by software and robots in the next 20 years.

未來的二十年，有一半的人力

And many corporate leaders welcome that as a chance to increase profits.

預期將會被軟體和機器人取代。

Machines are more efficient;

很多企業家把它視為 增加營收的好機會。

humans are complicated and difficult to manage.

因為機器更有效率；

Well, I want our organizations to remain human.

人類卻是複雜且難以管理的。

In fact, I want them to become beautiful.

我希望我們的組織能保留住人力，

Because as machines take our jobs and do them more efficiently,

事實上， 我希望它們變得出色、美麗。

soon the only work left for us humans will be the kind of work

由於機器可以取代我們 更有效率地工作，

that must be done beautifully rather than efficiently.

很快，人類能做的工作

To maintain our humanity in the this second Machine Age,

就只剩下那些需要做得出色、漂亮， 而非高效率的工作了。

we may have no other choice than to create beauty.

要想在第二次機器時代 保持人性，

Beauty is an elusive concept.

除了創作出美麗的事物外， 我們別無選擇。

For the writer Stendhal it was the promise of happiness.

「美」是一種難以捉摸的概念。

For me it's a goal by Lionel Messi.

作家司湯達說 美是一種幸福的承諾，

(Laughter)

對我而言，梅西進球最美了。

So bear with me

（笑聲）

as I am proposing four admittedly very subjective principles

所以，請容許我

that you can use to build a beautiful organization.

提出四個相當主觀的原則，

First: do the unnecessary.

讓各位可據以建構出美麗的組織。

[Do the Unnecessary]

第一，做非必要的事。

A few months ago, Hamdi Ulukaya,

[做非必要的事]

the CEO and founder of the yogurt company Chobani,

幾個月前，漢第‧ 烏魯咖亞，

made headlines when he decided to grant stock to all of his 2,000 employees.

Chobani 優格公司的 創辦人兼執行長，

Some called it a PR stunt,

因將股份贈與全數2000名員工， 而登上頭條。

others -- a genuine act of giving back.

有人說這是公關噱頭，

But there is something else that was remarkable about it.

有人則認為這是真誠的回饋。

It came completely out of the blue.

但這件事還有其獨特之處。

There had been no market or stakeholder pressure,

這消息來得相當突然。

and employees were so surprised

因為並無市場或股東的施壓，

that they burst into tears when they heard the news.

所以當員工們聽到消息時，

Actions like Ulukaya's are beautiful because they catch us off guard.

驚訝到喜極而泣。

They create something out of nothing

像烏魯咖亞這類的行為之所以為美， 乃因其出乎大家意料之外。

because they're completely unnecessary.

因為他們完全沒必要這麼做，

I once worked at a company

但他們卻還是無中生有， 創造出有意義的東西。

that was the result of a merger

我曾在一家公司工作，

of a large IT outsourcing firm and a small design firm.

它是由一家大型科技資訊外包廠商，

We were merging 9,000 software engineers

和一家小型設計公司合併而成的。

with 1,000 creative types.

我們把9000名軟體工程師和

And to unify these immensely different cultures,

1000名創意工作者整合在一起。

we were going to launch a third, new brand.

為了融合這兩種截然不同的文化，

And the new brand color was going to be orange.

我們打算建立全新的第三品牌。

And as we were going through the budget for the rollouts,

新品牌的商標是橙色的，

we decided last minute

當我們討論新品問世的預算時，

to cut the purchase of 10,000 orange balloons,

在最後關頭，

which we had meant to distribute to all staff worldwide.

我們決定刪掉

They just seemed unnecessary and cute in the end.

原本要發給全球員工的 一萬顆橙色氣球的預算。

I didn't know back then

氣球看起來沒有必要，只是很可愛。

that our decision marked the beginning of the end --

當時我並不知道，

that these two organizations would never become one.

當下的這個決定， 為合併的破局揭開了序幕 ──

And sure enough, the merger eventually failed.

這兩家公司永遠不可能合而為一。

Now, was it because there weren't any orange balloons?

果然，這次合併以失敗告終。

No, of course not.

是因為當時沒有買氣球嗎？

But the kill-the-orange-balloons mentality permeated everything else.

不，當然不是。

You might not always realize it, but when you cut the unnecessary,

但是，刪掉氣球預算的這種心態， 蔓延到其它事情上。

you cut everything.

你可能沒有意識到， 你以為只是砍掉了不必要的東西，

Leading with beauty means rising above what is merely necessary.

但實際上，你砍掉了一切。

So do not kill your orange balloons.

