TEDxMidwest
Jason Fried: Why work doesn't happen at work
杰森·弗瑞德Jason Fried：为什么不在工作办公时工作？
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杰森·弗瑞德所著的关于工作的理性理论指出：办公室不是一个办公的好地方。在TEDxMidwest的讲坛上，他指出了问题的关键之处（他把之称作为M&Ms经理和会议的问题）并提出了解决此问题的三条建议。
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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我要来谈一谈工作这件事，
00:17
specifically why people can't seem
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主要是关于大家在上班时
00:19
to get work done at work,
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为什么不能完成相应的工作这件事，
00:21
which is a problem we all kind of have.
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这种情况我们大家都遇到过。
00:24
But let's, sort of, start at the beginning.
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我们就从最开始的讲起。
00:26
So we have companies and non-profits and charities
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我们有很多的公司、非营利性企业和慈善机构
00:29
and all these groups
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等等所有的这些企业团体
00:31
that have employees
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都有员工
00:33
or volunteers of some sort.
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或者是志愿者之类的。
00:35
And they expect these people who work for them
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而团体的老板们总希望员工们
00:38
to do great work --
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都能好好工作。
00:40
I would hope, at least.
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至少，我是这样认为的。
00:42
At least good work, hopefully, at least it's good work --
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他们希望员工们努力工作，做出优秀的成绩，
00:44
hopefully great work.
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希望一切都好。
00:46
And so what they typically do is they decide
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因此，他们往往要求
00:48
that all these people need to come together in one place
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所有的员工都必须聚集到同一个地方
00:50
to do that work.
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来展开工作。
00:52
So a company, or a charity, or an organization of any kind,
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所以不管是在公司，慈善机构还是各大组织
00:55
they typically -- unless you're working in Africa,
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除非你足够的幸运，你是在非洲工作，
00:57
if you're really lucky to do that --
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那么大多数的人都需要
00:59
most people have to go to an office every day.
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每天到办公室去工作。
01:01
And so these companies,
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于是，各个公司
01:03
they build offices.
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就建造了办公楼。
01:05
They go out and they buy a building, or they rent a building,
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他们或买或是租用办公大楼，
01:08
or they lease some space,
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腾出一些空间
01:10
and they fill the space with stuff.
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用来放满各种东西。
01:13
They fill it with tables, or desks,
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办公桌，书桌，
01:16
chairs, computer equipment,
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椅子，电脑设备，
01:18
software,
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软件，
01:20
Internet access,
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网络连接器，
01:22
maybe a fridge, maybe a few other things,
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也许还有冰箱等其他一些东西，
01:25
and they expect their employees, or their volunteers,
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他们还要求员工们，或者志愿者们，
01:27
to come to that location every day to do great work.
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每天都到这指定的地方，好好工作。
01:30
It seems like it's perfectly reasonable to ask that.
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这看起来非常的合理。
01:33
However, if you actually talk to people
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但是，如果你接触这些员工
01:35
and even question yourself,
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或是问问你自己，
01:37
and you ask yourself,
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你问你自己：
01:39
where do you really want to go when you really need to get something done?
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当你真想把事情做好的时候，你真真会去哪里工作？
01:42
You'll find out that people don't say
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你会发现大家的回答
01:44
what businesses think they would say.
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都不会是公司老板们所想的。
01:46
If you ask people the question: where do you really need to go
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如果你询问别人：他们需要工作的时候
01:48
when you need to get something done?
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他们真真想去哪里？
01:50
Typically you get three different kinds of answers.
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一般来说，你会得到三种不同的回答。
01:52
One is kind of a place or a location or a room.
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一种回答是到某个地方或者是房间。
01:55
Another one is a moving object
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另外一种回答是移动的物体。
01:57
and a third is a time.
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还有第三种答案工作的时间。
01:59
So here's some examples.
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我在这里举些例子。
02:01
When I ask people -- and I've been asking people this question for about 10 years --
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当我询问大家──这个问题我已经问了10年了──
02:04
I ask them, "Where do you go when you really need to get something done?"
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我问他们：“当你想做些事情的时候，你一般会想去哪里做。”
02:06
I'll hear things like, the porch, the deck,
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我听到的答案有诸如门廊，桌前，
02:09
the kitchen.
