????避免時(shí)間碎片化。許多公司會(huì)間隔30或60分鐘安排會(huì)議,，但富勒指出,，大量研究顯示,，人在被打斷之后至少需要15分鐘時(shí)間才能重新集中精神，“如果在下一次會(huì)議之前的時(shí)間不足一個(gè)小時(shí),，那就很難保持高效率,。”他建議,，盡可能安排連續(xù)會(huì)議,，使得每個(gè)人每天都能有一大段不被打擾的時(shí)間，集中做好自己的實(shí)際工作,。

????實(shí)行審批,。富勒說(shuō)：“用于開(kāi)會(huì)的時(shí)間之所以失去控制，是因?yàn)樵诖蠖鄶?shù)公司,，沒(méi)有人負(fù)責(zé)統(tǒng)計(jì)時(shí)間,。沒(méi)有人決定必要的會(huì)議時(shí)長(zhǎng)?！睘榱私鉀Q這個(gè)問(wèn)題,，VoloMetrix的一些客戶將時(shí)間預(yù)算納入了財(cái)政預(yù)算。富勒說(shuō)：“在每一個(gè)新的研發(fā)周期或其他類(lèi)型的項(xiàng)目開(kāi)始時(shí),，負(fù)責(zé)人都要設(shè)定會(huì)議預(yù)算,，把它作為總體開(kāi)支的一部分。會(huì)議預(yù)算需要經(jīng)過(guò)同樣的審批過(guò)程,?！彼a(bǔ)充道，有些管理人員最初懷有抵觸心理,，但親自做過(guò)計(jì)算之后就會(huì)轉(zhuǎn)變態(tài)度,。富勒表示，在一家大型生物科技公司,，首席財(cái)務(wù)官“預(yù)計(jì)公司高薪聘請(qǐng)的大量員工每年用于開(kāi)會(huì)的時(shí)間總計(jì)為60,000個(gè)小時(shí),。在被告知需要削減開(kāi)會(huì)時(shí)間時(shí)，他非常生氣,。后來(lái),，他親眼看到了計(jì)算數(shù)據(jù)，了解了用于開(kāi)會(huì)的時(shí)間將給公司造成的實(shí)際損失,。于是,，他改變了自己的想法?！保ㄘ?cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????Avoid time fragmentation. At lots of companies, meetings are scheduled with 30 or 60-minute blocks of time between them, but Fuller points to reams of research showing that it takes people at least 15 minutes to regain focus after an interruption, and “it’s difficult to be productive when you have less than an hour until your next meeting.” Whenever possible, he suggests, schedule meetings back-to-back, so that everyone gets a big block of uninterrupted time each day to concentrate on their actual work.

????Require authorization. “Time spent in meetings really gets out of control because, in most companies, no one is counting,” Fuller says. “There’s no one deciding how much meeting time is really necessary.” To fix that, some VoloMetrix clients have made time budgeting part of financial budgets. “At the start of each new product-development cycle or other kind of project, the person in charge sets a meeting budget as part of the total cost,” Fuller says. “And it has to go through the same approval process.” He adds that some managers resist this at first—until they do the math. At one large biotech company, the chief financial officer “was expecting his large staff of highly paid people to spend a total of 60,000 hours a year in meetings, and he got annoyed at being told he had to cut that down,” Fuller says. “Then he saw the figures on what all those hours actually cost the company in dollars, and he changed his mind.”