So I'm going to talk about work; specifically, why people can't seem to get work done at work, which is a problem we all kind of have. But let's sort of start at the beginning.
Dakle govoriti ću o poslu, specifično zašto ljudi ne uspjevaju obaviti posao na poslu, što je problem koji svi na neki način imamo. Ali započnimo s početkom.
So, we have companies and non-profits and charities and all these groups that have employees or volunteers of some sort. And they expect these people who work for them to do great work -- I would hope, at least. At least good work, hopefully, at least it's good work -- hopefully great work. And so what they typically do is they decide that all these people need to come together in one place to do that work. So a company, or a charity, or an organization of any kind, unless you're working in Africa, if you're really lucky to do that -- most people have to go to an office every day.
Imamo kompanije, neprofitne i dobrotvorne organizacije i sve te grupe koje imaju zaposlenike ili neku vrstu volontera. I oni očekuju da ti ljudi koji rade za njih obave sjajan posao -- nadam se, u najmanju ruku. Najmanje dobar posao, to je dobar posao -- nadajući se sjajnom poslu. I ono što tipično rade je da odluče da svi ti ljudi trebaju zajedno doći na jedno mjesto i obaviti posao. Tako kompanije, ili dobrotvorne ustanove, ili organizacije bilo koje vrste, one tpično -- osim ako radite u Africi, ako ste sretni da tamo radite -- većina ljudi mora ići u ured svaki dan.
And so these companies, they build offices. They go out and they buy a building, or they rent a building, or they lease some space, and they fill this space with stuff. They fill it with tables, or desks, chairs, computer equipment, software, Internet access, maybe a fridge, maybe a few other things, and they expect their employees, or their volunteers, to come to that location every day to do great work. It seems like it's perfectly reasonable to ask that.
Tako te kompanije, grade urede. Izađu i kupe zgradu, ili iznajme zgradu, ili uzmu na leasing neki prostor, i napune prostor stvarima. Napune ga sa stolovima, ili radnim stolovima, stolicama, računalnom opremom, softverom, pristupom Internetu, možda frižiderima, možda nekim drugim stvarima, i očekuju da njihovi zaposlenici, ili njihovi volonteri, dođu na tu lokaciju svaki dan i obave sjajan posao. Čini se savršeno razumnim to tražiti.
However, if you actually talk to people and even question yourself, and you ask yourself, where do you really want to go when you really need to get something done? You'll find out that people don't say what businesses think they would say. If you ask people the question: Where do you need to go when you need to get something done? Typically, you get three different kinds of answers. One is kind of a place or a location or a room. Another one is a moving object, and a third is a time.
Ipak, ako stvarno razgovarate s ljudima ili upitate sebe, i upitate se, gdje želite otići kada stvarno trebate nešto obaviti? Otkriti ćete da ljudi ne kažu ono što poduzeća misle da će reći. Ako postavite ljudima pitanje: gdje trebate otići kada nešto trebate obaviti? Tipično dobijete tri različite vrste odgovora. Jedna vrsta se odnosi na mjesto ili lokaciju ili sobu. Druga je objekt u pokretu. I treća je vrijeme.
So here are some examples. I've been asking people this question for about 10 years: "Where do you go when you really need to get something done?" I'll hear things like, the porch, the deck, the kitchen. I'll hear things like an extra room in the house, the basement, the coffee shop, the library. And then you'll hear things like the train, a plane, a car -- so, the commute. And then you'll hear people say, "Well, it doesn't really matter where I am, as long as it's early in the morning or late at night or on the weekends." You almost never hear someone say, "The office." But businesses are spending all this money on this place called the office, and they're making people go to it all the time, yet people don't do work in the office.
