【文章轉貼】11項可從機場學到的事情

原文網址：Seth's Blog: Eleven things organizations can learn from airport

附上蔡小希不負責任亂翻譯
[Of course, this post isn’t actually about airports].
當然不只是飛機場
I realized that I don’t dislike flying--I dislike airports. There are so many things we can learn from what they do wrong:
我不喜歡飛行、機場，他們有太多錯誤的東西值得我們學習

1. No one is in charge. The airport doesn’t appear to have a CEO, and if it does, you never see her, hear about her or interact with her in any way. When the person at the top doesn’t care, it filters down.
   沒有人負責任！飛機場裡面沒有CEO，就算有，你大概也不會看到他。所以，當上面的人不在乎、不用負責的時候，東西就會下濾。
2. Problems persist because organizations defend their turf instead of embrace the problem. The TSA blames the facilities people, who blame someone else, and around and around. Only when the user’s problem is the driver of behavior (as opposed to maintaining power or the status quo) things change.
   因為組織們捍衛自己的地盤而不想要擁抱問題，所以問題依然存在。而TSA將問題歸咎於設備人員，使得問題推來推去而沒有辦法被解決。只有當問題出在駕駛員行為的時候，東西才會被改變
3. The food is aimed squarely at the (disappearing) middle of the market. People who like steamed meat and bags of chips never have a problem finding something to eat at an airport. Apparently, profit-maximizing vendors haven’t realized that we’re all a lot weirder than we used to be.
   喜歡吃蒸肉和薯片的人大概不會發現在機場吃東西有甚麼問題。顯然，追求利潤最大化的廠商還沒有發現我們比我們原本理解的還要怪。
4. Like colleges, airports see customers as powerless transients. Hey, you’re going to be gone tomorrow, but they’ll still be here.
   就像大學一樣，機場視顧客為無力改變的一群。  嘿，你明天就要離開了，而我還在此地！
5. By removing slack, airlines create failure. In order to increase profit, airlines work hard to get the maximum number of flights out of each plane, each day. As a result, there are no spares, no downtime and no resilience. By assuming that their customer base prefers to save money, not anxiety, they create an anxiety-filled system.
   為了增加獲利，航空公司認真地增加航班數量。因此，那裏沒有空間、停機時間、應變能力。假設他們的顧客喜歡存錢、不焦慮，但他們創建了一個充滿焦慮的系統。
6. The TSA is ruled by superstition, not fact. They act without data and put on a quite serious but ultimately useless bit of theater. Ten years later, the theater is now becoming an entrenched status quo, one that gets ever worse.
   管理TSA的是迷信而不是事實。他們的行為沒有數據，最終變成一個劇院。而十年後，這個劇院變得根深蒂固，而且越來越糟。
7. The ad hoc is forbidden. Imagine an airplane employee bringing in an extension cord and a power strip to deal with the daily occurrence of travelers hunched in the corner around a single outlet. Impossible. There is a bias toward permanent and improved, not quick and effective.
   想像一下，機廠員工每天都帶著延長線讓在機場角落的人使用，而一個永久、有效、快速的改進卻是不可能的。
8. Everyone is treated the same. Effective organizations treat different people differently. While there’s some window dressing at the edges (I’m thinking of slightly faster first class lines and slightly more convenient motorized cars for seniors), in general, airports insist that the one size they’ve chosen to offer fit all.
   每個人都被同等的對待。有效的組織對待每個人是不同的，雖然有些門框的裝飾。通常，機場都堅持他選的單一尺寸適合所有人。
9. There are plenty of potential bad surprises, but no good ones. You can have a flight be cancelled, be strip searched or even go to the wrong airport. But all possibility for delight has been removed. It wouldn’t take much to completely transform the experience from a chore to a delight.
   有很多潛在的壞消息。你的航班被取消了、被脫光光搜身、走錯機場。所有喜悅都被移除了。機場不會花太多時間去將苦差事改變成一件喜悅的差事。
10. They are sterile. Everyone who passes through leaves no trace, every morning starts anew. There are no connections between people, either fellow passengers or the staff. No one says, “welcome back,” and that’s honest, because no one feels particularly welcome.
    他們是不菌的。每個人來來去去不留痕跡，每個早晨都是新的一天。人和人之間沒有連接，沒有人會說：歡迎回來。這是真的!因為沒有人特別感到需要歡迎。
11. No one is having any fun. Most people who work at airports have precisely the same demeanor as people who work at a cemetery. The system has become so industrialized that personal expression is apparently forbidden.
    沒有人有任何樂趣。大部分在機場工作的人和在墓地工作的人幾乎是一樣的。這個系統禁止人有任何的情緒。

As we see at many organizations that end up like this, the airport mistakes its market domination for a you-have-no-choice monopoly (we do have a choice, we stay home). And in pursuit of reliable, predictable outcomes, these organizations dehumanize everything, pretending it will increase profits, when it actually does exactly the opposite.
正如我們在機場看到的許多錯誤，而同時因為他在市場上的壟斷而造成我們沒得選擇(除非我們選擇一直不出門)。追求可靠、可預測的結果，這些組織失去一切的人性，假裝這麼作能夠帶來利潤，但事實上，一切正好相反。