ABOUT THE SPEAKER
Stanley McChrystal - Military leader
General Stanley McChrystal is the former commander of U.S. and International forces in Afghanistan. A four-star general, he is credited for creating a revolution in warfare that fuses intelligence and operations.

Why you should listen

With a remarkable record of achievement, General Stanley McChrystal has been praised for creating a revolution in warfare that fused intelligence and operations. A four-star general, he is the former commander of U.S. and international forces in Afghanistan and the former leader of Joint Special Operations Command (JSOC), which oversees the military’s most sensitive forces. McChrystal’s leadership of JSOC is credited with the December 2003 capture of Saddam Hussein and the June 2006 location and killing of Abu Musab al-Zarqawi, the leader of al-Qaeda in Iraq. McChrystal, a former Green Beret, is known for his candor.

After McChrystal graduated from West Point, he was commissioned as an infantry officer, and spent much of his career commanding special operations and airborne infantry units. During the Persian Gulf War, McChrystal served in a Joint Special Operations Task Force and later commanded the 75th Ranger Regiment. He completed year-long fellowships at Harvard’s John F. Kennedy School of Government in 1997 and in 2000 at the Council on Foreign Relations. In 2002, he was appointed chief of staff of military operations in Afghanistan. Two years later, McChrystal was selected to deliver nationally televised Pentagon briefings about military operations in Iraq. From 2003 to 2008, McChrystal commanded JSOC and was responsible for leading the nation’s deployed military counter-terrorism efforts around the globe. He assumed command of all International Forces in Afghanistan in June 2009. President Obama’s order for an additional 30,000 troops to Afghanistan was based on McChrystal’s assessment of the war there. McChrystal retired from the military in August 2010.

More profile about the speaker
Stanley McChrystal | Speaker | TED.com
TED2014

Stanley McChrystal: The military case for sharing knowledge

斯坦利·迈克克里斯托: 知识共享的军方案例

Filmed:
1,059,925 views

当斯坦利·迈克克里斯托将军在2003年开始与基地组织作战时,信息和机密是他指挥行动的生命线。但随着非常规战争的不断深入,他开始反思这种将重要信息保密的传统做法,他觉得这是一种误导,实际上起到了反作用。在他简短而有力的演讲中,迈克克里斯托以实例讲解了主动知识共享。
- Military leader
General Stanley McChrystal is the former commander of U.S. and International forces in Afghanistan. A four-star general, he is credited for creating a revolution in warfare that fuses intelligence and operations. Full bio

Double-click the English transcript below to play the video.

