HOW TO EAT AN ELEPHANT---商业即兴69
HOW TO EAT AN ELEPHANT如何吃大象
CHANGING A CORPORATE CULTURE is a big task. Adopting an improvisational “Yes, and . . . ” attitude and introducing it to a workplace that hasn’t been running in accordance with that philosophy can certainly seem daunting. Again, the purpose of this book is not to provide a pleasant, improv-oriented escape from the average workday. A prescriptive book—or an experiential-learning program—is only as good as the ways you can actually put it to use. I want to be sure that after you read this book and, I hope, experience the benefits of improv, you will know exactly how to take what you’ve learned directly to work.
改变企业文化是一项艰巨的任务。采用即兴的“是和”。。。态度并将其引入尚未按照该理念运作的工作场所肯定看起来令人生畏。再次，本书的目的不是提供一个愉快的，即兴的逃避普通工作日的机会。一本说明性书或一个体验式学习程序，仅与您实际使用它的方式一样好。我想确定的是，在您阅读了本书之后，并希望体验即兴演奏的好处，您将确切地知道如何将学到的知识直接用于工作。
To that end the concepts of transferability, applicability, and sustainability are extremely important. This chapter will focus exclusively on these concepts and address ways to apply improv techniques on a personal level, interpersonal level, and team level. Then we’ll shift to the arena of putting improv practices in place to hold others accountable for following the rules, principles, philosophy, and shared language of the improvisational corporate culture.
为此，可转移性，适用性和可持续性的概念极为重要。本章将仅着眼于这些概念，并探讨在个人，人际和团队层面上应用即兴技巧的方法。然后，我们将转向即兴实践的舞台，以使其他人对遵循即兴企业文化的规则，原则，理念和共同语言负责。
If you’ve been intrigued enough by the promise of improvisation to read this far, then it’s time to consider how improvisation will actually work for you when you put the book down and head to your office tomorrow. It’s time to think about how you can, step by small step, initiate positive change in your energy, your communication, your peers,and your workplace. Perhaps that sounds like a lot to take on. Fair enough. Then again, how do you eat an elephant?One bite at a time.
如果您对即兴创作的承诺深感兴趣，可以继续阅读，那么现在是时候考虑当您放下书本并明天去办公室时，即兴创作对您的实际工作了。现在是时候考虑如何才能一步一步地激发您的能量，沟通，同事和工作场所的积极变化。也许这听起来像很多事情。很公平。再说一次，你怎么吃大象？一次咬一口。
Talk to Me跟我说话
We started this book by focusing on personal development because any change that you’re going to initiate has to start with your own behavior. Pay attention to the person staring back at you in the mirror.And talk to yourself.
本书着重于个人发展，因为您要进行的任何更改都必须从您自己的行为开始。注意那个盯着镜子的人，然后跟自己说话。
At the end of my programs I use an accountability exercise that requires participants to team up and vocalize exactly what they’ve learned in the program and how they are going to use that. I do this to address a primary concern, which is the almost unavoidable gap between mind and mouth—an inherent disconnect that often takes place between our thinking and our speaking. Actors experience this all the time when trying to memorize and perform monologues, just as most business professionals might when trying to present off of a slide deck.
在我的程序结束时，我使用问责制练习，要求参与者进行团队合作并明确表达他们在该程序中学到的知识以及如何使用这些知识。我这样做是为了解决一个主要的问题，那就是心灵和嘴巴之间几乎不可避免的鸿沟-我们的思维和说话之间经常发生内在的脱节。当试图记住和表演独白时，演员们总是会经历到这种情况，就像大多数商务专业人员在幻灯片上展示时一样。
As humans we can hear or read something and understand it fully; however, when we try to express those thoughts to someone else, there can be a great deal of stumbling and fumbling over our words to the point that what we’re trying to express fails to convey our thoughts with significant weight or clarity. This is especially true the first time we try to explain an experience we haven’t put into words before. Those stumbles can become major detriments if we are trying to lead or teach in any capacity .
