????在團隊內(nèi)部和團隊之間創(chuàng)造共同的時間節(jié)奏

????隨著組織不斷壯大，這是一種無需訴諸于過分密切的監(jiān)督和一系列冗長的規(guī)則就能夠協(xié)調(diào)行動的有效方式。當一家組織的每個人都在相同時間執(zhí)行相同的規(guī)律性活動，同時還擁有類似的目標和共同的截止期限時，大家就會明白需要做什么工作，如何跟其他人配合，什么時候應該加一把勁，這樣就會顯著減少行政“淤泥”存在的必要性。幾個星期前，我參觀了一家名為BuildDirect的加拿大創(chuàng)業(yè)公司。它專門為房主和承包商提供重型建材，擁有大約200名員工。每支BuildDirect團隊（包括最高層團隊）每天都會舉行一個簡短的站立式晨會（或者叫“私下碰頭會”），旨在讓團隊成員專注于關(guān)鍵目標，確定并解決障礙。此外，全公司員工每隔60天會暫停手頭工作，一起評估未來60天內(nèi)5個最重要的目標——所謂的“五大巖石流程”。員工們在這個流程中要增添新目標，清除舊目標；目標的數(shù)量從來不會超過5個。CEO杰夫?布思報告說，每天的碰頭會和60天節(jié)律可以幫助員工集中精力做好工作，同時了解如何跟BuildDirect公司的其他同事配合，而且通常不需要征詢老板的意見。

????掌握奮勇抗爭的方式和時機

????在最好的團隊中，成員們“在他們似乎正確的時候，奮勇抗爭；在他們似乎錯的時候，悉心聆聽。”皮克斯動畫工作室(Pixar)的布拉德?伯德有一點很出名，他經(jīng)常鼓勵團隊成員公開表達跟他和其他人的不同意見。這位曾經(jīng)憑借電影《超人特攻隊》( The Incredibles )和《料理鼠王》(Ratatouille)榮膺奧斯卡獎的著名導演希望每個人都能夠毫無顧慮地“相互羞辱，互相鼓勵”。英特爾公司(Intel)教導每位全職員工，“建設性對抗”的要點在于知道什么時候應該停止爭斗，做出決定，同時著手開始實施——哪怕你并不認同這項決策。他們學習、踐行“不同意，然后全身心投入”這個準則。

????增加更多的女性

????卡耐基梅隆大學(Carnegie Mellon)的安妮塔?威廉姆斯伍利和她的同事研究了669位身處2到5人小組的職場人士。他們發(fā)現(xiàn)，在從事一些被研究人員視為“集體智慧”指標的艱巨任務（比如“視覺謎題，談判，頭腦風暴，游戲，以及基于復雜規(guī)則的設計任務”）時，女性成員比例較高的小組往往表現(xiàn)得更好。出現(xiàn)這種結(jié)果的原因是，擁有更多女性的小組通常具備更高的社交敏感度，從而能夠更好地協(xié)作，把團隊成員的才能更有效地編織在一起。團隊成員往往會更加仔細地聆聽，更愿意讓其他人輪流發(fā)言，合作氛圍不會因一兩個專橫的成員而陷入沉寂——從而將增強團隊執(zhí)行復雜和困難任務的能力。具有社交敏感性的男性成員也可以提升團隊的集體智慧。但如果你在組建一個小組或增添新成員之前無法測試這種特征，那么請記住，就平均而言，女性是一個更好的選擇。

????總之，擴充一個組織常常被描述為“做加法”；畢竟，面臨的挑戰(zhàn)是增添更多的員工，網(wǎng)羅更多的客戶，開辦更多的店面，傳播新的變革項目和技術(shù)，或者以其他方式拓展組織的足跡。但擴充也是“做減法”。最好的領(lǐng)導者和團隊總是在不停地思考，什么是我們不需要的？哪些是現(xiàn)在應該停手的事情？當一支團隊人員冗余，者繁文縟節(jié)層出不窮的時候；應該停止追求不太重要的舊目標，轉(zhuǎn)而專注于更緊迫的新成就的時候；當團隊成員應該停止爭論，作出決策的時候；當團隊中的男性成員人數(shù)太多，不利于團隊自身利益的時候，就是需要做減法的時候。(財富中文網(wǎng))

????本文作者羅伯特?薩頓是斯坦福大學教授，與哈吉?拉奧合作著有《從卓越邁向卓越：企業(yè)如何以小博大》一書，本文的主要觀點正是源于這部由皇冠出版社2014年發(fā)行的著作。

????譯者：葉寒

????Create shared time rhythms within and across teams

????This is an effective approach for coordinating action without resorting to overly close supervision or long lists of rules as an organization expands. When everyone in an organization practices the same rituals at the same times and has similar goals and shared deadlines, they understand what to work on, how their work fits with others, and when to put forth extra effort -- so there is less need for administrative "muck." A few weeks back, I visited a Canadian startup called BuildDirect, which has about 200 employees and specializes in delivering heavy building materials to homeowners and contractors. Each BuildDirect team (including the top team) has a brief stand-up meeting (or "huddle") every morning to keep people focused on key goals and to identify and resolve obstacles. In addition, every 60 days, people throughout the company pause and evaluate the five most important goals for the next 60 days, called "the five rocks process." New goals are added and old ones removed; there are never more than five. CEO Jeff Booth reports that the daily huddles and 60-day rhythm help employees focus efforts and understand how their work fits with colleagues throughout BuildDirect -- usually without asking their bosses.

????Learn how and when to have a good fight.

????In the best teams, members "fight as if they are right and listen as if they are wrong." Pixar's Brad Bird, who won Academy Awards for directing The Incredibles and Ratatouille, is renowned for encouraging his teams to disagree openly with him and others. His goal is to make it safe for everyone to be "humiliated and encouraged together." As Intel (INTC) teaches every full-time employee, a big part of "constructive confrontation" is knowing when to stop fighting, make the decision, and start implementing it -- even if you disagree with it. They learn and live by the mantra "disagree and then commit."

????Add more women

????Carnegie Mellon's Anita Williams Woolley and her colleagues studied 669 people in two- to five-member groups. Groups with higher percentages of women performed better on difficult tasks such as "visual puzzles to negotiations, brainstorming, games, and complex rule-based design assignments" -- which the researchers deemed "collective intelligence" indicators. This happened because groups with more women usually had superior social sensitivity and thus cooperated and wove together their talents more effectively. Members listened more carefully, allowed others to take turns speaking, and weren't stifled by one or two overbearing members -- which increased their capacity to perform complex and difficult tasks. Socially sensitive men also help make teams smarter. But if you can't test for this trait before forming a group or adding new members, remember that women, on average, are a better choice.

????In short, scaling up an organization is often portrayed as a "problem of more"; after all, the challenge is to add more employees, land more customers, open more locations, spread new change programs and technologies, or otherwise expand a footprint. But scaling is also a problem of less. The best leaders and teams keep thinking about what they don't need and ought to stop doing. When a team has too many members or too much red tape. When it is time to stop pursuing older, less important goals and focus on new and more pressing achievements. When it is time to stop arguing and make a decision. And when a team has too many men for its own good.

????Robert Sutton is a Stanford professor and co-author (with Huggy Rao) of Scaling Up Excellence: Getting to More without Settling for Less (Crown, 2014) which is the source of the main ideas in this piece.