????什么是“系統(tǒng)盲區(qū)？”奧什里在《了解系統(tǒng)，領(lǐng)導(dǎo)系統(tǒng)》這本書中介紹了如何將大多數(shù)組織機(jī)構(gòu)劃分到上層、下層、中層和客戶 “世界”里。這四個不同的世界有著各自的“先決條件”，它們決定了各個世界中“居民”的世界觀。人們受到這些條件的限制，最大限度地利用手頭的資源，全力以赴，目的只是為了求得生存。他們把注意力完全集中于在自己的世界求得生存。因此，他們“看”不到其他世界的條件，所以也無法看到他人所處的條件。因此，他們既不了解，也無從體會。

????有時，盡管高墻遮蔽了我們的實(shí)現(xiàn)，導(dǎo)致我們“看”不到別人的世界，但我們卻能看到越過高墻，漂到我們世界里的那些“東西”。我們都知道，這些“東西”就是：

????? 計(jì)劃、調(diào)整、指令。

????? 不可理喻的行為或要求。

????? 虛無（我們發(fā)出的信息沒有得到反饋）。

????? 有毒的信息、態(tài)度、回絕、等等。

????因?yàn)槲覀儾恢溃ㄎ覀兛床坏剿麄兊氖澜纾┻@些“東西”絕大多數(shù)往往只是別人在他們的世界中奮力求生的產(chǎn)物，我們常常會自動地：

????? 認(rèn)為這些東西是沖著我們個人而來

????? 編故事

????? 認(rèn)為“別人”能力不足、感覺遲鈍或者心懷不軌，等等

????? 憤怒、生氣、報(bào)復(fù)別人

????于是，關(guān)系就走到了盡頭。一定得這樣嗎？在本系列的下一篇文章中，我們將探討“另外的可能性”以及管理者如何才能學(xué)會“了解別人所處的系統(tǒng)”，同時借此主動改變局勢，并幫助別人采取同樣的行動，從而讓整個組織機(jī)構(gòu)中的關(guān)系都生機(jī)勃勃。（財(cái)富中文網(wǎng)）

????譯者：Charlie?

????What is “System Blindness?”In Oshry’s book Seeing Systems, he demonstrates how most organizations are divided into distinct “worlds” of Tops, Bottoms, Middles, and Customers. These four distinct worlds come with their own “pre-existing conditions” that shape the worldview of their inhabitants. Living within those conditions are people, using all their best resources and abilities simply to survive. They are entirely focused on surviving in their own worlds. As a result, they do not “see” the conditions of the others’ worlds, and since they can’t see the conditions of others, neither can they understand or empathize with them.

????From time to time, even though we don’t “see” behind the walls that make others’ world’s invisible to us, what we do see is “Stuff” that floats over those walls and into our worlds. “Stuff!” We all know what that is:

????? Plans, adjustments, directives.

????? Mysterious behaviors or requests.

????? Nothing (a lack of response to our input).

????? Toxic messages, attitudes, rebuffs, etc.

????And because we don’t understand that this “Stuff” most often came from the best intentions of those others struggling to survive in their worlds (which we don’t see), we routinely and automatically:

????? Take it personally

????? Make up a story

????? Assess “them” as incompetent, insensitive, malicious, etc.

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

????And that is the end of the partnership. Or is it? In the next article in this series we will look at “what else is possible” and how leaders can actively make a difference by learning to “see the systems they are in” and help others to do the same to keep partnerships flourishing throughout the organization.