CHAPTER 1 POWER AND INFLUENCE
《權力的真諦：用尊重影響他人》第一章 權力與影響（一）
作者 Blaine Lee 譯者 Justice
第一章 權力與影響
The measure of a man is what he does with power. ——Pittacus
衡量一個人，就看他擁有權力時的所作所為。——庇塔庫斯
Power is not a new phenomenon. It forms the foundations of government, sociology, psychology, history, religion, and the many disciplines that study how people live and work together, influencing each other. It can be intriguing, because power can be surprisingly complex. It can be enticing, because power can be seductive. But it can also inspire and uplift and exalt, because power can be used to help people accomplish marvelous things.
權力，並非什麽新鮮事物。它構成政治學、社會學、心理學、曆史學、宗教學以及研究人們共同工作、生活時是如何相互影響的諸多學科的基礎。權力令人好奇，因為它極其複雜；權力令人著迷，因為它充滿誘惑。但是，權力也可以激勵人、振奮人和提升人，因為它可以幫助人們成就非同尋常的事業。
What feelings do you have when you think about power? To some, power means control. To be powerful may feel heady, exhilarating, exciting. Some feel strong with it and impotent without it; invincible with it and vulnerable without it; comfortable with it or scared by it. Some feel that to have power is bad, that power itself is bad. Didn't Lord Acton insightfully observe that power corrupts and absolute power corrupts absolutely? Others feel it is desirable or even essential for successful living. But power is not really good or bad; it is neutral. Power itself is not negative or positive, although our feelings about it may be. Power is the potential to influence others for good or evil, to be a blessing or a scourge. Like nuclear energy, it can provide the electricity to light a city, or it can fuel the bomb that destroys it.
想到權力，你是什麽感覺？對有些人，權力意味著控製他人。對有些人，擁有權力，讓人陶醉、興奮、激動。有些人認為，擁有權力就強大，沒有權力就軟弱；擁有權力就戰無不勝，沒有權力就脆弱不堪；擁有權力就愜意，麵對權力就懼怕。有些人認為，擁有權力不是好事，因為權力本身不是好東西。阿克頓勳爵不就頗有見地指出，權力導致腐敗，絕對的權力導致絕對的腐敗嗎？另一些人則認為，對於成功的人生而言，權力是有益的，甚至是必不可少的。但是，事實上，權力無所謂好壞，它是中性的。權力本身並無消極或者積極之分，盡管我們感覺它是這樣的。權力，是給他人帶來或好或壞影響的潛能，既可以賜福也可以降災。權力，就如核能一樣，既可以提供電力照亮城市，也可以點爆炸彈摧毀城市。
You might not think of it as such, but power pervades every aspect of your life. You wield it and are subject to it. This is because we are all interconnected. We live together, work together, shop together, worship together, and play together. In all these settings, we are with other people whose feelings, views, desires, goals, and values may be different from ours. When we come together, it is natural that we influence and are influenced by each other. Power is our ability to influence one another.
人們或許並未這麽想過，但權力確實是滲透至人們生活的方方麵麵。人們支配權力並受權力支配，其原因在於我們是互相聯係的。我們在一起工作，在一起生活，在一起購物，在一起做禮拜、在一起嬉戲玩樂。在上述情形中，我們是與擁有不同感覺、觀點、欲望、目標和價值的其他人在一起的。大家聚在一起後，就會自然而然地影響他人並受他人影響。權力，就是我們影響他人的能力。
WHO IS POWERFUL?
誰擁有權力？
So who among us is powerful? How do we define power between individuals? If you're like most people, you know power when you see it, but you can't really define it. We seem to have an innate ability to measure power in our fellow man. An exercise I often perform with organizations illustrates this point. I've gone into companies and other groups with this request, "Here's a personnel roster -- rank these people in terms of their power." With no more than this single instruction, people have no difficulty completing the task. Although there is some disagreement about the ranking of those in the middle, most people readily agree on who really has power. In fact, what I often find is that everyone agrees who's at the top and bottom of the list. People seem to sense who is powerful. I find this agreement whether I am asking about power at work, power in politics, power in the community, or power in families -- wherever people are together.
