TEDxMidwest
Jason Fried: Why work doesn't happen at work
ジェイソン・フリード：なぜ職場で仕事ができないのか
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ジェイソン・フリードが、オフィスは仕事をするのに適していないという、仕事に関する抜本的な理論を語ります。TEDxMidwestでの講演で、フリードがＭ＆Ｍ‘ｓとよばれる主な問題を展開し、仕事をうまくいかせる3 つの提案を提示します。
Jason Fried - Software entrepreneur
Jason Fried thinks deeply about collaboration, productivity and the nature of work. He's the co-founder of 37signals, makers of Basecamp and other web-based collaboration tools, and co-author of "Rework." Full bio
Jason Fried thinks deeply about collaboration, productivity and the nature of work. He's the co-founder of 37signals, makers of Basecamp and other web-based collaboration tools, and co-author of "Rework." Full bio
Double-click the English transcript below to play the video.
00:15
So I'm going to talk about work,
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これは仕事についての話です
00:17
specifically why people can't seem
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特にどうして私たちは職場で
00:19
to get work done at work,
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仕事ができないのか
00:21
which is a problem we all kind of have.
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という問題について話します
00:24
But let's, sort of, start at the beginning.
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まずは最初から説明しましょう
00:26
So we have companies and non-profits and charities
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企業やＮＰＯや慈善団体
00:29
and all these groups
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様々な組織があり
00:31
that have employees
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そこには従業員や
00:33
or volunteers of some sort.
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ボランティアなどの人々が働いています
00:35
And they expect these people who work for them
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雇用主はここで働く人々から
00:38
to do great work --
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素晴らしい仕事を期待している
00:40
I would hope, at least.
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そう思いたいです
00:42
At least good work, hopefully, at least it's good work --
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最低限でも良い仕事を
00:44
hopefully great work.
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素晴らしい仕事を期待しています
00:46
And so what they typically do is they decide
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そこで彼らは通常
00:48
that all these people need to come together in one place
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従業員を一か所にまとめて
00:50
to do that work.
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そこで仕事をさせます
00:52
So a company, or a charity, or an organization of any kind,
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つまり企業、団体などの組織では
00:55
they typically -- unless you're working in Africa,
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アフリカへの異動があるぐらい
00:57
if you're really lucky to do that --
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ラッキーでない限り
00:59
most people have to go to an office every day.
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普通の人は毎日職場へ通勤します
01:01
And so these companies,
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そこで会社は
01:03
they build offices.
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オフィスを設けます
01:05
They go out and they buy a building, or they rent a building,
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物件を購入 あるいは賃借し
01:08
or they lease some space,
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または部屋をリースして
01:10
and they fill the space with stuff.
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そこにいろいろ詰め込みます
01:13
They fill it with tables, or desks,
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机 あるいはデスク
01:16
chairs, computer equipment,
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イス コンピュータ
01:18
software,
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ソフトウェア
01:20
Internet access,
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インターネット環境
01:22
maybe a fridge, maybe a few other things,
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もしかしたら冷蔵庫などのおまけも
01:25
and they expect their employees, or their volunteers,
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そして従業員が毎日そこに通勤して
01:27
to come to that location every day to do great work.
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素晴らしい仕事をすることを期待します
01:30
It seems like it's perfectly reasonable to ask that.
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ごく当たり前な事に聞こえます
01:33
However, if you actually talk to people
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ここで質問を出します
01:35
and even question yourself,
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みなさんもどうぞ
01:37
and you ask yourself,
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自分自身に問いかけてください
01:39
where do you really want to go when you really need to get something done?
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『仕事に集中したい時、どこに行きますか？』
01:42
You'll find out that people don't say
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この質問に、人は上司の期待とは
01:44
what businesses think they would say.
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別の回答を出すのです
01:46
If you ask people the question: where do you really need to go
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「仕事に集中したい時にあなたが
01:48
when you need to get something done?
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行きたい場所は？」と聞くと
01:50
Typically you get three different kinds of answers.
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3種類の答が出ます
01:52
One is kind of a place or a location or a room.
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一つは部屋や空間
01:55
Another one is a moving object
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もう一つは移動手段
01:57
and a third is a time.
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そして時間です
01:59
So here's some examples.
