TED英語演講集：Why work doesn't happen at work 辦公室不是辦公的好地方[中英字幕]

So I'm going to talk about work, specifically why people can't seem to get work done at work, which is a problem we all kind of have. But let's, sort of, start at the beginning. So we have companies and non-profits and charities and all these groups that have employees or volunteers of some sort. And they expect these people who work for them to do great work -- I would hope, at least. At least good work, hopefully, at least it's good work -- hopefully great work. And so what they typically do is they decide that all these people need to come together in one place to do that work. So a company, or a charity, or an organization of any kind, they typically -- unless you're working in Africa, if you're really lucky to do that -- most people have to go to an office every day. And so these companies, they build offices. They go out and they buy a building, or they rent a building, or they lease some space, and they fill the space with stuff. They fill it with tables, or desks, chairs, computer equipment, software, Internet access, maybe a fridge, maybe a few other things, and they expect their employees, or their volunteers, to come to that location every day to do great work. It seems like it's perfectly reasonable to ask that.

我要來談一談工作這件事， 主要是關于大家在上班時 為什么不能完成相應的工作這件事， 這種情況我們大家都遇到過。 我們就從最開始的講起。 我們有很多的公司、非營利性企業和慈善機構 等等所有的這些企業團體 都有員工 或者是志愿者之類的。 而團體的老板們總希望員工們 都能好好工作。 至少，我是這樣認為的。 他們希望員工們努力工作，做出優秀的成績， 希望一切都好。 因此，他們往往要求 所有的員工都必須聚集到同一個地方 來展開工作。 所以不管是在公司，慈善機構還是各大組織 除非你足夠的幸運，你是在非洲工作， 那么大多數的人都需要 每天到辦公室去工作。 于是，各個公司 就建造了辦公樓。 他們或買或是租用辦公大樓， 騰出一些空間 用來放滿各種東西。 辦公桌，書桌， 椅子，電腦設備， 軟件， 網絡連接器， 也許還有冰箱等其他一些東西， 他們還要求員工們，或者志愿者們， 每天都到這指定的地方，好好工作。 這看起來非常的合理。

However, if you actually talk to people and even question yourself, and you ask yourself, where do you really want to go when you really need to get something done? You'll find out that people don't say what businesses think they would say. If you ask people the question: where do you really need to go when you need to get something done? Typically you get three different kinds of answers. One is kind of a place or a location or a room. Another one is a moving object and a third is a time.

但是，如果你接觸這些員工 或是問問你自己， 你問你自己： 當你真想把事情做好的時候，你真真會去哪里工作？ 你會發現大家的回答 都不會是公司老板們所想的。 如果你詢問別人：他們需要工作的時候 他們真真想去哪里？ 一般來說，你會得到三種不同的回答。 一種回答是到某個地方或者是房間。 另外一種回答是移動的物體。 還有第三種答案工作的時間。

So here's some examples. When I ask people -- and I've been asking people this question for about 10 years -- I ask them, "Where do you go when you really need to get something done?" I'll hear things like, the porch, the deck, the kitchen. I'll hear things like an extra room in the house, the basement, the coffee shop, the library. And then you'll hear things like the train, a plane, a car -- so, the commute. And then you'll hear people say, "Well, it doesn't really matter where I am, as long as it's really early in the morning or really late at night or on the weekends." You almost never hear someone say the office. But businesses are spending all this money on this place called the office, and they're making people go to it all the time, yet people don't do work in the office.

