注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

杠杆力

“给我一个支点,我就能撬起地球”——The Power of Lever

 
 
 

日志

 
 

【首发译文】让老板们痛恨创造性的偏见  

2014-01-07 09:50:53|  分类: Leverer之首译 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |
The Biases That Make Bosses Hate Creativity
让老板们痛恨创造性的偏见
Leverer 译     From: fastcompany.com     By: Drake Baer     January 6,2014
【首发译文】让老板们痛恨创造性的偏见 - 杠杆使者Leverer - 杠杆力
 

老板看不到好点子不是他们的错,而是一个看不见的偏见。

每一年,Fast Company都广泛的搜索商业中最具创造力的人。但是这里有些东西很奇怪:然而对于美国人捕获创造性,研究表明我们更倾向于拒绝它。

为什么人们不信任有创造力的人?正如Jessica OlienSlate中写的,这里存在着一些心理障碍层。

大多数人都是满足者

“我们认为具有创造力的人都是英雄式的,并且我们赞美他们,但是我们赞美的其实是后果罢了,”加州大学商学教授Barry StawSlate中说道。话句话说,我们爱的可能是创造性的产品和创造出来它们的人——iPhone和史蒂夫?乔布斯——但是我们真的无法处理整个创造过程的那种无聊与乏味。

Staw的话来说,这是因为大多数人属于满足者:他们宁愿维持现状也不愿意挑起争端,这意味着好的想法很可能没有提倡便已消亡

“就像在西方文化中我们庆祝独立那么多一样,有极多的要去顺从的压力存在,”Staw继续说道。这让我们思考:可能那边是为什么在他的新版大卫与歌利亚中,Malcolm Gladwell争辩道企业家的基本性格之一便是坏脾气:毕竟分裂听起来不那么礼貌。

更深层次,创造性预示着不确定性

对于成为一个进化的产品我们已经开发除了这种自我保护的习惯。在自我保护的过程中,我们已经开发出的一种捷径便是如果有些东西还不确定,那么它便缺乏安全。然后,如果它不安全,我们便不会想去做它——这取决于你与风险之间的关系。

新点子给自我保护提出了一个问题,那边是它们是绝对地不确定。正如Olien所说,如果它们不具有任何不确定性,那么它们便不会是新东西。

这将会创造出一个看不见的壁障物:根据宾夕法尼亚大学的记录结果表明,当人们捕获新思想时,如果他们感觉有一种削减不确定的动机时,他们便会拒绝新思想。好比如果他们感觉危险——工作不安全感或者隆隆作响的通风井诸类情况。

 

英文原文:

IT'S NOT THE BOSSES' FAULT THAT THEY CAN'T SEE GOOD IDEAS; IT'S AN UNSEEN BIAS.

Every year, Fast Company searches far and wide for the Most Creative People in business. But here's something strange: while Americans prize creativity, research says we're disposed to reject it.

Why do people mistrust creative folks? As Jessica Olien writes at Slate, there are layers of psychological blocks.

MOST PEOPLE ARE SATISFIERS

We think of creative people in a heroic manner, and we celebrate them, but the thing we celebrate is the after-effect,” University of California business professor Barry Staw tells Slate. In other words, we may love the creative product and the people that made them--iPhone and Steve Jobs--but we can't really handle the ickiness of the creative process.

To use Staw's vocabulary, this is because most people are satisfiers: they would much rather preserve the status quo than ruffle feathers, which means that good ideas may perish without an advocate.

"As much as we celebrate independence in Western cultures, there is an awful lot of pressure to conform," Staw continues. This gets us thinking: maybe that's why in his new David and Goliath, Malcolm Gladwell argues that one of the fundamental temperaments of entrepreneurs is disagreeableness: disruption, after all, doesn't sound very polite.

AT A DEEPER LEVEL, CREATIVITY SIGNALS UNCERTAINTY

The thing about being a product of evolution is that we've developed this habit of self-preservation. And in the course of self-preservation, one of the shortcuts we've developed is that if something is uncertain, then it's less safe. And if it's less safe, we don't want to do it--depending on your relationship with risk.

New ideas present a problem to self-preservationists in that they're categorically uncertain. As Olien argues, if they didn't have any uncertainty, the wouldn't be new.

This creates an unseen blinder: as the University of Pennsylvania has documented, while people prize new ideas, they reject them if they feel a motivation to reduce uncertainty. Like, for instance, if they sense danger--in the form of job insecurity or rumbly ventilation shafts.


图片来源地址:zyari.deviantart.com
  评论这张
 
阅读(35)| 评论(0)
推荐 转载

历史上的今天

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017