TED日本語 - ジェイソン・フリード: なぜ職場で仕事ができないのか

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TED日本語 - ジェイソン・フリード: なぜ職場で仕事ができないのか

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なぜ職場で仕事ができないのか
Why work doesn't happen at work
ジェイソン・フリード
Jason Fried

内容

ジェイソン・フリードが、オフィスは仕事をするのに適していないという、仕事に関する抜本的な理論を語ります。TEDxMidwestでの講演で、フリードが「M&Ms」とよばれる主な問題を展開し、仕事をうまくいかせる3つの提案を提示します。

Script

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. 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, they typically -- unless you're working in Africa, if you're really lucky to do that -- most people have to go to an office every day. 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 the 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.

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 really 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.

So here's some examples. When I ask people -- and I've been asking people this question for about 10 years -- I ask them, "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 really early in the morning or really 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.

What is that about? Why is that? Why is that happening? And what you find out is that, 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 workday for a series of "work moments." That's what happens at the office. You don't have a workday 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 and 30 minutes there, and then something else happens and you're pulled off your work, and you've got to do something else, 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 this 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. I mean, 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.

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 can not 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 workday 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 they go in on the weekends, or they get work done on the plane, or they get work done in the car or in the train because there are no distractions.

Now, there are different kinds of distractions, but there aren't the really bad kinds of distractions that I'll talk about in just a minute. And this sort of 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, and it's not just that you can work while you're sleeping and you can sleep while you're working. That's not really what I mean. I'm talking specifically about the fact that sleep and work are phased-based, or stage-based, events. So sleep is about sleep phases, or stages -- some people call them different things. There's five of them, and in order to get to the really deep ones, the really meaningful ones, you have to go through the early ones. And if you're interrupted while you're going through the early ones -- if someone bumps you in bed, or if there's a sound, or whatever happens -- you don't just pick up where you left off.

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 -- sometimes you might have days like this where you wake up at eight in the morning, or seven in the morning, or whenever you get up, and you're like, man, I didn't really 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 really don't go to sleep, you go towards sleep. It just takes a while. You've got to go through these phases and stuff, and if you're interrupted, you don't sleep well. So how do we expect -- 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're going to the office to be interrupted? That doesn't really seem like it makes a lot of sense to me.

So what are these interruptions that happen at the office that don't happen at other places? Because in other places, you can have interruptions, like, you can have 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. And 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 also say -- sometimes they'll also say, "Well, if I can't see the person, how do I know they're working?" which is ridiculous, of course, 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. They'll do this other thing." It turns out that those aren't the things that are really distracting. Because those are voluntary distractions. You decide when you want to be distracted by the TV. You decide when you want to turn something on. You decide 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.

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 these 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 going to Facebook and they're going to Twitter? That's kind of ridiculous. It's a total decoy. And 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 everyone care about someone going to Facebook here and there, or Twitter here and there, or YouTube here and there? Those aren't the real problems in the office.

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, or in a car, or on a plane, or late at night, or early in the morning -- you don't find managers and meetings. You find a lot of other distractions, but you don't find 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 have to make sure everyone else is doing the work, which is an interruption. And we have a lot of managers in the world now, and there's a lot of people in the world now, and there's a lot of interruptions in the world now because of these managers. They have to check in: "Hey, how's it going? Show me what's up," and this sort of thing and 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. 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. 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 -- is 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. Just, you've got to stop doing what you're doing, 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? What if they're doing important work? All of a sudden you're telling them that 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.

But meetings also procreate. So one meeting tends to lead to another meeting and tends to lead 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 in that meeting. If there are 10 people in the meeting, it's a 10-hour meeting; it's not a one-hour meeting. It's 10 hours of productivity taken from the rest of the organization to have this one 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. I don't even know if you can. 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 really go really quickly.

So meetings and managers are two major problems in businesses today, especially to 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? It's 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 should be there for them to do their work, but they don't want to go there right now, so how do we change that? I have three suggestions I'll share with you guys. I have about three minutes, so that'll fit perfectly.

We've all heard of the casual Friday thing. I don't know if people still do that. But how about "no-talk Thursdays?" How about -- pick one Thursday once a month and cut that day in half and just say the afternoon -- I'll make it really easy for you. So just the afternoon,one Thursday. The 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 actually gets done when no one talks to each other. This is when people actually get stuff done, is when no one's bothering them, when no one's interrupting them. And you can give someone -- giving someone four hours of uninterrupted time is the best gift you can give anybody at work. It's better than a computer. It's better than a new monitor. It's 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. And if you try that, I think you'll find that you agree. And maybe, 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.

