劍橋雅思10Test1閱讀Passage3原文翻譯The psychology of innovation

劍橋雅思10Test1閱讀Passage3原文翻譯The psychology of innovation，今天中國(guó)教育在線就來為大家分析這個(gè)問題。

The psychology of innovation

創(chuàng)新的心理

劍橋雅思10Test1閱讀Passage3原文翻譯The psychology of innovation

第1段

Innovation is key to business survival,and companies put substantial resources into inspiring employees to develop new ideas.There are,nevertheless,people working in luxurious,state-of-the-art centres designed to stimulate innovation who find that their environment doesn’t make them feel at all creative.And there are those who don’t have a budget,or much space,but who innovate successfully.

創(chuàng)新是商業(yè)賴以生存的關(guān)鍵，公司將大量的資源用于激勵(lì)員工提出新想法。但是，仍然有那么一些人雖然在豪華、先進(jìn)、并以刺激創(chuàng)新為目的而設(shè)計(jì)的中心工作，卻覺得環(huán)境一點(diǎn)也沒有讓他們感到有創(chuàng)造的動(dòng)力。也有一些人雖然沒有充足的預(yù)算，或者足夠的空間，卻成功地實(shí)現(xiàn)了創(chuàng)新。

第2段

For Robert B.Cialdini,Professor of Psychology at Arizona State University,one reason that companies don’t succeed as often as they should is that Innovation starts with recruitment.Research shows that the fit between an employee’s values and a company’s values makes a difference to what contribution they make and whether,two years after they join,they’re still at the company.Studies at Harvard Business School show that,although some individuals may be more creative than others,almost every individual can be creative in the right circumstances.

對(duì)于亞利桑那州立大學(xué)心理學(xué)教授Robert B.Cialdini而言，公司未能獲得應(yīng)有的成功的原因之一在于創(chuàng)新始于招聘。研究表明，員工文章來自 雅思價(jià)值觀與公司價(jià)值觀之間的契合度會(huì)影響他們做出的貢獻(xiàn)以及加入兩年后是否仍在該公司工作。哈佛商學(xué)院的研究表明，盡管某些人可能比其他人更具創(chuàng)造力，但幾乎每個(gè)人都可以在適當(dāng)?shù)那闆r下發(fā)揮創(chuàng)造力。

第3段

One of the most famous photographs in the story of rock’n’roll emphasises Cialdini’s views.The 1956 picture of singers Elvis Presley,Carl Perkins,Johnny Cash and Jerry Lee Lewis jamming at a piano in Sun Studios in Memphis tells a hidden story.Sun’s‘million-dollar quartet’could have been a quintet.Missing from the picture is Roy Orbison,a greater natural singer than Lewis,Perkins or Cash.Sam Phillips,who owned Sun,wanted to revolutionise popular music with songs that fused black and white music,and country and blues.Presley,Cash,Perkins and Lewis instinctively understood Phillips’s ambition and believed in it.Orbison wasn’t inspired by the goal,and only ever achieved one hit with the Sun label.

一張搖滾故事中最著名的照片印證了Cialdini的觀點(diǎn)。這張1956年，歌手Elvis Presley，Carl Perkins，Johnny Cash和Jerry Lee Lewis在孟菲斯Sun Studios的照片講述了一個(gè)隱藏的故事。Sun的“百萬(wàn)美元四重奏”本來可以說是五重奏。照片中缺少的是Roy Orbison，一個(gè)比Lewis，Perkins或Cash更有天賦的歌手。擁有Sun的Sam Phillips希望通過融合黑白音樂，鄉(xiāng)村音樂和布魯斯音樂來革新流行音樂。Presley，Cash，Perkins和Lewis本能地理解Phillips的抱負(fù)，并對(duì)此抱有信心。而Orbison則沒有受到這一目標(biāo)的啟發(fā)，只在唱片公司進(jìn)行了一次演出。

第4段

The value fit matters,says Cialdini,because innovation is,in part,a process of change,and under that pressure we,as a species,behave differently,‘When things change,we are hard-wired to play it safe.’Managers should therefore adopt an approach that appears counterintuitive-—they should explain what stands to be lost if the company fails to seize a particular opportunity.Studies show that we invariably take more gambles when threatened with a loss than when offered a reward.