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厨房。
02:11
I'll hear things like an extra room in the house,
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我也会听到如房间里额外的小房间，
02:13
the basement,
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储物室，
02:15
the coffee shop, the library.
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咖啡馆，图书馆。
02:18
And then you'll hear things like the train,
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此外，你还会听到火车，
02:21
a plane, a car -- so, the commute.
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飞机，汽车这种行程的回答。
02:24
And then you'll hear people say,
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最后，你会听到大家说，
02:26
"Well, it doesn't really matter where I am,
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“恩，其实在哪里工作并不重要，
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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只要是在清晨，午夜或是周末，我办公效率就好。”
02:31
You almost never hear someone say the office.
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你会发现，大家几乎不会提到办公室。
02:34
But businesses are spending all this money on this place called the office,
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但是公司企业把所有的钱都用于办公室的建造，
02:37
and they're making people go to it all the time,
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并规定员工每天到办公室工作，
02:39
yet people don't do work in the office.
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然而，大家在办公室里几乎不怎么工作。
02:42
What is that about?
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这意味着什么？
02:44
Why is that?
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为什么会这样？
02:46
Why is that happening?
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原因又是什么呢？
02:49
And what you find out is that, if you dig a little bit deeper,
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如果你深入的分析一下，你就会发现原因，
02:51
you find out that people --
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你发现大家，
02:53
this is what happens --
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事实情况就是这样发生的--
02:55
people go to work,
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大家去上班，
02:57
and they're basically trading in their workday
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基本上工作日的各个时间段
02:59
for a series of "work moments."
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都是以工作瞬间来计算。
03:01
That's what happens at the office.
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这就是办公室的情况。
03:03
You don't have a workday anymore. You have work moments.
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你工作已经不是按“整工作日”算，而是被拆分成“工作瞬间”。
03:05
It's like the front door of the office is like a Cuisinart,
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这就好比当你走过办公室的前门，
03:08
and you walk in and your day is shredded to bits,
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一跨入办公室，你的工作日就被分成一段段的瞬间。
03:10
because you have 15 minutes here and 30 minutes there,
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因为你这边忙15分钟，那边忙30分钟，
03:13
and then something else happens and you're pulled off your work,
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然后突发什么事的时候，你还得分神去处理；
03:15
and you've got to do something else, then you have 20 minutes, then it's lunch.
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你跑去做别的事之后，再工作个20分钟，就是午餐时间了。
03:18
Then you have something else to do.
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然后你就又有别的事要做了，
03:20
Then you've got 15 minutes, and someone pulls you aside and asks you this question,
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你刚专心15分钟后，又有人跑来问你问题。
03:23
and before you know it, it's 5 p.m.,
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当你回过神来的时候，已经是下班时间5点了，
03:26
and you look back on the day,
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当你回顾这一天，
03:28
and you realize that you didn't get anything done.
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就会发现你根本什么都没有做。
03:30
I mean, we've all been through this.
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我想我们都应该有过这种经历。
03:32
We probably went through it yesterday,
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也许昨天就是这样度过的，
03:34
or the day before, or the day before that.
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或者是前天，大前天。
03:36
You look back on your day, and you're like, I got nothing done today.
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每天回顾，发现什么事都没做。
03:39
I was at work.
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在应该工作的时间里，
03:41
I sat at my desk. I used my expensive computer.
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我坐在书桌前，用着昂贵的电脑，
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I used the software they told me to use.
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用着他们叫我用的软件，
03:46
I went to these meetings I was asked to go to.
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参见各种上头要求参加的会议。
03:49
I did these conference calls. I did all this stuff.
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我打电话会议，做各种杂事。
03:51
But I didn't actually do anything.
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但事实上，我什么都没有做。
03:54
I just did tasks.
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我只是做些“琐事”而已。
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I didn't actually get meaningful work done.
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我几乎没做什么有意义的工作。
03:58
And what you find is that, especially with creative people --
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同时，你会发现，尤其是当你跟一些有创造力的人在一起的时候，
04:01
designers, programmers,
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比如设计师，工程师，
04:03
writers, engineers,
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作家，程序工程师，
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thinkers --
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思想家，
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that people really need
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这些人真得需要
04:09
long stretches of uninterrupted time to get something done.
