PBS高端访谈:管弦乐队讲商业管理（在线收听）

Judy Woodruff: But first- a most unusual lesson for corporate executives, how a classical music conductor is teaching business leadership. Economics correspondent Paul Solman visits a program where clients learn about the top by visiting the pits, the orchestra pit, that is. Paul has the story as part of our weekly series Making Sense.

Paul Solman: A couple dozen freelance musicians. Many had never worked together before. Some had never even met. They gathered, rehearsed for about an hour, and performed Haydn's Symphony Number 44 flawlessly. But how can a pop-up organization such as this function like a perfectly tuned machine, when so many organizations, including maybe yours, seem dysfunctional?

Roger Nierenberg: And it makes you wonder, is there any way to use this to bring about collaboration?

Paul Solman: It made conductor Roger Nierenberg wonder if there weren't a lot musicians can teach businesspeople. And so, for over 20 years, he's run the Music Paradigm, seating executives in an orchestra.

Roger Nierenberg: Step up here onto the podium, and I will get you a companion.

Paul Solman: Even inviting them to join him on the podium.

Roger Nierenberg: You want to find out, what are the skills that they use? What can you steal from this orchestra, transplant into your own life, thereby bringing greater success not only to yourself, but to all those who work with you?

Paul Solman: At the ritzy Mohonk Mountain House resort in the Catskill Mountains, New York Presbyterian Hospital's superstar chief residents were the target audience.

Dr. Steve Corwin: These are the most talented young physicians in the country. And we have tended to say, well, they're going to do their own thing and then we will deal with all the other people in the hospital. It's a big mistake.

Paul Solman: Because, says CEO Steve Corwin, they're key executives in a $5.2-billion-a-year business, who may not always appreciate the supporting cast, says chief operating officer Laura Forese.

Dr. Laura Forese: I don't care how good a surgeon you are. You cannot do it on your own.

Paul Solman: Consider surgeon Steven Lee-Kong's wonder and envy at the tacit teamwork here.

Dr. Steven Lee-Kong: They sounded like one instrument. If I'm doing an operation, and it's a team I have never worked with before, it's invariably chaos.

Roger Nierenberg: So, you know what the orchestra did the first thing? They tuned up. If they start playing before they tune up, they're going to be unhappy.

Paul Solman: Or, as the CEO suggested saying to the surgical team-

Dr. Steve Corwin: Team, this is our first voyage together.

Paul Solman: Yes.

Dr. Steve Corwin: Let's talk about how we're going to do this operation. Let's just go through this for 10 or 15 minutes before we start the operation. Right?

Paul Solman: Teamwork. And if not?

Roger Nierenberg: So, I hate to do this to you, but would you mind giving an A, which is just about a quarter-of-a-tone low, for the horns and the oboes and the bassoon? What happens when you have one silo on its own standard and you have another silo on a different standard? So, strings, you play on your own pitch the last note. We're playing just one note. And we will all play together. Do you recognize the sound of a high school orchestra?

Roger Nierenberg: The problem is with the fact that these silos are not communicating across to one another.

Paul Solman: Elizabeth Stephens is chief resident in that loftiest of silos, cardiothoracic surgery. Snooty, nose in the air because you're at the top of the — of the pyramid, right? Fair?

Dr. Elizabeth Stephens: I will say that this specialty as a whole has been known for that.

Paul Solman: A specialty in which lack of teamwork actually kills people.

Dr. Elizabeth Stephens: I can do a great operation and send the patient to the ICU. And if the ICU is not on the same page as me, we can have some very disastrous outcomes.

Paul Solman: Even though both sides — the ICU's doing a great job.

Dr. Elizabeth Stephens: Right.

Paul Solman: You did a great job, but…

Dr. Elizabeth Stephens: But if I don't communicate something that I did differently in the O.R., such that, you know, that certain patient needs to be managed differently, then we can have disastrous outcomes.

Roger Nierenberg: So, let's play the last note. Make the whole orchestra sound like an organ, one instrument.

