導(dǎo)讀據(jù)我所知，英國(guó)《金融時(shí)報(bào)》從來(lái)沒(méi)有被一個(gè)超驗(yàn)的冥想愛(ài)好者管理過(guò)這份報(bào)紙似乎也沒(méi)有任何管理者認(rèn)為，解決辦公室爭(zhēng)吵的最佳方法是讓大家圍坐成一圈，長(zhǎng)時(shí)間地討論問(wèn)題....

據(jù)我所知，英國(guó)《金融時(shí)報(bào)》從來(lái)沒(méi)有被一個(gè)超驗(yàn)的冥想愛(ài)好者管理過(guò)這份報(bào)紙似乎也沒(méi)有任何管理者認(rèn)為，解決辦公室爭(zhēng)吵的最佳方法是讓大家圍坐成一圈，長(zhǎng)時(shí)間地討論問(wèn)題As far as I know, the Financial Times has never been run by a transcendental meditation devotee. Nor does it seem to have any managers who think the best way to fix an office squabble is to get everyone to sit down in a circle to h ash it out.，下面我們就來(lái)說(shuō)一說(shuō)關(guān)于工資管理系統(tǒng)的任務(wù)?我們一起去了解并探討一下這個(gè)問(wèn)題吧!

工資管理系統(tǒng)的任務(wù)

據(jù)我所知，英國(guó)《金融時(shí)報(bào)》從來(lái)沒(méi)有被一個(gè)超驗(yàn)的冥想愛(ài)好者管理過(guò)。這份報(bào)紙似乎也沒(méi)有任何管理者認(rèn)為，解決辦公室爭(zhēng)吵的最佳方法是讓大家圍坐成一圈，長(zhǎng)時(shí)間地討論問(wèn)題。As far as I know, the Financial Times has never been run by a transcendental meditation devotee. Nor does it seem to have any managers who think the best way to fix an office squabble is to get everyone to sit down in a circle to h ash it out.

我看不出這種局面會(huì)很快變化，但在其他地方，冥想、咒語(yǔ)和正念運(yùn)動(dòng)似乎正以驚人的速度滲透到企業(yè)界。從谷歌(Google)和英特爾(Intel)到塔吉特(Target)和通用磨坊(General Mills)，正念計(jì)劃到處涌現(xiàn)。億萬(wàn)富翁、全球最大對(duì)沖基金橋水(Bridgewater)的創(chuàng)始人雷?戴利奧(Ray Dalio) 40多年來(lái)天天抽出時(shí)間冥想。他鼓勵(lì)員工也這么做，并認(rèn)為冥想是他成功的“最大因素”。I cannot see this changing any time soon but elsewhere, meditation, mantras and the mindfulness movement in general seem to be penetrating the corporate world at an astonishing clip. Mindfulness programmes have now sprouted everywhere from Google and Intel to Target and General Mills. Ray Dalio, the billionaire founder of Bridgewater, the world’s largest hedge fund, has been meditating daily for more than 40 years. He encourages his staff to do the same and thinks meditation is “the biggest ingredient” of his success.

領(lǐng)英(LinkedIn)首席執(zhí)行官杰夫?韋納（Jeff Weiner，另一位冥想愛(ài)好者）相信“富有同情心的管理”，并喜歡以這個(gè)思路聘用員工。美國(guó)云軟件集團(tuán)Salesforce把禪宗僧侶帶到公司與員工座談，并在其大廈內(nèi)創(chuàng)建了專設(shè)正念空間。那么圍坐呢？根據(jù)公司正念專家利亞?魏斯(Leah Weiss)的一本書，這是洛杉磯房地產(chǎn)公司Decurion Corporation解決問(wèn)題的方式。她在斯坦福大學(xué)商學(xué)院( Stanford Graduate School of Business)講授“富有同情心的領(lǐng)導(dǎo)”，她那本書的書名在很大程度上概括了她的思想：《我們?nèi)绾喂ぷ鳎夯畛瞿愕哪繕?biāo)，贏回你的理智，擁抱每日的磨煉》(How We Work: Live Your Purpose, Reclaim Your Sanity, and Embrace the Daily Grind)。LinkedIn’s chief executive, Jeff Weiner (another meditation enthusiast), believes in “compassionate management” and likes to hire accordingly. Salesforce, the US cloud software group, brings in Zen Buddhist monks to speak to staff and has created special mindfulness spaces in its buildings. And circle-sitting? That is how problems are solved at Decurion Corporation, a Los Angeles real estate company, according to a book by Leah Weiss, a guru of corporate mindfulness. She teaches “compassionate leadership” at Stanford University’s Graduate School of Business and the title of her book pretty much sums up her thoughts: How We Work: Live Your Purpose, Reclaim Your Sanity, and Embrace the Daily Grind.

魏斯認(rèn)為，人們可以通過(guò)培養(yǎng)目標(biāo)感和擁抱正念，來(lái)找到工作的意義和樂(lè)趣。Ms Weiss thinks one can find meaning and joy at work by developing one’s sense of purpose and embracing mindfulness.

