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【原文标题】Rethinking Occupy Wall Street
【中文标题】重新考虑占领华尔街 【登载媒体】福布斯
【来源地址】http://www.forbes.com/sites/dovseidman/2011/10/21/rethinking-occupy-wall-street/ 【译 者】 yusuf1124
【翻译方式】 人工
【声 明】 本翻译供 Anti-CNN使用，未经AC或译者许可，不得转载。" U" |1 {1 X3 v0 I+ P3 J! J# K
【原文库链接】 http://bbs.m4.cn/thread-3216733-1-1.html【译 文】
“There are times I wonder, ‘Will I be the next Mubarak?’”
“有时候我就在想，‘我会成为下一个穆巴拉克吗？’”
This question was posed to me not by a despotic ruler in the Middle East but by the highly-respected CEO of a multinational company who was worried about the prospect of his employees or consumers organizing against him, thereby rendering him powerless.
向我提出这个问题得不是中东的某位专制统治者，而是一家跨国公司备受尊崇的首席执行官。他担忧他的员工和消费者联合对抗他，并因此削弱他的职权。
It echoes in my mind every time I try to make sense of the questions so far directed at the Occupy Wall Street protesters: What is their purpose? What do they stand for? How long can they keep this up?
如今每当我尝试理解有关占领华尔街抗议者问题时，“他们的目的是什么？他们代表了什么？他们将持续抗议多久？这些问题就回响在我的脑海。
At best, these inquiries miss their mark. At worst, they display a dangerous lack of imagination that all but ensures that this protest movement will continue longer than necessary.
至多，这些询问都没有得到答案。最糟糕的情况下，他们会表现得毫无想象力，但保证这次抗议活动将持续很久。
The problem is that the questions ask too much of the protesters – and too little of the rest of us. Like most protest movements, OWS demonstrators are demanding freedom from the current system. Many employees joining the movement want freedom from command and control bosses and task-based jobs and freedom to contribute their character and creativity and collaborative spirit at work in pursuit of a values-based mission worthy of their dedication.
现在的问题是：抗议者得到了太多的质问，而其他人却很少。像很多抗议活动一样，占领华尔街抗议者是在向现行体制争取自由。很多加入这运动的工人在向上司们索取自由，任务型工作。他们想争取自由并在工作中贡献他们的创造力和合作精神，他们想寻求值得他们奉献，以价值观为基础的任务。
The ultimate impact of the this movement, like all others, hinges upon how all of us involved – and we are all involved – work together to create the freedom to enable all of our employees and citizens to pursue a meaningful career and life.
这项运动最终的影响，和所有其他运动一样，取决于我们所有人是怎样卷入的--我们所有人都加入这项运动--齐心协力创造自由，使得我们所有的工人和市民有能力追求有意义的事业和生活。
What’s more, the protesters deserve credit for inspiring us to have the long overdue, truthful, no-holds-barred discussion that business and political leaders have failed to engage in for far too long. As leaders, we should be asking ourselves soul-searching questions about the underlying nature of our economic system and our business environment.
更重要的是，抗议者激发了我们进行迟到的，真实的，没有任何限制的讨论。而商业和政治领导们很长时间没有致力于这些讨论。这一点，抗议者们值得赞颂。作为领导，我们应该真挚的自我反省关于经济体系和商业环境本质的问题。
The CEO who used the Arab Spring as an opportunity to rethink his own leadership and the nature – and genuine quality – of his multinational company’s stakeholder relationships would understand the need to have this discussion. He would use the Occupy Wall Street protests as an opportunity to ask some fundamental questions all business leaders should be asking, such as:
首席执行官利用阿拉伯之春来重新考虑他的领导地位和所在跨国公司利益相关者关系的本质和真实性质。他应该懂得进行此讨论的必要。他将以占领华尔街运动为契机来问一些所有商界领导都应该问的基本问题，比如：
1. Are we ready for the truthful conversation we’ve been avoiding?
1.我们是否已经准备好进行一场我们一直在躲避的真诚的对话？
We better be ready because the discussion about the fundamental structure and nature of business and the global economy is happening right now. The protesters’ conversation may touch upon issues of fairness and justice, but it is fundamentally about freedom. The protesters do not want a free ride; rather, they want the freedom to pursue a meaningful life and build a sustainable career. As the college graduates, soldiers who served in Iraq and Afghanistan, hard-working single parents and other protesters have made clear in their chants, Tweets, blog posts and sound bites, our current economic system does not provide that freedom.
