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.
Torej, govoril bom o delu, natančneje, zakaj ljudje ne morejo delati na delovnem mestu, kar je težava, ki jo imamo vsi. Naj začnem na začetku.
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.
Pomislimo na podjetja, dobrodelne organizacije, nevladne organizacije, vse organizacije, ki imajo zaposlene ali prostovoljce. Organizacije pričakujejo, da bodo zaposleni odlično opravili delo -- upam, da to pričakujejo. Vsaj dobro opravili, upam, da vsaj to -- če se da, pa opravili odlično delo. Organizacije se ponavadi odločijo, da naj bodo zaposleni zbrani na enem mestu, medtem ko delajo. Podjetje, dobrodelna ustanova ali druga organizacija torej pričakuje -- razen če ne delate v Afriki, če imate to srečo seveda -- da bodo ljudje vsak dan prišli v pisarno.
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.
In zato podjetja gradijo pisarniške prostore. Podjetje zgradi ali najame poslovno stavbo, ali pa poslovni prostor in ga opremi. Opremijo ga s pisalnimi mizami, stoli, računalniki, programsko opremo, dostopom do interneta, morda hladilnikom, morda še s čim, in pričakujejo da bodo zaposleni, ali prostovoljci, vsak dan prišli in opravili odlično delo. Zdi se, da je taka zahteva razumna.
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.
Toda, ko povprašate ljudi, in ko se zamislite in se vprašate, kje želite delati, da resnično naredite zastavljeno, tedaj spoznate, da se ljudje ne strinjajo s podjetji. Kadar vprašate ljudi, kje želijo delati, da bo delo narejeno, dobite tri tipične odgovore. Prvi omenja prostor, ali lokacijo ali sobo. Drugi omenja transportno sredstvo. In tretji omenja čas dneva.
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.
Na primer. Ko sprašujem ljudi, in taka vprašanja postavljam že deset let, jih vprašam: "Kam greste, kadar želite resnično nekaj narediti?" In slišim odgovore kot veranda, terasa, kuhinja. Slišim odgovore kot prazna soba v hiši, klet, kavarna, knjižnica. In potem slišim odgovore kot vlak, letalo, avto -- prevozna sredstva torej. In nato slišim: "Hja, niti ni pomembno kje sem, le da je to zgodaj zjutraj ali pozno zvečer ali med vikendi". Skoraj nikdar pa ne slišim pisarna. Pa vendar podjetja zapravljajo denar za pisarne in silijo ljudi, da v njih preživljajo delovnik, čeprav ljudje v pisarnah sploh ne delajo.
What is that about?
Čemu smo priča?
(Laughter)
Zakaj je tako?
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."
Zakaj se to dogaja? Ko pobrskate globlje ugotovite, da ljudje -- tole se zgodi: ljudje gredo na delo, v resnici pa zamenjajo delovnik za niz delovnih trenutkov. To se zgodi v pisarni. Delovnik ne obstaja več, so samo še delovni trenutki. Kot da s prihodom v pisarno stopiš v mesoreznico in tvoj delovni dan je sesekljan v koščke, 15 minut tukaj, 30 minut tam, in se zgodi nekaj novega in te odtegne delu, in moraš zopet postoriti nekaj drugega, pa imaš 20 minut za delo, in potem kosilo. Potem je potrebno postoriti to in ono, zopet dobiš 15 minut za delo in zopet te nekdo zmoti z vprašanjem. In predno se zaveš je ura pet, popoldan, pogled nazaj pa ti pokaže, da nisi naredil ničesar. Vsi smo že doživeli to. Možno, da smo to doživeli včeraj, ali predvčerajšnjim, ali dan predtem. Ozreš se nazaj na dan in ugotoviš, da nisi nič naredil. Bil sem v službi. Lepo za pisalno mizo in za dragim računalnikom. Delal sem s programsko opremo, ki so mi jo dali. Bil sem na sestankih, na katere sem bil vabljen. Imel sem konferenčne klice. Vse to sem delal. V resnici pa nisem prav ničesar naredil. Samo delal sem. Vendar pa nisem delal smiselnih opravil.
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.
