一群学者和我一样感到不安。他们上周在美国管理学会(Academy of Management)的年度会议上举办了一场名为“捍卫愤怒”的研讨会。在研讨会上,教授们对职场负面情绪带来的后果感到焦虑。但利物浦大学管理学院(University of Liverpool Management School)的德克•林德鲍姆(Dirk Lindebaum)告诉我,更有效的做法是聚焦于这些情绪是否有用,而不是为特殊情绪(比如说高兴或愤怒)贴上积极或负面的标签。林德鲍姆是此次研讨会的联席主席。
He has also co-edited a special edition of the journal Human Relations, which includes a study suggesting more than two-thirds of emotionally negative events actually lead to a positive outcome. Another study showed that teams of health workers who suppressed feelings such as distress, hostility and upset performed less well than those who allowed “bad” feelings to surface. Co-workers sometimes rush smiling to a solution without having the sort of unpleasant row that can highlight important problems. To avoid this, Honda, the carmaker, has even institutionalised contrariness in so-called waigaya sessions, where workers argue, often for weeks, about process improvements.
林德鲍姆还与他人合作编辑了《人类关系》(Human Relations)杂志的特刊,包括一项显示逾三分之二的负面情感事件实际上带来积极结果的调查研究。另一项研究表明,身体健康但压抑悲伤、敌意和难过情绪的员工,在工作中的表现不如那些允许“坏”情绪流露的员工。同事们有时会对解决方案一笑而过,不会进行那种可能突显重大问题的不愉快争吵。为避免这种情况,汽车制造商本田(Honda)甚至在所谓的畅所欲言式会议上将争吵制度化——在这些会议上,工人们通常会持续数周地讨论流程改进问题。
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