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Yeah. And we’ll dive into some of those pressures that he was facing, because it is very complicated as you said.
对。我们将深入探讨他(船长)所面临的一些压力，因为正如你所说，情况非常复杂。
I normally ask my guests how the cases they write connect to the research they do and the questions they think about as scholars.
我通常会询问来宾，他们写的案例是如何与他们所做的研究以及他们作为学者所思考的问题联系起来的。
It wasn’t obvious to me on this one, because this doesn’t necessarily seem to be directly in your wheelhouse and the kinds of things that you research as a scholar.
我不是很清楚这个案例，因为这似乎不是我的专长，也不是我作为一个学者所研究的内容。
So, tell me why you were interested in writing this one.
那么，请讲讲你为什么会对写这篇案例感兴趣。
Well, this is a case that’s really designed for the elective I teach in the second year of the MBA program, Becoming a General Manager, which is actually also an HBS Online course under the name, Management Essentials.
嗯，这个案例是我为MBA课程二年级选修课《成为管理者》设计的，这也是哈佛商学院的一门名为《管理学要点》的在线课程。
And what that course is designed to do is to try to get our students to think about the differences between being a manager and being a leader.
这门课的目的就是让我们的学生思考管理者和领导者之间的区别。
And that being an effective manager requires understanding how processes work, how incentives affect people’s behavior, that in organizations, what you’re going to be dealing with there’s a lot of imperfect, opinionated, biased assets called human assets.
一名高效的管理者需要理解流程的运作模式，激励机制影响人们行为的方式。在企业机构中，需要处理许多不完美、固执己见、有失公允的人力资产。
And you have to understand people at an individual level and a group level, and you also have to be effective in what I’m going to call the currency of management, which is communications.
你必须理解个人层面的人和团队层面的人，还必须在我称之为管理货币的沟通方面发挥作用。
So, we spend a lot of time on things like dialogue and forming groups and how you resource groups and how you task groups.
我们将很多的时间投入到对话、形成小组、如何为小组提供资金、如何给小组分配任务上。
I draw, for example, on some of the scholarship of our departed colleague, the great Chris Argyris, and this case gives us a platform to have a really excellent discussion of what happened for two reasons.
例如，我引用了伟大的已故同事克里斯·阿吉里斯的一些研究成果，这个案例提供了一个平台，让我们可以对所发生的事故进行精彩的讨论，原因有二。
One is we have verbatim transcripts of what people said to each other over a two-day period because of the tape recorder.
一是录音机记录了两天时间内船员彼此交谈的内容，我们有相关的逐字稿。
Those are amazing. Yeah.
太神奇了。
Yeah. And you don’t usually have that.
对，你通常拿不到逐字稿。
And of course, if you’re talking about a normal managerial situation, a product launch, or merger process, post-merger integration process, those play out over months or quarters or years, and there aren’t tape recorders in most boardrooms.
当然，如果讲的是一个普通的管理状况、一个产品发布，或者说的是并购过程、并购后的整合过程，这些都会持续几个月、几个季度甚至几年的时间，而且大多数会议室里都不会录音。
So, here, because it’s a compressed time cycle, very much aided by the US Coast Guard investigation of the loss of the El Faro, we really can provide end to end story enlightened by what individual people were doing, what they were thinking, what they were saying to each other.
这个案例发生的时间周期非常短，美国海岸警卫队对“El Faro”号沉船事故进行的调查对我们帮助很大，让我们可以提供一个从头到尾的故事，故事清晰记录了人们的行为、想法，彼此间的交谈内容。
I’m sure many of our managers who are listening are glad there’s not a tape recorder in the boardroom as they make all their decisions day to day.
我敢肯定，正在听播客的许多管理者会很高兴当他们每天都做决定时，会议室里没有录音机。