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例を出しましょう
02:01
When I ask people -- and I've been asking people this question for about 10 years --
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私は10年間この質問を出しています
02:04
I ask them, "Where do you go when you really need to get something done?"
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「仕事に集中したい時 どこへ行きますか？」
02:06
I'll hear things like, the porch, the deck,
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かえってくる返事はベランダや
02:09
the kitchen.
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キッチン
02:11
I'll hear things like an extra room in the house,
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自宅の空き部屋
02:13
the basement,
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地下室
02:15
the coffee shop, the library.
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カフェや図書館など
02:18
And then you'll hear things like the train,
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それに電車や
02:21
a plane, a car -- so, the commute.
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飛行機や車 - つまり乗り物
02:24
And then you'll hear people say,
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そしてこんな答えも聞きます
02:26
"Well, it doesn't really matter where I am,
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「早朝か深夜 または週末なら
02:28
as long as it's really early in the morning or really late at night or on the weekends."
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どこであっても構いません」
02:31
You almost never hear someone say the office.
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オフィスと答える人はほぼゼロ
02:34
But businesses are spending all this money on this place called the office,
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企業はオフィスと呼ばれる空間にお金をかけ
02:37
and they're making people go to it all the time,
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人々にそこを利用させますが
02:39
yet people don't do work in the office.
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誰もそこで仕事をしない
02:42
What is that about?
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これは何なんだ？
02:44
Why is that?
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何故だろう？
02:46
Why is that happening?
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何故こうなったのか？
02:49
And what you find out is that, if you dig a little bit deeper,
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この問題にもう少し踏み込むと
02:51
you find out that people --
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原因が見えてきます
02:53
this is what happens --
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つまりこういう事です
02:55
people go to work,
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人々は職場に行くと
02:57
and they're basically trading in their workday
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一日の勤務時間を
02:59
for a series of "work moments."
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多くの作業時間に小分けされます
03:01
That's what happens at the office.
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これがオフィスの現状です
03:03
You don't have a workday anymore. You have work moments.
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「勤務日」が「作業時間」に
03:05
It's like the front door of the office is like a Cuisinart,
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オフィスの入り口がシュレッダーで
03:08
and you walk in and your day is shredded to bits,
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一日の時間がバラバラにされるように
03:10
because you have 15 minutes here and 30 minutes there,
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こっちで15分 あっちで30分
03:13
and then something else happens and you're pulled off your work,
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突然の用事で仕事から引き離され
03:15
and you've got to do something else, then you have 20 minutes, then it's lunch.
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そしたら20分後に昼休み
03:18
Then you have something else to do.
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その後また別の作業があり
03:20
Then you've got 15 minutes, and someone pulls you aside and asks you this question,
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15分後、頼みごとをされる
03:23
and before you know it, it's 5 p.m.,
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気がつけばもう5時に
03:26
and you look back on the day,
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一日を振り返れば
03:28
and you realize that you didn't get anything done.
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何もロクにできなかった事に気づく
03:30
I mean, we've all been through this.
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そんな経験ないですか？
03:32
We probably went through it yesterday,
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昨日はどうでしたか？
03:34
or the day before, or the day before that.
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一昨日は、それともその前の日は？
03:36
You look back on your day, and you're like, I got nothing done today.
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夕方になって 「何もしていない！」と気づく
03:39
I was at work.
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仕事には行った
03:41
I sat at my desk. I used my expensive computer.
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デスクに座り、高いパソコンを使った
03:44
I used the software they told me to use.
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用意されたソフトウェアを使用した
03:46
I went to these meetings I was asked to go to.
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出席するべき会議にも出た
03:49
I did these conference calls. I did all this stuff.
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電話会議もして、こんなにやったのに
03:51
But I didn't actually do anything.
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実際には何もしていない
03:54
I just did tasks.
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作業をこなしただけだ
03:56
I didn't actually get meaningful work done.
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意味のある仕事は何もしていない
03:58
And what you find is that, especially with creative people --
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そうして気づくのは
04:01
designers, programmers,
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デザイナーやプログラマや
04:03
writers, engineers,
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ライターやエンジニア
04:05
thinkers --
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思想家などの
04:07
that people really need
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クリエイティブな仕事には
04:09
long stretches of uninterrupted time to get something done.
