MIT に負けてない大阪芸能

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MIT の Leadership Center でも使われている「チームワークの４プレーヤーモデル」と言うのがあります．曰く，

（http://mitleadership.mit.edu/r-fpmodel.php より抜粋）

Kantor’s Four-player model
The model asserts that four core acts are the essential building blocks of both dysfunctional and healthy team behavior. They are:

Move — This act establishes a direction and sets the team in motion.
Example: “Let's build Product X. Product X is the best idea out there.”

Follow — The follow act provides support for the move and serves the function of completion.
Example: “I agree with the arguments you've made. Product X is the way to go.”

Oppose — The oppose act questions the move that has been initiated.
Example: “The data don't support your claims. We'll be in real trouble if we go with Product X.”

Bystand — Bystanding provides perspective and invites the team to be more reflective. A bystander might bring in data from another team, an historic perspective, or some insight about the operations of the team itself.
Example: “We tried some of these same ideas two years ago and they didn't work. What do we think has changed?”

These four acts provide “direction and energy; momentum and connection; correction and elaboration; and perspective taking, reflection, and openness to the workings of teams.” In the appropriate sequences, these acts enable team members to consider a wide range of alternatives, examine each alternative in some depth, refine and elaborate the alternatives with ideas from inside and outside the team, choose an alternative, and act.

（引用終わり）

これはDavid Kantor 博士と言う systems psychorogist が提示したチームダイナミクスに関する役割のフレームワークのようです．つまり上手く機能するチームとは，

  • mover: 主張をする人
  • follower: その主張をサポートする人
  • opposer: 最初に主張に反対する人
  • bystander: 対立する主張を振り返り，まとめて，別の視点を提示する人

というような異なる役割分担があって，それにより，方向性が決まり，チームが勢いを持ち，修正され，別の視点が提示され，それを繰り返すことで網羅的で生産的な議論が可能になる，と言ったところでしょうか．これを聞いてどう思いますか．さすが MIT で使われるリーダーシップのモデルはわかりやすい，と思うでしょうか．

でも待って下さい．今回は敢えて私が opposer になってみましょう．これって我々日本人の文化に深く根ざした，NHKの生活笑百科の組み立てにそっくりなんですよね．最近のキャストは知りませんので，25年前（！）くらいのキャストになりますが，

  • 桂ざこば（mover）: ある問いに対して，Yes か No かの意思表示と持論を述べる
  • 上沼恵美子（opposer）：桂ざこばの回答に必ず反対した意思表示をして，持論を述べる
  • 笑福亭仁鶴（follower）：桂ざこばと上沼恵美子の回答をそれぞれ受け止めて，わかりやすくまとめる
  • 弁護士先生（bystander）：「法律」という大きな枠組み，perspective からの意見を伝える

つまり，このようなチームダイナミクスは，何十年も前から日本で既に実装されていたのです．さらに生活笑百科には「相談を持ちかける漫才師」「ゲスト回答者」「フリップを持つ人」のような役割も実装されています．４プレーヤーモデルでは捨象されていますが，特に

  • 漫才師（questioner）：問いを持ってくる人

の存在は議論に不可欠だとも言えるでしょう．さらに実際のチームにおいては，桂ざこばや上沼恵美子のように議論を完全に支配してしまう人ばかりではなく，「ゲスト回答者」のような議論の大筋に貢献できない人もいるし，そもそも一言もしゃべらない「フリップを持つ人」の貢献があるからこそ，論点が視覚的に示されて議論がスムーズになることも忘れてはなりません．

今日は土曜日だったのですが，自転車に乗ってたら何故かこれに気付いて，生活笑百科は何とも示唆に満ちた番組ではないかと思った昼下がりでした．小学校の頃，土曜に家に帰るとテレビでやってて，母親か祖母が仕事場から帰ってきてくれて急いで作ってくれた焼きそばやお好み焼きを食べながら見たものです．

私はこのような分野（チームダイナミクス，リーダーシップなど）の学術的な発展はあまり詳しく知りません．もしかしたら日本が後追いのせいもあると思うんですが，効率的なチームとか議論とかいう話になると，日本人は外国人が言ったことをありがたく聞く雰囲気があると思います．皆さんはどう思いますか．

一方でこういう話では，自分達に身近な事例を演繹することで，より自分たちの文脈に即した形の学びがあるのかも，と思うこともあります．自分たちを客観視するのは，必ずしも外国人の視点を用いなくても良いはずですよね．念のため追記しておきますが，チームダイナミクスの役割分担を一般化した Kantor 博士の貢献にケチをつけるつもりはありません．この関連論文を読んだことがあったからこそ，生活笑百科の役割分担を言語化するきっかけになったのですから．言いたいのは，意外に身近なところに，学びのきっかけになる事例は転がっていないかと言うことです．

後出しになりますが，小学生の自分も「いつも上沼恵美子は桂ざこばに反対してるよな．これは自分の意見じゃなくて，ざこばと違うことを言うのが目的なんじゃないか」くらいのことは思っていたんです．多分思ってた人多いですよね．その時にしっかりと一般化する力があれば，僕が先に論文にできてたのかもね．悔しいですね．笑

今週の会議でアメリカ帰りのスカした上司が「我々のチームには opposer になる人が少ないな」みたいなことを言ったら「お前は恵美子か！」と言ってやって下さい．楽しい１週間を．

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