幫助員工擁抱新的辦公空間

許多組織正在採取開放的辦公室空間計畫，希望鼓勵合作、創新和創新。有時候它是有效的，但通常不是這樣的——你的開放式辦公計畫是否成功與人們如何看待空間以及空間本身是一樣的。

領導者可以通過做幾件事來幫助員工建立一個新的辦公室。在移動之前，傳達新空間的願景和目的，並解釋它如何與公司目標一致。清楚地（真實地）描述新的空間將如何為組織的使命做出貢獻。

搬遷後，樹立了積極、熱情的新空間態度。你的支持和興奮將為球隊的其他成員設定基調。鼓勵員工適應空間，滿足他們的需要，給他們個性化的愛好和工作風格的餘地。這將有助於人們聲稱空間是他們自己的。

Help Your Employees Embrace a New Office Space

Many organizations are moving to open office plans in the hopes of encouraging collaboration, creativity, and innovation. Sometimes it works, but often it doesn’t — and whether your open office plan is successful has as much to do with how people feel about the space as with the space itself.

Leaders can help employees embrace a new office by doing several things. Before the move, convey the vision and purpose for the new space and explain how it aligns with company goals. Clearly (and truthfully) describe how the new space will contribute to the organization’s mission.

After the move, model a positive and enthusiastic attitude about the new space. Your support and excitement will set the tone for the rest of the team. And encourage workers to adapt the space to their needs — give them the leeway to personalize it to their tastes and work styles. This will help people claim the space as their own.

不要讓政治討論分散你的團隊的注意力

隨著一周24小時的新聞週期，辦公室裏不可避免地會出現政治話題。作為一名管理者，你如何確保這些談話不會干擾你的團隊？

想想什麼樣的情况和話題可能引發員工之間的激烈交流？

盡你所能避免任何可能引起黨派爭論的事情，但是如果發生衝突，你有一個解决衝突的計畫。當緊張關係爆發時，單獨與相關人士交談，傾聽他們的觀點。然後要求他們撇開分歧，把重點放在幫助團隊成功的共同目標上。

當然，如果一個政治討論可以解决一個商業問題，那麼就去做，但要謹慎行事，監控討論的情緒，並在需要時恢復平衡。最重要的是，通過尊重不同的政治觀點來為你的團隊樹立榜樣。

Don’t Let Political Discussions Distract Your Team from Their Work

With our 24/7 news cycle, it’s inevitable that political topics will come up at the office. As a manager, how can you make sure these conversations don’t distract your team?

Think about what kinds of situations and topics might trigger a sharp exchange among employees.

Do your best to avoid anything that might ignite a partisan debate, but have a plan to handle conflict if it happens. When tensions do flare up, talk individually to the people involved, and listen to their points of view. Then ask them to put aside their disagreements and focus on the shared goal of helping the team succeed.

Of course, if a political discussion is relevant to solving a business question, go for it — but proceed cautiously, monitor the discussion’s mood, and restore balance when needed. Above all, be an example for your team by respecting diverse political views.

要使衝突和緩，避免成為個人化

衝突是與他人合作中合作的正而健康的一部分。然而，我們中的許多人不惜一切代價避免它—— 通常是因為覺得自己這衝突個人的。

為了更好地解决分歧，並獲得有生產力衝突的好處，讓我們摒弃所有關於你的想法。如果你認為你對有生產力的衝突感到滿意，你會鼓勵你的團隊，即使不同意，也可以提出他們的想法。

為了使工作衝突遠離個人，想想大局和企業的需要。例如，在目標和過程上經常出現分歧。

當你和一個同事對某事有不同的看法時，問問你自己：為什麼會有這種意見分歧？是一個重要的辯論？它將如何幫助你正在工作的組織或項目？

你越能把衝突集中在商業上，你就越有可能以有益於每個人的獲得解決問題的作法。

To Get More Comfortable with Conflict, Stop Making It Personal

Conflict is a normal, healthy part of working with other people. And yet many of us avoid it at all costs — often because it feels personal.