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邪魔がない一定の時間が必要だという事です
04:12
You cannot ask somebody to be creative in 15 minutes
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問題に創造的に取り組むのに
04:15
and really think about a problem.
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15分ではとても無理です
04:17
You might have a quick idea,
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小手先のアイデアは出てきても
04:19
but to be in deep thought about a problem and really consider a problem carefully,
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じっくり取り組んで慎重に考え抜くには
04:22
you need long stretches of uninterrupted time.
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邪魔のない一定の時間が必要となります
04:25
And even though the workday is typically eight hours,
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勤務時間は通常8時間ですが
04:28
how many people here have ever had eight hours to themselves at the office?
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実際に8時間集中できる人はいますか？
04:31
How about seven hours?
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7時間は？
04:33
Six? Five? Four?
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6？ 5？ 4？
04:36
When's the last time you had three hours to yourself at the office?
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最近3時間通しで仕事に打ち込めましたか？
04:39
Two hours? One, maybe?
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2時間は？ 1時間なら？
04:41
Very, very few people actually have
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邪魔の入らない一定の時間を
04:43
long stretches of uninterrupted time at an office.
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得る人は本当に数人しかいません
04:46
And this is why people choose to do work at home,
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だから家で仕事をするのを好むのです
04:49
or they might go to the office,
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あるいはオフィスへ行っても
04:51
but they might go to the office really early in the day,
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誰もいない早朝か
04:53
or late at night when no one's around,
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夜遅くに行く人もいます
04:55
or they stick around after everyone's left, or they go in on the weekends,
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又は残業する人、週末出勤する人
04:58
or they get work done on the plane,
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飛行機で仕事をする人
05:00
or they get work done in the car or in the train
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車や電車で仕事する人もいます
05:02
because there are no distractions.
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それなら邪魔がないからです
05:04
Now, there are different kinds of distractions,
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別の種類の邪魔が入ったりもしますが
05:06
but there aren't the really bad kinds of distractions
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特にひどい妨害でもないです
05:08
that I'll talk about in just a minute.
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それについても話しましょう
05:10
And this sort of whole phenomenon
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仕事をしようとする時
05:12
of having short bursts of time to get things done
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ばらけた短時間しか取れないという現象は
05:14
reminds me of another thing
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妨害されるとうまくいかない
05:16
that doesn't work when you're interrupted,
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別の事と似ています
05:18
and that is sleep.
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それは睡眠です
05:20
I think that sleep and work are very closely related,
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睡眠と仕事はよく似ています
05:22
and it's not just that you can work while you're sleeping
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別に睡眠中に仕事ができるとか
05:24
and you can sleep while you're working.
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仕事をしながら居眠りをするとか
05:26
That's not really what I mean.
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そういった話ではなく
05:28
I'm talking specifically about the fact
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睡眠と仕事は
05:30
that sleep and work
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どちらも周期、
05:32
are phased-based,
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またはステージごとに
05:34
or stage-based, events.
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続く現象だということです
05:37
So sleep is about sleep phases, or stages --
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「周期」と「ステージ」
05:40
some people call them different things.
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どちらも意味は同じですが、
05:42
There's five of them,
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睡眠には 5 つの段階があります
05:44
and in order to get to the really deep ones, the really meaningful ones,
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深く、効果ある安眠を得るためには
05:47
you have to go through the early ones.
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初段階の睡眠を経る必要があります
05:49
And if you're interrupted while you're going through the early ones --
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誰かがぶつかったり
05:51
if someone bumps you in bed,
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物音がしたりなど
05:53
or if there's a sound, or whatever happens --
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妨害が起きると
05:56
you don't just pick up where you left off.
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眠りなおすのは簡単ではありません
05:58
If you're interrupted and woken up,
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いきなり起こされたら
06:00
you have to start again.
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また繰り返しです
06:02
So you have to go back a few phases and start again.
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初期段階に戻ってまた眠りなおす
06:05
And what ends up happening -- sometimes you might have days like this
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こんな経験をした事はないですか？
06:07
where you wake up at eight in the morning, or seven in the morning,
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朝８時、または７時ごろ
06:09
or whenever you get up,
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いつもの時間に起きたのに
06:11
and you're like, man, I didn't really sleep very well.
