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绡悆绔炲僵姣旇禌缁撴灉 :如何在工作中獲得快樂,而不是焦慮?

篮球竞彩nba www.xvrnl.com   Focus on how you work, not why

  如何在工作中獲得快樂,而不是焦慮?

  Why does modern work feel so dissatisfying? Are we making the mistake of searching for the ‘why’ of modern work when we’re desperately in need of answering ‘how’?

  為什么現代工作讓人如此不快?當我們在當代工作中迫切需要回答“如何做”的問題時,我們卻正在錯誤的尋求“為什么做”的問題。

  If we were inventing jobs today, we’d struggle to come up with something engineered to be as dissatisfying as employment in the early 21st Century. Endless meetings where we start to forget our own name and emails that seem identical to those we got rid of yesterday, all done against the drone of vast open-plan offices.

  現代的上班族,在開放式辦公空間的噪音背景下,沒完沒了地投入開會,每天收發的電子郵件和那些前一天處理掉的幾乎一模一樣。如果我們今天要創造新的工作,沒有人會想要這樣令人不快的東西。

  I’ve spent the last two years researching and writing a book about improving the modern workplace culture – and what I observed was a shocking reminder of what needs fixing.

  在過去兩年里,我一直在研究和撰寫一本關于改善現代職場文化的書——我觀察到的情況令人震驚的提醒我,哪些是需要解決的問題。

  The challenges with modern workplaces go beyond distraction into something more substantial. The Mental Health Foundation says that 74% of Brits felt overwhelmed by stress at some point last year, with work being the biggest cause.

  現代工作場所面臨的挑戰不僅僅是注意力分散,還有一些更重要的問題,是現實存在的考驗。英國心理健康基金會(Mental Health Foundation)表示,去年有74%的英國人感到壓力過大,其中最主要的原因是工作。

  It’s no wonder. Since we all started taking emails on our mobile phones the average working day has lengthened by two hours. By some estimates, workers who are expected to stay connected to their colleagues are clocking up over 70 hours plugged into the office each week. Half the people who add a couple of extra hours to the working day clock up the highest recordable levels of stress.

  這也難怪。自從我們開始用手機收發電子郵件,平均每天的工作時間已經延長了兩個小時。據估計,對于需要時刻與同事保持連線暢通的職員,每周工作時間超過70小時。對于日常要額外工作幾小時的員工,半數人承受的壓力達到最高紀錄水平。

  That’s why the exhortations of self-declared visionaries like Simon Sinek seem to be increasingly hitting a bum note with those in the workplace.

  這就是為什么像斯涅克(Simon Sinek)這樣自詡高見的夢想家的勸告,似乎越來越契合上班族的心思。

When ‘why’ isn’t enough 解決問題

  Sinek achieved fame and recognition from his insistence that millennials needed to understand the ‘why’ of work before they could commit themselves to the endeavours involved. “Great companies don't hire skilled people and motivate them, they hire already motivated people and inspire them,” Sinek declared.

  斯涅克堅稱,千禧世代在投入到所致力的事業之前,需要明白為什么要工作。他說:“成功的公司不是找到優秀員工然后激勵他們,而是找到那些有心向上的人,進一步啟發他們。”

  Inspiration took the form of telling them ‘why’ they were doing the job. But it’s becoming clear that this singular focus on a north star of ‘purpose’ is creating dissonance and dissatisfaction on the shop floor.

    蛐蛐英語 篮球竞彩nba www.xvrnl.com

  公司鼓舞職員的形式是告訴他們工作的“用意”。但是,越來越清楚的是,這種對“目標”的單一關注造成工作場景中的不和諧和不滿。

  Workers of all ages are faced with reconciling the ultimate ‘first world problem’: “How can I be working at this noble, purpose-driven organisation and still not feel happy?”

  如何協調世界的首要終極問題,是各個年齡的員工都要面臨的任務:為什么在一家體面的目標導向的組織供職,而我卻依然不開心。

  An increasing number of employers are seeing their workers take them to task on the disparities between what was promised to them as candidates and the realities of their jobs. The Google walkout in 2018 followed Susan Fowler’s Uber blog post as another high-profile milestone on a long road of workplace discontent despite lofty answers to the ‘why’ question.

  越來越多的員工發現到,求職之前和得到工作之后的實際情況之間有很大的差距。優步(Uber)前雇員福勒(Susan Fowler)通過發布長篇博客,控訴公司員工性騷擾。隨后,2018年,世界各地的谷歌員工舉行大罷工。盡管職員知道他們需要工作,但是他們對工作環境感到不滿,求索之途路漫漫,這又是一座備受矚目的里程碑。

  It’s becoming obvious that while focusing on the ‘why’ of work might create a compelling vision for a warrior CEO to stand behind, that doesn’t help the workers feeling crushed with fatigue at their desks. Increasingly it’s feeling like it’s time for us to move from the adrenalised bravado of ‘why’ to the comparatively mundane discussion of ‘how’: ‘How can I feel more fulfilled and less anxious in my job?’