To get more comfortable with disagreements, and to reap the benefits of productive conflict, let go of the idea that it’s all about you.If you model that you’re comfortable with productive conflict, you’ll show your team that it’s OK to disagree, encouraging people to raise their ideas.

To move a work conflict away from the personal, think about the bigger picture and the business’s needs. Disagreements often arise over objectives and processes, for example.

When you and a colleague have different views about something, ask yourself: Why is this difference of opinion an important debate to have? How will it help the organization or the project you’re working on?

The more you can keep a conflict focused on the business, the better chance you have of resolving it in a way that benefits everyone.

將你的遠端工作員工納入團體會議中

當一些團隊成員不在主辦公室工作時，他們很容易感到被忽視。例如，即使你希望你可以涵蓋他們，但是他們可能會被迫錯過會議，因為你的網絡視訊技術是不可靠的，。但是，當遠端工作者不能參加會議時，這對凝聚力和生產力是不利的，尤其是當團隊面臨關鍵點、必須提出問題和分享回饋的時候。

所有的員工都應該瞭解最新的資訊和目標。即使你的會議是非同步進行，要確保遠程員工是平等的參與者，不要讓他們感覺會議是一種非正式的。

找到一個可靠的技術，讓他們通過視訊會議（或至少電話）參加會議。如果每個人都能看到對方，那麼他們就會加強合作，而遠方的同事就能够像在同一個房間裏一樣參與進來。

Include Remote Workers in All of Your Team Meetings

When some team members don’t work in the main office, it can be easy for them to feel neglected. For example, they may be forced to miss meetings because your A/V technology isn’t reliable, even if you wish you could include them. But it’s bad for cohesion and productivity when remote workers can’t join meetings, especially when the team is going over key points, asking questions, and sharing feedback.

All of your employees deserve to be up-to-date on the latest information and goals. Even if your meeting is a stand-up that has an informal feel and doesn’t always start at the same time, make sure remote employees are equal participants.

Find a reliable technology to let them join meetings over video chat (or at least the phone). It will enhance collaboration if everyone can see each other, and remote colleagues will be able to participate as if they’re in the room.

當你作書面回饋時要委婉些

在一個理想的世界裏，回饋總是會發生在面對面上，所以另一個人可以閱讀到你的肢體語言並聽到你的聲音。但有時你必須通過電子郵件、簡訊或即時消息來提供回饋，在這些情况下，注意文字的調門是很重要的。

書面責備很容易導致誤解，因為它失去了天生的同情心，來自於與人交談。一旦它被打字了，比口頭評論更難收回。

一般來說，你的書面回饋應該堅持描述性的，而不是評估性的語言。人們通常更容易接受，例如“這就是我所看到的”，而不是“我認為你應該這樣做”。後者可以被視為苛刻和漠不關心，而前者更客觀。

如果你與接收者有很緊密的關係，你會有更多的自由度，因為這個人不太可能認為你的責備是一種攻擊。儘管如此，你通過思考和說出來的額外努力會幫助人們真正理解到到你的資訊（即使他們是以閱讀來接收資訊）。

Be Tactful When You Provide Feedback in Writing

In an ideal world, feedback would always happen face-to-face, so the other person could read your body language and hear your voice. But there are times when you have to provide input through email, text message, or even instant message, and in these cases it’s important to be careful about tone.

Written criticism can easily lead to misunderstandings, since it’s missing the natural empathy that comes from talking to someone in person. And once it’s typed, it’s harder to take back than a spoken comment.

Generally, your written feedback should stick to descriptive, rather than evaluative, language. People are usually more receptive to, for example, “This is what I see happening” than to “This is what I think you should do differently.” The latter can be read as harsh and uncaring, whereas the former is more objective.

