異類(lèi)之不一樣的成功啟示錄 第148期:格瑞博改革飛行語(yǔ)言

There is something beautiful in the subtlety of that exchange, in the attention that each party must pay to the motivations and desires of the other.

這段對(duì)話的精彩之處就在于它蘊(yùn)涵的意思非常微妙，雙方都需要注意對(duì)方言談背后的真正動(dòng)機(jī)與想法。

It's civilized, in the true sense of that word: it does not permit insensitivity or indifference.

句子真實(shí)的意思被隱藏起來(lái)，這要求交流者不但對(duì)此非常敏感且要用心聆聽(tīng)。

But high power distance communication only works when the listener is capable of paying close attention,

但在高權(quán)利距離指數(shù)國(guó)家，只有聽(tīng)話者足夠重視講話者的深層意思，溝通才能有效進(jìn)行。

and it only works if the two parties in the conversation have a luxury of time, in order to unwind each other's meanings.

這要求講話雙方有足夠的時(shí)間來(lái)揣測(cè)對(duì)方背后的意思，

It doesn't work in the cockpit on a stormy night with an exhausted pilot trying to land at an airport with a broken glide scope.

但在一個(gè)暴風(fēng)雨的夜晚，疲憊的機(jī)長(zhǎng)正試圖將飛機(jī)降落在一個(gè)沒(méi)有跑道射燈的機(jī)場(chǎng)，采取這樣的溝通方式是不可行的。

In 2000, Korean Air finally acted, bringing an outsider from Delta Air Lines, David Greenberg, to run their flight operations.

2000年，大韓航空公司最終采取行動(dòng)，他們邀請(qǐng)了德?tīng)査娇展镜拇骶S·格瑞博來(lái)管理運(yùn)營(yíng)。

Greenberg's first step was something that would make no sense, if you did not understand the true roots of Korean Air's problems.

如果你不了解大韓航空公司問(wèn)題的真正原由，你會(huì)認(rèn)為格瑞博做的第一步簡(jiǎn)直沒(méi)有任何意義。

He evaluated the English language skills of all the airline's flight crews. "Some of them were fine, and some of them weren't," he remembers.

他測(cè)試了所有航班機(jī)組人員的英語(yǔ)能力。“其中一部分人的英語(yǔ)還好，另外一部分人的英語(yǔ)很差。”

"So we set up a program to assist and improve the proficiency of aviation English."

他回憶道：“所以我們?cè)O(shè)立一個(gè)項(xiàng)目去幫助他們提高航空英語(yǔ)能力。”

His second step was to bring in a Western firm—a subsidiary of Boeing called Alteon—to take over the company's training and instruction programs.

第二步，他邀請(qǐng)了隸屬于波音公司的翱騰公司（Alteon）負(fù)責(zé)大韓航空公司的培訓(xùn)與技術(shù)指導(dǎo)，

"Alteon conducted their training in English," Greenberg said, "They didn't speak Korean."

格瑞博說(shuō)：“翱騰公司采用全英語(yǔ)教學(xué)，他們不說(shuō)韓語(yǔ)。”

Greenberg's rule was simple.The new language of Korean Air was English, and if you wanted to remain a pilot at the company, you had to be fluent."This was not a purge," he said.

格瑞博的規(guī)則非常簡(jiǎn)單，大韓航空公司的新語(yǔ)言是英語(yǔ)，如果你想在公司繼續(xù)任職，那么你就必須做到英語(yǔ)流利，這是必要條件。

"Everyone had the same opportunity, and those who found the language issue challenging were allowed to go out and study on their own nickle.

格瑞博說(shuō)：“每個(gè)人都有同樣的機(jī)會(huì)，那些認(rèn)為英語(yǔ)是個(gè)很大挑戰(zhàn)的人，可以自己花錢(qián)出去學(xué)習(xí)。

But language was the filter.I can't recall that anyone was fired for flying proficiency shortcomings."

我不記得，有誰(shuí)因?yàn)轱w行中犯了很多錯(cuò)誤而被辭退，但是語(yǔ)言是個(gè)過(guò)濾器。”

Greenberg's rationale was that English was the language of aviation world.

格瑞博理性地認(rèn)為英語(yǔ)是飛行界的語(yǔ)言。

When the pilots sat in the cockpit and work their way through the written checklists that flight crews follow on every significant point of procedure, those checklists were in English.

當(dāng)一位飛行員坐在駕駛艙里列出飛行程序清單中每一個(gè)要點(diǎn)時(shí)，清單是需要用英語(yǔ)書(shū)寫(xiě)的。

When they talked to Air Traffic Control anywhere in the world, those conversations would be in English.

當(dāng)我們同世界上任何一個(gè)ATC通話時(shí)，我們用英語(yǔ)進(jìn)行對(duì)話。