那麽，我們之中誰擁有權力呢？該如何定義個人之間的權力呢？就像大多數人一樣，你看到權力就知道權力是何物，卻無法給權力下一個確切的定義。我們似乎擁有衡量他人權力的天生能力。我經常在種種機構中進行的一項調查，就證實了這點。我曾經深入很多公司和其他組織，讓其員工回答如下問題：“這是一本人員花名冊，請根據權力大小給他們排序。”除此以外，沒有更多提示，但是，人們都毫不費力地完成了任務。盡管人們對權力排位處於中間的人士存在一些分歧，但是，大多數人很容易地得出誰真正擁有權力的共識。事實上，我常常發現，對於處於權力名單頂部和底部的人士，大家的意見都一致。人們似乎憑感覺就知道誰擁有權力。我發現，無論我問的是工作上的權力、政治上的權力，抑或是社區中的權力、家庭中的權力——即不管人們聚在何處，都存在上述共識。
A group of automotive engineers testing the horsepower of an engine would be expected to concur on how powerful the engine is. Since we don't have physical instruments for measuring interpersonal power, what is it that causes this agreement when people are asked to rank the more powerful and less powerful people they associate with? I believe it is our perceptions, based on our experiences -- we feel it. When I ask people about those they know who they consider to be powerful, they often explain the source of their power in terms of an instance in which the powerful person played a significant role. This frequently includes some reference to the kind of relationships the powerful person has. For example, one might say, "Enrico is so powerful -- he gets anything he wants because people are afraid of him." Or, "Suzanne is pretty powerful -- she has what others want, and the only way they can get it is to go through her." Or, "I'd say that Chris has power with other people and they choose to follow him because they trust him -- they believe in what he is trying to accomplish."
測試引擎馬力的一組汽車工程師，完全可以在引擎馬力大小的問題上達成共識。可是，由於我們並不擁有測量人際之間權力大小的物理儀器，因此，在被問及所認識的人中誰的權力更大、誰的權力更小時，究竟是什麽原因導致人們得出上述共識的？我相信，是我們的直覺，以經驗為基礎的直覺，讓我們得出上述共識。每當我向人們打聽在他們所認識的人當中他們認為擁有權力之人的相關情況時，他們往往以擁有權力之人發揮重要作用的事例說明其權力來源，一般均提及擁有權力之人所擁有的某種關係。例如，有人會這麽說：“恩裏科這麽霸道，他想要什麽就得到什麽，因為人們都怕他。”或者會這麽說：“蘇珊娜相當厲害，她擁有別人想要的任何東西，別人隻有通過她才能得到自己想要的東西。”或者會這麽說：“我覺得克裏斯在人群中很有威信，其他人都選擇服從他，因為人們都相信他，相信他可以實現他正在努力實現的目標。”
Reflect on your own experience. Do you know a powerful person? This might be someone you have worked with, someone you have lived with, or some historical or current public figure you have read about. However you define power, this person has it. What makes others choose to follow this person?
想想你自己的親身體驗吧。你認識擁有權力的人吧？這個人，或許是與你共同工作的人，或許是與你共同生活的人，或許是你所了解的某一曆史人物或者當代公眾人物。無論你如何定義權力，這個人都擁有該種權力。想一想，其他人為什麽會選擇服從這個人呢？
THREE PATHS TO POWER
獲取權力的三種途徑
There are three options you should consider. First, is it because they are afraid not to? Perhaps this person has the capacity, authority, or ability to intimidate or bully people, to do something unpleasant or uncomfortable to other people. Is this person powerful because they can hurt others in some way, or embarrass them, humiliate them, impose sanctions against them, fire them, or take something away from them? If they are afraid that this powerful person can do something they don't like, others might comply just to avoid the problem. With fear as a source of this person's power, others might go along to get along.