00:12
When I was a young年轻 officer, they told me
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当我还是个年轻军官的时候,
00:14
to follow跟随 my instincts本能,
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他们告诉我要按本能行事,
00:16
to go with my gut肠道,
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就是相信我的直觉。
00:19
and what I've learned学到了
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而我学到的则是,
00:21
is that often经常 our instincts本能 are wrong错误.
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我们的本能往往是错的。
00:25
In the summer夏季 of 2010,
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在2010年夏天,
00:28
there was a massive大规模的 leak泄漏 of classified分类 documents文件
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发生了一起大规模泄密事件,
00:32
that came来了 out of the Pentagon五角大楼.
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从五角大楼泄露出了大量机密文件,
00:35
It shocked吃惊 the world世界,
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震惊了全世界,
00:36
it shook震撼 up the American美国 government政府,
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也震动了美国政府。
00:38
and it made制作 people ask a lot of questions问题,
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人们因此而提出许多问题,
00:40
because the sheer绝对 amount of information信息
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因为信息泄露的规模,
00:43
that was let out, and the potential潜在 impacts影响,
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以及它的潜在影响,
00:46
were significant重大.
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是非常惊人的。
00:49
And one of the first questions问题 we asked ourselves我们自己
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我们对此自我检讨,当务之急的第一个问题,
00:53
was why would a young年轻 soldier士兵 have access访问
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就是为什么一个年轻士兵
00:56
to that much information信息?
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会有权限可以接触到这么多的信息?
00:59
Why would we let sensitive敏感 things
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为什么我们会让这些敏感信息
01:01
be with a relatively相对 young年轻 person?
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透露给一个相对来说,比较年轻的人?
01:05
In the summer夏季 of 2003, I was assigned分配 to command命令
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在2003年夏天,我被任命为负责指挥
01:08
a special特别 operations操作 task任务 force,
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一个特种作战部队,
01:11
and that task任务 force was spread传播 across横过 the Mideast中东
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该部队当时正在整个中东地区
01:13
to fight斗争 al Qaeda凯达.
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打击基地组织。
01:15
Our main主要 effort功夫 was inside Iraq伊拉克,
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我们的主要任务集中在伊拉克境内,
01:18
and our specified规定 mission任务
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而具体的任务目标就是
01:20
was to defeat打败 al Qaeda凯达 in Iraq伊拉克.
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打垮伊拉克境内的基地组织。
01:21
For almost几乎 five years年份 I stayed there,
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我在那里呆了将近五年,
01:25
and we focused重点 on fighting战斗 a war战争
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我们全心全力地投入了一场战争,
01:26
that was unconventional非传统的 and it was difficult
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非常规,很艰难,
01:31
and it was bloody血腥
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而且无比血腥。
01:33
and it often经常 claimed声称 its highest最高 price价钱
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它常常让无辜者
01:36
among其中 innocent无辜 people.
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付出最高的代价。
01:39
We did everything we could
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我们尽了一切所能
01:42
to stop al Qaeda凯达
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去阻止基地组织和来自境外的武装分子,
01:44
and the foreign国外 fighters战士 that
came来了 in as suicide自杀 bombers轰炸机
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他们使用自杀式炸弹,
01:47
and as accelerants促进剂 to the violence暴力.
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导致暴力进一步升级。
01:52
We honed磨练 our combat战斗 skills技能,
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我们磨炼了战斗技能,
01:54
we developed发达 new equipment设备,
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开发了新的装备,
01:57
we parachuted跳伞, we helicoptered乘直升机,
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我们伞降、机降,
02:00
we took small boats, we drove开车, and we walked
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我们乘小艇、开车甚至步行,
02:02
to objectives目标 night after night to stop
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夜复一夜地追踪目标,
02:05
the killing谋杀 that this network网络 was putting forward前锋.
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是为了阻止这个恐怖网络带来的杀戮。
02:10
We bled流血,
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我们流血,
02:13
we died死亡,
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我们牺牲,
02:14
and we killed杀害 to stop that organization组织
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我们杀人,
02:19
from the violence暴力 that they were putting
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是为了阻止这个组织带来的暴力,
02:21
largely大部分 against反对 the Iraqi伊拉克人 people.
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而它在很大程度上是针对伊拉克人民的。
02:25
Now, we did what we knew知道,
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现在,我们做了我们一直熟知的事,
02:28
how we had grown长大的 up, and
one of the things that we knew知道,
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有了它我们才得以成长,其中之一就是,
02:31
that was in our DNA脱氧核糖核酸, was secrecy保密.
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它在我们的DNA里,就是机密,
02:34
It was security安全. It was protecting保护 information信息.
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就是安全,就是保护信息。
02:36
It was the idea理念 that information信息 was the lifeblood命脉
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就是这样一种看法,信息就是生命线,
02:39
and it was what would protect保护 and keep people safe安全.
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它能保护人们的安全。
02:42
And we had a sense that,
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并且我们觉得,
02:44
as we operated操作 within our organizations组织,
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既然我们是在我们的组织之内运作,
02:46
it was important重要 to keep information信息
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把信息放在组织之内的保险柜里
02:48
in the silos筒仓 within the organizations组织,
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就极为重要,
02:50
particularly尤其 only give information信息
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特别是,信息只能给那些
02:53
to people had a demonstrated证明 need to know.
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已经证明了需要知道的人,
02:57
But the question often经常 came来了, who needed需要 to know?
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但问题常常随之而来,谁需要知道?
03:02
Who needed需要, who had to have the information信息
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谁需要,谁应当知道这些信息?
03:05
so that they could do the important重要
parts部分 of the job工作 that you needed需要?
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这样你所需要的工作的重要部分
才能交给他们来完成?
03:09
And in a tightly紧紧 coupled耦合 world世界,
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在这样一个人与人紧密相连的世界,
03:11
that's very hard to predict预测.
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这太难以预计了。
03:13
It's very hard to know who needs需求 to have information信息
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谁需要拥有信息谁不需要,
03:16
and who doesn't.
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实在是难以知晓。
03:18
I used to deal合同 with intelligence情报 agencies机构,
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我过去跟情报机构打交道,
03:20
and I'd complain抱怨 that they weren't
sharing分享 enough足够 intelligence情报,
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我常抱怨他们情报共享做得不够,
03:22
and with a straight直行 face面对, they'd他们会
look at me and they'd他们会 say,
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然后他们就面无表情地看着我说,
03:24
"What aren't you getting得到?" (Laughter笑声)
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“有什么你不知道的吗?”(笑声)
03:26
I said, "If I knew知道 that, we wouldn't不会 have a problem问题."
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我说,“如果我知道了,我们就没问题了。”
03:32
But what we found发现 is we had to change更改.
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但我们发现必须有所改变,
03:34
We had to change更改 our culture文化 about information信息.
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我们必须改变我们在信息上一直以来的做法,
03:36
We had to knock down walls墙壁. We had to share分享.
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我们必须打破围墙,我们必须共享。
03:38
We had to change更改 from who needs需求 to know
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我们必须面对现实,从谁需要知道,
03:41
to the fact事实 that who doesn't know,
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改变为:谁还不知道,
