東的善意。

????但我們面臨的顯示處境如何呢？我們所處的環境往往像一場戰爭，而不是一個生氣勃勃、有能力又有活力的合作網絡。本文將說明，如果未能建立合作關系，或者說丟失了合作關系將給企業帶來難以置信的成本。

????信任稅。組織機構領導力專家小史蒂芬?科維在他的暢銷書《信任的速度》（Business at the Speed of Trust）中令人信服地闡明，公司成員之間以及公司成員和外部股東之間缺乏信任是企業面臨的一個主要問題。他提出了一個新的模型來分析整個體系的業績：

????原模型：策略（S） x 執行（E） = 業績（R） （S x E） = R

????更新后模型：（策略 x 執行） x 信任（T） = 業績 (S x E)T = R

????大家可以簡單地計算一下。在更新后的模型中，如果信任（T）程度高，業績就會上升；如果信任程度低，業績就會下降。

????當然，大家都知道，無論是個人還是組織機構，信任都是一切關系的基石。所有公司實際上都是一個關系網絡，它要么欣欣向榮，要么步履蹣跚。信任程度低，合作就不穩固，也就永遠發揮不出我們所期望的潛力。信任程度高，公司增長的速度就會快得多，就會以“信任的速度”發展。

????主要問題在于：我們所盼望的信任到底出了什么問題？為什么信任經常會迅速消失，而且幾乎總是在它能夠扎根之前就已經消失不見？我們怎樣才能培育一種以深度、持久信任為特點的合作文化？

????我們一起來思考一下下面這個合作的定義：“合作是我們共同為之努力的一種關系，它的目的是讓我們所參與的活動、過程或項目獲得成功。”這個定義的要素包括：

????? 關系

????? 齊心協力謀求成功

????? （我們所參與）的過程或項目

????這個定義相當簡單。我們覺得，“它原本就應該很簡單。”但正如我們所知，問題非常頻繁地出現，可能會讓我們和組織機構中其他成員的關系分崩離析。為什么會這樣？

????系統專家、《了解系統，領導系統》（Seeing Systems and Leading Systems）一書的作者巴里?奧什里認為，這個問題有一個很簡單的答案。破壞我們和他人關系的就是“某些狀況出現”的時候，也就是我們

????? 帶入個人感情。

????? 胡思亂想，自己編故事。

????? 認為別人能力不足、感覺遲鈍或者心懷不軌。

????? 憤怒、生氣、報復別人。

????Leading Through Partnership.In this 2-part series we will focus on the importance of partnership, define it, and explore why partnerships regularly fail to reach their potential in organizations. And then we will see “what else is possible.”Everyone knows successful organizations depend on people to form and maintain effective partnerships with one another, as well as with external stakeholders on whose goodwill their business depends.

????But what is the reality that we regularly experience? Instead of a vibrant, empowering and robust network of partnerships, what we often experience is something like open warfare. And we will show that when partnerships do not emerge or are lost, the costs to business are staggering.

????The Trust Tax.In his best-selling book Business at the Speed of Trust, author and organizational leadership expert Stephen Covey, Jr. makes a compelling case that lack of trust between members of an organization and external stakeholders is the main problem of suffering businesses. He introduces a new model for mapping systems results:

????Old Model:Strategy x Execution = Results (S x E) = R

????Updated Model:(Strategy x Execution) x Trust = Results (S x E)T = R

????Do the simple math. In the updated model, when “T” (trust) is high, Results are going to be higher; when T is low, Results are going to be lower.

????Of course, we all know that Trust is the cornerstone of any relationship, whether personal or organizational. And that every business is really a network of relationships that are either flourishing or floundering. When Trust is low, partnerships flounder, never reaching the potential we want them to. When Trust is high, the business moves ahead much faster, “at the Speed of Trust.”

????The big questions are:what happens to the trust that we hoped would be there? Why is it quickly lost on a regular basis, almost before it can take root? And how can we develop a culture of partnership characterized by deep, ongoing trust?

????Let’s consider the following definition of Partnership:“A relationship in which we are jointly committed to the success of whatever endeavor, process or project we are in.” The key elements of this definition are:

????? Relationship

????? Jointly Committed to Success

????? Whatever Process or Project (we are in)

????That’s fairly simple.“It should be easy,” we think. But as we all know, something happens with great regularity that knocks us out of partnership with different people in the organization of which we are a part. What is that?

????According to systems expert Barry Oshry, author of Seeing Systems and Leading Systems, there is a simple answer to this question. What knocks us out of partnership is that when “stuff happens,” we:

????? Take it personally.

????? Make up a story about the other person.

????? Assess the other person as incompetent, insensitive, or malicious.

????? Get mad, get angry, get even.