我們可以考慮如下三個選項：
第一，是不是因為人們不敢不服從這個人呢？也許這個人具有威脅或者恐嚇他人、做出讓他人感到難受或者不舒服的能量、能力或者權勢。這個人之所以擁有權力，是因為他會采取某種方式傷害他人，或者讓他人難堪、羞辱他人、懲罰他人、解雇他人，或者奪走他人的什麽東西嗎？人們如果懼怕這個擁有權力的人會做出他們不願看到的事情，就可能隻是為避免發生上述事情而順從他。由於懼怕是這個人的權力來源，他人或許是為了不惹麻煩而委曲求全。
Consider a second option. This person might be influential with others because of what they can do for them. This person has the capacity to do something that other people want. For example, they might offer one of the following: "I will pay you if you'll do what I want. I have something to exchange for your time and effort. I can give you information. I can give you opportunity. I can give you resources. I can give you power. I've got something you want, you've got something I want. Let's make a deal." This person has power because they can provide things that other people want, in order to get what they want in return. This is different from the first kind of power. There is no threat or force involved. Ask yourself, Is this second option the reason why people choose to follow the individual that I was thinking about? Is there something valuable they offer to do for them in exchange?
看看第二個選項吧。這個人之所以可以影響他人，或許是因為他能為其他人做些什麽。這個人有能力給予其他人想要的東西。例如，他也許可以提供如下某種東西：“如果你照我說的去做，我會付錢給你。我用我擁有的東西換取你的時間和付出。我可以提供信息給你。我可以提供機會給你。我可以提供資源給你。我擁有你要的東西，你擁有我要的東西。我們做個交易吧。”這個人之所以擁有權力，是因為他能提供其他人想要的東西，以獲取他想要的東西。這與第一種權力不同。它不涉及任何威脅或者武力。扣心自問，第二個選項是不是人們選擇服從我所想起的那個人的原因？他為換取他所需要的而提供的東西是否有價值？
A third option represents an entirely different approach and a different kind of power. This category suggests that the person you believe is powerful is someone others believe in, someone they honor, someone they respect. They comply with this person's wishes because they want what she wants. Whether she is there or checking up on them or paying them does not matter. She believes in them and they believe in her. As a consequence, people willingly and wholeheartedly give themselves to what she asks of them. This person has power with others, not over them.
第三個選項，代表的是完全不同的處事方法和不同的權力。這個選項顯現的是，你認為擁有權力之人，是人們信任之人，是人們尊重之人，是人們尊敬之人。人們之所以遵循其旨意，是因為人們所想的正是她所想的。無論她在不在場、監不監督或者付不付錢，都無關宏旨。她信任他們，他們信任她。因此，人們心甘情願地全心全意地聽從她的請求。這個人是與他人一起擁有權力，而不是擁有控製他們的權力。
It may seem artificial to divide your analysis this way. Perhaps the reasons people choose to follow the person you are thinking about fall into more than one category. Or perhaps the reasons people choose for following or listening or paying attention vary over time. The important thing is that you think about a real person and the possible reasons why they are powerful, why others choose to follow them.
如此劃分你的分析思考，似乎並不真實。也許人們選擇服從你所想起的那個人的原因，不隻一條；也許人們選擇服從、聽從或者關注的原因，是因時而變的。最重要的是，你所想起的是一個真正的人，而且那就是他擁有權力以及其他人選擇服從他的合理原因。
WHEN ARE YOU POWERFUL?
你何時擁有權力？
Now consider a different situation. We all recognize power in others, but are you prepared to recognize it in yourself? Think about a situation in which you were the powerful person, where your influence was significant with a group of people during the past year in your personal life or your professional life. Whether formally or informally, you were recognized as the leader -- they chose to follow you.
再看看另一不同的情況。我們都能認識到別人身上的權力，可是，你是否能夠認識到自己身上的權力？好好回想一下，你擁有權力的情形；好好回想一下，你在過去的一年裏，對自己工作或者生活圈的某群人具有重大影響的情形：不論是正式的還是非正式的，人們都把你視為領導者的情形，即他們都選擇服從你的情形。
Recall a time in your life when you felt particularly powerful. Maybe you made a brilliant presentation or closed a major deal. Maybe you got a group of Boy Scouts to behave on a camping trip, solved a family dispute, or talked your way out of a potential problem. Maybe you were initiating a new activity or product, installing a new system at work, collecting money for a worthy cause in your own neighborhood, changing a program or policy at your children's school, or working to accomplish something for your community.