我在這里舉些例子。 當我詢問大家──這個問題我已經問了10年了── 我問他們：“當你想做些事情的時候，你一般會想去哪里做。” 我聽到的答案有諸如門廊，桌前， 廚房。 我也會聽到如房間里額外的小房間， 儲物室， 咖啡館，圖書館。 此外，你還會聽到火車， 飛機，汽車這種行程的回答。 最后，你會聽到大家說， “恩，其實在哪里工作并不重要， 只要是在清晨，午夜或是周末，我辦公效率就好。” 你會發現，大家幾乎不會提到辦公室。 但是公司企業把所有的錢都用于辦公室的建造， 并規定員工每天到辦公室工作， 然而，大家在辦公室里幾乎不怎么工作。

What is that about? Why is that? Why is that happening? And what you find out is that, if you dig a little bit deeper, you find out that people -- this is what happens -- people go to work, and they're basically trading in their workday for a series of "work moments." That's what happens at the office. You don't have a workday anymore. You have work moments. It's like the front door of the office is like a Cuisinart, and you walk in and your day is shredded to bits, because you have 15 minutes here and 30 minutes there, and then something else happens and you're pulled off your work, and you've got to do something else, then you have 20 minutes, then it's lunch. Then you have something else to do. Then you've got 15 minutes, and someone pulls you aside and asks you this question, and before you know it, it's 5 p.m., and you look back on the day, and you realize that you didn't get anything done. I mean, we've all been through this. We probably went through it yesterday, or the day before, or the day before that. You look back on your day, and you're like, I got nothing done today. I was at work. I sat at my desk. I used my expensive computer. I used the software they told me to use. I went to these meetings I was asked to go to. I did these conference calls. I did all this stuff. But I didn't actually do anything. I just did tasks. I didn't actually get meaningful work done.

這意味著什么？ 為什么會這樣？ 原因又是什么呢？ 如果你深入的分析一下，你就會發現原因， 你發現大家， 事實情況就是這樣發生的-- 大家去上班， 基本上工作日的各個時間段 都是以工作瞬間來計算。 這就是辦公室的情況。 你工作已經不是按“整工作日”算，而是被拆分成“工作瞬間”。 這就好比當你走過辦公室的前門， 一跨入辦公室，你的工作日就被分成一段段的瞬間。 因為你這邊忙15分鐘，那邊忙30分鐘， 然后突發什么事的時候，你還得分神去處理； 你跑去做別的事之后，再工作個20分鐘，就是午餐時間了。 然后你就又有別的事要做了， 你剛專心15分鐘后，又有人跑來問你問題。 當你回過神來的時候，已經是下班時間5點了， 當你回顧這一天， 就會發現你根本什么都沒有做。 我想我們都應該有過這種經歷。 也許昨天就是這樣度過的， 或者是前天，大前天。 每天回顧，發現什么事都沒做。 在應該工作的時間里， 我坐在書桌前，用著昂貴的電腦， 用著他們叫我用的軟件， 參見各種上頭要求參加的會議。 我打電話會議，做各種雜事。 但事實上，我什么都沒有做。 我只是做些“瑣事”而已。 我幾乎沒做什么有意義的工作。

And what you find is that, especially with creative people -- designers, programmers, writers, engineers, thinkers -- that people really need long stretches of uninterrupted time to get something done. You cannot ask somebody to be creative in 15 minutes and really think about a problem. You might have a quick idea, but to be in deep thought about a problem and really consider a problem carefully, you need long stretches of uninterrupted time. And even though the workday is typically eight hours, how many people here have ever had eight hours to themselves at the office? How about seven hours? Six? Five? Four? When's the last time you had three hours to yourself at the office? Two hours? One, maybe? Very, very few people actually have long stretches of uninterrupted time at an office. And this is why people choose to do work at home, or they might go to the office, but they might go to the office really early in the day, or late at night when no one's around, or they stick around after everyone's left, or they go in on the weekends, or they get work done on the plane, or they get work done in the car or in the train because there are no distractions.

同時，你會發現，尤其是當你跟一些有創造力的人在一起的時候， 比如設計師，工程師， 作家，程序工程師， 思想家， 這些人真得需要 用很長的一段不受干擾的時間來做些事情。 你不能要求這些搞創造力的人在15分鐘的時間就想到創意 還能認真地思考問題。 搞創造的人可能會有靈感， 但是如果想要深入、仔細的思考問題， 他們就需要很長的一段不受干擾的時間。 盡管一天的工作日是8個小時， 有多少人是真真的把這8個小時用在工作上？ 有7個小時嗎？ 6個？5個？還是4個？ 你什么時候有過在辦公室里獨立完成工作3個小時過？ 2個小時？也許只有一個小時吧。 很少人真的有過 在辦公室長時間不受干擾的工作。 這也是為什么大家情愿在家工作， 他們可能會去辦公室上班， 但是他們可能會很早就去， 或者到很晚，沒有一個人的時候才離開， 或者等到大家都離開后，他們會留下來工作，或者是周末的時候加班， 或者在飛機上也工作， 還有汽車上，火車上的工作， 這是因為這些時候，人們都不會被打擾。

