About a year ago, I published a question in a Blackberry forum asking how the devices had helped to make professionals more productive.
一年前，我在一個黑莓手機論壇中發(fā)起討論，讓大家談?wù)労谳窃趺醋寣I(yè)人士擁有更高工作效率的。
The responses I received were typified by the one that I remember the most: “I am more productive because I can check my email on the train to and from work.”
多數(shù)人的典型答案是：“我更高效，因為在坐火車上班的途中，就可以查郵件。”
This seemed like a reasonable response at the time. As a person who gets a bit nervous when I have nothing productive to do, I could relate. While I don’t take the train, the value of converting “down time” to productive time is a pretty attractive one.
當時這個回答似乎很有道理。我自己沒有什么高效的事可做，甚至還為此惴惴不安。盡管我不坐火車，這種將無用時間變成高效工作的主意，還是很有吸引力的。
And apparently, I’m not alone.
顯然，不只是我這么想。
A recent survey of 1 million users in 34 countries showed that 62% believed that their work productivity was “much better” due to new technology. 75% consider the opportunity provided by devices such as smartphones and laptops to remain in constant contact with work as a positive development.
最近對34個國家，1百萬人的一項調(diào)查顯示，62%的人認為，新技術(shù)“顯著”提高了他們的工作效率。75%的人認為，智能手機和筆記本電腦這些讓他們隨時不能擺譜工作的設(shè)備所帶來的機遇，是一種積極的進步。
Apparently, “productivity” has been redefined.
顯然，工作效率已經(jīng)被重新定義。
According to our new definition, productivity has something to do with two things: converting “down time” to work time, and being able to “stay in touch” with what’s happening at work at all times. This kind of commitment used to be associated with “Type A” executives, but nowadays anyone with the right tools can join in the fun.
根據(jù)我們的新定義，效率與兩樣?xùn)|西有關(guān)：將“無用時間”轉(zhuǎn)化為工作時間，以及任何時候都不會遠離工作。這種投入的程度，過去只會被用來描述“頂級”管理人員，現(xiàn)在，每個擁有適當工具的人都可以享受這種樂趣。
“Fun” might be a strong word, but many of us like to find new ways to be effective, and like to feel as if we’re getting better at managing our time.
“樂趣”這個詞可能用得有點過頭。然而我們很多人都想尋找新的方法來變得更高效，來感覺自己對時間有更好的管理。
However, what’s actually happening in the life of many professionals is not amusing at all. Their companies have taken the opportunity given them by technology and the recession to convince employees to spend more “down time” doing work. At the same time, they send a subtle message that “staying in touch” with work also means being available 24 hours a day for 52 weeks of the year.
然而，事實上，專業(yè)人員生活中所發(fā)生的事情一點不讓他們感到有趣。業(yè)主們利用經(jīng)濟衰退和技術(shù)提供的可能，勸說雇員們花更多的時間工作。同時，也傳遞了這樣的暗示：“不忘工作”意味著每天24小時，每年52周都要隨時聽候工作的召喚。
Converting “Down Time” Nowadays, it seems, everyone with a smartphone has gotten into the habit of continuously trying to convert “down time” into useful, work time. Here are some everyday examples of ways in which many professionals are converting their “down time.”