想想在你的一生中，你感覺特別有權的時候。也許是你作了精彩演講或者完成了一大筆交易的時候；也許是你組織的一批童子軍參加野營訓練時表現出色，解決了家庭糾紛，或者憑三寸不爛之舌解決了潛在問題的時候；也許是你正在發起新活動或者發布新產品，在工作中安裝了新係統，為所在社區的高尚事業籌集了款項，改變了你小孩所在學校的政策或者計劃，或者一直在努力完成社區某一項目的時候。
Think of a specific setting, and a specific group of people that you influenced. In relation to that group, particular project, or endeavor, why did they choose to follow you? Why did they listen to you? Why were you influential with them? Consider the same three options for this analysis as you did for the person you recalled earlier.
想想在某一特定情形，你所影響的某一特定人群。在某些人群中，在某個項目中，在某項活動中，他們為什麽會選擇服從你呢？他們為什麽會聽你的話呢？你為什麽會對他們有影響呢？試以分析早前回憶的他人擁有權力的三個選項，分析分析你的權力來源。
Which of the three types of power was most characteristic of you in the situation you recalled? It is possible that there was some combination. There seems to be a continuum of power, from feeling that we can do anything, to compromising, to demanding, to feeling that there is nothing we can do. But it is also likely that one of the three dominates the others in your interpersonal dealings, whether at work or at home. When you ask yourself these questions, you might realize that the way you handled a particular situation was not the only way available to you. In some instances, you might explore your options and move from one type of power to the next. Perhaps you use love and kindness, but when that falls short, you resort to bargaining. If bargaining fails, you might be reduced to threats. Maybe you even give up.
在那三種權力中，哪一種最符合你所回憶的你擁有權力的情形？很可能是三種權力皆而有之，或者融合了其中兩種權力吧。從我們感覺到自己能夠做任何事情，到妥協，到強求，再到感覺到自己什麽事情也做不了，似乎存在權力從大到小直至毫無權力的狀況。但是，也存在這種可能，在你與他人的交往中，無論是在職場還是在家裏，隻有一種權力支配著其他人。當你問自己上述問題時，你或許已經意識到，你處理某種問題的方式並非是唯一的方式。在某些情形中，或許每一種選擇你都作了嚐試，從此種權力轉向彼種權力。也許你最初采用的是愛和善意，但是，不奏效後，你可能求助於討價還價。如果還不行，你或許會訴諸威脅。若還是不行，你或許甚至會放棄一切努力。
What parent hasn't experienced this cycle with a child? A friend told me of such an instance that occurred when she was toilet training her son. Her first attempts at persuasion entailed kindness and understanding. She explained how proud she and his father would be if he managed to fill the toilet rather than his diaper. He refused to listen. In a second futile attempt, she explained to him how the earth would move and the angels would sing if he could only achieve this goal. All the child could say was, "No, no, no."
哪一個父母在養育孩子時，不曾經曆上述過程呢？有個朋友告訴我，她在教兒子養成到洗手間大小便的習慣時，情況就是那樣的。最初，她和和氣氣地好言好語地勸他說，如果他不再屙屎屙尿在尿布上，而能夠在洗手間大小便，父母會是多麽自豪。但兒子不聽。接著，她又對他說，隻要他能夠在洗手間大小便，大地都會感動，天使都會唱歌，但仍然徒勞無功。對於這種情況，所有的小孩都會說：“我不，我不，我就不！”
She thought his smug two-year-old grin of self-amusement and satisfaction would drive her to the brink, but she maintained her composure. "How about you go on the potty, and I'll give you three marshmallows!" His response was laughable. "I don't want to go on the potty. Give me some marshmallows!" His demands continued for a matter of minutes, drowning out her pleas, and she finally broke. "All right, mister. You go on the potty or I'm going to lock you in your room and you'll never have another marshmallow as long as you live." Needless to say, this approach failed as dismally as had the first two, and the child ended up running into the bedroom, where he screamed, with the door closed.