我们最好已经准备好了。因为有关商业和全球经济的基本机构和本质的讨论此刻正在进行。抗议者的对话可能涉及到了有关公平和正义的问题，但最基本的是关于自由。抗议者需要的不是搭便车，而是用来追求有意义生活和创造可持续事业的自由。大学毕业生，在伊拉克和阿富汗参军的士兵，辛勤劳作的单身父母和其他抗议者在口号声，推特，博文和原生摘要中表达的很清楚：现在的经济体系并不能够提供这样的自由。
2. Can we differentiate between interdependence and co-dependence?
2.我们是否能够区别相互依存和相互依赖？
As if we needed any more convincing following the global economic crisis, the world is hyper-connected and interdependent. A housing bust in Florida helps create a fiscal meltdown in Iceland. The threat of default in Greece decimates retirement-account balances in the U.S. Just because we’re interdependent does not necessarily mean that our interdependencies are healthy.
世界是高度连接的和相互依存的，就好像在经济危机后我们需要更多的信服。福罗里达州的房地产萧条导致了冰岛的财政危机。希腊的债务拖欠风险毁掉了美国的退休账户余额。仅仅因为我们相互依存并不代表着我们的依赖性是安全健康的。 As leaders we need to create genuine, healthy and enduring interdependencies because we rise and fall together. One banker in London can lose his company billions of dollars, force the resignation of his CEO and send shock waves throughout the global financial community. Or one vegetable vendor can spark revolution towards freedom in the Middle East. The world is also hyper-transparent: anyone can peer into companies and see how they treat suppliers, employees, customers, the environment, communities and other stakeholders. 作为领导，我们需要创造真正的，安全的，持久的相互依存性。因为我们共同成败。伦敦的一位银行家可以致使他的公司损失几十亿元，迫使他公司的首席执行官辞职，在全球金融界制造混乱。或者一位蔬菜贩子能够引发中东进行追求自由的革命。同时世界也是高度透明的：任何人可以窥视公司，看公司如何对待供应商，员工，顾客，环境，社区和其他利益相关者。
The CEO who worried about the possibility of becoming the next Mubarak understood that our country’s relationship with the dictator was more co-dependent than it was healthy or enduring. This chief executive also understands how quickly general dissatisfaction can become specific: if his company mistreats a stakeholder, he wondered, why couldn’t a wave of protest sweep him out of his office or, worse, his company out of existence?
那些担心成为下一个姆巴拉卡的首席执行官明白我们国家和那独裁者的关系是健康持久的，但更多的是相互依赖的。这位首席执行官也明白大体的不满能够很快变得具体：如果他的公司粗暴的对待一名利益相关者，他在想，为什么一系列抗议活动就不能够把他扫地出门，或者更糟糕的是，使公司破产？
3. Can our companies foster cultures of Self Governance?
3.我们的公司是否能够培养自我管理的文化？
The OWS protesters have demonstrated their ability to self-organize. Now it’s time for our businesses to demonstrate the ability to self-govern. In self-governing organizations, people act on the basis of a set of core principles and values that inspire everyone to align around a company’s mission, purpose and definition of significance. Employees reject top-down, command-and-control leadership or hierarchical, structure, control processes, performance-based rewards and punishments.
占领华尔街运动的抗议者已经展现了他们自我支配的能力。现在轮到我们的企业来展现他们自我支配的能力了。在自我支配的组织中，人们按照一套核心原则和价值的基础行事，而这个基础激发每个人在公司的使命，目的和对重要性的定义中联合一致。员工排斥自上而下，命令控制模式的领导或者阶级，控制程序，以表现为基础的奖励和惩罚。
Sounds Pollyannaish? Not so. As the findings of The HOW Report – a new, independent study commissioned by my company LRN and recently written about in The Economist (http://www.economist.com/node/21530171)– demonstrate, self-governing organizations get much more of what they do want and much less of what they don’t want. In fact, they:
听起来很乐观？并不是这样。因为HOW报告--由我的公司LRN委托的，最近在经济学家刊登的一项新的，独立的研究--结果表明自我管理的组织更多的得到了他们想要的东西，更少的他们所不想要的东西。事实上，他们：
Deliver five times the level of innovation than other organizations;
Experience three times more employee loyalty relative to the competition;
Provide nine times higher levels of customer satisfaction compared with other organizations;
Deliver significantly higher levels of financial performance than other organizations ;
Are far more likely to report unethical conduct than their competitors.