現(xiàn)在，將“無用時間”化為有用的工作時間，似乎成了每個擁有智能手機的人習(xí)慣去做的事。下面是一些專業(yè)人土通常習(xí)慣的做法。
- a manager driving on the highway at 70 m.p.h. sends a text to his team (while spilling hot coffee into his lap)
-- 你的老板一邊駕車以每小時70英里的速度行駛在高速公路上，一邊給你們發(fā)短信（這時候，手中的咖啡不慎撒到他的腿上）
- an engineer in a meeting that’s going slowly, checks her email and replies (missing two action items assigned to her)
-- 一位美女工程師慢條斯里地開著會，時不時地查郵件，回復(fù)郵件（這期間，錯過了兩項分配給她的任務(wù)）
- an accountant watching his child play baseball on Saturday morning closes a deal in the fourth inning via cellphone (and lies to his son about seeing him make his first catch ever)
--周六早晨，一位會計邊看自己的孩子打壘球，邊用手機敲定與窗戶的合同（之后只好向自己的孩子撒謊，說看到了他第一次接球的情景）
- a supervisor attending 3 days of personal productivity training is unable to leave her smartphone untouched for more than 15 minutes (and later complains that the trainer was ineffective)
-- 一位主管參加了三天的個人效率提升培訓(xùn)。這期間她每次拿起自己智能手機的間隔不超過15分鐘（后來還抱怨，說培訓(xùn)者效率太低）
- a consultant speaking to a client on the phone remembers that he should have sent an urgent message to a colleague, and quietly does so (even as the client notes the sudden lapse in attention and interprets it as a lack of interest in continuing the relationship)
-- 一位咨詢?nèi)藛T在與客戶打電話的過程中，忽然記起他應(yīng)該給自己的同事發(fā)一條緊要的短信。于是就不動聲色地這么做了（客戶注意到談話過程中注意力的短暫游離，理解為這是對雙方繼續(xù)合作關(guān)系缺乏興趣）
- a hard driving attorney once again takes his smartphone to the urinal where he can multi-task (… and is noticed by his boss’ husband who happened to borrow his smartphone just five minutes earlier)
-- 一位工作狂型的律師又一次將智能手機帶進了洗手間，這樣就可以繼續(xù)工作（這正好被他上司的丈夫注意到。此人五分鐘前正好借用了他的智能手機）
- a family cheers in unison when executive-Mom forgets her smartphone at home 5 hours into the annual vacation (and falls into despair when FedEx delivers it the next day)
-- 年假開始五小時后，身為高管的母親發(fā)現(xiàn)，自己將智能手機忘在了家里。全家為此高聲歡呼（第二天，F(xiàn)edEx將手機給她送來，家人卻陷入絕望。）
I recently asked a client: “How did your big presentation to the executive team go?” She responded: “OK… but the CEO spent the entire hour on his (expletive) Blackberry.”
最近我經(jīng)常詢問客戶：“你對管理層的重要演講怎么樣？”她回答說：“還好...不過CEO們一直都在盯著他的黑莓?！?/p>
This was bad news for my client, whose project was now being viewed by the CEO as another chunk of his “down time.”
對我的這個客戶，這確實是壞消息。她的項目現(xiàn)在被CEO看作是另一個“無用時間。”
If these are all examples of attempts to convert “down time” into useful time, take note of the way in which “down time” has been expanded. This is more than filling in the time that would be spent sitting on a train. The habit has invaded every nook and cranny of our lives, sparing no-one, and costing us dearly.
如果這都是將“無用時間”轉(zhuǎn)化為有用的例子，就得注意“無用時間”是怎么被擴展的。這不只是如何打發(fā)坐火車的時間。這種習(xí)慣已經(jīng)入侵到了我們生活的每一個角落，影響到每一個人，給我們帶來重大的損失。
At this point, many of you reading are probably shaking your heads at some of the poor etiquette on display. I did the same, until I began to think of the mindset of the employees involved.
現(xiàn)在，可能會有很多讀者對所顯現(xiàn)出來的不良作風(fēng)搖頭了。我也是這樣，直到認識到雇員們的相關(guān)心態(tài)。
All the habits listed above were developed by professionals who were well intended — they were trying to boost their productivity by converting “down time” into something of value. Unfortunately, once we humans are hooked on a habit, it’s hard to stop, and we end up employing it inappropriately, much to the annoyance of others in our lives. In that moment, the fun has disappeared and the habit has become an empty, automatic practice that does more harm than good.
上述所有的習(xí)慣，其實最被都是出于很好的愿望而養(yǎng)成的：他們都想提高效率，將“無用時間”化為有價值的。不幸的是，一旦人們養(yǎng)成了一個習(xí)慣，就很難終止。最后就會不恰當?shù)乇憩F(xiàn)出來，影響到其它人。這時，就沒什么樂趣可言，習(xí)慣成為一種空洞，自動的行為，帶來更多是危害，而不是收益。
The worse part is that in many companies, executives are leading the way by example, as they are often the first users of these devices and the employees most likely to squeeze work into every available minute of their lives.
最糟糕的是，很多企業(yè)中的高管正是這種行為的表率。因為通常是他們最先使用這些設(shè)備，最先將工作滲透到生活中的每一分鐘。
They are also the ones who are unwilling to sever the connection between themselves and their colleagues, even for a few hours each day.
他們也最不愿意放下自己與其它同事的關(guān)系，即使只是每天中的幾個小時。
Staying in Touch With Work
不要遠離工作
A friend of mine once told me the story of a manager of rambunctious employee who was essential to the organization, but frequently complained and threatened to leave. In the space of a few months, he got married, bought a house and had a baby.
