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在工作中感到幸福的意义

(2010-07-01 17:25:38)
标签:

杂谈

分类: 学英语

The Real Value Of Happiness At Work

转自:译言网

译者:宝宝淘气

 

And how to achieve it. An interview with Srikumar S. Rao.

如何获得工作中的幸福感。与Srikumar S. Rao的访谈。

 

在工作中感到幸福的意义

Sangeeth Varghese, 06.28.10, 03:28 PM EDT

Sangeeth Varghese,2010年6月28日,美国东部时间 03:28 

 

Srikumar S. Rao, who teaches at Columbia Business School, London Business School, the Kellogg School of Management and elsewhere, has done pioneering research into workplace motivation, and he advises senior executives on becoming more engaged in their work and discovering deep meaning in it. His celebrated MBA course, "Creativity and Personal Mastery," which he long taught at Columbia, has become the only business school course with its own alumni association. In it he counseled students on how to discover their unique purpose, creativity and route to happiness through group work and a philosophical perspective. His latest book, published this year, is Happiness at Work: Be Resilient, Motivated, and Successful--No Matter What.

Srikumar S. Rao,在哥伦比亚商学院,伦敦商学院,凯洛格管理学院等学院教书,他致力于对于工作动机的研究,他建议高级行政人员应该更多参与到他们的工作中以及发现其中的深层含义。他长期在哥伦比亚商学院教授的MBA课程“创造力以及自我超越”很受欢迎,这门课程是唯一和校友会有关的商务课程。在这门课程中,他指导学生如何发现自己的独特目标,创造力以及如何通过团队工作的预设以及通过哲学视角而获得的幸福感。他于今年最新出版的书是《工作中享受快乐:迅速恢复精神,时刻积极,获取成功--无论怎样》。

 

I sat down with him to find out what it's all about.

我与他一起坐下来,我要弄清楚这本书的精髓。

 

Forbes: Why is happiness at work important?

《福布斯》(以下简称“F”):为什么工作中的幸福感很重要?

 

Srikumar S. Rao: I believe that if you don't derive a deep sense of purpose from what you do, if you don't come radiantly alive several times a day, if you don't feel deeply grateful at the tremendous good fortune that has been bestowed on you, then you are wasting your life. And life is too short to waste.

Srikumar S. Rao(以下简称“S”):我认为如果你没有深刻思考过你所做的事情,如果一天当中没有几次觉得生活得美好,如果对于赋予你的很好的美德你没有深深的感激的话,那么你就是在浪费你的生命。而生命苦短,容不得浪费。

 

This is important in all of life but particularly at work, because we spend so much of our waking moments at work, and the amount of time we spend there is increasing. Also, many report that they experience undue stress at work, as competition increases and globalization shrinks the world. This takes a tremendous toll on individuals, and there is also a societal cost, because unhappy disgruntled employees are more prone to health problems, less productive and a general drag on others.

这对于你的生命是很重要的,但对你的工作尤其重要,因为我们在清醒时,大部分时间是用来工作的,而且我们花费在工作上的时间在不断地增加。还有,随着竞争越来越激烈,世界全球化不断地发展,很多人都反映在工作中经历着很大的压力。对于个人来说,这会带来很大的危机,同时对于社会成本也带来危机,因为不开心的员工会更易于产生健康问题,生产力降低,给别人拖后腿。

 

Is happiness at work reflective of the workplace, or is it more a matter of the individual?

F:工作中的幸福感是工作场所环境的的一个反应,还是更多的是个人问题?

 

An excellent question. The short answer is both. However, the workplace is frequently beyond the ability of an employee to change. So the process of being happy has to start with that employee. The wonderful paradox is that once you begin the internal transformation, the external world also begins to change, spontaneously.

S:好问题。答案是都有。然而,通常工作场所是超出一个职员改变的能力的。所以,保持开心的过程通常是以职员自己为起点。而最好的悖论是一旦你开始从自己内部改变,那么外部世界也会自然而然地随之而改变。

 

How is your course different from Tal Ben-Shahar's positive psychology class at Harvard?

F:你的课程和Tal Ben-Shahar在哈佛的心理课程有什么不同?

