辦公室休息好才能工作好

　　It was 4 p.m. on a recent Friday -- a time of the week when I usually relax and leave the rest of my to-do list to finish over the weekend. But as this recent weekend approached, I kept pushing myself, heart pumping, to get to the bottom of my list of planned tasks for the week.

　　那是不久前的一個周五，下午4點(diǎn)──通常在一周的這個時候我都會放松一下，將待完成的工作留到周末再做。但那一天，當(dāng)周末漸漸來臨時，我還心如擂鼓地逼著自己完成當(dāng)周的所有工作計劃。 讓你少奮斗八年的工作經(jīng)驗

　　After years of working on and off throughout most weekends, I was trying a new approach by taking off at least one entire day every weekend this month, away from reporting, writing and all other work. Early on, I hated it. As simple as it seemed, sticking to a time-off plan stressed me out at first. What I didn't see right away was that my little test was forcing me to improve the way I work.

　　多年來的大多數(shù)周末我都在工作，這個月我試圖采用一種新方法，每個周末至少休息一整天，不去想報道、寫作和所有其他工作。起初我討厭這樣。雖然看上去很簡單，但要堅持暫時放下工作的計劃一開始讓我很緊張。我當(dāng)時沒有意識到，這個小小的試驗迫使我改進(jìn)了自己的工作方法。

　　Amid layoffs and burgeoning workloads, it seems, working any time, all the time, has become a habit. A survey of 605 U.S. workers last spring by the Society for Human Resource Management found that 70% of employees work beyond scheduled time and on weekends; more than half blame 'self-imposed pressure.' Now, new research suggests some have reached the point where a paradoxical truth applies: To get more done, we need to stop working so much.

　　在裁員大潮和工作量劇增的情況下，工作隨叫隨到、無休無止似乎已經(jīng)成了習(xí)慣。人力資源管理學(xué)會(Society for Human Resource Management)去年春季對605名美國工人進(jìn)行的調(diào)查顯示，70%的工人會超時工作，周末也要工作;一半以上的人說這是因為自己給自己強(qiáng)加的壓力。現(xiàn)在，新的.研究表明，一些人已經(jīng)到了適用于一個看似自相矛盾的原理的地步：要做完更多的工作，我們就得少做點(diǎn)兒。

　　A groundbreaking four-year study, set for publication in the October issue of Harvard Business Review, seems to confirm that getting away from work can yield unexpected on-the-job benefits. When members of 12 consulting teams at Boston Consulting Group were each required to take a block of 'predictable time off' during every work week, 'we had to practically force some professionals' to get away, says Leslie Perlow, the Harvard Business School leadership professor who headed the study.

　　《哈佛商業(yè)評論》(Harvard Business Review)10月號即將發(fā)表一項為期四年的研究，這一具有劃時代意義的研究似乎證實(shí)了，放下工作能夠給工作帶來意想不到的好處。負(fù)責(zé)這項研究的哈佛商學(xué)院教授佩羅(Leslie Perlow)說，波士頓咨詢公司(Boston Consulting Group)的12個咨詢小組的成員被要求每人每周固定休息一段時間，他說，事實(shí)上我們必須迫使一些專業(yè)人士放下工作。

　　But the results surprised Harvard researchers and Boston Consulting executives alike. Working together to make sure each consultant got some time off forced teams to communicate better, share more personal information and forge closer relationships. They also had to do a better job at planning ahead and streamlining work, which in some cases resulted in improved client service, based on interviews with clients. Boston Consulting is so pleased with the outcome that the firm is rolling out a similar teaming strategy over the coming year on many new U.S. and some overseas projects, says Grant Freeland, senior partner and managing director of the firm's Boston office. 'We have found real value in this,' he says. 'It really changes how we do our work.'

　　但這樣做的結(jié)果令哈佛研究人員和波士頓咨詢公司的管理人員都大為驚訝。由于要通力合作，確保每位咨詢師都能有時間休息，這就迫使各個小組加強(qiáng)溝通，分享更多個人信息，而且形成了更好的關(guān)系。他們還必須更好地進(jìn)行提前規(guī)劃，簡化工作程序，從對訪問客戶的結(jié)果看，這種情況有時帶來客戶服務(wù)的改善。 波士頓咨詢公司高級合伙人兼董事總經(jīng)理弗里蘭德(Grant Freeland)說，公司對這一結(jié)果十分滿意，未來一年將在許多新的美國和海外項目推行類似的團(tuán)隊合作策略。他說，我們發(fā)現(xiàn)了它的實(shí)際價值。它真的改變了我們的工作方式。

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