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うーん よく眠れなかったなあ と感じる
06:13
I did the sleep thing -- I went to bed, I laid down --
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横になって寝る 一応「睡眠」の形はとっても
06:16
but I didn't really sleep.
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本当の「睡眠が」取れなかったのです
06:18
People say you go to sleep,
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「眠りにつく」と言いますが
06:21
but you really don't go to sleep, you go towards sleep.
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実際は 「眠りに向かっていく」のです
06:23
It just takes a while. You've got to go through these phases and stuff,
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段階を踏むので時間がかかります
06:26
and if you're interrupted, you don't sleep well.
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邪魔が入ると安眠になりません
06:28
So how do we expect -- does anyone here expect someone to sleep well
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一晩中妨害されてもぐっすり眠れる
06:30
if they're interrupted all night?
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そんな人がいると思いますか？
06:32
I don't think anyone would say yes.
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多分いないでしょう
06:34
Why do we expect people to work well
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オフィスで一日中妨害される人たちに
06:36
if they're being interrupted all day at the office?
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どうやって良い成果が望めるのでしょう？
06:38
How can we possibly expect people to do their job
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妨害が入るオフィスでどうやって
06:41
if they're going to the office to be interrupted?
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仕事をしろと言えるのでしょうか？
06:43
That doesn't really seem like it makes a lot of sense to me.
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無茶苦茶でしょう
06:46
So what are these interruptions that happen at the office
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では、他の場所では起きない
06:48
that don't happen at other places?
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オフィス内の妨害とは一体何でしょう？
06:50
Because in other places, you can have interruptions,
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外の場所にも誘惑はあります
06:52
like, you can have the TV,
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テレビがあったり
06:54
or you could go for a walk,
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散歩にも出られたり
06:56
or there's a fridge downstairs,
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下には冷蔵庫があったり
06:58
or you've got your own couch, or whatever you want to do.
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楽になれるソファなど、 自由にできます
07:01
And if you talk to certain managers,
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管理職の方と話してみると
07:03
they'll tell you that they don't want their employees to work at home
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従業員に家で仕事をして欲しくない理由として
07:06
because of these distractions.
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こういった妨害の例が出ます
07:08
They'll also say --
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他にも、「自分の目の－
07:10
sometimes they'll also say,
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－届かない場所にいるなら－
07:12
"Well, if I can't see the person, how do I know they're working?"
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－ちゃんと仕事をしているか分からない！」
07:14
which is ridiculous, of course, but that's one of the excuses that managers give.
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馬鹿な話ですが、そう言い訳する上司もいます
07:17
And I'm one of these managers.
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わたし自身もマネージャーです
07:19
I understand. I know how this goes.
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ちゃんと問題を心得ています
07:21
We all have to improve on this sort of thing.
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我々が改善していかなくてはなりません
07:23
But oftentimes they'll cite distractions.
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しかし彼らはしばしば誘惑について言及します
07:25
"I can't let someone work at home.
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「家で仕事なんてとんでもない」
07:27
They'll watch TV. They'll do this other thing."
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「ＴＶを見たり別の事をしているだろう」
07:29
It turns out that those aren't the things that are really distracting.
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それらは本当の妨害ではないのです
07:32
Because those are voluntary distractions.
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そういうのは任意で発生する妨害だからです
07:34
You decide when you want to be distracted by the TV.
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テレビという誘惑を見るのは本人が選択します
07:36
You decide when you want to turn something on.
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妨害要因に触れるときは本人が選択します
07:38
You decide when you want to go downstairs or go for a walk.
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冷蔵庫や散歩に向かうときも本人の選択
07:41
At the office, most of the interruptions and distractions
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オフィスで人々の仕事の中断させる
07:43
that really cause people not to get work done
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邪魔や妨害のほとんどは
07:45
are involuntary.
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強制的です
07:47
So let's go through a couple of those.
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例をいくつか出しましょう
07:50
Now, managers and bosses
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マネージャーや上司は
07:52
will often have you think that the real distractions at work
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職場での本当の妨害は
07:55
are things like Facebook and Twitter
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Facebook Twitter
07:58
and YouTube and other websites,
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Youtube などのサイトであると信じています
08:01
and in fact, they'll go so far
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そして彼らは
08:03
as to actually ban these sites at work.