 

I know about his work but am not familiar enough with it to give a definitive answer. I don't focus on happiness as a goal or an end. I encourage the participants in my program to discover how the mental models they use to make sense of the world are often dysfunctional, and I teach them to craft and use others. As they do such inner work, they automatically report that they're happier as a byproduct.

S:我了解他的课程,但是还没有熟悉到能够给你一个确切的答案。我并没有把幸福作为一个目标或者一个终点。我鼓励我项目中的参与者去发现他们看待世界时的心理模式通常都是不正常的,我教他们建立以及运用其他的方式。随着他们从内开始改变,就像副产品一样,随之,他们会自然而然地觉得他们更开心了。

 

Tal Ben-Shahar's class is very popular with M.B.A. students, just as is yours. Why would business school students in particular go for such a thing?

F:与您的课程一样。Tal Ben-Shahar的课程也很受MBA学院的欢迎。为什么商学院的学生尤其喜欢参加这样的课程呢?

 

He designed his class for undergraduates, not for M.B.A.s, but in any case at business schools they don't even acknowledge, let alone address, the really important questions of life. Questions like "Who am I?," "What are my values?," "How do I express my values at work?," "What makes me happy?," "What do I want my legacy to be?" I address those issues head-on. I don't, and indeed can't, provide answers, but I do provide a powerful framework for analysis, and participants in my program use that framework to come up with their own unique answers. That is a lifelong process.

S:他的课程是他为本科生设计的,而不是为MBA学院设计,但是无论如何,在商学院,他们甚至于不接受,更别提提出关于生活的一些真正重要问题了。例如,“我是谁?”“我的价值观是什么?”“在工作中我如何发挥我的价值?”“什么让我开心?”“我希望我能给别人留下什么?”等等。我会正面提出这些问题。我不会,也的的确确不能,给出答案,但是我会提供一套强有力的框架,从而帮助他们思考,而我项目中的参与者则能够运用这个框架想出自己独特的答案。而这,是一个长期终生的过程。

 

To what extent is all this based on academic research?

F:从什么程度上来看,可以说这一切都是在学术研究的基础上得出的结论呢?

 

I am ahead of academic research in this area. Such research is still in its infancy, and it will unfortunately take a long time to enter the mainstream. The good news is that savvy individuals aren't waiting for the results of such research but are running with their own intuition and experience. They can directly testify to the validity of my methods for executives at all levels, including among CEOs of major organizations.

S:在这个领域,我所从事的学术研究是趋于领先的。这一类的研究仍然还处于初期,而很遗憾的是,还需要很长时间才会进入主流。而好消息则是很多很多知晓这个领域的精英们并没有在等待这些研究的结果,而是根据自己的直觉和经验在不断追求。他们会很直接的检测我在任何层面上执行管理的一些方式的有效性,包括主要组织机构中的很多CEO。

 

How are the lessons in your new book relevant to a world haunted by events like the fall of Lehman Brothers that seem to have been caused by greed and excess ambition?

F:您新书当中的课程是如何与当今这个发生诸如雷曼兄弟这样的事件的世界建立关系的呢?而雷曼兄弟的时间看起来似乎是由于贪婪和过度的野心引起的。

 

It is precisely in such a world that what I share is most needed. The fiasco wrought by overcompensated, inadequately monitored investment bankers would not have happened had the principles I lay out been widely enshrined. Again, there is good news. The scope of the financial tragedy has caused many to rethink their priorities, and I am guardedly optimistic that a new order will emerge.

S:简单来说,在这样的一个世界里,我和大家分享的是很必要的一些。由于过度补偿而导致的致命错误,监管不力的投资银行家们本不该让这一切发生,而应该记着我说的一些原则。还有一些好消息。金融危机使得很多人开始重新思考他们的优先权,而我则对于建立的新秩序很乐观。

 

Our new world is highly competitive, though. We all have to stay on our toes continuously. Where can someone find the time to practice what you preach?

F:我们的新世界竞争激烈。我们都不得不提心吊胆的。在哪,人们能够找到时间来练习你所说的呢?

