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My plan for silo busting at the Dubai hotel began by bringing together all 25 department heads and getting them to open their minds and be ready for some change management. That act alone turned out to be a powerful silo buster in itself. This was not the first time the leadership team had come together. In fact they met quarterly to discuss the? problems of the hotel and how to succeed. The problem lay in the fact that the meetings would inevitably degenerate into defensive posturing, wherein the leaders would focus so single-mindedly on their own department needs (individual agendas) that they never shared best practices and how to help each other succeed for the greater good of the organization. They knew hotelwide change needed to take place.

我計劃在迪拜酒店破壞筒倉的計劃始于召集所有25個部門負責人，讓他們敞開心mind，準備進行一些變更管理。事實證明，這種行為本身就是一個強大的孤島破壞者。這不是領導團隊的第一次聚會。實際上，他們每季度開會一次，討論酒店的問題以及如何取得成功。問題在于，會議不可避免地會淪為防御姿態，其中領導人將一心一意地專注于自己的部門需求（個人議程），以至于他們從不分享最佳實踐以及如何互相幫助以取得更大的成功組織的好。他們知道需要在整個酒店范圍內進行改變。

They just did not know how to embrace that change; they did not know how to model this change in their actions and they had no architecture for successful communication and collaboration. They sensed?they were in silos, and they did not have the tools to bust out of them without help.edge of struggles or successes the team’s department has had in? the past. Using both the “Yes, and” language and overall philosophy, have all members participate in an idea-sharing session (divergent thinking). In order to do this there must be an agreed understanding that?

他們只是不知道如何接受這種改變。他們不知道如何為他們的行動中的這種變化建模，并且他們沒有成功進行溝通和協作的架構。他們感覺到自己處在孤島，沒有工具，他們就無法擺脫困境。團隊部門過去曾經歷過的掙扎或成功的邊緣。使用“是”和“語言”以及整體哲學，讓所有成員都參加一個想法共享會議（分歧思維）。為此，必須達成共識：

1. The outside person(s) entering the team will dive in fearlessly and participate to the top of their intelligence.

2. The group will work collectively to accept the new member(s) and incorporate them into the team as quickly and effectively as possible.

In divergent thinking the group should not deny, negate, or discuss restrictions or “how that did not work in the past.” Rather they should accept every idea that the new members suggest.

1.進入團隊的外部人員將無所畏懼地潛入水中并發揮自己的智力。

2.該小組將共同努力以接受新成員，并盡快將其納入團隊。

在分歧思維中，小組不應否認，否定或討論限制或“過去如何行不通”。相反，他們應該接受新成員提出的所有想法。

Now enter into convergent thinking with the shared commitment to go into the judgment phase with minds open to discovery and thoughtful understanding. In other words enter into the convergent thinking phase with a divergent thinking attitude. Rather than purely judging ideas as “good” or “bad,” talk with the new members about what they were thinking that led to their suggestions. Look to create a greater understanding of their unique perspective.?

現在，進入共同思想的融合思維，進入判斷階段，思想開放，易于發現和深思熟慮。換句話說，以不同的思維態度進入聚合思維階段。與新成員談論他們提出想法的想法時，不要單純地將想法判斷為“好”或“壞”。希望能更好地理解他們的獨特視角。

For example, what you might find is a best practice that created a stop-gap measure in an approach that you tried but that “did not work in the past.” By keeping an open mind to understand the new members’ perspective, you learn that the stop-gap measure they used to deal with a previous challenge will actually work to solve a current problem for your team.

例如，您可能會發現一種最佳實踐，該最佳實踐以您嘗試過的方法創建了權宜之計，但這種方法“過去沒有用”。通過保持開放的態度來理解新成員的觀點，您了解到他們用來應對先前挑戰的權宜之計實際上可以為您的團隊解決當前的問題。

Wherever possible I stressed accountability and transferability in the Dubai hotel—the idea that the open communication we were establishing in the program wouldn’t amount to much if it didn’t find its? way back to actual workplace practices. In silo busting at the hotel a part of the transferability depended on getting the heads to recognize the usefulness of manipulating status. They had to learn how to shatter entrenched hierarchies and siloed communications by lowering .