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そうしたサイトを職場で禁止します
08:05
Some of you may work at places where you can't get to these certain sites.
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みなさんの職場もこんな感じですか？
08:08
I mean, is this China? What the hell is going on here?
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ここは中国か？一体どうしてしまったんだ
08:11
You can't go to a website at work,
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従業員がツイッターを使うから
08:13
and that's the problem, that's why people aren't getting work done,
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仕事の効率が上がらない。
08:15
because they're going to Facebook and they're going to Twitter?
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だから職場のネットへのアクセスが検閲される。
08:17
That's kind of ridiculous. It's a total decoy.
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馬鹿げています。問題はそこじゃありません
08:22
And today's Facebook and Twitter and YouTube,
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この場合のFacebook Twitter Youtube は
08:24
these things are just modern-day smoke breaks.
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現代の「煙草タイム」みたいなものです
08:27
No one cared about letting people take a smoke break for 15 minutes
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10年前は一服しに15分間抜け出す人がいても
08:29
10 years ago,
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誰も構いませんでした
08:31
so why does everyone care about someone going to Facebook here and there,
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それなのにどうして あっちでもこっちでも
08:33
or Twitter here and there, or YouTube here and there?
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Facebook Twitter Youtube などの利用を問題視するのでしょう？
08:35
Those aren't the real problems in the office.
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オフィスの本当の問題はここではありません
08:38
The real problems are what I like to call
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本当の問題は
08:40
the M&Ms,
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わたしが M&M's と呼んでいる
08:42
the Managers and the Meetings.
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マネージャーとミーティングです
08:44
Those are the real problems in the modern office today.
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現在のオフィスにおける本当の問題です
08:47
And this is why things don't get done at work --
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職場で仕事が片づかない理由が
08:50
it's because of the M&Ms.
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この M&M's です
08:52
Now what's interesting is,
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興味深いことに
08:54
if you listen to all the places that people talk about doing work --
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仕事をする場所として挙げられた場所ー
08:57
like at home, or in a car, or on a plane,
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家 車の中 飛行機
08:59
or late at night, or early in the morning --
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あるいは夜や早朝ー
09:01
you don't find managers and meetings.
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そこには上司や会議もありません
09:03
You find a lot of other distractions, but you don't find managers and meetings.
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他の誘惑は山ほどありますが 上司や会議はありません
09:06
So these are the things that you don't find elsewhere,
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職場にあって他にはないもの
09:09
but you do find at the office.
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それがこの二つです
09:12
And managers are basically people
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マネージャーとは基本的に
09:14
whose job it is to interrupt people.
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人の邪魔をすることが役なのです
09:16
That's pretty much what managers are for. They're for interrupting people.
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それが仕事なんですよ、人の邪魔をするのが
09:19
They don't really do the work,
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彼らはあまり仕事をしないので
09:21
so they have to make sure everyone else is doing the work, which is an interruption.
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他の仕事を確認しに来ます。これが妨害となります
09:24
And we have a lot of managers in the world now,
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世界中にはたくさんのマネージャーがいます
09:26
and there's a lot of people in the world now,
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そしてたくさんの人がいます
09:28
and there's a lot of interruptions in the world now because of these managers.
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世界では毎日上司による邪魔が起こっています
09:30
They have to check in: "Hey, how's it going?
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「どうだ？どれくらい進んだ？」のような事をいって
09:32
Show me what's up," and this sort of thing
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見回りにやって来ます
09:34
and they keep interrupting you at the wrong time,
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あなたが金をもらってやっている
09:36
while you're actually trying to do something they're paying you to do,
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仕事の最中に度悪いタイミングで訪れ
09:39
they tend to interrupt you.
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妨害するのです
09:41
That's kind of bad.
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これは良くないですね
09:43
But what's even worse is the thing that managers do most of all,
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それよりマネージャーが頻繁にやる事
09:46
which is call meetings.
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それは会議を開く事です
09:48
And meetings are just toxic,
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職場での一日の中で
09:50
terrible, poisonous things
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会議とは全く有害で毒々しい
09:53
during the day at work.
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悪質なものです
09:55
We all know this to be true,
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みんな分かっているでしょう
09:58
and you would never see a spontaneous meeting called by employees.
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従業員が開く会議を見た事ありますか？
10:00
It doesn't work that way.
