孤岛 / Silo

「释义」

组织各部门之间相互不信赖，因此产生孤岛。各部门各行其是，成为跨部门协作的障碍。

大多数高管都认可打破孤岛。打破孤岛的方式之一是，重新设计正式的组织构架，但这种方式有局限性。

企业可以通过培训，让员工对机构的专业知识库有所了解，并建立联系，和想法不同的同事更好地合作。打破孤岛实现高效跨部门运营的核心是“了解对方并共情”。

「应用场景」

大多数高管都认可打破孤岛，帮助员工跨部门合作的重要性，但太难实现，这也情有可原，因为这件事的确难如登天。先从你的职场关系说起吧：想想你的上下级，然后考虑一下其他部门、分公司、异地和你工作有交集的人。日常工作中，谁是你的优先级？

Though most executives recognize the importance of breaking down silos to help people collaborate across boundaries, they struggle to make it happen. That’s understandable: It is devilishly difficult. Think about your own relationships at work—the people you report to and those who report to you, for starters. Now consider the people in other functions, units, or geographies whose work touches yours in some way. Which relationships get prioritized in your day-to-day job?

我们向全球多家公司的管理者、工程师、销售人员以及咨询顾问提出了这个问题，答案几乎不谋而合：垂直关系。

We’ve posed that question to managers, engineers, salespeople, and consultants in companies around the world. The response we get is almost always the same: vertical relationships.

但当我们问道，“哪些关系最能够为顾客创造价值？”答案恰恰相反。如今，企业多数创新和业务发展机会都来自不同部门、分支或机构间的交流联络。简言之，需要水平协作提供的整合解决方案。

But when we ask, “Which relationships are most important for creating value for customers?” the answers flip. Today the vast majority of innovation and business-development opportunities lie in the interfaces between functions, offices, or organizations. In short, the integrated solutions that most customers want—but companies wrestle with developing—require horizontal collaboration.

《打破孤岛畅通合作》

蒂齐亚纳·卡夏罗、艾米·埃德蒙森、江素金

2019年6月刊

“Cross-Silo Leadership”

by Tiziana Casciaro , Amy C. Edmondson and Sujin Jang

编辑：马冰仑