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22_The Surprising Science of Motivation:出人意料的工作动机

所属教程:专业商务英语口语视频教程(高级)

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jiangbeibei

2015年09月26日

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小编导语:该视频主要讲述了事业分析师丹·平克(Dan Pink) 揭开动机的秘密,什么是人文社会科学家知道而一般管理者不知的? 传统的报酬是否真的有我们想象的那样激励人心? 听他讲述这个令人吃惊的发现——它也许正是我们的未来。接下来和小编一起来学习吧!

How many of you have heard of the company Atlassian?

你们中有多少人听说过Atlassian公司?

It looks like less than half.

看起来还不到一半。

Atlassian is an Australian software company.

Atlassian是一个澳大利亚的软件公司。

And they do something incredibly cool.

而且他们做一些非常酷的事情。

A few times a year they tell their engineers,...

每年他们要告诉他们的工程师很多次…

..."Go for the next 24 hours and work on anything you want,..."

在接下来的24小时,做任何你想做的工作…

"...as long as it's not part of your regular job."

只要不是你日常工作的一部分。

"Work on anything you want"...

“从事任何你想做的工作”…

...so that engineers use this time to come up with a cool patch of code, come up with an elegant hack.

因此,这些工程师便利用这些时间,写出一套有趣的编程,优雅地包装这些想法。

Then they present all of these stuff that they've developed to their teammates, to the rest of the company,...

然后他们把自己所研发的所有的东西呈献给他们的队友及公司的其他人员…

...in this wild and woolly all-hands meeting at the end of the day.

And then, being Australians, everybody has a beer.

They call them FedEx Days.

Why? Because you have to deliver something overnight.

It's not bad.

It's a huge trademark violation...

...but it's pretty clever.

That one day of intense autonomy has produced a whole array of software fixes that might never have existed.

And it's worked so well that Atlassian has taken it to the next level with 20 Percent Time,...

...done famously at Google,...

...where engineers can work, spend 20% of their time working on anything they want.

They have autonomy over their time, their task, their team, their technique,...

...okay? Radical amounts of autonomy.

And at Google, as many of you know,...

...about half of the new products in a typical year are birthed during that 20 Percent Time,...

...things like Gmail, Orkut, Google News.

Let me give you an even more radical example of it.

Something called the Results Only Work Environment,...

...the ROWE,...

...created by two American consultants, in place at about a dozen companies around North America.

In a ROWE, people don't have schedules.

They show up when they want.

They don't have to be in the office at a certain time or any time.

They just have to get their work done.

How they do it, when they do it, where they do it is totally up to them.

Meetings in these kinds of environments are optional.

What happens?

Almost across the board, productivity goes up, worker engagement goes up,...

...worker satisfaction goes up, turnover goes down.

Autonomy, mastery and purpose: these are the building blocks of a new way of doing things.

Now, some of you might look at this and say, "Hmm, that sounds nice but it's utopian."


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