In tako ugotovitie, pravposebej pri kreativnih ljudeh, dizajnerjih, programerjih, pisateljih, inžinerjih, mislecih, da ljudje resnično potrebujemo daljša, neprekinjena obdobja, da nekaj naredimo. Ne morete zahtevati, da so ljudje ustvarjalni v 15 minutah in se resnično poglobijo v problem. Ideje lahko hitro dobimo, toda da celostno in celovito in skrbno pretehtamo problem potrebujemo daljša neprekinjena obdobja. Čeprav običajen delovni dan traja osem ur, je vprašanje koliko ljudi sploh ima teh osem ur mir za delo? Jih imate sedem? Šest? Pet? Štiri? Kdaj ste v pisarni nazadnje imeli tri ure miru za delo? Dve uri? Eno morda? Izjemno malo ljudi ima v pisarni daljša neprekinjena obdobja za delo. In zato ljudje raje delajo doma, ali pa gredo v pisarno, vendar zgodaj zjutraj ali pozno zvečer ko ni nikogar, ali pa ostanejo, ko ni nikogar več, ali pridejo ob vikendih, ali pa delajo na letalu, ali pa v avtomobilu ali na vlaku, ker jih tam nihče ne moti.
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.
Obstaja več vrst motenj, tudi izjemno hude, ki jih bom v kratkem opisal. Celoten pojav kratkih obdobij v katerih lahko delamo me spominja na drugo dejavnost, ki ne deluje, če vas motijo. To je spanje. Menim, da sta spanje in delo tesno povezana. Ne samo tako, da ne morete delati kadar spite in ne morete spati kadar delate. Nisem mislil tega. Govorim o dejstvu, da sta spanje in delo fazni dejavnosti, dejavnosti s stopnjami. Spanje ima tako več faz, ljudje jih poimenujejo različno. Teh faz je pet in v globoke faze, v pravo spanje, vstopimo preko manj globokih. Toda kar vas zmotijo v neki fazi, če se nekdo zaleti v posteljo, ali vas zdrami zvok, ali kaj drugega, potem ne morete preprosto nadeljevati s spanjem.
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.
Prebudili ste se in začeti morate znova. In tako zopet začnete od začetka. Posledice tega so -- recimo, da se zbudite ob osmih zjutraj, ali ob sedmih, ali kadarkoli pač vstajate -- in ko vstanete ugotovite kako ste slabo spali. To sem izkusil -- šel sem spat, se ulegel -- pa nisem spal. Pravimo, da gremo spat pa v resnici ne gremo, pač pa gremo proti spanju. Traja nekaj časa; človek mora preiti več faz spanja. In kadar te prekinejo, ne spiš dobro. Kako lahko torej pričakujemo -- si kdo domišlja, da bo dobro spal, kadar ga motijo celo noč? Mislim, da ne bo nihče pritrdil temu. Kako lahko torej pričakujemo, da bodo ljudje dobro delali, če pa jih cel dan motimo? Kako lahko sploh pričakujemo, da bodo ljudje opravili svoj posel, če pa jih v pisarni kar naprej motimo? To vse skupaj nima 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.
Kaj so potemtakem motnje, ki se dogajajo v pisarni drugje pa ne? Motnje so prisotne povsod, npr. gledamo televizijo, ali sprehod, ali pa do hladilnika, ali na divan, ali kaj drugega. Če vprašate menedžerje bodo rekli, da ne želijo, da ljudje delajo od doma zaradi teh motenj. Dodali bodo še, no, včasih bodo rekli: "Če ne vidim človeka, kako vem da dela?" Kar je smešno, toda to so menedžerski izgovori. In sam sem izmed teh menedžerjev. Vem kako to gre. Na tem področju se moramo izboljšati. Toda pogosto bodo omenili motnje. "Ne smem dovoliti, da ljudje delajo od doma". "Gledali bodo TV. Počeli bodo druge stvari". Izkaže se, da te motnje niso resnično moteče. So namreč prostovoljne. Človek se odloči, kdaj se bo zamotil s televizijo. Odločiš se, kdaj boš nekaj vklopil. Odločiš še, kdaj boš šel v kuhinjo ali na sprehod. V pisarni pa je večina motenj in prekinitev, ki onemogočajo delo, neprostovoljnih. Oglejmo si nekaj teh motenj.
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.