作为人类，我们可以听到或阅读并完全理解它。但是，当我们尝试将这些想法表达给他人时，我们的言语可能会绊倒和摸索，以至于我们试图表达的内容未能以明显的分量或清晰性传达我们的思想。尤其是当我们第一次尝试解释以前从未用语言表达过的经历时尤其如此。如果我们试图以任何身份领导或教导，这些绊脚石可能成为重大损害。
Some of this stumbling comes from a very natural performer’s anxiety that most of us experience at some point. In the theater an actor may have a complete and thorough understanding of a monologue as he reads it on the page. As soon as those words must be spoken without the support of the page—performed that is—that monologue becomes an entirely different beast requiring a full range of vocal nuances and emotional choices in order to be properly presented.
这种绊脚石中的一部分来自我们大多数人在某个时候所经历的非常自然的表演者的焦虑。在剧院中，演员在阅读页面上的独白时，可能会拥有完整而透彻的理解。一旦必须在没有页面支持的情况下说出这些单词（即执行），独白就变成了完全不同的野兽，需要全方位的声音细微差别和情感选择才能正确呈现。
If the actor makes the mistake of listening to his voice speaking the words rather than allowing the monologue (message) to flow from his lips organically, that performance is going to be, as we say in show business, an epic fail. That kind of awkwardness doesn’t just happen on a stage of course. All of us who have ever been midspeech, midpresentation, or mid–conference call and have found ourselves focusing on the sound of our own voice—rather than the expression of our thoughts—know the awful feeling of having our thoughts derailed and the effectiveness of our communication diminished, if not totally squandered.
这种绊脚石中的一部分来自我们大多数人在某个时候所经历的非常自然的表演者的焦虑。在剧院中，演员在阅读页面上的独白时，可能会拥有完整而透彻的理解。一旦必须在没有页面支持的情况下说出这些单词（即执行），独白就变成了完全不同的野兽，需要全方位的声音细微差别和情感选择才能正确呈现。
Happily the solution to the mind–mouth gap is simple: practice.Practice saying what you want to say, alone and aloud. Talking to yourself might seem a little silly at first. However, this is exactly how actors practice vocally expressing the written word. Once you get used to actually saying what you want to say, you set yourself up for success when it’s time to express your ideas to other people. Further,by speaking your objectives for, say, a collaborative meeting aloud,you also start putting into play some subtle accountability practices for yourself.
令人高兴的是，解决口对口差距的方法很简单：练习。练习要大声说出您想说的话。一开始和自己说话可能有点愚蠢。但是，这正是演员练习口头表达书面文字的方式。一旦习惯了实际说出自己想说的话，就可以在向他人表达自己的想法时为成功做好准备。此外，通过大声说出协作会议的目标，您也开始为自己发挥一些微妙的问责制做法。
You are much more likely to hold yourself to words you have spoken out loud rather than something that could be considered a passing, unspoken thought. And when you speak your goals aloud you’re asking listeners, without actually having to ask, to hold you to a new level of accountability. Others are more likely to hold you accountable to what you’ve actually avowed out loud as opposed to something conveyed as part of a larger group e-mail.
您更有可能坚持自己大声说出的单词，而不是那些可能被认为是过去而未说的想法。当您大声说出目标时，您实际上是在要求听众，而不是要求他们将您提高到新的责任级别。其他人更有可能使您对您实际宣告的内容负责，而不是作为较大的组电子邮件的一部分传达的内容。
One of the goals here is for you to figure out how to express to others, directly and specifically, that you have a plan for better communication and that your strategy for accomplishing that mission is to embrace improvisational techniques. Once you’ve practiced what you want to preach enough to be comfortable and confident, you’ve taken a great (very easy) first step toward having a positive impact on the culture around you.
