????戒掉“黑莓”依賴癥

????哈佛商學(xué)院（Harvard Business School）教授萊斯麗?佩羅在波士頓咨詢集團(tuán)（the Boston Consulting Group）的波士頓辦事處發(fā)起了一個(gè)項(xiàng)目,，它的本意旨在實(shí)現(xiàn)工作與生活的平衡，沒(méi)想到卻通過(guò)減少智能手機(jī)的開(kāi)機(jī)時(shí)間,，重新定義了團(tuán)隊(duì)合作的意義,。佩羅認(rèn)為，大多數(shù)咨詢顧問(wèn)都給自己施加了不少自我暗示的壓力,，認(rèn)為必須要通過(guò)黑莓手機(jī)與同事時(shí)刻保持聯(lián)系,。實(shí)際上客戶一般不會(huì)要求顧問(wèn)隨叫隨到，大多數(shù)下班后的對(duì)話都發(fā)生在同事之間,。大多數(shù)顧問(wèn)都不敢離開(kāi)自己的黑莓手機(jī),，甚至連關(guān)機(jī)一個(gè)晚上也不放心。

????佩羅在她的著作——《與智能手機(jī)共眠》（Sleeping with Your Smartphone）一書中把這種行為稱為“應(yīng)答怪圈”,。2008年,，她開(kāi)始與波士頓咨詢集團(tuán)的三支團(tuán)隊(duì)一起工作,，研究如何能改變?nèi)藗児彩碌姆绞剑瑴p少不必要的通訊,。為了打破這個(gè)怪圈,，佩羅引入了一種小變化，她稱之為“可預(yù)測(cè)的休息”,。比如當(dāng)一名顧問(wèn)在周三晚上6點(diǎn)關(guān)掉黑莓手機(jī)后,，到第二天早上之前，如果發(fā)生緊急事件,，他的一名同事可以為他頂上,，讓他可以安心休息。此外,，團(tuán)隊(duì)每周要會(huì)面一次,，討論這個(gè)計(jì)劃的執(zhí)行情況。

????當(dāng)然,，在一周的其它6天里,，客戶還是隨時(shí)可以通過(guò)手機(jī)聯(lián)系到這些顧問(wèn)。因此這個(gè)試驗(yàn)并沒(méi)有顯著減少顧問(wèn)們的應(yīng)答責(zé)任,。佩羅稱：“它并不能使一項(xiàng)艱難的工作變輕松,，只能使它變得更好?！?/p>

????波士頓咨詢集團(tuán)波士頓辦事處咨詢與商業(yè)服務(wù)負(fù)責(zé)人迪波拉?洛維奇指出：“我們的員工并不介意努力工作,，他們?nèi)鄙俚闹皇菍?duì)生活的可預(yù)測(cè)性?！钡乾F(xiàn)在他們可以在訂餐的時(shí)候知道,，他們不會(huì)突然因?yàn)楣ぷ鞯氖露黄确艞夁@頓飯了。過(guò)去,，波士頓咨詢集團(tuán)的顧問(wèn)們并非每周七天,、每天24小時(shí)全天候工作，但必須保證隨叫隨到,。

????佩羅指出,，當(dāng)公司要求員工必須把手機(jī)關(guān)機(jī)一天后，這種做法鼓勵(lì)了員工將他們的任務(wù)進(jìn)行優(yōu)先排序,，重新安排自己的時(shí)間,，甚至團(tuán)隊(duì)的工作效率也提升了。這個(gè)項(xiàng)目取得了巨大的成功,，現(xiàn)在波士頓咨詢集團(tuán)在北美的顧問(wèn)中,，有69%的人每周都會(huì)把他們的黑莓手機(jī)關(guān)掉一天。