Menedžerji in šefi vas bodo prepričevali, da so resnične delovne motnje stvari kot sta Facebook ali Twitter, ali YouTube ali druge spletne strani. Dejansko bodo ukrepali drastično tako, da bodo zaprli dostop do teh spletnih strani. Nekateri delate v podjetjih, kjer ne morete dostopati do teh spletnih strani. Smo morda na Kitajskem? Kaj se dogaja? V pisarni ne moreš dostopati do spletne strani, ker je ta vzrok, da ljudje ne opravijo dela, ker obiskujejo Facebook in Twitter? To je smešno. To je prevara. Facebook, Twitter in YouTube so samo moderne čik-pavze. Pred desetimi leti se nihče ni vzemirjal zaradi 15 minutnega cigareta. Zakaj se torej vznemirjamo zaradi občasnega obiskovanja Facebooka, Twitterja ali YouTuba? To niso pravi problemi dela v pisarni.
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.
Prave probleme imenujem M&M, menedžerji in sestanki. To so pravi problemi dela v pisarni. In to so razlogi, zakaj v pisarni ne moremo delati, zaradi M&M. Zanimivo je, da na mestih kjer so ljudje produktivni, npr. doma, v avtu, na letalu, ali ponoči, ali zgodaj zjutraj, ni menedžerjev in sestankov. Še vedno so prisotne motnje, ni pa menedžerjev in sestankov. To sta torej motnji, ki ju drugje ni, v pisarni pa sta. Bistvena naloga menedžerjev je, da motijo ljudi. To je njihov smisel, da motijo ljudi. V resnici ne delajo, zato morajo poskrbeti, da delajo drugi, to pa je motnja. In danes je na svetu veliko menedžerjev. In veliko ljudi. In zato je na svetu veliko motenj. Menedžerji preverjajo:"Zdravo, kako gre?" "Pokaži mi, kaj počneš," in podobne fraze. Tako motijo ljudi, medtem ko ti poskušajo narediti to za kar so plačani. Menedžerji pa jih motijo. To je slabo.
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.
Še slabša je druga menedžerska razvada, to je sestankovanje. Sestanki so strupeni, grozni, strupeni trenutki v delovnem dnevu.
(Laughter)
Vsi vemo, da to drži.
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.
Zaposleni nikdar ne skličejo sestanka. To preprosto ne deluje. Menedžerji sklicujejo sestanke, da se dobijo z zaposlenimi, kar je izredno moteče. Oznanijo: "Imeli bomo sestanek desetih ljudi takoj zdaj". "Ne zanima me, kaj počneš, prekini z delom in pridi na sestanek". Kakšna je verjetnost, da vseh deset ljudi ravno končuje z delom? Kaj če razmišljajo o čem važnem? Kaj če delajo kaj pomembenga? Toda nenadoma jih prekinemo zato, da počno nekaj drugega. Sestanejo se torej v konferenčni sobi in premlevajo zadeve, ki jih ne zanimajo. Ker sestanki niso delo. Sestanki so srečanja na katerih se pogovarjaš o prihodnjem delu. Toda sestanki se tudi množijo.
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.
Začetnemu sestanku sledi drugi, temu pa tretji. Pogosto je na sestankih preveč ljudi, kar je zelo drago za podjetje. Čeprav menimo, da enourni sestanek vzame eno uro, pa to ni res, razen kadar je na sestanku en sam človek. Če je tam deset ljudi, potem je to deseturni sestanek, ne enourni. Deset ur dela je bilo odvzetega podjetju za enourni sestanek. Ki bi ga verjetno morala opraviti dva človeka v nekaj minutah. Toda namesto tega imamo dolge sestanke, ker so sestanki načrtovani kot določajo programska orodja. To pomeni v korakih po 15 minut, 30 minut ali eno uro. V Outlooku ne morete sklicati 8-minutnega sestanka. Ne morete. Lahko naredite 15 minutni, 30, 45 minutni ali enourni sestanek. To nas nagiba, da zapolnimo celoten čas sestanka, čeprav bi se stvari lahko odvile zelo hitro.
