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Lesson 3 Build a Tower, Build a Team
① Several years ago, the vice-president of UX Design, Peter Skillman, introduced a design challenge (called
the marshmallow challenge.) The idea is pretty simple: Teams of four have to build the tallest free-standing
自立する
②
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structure out of twenty sticks of spaghetti, one yard of masking tape, one yard of string and a marshmallow.
The marshmallow has to be on top. Although it seems really simple, it's actually quite difficult because it
forces people to collaborate very quickly. Moreover, there's something about this exercise that reveals very
deep lessons about the nature of collaboration.),
強い教訓
2 Tom Wujec, a Fellow at Autodesk, thought this w
s]was an interesting idea/so he incorporated it into his
研究員
workshops across the world with students, designers, architects, and even the CTOs of the Fortune 50
建築家・
companies.
3 Most people begin by orienting themselves to the task. They talk about it, figure out what it's going to
look like, and they jockey for power. Then they spend some time planning, organizing, and sketching before
権力を得ようと画策
they lay out the spaghetti. They spend the majority of their time assembling the sticks into ever-growing
配置する
structures. Then finally, just as they're running out of time
時
someone takes out the marshmallow, and
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gingerly puts it on top, and then the group members stand back, and-ta-da! they admire their work. But
離れて立づ
[what really happens) most of the time, is (that the "ta-da" turns into an "uh-oh," because the weight of the
marshmallow causes the entire structure to buckle and collapse.
4 There are a number of people who have a lot more "uh-oh" moments than others, and among the worst
are recent graduates of business school. They lie, they cheat, they get distracted, and they produce really
取り乱した。
03 卒業生
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lame structures. Of course there are teams (that have a lot more "ta-da" structures,) and among the best are

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3 recent graduates of kindergarten. Not only do they produce the tallest structures, but also the most
interesting structures of them all.
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5 How come? Peter explains (that none of the kids spend any time trying to be the CEO of Spaghetti, Inc. In
tött!!
other words, they don't spend time jockeying for power. Another reason is that business students are
trained to find the single right plan,) and then they execute it. By the time they put the marshmallow on
the top, they run out of time, and it's a crisis. (What kindergarteners do differently is that they start with
is
the marshmallow, and they build successive prototypes, always keeping the marshmallow on top.) That way
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they have multiple chances to fix the prototypes along the way.) Designers recognize this type of
途中で
collaboration as the essence of the iterative process? And with each version kids get instant feedback about
反応
(what works) and (what doesn't work.)
10J
10J
6 The fundamental lesson is (that design truly is a contact sport.) It demands that we bring all of our
教訓
・接触
should
senses to the task) and that we apply the very best of our thinking, our feeling, and our doing to th
応用する まさにその
challenge that we have at hand.) Sometimes a little prototype of this experience is all that it takes to turn
目の前にある
us from an “uh-oh” moment to a “ta-da” moment) and that can make a big difference.
p.33 脚注
guess.
Q1 What is the marshmallow challenge?
Q2 What does the expression "the 'ta-da' turns into an
Pride
‘uh-oh” in paragraph 3 mean? Make a
sorrow
Q3 Who did best and who did worst in the marshmallow challenge?