以下是将原文翻译成中文： 曾在谷歌担任首席创新推广者的弗雷德·泰特（Fred Tert）分享了他关于构建面向未来的思维模式的见解。他的灵感来自于观察到人们对未来不确定性的焦虑。他本人也经历过加州山火，这场经历突显了控制自己对不可控事件反应的力量。他和他的家人专注于乐观、开放和好奇，这场经历后，他们也选择了更贴近自然的生活方式。 泰特的目标是为人们提供一个框架，以构建他们设想的未来，分享那些创造了非凡未来的人的故事，并提供可用于创造理想未来的可行方法。他坚信要赋能人们塑造自己的未来，强调未来不是被动发生的，而是主动创造的。 在谷歌工作的 12.5 年期间，泰特的工作重心是培养一种创造力和创新文化。他强调培养人们的好奇心、同理心和实验精神，为他们提供创新所需的工具和思维模式。他还致力于将谷歌的创造力、雄心壮志和大胆思考的价值观付诸实践的各种举措。他认为，通过仪式来激活价值观对于塑造组织文化至关重要。 他介绍了“企鹅奖”，这是谷歌实施的一项奖励冒险行为的仪式。该奖项鼓励员工拥抱实验和大胆行动。这个奖项的灵感来源于冰架上的企鹅的形象，一只勇敢的企鹅率先跳入水中，面临潜在的危险。泰特强调，这种冒险精神对于组织的生存至关重要，因为一个不冒险的企鹅群最终会消失，这类似于一个停滞不前的组织。 泰特认为，每个人都有可能成为那只“勇敢的企鹅”，而勇气是可以培养的。他建议不要等待完美，鼓励人们勇于尝试，看看会发生什么。他建议摆脱自动驾驶模式，参与新的体验，因为这可以激活思维并打开通往创新的通道。 通过与数千名谷歌员工的合作，泰特确定了一种由六个维度组成的“面向未来的心态”：极度乐观、毫无保留的开放、强迫性的好奇心、持续的实验、同理心（对他人和对未来的自己）以及个人的“超能力”（X 维度）。极度乐观意味着不仅要看到杯子半满的潜力，还要看到增加更多潜力的可能性。他强调，这些维度是相互关联且同等重要的。虽然每个人在不同程度上都具备这些品质，但有些品质，比如好奇心，可能会随着时间的推移而变得沉寂。他敦促人们积极地培养自己在这些维度上的能力，以看到更多的机会并掌控自己的未来。 根据他与包括联合国、NASA、NBA 和初创公司在内的各种组织的合作经验，泰特指出组织关注点的随时间推移而发生的转变。初创公司擅长利用好奇心探索新的可能性，但随着它们的成熟，重点转向了规模化。他强调减少创意到原型开发过程中的摩擦的重要性。他提到了谷歌的“车库”，这是一个让谷歌员工可以尝试想法的空间，催生了诸如 Project Loon 和 Google Glass 的早期迭代等项目。 泰特认识到阻碍主动塑造未来的常见陷阱。这些陷阱包括对未来的焦虑、被动地等待未来发生、认为未来属于他人，以及通过坚持过去来否认未来。 为了应对这些陷阱，泰特提出了三个实用的建议：首先，练习想象未来的自己，可视化你一年后的生活，并专注于你渴望的感受。 其次，通过每天晚上写下三件让你感激的事情，持续 21 天，来培养乐观情绪，从而重新编程你的思维。

Fredag Tert, former chief innovation evangelist at Google, discusses his insights into building a future-ready mindset. He was inspired by observing people's anxiety surrounding the uncertainty of the future. He had a personal experience during the California wildfires, which highlighted the power of controlling one's response to uncontrollable events. He and his family focused on optimism, openness, and curiosity, leading them to a more nature-aligned lifestyle after the experience. Tert's goal is to equip people with a framework to construct the future they envision, share stories of individuals who have created remarkable futures, and provide actionable practices for creating a desired future. He believes in empowering people to shape their future, emphasizing that it's not something that passively happens, but actively created. During his 12.5 years at Google, Tert's role centered on cultivating a culture of creativity and innovation. He emphasized training people in curiosity, empathy, and experimentation, providing them with the necessary tools and mindset to innovate. He also worked on initiatives that brought Google's values of creativity, ambition, and bold thinking to life. He believes that activating values through rituals is crucial for shaping organizational cultures. He introduces the "Penguin Award," a ritual implemented at Google to reward risk-taking. The award encourages employees to embrace experimentation and bold action. This award is inspired by the image of penguins on an ice shelf, where one courageous penguin jumps into the water first, facing potential danger. Tert stresses that such risk-taking is essential for organizational survival, as a colony of penguins that doesn't take risks will eventually disappear, analogous to an organization that stagnates. Tert believes that everyone has the potential to be that "courageous penguin" and that courage can be cultivated. He advises against waiting for perfection and encourages people to take the plunge and see what happens. He recommends breaking out of autopilot and engaging in new experiences, as this activates the mind and opens pathways to innovation. Through his work with thousands of Googlers, Tert identified a "future-ready mind state" composed of six dimensions: radical optimism, unreserved openness, compulsive curiosity, perpetual experimentation, empathy (for others and for one's future self), and one's personal "superpower" (Dimension X). Radical optimism means not only seeing the potential in a glass half full, but seeing the potential to add even more. He emphasizes that these dimensions are interconnected and equally important. While everyone possesses these qualities to varying degrees, some, like curiosity, may become dormant over time. He urges people to actively train themselves in these dimensions to see more opportunities and take control of their future. Drawing from his experience with diverse organizations, including the UN, NASA, the NBA, and startups, Tert notes how organizations' focus shifts over time. Startups excel at using curiosity to explore new possibilities, but as they mature, the focus shifts to scaling. He stresses the importance of reducing friction in idea-to-prototype development. He mentions Google's "Garage," a space that enabled Googlers to experiment with ideas, resulting in projects like Project Loon and early iterations of Google Glass. Tert recognizes common pitfalls that hinder proactive future-shaping. These include anxiety about the future, passively waiting for the future to happen, believing the future is owned by others, and denying the future by clinging to the past. To counteract these pitfalls, Tert offers three practical recommendations: First, practice imagining your future self, visualizing your life a year from now and focusing on your desired feelings. Second, cultivate optimism by writing down three things you're grateful for each evening for 21 days to reprogram your mind.