03:43
and we need to tell, and tell
them as quickly很快 as we can.
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我们需要告诉他们,越早越好。
03:46
It was a significant重大 culture文化 shift转移 for an organization组织
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对于一个从骨子里视机密为生命的组织来说,
03:49
that had secrecy保密 in its DNA脱氧核糖核酸.
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这是一个重大的观念转变。
03:55
We started开始 by doing things, by building建造,
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我们开始做些事情,开始建设,
03:57
not working加工 in offices办事处,
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并不是蹲在办公室里,
03:59
knocking敲门 down walls墙壁, working加工 in things we called
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而是打破围墙,
04:00
situation情况 awareness意识 rooms客房,
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我们工作的地方称为“状况知觉室”。
04:03
and in the summer夏季 of 2007,
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在2007年夏天,
04:05
something happened发生 which哪一个 demonstrated证明 this.
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发生了一件事,证明了这一点。
04:07
We captured捕获 the personnel人员 records记录
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我们捕捉到了一些人员名单,
04:09
for the people who were bringing使 foreign国外 fighters战士
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这些人正是把外国武装分子
04:11
into Iraq伊拉克.
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带进伊拉克的人。
04:13
And when we got the personnel人员 records记录, typically一般,
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当我们拿到名单的时候,
04:15
we would have hidden these,
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通常情况下,我们会藏起来,
04:17
shared共享 them with a few少数 intelligence情报 agencies机构,
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仅在少数情报机构内分享,
04:19
and then try to operate操作 with them.
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然后设法与他们一起行动。
04:21
But as I was talking to my intelligence情报 officer,
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但我那时正跟我的情报官员谈话,
04:23
I said, "What do we do?"
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我说,“我们要怎么做?”
04:24
And he said, "Well, you found发现 them." Our command命令.
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他说,“嗯,你已经找到了。”我们做主。
04:27
"You can just declassify撤销密级 them."
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“你只要解除保密就行了。”
04:29
And I said, "Well, can we declassify撤销密级 them?
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我说,“那,我们可以解除保密吗?
04:31
What if the enemy敌人 finds认定 out?"
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如果敌人知道了呢?”
04:32
And he says, "They're their personnel人员 records记录."
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然后他说,“那是他们的人员名单啊。”
04:34
(Laughter笑声)
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(笑声)
04:36
So we did,
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于是我们就这么做了,
04:37
and a lot of people got upset烦乱 about that,
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许多人对此感到不满,
04:39
but as we passed通过 that information信息 around,
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不过,随着我们把信息传播开来,
04:41
suddenly突然 you find that information信息 is only of value
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突然间,你就发现信息的唯一价值在于
04:44
if you give it to people who have the ability能力
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你把它给了能用它来做些事情的人。
04:46
to do something with it.
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你把它给了能用它来做些事情的人。
04:48
The fact事实 that I know something has zero value
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有的人掌握了某些信息就可以把事情做得更好,
04:50
if I'm not the person who can actually其实
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如果我不是这样的人,
04:52
make something better because of it.
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那我知道这些事也没有价值。
04:54
So as a consequence后果, what we did was
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所以接下来我们做的事情就是,
04:56
we changed the idea理念 of information信息,
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我们改变了对信息的观念,
04:59
instead代替 of knowledge知识 is power功率,
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不再是知识就是力量,
05:01
to one where sharing分享 is power功率.
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而是共享才是力量。
05:04
It was the fundamental基本的 shift转移,
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这是根本转变,
05:06
not new tactics策略, not new weapons武器,
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并非新的战术,不是新的武器,
05:08
not new anything else其他.
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也不是别的什么东西。
05:10
It was the idea理念 that we were now part部分 of a team球队
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它是一种观念,就是如今我们都是团队的一份子,
05:12
in which哪一个 information信息 became成为 the essential必要 link链接
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在这之中,
信息成为了将我们联接起来的根本要素,
05:15
between之间 us, not a block between之间 us.
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而不是彼此之间的阻碍。
05:19
And I want everybody每个人 to take a deep breath呼吸
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我想每个人都深吸一口气,
05:22
and let it out,
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然后呼出来,
05:24
because in your life, there's going to be information信息
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因为在你的生活中,
05:26
that leaks泄漏 out you're not going to like.
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将会有信息泄露出来,
而你并不喜欢这样。
05:28
Somebody's某人的 going to get my college学院 grades等级 out,
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有人会把我的大学成绩单翻出来,
05:30
a that's going to be a disaster灾害. (Laughter笑声)
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那将会是场灾难。(笑声)
05:34
But it's going to be okay, and I will tell you that
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但这终究不会有事,我要告诉你,
05:38
I am more scared害怕 of the bureaucrat
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我更害怕的是
05:41
that holds持有 information信息 in a desk drawer抽屉
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把信息放进抽屉或是保险箱的官僚,
05:43
or in a safe安全 than I am of someone有人 who leaks泄漏,
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而不是泄露出来的某个人,
05:46
because ultimately最终, we'll be better off if we share分享.
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因为最终来说,如果我们共享它,我们才会更好。
05:49
Thank you.
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谢谢大家。
05:51
(Applause掌声)
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(掌声)
05:57
Helen海伦 Walters沃尔特斯: So I don't know if
you were here this morning早上,
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海伦·沃尔特斯:假如说,你今天早上在这里,
05:59
if you were able能够 to catch抓住 Rick干草堆 LedgettLedgett,
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假如你刚好遇到了理查德·莱吉特,
06:01
the deputy director导向器 of the NSANSA
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国家安全局的代理局长,
06:03
who was responding响应 to Edward爱德华
Snowden's斯诺登的 talk earlier this week.
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对于爱德华·斯诺登本周早些时候的演讲,
他做出了回应,
06:07
I just wonder奇迹, do you think the American美国 government政府
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我想知道,你是否认为
06:09
should give Edward爱德华 Snowden斯诺登 amnesty大赦?
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美国政府应当赦免爱德华·斯诺登?
06:12
Stanley斯坦利 McChrystal麦克里斯特尔: I think that
Rick干草堆 said something very important重要.
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斯坦利·迈克克里斯托:我认为
理查德说了很重要的事情。
06:14
We, most people, don't know all the facts事实.
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我们,大多数人,并不知道事情的方方面面,
06:17
I think there are two parts部分 of this.
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我认为这件事有两方面,
06:18
Edward爱德华 Snowden斯诺登 shined闪耀 a
light on an important重要 need
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爱德华·斯诺登让世界意识到了一项重要需求,
06:22
that people had to understand理解.
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人们对此必须有所认识。
06:23
He also took a lot of documents文件 that he didn't have
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他也取得了许多文件,
06:26
the knowledge知识 to know the importance重要性 of,
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而他并不具备足够的知识,
来了解这些文件的重要性,
06:29
so I think we need to learn学习 the facts事实 about this case案件
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所以我认为,
06:31
before we make snap judgments判断
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在我们很快对爱德华·斯诺登一事做出判断之前,
06:33
about Edward爱德华 Snowden斯诺登.
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有必要先了解这一事件的两个事实。
06:35
HWHW: Thank you so much. Thank you.
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海伦·沃尔特斯:非常感谢,谢谢。
06:37
(Applause掌声)
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1918
(掌声)
Translated by Tian Ye
Reviewed by xu chao