You’ll have more latitude if you have a strong relationship with the recipient, because the person is less likely to perceive the criticism as an attack. Still, the extra effort you put into thinking through what to say and how to say it will help the person hear your message (even if they’re reading it).

耐心、開放地解决拔河戰爭

如果你和一個同事正在為誰擁有一個項目或誰來决定如何使用你的團隊預算而爭執不休，你可能會感到沮喪或受到威脅。但是生氣不會幫助你達成一個決議。

忘掉贏或輸的模式；通過關注共同目標來完成任務。

試著向別人展示你是開放的，你想要什麼對組織是最好的（並確保這是真的）。不要認為同事是你的死敵，這可能是錯誤誘導。

他們多半不會真的要和你起衝突，優勢人們只是必須虛張聲勢。如果你們兩個想不出前進的方向，請老闆參與進來。

最重要的是要有耐心。解决拔河問題可能需要一些時間，所以不要試圖強迫決議。

Resolve a Turf War by Being Patient and Open-Minded

If you and a colleague are in a tug-of-war over who owns a project or who gets to decide how to use your team’s budget, you might feel frustrated or threatened. But getting angry won’t help you reach a resolution.

Forget the win-lose paradigm; approach the situation by focusing on a common goal.

Try to show the other person that you’re open-minded and that you want what’s best for the organization (and make sure that’s true). And don’t think of the colleague as your mortal enemy, tempting as that may be.

Chances are they aren’t out to get you — sometimes people’s responsibilities simply conflict. Ask your boss to step in if the two of you can’t figure out a way forward.

Most important, be patient. Addressing the tug-of-war is likely going to take some time, so don’t try to force a resolution.

新的領導者，仔細考慮你說的是什麼任務

新的領導者常常被誘惑去從事那些讓他們接近團隊日常運作的工作。但是現在你有了更廣泛的責任，你需要瞭解你的時間和你所承擔的任務的選擇性。

仔細評估對你的每一個請求，並詢問它是否與你的最高價值貢獻相一致。對於那些利用你的特殊才能的請求，說“是”，並安排出必要的時間和注意力。對於那些和你的優先次序不符合但很重要的項目，在你的團隊裏找出其他人來負責支持：“是的，我們可以做到這一點，但是我隊裡的老張將是主要的連絡人。”

你仍然可以諮詢、激勵和領導你的團隊的工作——但是你應該是一個潤滑劑，而不是做重擔的人。

New Leaders, Be Thoughtful About What Tasks You Say Yes To

New managers are often tempted to hold onto the work that keeps them close to their team’s everyday operations. But now that you have a wider set of responsibilities, you need to be discerning about your time and selective about the tasks you take on.

Carefully assess every demand that comes your way, and ask whether it aligns with your highest-value contributions. To those requests that draw on your particular talents, say yes and carve out the necessary time and attention. To those that don’t align but are important, identify other people on your team who can take them on: “Yes, we can do that, but Mr. Zhang on my team will be the main contact.”

You can still consult on, motivate, and lead your team’s work — but you should be a catalyst, not the one doing the heavy lifting.

當你遇到危機時，讓同事幫助你容易些

當你經歷個人危機時，你很可能需要同事的支持。但他們可能不知道如何做才有用，所以深思熟慮和明確地請求他們的幫助。

描述你需要什麼，為什麼幫助對你是有意義的，就和工作中的任何請求一樣，給出一個期限。

例如，你可以說，“我會在接下來的兩周裏需要你的幫助，因為我必須照顧我的母親。你能在下星期四之前完成我們一直在做的報告嗎？這將使我的注意力集中在我在家需要做的事情上。”

你如何匡述一個請求會强烈地影響到別人是否同意。因此，明確你所需要的東西會讓你的同事在你需要的時候更容易幫助到你。

When You’re in a Crisis, Make It Easy for Coworkers to Help You

When you’re going through a personal crisis, you’ll likely need the support of your colleagues. But they may not know how to be useful, so ask for their help thoughtfully and specifically.