Evo nekih primjera. Kada pitam ljude -- i pitam ovo pitanje ljude već 10 godina -- pitam ih, "Gdje idete kada trebate stvarno nešto napraviti?" Čujem mjesta poput trijema, stola, kuhinje. Čujem stvari poput dodatne sobe u kući, podruma, kafića, knjižnice. I onda ćete čuti stvari poput vlaka, aviona, auta -- dakle prijevoz. I onda ćete čuti da ljudi kažu, "U stvari nije toliko važno gdje sam, dok god je rano ujutro ili kasno uvečer ili vikendom." Gotovo nikada ne čujete kako netko spomene ured. Ali poslovne organizacije troše sav taj novac na to mjesto koje nazivamo uredom, i prisiljavaju ljude da idu u njih svo vrijeme, ipak ljudi opet ne rade u uredu.
What is that about?
O čemu se tu radi?
(Laughter)
Zbog čega?
Why is that? Why is that happening? And what you find out is, if you dig a little bit deeper, you find out that people -- this is what happens: People go to work, and they're basically trading in their work day for a series of "work moments" -- that's what happens at the office. You don't have a work day anymore. You have work moments. It's like the front door of the office is like a Cuisinart, and you walk in and your day is shredded to bits, because you have 15 minutes here, 30 minutes there, and something else happens, you're pulled off your work, then you have 20 minutes, then it's lunch, then you have something else to do ... Then you've got 15 minutes, and someone pulls you aside and asks you a question, and before you know it, it's 5 p.m., and you look back on the day, and you realize that you didn't get anything done. We've all been through this. We probably went through it yesterday or the day before, or the day before that. You look back on your day, and you're like, "I got nothing done today. I was at work. I sat at my desk. I used my expensive computer. I used the software they told me to use. I went to these meetings I was asked to go to. I did these conference calls. I did all this stuff. But I didn't actually do anything. I just did tasks. I didn't actually get meaningful work done."
Zašto se to događa? I ono što pronađete, ako kopate malo dublje, otkrijete da ljudi -- evo što se događa -- ljudi idu na posao, i oni u osnovi razmjenjuju svoj radni dan za serije radnih trenutaka. To je ono što se događa u uredu. Više nemate radni dan, već imate radne trenutke. To je kao da je glavni ulaz ureda poput Cuisinarta, kada uđete, vaš dan je raskomadan na komadiće, jer imate 15 minuta ovdje i 30 minuta tamo, i onda se dogodi nešto drugo i vas izvuku s posla, nakon toga trebate napraviti nešto drugo, onda imate 20 minuta, onda je ručak. Onda opet nešto drugo trebate napraviti, onda imate 15 minuta, i onda vas netko pozove na stranu i postavi Vam to pitanje. I prije nego što shvatite, već je 17:00 sati, pogledate na svoj dan, i shvatite da niste ništa konkretno napravili. Mislim, svi smo prošli kroz to. Vjerojatno smo kroz to prošli jučer, ili dan prije toga, ili dan prije toga. Osvrnete se na svoj dan, i zaključite, nisam ništa napravio danas. Bio sam na poslu. Sjedio sam za stolom. Koristio sam svoje skupo računalo. Koristio sam softver za koji su mi rekli da ga koristim. Išao sam na sastanke za koje su mi rekli da idem. Obavio sam te konferencijske pozive. Obavio sam sve te stvari. Ali u stvari nisam ništa napravio. Obavio sam zadatke. Nisam u stvari napravio ništa svrsishodno.
And what you find is that, especially with creative people -- designers, programmers, writers, engineers, thinkers -- that people really need long stretches of uninterrupted time to get something done. You cannot ask somebody to be creative in 15 minutes and really think about a problem. You might have a quick idea, but to be in deep thought about a problem and really consider a problem carefully, you need long stretches of uninterrupted time. And even though the work day is typically eight hours, how many people here have ever had eight hours to themselves at the office? How about seven hours? Six? Five? Four? When's the last time you had three hours to yourself at the office? Two hours? One, maybe? Very, very few people actually have long stretches of uninterrupted time at an office. And this is why people choose to do work at home, or they might go to the office, but they might go to the office really early in the day, or late at night when no one's around, or they stick around after everyone's left, or go in on the weekends, or they get work done on the plane, in the car or in the train, because there are no distractions.