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そういう仕組みじゃないですよね
10:02
The manager calls the meeting
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マネージャーが会議を開き
10:04
so the employees can all come together,
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従業員がみんな集まります
10:06
and it's an incredibly disruptive thing to do to people --
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とんでもなく邪魔な行為です
10:08
is to say, "Hey look,
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「みんな、ちょっと」
10:10
we're going to bring 10 people together right now and have a meeting.
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「ミーティングだ、１０人集まってくれ」
10:13
I don't care what you're doing.
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「今何をしているなんて関係ない」
10:15
Just, you've got to stop doing what you're doing, so you can have this meeting."
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「とにかく会議だ、今していることは止めて」
10:18
I mean, what are the chances that all 10 people are ready to stop?
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全員都合よく作業を中断できるのですか？
10:21
What if they're thinking about something important?
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大事な考え事も？
10:23
What if they're doing important work?
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とても重要な仕事も？
10:25
All of a sudden you're telling them that they have to stop doing that
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上司が突然、他の事のために
10:27
to do something else.
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今している事をやめろと言う
10:29
So they go into a meeting room, they get together,
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そうしてみんなが集まり会議が開かれ
10:32
and they talk about stuff that doesn't really matter usually.
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大抵大した事でもない事を話し合うのです
10:35
Because meetings aren't work.
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会議は仕事ではありません
10:37
Meetings are places to go to talk about things you're supposed to be doing later.
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今後実行するべき事について話し合うものです
10:40
But meetings also procreate.
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しかし会議というものは増殖します
10:42
So one meeting tends to lead to another meeting
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つまり一つの会議が次の会議に繋がり
10:44
and tends to lead to another meeting.
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そしてまた次の会議へと繋がっていきます
10:46
There's often too many people in the meetings,
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必要以上の人数が会議に参加する事が多いので
10:48
and they're very, very expensive to the organization.
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組織にとって非常にコストのかかります
10:51
Companies often think of a one-hour meeting as a one-hour meeting,
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1時間の会議は1時間分でしょうか？
10:54
but that's not true, unless there's only one person in that meeting.
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参加者が一人でない限り、それは違います
10:57
If there are 10 people in the meeting, it's a 10-hour meeting; it's not a one-hour meeting.
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10名参加ならそれは10時間に及ぶ会議です
11:00
It's 10 hours of productivity taken from the rest of the organization
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1時間の会議を一回開くために効率いい仕事を
11:03
to have this one one-hour meeting,
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10時間分奪った結果になるのです
11:05
which probably should have been handled by two or three people
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そしておそらく本来なら２～３人が
11:08
talking for a few minutes.
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数分で片づけられたはずの会議でしょう
11:10
But instead, there's a long scheduled meeting,
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なのに会議は長時間の予定で立てられます
11:12
because meetings are scheduled the way software works,
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スケジュールソフトの通りに
11:15
which is in increments of 15 minutes, or 30 minutes, or an hour.
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15分 30分 1時間の間隔で時間が分けられます
11:18
You don't schedule an eight-hour meeting with Outlook.
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Outlookで8時間の会議を予定したりしません
11:20
You can't. I don't even know if you can.
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元々可能なのかは分かりませんが
11:22
You can go 15 minutes or 30 minutes or 45 minutes or an hour.
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15分 30分 45分 1時間単位でスケジュールでき
11:25
And so we tend to fill these times up
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そして本当はそれより早く済むはずでも
11:27
when things should really go really quickly.
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この時間単位で予定が決まっていきます
11:29
So meetings and managers are two major problems in businesses today,
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『会議と上司』が、特にオフィス環境において
11:32
especially to offices.
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今日のビジネスで起こる２大問題なのです。
11:34
These things don't exist outside of the office.
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オフィスの外ではこれらは存在しません
11:37
So I have some suggestions
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そこで、この状況を是正するため
11:39
to remedy the situation.
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いくつかの提案があります
11:42
What can managers do --
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マネージャー 願わくば
11:44
enlightened managers, hopefully --
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過ちに気づいたマネージャーができる事
11:46
what can they do to make the office a better place for people to work,
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最後ではなく最初の選択肢としてオフィスが人々に
11:49
so it's not the last resort, but it's the first resort?
