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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。

- 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

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

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About the speaker:

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."

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."

More profile about the speaker
Jason Fried | Speaker | TED.com