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用很长的一段不受干扰的时间来做些事情。
04:12
You cannot ask somebody to be creative in 15 minutes
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你不能要求这些搞创造力的人在15分钟的时间就想到创意
04:15
and really think about a problem.
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还能认真地思考问题。
04:17
You might have a quick idea,
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搞创造的人可能会有灵感，
04:19
but to be in deep thought about a problem and really consider a problem carefully,
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但是如果想要深入、仔细的思考问题，
04:22
you need long stretches of uninterrupted time.
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他们就需要很长的一段不受干扰的时间。
04:25
And even though the workday is typically eight hours,
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尽管一天的工作日是8个小时，
04:28
how many people here have ever had eight hours to themselves at the office?
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有多少人是真真的把这8个小时用在工作上？
04:31
How about seven hours?
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有7个小时吗？
04:33
Six? Five? Four?
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6个？5个？还是4个？
04:36
When's the last time you had three hours to yourself at the office?
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你什么时候有过在办公室里独立完成工作3个小时过？
04:39
Two hours? One, maybe?
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2个小时？也许只有一个小时吧。
04:41
Very, very few people actually have
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很少人真的有过
04:43
long stretches of uninterrupted time at an office.
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在办公室长时间不受干扰的工作。
04:46
And this is why people choose to do work at home,
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这也是为什么大家情愿在家工作，
04:49
or they might go to the office,
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他们可能会去办公室上班，
04:51
but they might go to the office really early in the day,
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但是他们可能会很早就去，
04:53
or late at night when no one's around,
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或者到很晚，没有一个人的时候才离开，
04:55
or they stick around after everyone's left, or they go in on the weekends,
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或者等到大家都离开后，他们会留下来工作，或者是周末的时候加班，
04:58
or they get work done on the plane,
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或者在飞机上也工作，
05:00
or they get work done in the car or in the train
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还有汽车上，火车上的工作，
05:02
because there are no distractions.
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这是因为这些时候，人们都不会被打扰。
05:04
Now, there are different kinds of distractions,
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打扰的方式有各种各样的，
05:06
but there aren't the really bad kinds of distractions
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这里，我就不列举
05:08
that I'll talk about in just a minute.
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那些恶劣的打扰方式了。
05:10
And this sort of whole phenomenon
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这个现象
05:12
of having short bursts of time to get things done
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用一段段零碎的时间来完成工作这个现象，
05:14
reminds me of another thing
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让我想起了一件事-
05:16
that doesn't work when you're interrupted,
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它就是睡觉，当你睡觉被打扰时，
05:18
and that is sleep.
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你就很难再入睡。
05:20
I think that sleep and work are very closely related,
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睡觉跟工作是互有关联的。
05:22
and it's not just that you can work while you're sleeping
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不是因为睡觉的时候无法工作
05:24
and you can sleep while you're working.
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或者工作的时候不能睡觉。
05:26
That's not really what I mean.
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这不是我要讲的。
05:28
I'm talking specifically about the fact
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我要讲的是
05:30
that sleep and work
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工作和睡觉
05:32
are phased-based,
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都是分阶段的、
05:34
or stage-based, events.
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分时段的状态。
05:37
So sleep is about sleep phases, or stages --
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睡觉分各个阶段、时段--
05:40
some people call them different things.
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不同的阶段有不同的名字。
05:42
There's five of them,
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总共有五个阶段，
05:44
and in order to get to the really deep ones, the really meaningful ones,
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为了进到最深的、最有意义的阶段，
05:47
you have to go through the early ones.
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你必须经历最初的那些阶段。
05:49
And if you're interrupted while you're going through the early ones --
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如果你在前面的阶段就被打扰了，
05:51
if someone bumps you in bed,
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可能有人翻身碰到你，
05:53
or if there's a sound, or whatever happens --
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或者是有什么声音，或其他什么事，
05:56
you don't just pick up where you left off.
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你没办法回到这个阶段继续睡。
05:58
If you're interrupted and woken up,
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如果你被打扰了，醒了过来，
06:00
you have to start again.
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你又得重头开始。
06:02
So you have to go back a few phases and start again.