这里的目标之一是让您弄清楚如何直接和具体地向他人表达，您有一个更好的沟通计划，而完成该任务的策略是采用即兴技巧。练习了足以让自己感到舒适和自信的讲道后，您便迈出了非常重要的一步（非常容易），以对周围的文化产生积极影响。
It may take a few chewy bites of the elephant to get to that point, though. Most conscientious workers don’t just assume that the right words will come to them when it’s time to make an important presentation; they practice and practice until the precise ideas they wish to communicate flow as effortlessly as possible. If you’re going to introduce what may be seen as a significant change in your workplace culture, you want to be just as well practiced. So don’t doubt the power of specific, purposeful vocalization. Saying out loud, “I know what I want to say” is not at all the same thing as actually practicing the exact words you want to say.
大象可能需要耐嚼一些才能达到这一点。大多数尽职尽责的工作人员并不只是认为当需要进行重要演讲时会说正确的话。他们不断练习，直到他们希望交流的精确思想尽可能轻松地流动为止。如果您要介绍可能被视为对您的工作场所文化的重大改变，那么您希望被良好地实践。因此，请不要怀疑特定而有目的的发声的力量。大声说“我知道我想说什么”与实际练习要说的确切单词完全不同。
Start by practicing in the comfort of your own home—maybe yourown shower. Tell your shampoo bottle exactly how you are about tolead an improvisational meeting. Explain divergent and convergentthinking to the hair conditioner. If you stumble, self-audit for a moment, regroup, and reapproach. Think about what you want to communicate, then give it another go until the words flow like water. Havea “Yes, and” conversation with a significant other (if this can takeplace in the shower as well, more power to you).
首先在自己舒适的家中练习-也许是自己洗澡。告诉您的洗发水瓶到底是如何召开即席会议的。向护发素解释发散和收敛的想法。如果您跌跌撞撞，请自我审核一下，重新组合并重新接近。考虑一下您想交流的内容，然后再尝试一下，直到单词像水一样流淌。Havea与其他重要对象“是的，并且”进行交谈（如果这也可以在淋浴时进行，则将为您带来更多的力量）。
Logically enough if you get comfortable saying something out loud, then you’re going to be comfortable saying it out loud. The bonus is that even if you think you fully comprehend something, when you take the step of successfully putting it into your own words—and speaking those words out loud to communicate meaning to other people—you develop another level of comprehension. Once you’re in a position to articulate your thoughts to others, your understanding of those thoughts deepens.
从逻辑上讲，如果您能大声说出一些内容，那么您会很舒服地大声说出来。好处是，即使您认为自己完全理解了某些内容，但如果您成功地将其放入自己的单词中并大声说出这些单词以与他人交流，您就会发展出另一种理解水平。一旦您能够向他人表达自己的想法，您对这些想法的理解就会加深。
The hidden benefit of vocalizing goals to a partner is that it creates an accountability practice. By telling someone specifically what you want to do and when, where, why, and how you want to do it,you put yourself in the line of fire, and by declaring it you will more likely practice what you preach. This creates the level of ownership often needed for leadership. If you desire to make an impact back in your workplace, at some point you are going to have to articulate to someone else what you have learned, and that’s exactly what we are practicing. If you are going to initiate change one of the questions almost guaranteed to come your way is, “Why are we doing this?”
向合作伙伴表达目标的隐藏好处是，它可以创建问责制实践。通过明确地告诉某人您想做什么，何时，何地，为什么以及如何做，您将自己置身于火线之中，并宣布这一点，就更有可能练习您的讲道。这将创建领导通常需要的所有权级别。如果您想在您的工作场所中重新产生影响，那么在某个时候，您将不得不向别人表达您所学到的东西，而这正是我们正在实践的。如果您要进行更改，几乎可以肯定会遇到的问题之一是：“我们为什么要这样做？”
Before you answer that to a coworker or team in a real-world setting,it helps to know that you as an individual have a solid, well-rehearsed answer ready to go.
在真实环境中向同事或团队回答此问题之前，先了解您作为一个独立的，经过良好演练的答案就可以了。
