-
(单词翻译:双击或拖选)
Personal Productivity in the 21st Century
What does it mean to be productive? The “gurus” have given us a few ideas — it means to “get things done”, to be “highly effective”, to know who it was, exactly, who moved your cheese. What things, effective at what, and who is bringing cheese to work anyway are questions that these books don’t — and can’t — answer.
There’s something profoundly old-fashioned about much of our productivity literature today. I’ll admit — I’m quite a fan of David Allen’s Getting Things Done, but there are aspects of his work and his philosophy that bug1 me, that hearken back to the Industrial Psychology2 of the early 20th century. Whenever he talks about “cranking widgets”, I can’t help but see in my mind Charlie Chaplin the Modern Times haplessly wielding3 a wrench4 against an ever-increasing onslaught of bolts that need tightening5. And from there, I’m led inevitably6 to the famous image of Chaplin being dragged through the cogs and wheels of the machine — a fitting metaphor7 for how many people feel when they try to put all Allen’s ideas into practice.
The others — Covey, Drucker, and the flood of personal development books aimed at managers and executives that fill the business shelf at Borders — bring to mind the business world of the ’50s, ’60s, and ’70s. I see Covey and my mind flips8 to Darren Stephens heading off to work at the ad agency, or men with hats whistling at the pretty girls in the secretarial pool in some madcap ’50s comedy. I see ZIg Ziglar’s books on the shelf (tons of them!) and imagine Willy Loman out there on the road, desperate for one more sale.
The productivity gurus of the last century seem to be describing a world where water coolers and coffee breaks still rule, where the non-smokers are the outcasts, where short-sleeved white shirts are matched with white, chest-length ties and topped off with neatly9 parted hair. They’re not describing worlds I’m familiar with — they’re not describing worlds I suspect most of us are familiar with.
The 21st Century Worker
While I’m sure there are still Old School corporate10 executives out there, and boiler11 room salesmen, and more than a few factory workers (though they’re rare in the US, where less than 10% of our working population is involved in production), the professional of today isn’t likely to be any of those. Work in the Western world has been redefined as knowledge work — the production of ideas, not goods. We’re paid to think, not make.
What does that mean in terms of productivity? In the 20th century, a worker’s productivity was measured in terms of how many widgets s/he cranked in a day, an hour — even a minute. Employers set up cameras and filmed workers at their machines, allowing them to time the steps taken to complete a task down to 1/28th of a second (most of the early development of film-making technology came from manufacturers, not artists). How do you measure the generation of ideas? How do you reduce thinking to a widget you can crank?
The answer, of course, is that you can’t. Which is why, I think, so many people balk12 at much of the advice offered by the likes of Allen, Covey, Drucker, and the lesser13 luminaries14 of the personal productivity world — and why creative people tend to be especially suspicious of their systems. It seems unnatural15 to, say, schedule a block of time when we can think uninterrupted — ideas tend not to respect our schedules very much.
It’s why, too, the idea of writing things down when they occur to us and following them up during our scheduled processing time also puts many people off — when we get a really good idea, we want to follow up on it now. Even if that means putting off whatever work’s in front of us.
Getting Creativity Done
There is a place in even the most creative person’s life for the kind of discipline offered by the systems of the productivity gurus. In fact, I’d say that a lot of us need those systems even more than the executives and managers that they’re aimed at. Getting places on time, forcing ourselves to handle our household necessities, keeping on top of our income and outlay16 — these are things that don’t come naturally to a lot of creative people, and following a productivity system can make that part of our lives a lot easier — which should in theory help us free up more time and energy for doing the creative stuff that gets us going.
But I think there’s also an empty space, a lacuna (a favorite word of mine that I almost never get to use!) that we need to deal with. How can we keep our schedules rigid17 enough that we know what we need to do when we need to do it, but flexible enough that we can focus on the things that feed our passion? How can we educate the people around us who see us sitting in our office (or den18, or on a bench at the park) staring into space and think we’re goofing19 off, so that they understand that this still time is part of our work — the most important part of our work? How can we break free from the economic model that posits20 time as a spendable thing, and measures only successful outcomes — when we learn most from the failures?