追隨美麗，得超越必需。

The second principle:

所以，不要刪掉你的橙色氣球。

create intimacy.

第二個原則：

[Create Intimacy]

創造親密感。

Studies show that how we feel about our workplace

[創造親密感]

very much depends on the relationships with our coworkers.

研究顯示，我們對工作場所的感受，

And what are relationships other than a string of microinteractions?

取決於我們和同事間的人際關係。

There are hundreds of these every day in our organizations

除了一連串的微互動， 人際關係還包括什麽呢？

that have the potential to distinguish a good life from a beautiful one.

在組織中，每天會發生 好幾百次的人際互動，

The marriage researcher John Gottman says

能夠顯示出良好和美好生活的不同。

that the secret of a healthy relationship

婚姻研究者約翰‧哥德曼說，

is not the great gesture or the lofty promise,

健康關係的秘訣，

it's small moments of attachment.

不在於高調地表態或崇高的承諾，

In other words, intimacy.

而在於生活中 俯拾皆是的小感動。

In our networked organizations,

換句話說，就是親密感。

we tout the strength of weak ties

在我們的網絡組織中，

but we underestimate the strength of strong ones.

我們吹捧弱連接的力量，

We forget the words of the writer Richard Bach who once said,

但低估了強連接的力量。

"Intimacy --

我們忘記了作家李察‧巴哈說過的話：

not connectedness --

「親密 ──

intimacy is the opposite of loneliness."

不是連通 ──

So how do we design for organizational intimacy?

親密是孤獨的反面。」

The humanitarian organization CARE

所以我們該如何設計組織的親密性？

wanted to launch a campaign on gender equality

有一個叫 CARE 的人道組織，

in villages in northern India.

想要在印度北部的村莊

But it realized quickly

發起性別平等運動。

that it had to have this conversation first with its own staff.

但他們很快就意識到，

So it invited all 36 team members and their partners

需要先與內部成員展開對話。

to one of the Khajuraho Temples,

所以他們邀請了 36位團隊成員和他們的搭檔，

known for their famous erotic sculptures.

到以性愛雕像聞名於世的

And there they openly discussed their personal relationships --

克久拉霍神廟群之一去聚會。

their own experiences of gender equality

在那裏，他們與同事和搭檔

with the coworkers and the partners.

一同坦誠地討論他們的私人關係，

It was eye-opening for the participants.

分享自身經歷的性別平等體驗。

Not only did it allow them to relate to the communities they serve,

這令參與者們深受啟發，

it also broke down invisible barriers

不僅幫助他們與所服務的社區 建立起連結關係，

and created a lasting bond amongst themselves.

更打破了成員彼此間 無形的屏障，

Not a single team member quit in the next four years.

建立起持久的連結鏈。

So this is how you create intimacy.

在接下來的四年中， 沒有一個成員退出。

No masks ...

所以，這就是如何建立親密關係。

or lots of masks.

沒有面具，

(Laughter)

或者，需要很多面具——

When Danone, the food company,

（笑聲）

wanted to translate its new company manifesto into product initiatives,

當達能食品公司想要

it gathered the management team

把新的公司宣言落實到產品精神，

and 100 employees from across different departments,

他們召集了管理團隊

seniority levels and regions

和來自不同部門、

for a three-day strategy retreat.

不同資歷等級和地區的 100名員工，

And it asked everybody to wear costumes for the entire meeting:

舉辦一場為期三天的 戰略靜思會議。

wigs, crazy hats, feather boas,

他們要求每個人在會議期間 都要這麽打扮：

huge glasses and so on.

假髮、誇張的帽子、羽毛圍巾、

And they left with concrete outcomes

巨型眼鏡等。

and full of enthusiasm.

他們熱情洋溢

And when I asked the woman who had designed this experience

並且創造出具體、實質的成果。

why it worked,

我詢問設計這個活動的女士，

she simply said, "Never underestimate the power of a ridiculous wig."

為什麽活動能這麽成功？

(Laughter)

她只簡單地回說：「永遠不要低估 滑稽假髮的神奇力量。」

(Applause)

（笑聲）

Because wigs erase hierarchy,

（掌聲）

and hierarchy kills intimacy --

因為假髮消除了階級觀念，

both ways,

而階級會扼殺親密感——

for the CEO and the intern.

不管對執行長還是實習生，

Wigs allow us to use the disguise of the false

都是如此。

to show something true about ourselves.