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 so sestanki in menedžerji glavni problem v poslovanju, posebej glede dela v pisarnah. Ti dve motnji ne obstajata izven pisarne. Zato predlagam nekaj zdravil za trenutno stanje. Kaj lahko menedžerji storijo -- razsvetljeni menedžerji -- kar lahko storijo za izboljšanje delovnih pogojev, da postane pisarna prva in ne zadnja izbira, da bi ljudje začeli govoriti "Ko želim kaj narediti, grem v pisarno?" Ker pisarne so popolno opremljene, vse imamo pri roki za delo, pa vseeno ne gremo delat v pisarno. Kako bomo to spremenili? Z vami bom podelil tri predloge. Ostanejo mi še tri minute, ravno prav.
We've all heard of the Casual Friday thing. I don't know if people still do that. But how about "No-talk Thursdays?"
Vsi smo že slišali za Sproščeni petek. Ne vem, če ljudje to še počno. Kaj pa "Ne govori četrtek"?
(Laughter)
Kaj pa --
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.
izberite en četrtek v mesecu, ga razdelite na pol in določite popoldan -- res vam bom poenostavil. Torej eno popoldne, en četrtek. Prvi četrtek v mesecu, zgolj popoldan, se v pisarnah ne smemo pogovarjati. Zgolj tišina, tako. Ugotovili boste, da naredite ogromno. ko se ne pogovarjate. Ljudje naredijo stvari, ko jih nihče ne moti, jih ne prekinja. Ko nekomu podarite štiri ure, ki jih porabi samo za delo, je to največ, kar mu lahko podarite v službi. To je več kot računalnik. Je bolje kot nov monitor. Je bolje kot nov program, ali kaj drugega kar ljudje uporabljamo. Štiri ure miru in tišine v pisarni ima neznansko vrednost. Če to poskusite, se boste strinjali z menoj. Morda, upam da boste to lahko večkrat počeli. Mogoče vsak drugi teden, ali vsak teden, enkrat tedensko, se ob popoldnevih ne sme nihče pogovarjati, Ugotovili boste, da resnično deluje.
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.
Poskusite lahko tudi presedlati iz aktivne komunikacije in sodelovanja, npr. osebnih stikov, trpeljanja po ramenih, pozdravljanja, sestankovanja, na bolj pasivne modele komunikacije npr. elektronsko pošto ali hipno sporočanje ali platforme skupinskega dela. Nekateri ljudje menijo, da je elektronska pošta moteča in da je hipno sporočanje resnično moteče, ter da so tudi ostale stvari resnično moteče, vendar so moteče kadar vi želite. Elektronsko pošto lahko izključite, ne morete pa izključiti šefa. Lahko izključite hipno sporočanje, ne pa svojega menedžerja. Vse te stvari lahko odstranite in se tako odločite kdaj vas lahko motijo, kdaj ste na voljo, kdaj ste pripravljeni delati. Ker delo se, tako kot spanje, odvija v fazah. Tako se recimo lotiš nekega dela, ga dokončaš in potem pregledaš elektronsko pošto, ali preveriš hipno sporočanje. Konec koncev je izjemno malo stvari, ki so nujne, na katere moramo takoj odgovoriti. Če ste torej menedžer, spodbujajte ljudi, da bi več uporabljali elektronsko pošto in ostale načine, ki drugim omogočajo komunikacijo v skladu z njihovim urnikom.
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.
Moje zadnje priporočilo je, da naslednji sestanek, če je to v vaši moči, odpoveste. Enostavno ga odpoveste.
(Laughter)
Danes je petek -- torej v ponedeljek, ko je navadno dan za sestanke.
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.
Enostavno ga odpovejte. Ne mislim premaknite, pač pa ga izbrišite iz spomina. Ugotovili boste, da je čisto v redu. Vse razprave in odločitve, za katere menite, da so nujne ob 9:00 v ponedeljek zjutraj -- pozabite na njih in vse bo v redu. Ljudje bodo imeli bolj sproščeno jutro in bodo razmišljali. Ugotovili boste, da opravila, ki naj bi bila nujna, sploh niso taka.
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.
To so torej trije nasveti, ki sem vam jih želel dati za razmislek. Upam, da bo kakšna ideja dovolj provokativna za menedžerje in šefe in lastnike in organizatorje in ljudi, ki vodijo druge ljudi, da bodo malo popustili in dali ljudem več časa za delo. Menim, da se to na koncu splača.
So, thanks for listening.
Hvala.
(Applause)
(Aplavz)