[originaltext] Good morning, everybody. In today’s lecture, we will talk abo

Good morning, everybody. In today’s lecture, we will talk about how to turn a group of strangers into a team. It’s August 5, 2010. A massive collapse at the San José Copper Mine in Northern Chile has left 33 men trapped half a mile—that’s two Empire State Buildings—below some of the hardest rock in the world.
    They will find their way to a small refuge designed for this purpose, where they will find intense heat, filth and about enough food for two men for 10 days. Above ground, it doesn’t take long for the experts to figure out that there is no solution. No drilling technology in the industry is capable of getting through rock that hard and that deep fast enough to save their lives. It’s not exactly clear where the refuge is. It’s not even clear if the miners are alive. And it’s not even clear who’s in charge. Yet, within 70 days, all 33 of these men will be brought to the surface alive. This remarkable story is a case study in the power of teaming.
    In Chile, we witnessed 10 weeks of teaming by hundreds of individuals from different professions, different companies, different sectors, even different nations. So how did they overcome professional culture clash? I would say in a word, it’s leadership, but let me be more specific. When teaming works, you can be sure that some leaders, leaders at all levels, have been crystal clear that they don’t have the answers. Let’s call this “situational humility.” It’s appropriate humility.
    We don’t know how to do it. You can be sure, as I said before, people were very curious, and this situational humility combined with curiosity creates a sense of psychological safety that allows you to take risks with strangers. Because let’s face it: it’s hard to speak up, right? It’s hard to ask for help. It’s hard to offer an idea. That might be a stupid idea if you don’t know people very well. You need psychological safety to do that. They overcame what I like to call the basic human challenge: it’s hard to learn if you already know. And unfortunately, we’re hardwired to think we know. And so we’ve got to remind ourselves—and we can do it—to be curious; to be curious about what others bring. And that curiosity can also bring up a kind of generosity of interpretation.
    Question 22. What do we learn about the mine collapse?
    Question 23. What did the experts aboveground figure out soon?
    Question 24. What does the speaker say helped people overcome professional culture clash?
    Question 25. What does the speaker say could allow people to take risks with strangers?