我盡可能強調了迪拜酒店的問責制和可轉讓性，這種想法是，如果我們無法在計劃中建立起開放式的溝通渠道，那么它就無法回到實際的工作場所實踐中。在酒店進行筒倉破壞時，可轉移性的一部分取決于讓負責人意識到操縱身份的作用。他們必須學習如何通過降低等級來打破根深蒂固的層次結構和孤立的通信。

The Business Improv team proceeded to put these department heads through a one-and-a-half-day program in which there was a strong emphasis on how to make change happen and how to put accountability practices into place. All the basics of “Yes, and” communication were laid out in lectures and readings and reinforced through exercises and discussions. Small-group work was done with exercises in group decision making, adaptability, leveling status, divergent thinking, and developing focus and concentration. Again and again I emphasized the concept that a diversity of ideas was to be sought out and celebrated, and I was happy to see that this concept itself was cherished. The simple act of telling people that their voices were valued and that they needed to find value in others’ voices had the effect of changing the energy and attitudes of the leaders. Gloom began to dissipate and a bit of optimism began to bubble up.

Business Improv團隊著手安排這些部門負責人進行為期半天的計劃，其中特別強調如何進行更改以及如何實施問責制。“是和”溝通的所有基礎知識都通過講座和閱讀進行闡述，并通過練習和討論得到加強。小組工作是通過小組決策，適應性，學習狀態，發散性思維以及發展重點和注意力的練習來完成的。我一次又一次地強調要尋求和慶祝各種各樣的想法的概念，并且我很高興看到這個概念本身得到珍惜。告訴人們他們的聲音很有價值，他們需要從他人的聲音中找到價值，這一簡單的舉動改變了領導者的精力和態度。悲觀情緒開始消散，一些樂觀情緒開始冒起。

As the program progressed, I pushed the heads to find ways of communicating more effectively, not just with their staffs but with each other. I encouraged them to lead by example and to take on the real work of silo busting. Again there was great enthusiasm for this. In divergent thinking phases the participants put a tremendous amount of effort into coming up with ways they could let other departments know about pitfalls and obstacles being encountered, while also finding ways to marry successful solutions across departments to demonstrate how the change initiations were taking hold. The exercises I led for this program followed an arc, building from self-audit and individual accountability, to interpersonal communication, to small-group communication, to department communication, to intercompany communication, to creating an improvisational company culture.?

隨著計劃的進展，我促使領導者尋求更有效的溝通方式，不僅可以與員工溝通，還可以與彼此溝通。我鼓勵他們以身作則，承擔起筒倉破壞的實際工作。再次有很大的熱情。在不同的思維階段，參與者付出了巨大的努力來提出他們可以讓其他部門了解所遇到的陷阱和障礙的方法，同時還找到了與各部門成功的解決方案結合使用的方法，以證明變革的發起是如何進行的。我為該計劃進行的練習遵循了一個弧度，從自我審核和個人問責制到人際溝通，小組溝通，部門溝通，公司間溝通，以及建立即興的公司文化。

Here’s an example of one of the more effective silo-busting exercises:?

Assemble a small team of six or so people from one department that is taking on a real work challenge. Add to the team one or two people from a completely separate department in the company, who have absolutely no idea of the challenge or any knowl-their own status within? each of their departments. (As we discussed in the last chapter, if a boss’s title is getting in the way of open communication, that boss needs to create an environment in which his or her own status is lowered, temporarily, so that open communication and a meritocracy of ideas can emerge.)?