Describe what you need and why the help is meaningful to you, and, as with any request at work, give a deadline.

For example, you might say, “I’d love your assistance over the next two weeks while I’m out caring for my mother. Would you be able to complete the report we’ve been working on by next Thursday? It would free up my mind to focus on what I need to do at home.”

How you frame a request strongly influences whether someone will agree to it. So being clear about exactly what you need will make it easier for your colleagues to help out when you need them.

當會議變得緊張時，幫助它回到正軌

你知道當會議變得緊張時的感覺。人們提高他們的聲音，或者你的同事互相交談，而你只是希望它結束。

不要看鐘，採取行動，幫助談話回到正軌。

首先，指出事實上發生的事情，而不是責怪。你可能會說，“我們已經談了25分鐘，我們似乎只是重複相同的論點。其他人同意嗎？然後提供一種方法，確保每個人都能聽到並防止情緒失控。

例如，你可以說，“Ken，我們如何聽你的？可以總結你的立場嗎？以確保我們理解它。那麼，我們Claire同樣地也做她的摘要。這對每個人都有效嗎？“

一旦整個小組同意了一個過程，你就可以有效地繼續對話。

When a Meeting Gets Tense, Help It Get Back on Track

You know the feeling when things get tense in a meeting. People raise their voices, or your colleagues talk over each other — and you just want it to end.

Instead of watching the clock, take action and help get the conversation back on track.

First, point out what’s happening in a matter-of-fact way, without assigning blame. You might say, “We’ve been talking for 25 minutes, and we seem to be just repeating the same arguments. Do others agree?” Then offer a way forward that makes sure everyone is heard and will prevent emotional flare-ups.

For example, you can say, “Ken, how about we hear you out, then we’ll summarize your position to make sure we understand it. Then we can do the same with Claire’s view. Will that work for everyone?”

Once the whole group has agreed on a process, you can continue the conversation productively.

如何回應對你的團隊的偏見評論？

工作中的偏見是顯性的，陰險的。它可以是令人震驚和憤怒。但微妙的“等待，剛剛發生了什麼？”這樣的瞬間要頻繁得多。舉個例子：客戶會以為你的年齡而處於從屬角色。潛在的客戶只會與你的看來成熟得多的同事做目光接觸。你一位表現自信的男性對手容易貼上“堅強”的標籤，而讓你感到“懊惱”。

這樣的時刻讓你質疑別人的意圖和你自己的看法。內心的對話聽起來有點像：“我很沮喪。但我應該這樣做嗎？我有權利這樣做嗎？“ 充其量，這種陰暗的偏見是令人筋疲力盡的。在最壞的情况下，它是毀滅靈魂的。

偏見的性格有時脆弱，在工作場所也很難根除。領導人實施禁止歧視受保護階級的政策，但規則不能封锁無意識的、無意的偏見。你如何立法狀態假設、眼神接觸和靜默的感知？

顯然，組織文化需要改變。但與此同時，一個人每天都會受到微妙的不平等的折磨呢？雖然對偏袒受害者施加額外的負擔是不公平的，但如果他們沒有為這一過渡時期提供應對工具，那麼不公正現象就會被放大。

這就有如種子和土壤的關係。種子是個體，無論周圍的土壤如何，都需要知道如何應對偏見、生存和繁衍。

土壤是一個組織，它並不像它想要的那樣公正。土壤的目標是為不同種子都能够貢獻和成功的地方。

提高種子：個人技能

受害者的偏見需要的技能來代替潰瘍、謾駡，沉默的判斷與開放、誠實和尊重的對話。個人應該知道如何影響他們的工作場所而不疏遠他們需要支持的人。以下是我們看到的人們成功地運用無意識偏見的技巧：

