【正文】 catedness of metrics, removing rules—the bigger we are, the more we need integrators, therefore the less rules we must have, to give discretionary power to we do the opposite – the bigger we are, the more rules we we end up with the Encyclopedia Britannica of need to increase the quanitity of power so that you can empower everybody to use their judgment, their must give more cards to people so that they have the critical mass of cards to take the risk to cooperate, to move out of , they will will rules, they e from game theory and organizational can increase the shadow of the feedback loops that expose people to the consequences of their is what the automotive pany did when they saw that had no said the design engineers: now, in the three years, when the new car is launched on the market, you will move to the after sales network, and bee in charge of the warranty budget, and if the warranty budget explodes, it will explode in your more powerful than percent variable need also to increase reciprocity, by removing the buffers that make us you remove these buffers, you hold me by the nose, I hold you by the will the second are many second TVs at work that don’t create value, they just provide dysfunctional need to reward those who cooperate and blame those who don’t CEO of The Lego Group, JK, has a great way to use say, blame is not for failure, it is for failing to help or ask for changes it bees in my interest to be transparent on my real weakness, my real forecast, because I know I will not be blamed if I fail, but if I fail to help or ask for you do this, it has a lot of implications on organizational stop drawing boxes, dotted lines, full lines。you look at their has a lot of implication on financial policies that we human resource management you do that, you can manage plexity, the new plexity of business, without getting create more value with lower simultaneously improve performance and satisfaction at work because you have remove the mon root cause that hinders : this is your battle, business real battle is not against is rubbish, very do we meet petitors to fight them? The real battle is against ourselves, against our bureaucracy, our you can fight, can do you!第二篇：ted英文演講稿ted英文演講稿：犯錯的價值每個人都會避免犯錯，但或許避免犯錯本身就是一種錯誤?請看以下這篇“犯錯家“凱瑟琳舒爾茨告訴我們，或許我們不只該承認(rèn)錯誤，更應(yīng)該大力擁抱人性中“我錯故我在“的本質(zhì)。So it39。s 1995, I39。m in college, and a friend and I go on a road trip from Providence, Rhode Island to Portland, you know, we39。re young and unemployed, so we do the whole thing on back roads through state parks and national forestsbasically the longest route we can possibly 我在上大學(xué) 我和一個朋友開車去玩 從羅得島的普羅旺斯區(qū)出發(fā) 到奧勒岡州的波特蘭市。我們年輕、無業(yè)，于是整個旅程都在鄉(xiāng)間小道 經(jīng)過州立公園 和國家保護森林 我們盡可能繞著最長的路徑And somewhere in the middle of South Dakota, I turn to my friend and I ask her a question that39。s been bothering me for 2,000 miles.“What39。s up with the Chinese character I keep seeing by the side of the road?”My friend looks at me totally 我轉(zhuǎn)向我的朋友 問她一個 兩千英里路途上 一直煩惱我的問題，“路邊那個一直出現(xiàn)的中文字到底是什么?”我的朋友露出疑惑的神情There39。s actually a gentleman in the front row who39。s doing a perfect imitation of her look.(Laughter)And I39。m like, “You know, all the signs we keep seeing with the Chinese character on them.”正如現(xiàn)在坐在第一排的這三位男士 所露出的神情一樣，笑聲)我說“你知道的 我們一直看到的那個路牌 寫著中文的那個啊”She just stares at me for a few moments, and then she cracks up, because she figures out what I39。m talking 突然笑開了 因為她總算知道我所指為何And what I39。m talking about is (Laughter)Right, the famous Chinese character for piic area.(笑聲)沒錯，這就是代表野餐區(qū)的那個中文字(Laughter)I39。ve spent the last five years of my life thinking about situations exactly like thiswhy we sometimes misunderstand the signs around us，(笑聲)過去的五年 我一直在思考 剛剛我所描述的狀況 為什么我們會對身邊的征兆 產(chǎn)生誤解and how we behave when that happens, and what all of this can tell us about human 以及這一切所告訴我們的人性In other words, as you heard Chris say, I39。ve spent the last five years thinking about being ，就像 Chris 剛才說的 過去五年的時間 我都在思考錯誤的價值This might strike you as a strange career move, but it actually has one great advantage: no job 但有一項好處是不容置疑的： 沒有競爭者。(Laughter)In fact, most of us do everything we can to avoid thinking about being wrong, or at least to avoid thinking about the possibility that we ourselves are wrong.(笑聲)事實上，我們大部分的人 都盡力不思考錯誤的價值 或至少避免想到我們有可能犯錯。We get it in the 。We all know everybody in this room makes The human species, in general, is fallibleokay 都會跳下懸崖which is fine, he39。s a bird, he can ，牠可以飛But the thing is, the coyote runs off the cliff right after And what39。s funnyat least if you39。re six years oldis that the coyote39。s totally fine 如果你是個六歲兒童 土狼也很好He just keeps runningright up until the moment that he looks down and realizes that he39。s in 直到牠往下看 發(fā)現(xiàn)自己漫步在空中That39。s when he When we39。re wrong about somethingnot when we realize it, but before thatwe39。re like that coyote after he39。s gone off the cliff and before he looks 在我們意識到我們犯錯時 我們就像那只土狼 還沒意識到自己奔出懸崖You know, we39。re already wrong, we39。re already in trouble, but we feel like we39。re on solid 已經(jīng)惹上麻煩了 但仍然感覺像走在地上So I should actually correct something I said a moment It does feel like something to be wrong。it feels like being 正確的感覺一樣(Laughter)So this is one reason, a structural reason, why we get stuck inside this feeling of rightness.(笑聲)事實上我們這種自以為對的感受 是有構(gòu)造性的原因的I call this error Most of the time, we don39。t have any kind of internal cue to let us know that we39。re wrong about something, until it39。s too 我們身體里沒有任何機制 提醒我們錯了 直到木已成舟But there39。s a second reason that we get stuck inside this feeling as welland this one is 文化性的理由Think back for a moment to elementary You39。re sitting there in class, and your teacher is handing back quiz papers, and one of them looks like 你的老師發(fā)回小考考卷 像這樣的小考考卷This is not mine, by the (Laughter)So there you are in grade school, and you know exactly what to think about the kid who got this paper.(笑聲)你從小學(xué)時代 就知道該對拿這張考卷的同學(xué) 下甚么評語It39。s the dumb kid, the troublemaker, the one who never does his ，搗蛋鬼 從不做功課的壞學(xué)生So by the tim