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 and 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're going to be kind of going up and doing some work, and then you're going to come down from that work, and then maybe it's time to check that email, or check that I.M. And 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 else can put away and then get back to you on their own schedule.

And the last suggestion I have is that, if you do have a meeting coming up, if you have the power, just cancel. Just cancel that next meeting. Today's Friday -- so Monday, 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 just fine. People have a more open morning, they can actually think, and you'll find out that maybe all these things you thought you had to do, you don't actually have to do.

So those are just three quick suggestions I wanted to give you guys to think about this. And 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 some more time to get some work done. And I think it'll all pay off in the end.

So thanks for listening.

(Applause)

これは仕事についての話です 特にどうして私たちは職場で 仕事ができないのか という問題について話します まずは最初から説明しましょう 企業やNPOや慈善団体 様々な組織があり そこには従業員や ボランティアなどの人々が働いています 雇用主はここで働く人々から 素晴らしい仕事を期待している そう思いたいです 最低限でも良い仕事を 素晴らしい仕事を期待しています そこで彼らは通常 従業員を一か所にまとめて そこで仕事をさせます つまり企業、団体などの組織では アフリカへの異動があるぐらい ラッキーでない限り 普通の人は毎日職場へ通勤します そこで会社は オフィスを設けます 物件を購入 あるいは賃借し または部屋をリースして そこにいろいろ詰め込みます 机 あるいはデスク イス  コンピュータ ソフトウェア インターネット環境 もしかしたら冷蔵庫などのおまけも そして従業員が毎日そこに通勤して 素晴らしい仕事をすることを期待します ごく当たり前な事に聞こえます

ここで質問を出します みなさんもどうぞ 自分自身に問いかけてください 『仕事に集中したい時、どこに行きますか?』 この質問に、人は上司の期待とは 別の回答を出すのです 「仕事に集中したい時にあなたが 行きたい場所は?」と聞くと 3種類の答が出ます 一つは部屋や空間 もう一つは移動手段 そして時間です

例を出しましょう 私は10年間この質問を出しています 「仕事に集中したい時 どこへ行きますか?」 かえってくる返事はベランダや キッチン 自宅の空き部屋 地下室 カフェや図書館など それに電車や 飛行機や車 - つまり乗り物 そしてこんな答えも聞きます 「早朝か深夜 または週末なら どこであっても構いません」 オフィスと答える人はほぼゼロ 企業はオフィスと呼ばれる空間にお金をかけ 人々にそこを利用させますが 誰もそこで仕事をしない

これは何なんだ? 何故だろう? 何故こうなったのか? この問題にもう少し踏み込むと 原因が見えてきます つまりこういう事です 人々は職場に行くと 一日の勤務時間を 多くの作業時間に小分けされます これがオフィスの現状です 「勤務日」が「作業時間」に オフィスの入り口がシュレッダーで 一日の時間がバラバラにされるように こっちで15分 あっちで30分 突然の用事で仕事から引き離され そしたら20分後に昼休み その後また別の作業があり 15分後、頼みごとをされる 気がつけばもう5時に 一日を振り返れば 何もロクにできなかった事に気づく そんな経験ないですか? 昨日はどうでしたか? 一昨日は、それともその前の日は? 夕方になって 「何もしていない!」と気づく 仕事には行った デスクに座り、高いパソコンを使った 用意されたソフトウェアを使用した 出席するべき会議にも出た 電話会議もして、こんなにやったのに 実際には何もしていない 作業をこなしただけだ 意味のある仕事は何もしていない

そうして気づくのは デザイナーやプログラマや ライターやエンジニア 思想家などの クリエイティブな仕事には 邪魔がない一定の時間が必要だという事です 問題に創造的に取り組むのに 15分ではとても無理です 小手先のアイデアは出てきても じっくり取り組んで慎重に考え抜くには 邪魔のない一定の時間が必要となります 勤務時間は通常8時間ですが 実際に8時間集中できる人はいますか? 7時間は? 6? 5? 4? 最近3時間通しで仕事に打ち込めましたか? 2時間は? 1時間なら? 邪魔の入らない一定の時間を 得る人は本当に数人しかいません だから家で仕事をするのを好むのです あるいはオフィスへ行っても 誰もいない早朝か 夜遅くに行く人もいます 又は残業する人、週末出勤する人 飛行機で仕事をする人 車や電車で仕事する人もいます それなら邪魔がないからです