实现了五倍于其他组织的创新 拥有了三倍于竞争对手的员工忠诚度 提供了九倍于其他组织的顾客满意度 实现了远高于其他组织的财务业绩 相对于竞争者，更可能报道不道德行为
4. Can leaders exert “power through” as opposed to “power over?”
4.领导们是否能够发挥“权利激励”而非“权利控制”？
In today’s knowledge economy, the sources of power—information and ideas—are infinite. Google gives them away for free. Because we can’t hoard information, the command-and-control leadership habits of the Industrial Age are no longer effective. Just as important, people want more than a paycheck from their jobs—they want to feel that they’re working with others to accomplish something important that they could not accomplish alone. If the only reason I work at a company is for a paycheck, I’ll leave when I’m offered a bigger one. If the only reason I buy from one company is their price, then I’ll switch my loyalty if someone else sells for less. So leaders need to shift from “command-and-control” to “connect-and-collaborate,” from exerting power over people to generating power through them.
在如今的知识经济中，力量的来源--信息和想法--是无穷的。谷歌免费它们。工业时代的命令管理的领导习惯不在有效，因为我们不能够贮藏信息。同样重要的是，人们需要的不仅是从工作中得到薪水--他们想要体验到和其他人工作完成一些个人无法完成的东西的那份感觉。如果我为公司工作的唯一原因是薪水，我将为一份更高的薪水离开。如果我向某厂家买东西的原因仅仅是因为价格便宜，那么我将转向售价更低得人。因此领导需要从命令控制向连接合作转变，从向员工施加权利向通过他们产生权利改变。
5. Can we address the careers crisis?
5.我们是否能够解决职业危机？
Yes, unemployment is high and absolutely requires a solution from our political leaders, but it is not a root cause of anger for the OWS protesters – many of whom already have jobs. What fewer and fewer of our citizens have these days are careers: a clear path forward to meaningful, sustainable work. We must start placing a much higher priority on unleashing the potential of the people currently in work, not just out of work. In today’s difficult jobs environment too many recent college graduates do not know where to invest their energy, talent, skills and innovation. We need a careers narrative powered by a national purpose and a story for recapturing America’s greatness that comprehensively answers which are the industries, job descriptions, capabilities and skills that will be providing fulfilling careers for the generation now entering the workplace. Within individual companies, a similarly long-term narrative inspires employees to come up with new ways to connect, collaborate and innovate. And, as we know, innovation not only moves individual companies forward but also stimulates the economic growth necessary to create additional jobs and careers.
的确，失业率很高而且完全需要我们的政治领导解决。但这并不是占领华尔街运动抗议者愤怒的根本原因--他们大多已经用工作。这些日子来市民们拥有越来越少的是事业：通往有意义的，可持续工作的清晰的前景道路。我们必须更多的优先考虑去开发现在职工人的潜力，而不仅仅是失业工人。在如今工作难觅的情况下，很多大学毕业生不知道把他们的精力，才智，技能和创新投入何方。我们需要一则事业故事来夺回美国的伟大。故事全面的回答了哪些产业，职位描述，能力和技巧将会为进入工作岗位的一代人提供能实现个人抱负的事业。在单个企业中， 一个类似的长期故事激发员工想出连接，合作和创新的新方法。正如我们所知，创新不仅使单个企业前进，而且激励经济增长来创造更多的职位和事业。
Securing enduring economic progress lies not in reforming our system but in rethinking and rebuilding our system.Just as the CEO who drew leadership lessons from an unlikely source has rethought how he leads and how his company behaves, we need to commit to rethinking how we operate as leaders and businesses. If we don’t, we all risk following in Mubarak’s footsteps.
持久的经济发展的确保不在于改革我们的体制，而在于重新思考并重建我们的体制。就像那位从意想不到的途径中汲取领导教训的首席执行官重新思考如何领导和公司如何运转一样，我们需要致力于重新思考作为领导者和企业我们该如何经营。如果不，我们将可能重蹈穆巴拉克覆辙。
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