假髮可以讓我們透過偽裝

And that's not easy in our everyday work lives,

來展示真實的自己。

because the relationship with our organizations

在我們日常工作生活中 是不容易做到的，

is often like that of a married couple that has grown apart,

因為我們組織中的人際關係，

suffered betrayals and disappointments,

常像日漸疏遠的夫妻一樣，

and is now desperate to be beautiful for one another once again.

充滿著背叛和失望，

And for either of us the first step towards beauty involves a huge risk.

而現在不顧一切的想要重修舊好。

The risk to be ugly.

對每個人來說，邁向追尋美麗的 第一步，隱含著巨大的風險。

[Be Ugly]

醜陋的風險。

So many organizations these days are keen on designing beautiful workplaces

[醜陋]

that look like anything but work:

現在很多組織想要 設計美麗的辦公區，

vacation resorts, coffee shops, playgrounds or college campuses --

讓它們看起來不像辦公場所：

(Laughter)

而是像度假村、咖啡店、 遊樂場、大學校園。

Based on the promises of positive psychology,

（笑聲）

we speak of play and gamification,

基於正向心理的考量，

and one start-up even says that when someone gets fired,

我們把工作訴諸於玩耍、遊戲，

they have graduated.

甚至有初創公司在解雇員工的時候，

(Laughter)

說他們是「畢業」了。

That kind of beautiful language only goes "skin deep,

（笑聲）

but ugly cuts clean to the bone,"

這些美麗的語言只是 「表面、膚淺的，

as the writer Dorothy Parker once put it.

但醜陋，可以讓我們 看到事實的真相。」

To be authentic is to be ugly.

作家多蘿西‧帕克曾這麽說：

It doesn't mean that you can't have fun or must give in to the vulgar or cynical,

「想要展現真實面， 得先擁抱醜陋面。」

but it does mean that you speak the actual ugly truth.

這不是說要你不能開心， 或者表現粗俗或冷嘲熱諷，

Like this manufacturer

而是要你說出醜陋的真相。

that wanted to transform one of its struggling business units.

就像這家製造商，

It identified, named and pinned on large boards all the issues --

想要改善瀕臨危機的事業單位，

and there were hundreds of them --

他們找出阻礙業績表現的問題、 列舉原因並歸咎癥結所在，

that had become obstacles to better performance.

將其貼在大型牆板上，

They put them on boards, moved them all into one room,

這些項目多達好幾百個。

which they called "the ugly room."

他們把這些板子全搬到一個

The ugly became visible for everyone to see --

他們稱為「醜陋之屋」的房間。

it was celebrated.

這些醜陋被攤在陽光下， 每個人都可以看到——

And the ugly room served as a mix of mirror exhibition and operating room --

但他們讚揚它。

a biopsy on the living flesh to cut out all the bureaucracy.

這個醜陋之屋兼具 真相展示與手術室的功能—

The ugliest part of our body is our brain.

藉由發掘真相來切除根治 所有的官僚體制。

Literally and neurologically.

我們身體中最醜陋的部分 是我們的大腦。

Our brain renders ugly what is unfamiliar ...

實質上與神經學而言， 都是如此。

modern art, atonal music,

我們的大腦能把醜陋變成 我們不熟悉的新奇事物......

jazz, maybe --

像是現代藝術、無調性音樂、

VR goggles for that matter --

爵士樂，也許——

strange objects, sounds and people.

虛擬實境眼鏡也是——

But we've all been ugly once.

奇特的事物、聲音和人。

We were a weird-looking baby,

但我們每個人都曾醜陋過，

a new kid on the block, a foreigner.

我們曾經都是外表奇怪的嬰兒，

And we will be ugly again when we don't belong.

社區來的新小朋友，或者外來者。

The Center for Political Beauty,

當我們沒有歸屬感時， 我們會再次變得醜陋。

an activist collective in Berlin,

柏林有一個叫「政治美麗中心」的

recently staged an extreme artistic intervention.

社會活動團體，

With the permission of relatives,

近期上演了一齣極致的 藝術介入活動。

it exhumed the corpses of refugees who had drowned at Europe's borders,

他們經過家屬同意，

transported them all the way to Berlin,

挖掘出歐洲邊境溺斃的難民遺體，

and then reburied them at the heart of the German capital.

並將它們運送到柏林，

The idea was to allow them to reach their desired destination,

然後再把挖出來的遺體 葬在德國首都的中心。

if only after their death.

這個計劃想讓死者 即便是在過世之後，

Such acts of beautification may not be pretty,

依舊能抵達他們 曾經渴望的目的地。

but they are much needed.