  顯然,雖然專注于我們為什么要工作可能會創造一個令人信服的愿景,但并不能幫助在辦公桌前被疲憊擊潰的員工。我們應該從為什么要工作轉向更務實的問我們自己:要如何做才能在工作中更有成就感,而不是更焦慮?

The power of small changes 細處著手

  What does the ‘how’ of improved work culture look like? While it’s certain that there will be no Steve Jobs of the workplace unveiling the newer, shinier version of employment, it’s becoming clear that we can personally make changes to the design of our day that can help make work less awful.

  改進的工作文化是什么樣子的?雖然可以肯定的是,公司里肯定沒有像喬布斯(Steve Jobs)那樣的人,展現更新更好的工作風格,但顯然,我們可以從個人的角度改變我們每天的工作,讓工作一事也因此不那么糟糕了。

  Once workers accept that ‘how’ is important, many of us feel energised by the realisation that we have the autonomy to initiate change. The biggest burden of work for most of us is that cursed time spent in meetings. The simple act of halving the number of people present can be an act of mercy.

紐約時報中英文網 //www.xvrnl.com

  方法很重要,一旦人們接受這種觀點,很多人感到更有動力,人們認識到,他們有自主改變的權利。對大多數人而言,開會占用了太多時間,這是工作中最大的負擔。把開會人數減半就是讓人感激涕零的善舉。

  Investment bankers Bridgewater Associates realised that having fewer people in meetings seemed to be highly effective at improving the quality of discussions. The challenge, of course, was that we’re convinced that the meeting we’re not in is the one where all the good stuff is happening. To prove that this FOMO was misplaced, they started recording all their meetings – with the end result that no one complained when they were stood down from the attendee list.

  布里奇沃特投資公司(Bridgewater Associates)意識到,減少與會的人數,這對于提高例會的質量卓有成效。當然,我們面臨的挑戰是,我們認為我們沒有列席的會議是有好事情發生的會議。為證明這種生怕錯過的顧慮(FOMO)是不恰當的,他們開始記錄所有的會議——最終結果是,當他們從與會者名單上被除名時,沒有人抱怨。

  There are other things: workers are increasingly aware that taking a proper lunchbreak three or four times a week is proven by research to improve decision making and reduce the Friday fatigue that plagues so many of us.

  還有其他事情:員工們越來越意識到每周有三到四天安排的適當的午休被證明可以提高決策能力,緩解困擾我們很多人的周五疲勞。

  Going further, borrowing the Swedish tradition of fika by taking a walk with a colleague as part of a routine to get our daily dose of caffeine appears to have positive effects. It makes us less email weary and refreshes our minds as we close out the working day.

  再者,借鑒瑞典社交傳統,和同事一起散步作為我們日常的一部分,似乎有積極的效果。當我們結束一天的工作時,它會讓我們不那么厭倦電子郵件,讓我們精神振作。

  In fact, the science of walking can even be extended to switching meetings from sedentary to mobile occasions. Stafford scholar Marily Oprezzo found that walking improved creative thinking for 81% of those she tested.

  事實上,步行的科學甚至可以延伸到例會中去,從久坐不動的案頭洽談,變為靈活的移動場景。斯塔福德學者奧普雷佐(Marily Oprezzo)通過實驗發現,81%的受訪者表示,散步能提高創造性思維。

  Introducing a new meeting to the calendar might seem heretical when we’re trying to declutter the working week, but the power of social meetings is gaining currency – perhaps replacing the human synchronisation that many British workplaces used to derive from an adjournment to a local pub.

  在我們極力刪減的工作日程中引入一項新的會議,看似是離經叛道,但社交會議正在流傳起來,很可能取代人力資源的同步管理工作。以往,很多英國公司常?;岷蟮叫【乒萸⑻?,籍此來完成這方面的工作。

  Five-time CEO Margaret Heffernan described her introduction of a weekly social meeting at one of her US-based firms as “absolutely transformational” for the working culture. Heffernan observed that encouraging workers to spend time socialising with each other in the working day made them more likely to collaborate during the rest of the week.

  曾經五次擔任CEO的赫夫南(Margaret Heffernan)說,她在自己的一家美國公司開了每周一次的社交會議,這對公司的工作文化來說是“絕對具有顛覆意義”。她觀察到,鼓勵員工們在工作日花時間相互交流,使他們在一周的其余時間能更好的合作。

  Workplaces are beset with the hurry sickness that is a consequence of the relentless demands of modern work – and the impact of that burn-out can be hard, especially on the most junior workers. When work is unrelenting, a focus on the lofty goal of ‘why’ we work won’t help, maybe right now we need to take care of ‘how’.

  職場中被匆忙癥困擾,這是現代工作無休止的要求造成的后果——而這種消耗的影響是很大的,特別是對那些資歷最淺的人來說。當工作源源不斷應接不暇的時候,我們需要關注的是“如何做才能在工作中獲得成就感”,而不是一味的提醒自己“為什么要工作”。

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