Paul Solman: But wait a second, objected anesthesiologist Leila Mei Pang.

Roger Nierenberg: Yes, yes, please.

Dr. Leila Mei Pang: Your situation is a little bit different than our situation.

Roger Nierenberg: I will bet it is.

Dr. Leila Mei Pang: You have started with people in your orchestra who are basically at the same level. We have an organization where we have people at multiple levels. How do you get all of these levels to work together?

Roger Nierenberg: I know that there are strong players in the orchestra. I know that there are weak players in the orchestra. So what I try to do is, I try to get those people to collaborate.

Paul Solman: But one of the lessons, how the leader can overdo it.

Roger Nierenberg: They will play it beautifully, because I will make them play it beautifully.

Paul Solman: By micromanaging, for example.

Roger Nierenberg: OK, give me the mic.

Roger Nierenberg: How'd the orchestra sound?

Woman: Sorry, guys, not very good.

Woman: A little stale.

Roger Nierenberg: OK, what was wrong? I heard all — I heard all the right notes.

Woman: Well, if — I hate to put the blame on you. But I think — I think maybe you were really paying attention to detail, but not communicating anything helpful to us.

Paul Solman: Or just not paying attention to those under you.

Woman: Your eyes were kind of just roving around, and the conducting just seemed a little bit disconnected from anything we were doing musically.

Woman: And I actually saw over here some people looking really nervous and some jittery legs.

Paul Solman: But one leadership mistake in particular really got to the docs.

Roger Nierenberg: If I had said, now make it really beautiful, they have no idea what I'm asking for. A lot of times, we leaders are sloppy about that.

Paul Solman: Or vague, Dr. Julia Iyasere admitted, when she instructs her hospital staff on patient care.

Dr. Julia Iyasere: Take care of the patient well or do a good job.

Paul Solman: Or play beautifully.

Dr. Julia Iyasere: Play beautifully, instead of saying, do you understand how we're going to treat this person's X? Do you understand the diagnosis?

Paul Solman: How many of you think, after this, that you have fallen short in communicating with people who are on your teams? How many? Literally everybody? Even though they do have techniques in place, says ophthalmology director Royce Chen.

Dr. Royce Chen: We're always talking about like huddles and things like that. I think I tend to resist huddles, because, sometimes, they seem like they're just another thing you have to do.

Paul Solman: What are you going to do or might you do differently in the huddle now?

Dr. Royce Chen: So, first, I would say that I will commit to having a huddle, which is I think the first step. OK?

Paul Solman: That's a big concession?

Dr. Royce Chen: That is a big concession, because I think, oftentime, we just think it's an extra thing to do on the list of 1,000 things to do.

Dr. Steve Corwin: We tend to manage top-down.

Paul Solman: Again, the chief executives.

Dr. Steve Corwin: So, the residents get the message, the hospital says you got to do the huddles. Oh, God, what is this about? What do they know?

Dr. Laura Forese: So, when one of our doctors today said, I'm going to do that huddle, because that huddle now is going to include everyone in that clinic, that was gold.

Paul Solman: And gold for Roger Nierenberg. That's because, it turns out, his original business motivation was to help save the dying industry to which he's devoted his life.

Roger Nierenberg: I saw that the big problem for classical music in America is that we don't have enough audience. I have found a way to enroll people, to get people to feel classical music in a powerful way, in an artistic way. What really matters to me is the extent to which the music has gotten through to them.

Paul Solman: And sticks, sticks as well as the hospital hopes his business lessons will.

For the PBS NewsHour, this is economics correspondent Paul Solman, reporting from Mohonk Mountain, New York.

