《德鲁克日志》第十二篇：沟通的要点

2017.11.26

提示：彼得德鲁克在这里强调的是：管理者要努力提高自己聆听的能力。任何沟通过程都存在两个角色，“声波”的传递者，和“声音”的接收者。每个人都同时扮演着两个角色。用彼得德鲁克的话说，即“utterer”（倾诉者）和“recipient”（倾听者）。

声波只有通过接收器才能成为声音。无线电台发出的是声波，通过收音机才能还原成为声音。人只能听到声音，却听不到声波。因此，接收器决定了沟通是否有效。

沟通，无论是在生活还是在工作中，都是令人头疼的事情。我们迫切希望改善沟通。尽管有那么多的沟通培训课程，改善效果并不明显。究其原因，我们根本就问错了问题。正确的问题应该是“我如何听明白？”，而非“我如何说的更精彩？”

管理者要提出好的问题，然后，能够做的就是聆听。

这里所说的接收者不仅仅是指对方，更重要的是指管理者自己。

启发：沟通是双向交流，管理者不仅要善于表达，更要善于聆听。你听到了什么，而非你说了什么，决定了沟通是否有效。Work not on the utterer but the recipient.

文｜彼得德鲁克

沟通的要点

Fundamentals of communications

要想改善沟通，致力改善聆听者而不是说话的人。

To improve communications, work not on the utterer butthe recipient.

是聆听者在沟通。除非有人在聆听，否则沟通没有发生。人只能在觉察范围内有所觉察。人只能用聆听者的语言或术语沟通。术语必是以经验为基础的。作为一种规则，我们只能觉察期望觉察到的内容。我们只能看到期望看到的东西，听到期望听到的内容。不曾期待的东西往往被忽视。

It is the recipient who communicates。Unless there is someone who hears，there is no communication. There is only noise. One can perceive only what one is capable of perceiving. One can communicate only in the recipients’ language or in their terms. And the terms have to be experience based. We perceive, as a rule, what we expect to perceive， We see largely what we expect to see, and we here largely what we expect to hear. The unexpected is usually not received at all.

沟通总是提出一种要求。要求接受者成为某个人，做些什么，相信某件事。沟通总是诉求于动机。如果沟通的内容与接受者的热切期望、她的价值观和动机相违背，信息根本不可能被接受，起码会遭到抵制。

Communication always makes demands. It always demands that the recipient become somebody, do something, believe something. It always appeals to motivation. If it goes against her aspiration, her values, her motivations, it is likely not to be received at all or, at best, to be resisted.

沟通是感性的，信息则是逻辑的。正因为如此，信息是纯形式而没有意义。信息永远是一种“编码”。要想让它可以被接收到，还不要说被使用，接收者必须知道和了解这些编码。这要求有事先的约定，即某种沟通。

Where communication is perception, information is logic.As such, information is purely formal and has no meaning. Information is always encoded. To be received, let alone to be used, the code must be known and understood by the recipient. This requires prior agreement, that is, some communication.

行动指南：

采取步骤改善沟通，让接收者主动交换信息。设计一些问题，如“下个季度，你认为，在你的责权范围内，合适的目标是什么？”

Action Point: take steps to improve communications by asking recipients to initiate an information exchange. Formulate questions such as, “What objectives do you believe are appropriate for your area of responsibility next quarter?”