Now, there are different kinds of distractions, but there aren't the really bad kinds of distractions that I'll talk about in just a minute. And this sort of whole phenomenon of having short bursts of time to get things done reminds me of another thing that doesn't work when you're interrupted, and that is sleep. I think that sleep and work are very closely related, and it's not just that you can work while you're sleeping and you can sleep while you're working. That's not really what I mean. I'm talking specifically about the fact that sleep and work are phased-based, or stage-based, events. So sleep is about sleep phases, or stages -- some people call them different things. There's five of them, and in order to get to the really deep ones, the really meaningful ones, you have to go through the early ones. And if you're interrupted while you're going through the early ones -- if someone bumps you in bed, or if there's a sound, or whatever happens -- you don't just pick up where you left off.

打擾的方式有各種各樣的， 這里，我就不列舉 那些惡劣的打擾方式了。 這個現象 用一段段零碎的時間來完成工作這個現象， 讓我想起了一件事- 它就是睡覺，當你睡覺被打擾時， 你就很難再入睡。 睡覺跟工作是互有關聯的。 不是因為睡覺的時候無法工作 或者工作的時候不能睡覺。 這不是我要講的。 我要講的是 工作和睡覺 都是分階段的、 分時段的狀態。 睡覺分各個階段、時段-- 不同的階段有不同的名字。 總共有五個階段， 為了進到最深的、最有意義的階段， 你必須經歷最初的那些階段。 如果你在前面的階段就被打擾了， 可能有人翻身碰到你， 或者是有什么聲音，或其他什么事， 你沒辦法回到這個階段繼續睡。

If you're interrupted and woken up, you have to start again. So you have to go back a few phases and start again. And what ends up happening -- sometimes you might have days like this where you wake up at eight in the morning, or seven in the morning, or whenever you get up, and you're like, man, I didn't really sleep very well. I did the sleep thing -- I went to bed, I laid down -- but I didn't really sleep. People say you go to sleep, but you really don't go to sleep, you go towards sleep. It just takes a while. You've got to go through these phases and stuff, and if you're interrupted, you don't sleep well. So how do we expect -- does anyone here expect someone to sleep well if they're interrupted all night? I don't think anyone would say yes. Why do we expect people to work well if they're being interrupted all day at the office? How can we possibly expect people to do their job if they're going to the office to be interrupted? That doesn't really seem like it makes a lot of sense to me.

如果你被打擾了，醒了過來， 你又得重頭開始。 你就得重回到睡眠的前幾個階段。 結果就是，有的時候，你可能有幾天 在早上8點就醒來，有時是7點， 或者是當你起來的時候， 你會覺得一夜沒睡好。 你又去睡覺，上了床，然后躺下， 但是你卻不能入睡。 我們說去睡覺， 其實不是一倒下就睡著，而是進入夢境。 這是需要時間的，一個階段一個階段的慢慢來。 如果你被干擾了，當然就睡不好了。 這樣我們還怎么希望能睡好呢──如果一整晚都被打擾的話， 有人覺得你能睡得好嗎？ 我覺得應該沒人會說睡得好。 如果在辦公室里不斷地被打擾， 我們為什么還希望大家好好工作呢？ 如果他們總是被打擾， 我們又怎能要求他們好好工作呢？ 對我來說，這很不合理。