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仕事をする場所として選ばれるには何をすべきか？
11:52
It's that people start to say,
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人々が「仕事を片づけたいときは
11:54
"When I really want to get stuff done, I go to the office."
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オフィスへ行きます」 と言うようにするという事です
11:56
Because the offices are well equipped,
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オフィスは設備が充実していますし
11:58
everything should be there for them to do their work,
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仕事をするのに必要なものは揃っているはずです
12:00
but they don't want to go there right now, so how do we change that?
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それでも人々に選ばれない ではどうしたら？
12:03
I have three suggestions I'll share with you guys.
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ここで紹介したい提案が3つあります
12:05
I have about three minutes, so that'll fit perfectly.
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残り時間も3分なのでちょうど良いですね
12:08
We've all heard of the casual Friday thing.
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「カジュアルフライデー」というものをご存知ですね
12:11
I don't know if people still do that.
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今でもやっているか分かりませんが
12:13
But how about "no-talk Thursdays?"
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それにちなんで「サイレント・サーズデー」です
12:16
How about --
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例えば
12:18
pick one Thursday once a month
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月に一度ある木曜日を選んで
12:20
and cut that day in half and just say the afternoon -- I'll make it really easy for you.
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やりやすい様に、その日の午後だけにしましょう
12:23
So just the afternoon, one Thursday.
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月に一度の木曜日の午後だけです
12:25
The first Thursday of the month -- just the afternoon --
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月の最初の木曜日、その午後の時間は
12:27
nobody in the office can talk to each other.
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オフィスでは誰も互いに話してはいけません
12:29
Just silence, that's it.
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みんな沈黙を守ります
12:31
And what you'll find
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それでどうなるかというと
12:33
is that a tremendous amount of work actually gets done
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誰も互いに話しかけなければ
12:35
when no one talks to each other.
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なんと膨大な量の仕事が片づくということです
12:37
This is when people actually get stuff done,
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これが人々が実際に仕事ができる状況です
12:39
is when no one's bothering them, when no one's interrupting them.
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つまり誰もちょっかいを出したり邪魔をしない
12:41
And you can give someone -- giving someone four hours of uninterrupted time
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従業員にこんな時間を 4時間与えることは
12:44
is the best gift you can give anybody at work.
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職場で与えうる最高のプレゼントです
12:46
It's better than a computer.
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コンピューターより
12:48
It's better than a new monitor. It's better than new software,
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新しいモニターやソフトウェアより
12:51
or whatever people typically use.
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他に仕事で使う道具の何よりも
12:53
Giving them four hours of quiet time at the office
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オフィスで静かな時間を4時間提供する事は
12:55
is going to be incredibly valuable.
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とてつもない価値を持ちます
12:57
And if you try that, I think you'll find that you agree.
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お試し頂けたら分かってもらえるでしょう
12:59
And maybe, hopefully you can do it more often.
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そして頻度を増やして続けてみて下さい
13:01
So maybe it's every other week,
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２週間に一度 あるいは
13:03
or every week, once a week,
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週に一度
13:05
afternoons no one can talk to each other.
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午後は誰も喋らない時間にします
13:07
That's something that you'll find will really, really work.
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非常に有効だと分かって頂けますよ
13:10
Another thing you can try
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もう一つの提案は
13:12
is switching from active
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肩を叩いて話しかけたり、
13:14
communication and collaboration,
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会議を開いたりの能動的な
13:16
which is like face-to-face stuff,
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コミュニケーションや関わりの代わりに
13:18
tapping people on the shoulder, saying hi to them, having meetings,
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メールやメッセンジャー
13:21
and replace that with more passive models of communication,
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その他のコラボレーションツールを使った
13:23
using things like email and instant messaging,
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より受動的なコミュニケーションへ
13:26
or collaboration products -- things like that.
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切り替えることです。
13:29
Now some people might say email is really distracting
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メールやチャットなんて仕事の邪魔だ
13:32
and I.M. is really distracting,
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そう言う人もいるでしょう
13:34
and these other things are really distracting,
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こういったものは確かに邪魔ですが
13:36
but they're distracting at a time of your own choice and your own choosing.
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自分自身のタイミングで対応できます
13:39
You can quit the email app; you can't quit your boss.
