主持人： Deborah G. Ancona
Ancona在麻省理工的個人資料
與會者：
James Parker: 西南航空的前任執行長與董事長(Former C.E.O. and Vice-Chairman of the Board, Southwest Airlines Company)
MSNBC上關於Parker個人資料。
Barbara Stocking: 大不列顛樂施會會長(Director General, Oxfam, Great Britain)
《今日管理》(Management Today)雜誌上關於 Stocking 的資料。
關於專題研討：
在一些組織中，願景和動機並非專屬於管理層級，反而能夠激勵所有員工，甚至是最低階層的人員都能精力充沛。所有員工都能成為領導人。
James Parker, 解釋，在西南航空裏，這意謂著必須將公司目標傳遞給公司領導體系上的每一處。這個公司的文化是「行為決定規範，行為必須自地方階層做起」。所以，你將看到「機長協助空服員送花生和收垃圾，而空服員在航次間隔中利用時間進行清理工作－員工們做著自己份外的工作，造就了整體營運的成功」。Parker表示，西南員工已達成其他航空公司看似無法達成的兩個目標：低票價和卓越服務；就是這種「關係能力」使得西南具成本優勢，且員工也從中獲得了個人滿足感和滿意的報酬－包括紅利計劃。
Oxfam（港譯為樂施會） 廣大範圍的服務據點，以及危機時非營利的服務準則，要求全球七十個國家的所有員工完全獨立，在不依賴Barbara Stocking的情況下仍可繼續工作。「唯一的方法就是使員工有信心。我們正在應付生活於極度貧乏環境中的難民。這是無法分工完成的。」舉例來說，Oxfam 的社工人員曾尋求一種非醫療方式來協助南非的 HIV/AIDS 危機。當地工作者想到一個辦法，「我們可以採取特別的作法－社區支援策略」，例如教導年齡較長的孩子為人父母的知識。Barbara Stocking說道：「我實在不可能從牛津來想出這個點子。」建立這種分散式和技巧性的地方領導地位要花數年時間，且如果發生災難，各方面均需要很大的彈性。在這次南亞海嘯後，Stocking 必須讓Ache省員工相信直昇機是完成協助的唯一方法。Stocking 表示：「你要有想像力和行動力，但有時你又必須腳踏實地。」
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."
關於影片（影片時間索引）：影片長度為 1:08:45.
麻省理工史隆管理學院校友辦公室主任(MIT Sloan Alumni Office Director)Sean E. Brown為活動開場。
0:47之時，Deborah Ancona介紹演講者。
6:33之時， James Parker開始演講。
16:39之時，Barbara Stocking開始演講。
26:54之時，Ancona向兩位專題討論參與者提問。
50:38之時， Ancona唸出聽眾的問題。
1:08:00之時，Ancona感謝專題討論參與者。
1:08:27之時，Brown 感謝所有演講者。
以上資料為本影片上傳至 MITWORLD 網站上當時所獲知的資訊。此影片上傳日為： 2006-01-03.
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