使用“心肺復蘇術。”：你可以用三個層次來面對問題：內容（一次性事件），模式（一系列事件），或關係（在你與他人工作能力模式的影響）。當一個問題是公開的和令人震驚的-有人作出了不寬容的評論。然而，在微妙的情况下，必須收集更多的數據，直到可以描述模式為止。例如，如果老闆反復接觸你的屬下而不是你，你要確保可以舉出幾個實例並提請注意模式，否則你的老闆很可能不會對你描述的單個實例作出誠懇的解釋。最後，通過幫助他人理解他們的行為在信任、合作、自尊等方面的累積效應來考慮解决關係問題。

知道你的目的。當我們經歷到不公，我們常常感到挑釁和蔑視甚至憤怒。在你開口之前，先想想你真正想要什麼?你想要道歉、懲罰或悔改嗎？停止不良行為是否足够？你想要什麼樣的關係？你的目的越明確，你越有可能實現目的。

陳述自己的觀點。技巧熟練的人會謹慎地描述他們的擔憂，而不是發言時只說所自己的判斷和指責。從陳述詳細的事實開始，不需道歉，不做自我壓抑，沒有指責，沒有起訴。試探性地說出這些事實對你意味著什麼，然後邀請別人和對話，嘗試彼此認知與學習。

讓彼此都感覺心安。是否為某個人無意識的偏見偏執狂？如果是這樣，那麼我們都是偏執狂。有技巧的人會認識到，我們所面對的是人類的普遍狀況，而不僅僅是某個人的缺陷。描述別人不受攻擊的偏見行為是很有挑戰的。為未來取得更好的結果，需要我們幫助他人和自己感到心安，同時解决不舒服的問題。例如，你可以先說，“我不認為你意識到這是怎麼發生的……”

改良土壤：組織策略

大多數的組織對嚴重而明顯的故意偏見，會有清楚的紀律管制。但許多缺少必要的策略來消除無意的，無意識偏見和那些“剛剛發生在這裡？”，這些在它們發生之前，就可以避免的偏見行為。下列方法可以影響文化規範和實踐，以顯著减少無意識的偏見。

設定有挑戰性的目標並跟踪結果。領導者必須為結果和行為提供挑戰性的目標，然後讓他們自己對實現這些目標負責。結果包括客觀的措施，如管理員工在組織職涯的各個發展階段（新員工、首長、經理、首長等）、績效評價、內部晋昇、薪酬、福利。並且做好公平的對待，例如認知支持，認知障礙，實現期望，等。

確定關鍵時刻。找出最有可能發生偏差的時間、地點和環境。例如，確定下列中的關鍵時刻：

職涯發展路徑：求職、面試、工作績效評估、工作機會、任務、發展和晋昇。

人生關鍵時刻：婚姻，懷孕/收養，兒童保育，老人照顧，疾病和搬遷。

日常工作環境：工作表現差，任務分配好，與經理摩擦，騷擾和討厭的同事。

綜合不同的解決方案：採用可以包含多樣的解決方案。有的依靠培訓，有的靠政策，有的靠頂層支持。可以綜合更多不同的解決方的作法案，使成功可能性更大。

偏見，尤其是無意的、無意識的偏見，是一個頑固的問題，深深紮根於我們的文化之中。根除它是非常困難的，但是通過培育種子和土壤，組織可以幫助個體應對，同時採取必要的步驟來系統地防止偏見。

How to respond to biased comments on your team?

Prejudice in work is overt and insidious. It can be shocking and angry. But the subtle "Wait, what just happened?" Such moments are much more frequent. For example: Customers will assume a subordinate role for your age. Potential customers will only make eye contact with your seemingly more mature colleagues. A male opponent who shows self-confidence tends to label him "strong" and make you feel "chagrined".

Such moments make you question other people's intentions and your own opinions. The inner conversation sounds a bit like, "I'm depressed. But should I do that? Do I have the right to do so? "At best, this dark prejudice is exhausting. In the worst case, it destroys the soul.

Prejudice is sometimes fragile and difficult to eradicate in the workplace. Leaders implement policies that prohibit discrimination against the protected class, but rules cannot block unconscious and unconscious prejudices. How do you legislate state assumptions, eye contact and silent perception?