So what are these interruptions that happen at the office that don't happen at other places? Because in other places, you can have interruptions, like, you can have the TV, or you could go for a walk, or there's a fridge downstairs, or you've got your own couch, or whatever you want to do. And if you talk to certain managers, they'll tell you that they don't want their employees to work at home because of these distractions. They'll also say -- sometimes they'll also say, "Well, if I can't see the person, how do I know they're working?" which is ridiculous, of course, but that's one of the excuses that managers give. And I'm one of these managers. I understand. I know how this goes. We all have to improve on this sort of thing. But oftentimes they'll cite distractions. "I can't let someone work at home. They'll watch TV. They'll do this other thing." It turns out that those aren't the things that are really distracting. Because those are voluntary distractions. You decide when you want to be distracted by the TV. You decide when you want to turn something on. You decide when you want to go downstairs or go for a walk. At the office, most of the interruptions and distractions that really cause people not to get work done are involuntary. So let's go through a couple of those.

那么為什么在其他地方工作的時候， 就不會被打擾了呢？ 因為其他地方，會有干擾， 比如會跑去看電視 或者是散個步， 到樓下冰箱拿個東西， 或者你賴在自己的沙發上，想要什么就有什么。 如果你這樣跟你的經理講， 他們會要求你不要在家里工作， 由于有這樣那樣的干擾因素的存在。 他們還會說， 有時也會這樣說， “恩，我甚至看不見他們的身影，我怎樣知道他們在工作呢？” 這個理由是很荒唐的，但是很多經理人總會拿這一點來做借口。 我也是這樣的經理。 所以我對這些都了解。 但是我們要改善這種情形， 盡管他們常常會舉例。 “我不會允許員工在家里工作。 他們會看電視，干其他與工作無關的事。” 但其實這些事并不會真的干擾你。 因為這些事都是自愿分心。 你可以自己決定什么時候看電視； 決定什么時候打開冰箱； 決定什么時候下樓、散步。 而在辦公室里，大多數打攪到工作的 干擾因素 都是被動產生的。 讓我來舉些例。

Now, managers and bosses will often have you think that the real distractions at work are things like Facebook and Twitter and YouTube and other websites, and in fact, they'll go so far as to actually ban these sites at work. Some of you may work at places where you can't get to these certain sites. I mean, is this China? What the hell is going on here? You can't go to a website at work, and that's the problem, that's why people aren't getting work done, because they're going to Facebook and they're going to Twitter? That's kind of ridiculous. It's a total decoy. And today's Facebook and Twitter and YouTube, these things are just modern-day smoke breaks. No one cared about letting people take a smoke break for 15 minutes 10 years ago, so why does everyone care about someone going to Facebook here and there, or Twitter here and there, or YouTube here and there? Those aren't the real problems in the office.

現在，上司、老板們 會經常認為，工作的時候真真讓你分心的是 Facebook 和 twitter youtube等網站。 事實上，他們也會完全的禁止 上班時游覽這些網頁。 有些辦公地甚至打開不了這些網站。 這是在中國嗎？這到底是怎么了？ 工作的時候竟然不能上這些網， 難道這就是問題的所在之處，這就是大家無法在工作時間里完成工作的原因， 是因為他們在上Facebook,twitter嗎? 這真得很可笑，很荒謬。 今天的Facebook、twitter還有youtube 等上網時間就等于是當代的抽煙時間而已。 從10年前起，人們在上班時間溜出去抽15分鐘的煙，根本就沒人在乎 ， 那么為什么現在偶爾上個Facebook、twitter、youtube 就會有一大堆的意見？ 這些根本不是問題的關鍵所在。

The real problems are what I like to call the M&Ms, the Managers and the Meetings. Those are the real problems in the modern office today. And this is why things don't get done at work -- it's because of the M&Ms. Now what's interesting is, if you listen to all the places that people talk about doing work -- like at home, or in a car, or on a plane, or late at night, or early in the morning -- you don't find managers and meetings. You find a lot of other distractions, but you don't find managers and meetings. So these are the things that you don't find elsewhere, but you do find at the office. And managers are basically people whose job it is to interrupt people. That's pretty much what managers are for. They're for interrupting people. They don't really do the work, so they have to make sure everyone else is doing the work, which is an interruption. And we have a lot of managers in the world now, and there's a lot of people in the world now, and there's a lot of interruptions in the world now because of these managers. They have to check in: "Hey, how's it going? Show me what's up," and this sort of thing and they keep interrupting you at the wrong time, while you're actually trying to do something they're paying you to do, they tend to interrupt you.