Cialdini說，價(jià)值觀的契合很重要，因?yàn)閯?chuàng)新在某種程度上是變革的過程，在這種壓力下，作為一個(gè)物種，我們的行為方式有所不同，“當(dāng)事情發(fā)生變化時(shí)，我們本能地想要安全行事?！币虼?，管理者應(yīng)該采用一種看起來違反直覺的方法-他們應(yīng)該闡明如果公司未能抓住特定機(jī)會(huì)將會(huì)損失什么。研究表明，在遭受損失威脅時(shí)，我們總是會(huì)比面對(duì)獎(jiǎng)勵(lì)時(shí)更多地進(jìn)行賭博。

第5段

管理創(chuàng)新是一門精致的藝術(shù)。由于市場(chǎng)營(yíng)銷，產(chǎn)品開發(fā)和財(cái)務(wù)部門各自從不同的人員那里獲得不同的反饋，因此很容易將公司拉向相互矛盾的方向。而且，如果沒有確保公司內(nèi)部協(xié)作交流的系統(tǒng)，小型“創(chuàng)新項(xiàng)目”也很容易消失。創(chuàng)新是一種需要溝通的活動(dòng)。你不能僅僅通過說：“我們正在朝這個(gè)方向前進(jìn)，而你將跟我一起”來說服別人。

Managing innovation is a delicate art.It’s easy for a company to be pulled in conflicting directions as the marketing,product development,and finance departments each get different feedback from different sets of people.And without a system which ensures collaborative exchanges within the company,it’s also easy for small‘pockets of innovation’to disappear.Innovation is a contact sport.You can’t brief people just by saying,‘We’re going in this direction and I’m going to take you with me.’

第6段

Cialdini believes that this‘follow-the-leader syndrome,is dangerous,not least because it encourages bosses to go it alone.‘It’s been scientifically proven that three people will be better than one at solving problems,even if that one person is the smartest person in the field.’To prove his point,Cialdini cites an interview with molecular biologist James Watson.Watson,together with Francis Crick,discovered the structure of DNA,the genetic information carrier of all living organisms.‘When asked how they had cracked the code ahead of an array of highly accomplished rival investigators,he said something that stunned me.He said he and Crick had succeeded because they were aware that they weren’t the most intelligent of the scientists pursuing the answer.The smartest scientist was called Rosalind Franklin who,Watson said,“was so intelligent she rarely sought advice”.’

Cialdini認(rèn)為，這種“跟隨領(lǐng)導(dǎo)綜合癥”是危險(xiǎn)的，不僅僅因?yàn)樗膭?lì)老板一意孤行。“科學(xué)證明，即使一個(gè)人是該領(lǐng)域最聰明的人，三個(gè)人在解決問題上也會(huì)比一個(gè)人更好?！睘榱俗C明他的觀點(diǎn)，Cialdini引用了分子生物學(xué)家James Watson（詹姆斯·沃森）的采訪。沃森與弗朗西斯·克里克（Francis Crick）一起發(fā)現(xiàn)了DNA的結(jié)構(gòu)，DNA是所有活著的生物體的遺傳信息載體。當(dāng)被問及他們是如何領(lǐng)先眾多高水平的競(jìng)爭(zhēng)者破解密碼時(shí)，他說了一些令我震驚的東西。他說，他和克里克之所以成功，是因?yàn)樗麄円庾R(shí)到自己并不是追求答案的最聰明的科學(xué)家。沃森說，最聰明的科學(xué)家叫羅莎琳德·富蘭克林（Rosalind Franklin），“他非常聰明，以至于很少尋求他人的建議”。

第7段

Teamwork taps into one of the basic drivers of human behaviour.‘The principle of social proof is so pervasive that we don’t even recognise it,’says Cialdini.‘If your project is being resisted,for example,by a group of veteran employees,ask another old-timer to speak up for it.’Cialdini is not alone in advocating this strategy.Research shows that peer power,used horizontally not vertically,is much more powerful than any boss’s speech.