Tomorrow, we’re posting an interview of Guy Kawasaki, a man I agree with totally about 50% of the time (and the other 50% of the time utterly21 disagree with). In the interview, Guy says “People should stop looking for grails and start looking for personal enlightenment.” What he means — or what I mean when I quote him — is that the idea that there needs to be a financial payoff to every idea, the idea that the “return” is more important than the “investment”, all too often keeps us from pouring ourselves into things that we don’t see any way to measure. And yet those are the things that are the things we should be most willing to invest ourselves in: family, friendship, beauty, truth, trust, community — enlightenment.
So what’s the answer? Where’s the “hack”? To be honest, I don’t know. I have infinitely22 more questions than solutions right now. But this month, I’ve asked our writers (including myself) to take on some of the issues I’m raising here. I’ve asked them to consider what’s missing in the productivity systems we have today, and what have we missed in them that’s especially valuable? Stay tuned23 throughout the month as we explore these issues, and feel free to bring up your own questions — and your own solutions — in the comments.
点击
收听单词发音
收听单词发音 |
1
bug
|
|
| n.虫子；故障；窃听器；vt.纠缠；装窃听器 | |
参考例句： |
|
|
|
|
2
psychology
|
|
| n.心理，心理学，心理状态 | |
参考例句： |
|
|
|
|
3
wielding
|
|
| 手持着使用（武器、工具等）( wield的现在分词 )； 具有； 运用（权力）； 施加（影响） | |
参考例句： |
|
|
|
|
4
wrench
|
|
| v.猛拧；挣脱；使扭伤；n.扳手；痛苦，难受 | |
参考例句： |
|
|
|
|
5
tightening
|
|
| 上紧，固定，紧密 | |
参考例句： |
|
|
|
|
6
inevitably
|
|
| adv.不可避免地；必然发生地 | |
参考例句： |
|
|
|
|
7
metaphor
|
|
| n.隐喻，暗喻 | |
参考例句： |
|
|
|
|
8
flips
|
|
| 轻弹( flip的第三人称单数 )； 按（开关）； 快速翻转； 急挥 | |
参考例句： |
|
|
|
|
9
neatly
|
|
| adv.整洁地，干净地，灵巧地，熟练地 | |
参考例句： |
|
|
|
|
10
corporate
|
|
| adj.共同的，全体的；公司的，企业的 | |
参考例句： |
|
|
|
|
11
boiler
|
|
| n.锅炉；煮器(壶，锅等) | |
参考例句： |
|
|
|
|
12
balk
|
|
| n.大方木料；v.妨碍；不愿前进或从事某事 | |
参考例句： |
|
|
|
|
13
lesser
|
|
| adj.次要的，较小的；adv.较小地，较少地 | |
参考例句： |
|
|
|
|
14
luminaries
|
|
| n.杰出人物，名人（luminary的复数形式） | |
参考例句： |
|
|
|
|
15
unnatural
|
|
| adj.不自然的；反常的 | |
参考例句： |
|
|
|
|
16
outlay
|
|
| n.费用，经费，支出；v.花费 | |
参考例句： |
|
|
|
|
17
rigid
|
|
| adj.严格的，死板的；刚硬的，僵硬的 | |
参考例句： |
|
|
|
|
18
den
|
|
| n.兽穴；秘密地方；安静的小房间，私室 | |
参考例句： |
|
|
|
|
19
goofing
|
|
| v.弄糟( goof的现在分词 )；混；打发时间；出大错 | |
参考例句： |
|
|
|
|
20
posits
|
|
| v.假定，设想，假设( posit的第三人称单数 ) | |
参考例句： |
|
|
|
|
21
utterly
|
|
| adv.完全地，绝对地 | |
参考例句： |
|
|
|
|
22
infinitely
|
|
| adv.无限地，无穷地 | |
参考例句： |
|
|
|
|
23
tuned
|
|
| adj.调谐的，已调谐的v.调音( tune的过去式和过去分词 )；调整；（给收音机、电视等）调谐；使协调 | |
参考例句： |
|
|
|
购买
在百度中搜索