一個朋友曾告訴過我這樣的故事：有個難纏的雇員對他的公司很重要，他本人卻經(jīng)常抱怨，威脅要離開。幾個月后，他結(jié)婚了，買了房子，又有了孩子。
After these happy events, his manager passed my friend in the hall on hearing the latest it of happy news and whispered conspiratorially: “I have him now!” In other words, with his new family and financial obligations, the rambunctious employee was unlikely to raise more trouble, and would probably settle into a comfortable routine of corporate service with a steady eye on his pension, benefits and 401(k).
后來，他的經(jīng)理在大廳里遇到了我的朋友，聽到這些好消息，幽幽地說到：“這下他可落到我手里了！”言下之意，由于新的家庭和財務(wù)責(zé)任，這位曾經(jīng)難于對付的雇員可能會變得更加馴服，因為他不得不考慮自己的退休金，補助和401(K)理財計劃了。
The point of the story? There are executives and managers who are blithely offering the gift of smartphones to their employees, and in some companies it’s seen as a reward, and a status symbol.
這個故事說明了什么？有些高管和經(jīng)理們將智能手機作為禮物送給下屬。有此公司里，這是一種回報，一種地位的象征。
What many of them know, however, is that when an employee accepts the device, they are likely to join the group of the always-reachable, and engage in many of the behaviors that their higher-ups are practicing, such as: – sending and receiving messages at 2:30 am – using weekends, vacations and holidays to conduct company business – implicitly agreeing to respond to all messages within a short time-frame – interrupting ANY activity to “find out what my boss wants”
然而，他們很多人卻知道，一旦員工接受了這樣的禮物，就加入了那些永遠能找到的人的行列，成為他們頂頭上司們的追隨者。也開始在凌晨2:30收郵件，利用休假和節(jié)日做公事。明確地接受要在較短的時限時回復(fù)所有信息，中斷一切活動來“了解老板倒底想要什么”。
(If the stories told on YouTube and on blogs are true, then _anything_ can be interrupted nowadays by smartphone use!)
（如果YouTube和博客上的故事是真的，那么，今天的任何事情都是可能被智能手機打斷的?。?/p>
To put it in more Machiavellian terms, companies have found a way to take time and attention that employees used to spend on their own, with their families and with their friends, and convert it to company time. It starts with the gift of a smartphone.
以更加權(quán)謀論的觀點看，公司們現(xiàn)在找到一種更好的方式，讓員工們把過去屬于自己、家庭和朋友的時間，用于工作。這一切都始于那個做為禮物的智能手機。
While I truly doubt that there is some master plan, don’t doubt for a minute that a manager doesn’t know the difference between her employees who are always-reachable from those who aren’t. Companies can make big gains in productivity by simply giving away smartphones to their employees, while ignoring the added stress that gets created.
盡管我懷疑這是否是精心策劃的，卻絲毫不懷疑，一個經(jīng)理對于誰是隨叫隨到，誰是下班就找不到，還是分得很清的。只要簡單地為員工提供智能手機，就能提高工作效率。公司在這樁買賣中收益不小，卻不用考慮它給員工帶來的心理壓力。
There are some companies that are noticing what is happening, however.
當然，也有一些公司注意到實際的情況。
Enlightened companies take a page out of the medical profession, which has long realized that it’s important to maintain some kind of boundaries in their professionals’ lives. Companies can put in place policies that clearly delineate time spent “at work,” “on call” and “away from work.” They recognize that these are three distinct modes that must be enforced if employees are expected to function at their best.
開明的公司會尊重醫(yī)療行業(yè)的觀點，在員工的職業(yè)和個人生活之間劃清界限。公司們可以明確定義那些時間是“在工作”，那些是“準備工作”或“不在工作”。這是三種不同的模式，必須加心區(qū)別，以便員工能夠更高效。
Most employees, however, find themselves in un-enlightened companies and must make their own way, starting with 3 steps they must take.
多數(shù)員工會認為自己的雇主并不這么開明，這就需要自己的對策。下面是他們最初可以采取的步驟。
Their first step is to identify the unproductive habits in their time management system. They can do the kind of analysis I describe on my website (www.2time-sys.com) to find the strong and weak spots.
首先是找出時間管理中效率過低的部分。他們可以完成我在自己網(wǎng)站（http://www.2time-sys.com/）上描述的相關(guān)分析，去找出弱點。
The second step is to create an improvement plan that outlines the habits to be changed, along with some target dates. This gives them some realistic goals to heard towards.