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你就得重回到睡眠的前几个阶段。
06:05
And what ends up happening -- sometimes you might have days like this
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结果就是，有的时候，你可能有几天
06:07
where you wake up at eight in the morning, or seven in the morning,
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在早上8点就醒来，有时是7点，
06:09
or whenever you get up,
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或者是当你起来的时候，
06:11
and you're like, man, I didn't really sleep very well.
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你会觉得一夜没睡好。
06:13
I did the sleep thing -- I went to bed, I laid down --
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你又去睡觉，上了床，然后躺下，
06:16
but I didn't really sleep.
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但是你却不能入睡。
06:18
People say you go to sleep,
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我们说去睡觉，
06:21
but you really don't go to sleep, you go towards sleep.
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其实不是一倒下就睡着，而是进入梦境。
06:23
It just takes a while. You've got to go through these phases and stuff,
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这是需要时间的，一个阶段一个阶段的慢慢来。
06:26
and if you're interrupted, you don't sleep well.
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如果你被干扰了，当然就睡不好了。
06:28
So how do we expect -- does anyone here expect someone to sleep well
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这样我们还怎么希望能睡好呢──如果一整晚都被打扰的话，
06:30
if they're interrupted all night?
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有人觉得你能睡得好吗？
06:32
I don't think anyone would say yes.
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我觉得应该没人会说睡得好。
06:34
Why do we expect people to work well
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如果在办公室里不断地被打扰，
06:36
if they're being interrupted all day at the office?
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我们为什么还希望大家好好工作呢？
06:38
How can we possibly expect people to do their job
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如果他们总是被打扰，
06:41
if they're going to the office to be interrupted?
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我们又怎能要求他们好好工作呢？
06:43
That doesn't really seem like it makes a lot of sense to me.
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对我来说，这很不合理。
06:46
So what are these interruptions that happen at the office
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那么为什么在其他地方工作的时候，
06:48
that don't happen at other places?
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就不会被打扰了呢？
06:50
Because in other places, you can have interruptions,
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因为其他地方，会有干扰，
06:52
like, you can have the TV,
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比如会跑去看电视
06:54
or you could go for a walk,
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或者是散个步，
06:56
or there's a fridge downstairs,
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到楼下冰箱拿个东西，
06:58
or you've got your own couch, or whatever you want to do.
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或者你赖在自己的沙发上，想要什么就有什么。
07:01
And if you talk to certain managers,
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如果你这样跟你的经理讲，
07:03
they'll tell you that they don't want their employees to work at home
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他们会要求你不要在家里工作，
07:06
because of these distractions.
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由于有这样那样的干扰因素的存在。
07:08
They'll also say --
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他们还会说，
07:10
sometimes they'll also say,
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有时也会这样说，
07:12
"Well, if I can't see the person, how do I know they're working?"
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“恩，我甚至看不见他们的身影，我怎样知道他们在工作呢？”
07:14
which is ridiculous, of course, but that's one of the excuses that managers give.
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这个理由是很荒唐的，但是很多经理人总会拿这一点来做借口。
07:17
And I'm one of these managers.
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我也是这样的经理。
07:19
I understand. I know how this goes.
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所以我对这些都了解。
07:21
We all have to improve on this sort of thing.
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但是我们要改善这种情形，
07:23
But oftentimes they'll cite distractions.
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尽管他们常常会举例。
07:25
"I can't let someone work at home.
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“我不会允许员工在家里工作。
07:27
They'll watch TV. They'll do this other thing."
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他们会看电视，干其他与工作无关的事。”
07:29
It turns out that those aren't the things that are really distracting.
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但其实这些事并不会真的干扰你。
07:32
Because those are voluntary distractions.
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因为这些事都是自愿分心。
07:34
You decide when you want to be distracted by the TV.
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你可以自己决定什么时候看电视；
07:36
You decide when you want to turn something on.
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决定什么时候打开冰箱；
07:38
You decide when you want to go downstairs or go for a walk.
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决定什么时候下楼、散步。
07:41
At the office, most of the interruptions and distractions
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而在办公室里，大多数打搅到工作的
07:43
that really cause people not to get work done
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干扰因素
07:45
are involuntary.