I ono što ćete pronaći je, posebno kreativni ljudi -- dizajneri, programeri, pisci, inžinjeri, mislioci -- ti ljudi stvarno trebaju duža razdoblja bez ometanja kako bi nešto napravili. Ne možete tražiti od nekoga da bude kreativan u 15 minuta i stvarno razmisli o problemu. Možda ćete imati brzinsku ideju, ali da biste dublje razmislili o problemu i stvarno razmotrili problem pažljivo, trebate duže vremenske periode bez da vas netko ometa. I premda tipičan radni dan traje osam sati, koliko ljudi među nama je imalo osam sati u uredu samo za sebe? Što je sa sedam sati? Šest? Pet? Četiri? Kada ste zadnji puta imali tri sata za sebe u uredu? Dva sata? Jedan, možda. Jako, jako malo ljudi u stvari ima duže periode vremena u uredu bez da ih netko ometa. I to je zašto ljudi izabiru raditi kod kuće, ili možda idu u ured, ali mogu ići u ured stvarno rano tijekom dana, ili kasno noću kada nema nikoga, ili ostanu nakon što svi odu, ili dolaze vikendom, ili naprave posao u avionu, ili obave posao u autu ili u vlaku jer tamo nema ničega što bi nam odvraćalo pažnju.
Now there are different kinds of distractions, but not the really bad distractions, which I'll talk about in a minute. And this whole phenomenon of having short bursts of time to get things done reminds me of another thing that doesn't work when you're interrupted, and that is sleep. I think that sleep and work are very closely related -- not because you can work while you're sleeping and sleep while you're working. That's not really what I mean. I'm talking specifically about the fact that sleep and work are phase-based, or stage-based, events. Sleep is about sleep phases, or stages -- some people call them different things. There are five of them, and in order to get to the really deep ones, the meaningful ones, you have to go through the early ones. If you're interrupted while you're going through the early ones -- if someone bumps you in bed, or there's a sound, or whatever happens -- you don't just pick up where you left off.
Postoje različite vrste distrakcija ali nema stvarno loših vrsta distrakcija o kojima ću pričati uskoro. I ta vrsta cijelog fenomena imanja kratkih naleta vremena kada se stvari naprave podsjeća me na drugu stvar koja ne radi kada vas prekidaju, a to je san. Mislim kako su san i rad jako blisko povezani. I nije samo da možete raditi dok spavate i da možete spavati dok radite. To nije ono što mislim. Govorim specifično o činjenici da su san i posao bazirani na fazama, ili stupnjevitim događajima. U snu se radi o fazama sna, ili stupnjevima -- različiti ljudi ih različito nazivaju. Ima ih pet, i kako biste došli do stvarno dubokih, onih koje nešto znače, morate proći kroz one koje prethode. I ako vas prekinu dok prolazite kroz rane -- ako vas netko udari u krevetu, ili ako postoji zvuk, ili što god da se dogodi -- ne nastavite jednostavno tamo gdje ste stali.
If you're interrupted and woken up, you have to start again. So you have to go back a few phases and start again. And what ends up happening -- you might have days like this where you wake up at eight or seven in the morning, or whenever you get up, and you're like, "I didn't sleep very well. I did the sleep thing -- I went to bed, I laid down, but I didn't really sleep." People say you go "to" sleep, but you don't go to sleep, you go towards sleep; it takes a while. You've got to go through phases and stuff, and if you're interrupted, you don't sleep well. So does anyone here expect someone to sleep well if they're interrupted all night? I don't think anyone would say yes. Why do we expect people to work well if they're being interrupted all day at the office? How can we possibly expect people to do their job if they go to the office and are interrupted? That doesn't really seem like it makes a lot of sense, to me.