朱迪·伍德瑞夫：首先，我为各企业高管们奉上一节非比寻常的课程，那就是的经典音乐指挥家如何解读商业领导力。财经记者保罗·索曼深入采访，课程学员们踏入乐池，学习尖端领导技能。保罗做客我们每周系列节目Making Sense，为您讲述其中的故事。

保罗·索曼：他们是一行自由音乐家。他们中的很多人从未有过合作，甚至从未谋面。他们聚在一起，排练了大约一小时，然后开始演奏海顿第44交响曲，整场演奏完美无瑕。但就是这样一个临时组建起来的乐队，又如何做到了珠联璧合，相得益彰呢？而世界上那么多企业机构都或多或少存在着些许管理问题，可能你的公司也身在其列。

罗杰·尼伦贝格：大家不禁要问，这其中是不是有什么妙招，同样也可以运用到企业团队合作中来？

保罗·索曼：指挥家罗杰·尼伦贝格在想，他们搞音乐的是不是也可为商业人士之师呢？所以，20多年来，他一直潜心经营着他的Music Paradigm，邀请众多企业高管身临交响乐团。

罗杰·尼伦贝格：站到指挥台上来吧，我陪着你。

保罗·索曼：哦还邀请他们站到指挥台上来。

罗杰·尼伦贝格：你们想了解，他们何以流畅演奏么？你们能从交响乐团中，学到哪些技能，运用到日常生活中呢？（运用好了）你自己和在你身边工作的人，都会受益良多？

保罗·索曼：在卡兹奇山脉极尽奢华的莫康克山豪斯酒店，我们邀请了纽约长老会医院里的有才之士前来做客。

史蒂夫·柯文医生：他们是全美国最具才华的年轻医生。我们想说的是，不给他们讲课，给别人讲，那就太荒谬了。

保罗·索曼：因为，像比如首席执行官史蒂夫·柯文，他们才是核心管理人员，身上肩负着一年52亿美元的业务，比如像说首席运营官劳拉·弗里斯，他们常常不在乎那些小角色。

劳拉·弗里斯医生：我不在乎你医术多么精湛。你还是得跟人合作不是。

保罗·索曼：想想外科医生史蒂夫·李港的疑惑，他很羡慕交响乐团默契有佳的合作。

史蒂夫·李港医生：他们演奏起来就像一件完整的乐器。如果我在做一台手术，我从没见过如此（整齐划一）的团队，我的团队总出乱子。

罗杰·尼伦贝格：那么，你知道管弦乐队要做的第一件事是什么吗？调音。不调音就演奏，出不了好效果。

保罗·索曼：或者，作为主刀医生，应对他的手术团队说——

史蒂夫·柯文医生：各位，这是我们第一次合作。

保罗·索曼：是的。史蒂夫·柯文医生：下面我们来谈一谈手术要点。手术开始之前，我们花10或15分钟来说一下这些。对吗？保罗·索曼：团队合作。如果不这样呢？

罗杰·尼伦贝格：请圆号和双簧管和巴松管吹奏一个A调，但要（故意）低1/4音阶，尽管（不太好听）我不愿意。如果你们按自己的音准来演奏，而你们也按自己的音准来演奏，会怎么样？好现在，弦乐，按你自己的音高，演奏最后一个音符。我们只奏一个音符。我们一起开始。你们能分辨出那个“上高中的”音符么？

