In the past, Prof Lindebaum has interviewed project managers in the construction industry, who use angry outbursts to help stay on schedule and resolve snags. Even at the generally collegial FT, editors know an occasional on-deadline rant at a tardy reporter can work wonders.
林德鲍姆过去曾采访过建筑行业的项目经理,后者用发火来帮助赶进度和解决困难。即便在通常氛围融洽的英国《金融时报》,编辑也知道,偶尔在最后一刻对拖沓的记者大发雷霆可以创造奇迹。
Allowing an outlet for righteous and justified anger also encourages vital internal challenge. I still wonder if Bob Diamond’s “no-jerk rule” helped perpetuate problems at Barclays. The former chief executive outlawed behaviour that clashed with corporate culture. But it might have been better if a few “jerks” had lost their tempers over the culture of rigging interest rates – a process which, as email exchanges show, involved some exaggeratedly “positive” and courteous exchanges between colluding colleagues.
允许员工公正而合理地发泄怒火也会推动至关重要的内部质疑。我还想知道鲍勃•戴蒙德(Bob Diamond)的“不要混蛋准则”(no-jerk rule)是否让巴克莱的问题积重难返。这位前任首席执行官不允许发生与企业文化相冲突的行为。但如果一些“混蛋”对操纵利率的企业文化发火,结果对巴克莱可能会更好一些——正如往来邮件显示的那样,操纵利率包括员工合谋进行的一些相当“积极”且彬彬有礼的交流。
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