Ako vas prekinu i probude, morate ponovno započeti. Morate se vratiti nekoliko faza i započeti ponovno. I ono što se na kraju događa -- ponekad imate dane poput tih gdje se probudite u osam ujutro ili sedam ujutro, ili kada god da se ustajete, i pomislite, čovječe nisam najbolje spavao. Odradio sam san -- otišao sam u krevet, legao -- ali nisam stvarno spavao. Ljudi kažu kako idu spavati, ali ne idete spavati, idete prema snu. Jednostavno vam treba neko vrijeme; morate proći kroz faze i stvari. I ako vas prekinu, ne spavate dobro. Kako onda očekujemo -- očekuje li netko ovdje da netko može spavati dobro ako ih se prekida cijelu noć? Ne mislim da će itko reći da. Zašto očekujemo da će ljudi raditi dobro ako ih prekidaju cijeli dan u uredu? Kako možemo očekivati od ljudi da naprave svoj posao ako idu u urede da bi ih prekidali? Ne čini mi se da to ima previše smisla.
So what are the interruptions that happen at the office but not at other places? Because in other places, you can have interruptions like the TV, or you could go for a walk, or there's a fridge downstairs, or you've got your own couch, or whatever you want to do. If you talk to certain managers, they'll tell you that they don't want their employees to work at home because of these distractions. They'll sometimes also say, "If I can't see the person, how do I know they're working?" which is ridiculous, but that's one of the excuses that managers give. And I'm one of these managers. I understand. I know how this goes. We all have to improve on this sort of thing. But oftentimes they'll cite distractions: "I can't let someone work at home. They'll watch TV, or do this other thing." It turns out those aren't the things that are distracting, Because those are voluntary distractions. You decide when you want to be distracted by the TV, when you want to turn something on, or when you want to go downstairs or go for a walk. At the office, most of the interruptions and distractions that really cause people not to get work done are involuntary. So let's go through a couple of those.
Dakle što su ti prekidi koji se događaju u uredu a koji se ne događaju na drugim mjestima? Jer, na drugim mjestima, možete imati prekide, poput, televizije, ili se možete prošetati, ili imati frižider u blizini, ili imate svoj kauč, ili što god željeli raditi. I ako pričate s nekim menadžerima, oni će vam reći kako ne žele da njihovi radnici rade od kuće jer će imati te distrakcije. Također će vam reći -- ponekad će vam isto reći, "Ako ne vidim osobu, kako znam da radi?" što je naravno smiješno, ali to je isprika koju će vam dati menadžeri. I ja sam jedan od tih menadžera. Razumijem; znam kako to radi. Svi se moramo poboljšati u tim stvarima. Ali često će navesti distrakcije. "Ne mogu nekome dopustiti da radi kod kuće. Gledati će TV. Činiti će druge stvari." Ispada kako to nisu stvari koje stvarno odvraćaju pažnju. Jer su to dobrovoljne distrakcije. Vi odlučujete kada će vam televizija odvratiti pažnju. Vi odlučujete kada ćete nešto upaliti. Vi odlučujete kada ćete se spustiti ili otići u šetnju. U uredu, većina prekidanja i distrakcija koja stvarno uzrokuju da ljudi ne obave svoj posao jesu nedobrovoljne. Prođimo kroz nekoliko njih.
Now, managers and bosses will often have you think that the real distractions at work are things like Facebook and Twitter and YouTube and other websites, and in fact, they'll go so far as to actually ban these sites at work. Some of you may work at places where you can't get to certain sites. I mean, is this China? What the hell is going on here? You can't go to a website at work, and that's the problem? That's why people aren't getting work done, because they're on Facebook and Twitter? That's kind of ridiculous. It's a total decoy. Today's Facebook and Twitter and YouTube, these things are just modern-day smoke breaks. No one cared about letting people take a smoke break for 15 minutes 10 years ago, so why does anyone care if someone goes to Facebook or Twitter or YouTube here and there? Those aren't the real problems in the office.
