Unit 2.
Passage A. How to Have Fun at Work如何从工作中得到乐趣
[1] In the late nineteenth century physicists started to freak out. Some of them had noticed even earlier that everything they knew about Newtonian physics was suspiciously letting them down. They had been gaining a better and better understanding of the world of the very small elements. Imagine their shock when the electrons they had become so comfortable with as particles started displaying the properties of waves. Their brains must have exploded.
十九世纪后期，物理学家们开始抓狂。他们中的一些人甚至更早就注意到了，他们所知道的关于牛顿物理学的一切都在可疑地让他们失望。他们越来越好地了解了那些非常小的元素的世界。想象一下他们一直以来所熟知的电子粒子开始显示波的特征时，他们的震惊程度。他们的大脑肯定爆炸了。
[2] It took an extra hundred years for our brains to have the same reaction. Today we are in shock at the realization that nothing good can happen at work while we obsess about particle广州2a大学
s. The numbers in the cells on our spreadsheets are just the aftereffects of the waves traveling through a building or a team.
我们的大脑又花了一百年时间体验同样的反应。今天，我们震惊地发现，当我们沉迷于粒子时，工作中就不会有什么好事。电子表格上单元格里的那些数字仅仅是在建筑物或团队中传播的波的后效应。
[3] We can’t pretend we don’t feel the waves. Everybody knows when a workplace is light and buoyant and fun and cool, the forward energy is palpable. When you work in a place like that, you assume everyone has good intent because you do, and because these are the kinds of people who get hired into a place like that.
我们不能假装我们没有感受到波。每个人都知道，工作场所轻松、活泼、有趣而酷炫时，正能量是显而易见的。在这样的地方工作，你会认为每个人都有很好的意图，因为你就是这样的，也因为只有这样的人才会被雇到这样的地方。
[4] The greatest energy source we’ve got in organizations is the combined smarts and goo
dwill of people, but we shut down the energy source with crusty bureaucracy. That’s irresponsible to customers and shareholders, because we are cutting off our own power supply. People want to dig in and do an amazing job and have fun. That feeling is familiar to us. We know it from sports we played as kids and musical theater productions and any other activity where people join together to do something ambitious and awesome.
我们从组织中获得的最大的能量来源是人们的智慧与善意的结合，但粗暴的官僚作风会将其关闭。这对客户和股东来说是不负责任的，因为我们正在切断我们自己的能源供应。人们想要深入下去，做令人称奇的工作，并从中获得乐趣。对这种感觉我们很熟悉。在童年时代进行的体育运动、音乐剧和其他任何需要大家齐心协力完成的艰巨而精彩的活动中，我们都能感受到这一点。
[5] We can’t keep pretending to ourselves and one another that the forecast and the budget and the policy make a job worth going to or a company worth working with or buying from. It’s the energy, always, that brings people into an organization and keeps them there. The energy comes from the people who are already there. It multiplies. Wave tr
oughs and peaks build on one another in a symphonic way. Who wouldn’t want to work in a place like that?
我们不能一直欺骗自己或者彼此说，让工作值得去做的、让公司值得去合作或购买的是前景、预算以及政策。把人们带进一个组织，并让他们留在那里的，永远都是能量。能量来自于业已存在于公司的人。能量会繁殖。波谷和波峰和谐共建，谁不想在这样的地方工作呢？
[6] Who wouldn’t rather deal with a human workplace than a crusty, frosty, bureaucratic one? We want to give our money and energy to causes and missions that deserve those investments. The best way to make money in your business is to take excellent care of the people on your team.
相对于一个乱七八糟、冷若冰霜的官僚机构，谁不愿面对一个有人情味的工作场所？我们想把金钱和精力投入到那些值得投入的事业和使命上。在生意中赚钱的最好方法是好好照顾团队里的人。
[7] When work is fun, you don’t have to hire consultants to design bonus schemes no one
can understand. Here is Liz Ryan’s Rule of Bonus Plans: if you can’t explain how you get paid within the first ten seconds of waking up in the morning, your compensation plan is too complicated.
工作有意思时，你不需要雇佣顾问来设计没人能理解的奖金计划。下面是利兹．瑞恩的奖金计划；如果你不能在早上清醒后的10秒内解释清楚你的薪酬来源，那你的薪酬计划就太复杂了。
[8] Our energy and passion don’t divide down into columns and rows, and everyone in a management role should know that. It’s insulting to pay people like they are not only coin-operated but motivated by weenie metrics appearing on a spreadsheet once a week. Give people an inspiring goal that they helped design and have a stake in and your motivation problems are solved.
我们的精力和激情不会分成列和行，每个在管理岗位的人都应该知道这一点。给员工支付报酬时，就好像他们不仅是有钱才会干活而且还会因为每周的电子表格上的小小单元格而表现出积极性，这是对员工的侮辱。给人们一个以前为之出谋划策、现在与之息息相关的、鼓舞
人心的目标，那你的积极性问题就解决了。
[9] The fun to be had at work is the fun of discovery and triumph. Extracurricular things like office contests and day trips can be a great addition if the trust level on the team is already high, and that is not a judgment that a manager should make on his or her own. If the trust level is low, then manufactured fake fun events are worse than tedious — they are insulting. They are a message that tells the team you believe pretending to trust is just as good as really trusting. Some people hate HR-type fun events and that’s their privilege. One of the worst feelings in the world is to be jollied or coerced into somebody else’s idea of fun.
工作中的乐趣是发现和胜利的乐趣。办公室比赛和一日游之类的额外活动可以是很好的补充，前提是团队的信任程度已经很高，而这并不是管理者应该自行做出的判断。如果信任级别较低，那么生造出来的假娱乐活动比单调乏味更糟糕——它们是侮辱性的。这会给团队成员这样一个信息：你认为假装的信任和真正的信任一样好。有些人讨厌人力资源类型的娱乐活动，他们有权力这么做。世界上最糟糕的感觉之一就是被人哄骗或被迫接受别人心目中的乐趣。
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