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都是被动产生的。
07:47
So let's go through a couple of those.
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让我来举些例。
07:50
Now, managers and bosses
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现在，上司、老板们
07:52
will often have you think that the real distractions at work
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会经常认为，工作的时候真真让你分心的是
07:55
are things like Facebook and Twitter
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Facebook 和 twitter
07:58
and YouTube and other websites,
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youtube等网站。
08:01
and in fact, they'll go so far
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事实上，他们也会完全的禁止
08:03
as to actually ban these sites at work.
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上班时游览这些网页。
08:05
Some of you may work at places where you can't get to these certain sites.
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有些办公地甚至打开不了这些网站。
08:08
I mean, is this China? What the hell is going on here?
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这是在中国吗？这到底是怎么了？
08:11
You can't go to a website at work,
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工作的时候竟然不能上这些网，
08:13
and that's the problem, that's why people aren't getting work done,
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难道这就是问题的所在之处，这就是大家无法在工作时间里完成工作的原因，
08:15
because they're going to Facebook and they're going to Twitter?
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是因为他们在上Facebook,twitter吗?
08:17
That's kind of ridiculous. It's a total decoy.
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这真得很可笑，很荒谬。
08:22
And today's Facebook and Twitter and YouTube,
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今天的Facebook、twitter还有youtube
08:24
these things are just modern-day smoke breaks.
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等上网时间就等于是当代的抽烟时间而已。
08:27
No one cared about letting people take a smoke break for 15 minutes
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从10年前起，人们在上班时间溜出去抽15分钟的烟，根本就没人在乎
08:29
10 years ago,
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，
08:31
so why does everyone care about someone going to Facebook here and there,
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那么为什么现在偶尔上个Facebook、twitter、youtube
08:33
or Twitter here and there, or YouTube here and there?
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就会有一大堆的意见？
08:35
Those aren't the real problems in the office.
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这些根本不是问题的关键所在。
08:38
The real problems are what I like to call
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问题出在于被我称之为
08:40
the M&Ms,
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M&M's上
08:42
the Managers and the Meetings.
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经理（managers)和会议（meetings)的身上。
08:44
Those are the real problems in the modern office today.
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这些才是现今办公室里问题的所在，
08:47
And this is why things don't get done at work --
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也是员工没法顺利完成工作的原因，
08:50
it's because of the M&Ms.
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因为M&M's的存在。
08:52
Now what's interesting is,
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有趣的是
08:54
if you listen to all the places that people talk about doing work --
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当你听到大家谈论各自的高效工作的地点时，
08:57
like at home, or in a car, or on a plane,
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比如在家里、汽车里、飞机上，
08:59
or late at night, or early in the morning --
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或者在深夜或清晨的讨论，
09:01
you don't find managers and meetings.
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但就是不会听到关于经理和会议的谈论；
09:03
You find a lot of other distractions, but you don't find managers and meetings.
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你会发现很多别的干扰因素，但是不会归咎到经理和会议的干扰因素上。
09:06
So these are the things that you don't find elsewhere,
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经理和会议只会是办公室办公的干扰因素，
09:09
but you do find at the office.
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它们不会在别处出现。
09:12
And managers are basically people
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某种意义上来说，经理的工作
09:14
whose job it is to interrupt people.
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就是打扰员工。
09:16
That's pretty much what managers are for. They're for interrupting people.
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这也是经理喜欢干的，他们喜欢打扰别人工作。
09:19
They don't really do the work,
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他们本身不需要工作，
09:21
so they have to make sure everyone else is doing the work, which is an interruption.
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他们监督下属工作的行为，实际上就是构成了干扰。
09:24
And we have a lot of managers in the world now,
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目前世界上有很多经理，
09:26
and there's a lot of people in the world now,
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也有很多的员工。
09:28
and there's a lot of interruptions in the world now because of these managers.
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由于经理而造成的干扰就有很多。
09:30
They have to check in: "Hey, how's it going?
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为了调查工作进度，他们会问：“工作做得怎么样了？
09:32
Show me what's up," and this sort of thing
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给我展示一下。”等类似的话。
09:34
and they keep interrupting you at the wrong time,
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他们还总是会在不恰当的时间来打扰你，
09:36
while you're actually trying to do something they're paying you to do,
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当你正在努力完成他们分配的任务的时候，
09:39
they tend to interrupt you.