Sada, menadžeri i šefovi će vas nagnati da mislite kako su stvarne distrakcije na poslu stvari poput Facebooka i Twittera i Youtubea i drugih web stranica. I u stvari, oni će ići toliko daleko da će stvarno zabraniti te stranice na poslu. Neki od vas možda rade na mjestima gdje nemate pristup tim stranicama. Mislim, je li ovo Kina? Što se tu događa? Ne možete otići do nekih web stranica, i to je problem, to je razlog zašto ljudi ne obavljaju svoj posao, jer idu na Facebook i idu na Twitter? To je na neki način smiješno. To je velika zabluda. I današnji Facebook i Twitter i Youtube, te stvari su suvremene pauze za pušenje. Nitko se nije zabrinjavao što ljudi uzimaju 15 minutnu pauzu za cigaretu prije 10 godina, zašto danas svi brinu o tome hoće li netko otići na Facebook tu i tamo, ili Twitter tu i tamo, ili Youtube tu i tamo? To nisu pravi problemi u uredu.
The real problems are what I like to call the M&Ms, the Managers and the Meetings. Those are the real problems in the modern office today. And this is why things don't get done at work, it's because of the M&Ms. Now what's interesting is, if you listen to all the places that people talk about doing work, like at home, in the car, on a plane, late at night, or early in the morning, you don't find managers and meetings. You find a lot of other distractions, but not managers and meetings. So these are the things that you don't find elsewhere, but you do find at the office. And managers are basically people whose job it is to interrupt people. That's pretty much what managers are for. They're for interrupting people. They don't really do the work, so they make sure everyone else is doing work, which is an interruption. We have lots of managers in the world now, and a lot of people in the world, and a lot of interruptions by these managers. They have to check in: "Hey, how's it going? Show me what's up." This sort of thing. They keep interrupting you at the wrong time, while you're actually trying to do something they're paying you to do, they tend to interrupt you. That's kind of bad.
Pravi problemi su oni koje ja volim nazivati M&M-i, menadžeri i sastanci (Managers&Meetings). To su pravi problemi suvremenog ureda danas. I tu su razlozi zašto se posao ne obavi na poslu, to je zbog M&M. Ono što je interesantno je, ako slušate o svim mjestima o kojima ljudi pričaju da obavljaju posao -- poput doma, ili auta, ili aviona, ili kasno navečer, ili rano ujutro -- ne pronalazite menadžere i sastanke; pronađete puno drugih distrakcija, ali ne nalazite menadžere i sastanke. To su dakle stvari koje ne pronalazite drugdje, ali ih ima u uredu. I menadžeri su u osnovi ljudi čiji je posao da prekidaju ljude. To je uglavnom zašto menadžeri postoje, oni su tu da ometaju ljude. Oni stvarno ne obavljaju posao, tako da osiguravaju da svi drugi obavljaju posao, što je ometanje. I trenutno imamo jako puno menadžera na svijetu. I trenutno imamo jako puno ljudi na svijetu. I trenutno postoji jako puno ometanja u svijetu zbog tih menadžera. Oni moraju provjeriti: "Bok, kako ste? Pokažite mi što se događa," i slično. I nastavljaju ometati vas u krivo vrijeme, dok u stvari pokušavate napraviti nešto za što vas plaćaju, oni imaju tendenciju da vas ometaju. To je na neki način loše.
But what's even worse is the thing that managers do most of all, which is call meetings. And meetings are just toxic, terrible, poisonous things during the day at work.
Ali ono što je još gore je stvar koju menadžeri rade više od ičega, koja se naziva sastancima. A sastanci su jednostavno otrovni, grozne, otrovne stvari za vrijeme radnog dana.
(Laughter)
Svi znamo kako je to istina.
