Adam Yukelson::亚当是自然流现研究院的一名行动研究员。除了共同引导u.lab和数字化学习平台的构建，他撰写、拍摄以及协助主持以U为基础的创变项目，志在打造可持续发展的、有觉察性和包容性的经济发展 。
西安行
In July, I visited a u.lab hub in Xi’an, China. The city is one of the “Four Great Ancient Capitals of China” and is also home of the Terracotta Warriors.
2016年7月份，我【译者注：Adam Yukelson】访问了中国西安的U.Lab学习小组。西安是中国「十三朝古都」之一，也是兵马俑的家乡。
The hub in Xi’an has 500 members. A smaller subset is currently meeting monthly, for nine months, to take a deep dive through the U process using the u.lab Massive Open Online Course as a guide. Each meeting involves a two day immersion during which the group completes a week of the course together. This week is their fifth meeting in 2016, and when I arrived they were reviewing the videos from Week 4 and just beginning to watch videos from Week 5.
西安hub【译者注：u.lab的学习小组称之为hub】有近500个成员。现在一个小组（备注：个人商业模式原型营）每2个月都会举办一次集中学习，计划在9个月的时间里，以u.lab慕课（大型在线开放课程）为指导，深入探索U型历程。每次学习，大家都会一起沉浸两天，并在这段时间中一起学完一周的课程。这周是他们2016年第5次聚会，我到达时，他们刚复习完第四周的视频内容，并开始看第五周开始的视频部分。
（张晖 西安u.lab召集人）
A coaching circle is a group of 5-6 u.lab participants who meet weekly to apply Theory U to a leadership challenge one of them is cur-rently facing. Members take turn presenting a case and that week Hui Zhang’s opportunity had come.
教练圆圈是指5-6个u.lab参与者们组成的小组。组员们每周见面一次，用U型理论解决他们目前所面对的一个领导力挑战。成员们轮流讲述自己的案例——而当时那一周，刚好轮到了张晖。
She explained her intention: she wanted to create a new type of book club where people do more than just read together. She envisioned a platform outside the traditional workplace for people to form con-nections, apply new practices, and have deeper conversations. Although her intention was clear, she was struggling to identify how to move into action.
她阐释了自己的意愿：她希望创建一种新型的读书会——在这个读书会中，人们不仅一起读书，会可以做更多的事情。她想象这是一个传统工作场所以外的平台，人们在此形成联结，尝试新的实践，有深入的对话。虽然她的意愿非常清晰，定义详细的行动步骤却让她很苦恼。
The following day, a member of the coaching circle reached out and encouraged her to quickly write a business plan. She did, and two weeks later the club held its first activity. Word spread quickly around Xi’an. In its first year, the club hosted more than 50 offline activities, com-pleted five books, attracted a membership of more than 500 people in Xi’an who stay connected through WeChat, and engaged a smaller core group of about 40 people who meet for the offline activities.
在接下来的日子里，教练圆圈中的一名成员给予了她帮助，并且鼓励她快速写作一份商业方案。她做了，两周后这个一块DO书汇成型并举办了它的第一次活动。消息很快在西安的伙伴中传播。在这个项目的第一年中，一块DO书汇举办了超过50场线下活动，完成了5本书的阅读，在西安有了超过500人的社群并且他们通过微信保持联络，还吸引了一组约40人的小型核心团队——他们会为组织线下活动而聚会。
【译者注：读书会每次收到的费用，其中的一半费用会捐给西安当地的公益组织，做为乡村孩子的助学款。截止目前，读书会已经为四个孩子，资助了他们一年的助学款。】
At the beginning, Hui Zhang struggled keep pace with demand. She was still figuring out the business model and didn’t know where money would come from. “I realized you just have to keep walking,” she said, “and the resources will eventually show up. Today, people no longer talk about it as her club, but as our club. “I’m just one of the people now. It’s not about me. I’m just here to serve whatever is needed.”
一开始的时候，张晖为组织发展速度无法满足需求一事感到困扰。那会儿她仍然在构想商业模式，也不知道资金会从哪里来。 「我意识到，你只管去做就好了！」她说，「然后资源自己就会浮现。」现在，大家都把一块DO书汇称为「我们的DO书汇」，而非「（张晖）她的DO书汇」。「我只是DO书汇成员中的一员 —— 这件事并不只跟我有关。我所做的，就是在有需要时为之服务。」
In March 2016, Hui Zhang decided to facilitate the u.lab experience for members of the club who, like her, were interested in developing new business models for their own initiatives. Twelve people joined. Be-low are a few observations I wrote down during my visit explaining how they operate when they meet to take u.lab together.
