系列名称
采取行动之热情高峰会∶麻省理工领导力中心开幕(The Passion to Action Summit: The MIT Leadership Center Launch)


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复杂、技术导向世界的领导力(Leadership in a Complex, Technology-Driven World)
2005年10月6日

11:30 AM

地点：
Wong 演讲厅(Wong Auditorium)

翻译单位：
统一数位翻译股份有限公司


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关于本次演讲：

这三位一流的科技人建议，有时候达成领导地位的最佳方式，就是追求愿景或符合某些个人目标。 Robert Langer承认，“我不认为自己是一个领导人。我有单纯的观念，我仅想看看我是否能做一些对的事，并从中获得满足。”他认为自己很幸运能在哈佛医学院找到工作，这个工作让他能将工程技术应用在医疗问题上。“我想看看我们是否能做一些有助于改善人类健康的事情。”他认为自己的一些领袖能力，是要归功于多年来争取补助金所获得的经验－举出一个案例是他与 美国国家卫生院（NIH） 缠斗长达十七年以支持新型投药系统 (Langer因此于 2002 年获颁Charles Stark Draper 奖)。

Robert Metcalfe表示：“我们对于创新领导抱持着理想性，这很好。但它的敌人就是原地踏步，而对方可是拥有丰富资源，决心要打败我们的创新。”Metcalfe的个人风格在其成就中表露无遗。他在 1980 年加入对抗 IBM 的战争，“当我拥有比他们还要好的发明时，他们投入所有独占资源来对抗我。我单枪匹马被围剿，但我打败了他们。”为让现状变得更好，Metcalfe说：“你必须变得面目可憎”。

诺贝尔奖得主 Phillip Sharp 提醒，别忘了多与人打交道及团体合作，他在麻省理工的学术圈业界公司之间的合作中获得许多，进而悟出许多道理。他表示：“我喜欢设定目标－我想见证这项科技能达到目标，或这个科学问题获得了解答。”虽然你必须设定目标和把握住机会，但也必须吸引最佳人才加入你的环境，并且“让其他人参加比赛”。Sharp 表示这些是他从高中运动中学习到的技巧。

Sometimes the best way to achieve leadership is by pursuing a vision or meeting some personal goals, these three top-flight technologists suggest.

Robert Langer admits, "I don't tend to think of myself as a leader. I have simple ideas; I just want to see if I can do some good, and get satisfaction out of that." He counts himself lucky to have gotten a job at Harvard Medical School, which allowed him to apply engineering to medical problems. "I wanted to see if we could make things that might help improve people's health." He attributes some of his leadership learning to years of struggle in acquiring grant moneyn one case a 17-year battle with the NIH to back a novel drug delivery system (for which Langer was awarded the Charles Stark Draper Prize in 2002).

Says Robert Metcalfe, "We have an idealization of innovative leadershiphat it's lovely. But the enemy is the status quo, and it's resourceful and determined to defeat innovation." Metcalfe's personal style figures in his successes. He went to war against IBM in the 1980s, "when I had an invention that was better than what they had, and they threw all their monopoly resources against me. I was alone and surrounded and I beat them." To make progress against the status quo, Metcalfe states, "you have to be obnoxious."

Don't forget schmoozing and team playing, reminds Nobel Laureate Phillip Sharp, who acquired much of his savvy moving through academic ranks at MIT and partnering with outside firms. "I like to set a goal - that I'd like to see this technology do that, or this scientific question answered." While you must set goals and seize opportunities, he says, you also need to attract optimal talents to your environment and "get others to play the game." These are skills, Sharp says, he learned in high school sports.

关于影片（影片时间索引）：影片长度为 1:24:32.

这段全长六分钟的影片，重点为麻省理工领导力中心开幕，然后才是讨论。
A six-minute video presentation highlighting the launch of the MIT Leadership Center precedes the discussion.

6:15之时，时，史隆管理学院院长暨管理经济系教授Richard Schmalensee说明麻省理工领导力中心的任务，并介绍麻省理工学院领导力中心课程主任Deborah Ancona。

10:37之时，Ancona描述领导力中心的目标，并介绍参与人员。

17:36之时，Rosalind Williams与专题讨论参与者R Robert Langer, Robert Metcalfe, 及 Phillip Sharp开始谈话。

1:08:06之时，问答时间开启。

1:22:24之时，Ancona 感谢专题讨论参与者，并为本次活动作总结。