We all know this to be true, and you would never see a spontaneous meeting called by employees. It doesn't work that way. The manager calls the meeting so the employees can all come together, and it's an incredibly disruptive thing to do to people -- to say, "Hey look, we're going to bring 10 people together right now and have a meeting. I don't care what you're doing, you've got to stop doing it, so you can have this meeting." I mean, what are the chances that all 10 people are ready to stop? What if they're thinking about something important, or doing important work? All of a sudden you tell them they have to stop doing that to do something else. So they go into a meeting room, they get together, and they talk about stuff that doesn't really matter, usually. Because meetings aren't work. Meetings are places to go to talk about things you're supposed to be doing later.
I nikada nećete doživjeti spontani sastanak koji su sazvali zaposlenici; to ne funkcionira na taj način. Menadžeri sazivaju sastanke, kako bi zaposlenici mogli doći zajedno, i to je nevjerojatna ometajuća stvar koju možete napraviti ljudima -- reći, "Gledaj, dovesti ćemo 10 ljudi sada i imati sastanak. Ne zanima me što radite. Samo morate prestati raditi ono što radite, kako bismo mogli imati sastanak." Mislim, koje su šanse da je svih 10 ljudi spremno stati? Što ako razmišljaju o nečemu jako važnom? Što ako rade na nečem jako važnom? Odjednom im kažete kako moraju prestati raditi kako bi napravili nešto drugo. Tako oni odu u sobu za sastanke, okupe se zajedno, i govore o stvarima koje najčešće nisu toliko važne. Jer sastanci nisu posao. Sastanci su mjesta na kojima govorite o stvarima koje biste poslije trebali napraviti. Ali sastanci su također samo rađajući.
But meetings also procreate. So one meeting tends to lead to another meeting, which leads to another meeting. There's often too many people in the meetings, and they're very, very expensive to the organization. Companies often think of a one-hour meeting as a one-hour meeting, but that's not true, unless there's only one person. If there are 10 people, it's a 10-hour meeting, not a one-hour meeting. It's 10 hours of productivity taken from the rest of the organization to have this one-hour meeting, which probably should have been handled by two or three people talking for a few minutes. But instead, there's a long scheduled meeting, because meetings are scheduled the way software works, which is in increments of 15 minutes, or 30 minutes, or an hour. You don't schedule an eight-hour meeting with Outlook; you can't. You can go 15 minutes or 30 minutes or 45 minutes or an hour. And so we tend to fill these times up when things should go really quickly.
Tako jedan sastanak ima tendenciju da vas dovede do drugog sastanka koji vas pak dovodi do novog sastanka. Često je previše ljudi na tim sastancima, i oni su jako, jako skupi za organizaciju. Kompanije često razmišljaju o jednosatnom sastanku kao o jednosatnom sastanku, ali to nije istina, osim ako je na sastanku samo jedna osoba. Ako je 10 ljudi na sastanku, to je 10-satni sastanak, to nije jednosatni sastanak. To je 10 sati produktivnosti koje ste skinuli od ostatka organizacije kako biste imali jednosatni sastanak, koji je vjerojatno trebao biti za samo dvoje ili troje ljudi i trajati nekoliko minuta. Ali umjesto, imati dugi planirani sastanak, jer su sastanci planirani u skladu s načinom na koji softver radi, ili sekvencama od 15, 30 ili 60 minuta. Ne planirate osmosatni sastanak s Outlookom. Ne možete. Ne znam možete li uopće i da hoćete. Možete planirati 15 minuta ili 30 minuta ili 45 minuta ili sat. I zato imamo tendenciju popuniti to vrijeme kada bi stvari trebale teći jako brzo.
So meetings and managers are two major problems in businesses today, especially at offices. These things don't exist outside of the office. So I have some suggestions to remedy the situation. What can managers do -- enlightened managers, hopefully -- what can they do to make the office a better place for people to work, so it's not the last resort, but it's the first resort, so that people start to say, "When I really want to get stuff done, I go to the office." Because the offices are well-equipped; everything is there for them to do the work. But they don't want to go there right now, so how do we change that? I have three suggestions to share with you. I have about three minutes, so that'll fit perfectly.