 

There is erroneous thinking embedded in your question. You don't need time to practice what I preach, and it doesn't take away from anything you would otherwise do. What I do is lay out a method of viewing the world, and my exercises are designed to be done in your everyday life. So what you need is not more time but more willingness to try my approach. Those who have sincerely tried it report that the benefits are many, many times beyond those of anything else they have attempted.

S:你的问题当中其实就含着错误的想法。你不需要时间来训练我所说的东西,而且也不需要你另外去做什么。我所做的只是把一种看待世界的方式放在你面前,而我的练习实际上也是你应该在日常生活中所做的。所以你所需要的不是更多的时间,而是要有更多的意愿,来尝试我的方法。那些认真尝试过的人都反馈说他们获益良多,比他们企图要获得的多好多倍。

 

Can you give me some examples of how lessons and exercises from your book have changed people's lives?

F:你的课程以及你书中的训练改变了人们的生活,你能给我举些例子么?

 

Sure. One of the participants in my program was left jobless when the entire division where he worked was eliminated. He told me that as a result of having taken my course and practicing its exercises assiduously, he was emotionally unshaken, and it took him less than a day to bounce back. He also mentioned that he had colleagues who got depressed, whose marriages were breaking up, who were taking refuge in drink and so on. He weighed his options and turned entrepreneurial, and now he's having the time of his life.

S:当然。我项目中的一个参与者,当他工作的整个部门被裁员时,他没有工作。他告诉我他参加我的课程以及不懈努力地训练之后,他情感上很坚定,而且用了不到一天的时间他就又振作起来了。他还提到他的同事则是有的很沮丧,有的婚姻出现问题,有的沉迷于酒精等等。他衡量了他的选择,然后转而创业,现在他生活得很快乐。

 

How are your classes different from what's in all the popular literature out there on positive thinking and well-being?

F:你的课程和现在那些很受欢迎的关于积极思考的一些课程有什么区别呢?

 

I am not a big fan of positive thinking. The term suggests that there is something negative that you have to counteract by being positive. That is an artificial duality. I have a couple of chapters in Happiness at Work where I talk about this explicitly. Far better is to not categorize as bad, things that happen to you. Then you don't need "positive thinking" because nothing "negative" has occurred. That is a far more effective approach, and it can be learned.

S:我并不热衷于积极思考这样的想法。这个术语则是说,当你面对一些消极的事情时,你才需要积极。这是一种人为制造的双重性。在我的书中,有好几章明确地谈到了这个问题。对于发生在你身上的事情来说,别把这些事儿归集到坏事儿要好得多。因为并没有什么“消极的不好的”事情发生,也就不需要“积极的思考”。这是个很有效的方法,而且应该学习。

 

How happy have you been in your own life? And how do you apply your own lessons?

F:在你记得生活中你有多开心呢?你是如何运用你的课程的呢?

 

Another excellent question. Let's just say that if you ask yourself "Am I happy?" you are not. I wouldn't change my life for anything. I am exactly where I want to be and have no plans to ever retire. If you posed the question "If you had all the money in the world, what would you do?" my honest answer would be that I'd do what I'm doing right now.

S:好问题。我们这样说吧,如果你问自己“我开心么?”,你则是不开心。我不会为任何事情改变自己的生活。我现在就在成为我想成为的人,我也从来没有过退休的计划。如果你问我,“如果你有世界上所有的钱,你会怎么做?”,我会诚实地告诉你,我会做我现在正在做的事情。

 

Sangeeth Varghese is a leadership thinker and the founder of LeadCap Ventures, a global market research and consulting firm. E-mail him at sangeethv@leadcap.net and follow him on Twitter at @leadCap. For more from Sangeeth Varghese, click here.

Sangeeth Varghese 是位领导学思想者,也是LeadCap投资管理公司的创始人,LeadCap公司是一家全球市场调查咨询公司。你可以给他发送邮件进行联系,邮件地址为:sangeethv@leadcap.net ;你也可以关注他的Twitter @leadCap。欲了解更多关于它的内容,请点击这里

 

原文地址

http://article.yeeyan.org/view/57660/113947?all=1#


 

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