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他们往往在关键时候来打扰你。
09:41
That's kind of bad.
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这是很糟糕的。
09:43
But what's even worse is the thing that managers do most of all,
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但是还有比这更糟糕的呢，
09:46
which is call meetings.
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那就是开会。
09:48
And meetings are just toxic,
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开会的时候是一天中最无聊
09:50
terrible, poisonous things
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又烦人、又浪费时间
09:53
during the day at work.
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的事。
09:55
We all know this to be true,
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我们都知道这一点事实。
09:58
and you would never see a spontaneous meeting called by employees.
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你也不会看到以后有员工组织的会议；
10:00
It doesn't work that way.
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这根本不会发生。
10:02
The manager calls the meeting
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经理开会的时候
10:04
so the employees can all come together,
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所有的员工都聚集起来，
10:06
and it's an incredibly disruptive thing to do to people --
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这真的是一件很具干扰性质的事。
10:08
is to say, "Hey look,
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经理们会说：“记住，
10:10
we're going to bring 10 people together right now and have a meeting.
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我们现在要召集10个人开会。
10:13
I don't care what you're doing.
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我不关心你们现在在做什么。
10:15
Just, you've got to stop doing what you're doing, so you can have this meeting."
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你们要做的就是停下一切手头上的事，然后来开这个会。”
10:18
I mean, what are the chances that all 10 people are ready to stop?
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这10个人就这么突然停下来去开会？
10:21
What if they're thinking about something important?
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要是他们正在思考重要的事情呢？
10:23
What if they're doing important work?
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做重要的工作呢？
10:25
All of a sudden you're telling them that they have to stop doing that
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就这么突然，你告诉他们，必须停下来手边的工作
10:27
to do something else.
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来开会。
10:29
So they go into a meeting room, they get together,
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他们进入会议室，聚在一起，
10:32
and they talk about stuff that doesn't really matter usually.
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并谈论一些根本无关紧要的事。
10:35
Because meetings aren't work.
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事实上，会议根本起不了任何的作用。
10:37
Meetings are places to go to talk about things you're supposed to be doing later.
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开会是为了商讨公司以后的计划。
10:40
But meetings also procreate.
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但是开会有时也是为了提前安排事宜。
10:42
So one meeting tends to lead to another meeting
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一个又一个
10:44
and tends to lead to another meeting.
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开不完的会议。
10:46
There's often too many people in the meetings,
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开会的时候，总是有那么多人，
10:48
and they're very, very expensive to the organization.
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对于组织来说，这是很贵的。
10:51
Companies often think of a one-hour meeting as a one-hour meeting,
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公司老板总是想着开个1小时的会议，
10:54
but that's not true, unless there's only one person in that meeting.
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但是这个是不现实的，除非会议室里只有一个人。
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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如果有10个人参加了会议，那这就是10小时的会议，不是1小时会议。
11:00
It's 10 hours of productivity taken from the rest of the organization
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这个10小时的会议是挪用了其他组织或其他人的时间，
11:03
to have this one one-hour meeting,
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这才有了这1小时的会议，
11:05
which probably should have been handled by two or three people
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这会议本该是由2个或3个组织者
11:08
talking for a few minutes.
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简短的发言组成。
11:10
But instead, there's a long scheduled meeting,
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但事实上，最后却变成了一个议程繁多的会议，
11:12
because meetings are scheduled the way software works,
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因为议程是按软件运行的方式安排的，
11:15
which is in increments of 15 minutes, or 30 minutes, or an hour.
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延长15分钟，半小时或者1个小时。
11:18
You don't schedule an eight-hour meeting with Outlook.
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你用Outlook不会安排一个8小时的会议。
11:20
You can't. I don't even know if you can.
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你也不能。当然，我是不知道你能不能。
11:22
You can go 15 minutes or 30 minutes or 45 minutes or an hour.
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你可以延长15分钟，半小时，45分钟或者1个小时。
11:25
And so we tend to fill these times up
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当事情紧急的时候，
11:27
when things should really go really quickly.