Tako su sastanci i menadžeri dva ključna problema u današnjem poslu, posebno za urede. Te stvari ne postoje izvan ureda. Tako da ja imam prijedloge za izliječiti situaciju. Što mogu menadžeri napraviti -- prosvijetljeni menadžeri, nadam se -- što oni mogu napraviti da uredi budu bolja mjesta za ljude koji rade, tako da ne budu zadnja mjesta za rad, već prva? To je trenutak u kojem će ljudi reći, "Kada stvarno želim napraviti stvari, odem u ured." Jer je ured dobro opremeljen, sve bi trebalo biti tamo za obaviti posao, ali oni tamo ne žele sada ići, tako da moramo vidjeti što možemo napraviti da to promijenimo? Imam tri prijedloga koja ću s vama podijeliti. Imam još tri minute pa bi se to trebalo savršeno slagati.
We've all heard of the Casual Friday thing. I don't know if people still do that. But how about "No-talk Thursdays?"
Svi smo čuli za "neformalni petak". Ne znam rade li još uvijek ljudi to. Ali što bi bilo da uvedemo "četvrtak bez govora".
(Laughter)
Što --
Pick one Thursday once a month, and cut it in half, just the afternoon -- I'll make it easy for you. So just the afternoon, one Thursday. First Thursday of the month, just the afternoon, nobody in the office can talk to each other. Just silence, that's it. And what you'll find is that a tremendous amount of work gets done when no one talks to each other. This is when people actually get stuff done, is when no one's bothering them or interrupting them. Giving someone four hours of uninterrupted time is the best gift you can give anybody at work. It's better than a computer, better than a new monitor, better than new software, or whatever people typically use. Giving them four hours of quiet time at the office is going to be incredibly valuable. If you try that, I think you'll agree, and hopefully you can do it more often. So maybe it's every other week, or every week, once a week, afternoons no one can talk to each other. That's something that you'll find will really, really work.
uzmite jedan četvrtak samo jednom mjesečno i presjecite taj dan na pola i recite samo popodne -- olakšati ću to za vas. Samo popodne, jedan četvrtak. Prvi četvrtak u mjesecu -- samo popodne -- nitko u uredu ne može s nikime razgovarati. Samo tišina, to je to. I ono što ćete pronaći jest da će se nevjerojatna količina posla obaviti kada nitko s nikime ne priča. To je onda kada ljudi stvarno naprave stvari, kada ih nitko ne uznemiruje, kada ih nitko ne prekida. I možete dati nekome -- dati nekome četiri sata bez prekidanja je najbolji dar koji možete dati nekome na poslu. To je bolje od računala. To je bolje od novog monitora. To je bolje od novog softvera, ili štogod već ljudi koriste. Dati im četiri sata tišine u uredu će biti nevjerojatno vrijedno. I ako to pokušate, vjerujem kako ćete se sa mnom složiti. I možda, nadam se to češće raditi. Možda je to svaki drugi tjedan, ili svaki tjedan, jednom tjedno, popodneva kada nitko ne može pričati s nikime. To je nešto što ćete vidjeti da stvarno, stvarno funkcionira.
Another thing you can try, is switching from active communication and collaboration, which is like face-to-face stuff -- tapping people on the shoulder, saying hi to them, having meetings, and replace that with more passive models of communication, using things like email and instant messaging, or collaboration products, things like that. Now some people might say email is really distracting, I.M. is really distracting, and these other things are really distracting, but they're distracting at a time of your own choice and your own choosing. You can quit the email app; you can't quit your boss. You can quit I.M.; you can't hide your manager. You can put these things away, and then you can be interrupted on your own schedule, at your own time, when you're available, when you're ready to go again. Because work, like sleep, happens in phases. So you'll be going up, doing some work, and then you'll come down from that work, and then maybe it's time to check that email or I.M. There are very, very few things that are that urgent, that need to happen, that need to be answered right this second. So if you're a manager, start encouraging people to use more things like I.M. and email and other things that someone can put away and then get back to you on their own schedule.