別の種類の邪魔が入ったりもしますが 特にひどい妨害でもないです それについても話しましょう 仕事をしようとする時 ばらけた短時間しか取れないという現象は 妨害されるとうまくいかない 別の事と似ています それは睡眠です 睡眠と仕事はよく似ています 別に睡眠中に仕事ができるとか 仕事をしながら居眠りをするとか そういった話ではなく 睡眠と仕事は どちらも周期、 またはステージごとに 続く現象だということです 「周期」と「ステージ」 どちらも意味は同じですが、 睡眠には 5 つの段階があります 深く、効果ある安眠を得るためには 初段階の睡眠を経る必要があります 誰かがぶつかったり 物音がしたりなど 妨害が起きると 眠りなおすのは簡単ではありません

いきなり起こされたら また繰り返しです 初期段階に戻ってまた眠りなおす こんな経験をした事はないですか? 朝8時、または7時ごろ いつもの時間に起きたのに うーん よく眠れなかったなあ と感じる 横になって寝る 一応「睡眠」の形はとっても 本当の「睡眠が」取れなかったのです 「眠りにつく」と言いますが 実際は 「眠りに向かっていく」のです 段階を踏むので時間がかかります 邪魔が入ると安眠になりません 一晩中妨害されてもぐっすり眠れる そんな人がいると思いますか? 多分いないでしょう オフィスで一日中妨害される人たちに どうやって良い成果が望めるのでしょう? 妨害が入るオフィスでどうやって 仕事をしろと言えるのでしょうか? 無茶苦茶でしょう

では、他の場所では起きない オフィス内の妨害とは一体何でしょう? 外の場所にも誘惑はあります テレビがあったり 散歩にも出られたり 下には冷蔵庫があったり 楽になれるソファなど、 自由にできます 管理職の方と話してみると 従業員に家で仕事をして欲しくない理由として こういった妨害の例が出ます 他にも、「自分の目の- -届かない場所にいるなら- -ちゃんと仕事をしているか分からない!」 馬鹿な話ですが、そう言い訳する上司もいます わたし自身もマネージャーです ちゃんと問題を心得ています 我々が改善していかなくてはなりません しかし彼らはしばしば誘惑について言及します 「家で仕事なんてとんでもない」 「TVを見たり別の事をしているだろう」 それらは本当の妨害ではないのです そういうのは任意で発生する妨害だからです テレビという誘惑を見るのは本人が選択します 妨害要因に触れるときは本人が選択します 冷蔵庫や散歩に向かうときも本人の選択 オフィスで人々の仕事の中断させる 邪魔や妨害のほとんどは 強制的です 例をいくつか出しましょう

マネージャーや上司は 職場での本当の妨害は Facebook Twitter Youtube などのサイトであると信じています そして彼らは そうしたサイトを職場で禁止します みなさんの職場もこんな感じですか? ここは中国か?一体どうしてしまったんだ 従業員がツイッターを使うから 仕事の効率が上がらない。 だから職場のネットへのアクセスが検閲される。 馬鹿げています。問題はそこじゃありません この場合のFacebook Twitter Youtube は 現代の「煙草タイム」みたいなものです 10年前は一服しに15分間抜け出す人がいても 誰も構いませんでした それなのにどうして あっちでもこっちでも Facebook Twitter Youtube などの利用を問題視するのでしょう? オフィスの本当の問題はここではありません

本当の問題は わたしが M&M's と呼んでいる マネージャーとミーティングです 現在のオフィスにおける本当の問題です 職場で仕事が片づかない理由が この M&M's です 興味深いことに 仕事をする場所として挙げられた場所ー 家 車の中 飛行機 あるいは夜や早朝ー そこには上司や会議もありません 他の誘惑は山ほどありますが 上司や会議はありません 職場にあって他にはないもの それがこの二つです マネージャーとは基本的に 人の邪魔をすることが役なのです それが仕事なんですよ、人の邪魔をするのが 彼らはあまり仕事をしないので 他の仕事を確認しに来ます。これが妨害となります 世界中にはたくさんのマネージャーがいます そしてたくさんの人がいます 世界では毎日上司による邪魔が起こっています 「どうだ?どれくらい進んだ?」のような事をいって 見回りにやって来ます あなたが金をもらってやっている 仕事の最中に度悪いタイミングで訪れ 妨害するのです

これは良くないですね それよりマネージャーが頻繁にやる事 それは会議を開く事です 職場での一日の中で 会議とは全く有害で毒々しい 悪質なものです みんな分かっているでしょう 従業員が開く会議を見た事ありますか? そういう仕組みじゃないですよね マネージャーが会議を開き 従業員がみんな集まります とんでもなく邪魔な行為です 「みんな、ちょっと」 「ミーティングだ、10人集まってくれ」 「今何をしているなんて関係ない」 「とにかく会議だ、今していることは止めて」 全員都合よく作業を中断できるのですか? 大事な考え事も? とても重要な仕事も? 上司が突然、他の事のために 今している事をやめろと言う そうしてみんなが集まり会議が開かれ 大抵大した事でもない事を話し合うのです 会議は仕事ではありません 今後実行するべき事について話し合うものです