我承認(rèn)，我是帶著一種恐懼感接近這本書的。每當(dāng)我讀到有關(guān)在工作中尋找目標(biāo)的論述時(shí)，就會(huì)想起一位在美國(guó)的公務(wù)員朋友，她過(guò)去在電腦屏幕上貼兩個(gè)便利貼。一個(gè)寫著“醫(yī)療保險(xiǎn)”。另一個(gè)寫著“抵押貸款”。她的工作并不是世界上最糟糕的，但就像其他許多打工者一樣，她對(duì)工作也沒(méi)有期望太多——這在我看來(lái)似乎非常合理。I admit I approached the book with a sense of dread. Whenever I read about finding purpose in work, I think of a civil servant friend of mine in the US who used to have two Post-it notes stuck on her computer screen. One said “health insurance”. The other said “the mortgage”. She didn’t have the worst job in the world but like a lot of other workers, she did not expect too much from it either, which seems perfectly reasonable to me.

說(shuō)到這里，我有一些非常聰明的朋友，他們非常推崇冥想和正念應(yīng)用程序。這顯然對(duì)他們很有用，再說(shuō)取笑任何能緩解工作壓力的事物似乎都很無(wú)禮。Saying that, I have some very clever friends who swear by meditation and mindfulness apps. This clearly works for them and it seems churlish to poke fun at anything that eases the stress of working life.

然而，魏斯的書有什么地方一直讓我心煩。直到我讀了斯坦福大學(xué)商學(xué)院另一位教授寫的另一本新書，我才意識(shí)到讓我心煩的是什么。Yet something about the Weiss book kept annoying me. It wasn’t until I read another new book — by another Stanford business school professor — that I realised what it was.

杰弗里?費(fèi)弗爾(Jeffrey Pfeffer)的《為工資而死》(Dying for a Paycheck)認(rèn)為，辦公室白領(lǐng)職位的工作壓力太大了，以至于它們可能像體力勞動(dòng)那么不健康。強(qiáng)制推行加班加點(diǎn)、不可預(yù)測(cè)的工作日程、無(wú)情的裁員以及其他“整人”做法的有毒雇主造成的“社會(huì)污染”，意味著疲憊不堪、受損的員工被拋向本已捉襟見(jiàn)肘的公共衛(wèi)生和福利體系。Jeffrey Pfeffer’s Dying for a Paycheck argues that white collar office jobs have become so stressful they can be as unhealthy as manual labour. The “social pollution” of toxic employers who impose long hours, unpredictable work schedules, relentless lay-offs and other ills on their staff means burnt-out, damaged workers are being dumped on to strained public health and welfare systems.

費(fèi)弗爾提供了一系列解決方案，首先是衡量不健康工作場(chǎng)所的代價(jià)，并揭露作惡者。他沒(méi)有建議的一件事是更多的正念，他為什么要這樣做？首先，正念無(wú)助于改變壓力的根本原因：糟糕的管理。正念還會(huì)便利地將福祉負(fù)擔(dān)從造成壓力的雇主身上轉(zhuǎn)移到試圖應(yīng)付壓力的員工身上。更糟糕的是，它也許會(huì)導(dǎo)致某種“幸福漂白”：雇主們一邊披上關(guān)心員工的外衣，一邊又用糟糕的管理方式傷害他們。Mr Pfeffer offers a list of solutions, starting with an effort to measure the toll of unhealthy workplaces and highlighting offenders. One thing he does not suggest is more mindfulness, and why would he? For one thing, it does nothing to alter the underlying cause of stress: bad management. It also conveniently shifts the burden of wellbeing from the employer causing stress to the employee trying to deal with it. Worse, it allows what you might call “well-washing”: employers who cloak themselves in a veneer of caring for their workers while hurting them with bad management practices.

想想美國(guó)安泰保險(xiǎn)集團(tuán)(Aetna)吧。在其首席執(zhí)行官本人遭遇健康問(wèn)題后，該公司開(kāi)始更多地關(guān)注員工福祉，具體做法包括提高工資、改善員工醫(yī)療計(jì)劃并且（不可避免地）提供正念計(jì)劃。然而，正如費(fèi)弗爾所指出的那樣，安泰保險(xiǎn)集團(tuán)也通過(guò)提早退休計(jì)劃或裁員縮小了員工規(guī)模，盡管裁員被認(rèn)為對(duì)健康嚴(yán)重有害。我相信這不是孤例。Consider Aetna, the US health insurance group. After its chief executive had his own brush with health woes, it began to focus more on employee wellbeing, raising wages, improving its staff medical plan and offering — inevitably — mindfulness programmes. Yet as Mr Pfeffer points out, Aetna has also downsized its workforce with early retirement offers or lay-offs, even though the latter are known to be seriously bad for people’s health. I am sure it is not alone.

所以，下次當(dāng)你讀到一家公司提供冥想室和正念計(jì)劃的消息時(shí)，別急著鼓掌，要問(wèn)一問(wèn)：這家公司真的對(duì)員工福祉感興趣嗎？抑或它只是又一種幸福漂白劑？So next time you read about a company offering meditation rooms and mindfulness programmes, hold the applause and ask this: is it seriously interested in its workers’ wellbeing? Or is it just another well-washer?