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ABOUT THE SPEAKER
Stanley McChrystal - Military leader
General Stanley McChrystal is the former commander of U.S. and International forces in Afghanistan. A four-star general, he is credited for creating a revolution in warfare that fuses intelligence and operations.

Why you should listen

With a remarkable record of achievement, General Stanley McChrystal has been praised for creating a revolution in warfare that fused intelligence and operations. A four-star general, he is the former commander of U.S. and international forces in Afghanistan and the former leader of Joint Special Operations Command (JSOC), which oversees the military’s most sensitive forces. McChrystal’s leadership of JSOC is credited with the December 2003 capture of Saddam Hussein and the June 2006 location and killing of Abu Musab al-Zarqawi, the leader of al-Qaeda in Iraq. McChrystal, a former Green Beret, is known for his candor.

After McChrystal graduated from West Point, he was commissioned as an infantry officer, and spent much of his career commanding special operations and airborne infantry units. During the Persian Gulf War, McChrystal served in a Joint Special Operations Task Force and later commanded the 75th Ranger Regiment. He completed year-long fellowships at Harvard’s John F. Kennedy School of Government in 1997 and in 2000 at the Council on Foreign Relations. In 2002, he was appointed chief of staff of military operations in Afghanistan. Two years later, McChrystal was selected to deliver nationally televised Pentagon briefings about military operations in Iraq. From 2003 to 2008, McChrystal commanded JSOC and was responsible for leading the nation’s deployed military counter-terrorism efforts around the globe. He assumed command of all International Forces in Afghanistan in June 2009. President Obama’s order for an additional 30,000 troops to Afghanistan was based on McChrystal’s assessment of the war there. McChrystal retired from the military in August 2010.

More profile about the speaker
Stanley McChrystal | Speaker | TED.com