系列名称
2005 史隆大会(Sloan Convocation 2005)


查看本系列其他演讲


领导力，在不确定的年代(Leadership in an Age of Uncertainty)
2005年10月7日
10:30 AM

地点：
Kresge 演讲厅(Kresge Auditorium)


翻译单位：
统一数位翻译股份有限公司


翻译赞助：
财团法人资讯工业策进会

英文厅打：
Jennifer Chau
简历：
University of Guam- Business Administration

1. Global Consulting (self-employed w/ spouseA)- Administrative Asst.
2. Mobil Oil Corp. Guam/Marianas/Micronesia- Executive Secretary to the President
3. EMI- Secretary to the GM

1. 统一数位翻译专业翻译师

1. 统一数位翻译专业翻译师

1. 1.少年儿童报社
2. 状元文化事业有限公司
3. 新休闲杂志
4. 统一数位翻译专业翻译师

翻译赞助：
财团法人资讯工业策进会

关于专题研讨：
在一些组织中，愿景和动机并非专属于管理层级，反而能够激励所有员工，甚至是最低阶层的人员都能精力充沛。所有员工都能成为领导人。

James Parker, 解释，在西南航空里，这意谓着必须将公司目标传递给公司领导体系上的每一处。这个公司的文化是“行为决定规范，行为必须自地方阶层做起”。所以，你将看到“机长协助空服员送花生和收垃圾，而空服员在航次间隔中利用时间进行清理工作－员工们做着自己份外的工作，造就了整体营运的成功”。Parker表示，西南员工已达成其他航空公司看似无法达成的两个目标：低票价和卓越服务；就是这种“关系能力”使得西南具成本优势，且员工也从中获得了个人满足感和满意的报酬－包括红利计划。

Oxfam（港译为乐施会） 广大范围的服务据点，以及危机时非营利的服务准则，要求全球七十个国家的所有员工完全独立，在不依赖Barbara Stocking的情况下仍可继续工作。“唯一的方法就是使员工有信心。我们正在应付生活于极度贫乏环境中的难民。这是无法分工完成的。”举例来说，Oxfam 的社工人员曾寻求一种非医疗方式来协助南非的 HIV/AIDS 危机。当地工作者想到一个办法，“我们可以采取特别的作法－社区支援策略”，例如教导年龄较长的孩子为人父母的知识。Barbara Stocking说道：“我实在不可能从牛津来想出这个点子。”建立这种分散式和技巧性的地方领导地位要花数年时间，且如果发生灾难，各方面均需要很大的弹性。在这次南亚海啸后，Stocking 必须让Ache省员工相信直升机是完成协助的唯一方法。Stocking 表示：“你要有想像力和行动力，但有时你又必须脚踏实地。”

In some organizations, vision and motivation don't reside exclusively in the top tiers of management, but instead energize all employees, even the most ordinary foot soldiers. All staff become leaders.

At Southwest Airlines, explains James Parker, this means translating the corporate mission up and down the line. The company culture is "defined by deeds, which have to be delivered on a local level." So you'll see a "deadheading pilot helping flight attendants serve peanuts and stowing trash, and flight attendants cleaning up between flights -- employees doing things outside the narrow scope of their job responsibilities, to contribute to the success of overall operations." Southwest employees have secured two goals that seem unattainable by other airlines: low fares and outstanding service, says Parker. It's this "relational competence" that gives Southwest its cost advantage, and employees derive both personal satisfaction and good remuneration-including a profit-sharing plan- from their labors.

The vast field operations of Oxfam, as well as the nonprofit's engagement in crises, demand that staff working in 70 countries operate very independently from Barbara Stocking. "The only way to do it is by having confidence in (staff) out there. We're dealing with displaced people living in extreme poverty. It can't be broken down into tasks." One example: Oxfam field workers sought a non-medical way to contribute to the HIV/AIDS crisis in southern Africa. Workers on the ground there figured out "we could bring something special -- community support strategies," such as mentoring older children to be parents. "The idea that I could have dreamt that up from Oxford is ridiculous," says Stocking. Developing this kind of distributed and skilled local leadership takes years, and in the case of disasters, requires great flexibility all around. Following the Asian tsunami, Stocking had to convince her Aceh staff that helicopters were the only way to go to deliver aid. "You want imagination and initiative," says Stocking, "but sometimes you have to bring them back."

关于影片（影片时间索引）：影片长度为 1:08:45.

麻省理工史隆管理学院校友办公室主任(MIT Sloan Alumni Office Director)Sean E. Brown为活动开场。

0:47之时，Deborah Ancona介绍演讲者。

6:33之时， James Parker开始演讲。

16:39之时，Barbara Stocking开始演讲。

26:54之时，Ancona向两位专题讨论参与者提问。

50:38之时， Ancona念出听众的问题。

1:08:00之时，Ancona感谢专题讨论参与者。

1:08:27之时，Brown 感谢所有演讲者。