這是更有效的筒倉破壞練習之一的示例：組建一個由六個左右的小組組成的小組，他們要面對實際的工作挑戰。將來自公司完全獨立部門的一兩個人添加到團隊中，他們絕對不知道挑戰或他們自己在每個部門內的身份。（正如我們在上一章中討論的那樣，如果老板的頭銜正妨礙開放式溝通，則該老板需要創造一個暫時降低其自身地位的環境，以便開放式溝通和思想專長會出現。）

The department heads and I worked hard to come up with ways that the improvisation exercises could be translated into the workday,and some of the specific, practical takeaways they developed were inspiring. The head of laundry came up with a plan to use “Yes, and” techniques at the laundry staff meeting on Monday mornings. A security head decided to have one meeting a week with staff in whicheveryone would be free to raise issues and problems without any pres?sure to work toward a solution at that particular meeting; solutions would be worked out at a separate meeting. Other heads embraced plans to work out staff problems through wide-open ideation, making full use of divergent/convergent thinking techniques with other departments.

部門負責人和我努力工作，提出了將即興練習轉化為工作日的方法，他們開發的一些具體實用的方法令人鼓舞。洗衣店負責人在星期一早上的洗衣店員工會議上提出了使用“是的”和“技巧”的計劃。安全負責人決定每周與工作人員開會一次，每個人都可以自由提出問題，而無需任何壓力就該次會議尋求解決方案。解決方案將在另一次會議上制定。其他負責人接受了通過廣泛開放的想法解決員工問題的計劃，并充分利用了與其他部門的分歧/趨同的思維技巧。

After a day and a half of very hard work, the department heads were revitalized, refocused, and primed for success. Silos looked ready to tumble. I would love to take personal credit for that, but it would do a disservice to the motivation, drive, and intelligence of the great leadership team in that hotel. I supplied these folks with tools and techniques they could use to bring back a natural flow of communication. Simply getting people together in a room and giving them improv techniques to postpone judgment and speak freely went a long way toward busting silos.I would be remiss if I did not point out that this particular pro?gram did not happen without my coming up against a fair amount of resistance and skepticism. The accounting head was a particularly hard nut to crack. He was good at crossing his arms and rolling his eyes and did not think that anything I was doing would help his ailing workplace.?

經過一天半的艱苦努力，部門主管重新煥發了活力，重新集中精力，為成功做好了準備。筒倉看起來準備倒下。我很想為此個人功勞，但這會損害那家酒店優秀領導團隊的動力，動力和智慧。我為這些人提供了可用于恢復自然交流的工具和技術。只是讓人們聚在一個房間里，并給他們即興創作的技巧來推遲判斷和暢所欲言，對于打破孤島大有助益。如果我不指出這個特殊的程序是在沒有我反對的情況下發生的，那我會很失落。相當多的抵抗和懷疑。會計主管是一個特別難以克服的堅果。他善于交叉雙臂和翻白眼，并且不認為我所做的任何事情都會對他生病的工作場所有所幫助。

Throughout the program I looked for opportunities to do some one-on-one work with him, during which I asked him to reframe his thinking about his role in the hotel. While it was entirely?understandable that he should be concerned with the numbers, it was not his job simply to say “No” to people. He needed to see that his job was to help everyone else accomplish what they were trying to get done, even while keeping an eye on the numbers. Sometimes those numbers might dictate that “No” was the proper response. However, he occasionally had to consider that “Yes” was a possibility as well. By the end of the program it clicked for him. He could find ways to hear and support his colleagues while still protecting his balance sheets. And he understood that a hotel with a staff that felt it was being heard? and supported would probably have greatly improved balance sheets? in the long run.?

在整個計劃中，我一直在尋找機會與他進行一對一的工作，在此期間，我要求他重新考慮自己在酒店中的角色。盡管他應該關心數字是完全可以理解的，但是對別人說“不”并不是他的工作。他需要看到他的工作是幫助其他所有人完成他們想做的事情，即使同時關注數字。有時候，這些數字可能表明“否”是正確的回應。但是，他有時不得不考慮“是”也是可能的。程序結束時，它為他點擊了。他可以找到聽取和支持他的同事的方式，同時仍然保護自己的資產負債表。而且他了解到，從長遠來看，一家擁有員工的酒店可能會大大改善其資產負債表，這讓他們感到自己正在被別人聽到和得到支持。