Obviously, organizational culture needs to change. But at the same time, how can one suffer subtle inequalities every day? Although it is unfair to impose additional burdens on victims of partiality, if they do not provide coping tools for this transitional period, the injustice will be magnified.

It's like the relationship between seeds and soil. Seeds are individuals, regardless of the soil around them, who need to know how to cope with prejudice, survival and reproduction.

Soil is an organization. It is not as just as it wants. The goal of soil is where different seeds can contribute and succeed.

Improving Seeds: Personal Skills

Victims' prejudices require skills to replace ulcers, abuse, silent judgment and open, honest and respectful dialogue. Individuals should know how to influence their workplace without alienating the people they need to support. Here are some techniques that we have seen people successfully employ unconscious prejudice:

Use cardiopulmonary resuscitation. You can face problems at three levels: content (one-off event), pattern (a series of events), or relationship (the impact of your work competency model on others). When a problem is open and shocking - some people make intolerant comments. However, in delicate situations, more data must be collected until patterns can be described. For example, if your boss repeatedly contacts your subordinates rather than you, make sure you can cite several examples and draw attention to patterns, otherwise your boss will probably not give a sincere explanation of the individual examples you describe. Finally, the relationship problem can be solved by helping others understand the cumulative effects of their behavior on trust, cooperation and self-esteem.

Know your purpose. When we experience injustice, we often feel provocative and contemptuous or even angry. Before you speak, think about what you really want? Do you want to apologize, punish or repent? Is it enough to stop bad behavior? What kind of relationship do you want? The clearer your purpose is, the more likely you are to achieve it.

State your point of view. Skilled people carefully describe their concerns rather than just their own judgments and criticisms when speaking. Starting with a detailed statement of the facts, there is no need to apologize, no self-repression, no blame, no prosecution. Tell tentatively what these facts mean to you, then invite others and dialogue, and try to recognize and learn from each other.

Let each other feel at ease. Is it someone's unconscious prejudice paranoia? If so, then we are all paranoid. Skilled people will realize that we are facing the general situation of human beings, not just the defects of one person. It's challenging to describe the prejudices of others who are not attacked. To achieve better results in the future, we need to help others and ourselves feel at ease, while solving uncomfortable problems. For example, you can start by saying, "I don't think you realize how this happened..."

Soil Improvement: Organizational Strategies

Most organizations have clear disciplinary controls over serious and obvious intentional prejudices. But many lack the necessary strategies to eliminate unintentional, unconscious prejudices and those "just happened here?" These prejudices can be avoided before they occur. The following methods can influence cultural norms and practices to significantly reduce unconscious bias.

Set challenging goals and track results. Leaders must provide challenging goals for outcomes and actions, and then hold themselves accountable for achieving those goals. The results include objective measures, such as managing staff at all stages of organizational career development (new employees, directors, managers, directors, etc.), performance evaluation, internal promotion, salary and welfare. And do a good job of fair treatment, such as cognitive support, cognitive impairment, achieve expectations, and so on.

Determine the critical moment. Identify the time, location and environment where deviations are most likely to occur. For example, identify the following critical moments:

Career development path: job hunting, interview, job performance evaluation, job opportunities, tasks, development and promotion.

Key moments in life: marriage, pregnancy/adoption, child care, care for the elderly, illness and relocation.

Daily working environment: poor performance, good assignment, friction with managers, harassment and annoying colleagues.

Integrate different solutions: adopt solutions that can include a variety of solutions. Some rely on training, some on policy, and some on top support. It is possible to synthesize bills from more different parties to make it more likely to succeed.

Prejudice, especially unintentional and unconscious prejudice, is a stubborn problem deeply rooted in our culture. Eradicating it is very difficult, but by nurturing seeds and soil, organizations can help individuals cope, while taking the necessary steps to systematically prevent prejudice.