例如,有报道称,惠普(Hewlett-Packard)的梅格•惠特曼(Meg Whitman)和联想(Lenovo)的柳传志脾气暴躁。但人们普遍认为,在工作场所发火肯定对企业有害,经理人只应该培养“积极的”情绪。
Clearly, the right to work without intimidation is paramount. Bullying behaviour in the Fuld, Goodwin or Maxwell vein is unacceptable. Uncurbed hostility at work is also costly, if you include the expense of investigating and resolving cases where tempers boil over into aggression.
显然,在工作中享有不受恐吓的权利非常重要。富尔德、古德温或马克斯韦尔或多或少的欺凌行为是不可接受的。当愤怒演变成攻击行为的时候,公司将不得不为此展开调查并解决问题,如果你算上这些的话,在工作中肆意展示敌意的代价也很大。
But still, I am afraid that sanitisation of workplace feelings has gone too far: expunging anger from the office is both unrealistic and potentially counter-productive.
但尽管如此,我仍担心,对工作场所情绪的“消毒”有些过头了:消除办公室的愤怒既不现实,也有可能适得其反。
My fear is shared by a group of academics who last week ran a symposium at the Academy of Management’s annual meeting entitled “In Defence of Anger”. The rest of the AOM’s agenda included professors fretting about the consequences of negative emotions at work. But Dirk Lindebaum, from the University of Liverpool’s management school, who co-chaired the symposium, told me that instead of tagging particular feelings – joy or anger, say – as positive or negative, it would be more productive to focus on whether they are useful.
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