團(tuán)隊(duì)合作是人類行為的基本動(dòng)力之一。Cialdini說：“社會(huì)認(rèn)同的原則是如此普遍，以至于我們甚至都沒有意識(shí)到。”“例如，如果你的項(xiàng)目遭到一群資深員工的抵制，那就爭(zhēng)取另一位老員工的支持?！辈⒎侵挥蠧ialdini提倡這種策略。研究表明，水平而非垂直使用的同事權(quán)力比任何老板的講話都強(qiáng)大得多。

第8段

Writing,visualising and prototyping can stimulate the flow of new ideas.Cialdini cites scores of research papers and historical events that prove that even something as simple as writing deepens every individual’s engagement in the project.It is,he says,the reason why all those competitions on breakfast cereal packets encouraged us to write in saying,in no more than 10 words:‘I like Kellogg’s Corn Flakes because….’The very act of writing makes us more likely to believe it.

寫作，想象和原型設(shè)計(jì)都可以激發(fā)新想法。Cialdini引用了許多研究論文和歷史事件，證明即使是像寫作這樣簡(jiǎn)單的事情也能加深每個(gè)人對(duì)項(xiàng)目的參與。他說，這就是為什么所有那些早餐麥片包裝比賽都鼓勵(lì)我們用不超過10個(gè)詞來書寫：“我喜歡凱洛格的玉米片是因?yàn)椤?。寫作這一行為使我們更有可能相信它。

第9段

Authority doesn’t have to inhibit innovation but it often does.The wrong kind of leadership will lead to what Cialdini calls‘captainitis,the regrettable tendency of team members to opt out of team responsibilities that are properly theirs’.He calls it captainitis because,he says,‘crew members of multipilot aircraft exhibit a sometimes deadly passivity when the flight captain makes a clearly wrong-headed decision’.This behaviour is not,he says,unique to air travel,but can happen in any workplace where the leader is overbearing.

權(quán)威并不一定抑制創(chuàng)新，但卻經(jīng)常如此。錯(cuò)誤的領(lǐng)導(dǎo)方式會(huì)導(dǎo)致Cialdini稱為captainitis的現(xiàn)象。即團(tuán)隊(duì)成員推卸本屬于他們責(zé)任的遺憾趨勢(shì)。他稱之為captainitis是因?yàn)椤爱?dāng)機(jī)長(zhǎng)做出錯(cuò)誤的決定時(shí)，多飛行員的飛機(jī)機(jī)組有時(shí)會(huì)表現(xiàn)出一種致命的被動(dòng)性”。他說，這種行為并非航空業(yè)所獨(dú)有，可能在任何領(lǐng)導(dǎo)者過于專制的工作場(chǎng)所中發(fā)生。

第10段

At the other end of the scale is the 1980s Memphis design collective,a group of young designers for whom‘the only rule was that there were no rules’.This environment encouraged a free interchange of ideas,which led to more creativity with form,function,colour and materials that revolutionised attitudes to furniture design.

與之相反的情況是20世紀(jì)80年代孟菲斯的設(shè)計(jì)團(tuán)隊(duì)。這是一群年輕的設(shè)計(jì)師，他們“唯一的規(guī)則是沒有規(guī)則”。這種環(huán)境鼓勵(lì)思想的自由交流，從而在形式，功能，顏色和材料方面帶來了更多的創(chuàng)造性，進(jìn)而徹底改變了家具設(shè)計(jì)的理念。

第11段

Many theorists believe the ideal boss should lead from behind,taking pride in collective accomplishment and giving credit where it is due.Cialdini says:‘Leaders should encourage everyone to contribute and simultaneously assure all concerned that every recommendation is important to making the right decision and will be given full attention.’The frustrating thing about innovation is that there are many approaches,but no magic formula.However,a manager who wants to create a truly innovative culture can make their job a lot easier by recognising these psychological realities.

許多理論家認(rèn)為，理想的老板應(yīng)該在幕后領(lǐng)導(dǎo)，以集體成就為榮，并在適當(dāng)?shù)臅r(shí)候給予贊揚(yáng)。Cialdini說：“領(lǐng)導(dǎo)應(yīng)鼓勵(lì)每個(gè)人做出貢獻(xiàn)，同時(shí)向所有有關(guān)方面保證，每一項(xiàng)建議對(duì)于做出正確決定都是重要的，并將得到充分重視。”令人沮喪的是，創(chuàng)新有很多方法，但不存在神奇的公式。然而，通過認(rèn)識(shí)到這些心理層面的事實(shí)，想要?jiǎng)?chuàng)造真正創(chuàng)新文化的經(jīng)理可以讓自己的工作變得輕松許多

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