????佩羅選擇了兩組顧問(wèn)進(jìn)行研究。一組顧問(wèn)每周將黑莓手機(jī)關(guān)掉一天,；另一組顧問(wèn)作為參照組,，他們的手機(jī)仍然保持每周7天、每天24小時(shí)開(kāi)機(jī),。然后佩羅把他們對(duì)公司的忠誠(chéng)度以及他們的工作與生活的平衡度進(jìn)行了對(duì)比,。結(jié)果第一組中有58%的員工表示愿意繼續(xù)留在公司。相比之下,，第二組中只有40%的員工持同樣的態(tài)度,。另外，第一組有54%的員工表示他們的工作與生活的平衡度較為穩(wěn)定,，而這個(gè)比例在參照組中只有38%,。

????佩羅還調(diào)查了客戶對(duì)波士頓咨詢集團(tuán)的顧問(wèn)每周關(guān)機(jī)一晚持何態(tài)度，大多數(shù)客戶表示他們并沒(méi)有注意到任何變化,，這說(shuō)明大多數(shù)顧問(wèn)要么是自行把7*24小時(shí)開(kāi)機(jī)的要求強(qiáng)加到自己身上,，要么就是因?yàn)閬?lái)自同事的壓力。

????每周關(guān)機(jī)一晚,，讓同事為你“值夜班”,，可以“產(chǎn)生更多的開(kāi)放性，并且讓人能夠討論更多有關(guān)工作和私人生活的問(wèn)題,。它可以產(chǎn)生更多激情,，”佩羅說(shuō)。

????譯者：樸成奎

????The Blackberry time-suck

????What started as a project to boost work-life balance at the Boston office of the Boston Consulting Group (BCG) by Leslie Perlow, a professor at Harvard Business School, turned into a way to redefine teamwork by reducing 24/7 BlackBerry access. Perlow concluded that most consultants created self-induced pressure to stay in touch with colleagues via BlackBerry. Clients weren't demanding full-time access, and most non-work hour conversations were among teammates. Most consultants balked about relinquishing the use of their BlackBerry, even for one night.

????In her book Sleeping with Your Smartphone, Perlow called this behavior "the cycle of responsiveness." She started working with three teams at BCG in 2008 (which eventually turned into a study of 1,000 teams) to determine how they could change how they work together and reduce the 24/7 communication. To break this cycle, Perlow introduced small changes she called "predictable time off." When one consultant took a BlackBerry break Wednesday night after 6 p.m. until the next morning, a colleague would cover in case of an emergency, freeing the consultant from worry. Moreover, the team met weekly to discuss how the plan was working.

????Of course, BCG consultants were still reachable by BlackBerry 24/7 the other six days a week, so this experiment didn't radically diminish their on-call responsibilities. Perlow said, "It doesn't make a tough job easier; it just makes it better."

????"Our staff didn't mind working hard, but what they missed was the lack of predictability in their life," explained Deborah Lovich, head of consulting and business services at BCG's Boston office. Now they could make a dinner reservation and know they wouldn't miss it because of work. In the past, BCG consultants didn't work 24/7, but they were on call 24/7.

????When the firm's staff was forced to turn off their gadgets for one day, it encouraged them to prioritize their tasks, rethink how they were spending their time, and even work better as a team, Perlow says. The project has been so successful that 69% of all consultants in BCG North America now turn their BlackBerrys off one day a week.

????Perlow surveyed two types of consultant groups: those who took a day off from Blackberry use and a control group of employees who didn't and compared their attitudes on staying at the firm and work life balance. Fifty-eight percent of the BCG employees who separated from their BlackBerrys said they were likely to stay at the firm. By comparison, just 40% of those who had continued with their normal smartphone use said the same thing. And 54% of the BlackBerry blackout group reported a solid work life balance, compared to 38% in the control group.

????When Perlow surveyed clients about BCG's consultants taking a night off from availability, most hadn't noticed any change, underscoring the theory that most consultants either impose the 24/7 approach on themselves or are responding to peer pressure.

????Taking that one night off and keeping communication lines with your coworkers open "creates more openness and ability to discuss issues about work and personal life. It creates more passion," Perlow said.