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我们不得不充分利用时间。
11:29
So meetings and managers are two major problems in businesses today,
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因此会议和经理是现今商务事业中的主要问题，
11:32
especially to offices.
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尤其是在办公室里。
11:34
These things don't exist outside of the office.
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这些情况不会在办公室以外的地方发生。
11:37
So I have some suggestions
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因此，我有以下几条建议
11:39
to remedy the situation.
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来纠正，解决这些问题。
11:42
What can managers do --
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经理们可以这样做。
11:44
enlightened managers, hopefully --
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我指的是开明的经理们。
11:46
what can they do to make the office a better place for people to work,
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他们可以把办公室进一步改造成适合员工工作的地方，
11:49
so it's not the last resort, but it's the first resort?
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使得办公室成为大家工作的首选之地。
11:52
It's that people start to say,
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大家都开始说：
11:54
"When I really want to get stuff done, I go to the office."
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“当我真的想工作的时候，我会去办公室。”
11:56
Because the offices are well equipped,
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因为办公室里设备齐全，
11:58
everything should be there for them to do their work,
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所有涉及工作的东西都一应俱全，
12:00
but they don't want to go there right now, so how do we change that?
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但是，现在大家还不想去办公室工作，那么我们该如何来改变这种现状呢？
12:03
I have three suggestions I'll share with you guys.
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我有三条建议，现在就来跟你们分享一下。
12:05
I have about three minutes, so that'll fit perfectly.
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只需要大约3分钟的时间，就能解释清楚。
12:08
We've all heard of the casual Friday thing.
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我们都听过星期五是随意工作日。
12:11
I don't know if people still do that.
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我不知道大家是否还在这么做。
12:13
But how about "no-talk Thursdays?"
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那么不妨设定星期四为无交谈日？
12:16
How about --
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就这样好了，
12:18
pick one Thursday once a month
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随便挑一个月里的一个星期四，
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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再简单一点，那就取个半天，星期四下午好了。
12:23
So just the afternoon, one Thursday.
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那就星期四下午。
12:25
The first Thursday of the month -- just the afternoon --
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假设就这月第一个星期四的下午，
12:27
nobody in the office can talk to each other.
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办公室里不准有任何的交谈。
12:29
Just silence, that's it.
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有的只能是安静。
12:31
And what you'll find
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然后，你会发现
12:33
is that a tremendous amount of work actually gets done
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没有人交谈的时候，
12:35
when no one talks to each other.
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很多工作很快就会完成。
12:37
This is when people actually get stuff done,
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所有的工作都完成的时候，
12:39
is when no one's bothering them, when no one's interrupting them.
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正是没有任何干扰的时候。
12:41
And you can give someone -- giving someone four hours of uninterrupted time
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4个小时的无干扰工作时间
12:44
is the best gift you can give anybody at work.
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是给需要工作的人最好的礼物。
12:46
It's better than a computer.
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这比电脑还要好，
12:48
It's better than a new monitor. It's better than new software,
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比调制解调器，软件都要高效，
12:51
or whatever people typically use.
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比大家平常用的任何的东西都要好。
12:53
Giving them four hours of quiet time at the office
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给他们4个小时安静的办公时间-
12:55
is going to be incredibly valuable.
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这将会成为珍贵的事。
12:57
And if you try that, I think you'll find that you agree.
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如果你试着做了，你会同意这一点。
12:59
And maybe, hopefully you can do it more often.
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也许，你可以多实行几次。
13:01
So maybe it's every other week,
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也许是每隔一个星期一次，
13:03
or every week, once a week,
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或者是每个星期一次，
13:05
afternoons no one can talk to each other.
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下午的时候，都不准许有任何的交谈。
13:07
That's something that you'll find will really, really work.
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你会发现这真得很有效。
13:10
Another thing you can try
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另外你也可以试试
13:12
is switching from active
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从主动
13:14
communication and collaboration,
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交流和协作的方式，
13:16
which is like face-to-face stuff,
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也就是从面对面的交谈，
13:18
tapping people on the shoulder, saying hi to them, having meetings,
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拍拍他们的肩膀，说声你好，包括开会的主动交流，
13:21
and replace that with more passive models of communication,
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转变为更被动地交流方式
13:23
using things like email and instant messaging,
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比如电子邮件，即时通讯，
13:26
or collaboration products -- things like that.