問題出在于被我稱之為 M&M's上 經理（managers)和會議（meetings)的身上。 這些才是現今辦公室里問題的所在， 也是員工沒法順利完成工作的原因， 因為M&M's的存在。 有趣的是 當你聽到大家談論各自的高效工作的地點時， 比如在家里、汽車里、飛機上， 或者在深夜或清晨的討論， 但就是不會聽到關于經理和會議的談論； 你會發現很多別的干擾因素，但是不會歸咎到經理和會議的干擾因素上。 經理和會議只會是辦公室辦公的干擾因素， 它們不會在別處出現。 某種意義上來說，經理的工作 就是打擾員工。 這也是經理喜歡干的，他們喜歡打擾別人工作。 他們本身不需要工作， 他們監督下屬工作的行為，實際上就是構成了干擾。 目前世界上有很多經理， 也有很多的員工。 由于經理而造成的干擾就有很多。 為了調查工作進度，他們會問：“工作做得怎么樣了？ 給我展示一下。”等類似的話。 他們還總是會在不恰當的時間來打擾你， 當你正在努力完成他們分配的任務的時候， 他們往往在關鍵時候來打擾你。

That's kind of bad. But what's even worse is the thing that managers do most of all, which is call meetings. And meetings are just toxic, terrible, poisonous things during the day at work. We all know this to be true, and you would never see a spontaneous meeting called by employees. It doesn't work that way. The manager calls the meeting so the employees can all come together, and it's an incredibly disruptive thing to do to people -- is to say, "Hey look, we're going to bring 10 people together right now and have a meeting. I don't care what you're doing. Just, you've got to stop doing what you're doing, so you can have this meeting." I mean, what are the chances that all 10 people are ready to stop? What if they're thinking about something important? What if they're doing important work? All of a sudden you're telling them that they have to stop doing that to do something else. So they go into a meeting room, they get together, and they talk about stuff that doesn't really matter usually. Because meetings aren't work. Meetings are places to go to talk about things you're supposed to be doing later.

這是很糟糕的。 但是還有比這更糟糕的呢， 那就是開會。 開會的時候是一天中最無聊 又煩人、又浪費時間 的事。 我們都知道這一點事實。 你也不會看到以后有員工組織的會議； 這根本不會發生。 經理開會的時候 所有的員工都聚集起來， 這真的是一件很具干擾性質的事。 經理們會說：“記住， 我們現在要召集10個人開會。 我不關心你們現在在做什么。 你們要做的就是停下一切手頭上的事，然后來開這個會。” 這10個人就這么突然停下來去開會？ 要是他們正在思考重要的事情呢？ 做重要的工作呢？ 就這么突然，你告訴他們，必須停下來手邊的工作 來開會。 他們進入會議室，聚在一起， 并談論一些根本無關緊要的事。 事實上，會議根本起不了任何的作用。 開會是為了商討公司以后的計劃。

But meetings also procreate. So one meeting tends to lead to another meeting and tends to lead to another meeting. There's often too many people in the meetings, and they're very, very expensive to the organization. Companies often think of a one-hour meeting as a one-hour meeting, but that's not true, unless there's only one person in that meeting. If there are 10 people in the meeting, it's a 10-hour meeting; it's not a one-hour meeting. It's 10 hours of productivity taken from the rest of the organization to have this one one-hour meeting, which probably should have been handled by two or three people talking for a few minutes. But instead, there's a long scheduled meeting, because meetings are scheduled the way software works, which is in increments of 15 minutes, or 30 minutes, or an hour. You don't schedule an eight-hour meeting with Outlook. You can't. I don't even know if you can. You can go 15 minutes or 30 minutes or 45 minutes or an hour. And so we tend to fill these times up when things should really go really quickly.