在2016年3月，张晖决定把u.lab的经验用于引导和支持读书会中那些像她一样有志于主动创造新的商业模式的成员们。 12个人加入到其中。以下是我在访问期间记录下所观察到的几点，展现了当这些人线下会面并且一起学习u.lab的机制是如何运作的。
学习空间本身并没有什么特别之处。
当地让人窒息的热度以及室外潮湿的条件，让屋里的小空调显得不够给力。所以在布置空间的时候，比起顶层空间通常所看重的自然采光以及城市风景，他们挂上了黑色不透光的窗帘 —- 这可以让温度凉爽一点。从这个角度来看，窗帘是个不错的选择。
Business
Model
环顾房间，我注意到每个人都拿着一本蓝色的小册子，上面有这一周所有视频的字幕（已经被翻译成了中文）。而后，张晖告诉了我她是怎么创建这个hub的，其中涉及到了这份印刷品以及相关的制作成本。我问她资金从哪儿来的？顺着这个问题，她带我回顾了这个hub的商业模式。
To join, a participant pays 3,000 RMB (about $450 US dollars). Some of the fees cover her direct costs. A percentage is given to a local children’s charity. In addition, by joining the hub, participants must commit to developing and prototyping a business model during the course that will generate 3000 RMB in revenue – effectively meaning the hub experience pays for itself.
如果希望加入这个个人商业模式原型营小组，每个参与者需要交3000元费用（约为450美金）。这其中有一部分会被用来支付直接成本【译者注：直接成本包括课程引导者的费用，以及行政费用支出】，如果想要从个人商业模式原型营小组毕业，参与者必须承诺在课程期间一定要发展并且形成一个商业原型。这个商业原型至少要产生3000元的利润，赚回之前的投资——这就能让事实说话，证明参加小组学习的价值。
They started with a guided meditation practice from Week 4, which was filmed at Walden Pond, just outside of Boston. They also watched a video on presencing and absencing, the TED talk by Brene Brown, and few videos that introduce the principles and practices of crystallizing.
活动从第四周的冥想引导练习开始。这个视频拍摄于波士顿郊外的瓦尔登湖。他们还观看了关于自然流现（presencing）以及固步自封（absencing）的视频，Brene Brown的TED演讲，以及介绍关于结晶的原则和实践步骤的几个视频。
Hosting
Process
小组在前一个晚上已经进行了一个对话环节。很明显，他们中的很多人仍然在为这个环节所感动。我本来是打算周六晚上的时候加入到他们之中，但是在西安着陆之后，我得知他们位于17楼的公寓停电了，电梯无法工作。于是他们建议我第二天早上再来。低头看看我超大的行李箱和相机包，我觉得这可能是最佳选择。
The Sunday morning session was scheduled to last from 9am-noon. Because I was visiting, each person took a few moments at the begin-ning to introduce him or herself. There were ten women and two men. One was an HR professional, another IT manager, a mechanical engineer; one of the men was a radio show host. A young woman owned a local coffee shop. After each person had a chance to check-in, Hui Zhang and her co-host introduced the theme of Week 5.
周日早上的活动从9：00一直持续到中午。因为我这个来访者，每个人在活动开始前都花了一点时间介绍他们自己。十一位女士和两位男士在场：他们中有资深人力资源职业者，IT经理人，机械工程师等，其中还有位男士是电台主持人；一位年轻的女士在当地经营一家咖啡馆。当每个人都做完自我介绍之后，张晖跟她的主持人伙伴介绍了第五周的主题。
Hui Zhang had the week’s videos pre-loaded onto her computer. Rather than clicking through each page of the course on XuetangX (the Chinese partner of edX) they had a far simpler process:
张晖提前把这周的视频下载到了电脑中。比起打开学堂在线（edX在中国的合作伙伴）上的课程网页一页一页点击，他们有一个更简单的流程：
- Project a video onto the wall
- 把视频投影到墙上
- After the video, form groups of 2-3 and share what stood out, sur-prised, or inspired you
- 观看完视频后，分成2-3组分享这其中让他们印象深刻、让他们感到惊喜或者对他们有所启发的内容
- Return to the larger group to share key insights
- 返回大组分享重要洞见
They started with a guided meditationpractice from Week 4, which was filmed at Walden Pond, just outside of Boston.They also watched a video on presencing and absencing, the TED talk by BreneBrown, and few videos that introduce the principles and practices ofcrystallizing.