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メールのように上司はログアウトできません
13:42
You can quit I.M.;
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メッセンジャーは終了できても
13:44
you can't hide your manager.
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上司は非表示にできません
13:46
You can put these things away,
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ツールはいったん退けておき
13:48
and then you can be interrupted on your own schedule, at your own time,
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自分自身のスケジュールで物事を進め
13:51
when you're available, when you're ready to go again.
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都合のいい時に対応できます
13:53
Because work, like sleep, happens in phases.
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仕事は、睡眠と同じように段階をとるもの
13:56
So you're going to be kind of going up and doing some work,
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皆仕事モードになって作業ができ
13:58
and then you're going to come down from that work,
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区切りのいい所で少し休めば
14:00
and then maybe it's time to check that email, or check that I.M.
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メールなどをチェックできるでしょう
14:02
And there are very, very few things that are that urgent
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緊急事項や、今すぐに応える必要のある
14:05
that need to happen, that need to be answered right this second.
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事は本当に稀です
14:08
So if you're a manager,
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マネージャーの皆さん
14:10
start encouraging people to use more things like I.M. and email
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従業員にメッセンジャーやメール
14:12
and other things that someone else can put away
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その他のツールなど、対応するタイミングを
14:14
and then get back to you on their own schedule.
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自分で選べるものの利用を推奨してください
14:16
And the last suggestion I have
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そして最後の提案は
14:19
is that, if you do have a meeting coming up,
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もし予定された会議があり
14:22
if you have the power,
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あなたに権限があるなら
14:24
just cancel. Just cancel that next meeting.
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とりあえず中止しましょう
14:28
Today's Friday -- so Monday, usually people have meetings on Monday.
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多分来週の月曜日ですね
14:30
Just don't have it.
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キャンセルしましょう
14:32
I don't mean move it;
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延期するのではなく
14:34
I mean just erase it from memory, it's gone.
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なかった事にしましょう
14:36
And you'll find out that everything will be just fine.
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それでも問題ない事が分かるでしょう
14:39
All these discussions and decisions you thought you had to make
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来週月曜日の朝９時に
14:41
at this one time at 9 a.m. on Monday,
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予定していた話し合いや決断は
14:43
just forget about them, and things will be just fine.
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忘れましょう。それでも全てうまくいきます
14:45
People have a more open morning, they can actually think,
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自由な朝を迎え、自分の頭を使えるでしょう
14:48
and you'll find out that maybe all these things you thought you had to do,
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そして必要だと思っていたことが
14:50
you don't actually have to do.
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実際には必要なかったと気づくでしょう
14:52
So those are just three quick suggestions I wanted to give you guys
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以上がみなさんに考えて頂きたかった
14:54
to think about this.
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ちょっとした提案でした
14:56
And I hope that some of these ideas
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そしてこれらの提案が
14:58
were at least provocative enough
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マネージャー、上司、事業主
15:00
for managers and bosses and business owners
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主催者や責任者の方々にとって
15:02
and organizers and people who are in charge of other people
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自分の関与を少し抑えて
15:05
to think about laying off a little bit
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人々に時間を与える事について
15:07
and giving people some more time to get some work done.
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少し考えてもらえる機会だったと願います
15:09
And I think it'll all pay off in the end.
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きっと最後はうまくいきます
15:11
So thanks for listening.
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ありがとうございました
15:13
(Applause)
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(拍手)
ABOUT THE SPEAKER
Jason Fried - Software entrepreneurJason Fried thinks deeply about collaboration, productivity and the nature of work. He's the co-founder of 37signals, makers of Basecamp and other web-based collaboration tools, and co-author of "Rework."
Why you should listen
Jason Fried is the co-founder and president of 37signals , a Chicago-based company that builds web-based productivity tools that, in their words, "do less than the competition -- intentionally." 37signals' simple but powerful collaboration tools include Basecamp, Highrise, Backpack, Campfire, Ta-da List, and Writeboard. 37signals also developed and open-sourced the Ruby on Rails programming framework.
Fried is the co-author, with David Heinemeier Hansson, of the book Rework, about new ways to conceptualize working and creating. Salon's Scott Rosenberg called it "a minimalist manifesto that's profoundly practical. In a world where we all keep getting asked to do more with less, the authors show us how to do less and create more."
Jason Fried | Speaker | TED.com