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或者是协作产品等类似的被动交流。
13:29
Now some people might say email is really distracting
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有人可能会说，电子邮件非常的干扰人，
13:32
and I.M. is really distracting,
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即时通讯也很让人头疼，
13:34
and these other things are really distracting,
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这些都是干扰因素，
13:36
but they're distracting at a time of your own choice and your own choosing.
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但是这些干扰因素产生与否在于你自己的选择。
13:39
You can quit the email app; you can't quit your boss.
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你可以不用电子邮件的功能，但你不能不回复你老板的电邮。
13:42
You can quit I.M.;
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你可以不用即时通讯，
13:44
you can't hide your manager.
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但你离不开你的经理。
13:46
You can put these things away,
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一旦你不用这些交流工具，
13:48
and then you can be interrupted on your own schedule, at your own time,
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当你有空的时候，你个人时间也会被打乱；
13:51
when you're available, when you're ready to go again.
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或者当你准备好出发的时候，你的行程又会被打乱。
13:53
Because work, like sleep, happens in phases.
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因为工作就像睡觉一样，它是分阶段的。
13:56
So you're going to be kind of going up and doing some work,
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你要先做一些其它的事，慢慢铺垫，
13:58
and then you're going to come down from that work,
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然后才能完成后续工作，
14:00
and then maybe it's time to check that email, or check that I.M.
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那么也许，有时你就得检查电邮，看看即时通讯。
14:02
And there are very, very few things that are that urgent
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很少有紧急的事
14:05
that need to happen, that need to be answered right this second.
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同时发生，需要你立刻去解决。
14:08
So if you're a manager,
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因此如果你的经理
14:10
start encouraging people to use more things like I.M. and email
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开始鼓励你多使用像即时通讯和电子邮件的工具，
14:12
and other things that someone else can put away
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还有做其他一些可有可无的事，
14:14
and then get back to you on their own schedule.
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然后让你的步调跟他们的一致。
14:16
And the last suggestion I have
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我的最后一条建议是
14:19
is that, if you do have a meeting coming up,
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如果你将要开一个会议，
14:22
if you have the power,
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如果你有这个权利，
14:24
just cancel. Just cancel that next meeting.
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就把会议取消掉，取消掉下一个会议。
14:28
Today's Friday -- so Monday, usually people have meetings on Monday.
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今天是星期五，一般来说，会议会在星期一召开。
14:30
Just don't have it.
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就取消会议吧！
14:32
I don't mean move it;
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我不是说调动会议，
14:34
I mean just erase it from memory, it's gone.
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而是忘记这会议，会议没了。
14:36
And you'll find out that everything will be just fine.
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你会发现一切都很顺利。
14:39
All these discussions and decisions you thought you had to make
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所有这些你觉得你必须在星期一早上9点做的
14:41
at this one time at 9 a.m. on Monday,
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商讨和决定，
14:43
just forget about them, and things will be just fine.
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就忘记他们吧，一切都会是顺利的。
14:45
People have a more open morning, they can actually think,
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这样，大家会觉得，他们将会有一个更加开放的早晨，
14:48
and you'll find out that maybe all these things you thought you had to do,
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你也会发现，也许这些你觉得你必须要做的事情
14:50
you don't actually have to do.
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事实上，你不一定要做。
14:52
So those are just three quick suggestions I wanted to give you guys
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这就是我的三条建议，
14:54
to think about this.
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我希望你们能够好好思考一下。
14:56
And I hope that some of these ideas
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同时，我也希望这些建议
14:58
were at least provocative enough
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相当挑衅但至少是有用的
15:00
for managers and bosses and business owners
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不管是对经理，老板还是商务人士
15:02
and organizers and people who are in charge of other people
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组织者还是管理人员来说，
15:05
to think about laying off a little bit
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大家都能想着，与其裁员，
15:07
and giving people some more time to get some work done.
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还不如给大家更多的时间来做些实质工作。
15:09
And I think it'll all pay off in the end.
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这样，我觉得最后一定会有收获的。
15:11
So thanks for listening.
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谢谢各位的聆听。
15:13
(Applause)
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鼓掌
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