這種美化的行為 可能不太優雅，

Because things tend to get ugly when there's only one meaning, one truth,

但它們迫切需要。

only answers and no questions.

因為當事情只有 一種意義、一個真相、

Beautiful organizations keep asking questions.

只有答案、而沒有問題的話， 那事情通常是醜陋的。

They remain incomplete,

美麗的組織會持續提出問題。

which is the fourth and the last of the principles.

他們會維持不完整的狀態，

[Remain Incomplete]

這是第四個，也是最後一個原則。

Recently I was in Paris,

[維持不完整]

and a friend of mine took me to Nuit Debout,

最近我在巴黎，

which stands for "up all night,"

我一個朋友帶我去參加 Nuit Debout的活動，

the self-organized protest movement

意思是「不眠之夜」，

that had formed in response to the proposed labor laws in France.

始於抗議法國勞基法提案而產生的

Every night, hundreds gathered at the Place de la République.

一個自組性的抗議活動。

Every night they set up a small, temporary village

每天晚上，都有幾百人 聚集在共和國廣場上，

to deliberate their own vision of the French Republic.

每晚都會成立一個小的臨時聚落，

And at the core of this adhocracy

討論他們自己理想中的 法蘭西共和國。

was a general assembly where anybody could speak

這個臨時會的核心是一個全體大會，

using a specially designed sign language.

在大會上，每個人都可以用

Like Occupy Wall Street and other protest movements,

一種特別設計的手語 來表達自己的想法。

Nuit Debout was born in the face of crisis.

就像占領華爾街 及其他抗議運動一樣，

It was messy --

不眠之夜也是在面對危機時誕生的。

full of controversies and contradictions.

它很混亂—

But whether you agreed with the movement's goals or not,

充滿爭論和矛盾。

every gathering was a beautiful lesson in raw humanity.

不管你是否認同他們的抗議訴求，

And how fitting that Paris --

每次集會都是一次 原始人性的美麗課堂。

the city of ideals, the city of beauty --

不管巴黎 —

was it's stage.

這個美好的理想城市 —

It reminds us that like great cities,

它的舞台有多麼的光鮮亮麗。

the most beautiful organizations are ideas worth fighting for --

它提醒我們， 就像其他偉大的城市一樣，

even and especially when their outcome is uncertain.

最美好的組織， 是值得為之奉獻理想的——

They are movements;

即使、尤其是當結果不明確時。

they are always imperfect, never fully organized,

他們是群眾運動；

so they avoid ever becoming banal.

他們永遠不完美， 永遠不會組織完整，

They have something but we don't know what it is.

所以它們可以避免變得平庸。

They remain mysterious; we can't take our eyes off them.

他們擁有一些我們不懂的地方。

We find them beautiful.

它們保持著神秘感， 我們的目光無法離開它們。

So to do the unnecessary,

我們覺得它們很美。

to create intimacy,

所以，做非必要的事、

to be ugly,

創造親密感、

to remain incomplete --

變醜陋、

these are not only the qualities of beautiful organizations,

維持不完整——

these are inherently human characteristics.

它們不只是美麗組織的特徵，

And these are also the qualities of what we call home.

它們也是人類天生的性格。

And as we disrupt, and are disrupted,

這也是我們稱之為「家」的特徵。

the least we can do is to ensure

當我們處於混亂中或被擾亂時，

that we still feel at home in our organizations,

起碼我們能確保

and that we use our organizations to create that feeling for others.

我們在組織中仍保有家的感覺，

Beauty can save the world when we embrace these principles

如此我們亦可以在組織中， 為他人營造同樣的感受。

and design for them.

當我們擁抱這些原則並為之努力，

In the face of artificial intelligence and machine learning,

美麗就能拯救這個世界。

we need a new radical humanism.

在面臨人工智慧和 機器學習時代的來臨，

We must acquire and promote a new aesthetic and sentimental education.

我們需要一種全新的人本主義。

Because if we don't,

我們必須學習並發展 新的審美和感性教育。

we might end up feeling like aliens

因為如果我們不這麽做，

in organizations and societies that are full of smart machines

在充斥著智慧型機器，

that have no appreciation whatsoever

在不懂得欣賞 做不必要的事、

for the unnecessary,

創造親密感、

the intimate,

維持不完整性，

the incomplete

與對醜陋無動於衷的組織、社會中，

and definitely not for the ugly.

我們可能覺得自己像個外星人一樣， 格格不入。

Thank you.

謝謝。

(Applause)

（掌聲）