罗杰·尼伦贝格：问题正是这些这些簧管之间，相互没有沟通配合。

保罗·索曼：伊丽莎白·史蒂夫在那家德高望重的医院里做胸心外科总住院医师。傲慢，鼻孔朝天，因为你是大拿，对吗？说得对吗？

伊丽莎白·史蒂夫医生：我只能说，总体来讲，大家都认为我们这个行业是这样。

保罗·索曼：在这行里，配合不善，会害死人。

伊丽莎白·史蒂夫医生：我可以把手术做得很好，把病人送进ICU。但如果ICU和我没有配合好，后果将是灾难性的。

保罗·索曼：即便双方的工作都做得不错——ICU也做得不错。

伊丽莎白·史蒂夫医生：是的。保罗·索曼：你做好了，但是…

伊丽莎白·史蒂夫医生：但是如果我没有将病人的手术情况（跟ICU）交代清楚的话，因为你知道，护理病人的方法必须因人而异，弄不好的话，后果可能是灾难性的。

罗杰·尼伦贝格：那么，我们来演奏最后一个音符。这次演奏大家要整齐划一，就像一个整体。

保罗·索曼：慢着，麻醉师雷拉·美庞有话要说。

罗杰·尼伦贝格：好，好，请讲。雷拉·美庞医生：你们的情况与我们不尽相同。

罗杰·尼伦贝格：我敢打赌完全一致。雷拉·美庞医生：在你的乐团里，大家水平相差无几。

而在我们医院里，医生护士们水平良莠不齐。这种情况，怎么将大家整合到一块呢？

罗杰·尼伦贝格：我知道，我这乐队里有演奏高手，也有相对薄弱一点的乐手。所以我要做的就是，我要设法让他们一起演奏。

保罗·索曼：但还有一点，领导者们应该各司其职。

罗杰·尼伦贝格：他们演奏的优美动听，因为我让他们如此。

保罗·索曼：比如，通过微观管理。罗杰·尼伦贝格：好，给我麦克风。

罗杰·尼伦贝格：演奏得怎么样？

女士：不好意思，伙计们，并不是很好。

女士：有点不对味儿。

罗杰·尼伦贝格：好，哪有问题？我听着音符都演奏对了。

女士：嗯，我并不想把问题归咎于你。但是我认为，或许你太过注重细节，而没有传达给我们有用的信息。

保罗·索曼：或者只是没有注意到那些你身边的东西。

女士：你的眼神飘忽不定，指挥似乎和演奏有点脱节。

女士：其实我看到，有些人很紧张，有些人腿在抖。

保罗·索曼：领导决策失误，在行医过程中，也真有发生。

罗杰·尼伦贝格：那如果我说了，现在开始演奏，奏得婉转动听，相信他们肯定不知所云。很多时候，我们的领导都很马虎。

保罗·索曼：朱莉娅·莉亚赛尔医生承认，她在向医护人员交代病人护理注意事项时，有时含含糊糊。

朱莉娅·莉亚赛尔医生：好好照顾病人，或者说照顾好他们。

保罗·索曼：或说好好演奏。朱莉娅·莉亚赛尔医生：好好演奏，而没有说，你是否明白了如何护理这位病人？对于我的诊断，你是否已经了解？

保罗·索曼：听到这里，你们有多少人认为，自己与团队成员沟通不足？有多少？诚实一点？眼科主任罗斯·陈说，尽管他们确实医术不错。

罗斯·陈医生：我们总说开会啊之类的。

我想我会抵制这种会议，因为有时，感觉是为了开会而开会。

保罗·索曼：那么再开会的话，你会怎么做呢，或者说会和以前有什么不一样么？

罗斯·陈医生：那首先，我会坚持到会，这是第一步。对吧？

保罗·索曼：这是个很大妥协么？

罗斯·陈医生：这的确是个很大妥协，因为以往，我们只会认为，开会不过是1000个待办事项中的一个罢了。

史蒂夫·柯文医生：我们会自上而下，一一处理。保罗·索曼：还是管理人员。

史蒂夫·柯文医生：通知医生们说要开会。哦天，又什么事？他们知道什么？

劳拉·弗里斯医生：那么，如果有医生说，我们要开个会，因为诊室里每个人都要参加，这就是金律。

保罗·索曼：这也罗杰·尼伦贝格的金律。因为，罗杰最初的商业动机就是挽救他为之贡献终身的夕阳产业。

罗杰·尼伦贝格：我看到在美国，古典音乐所面临的最大问题就是听众不足。我找到了一种吸引人们来听音乐的方法，那就是让人们以一种艺术的形式，强烈地感受到古典音乐的力量。我关心的是音乐是否融入进了人们的生活，融入了多少。

保罗·索曼：sticks以及纽约长老会医院愿他一切进展顺利。

这里是PBS NewsHour，我是财经记者保罗·索曼，从纽约莫霍克山发来报道。