但是開會有時也是為了提前安排事宜。 一個又一個 開不完的會議。 開會的時候，總是有那么多人， 對于組織來說，這是很貴的。 公司老板總是想著開個1小時的會議， 但是這個是不現實的，除非會議室里只有一個人。 如果有10個人參加了會議，那這就是10小時的會議，不是1小時會議。 這個10小時的會議是挪用了其他組織或其他人的時間， 這才有了這1小時的會議， 這會議本該是由2個或3個組織者 簡短的發言組成。 但事實上，最后卻變成了一個議程繁多的會議， 因為議程是按軟件運行的方式安排的， 延長15分鐘，半小時或者1個小時。 你用Outlook不會安排一個8小時的會議。 你也不能。當然，我是不知道你能不能。 你可以延長15分鐘，半小時，45分鐘或者1個小時。 當事情緊急的時候， 我們不得不充分利用時間。

So meetings and managers are two major problems in businesses today, especially to offices. These things don't exist outside of the office. So I have some suggestions to remedy the situation. What can managers do -- enlightened managers, hopefully -- what can they do to make the office a better place for people to work, so it's not the last resort, but it's the first resort? It's that people start to say, "When I really want to get stuff done, I go to the office." Because the offices are well equipped, everything should be there for them to do their work, but they don't want to go there right now, so how do we change that? I have three suggestions I'll share with you guys. I have about three minutes, so that'll fit perfectly.

因此會議和經理是現今商務事業中的主要問題， 尤其是在辦公室里。 這些情況不會在辦公室以外的地方發生。 因此，我有以下幾條建議 來糾正，解決這些問題。 經理們可以這樣做。 我指的是開明的經理們。 他們可以把辦公室進一步改造成適合員工工作的地方， 使得辦公室成為大家工作的首選之地。 大家都開始說： “當我真的想工作的時候，我會去辦公室。” 因為辦公室里設備齊全， 所有涉及工作的東西都一應俱全， 但是，現在大家還不想去辦公室工作，那么我們該如何來改變這種現狀呢？ 我有三條建議，現在就來跟你們分享一下。 只需要大約3分鐘的時間，就能解釋清楚。

We've all heard of the casual Friday thing. I don't know if people still do that. But how about "no-talk Thursdays?" How about -- pick one Thursday once a month and cut that day in half and just say the afternoon -- I'll make it really easy for you. So just the afternoon, one Thursday. The first Thursday of the month -- just the afternoon -- nobody in the office can talk to each other. Just silence, that's it. And what you'll find is that a tremendous amount of work actually gets done when no one talks to each other. This is when people actually get stuff done, is when no one's bothering them, when no one's interrupting them. And you can give someone -- giving someone four hours of uninterrupted time is the best gift you can give anybody at work. It's better than a computer. It's better than a new monitor. It's better than new software, or whatever people typically use. Giving them four hours of quiet time at the office is going to be incredibly valuable. And if you try that, I think you'll find that you agree. And maybe, hopefully you can do it more often. So maybe it's every other week, or every week, once a week, afternoons no one can talk to each other. That's something that you'll find will really, really work.

我們都聽過星期五是隨意工作日。 我不知道大家是否還在這么做。 那么不妨設定星期四為無交談日？ 就這樣好了， 隨便挑一個月里的一個星期四， 再簡單一點，那就取個半天，星期四下午好了。 那就星期四下午。 假設就這月第一個星期四的下午， 辦公室里不準有任何的交談。 有的只能是安靜。 然后，你會發現 沒有人交談的時候， 很多工作很快就會完成。 所有的工作都完成的時候， 正是沒有任何干擾的時候。 4個小時的無干擾工作時間 是給需要工作的人最好的禮物。 這比電腦還要好， 比調制解調器，軟件都要高效， 比大家平常用的任何的東西都要好。 給他們4個小時安靜的辦公時間- 這將會成為珍貴的事。 如果你試著做了，你會同意這一點。 也許，你可以多實行幾次。 也許是每隔一個星期一次， 或者是每個星期一次， 下午的時候，都不準許有任何的交談。 你會發現這真得很有效。