活动从第四周的冥想引导练习开始。这个视频拍摄于波士顿郊外的瓦尔登湖。他们还观看了关于自然流现（presencing）以及固步自封（absencing）的视频，Brene Brown的TED演讲，以及介绍关于结晶的原则和实践步骤的几个视频。
In some instances, one of the facilitators would offer opening or concluding remarks to put the main concepts of the video into a local context. For example, discussing the shift from presencing to crystalliz-ing, one of the facilitators emphasized the importance of staying con-nected to the “big Me” (who is my Self/ what should I do) and the “big It” (what is my Work/ what does the bigger field want me to do). “This means we need to learn to see what China needs us to do,” he said, “and what Xi’an needs us to do, rather than just paying attention to our own individual needs.” He summarized by saying, with a big smile, that we should aspire to “use the big Me to do the big It!”
有时，一位引导者会做开场或者总结发言，以这种方式把视频中的内容和当地的情况相结合。比如说，在讨论从“自然流现”到“结晶”的转变时，有协调人强调了与「大我」（big me) （我是谁/我应该做什么）和「大它」（big it)(我的使命是什么/大的场域需要我做什么)保持联结的重要性。「这意味着我们需要去看到中国需要我们做些什么，」他说「以及西安需要我们做什么，而非只考虑我们个体的需求。」脸上洋溢着灿烂的笑容，他总结道，这就是为什么我们应该追求「通过big ME来成就 big IT」。
Watching them interact with the material and each other drove home for me how important good quality hosting is to the hub experi-ence. A good host doesn’t have a personal agenda. He or she mainly holds space for others. A good host also helps bring the course material down to earth by helping put the ideas we present in the videos into language and a context that makes sense locally.
看着他们解读着材料，彼此互动，我意识到一个好的召集人对于hub体验是多么的重要。一个好的召集人不是把个人的意愿强加于小组，而是为大家hold场。一个好的召集人，同时也会帮助本地化慕课中的视频，使得课程内容接通当地的语境，更接地气。
From my short time with the Xi’an hub, at least three compelling reasons stood out for taking the course together. Those were:
在我跟西安学习小组短暂的相处中，至少看到3个原因值得一起参与U.lab：
Through the quality of conversation they had in small groups and the bigger circle, I could see these people really valued the relationships they had formed with each other.
This was underscored during the check-in when one participant said: “During the time we have been doing this workshop u.lab together, I’ve felt that we are each streams flowing into a river. We’ve learned to trust each other.”
关系：通过小组以及大圈中的高质量对话，我感受到这些人真的很珍惜彼此之间结下的缘分。Check－in报道时一位参与者的发言就体现了这点：「在我们一起参与u.lab工作坊的时光中，我感到我们每个人就像一条小溪汇集成了河流。我们学会了如何信赖他人。」
这里同样也有一份对于行动的深度问责。即便这个hub刚学习到u.lab第五周的内容，在这个12人小组中已经诞生了3个新的组织：陕西省非暴力沟通社群，提问力学院，以及“商业模式新生代”实验室。
Finally, engagement: as the main producer of the u.lab videos, I’ve watched them all countless times. And yet, sitting amongst a group of people who were intently watching, I also found myself paying attention to the content in new ways. Perhaps it’s similar to practicing a sport, yoga, or meditation with others rather than alone: you’re pulled into a different space by the collective attention that others are simultaneously applying to the task at hand.
最后是参与感：作为u.lab 视频的主要制作人，我已经看过这些内容无数遍。然而，坐在一群心无旁骛观看视频的人当中，我发现自己同样也以新的视角在关注内容。可能这跟参与集体体育运动、瑜伽或者是冥想而非独自练习的感觉类似：与其他人一起共修，因此你也被这种集体关注的力量拉进了另一个次元。
Are you hosting a hub?
What were the origins?
Why are you doing it?
What difference does it make to your u.lab experience?
What model of organizing are you using?
Have you found an innovative business model?
你在组织一个hub吗？
它们是怎么发起的？
为什么你要做这个小组？
它让你的u.lab课程体验有何不同？
你所用的组织模式是什么？你有找到一种创新的商业模式吗？
Leave a comment below.
I’d love to hear your insights.
请留言给我吧！
我很想听到你的洞见。
转译自Adam Yukelson博文 翻译：徐珺泽；编辑：何璐婕，张小永
注：本文经授权转载自微信公众号【天下U】发表的文章，点击“阅读原文”可跳转至原文，在此深表感谢！
