????有數據顯示，全球范圍內的企業（及其管理者）正在流失的資金達數十億美元，原因是生產率下降，人員快速流動以及反應遲緩——所有這些都是他們背負著信任稅的例證。我們和臺灣企業負責人的交流表明，他們的公司依然受到“員工流失率高”和“團隊溝通不暢”等問題的困擾。

????巨大的驚喜。大多數看起來針對我們個人的問題其實根本不是針對個人。不要認為那些“東西”是沖著我們個人來的，相反，我們要開始認識到，同一個體系中的我們之間不僅僅是“人與人”的關系，實際上是“世界與世界”——從有著獨特條件的我們這個世界到別人的世界。

????一旦我們都認識到了這一點，情形就會像是光明照進黑暗的房間。通過相互體會，我們眼中的對方將變得不一樣，我們就會堅定不移地追求合作。我們由此將見證系統人（Homo Systemicus）的誕生——他了解、而且且能夠體會整個體系，而且我們再也不會說：“我們遇到了敵人，因為他人就是我們自己。”

????你是不是覺得這聽上去不可能？巴里?奧什里認為，當人們宣稱這種可能性不存在時，那只是瑟瑟發抖的“老步調所發出的聲音”。它表明新步調已經呼之欲出，將要成為人們開展合作以及實現效益的新途徑。如果你的立場是“這不可能”，你就已經做出了選擇，而且這個選擇會產生后果。我們在大陸和臺灣的部分客戶已經開始認識到，讓未來的團隊領袖具備系統性的眼光是改善溝通、合作、協作效果，同時提高員工整體滿意度的重要手段。

????我們的建議：身為領導者（我們每個人都是領導者），我們得慎重考慮自己要采取哪種立場。因為無論你選擇哪種立場，你周圍的人都會亦步亦趨地模仿你。他們不由自主，因為模仿是人類學習的方式。每次面對合作時你選擇的立場都會被別人看在眼里。而且每一次，新的舞步都會變得更加容易模仿。這是順理成章的事，對吧？聽聽，你能聽到為新舞步伴奏的音樂嗎 ？（財富中文網）

????譯者：Charlie??

????The data show that businesses (and their leaders) are leaving billions of dollars on the table worldwide – in lost productivity, high employee turnover, and slow response times – and these are all examples of paying the Trust Tax. Our conversations with CEOs in Taiwan reflect that “high turnover” and “poor team communication” continue to vex organizations here.

????The Big Surprise? Most of what seems deeply personal to us is not personal at all. Instead of interpreting “Stuff” as if it was aimed directly at us, we can begin to understand that we are not merely relating “person to person” with others in the system, we are in truth relating “world to world” – from our world, with its own unique conditions, to theirs.

????When we all wake up to this it will be like the lights going on in a dark room. We will see each other differently, through the lens of empathy, with an unshakable stand for partnership. We will witness the birth of Homo Systemicus– a person that sees and has empathy for the whole system – and no longer will we say “we have met the enemy, and he is us.”

????Does this sound impossible? According to Barry Oshry, when people declare such a possibility “impossible,” it is simply “the sound of the Old Dance,” shaking. The implication is that the New Dance is already in the process of being born, emerging as the new path for human collaboration and effectiveness. If you take a stand that “it’s impossible,” that is a choice, and that choice has consequences. Some of our customers in China and Taiwan are already beginning to see the importance of providing a systemic perspective for their emerging leaders as a means to achieve better communication, collaboration, teamwork, and overall satisfaction among employees.

????Our advice: As a leader (and we are all leaders), consider carefully which stand you will take because, whichever one you are modeling, it will be copied and replicated by all those around you. They can’t help it, because people learn by copying others. Each time you choose to take a Stand for Partnership, that is going to be visible. And each time the New Dance steps become easier to follow. Makes sense, right? Can you hear the music???