Another thing you can try is switching from active communication and collaboration, which is like face-to-face stuff, tapping people on the shoulder, saying hi to them, having meetings, and replace that with more passive models of communication, using things like email and instant messaging, or collaboration products -- things like that. Now some people might say email is really distracting and I.M. is really distracting, and these other things are really distracting, but they're distracting at a time of your own choice and your own choosing. You can quit the email app; you can't quit your boss. You can quit I.M.; you can't hide your manager. You can put these things away, and then you can be interrupted on your own schedule, at your own time, when you're available, when you're ready to go again. Because work, like sleep, happens in phases. So you're going to be kind of going up and doing some work, and then you're going to come down from that work, and then maybe it's time to check that email, or check that I.M. And there are very, very few things that are that urgent that need to happen, that need to be answered right this second. So if you're a manager, start encouraging people to use more things like I.M. and email and other things that someone else can put away and then get back to you on their own schedule.

另外你也可以試試 從主動 交流和協作的方式， 也就是從面對面的交談， 拍拍他們的肩膀，說聲你好，包括開會的主動交流， 轉變為更被動地交流方式 比如電子郵件，即時通訊， 或者是協作產品等類似的被動交流。 有人可能會說，電子郵件非常的干擾人， 即時通訊也很讓人頭疼， 這些都是干擾因素， 但是這些干擾因素產生與否在于你自己的選擇。 你可以不用電子郵件的功能，但你不能不回復你老板的電郵。 你可以不用即時通訊， 但你離不開你的經理。 一旦你不用這些交流工具， 當你有空的時候，你個人時間也會被打亂； 或者當你準備好出發的時候，你的行程又會被打亂。 因為工作就像睡覺一樣，它是分階段的。 你要先做一些其它的事，慢慢鋪墊， 然后才能完成后續工作， 那么也許，有時你就得檢查電郵，看看即時通訊。 很少有緊急的事 同時發生，需要你立刻去解決。 因此如果你的經理 開始鼓勵你多使用像即時通訊和電子郵件的工具， 還有做其他一些可有可無的事， 然后讓你的步調跟他們的一致。

And the last suggestion I have is that, if you do have a meeting coming up, if you have the power, just cancel. Just cancel that next meeting. Today's Friday -- so Monday, usually people have meetings on Monday. Just don't have it. I don't mean move it; I mean just erase it from memory, it's gone. And you'll find out that everything will be just fine. All these discussions and decisions you thought you had to make at this one time at 9 a.m. on Monday, just forget about them, and things will be just fine. People have a more open morning, they can actually think, and you'll find out that maybe all these things you thought you had to do, you don't actually have to do.

我的最后一條建議是 如果你將要開一個會議， 如果你有這個權利， 就把會議取消掉，取消掉下一個會議。 今天是星期五，一般來說，會議會在星期一召開。 就取消會議吧！ 我不是說調動會議， 而是忘記這會議，會議沒了。 你會發現一切都很順利。 所有這些你覺得你必須在星期一早上9點做的 商討和決定， 就忘記他們吧，一切都會是順利的。 這樣，大家會覺得，他們將會有一個更加開放的早晨， 你也會發現，也許這些你覺得你必須要做的事情 事實上，你不一定要做。

So those are just three quick suggestions I wanted to give you guys to think about this. And I hope that some of these ideas were at least provocative enough for managers and bosses and business owners and organizers and people who are in charge of other people to think about laying off a little bit and giving people some more time to get some work done. And I think it'll all pay off in the end.

這就是我的三條建議， 我希望你們能夠好好思考一下。 同時，我也希望這些建議 相當挑釁但至少是有用的 不管是對經理，老板還是商務人士 組織者還是管理人員來說， 大家都能想著，與其裁員， 還不如給大家更多的時間來做些實質工作。 這樣，我覺得最后一定會有收獲的。

So thanks for listening.

謝謝各位的聆聽。

(Applause)

鼓掌

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