しかし会議というものは増殖します つまり一つの会議が次の会議に繋がり そしてまた次の会議へと繋がっていきます 必要以上の人数が会議に参加する事が多いので 組織にとって非常にコストのかかります 1時間の会議は1時間分でしょうか? 参加者が一人でない限り、それは違います 10名参加ならそれは10時間に及ぶ会議です 1時間の会議を一回開くために効率いい仕事を 10時間分奪った結果になるのです そしておそらく本来なら2~3人が 数分で片づけられたはずの会議でしょう なのに会議は長時間の予定で立てられます スケジュールソフトの通りに 15分 30分 1時間の間隔で時間が分けられます Outlookで8時間の会議を予定したりしません 元々可能なのかは分かりませんが 15分 30分 45分 1時間単位でスケジュールでき そして本当はそれより早く済むはずでも この時間単位で予定が決まっていきます

『会議と上司』が、特にオフィス環境において 今日のビジネスで起こる2大問題なのです。 オフィスの外ではこれらは存在しません そこで、この状況を是正するため いくつかの提案があります マネージャー 願わくば 過ちに気づいたマネージャーができる事 最後ではなく最初の選択肢としてオフィスが人々に 仕事をする場所として選ばれるには何をすべきか? 人々が「仕事を片づけたいときは オフィスへ行きます」 と言うようにするという事です オフィスは設備が充実していますし 仕事をするのに必要なものは揃っているはずです それでも人々に選ばれない  ではどうしたら? ここで紹介したい提案が3つあります 残り時間も3分なのでちょうど良いですね

「カジュアルフライデー」というものをご存知ですね 今でもやっているか分かりませんが それにちなんで「サイレント・サーズデー」です 例えば 月に一度ある木曜日を選んで やりやすい様に、その日の午後だけにしましょう 月に一度の木曜日の午後だけです 月の最初の木曜日、その午後の時間は オフィスでは誰も互いに話してはいけません みんな沈黙を守ります それでどうなるかというと 誰も互いに話しかけなければ なんと膨大な量の仕事が片づくということです これが人々が実際に仕事ができる状況です つまり誰もちょっかいを出したり邪魔をしない 従業員にこんな時間を 4時間与えることは 職場で与えうる最高のプレゼントです コンピューターより 新しいモニターやソフトウェアより 他に仕事で使う道具の何よりも オフィスで静かな時間を4時間提供する事は とてつもない価値を持ちます お試し頂けたら分かってもらえるでしょう そして頻度を増やして続けてみて下さい 2週間に一度 あるいは 週に一度 午後は誰も喋らない時間にします 非常に有効だと分かって頂けますよ

もう一つの提案は 肩を叩いて話しかけたり、 会議を開いたりの能動的な コミュニケーションや関わりの代わりに メールやメッセンジャー その他のコラボレーションツールを使った より受動的なコミュニケーションへ 切り替えることです。 メールやチャットなんて仕事の邪魔だ そう言う人もいるでしょう こういったものは確かに邪魔ですが 自分自身のタイミングで対応できます メールのように上司はログアウトできません メッセンジャーは終了できても 上司は非表示にできません ツールはいったん退けておき 自分自身のスケジュールで物事を進め 都合のいい時に対応できます 仕事は、睡眠と同じように段階をとるもの 皆仕事モードになって作業ができ 区切りのいい所で少し休めば メールなどをチェックできるでしょう 緊急事項や、今すぐに応える必要のある 事は本当に稀です マネージャーの皆さん 従業員にメッセンジャーやメール その他のツールなど、対応するタイミングを 自分で選べるものの利用を推奨してください

そして最後の提案は もし予定された会議があり あなたに権限があるなら とりあえず中止しましょう 多分来週の月曜日ですね キャンセルしましょう 延期するのではなく なかった事にしましょう それでも問題ない事が分かるでしょう 来週月曜日の朝9時に 予定していた話し合いや決断は 忘れましょう。それでも全てうまくいきます 自由な朝を迎え、自分の頭を使えるでしょう そして必要だと思っていたことが 実際には必要なかったと気づくでしょう

以上がみなさんに考えて頂きたかった ちょっとした提案でした そしてこれらの提案が マネージャー、上司、事業主 主催者や責任者の方々にとって 自分の関与を少し抑えて 人々に時間を与える事について 少し考えてもらえる機会だったと願います きっと最後はうまくいきます

ありがとうございました

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