Još jedna stvar koju možete pokušati je prebacivanje s aktivne komunikacije i kolaboracije, koja je licem-u-lice, tapšanje ljudi po ramenu, pozdravljanje, imanje sastanaka, i zamjeniti to s pasivnijim modelima komunikacije koristeći stvari poput e-pošte i instant poruka, ili kolaborativnih proizvoda -- stvari poput toga. Neki ljudi će možda reći kako e-pošta stvarno ometa i kako su instant poruke stvarno ometajuće, i te druge stvari stvarno ometaju, ali one ometaju u vrijeme kada to sami odlučite i izaberete. Možete izaći iz aplikacije za e-poštu, ali ne možete otkazati svom šefu. Možete prekinuti instant poruke, ali se ne možete sakriti svom menadžeru. Možete staviti te stvari sa strane, i onda vas mogu prekidati po vašem rasporedu, u vrijeme kada želite, kada ste dostupni, kada ste spremni ponovno krenuti. Jer se posao, poput sna, događa u fazama. Tako ćete ići gore i obaviti neki posao, i onda ćete ići prema dolje, od posla, i onda je možda vrijeme za provjeriti e-poštu, ili instant poruke. I jako je, jako malo stvari koje su toliko hitne da se moraju dogoditi, da se na njih mora odgovoriti istu sekundu. Tako ako vaš menadžer, počne poticati ljude da koriste više stvari poput instant poruka i e-pošte i drugih stvari koje se mogu odgoditi i uzeti kada vam odgovara.
And the last suggestion I have is that, if you do have a meeting coming up, if you have the power, just cancel it. Just cancel that next meeting.
I zadnja preporuka koju imam je, ako imate nadolazeći sastanak, i imate moć, jednostavno ga otkažite, jednostavno otkažite taj sastanak.
(Laughter)
Danas je petak -- dakle ponedjeljak, ljudi obično zakazuju sastanke ponedjeljkom.
Today's Friday, usually people have meetings on Monday. Just don't have it. I don't mean move it; I mean just erase it from memory, it's gone. And you'll find out that everything will be just fine. All these discussions and decisions you thought you had to make at this one time at 9 a.m. on Monday, just forget about them, and things will be fine. People will have a more open morning, they can actually think. You'll find out all these things you thought you had to do, you don't actually have to do.
Jednostavno ga nemojte imati. Ne mislim da ga prebacite, mislim da ga izbrišete iz memorije, da nestane. I vidjeti ćete kako će sve i dalje biti dobro. Sve te diskusije i odluke za koje ste mislili da ih morate napraviti u to vrijeme u 09:00 u ponedjeljak, jednostavno zaboravite na njih, i sve će biti u redu. Ljudi imaju otvorenije jutro, mogu stvarno misliti, i otkriti ćete da su sve te stvari koje ste trebali napraviti u stvari one koje ne trebate napraviti.
So those are just three quick suggestions I wanted to give you guys to think about. I hope that some of these ideas were at least provocative enough for managers and bosses and business owners and organizers and people who are in charge of other people, to think about laying off a little bit, and giving people more time to get work done. I think it'll all pay off in the end.
Dakle, to su tri brze sugestije koje sam vam htio dati da o njima razmislite. I nadam se kako su neke od ovih ideja bile barem dovoljno provokativne za menadžere i šefove i vlasnike i organizatore i ljude koji upravljaju drugim ljudima da razmislte o tome da malo odustanu i daju ljudima više vremena za obavljanje posla. I mislim kako će se sve to na kraju isplatiti.
So, thanks for listening.
Hvala vam što ste slušali.
(Applause)
(Pljesak)