接下來要建立一個改進計劃，列出要改變的習(xí)慣和實現(xiàn)的日期。這樣就有一個現(xiàn)實的目標可以為之奮斗。
The third step requires them to create an environment to make the habit changes easier to effect. Unfortunately, most habits do not change easily or quickly, and the right blend of supports can make all the difference.
第三步，要創(chuàng)造一個環(huán)境，以便這種習(xí)慣的改變能夠更容易地實現(xiàn)。不幸的是，很多習(xí)慣都難于改變，不同的支持會產(chǎn)生截然相反的后果。
Employees who have begun this personal journey need to make a plan to enlighten the executive team. Most smartphone use started with the CEO and her direct reports, and they are the ones who, in all likelihood, introduced, for example, a culture of 24 hour availability to the organization.
已經(jīng)開始這么做的員工，需要教育他們的管理者。很多智能手機始于CEO和他們的直接下屬。他們是最早引入24小時工作文化的人。
In an effort like this, employees need allies at all levels to help demonstrate that bad habits developed in the executive suite can wreak havoc when rolled out to an entire company. (There is a growing body of data available that can be used in this effort.) In an intervention, executives can be asked to imagine an all-company meeting in which half the attendees spend most of the meeting on their smartphones, lost in cyber-space. (Some would simply argue that they are following the fine example of their CEO!)
在這種努力中，員工們必須證明壞的習(xí)慣會影響整個企業(yè)。（有越來越多的數(shù)據(jù)可以支持這一點。）高層們應(yīng)該可以想象，在一次全公司的會議中，如果其中一半的人都在擺弄自己的智能手機，那會時什么樣的結(jié)果。（有些人會說，他們在學(xué)習(xí)自己老板的好榜樣?。?/p>
If the executive team can be convinced that these behaviors are destructive, then the company can move to specify some specific changes.
如果高層被說服，那么公司可以轉(zhuǎn)移到更具體的改進上。
For example, the US Federal Government has banned the use of cell-phones by its employees while they are driving and conducting government business. In part, that’s because of obvious safety reasons.
例如，美國政府已經(jīng)禁止其官員在駕駛和執(zhí)行公務(wù)時使用手機。這在某種程度上，是由于顯而易見的安全原因。
From a productivity stand-point, however, it makes perfect sense. Other policies can be introduced to limit the use of smartphones and laptops during off hours, for starters. (In some companies, turning off all messaging devices between 12:00 am and 6:00 am would be a major step.)
從效率的方面看，也是有道理的。其它類似的政策，也可以被用來限制智能手機和筆記本電腦在下班后的使用。（在有些公司中，每天夜里12點到早上6點關(guān)掉所有信息設(shè)施，可能是很大的一個進步。）
Each company needs to look at its culture, as well as its strategy, and phase in these changes in a way that makes sense. They need to allow for the fact that habit change takes time, and that a new culture could not be born in an instant.
每個公司都要以更加合理的方式，分析自己的文化、戰(zhàn)略，以及這些變更的階段。他們必須明白習(xí)慣的改變需要時間，新的文化不能一夜之間就會出現(xiàn)。
The single employee who decides to change their company has a very difficult task on her hands, however, as she realizes that smartphones have done more to change company culture in the past few years than any vision statement or 2 day retreat. She needs to appreciate that some executives may decide that they like the way things are going, and don’t want to change a thing. Those companies who take this route probably won’t see any immediate fallout as employees cling to their jobs for fear of losing them, but they’ll pay later. At some point in the future, productivity will be impacted on a large scale, as employees burn themselves out and the bottom line suffers.
單個雇員在改變公司方面很難有所作為。智能手機在過去幾年內(nèi)對公司文化所帶來的影響超越了任何企業(yè)理念，這就不難理解為什么高層管理人員會樂于維持現(xiàn)狀。短期之內(nèi)很難看到什么不良的影響，但是未來還是會付出代價的。未來的某一天，效率會大幅下降，員工們不堪重負，企業(yè)的收入也會受到影響。
It’s much better to make the small, enlightened changes now, than to wait until the cost is higher and the effort required seems to be impossible to garner.
最好的辦法，是從現(xiàn)在，開始做一些小的，開明的變更，而不是等到一切都不可挽回。
All it takes to get started is one or two employees who are willing to redefine what productivity means for themselves and their companies, in favour of long-term results that are sustainable.