她認為她那兩歲的兒子沾沾自喜、洋洋得意的咧嘴一笑，足以把她推向崩潰的邊緣，但她仍然保持鎮定。“那就用便盆，好嗎？我會給你三顆棉花糖！”他的回答令人哭笑不得：“我才不用便盆呢。給我一些棉花糖！”他如此強求了好幾分鍾，淹沒了她的懇求。最終她發火了：“好吧，先生。你不用便盆，我就把你鎖在房間裏，你永遠都休想得到棉花糖！”不用說，這種方法就像前麵兩種方法一樣令人沮喪。小孩最終跑進臥室，把門關上，哭鬧不已。
Though many of the situations we face may seem more important at the time than a confrontation with a temperamental two-year-old, we can learn some valuable lessons from this woman's experience. First, we always have a choice. Second, crisis plus time equals humor. It may be funny to look at this situation from a distance of miles and years. Most of us manage to arrive at adulthood having been potty trained somewhere along the way. But at the time, the confrontation between what we want and what another person wants can feel pretty intense.
雖然我們麵對的許多情形，都比與一個任性的兩歲小孩相對抗的時刻，重要得多，但是，從這個婦女的親身經曆中，我們可以學到一些寶貴的教訓。第一，我們總是可以作出選擇。第二，經過時間洗滌的危機就是幽默。也許在若幹年後，或者以旁觀者的角度來看，會覺得這一幕很有趣。我們中的大多數人在努力長大成人的過程中，都在某個時候接受過類似的用便盆的訓練。但是，在那個時候，我們所想與另一個人所想之間的衝突，是相當緊張的。
HOW DO YOU FEEL ABOUT POWER?
你如何看待權力？
If you feel that you could have more influence with others, that you could be more effective, whether it be with a child or a boss, you are not alone. Here are some revealing comments from participants in a public seminar I recently conducted. I asked the question "How do you feel about the power and influence you have with the people in your life?"
如果你認為，無論是對待小孩還是老板，你都可以對他人施加更大的影響，你都可以更有效率，那麽，抱有你這種想法的，並非隻有你一個人。下麵是參訓人員在我最近舉行的公開培訓班上所作的一些發人深省的言論。我的問題是：“你覺得，你對你一生中遇到的人具有的權力與影響是怎樣的？”
A career executive with two preschoolers at home agonizes, "I don't feel like I am raising my own children. My influence with them is minimal. I try, and we have the best help we can get, but my kids don't seem to want to do anything I want them to do."
家裏有兩個尚未入學小孩的一位職業經理人感到極其痛苦：“我感覺我不是在養育我自己的小孩。我對他們的影響微乎其微。我嚐試過，而且我們也得到了我們所能得到的最好幫助，但是，我的小孩似乎就是我指東，他往西。”
A manager in a small company protests, "All these new hires have such high expectations of us, but they are unwilling to commit, unwilling to learn, unwilling to get on board. They don't seem interested in doing the job that has to be done. In the old days, it was easy -- 'No work, no job.' But now there are threats of litigation. Everybody has more rights than we do, yet we are somehow supposed to achieve quality, continuous improvement, and reduced costs. What can I do?"
在一家小公司做事的一位管理人員訴苦說：“所有新員工對我們的期望都很高，但是，他們自己卻不願意付出，不願意學習，不願意工作。他們似乎對應當做的工作不感興趣。在以前，可簡單了：‘不工作，就失業。’但是，如今一不小心就會引起官司。每一個人都比我們享有更多的權利，可是，我們還得保證質量、不斷改進服務、降低成本。我如何是好？”
Each of the comments you just read describes a dilemma. The individual is stuck and feels they do not have the power and influence they want. Although their concerns are legitimate, their beliefs are preventing them from seeing a way out.
上述每一個人所說的情況，描述的都是一種兩難困境。每一個陷入困境不能自拔的人，都認為自己沒有想擁有的權力和影響。雖然他們的想法是合情合理的，但是，其理念卻在阻止他們找到出路。
