评论
打印
Business
商业版块
Bartleby
巴托比专栏
Anger and management
发怒与管理
The pros and cons of losing your temper at work.
在工作中发脾气的利与弊。
Awareness days are meant to remind people of important causes and desirable behaviour.
意识日旨在提醒人们重要的事业和可取的行为。
Among other things, February sees the International Day of Human Fraternity, World Day of Social Justice and—everyone’s favourite until it became a bit too commercialised—World Pulses Day.
除了其他一些意识日，2月有国际人类博爱日、世界社会正义日，以及--在它变得有点商业化之前，所有人都最喜欢的--世界豆类日。
International Day of Happiness falls in March; you have to wait until November for World Kindness Day.
国际幸福日在3月，必须等到11月才能庆祝世界慈善日。
Anger is far too objectionable to be celebrated with a special day of its own.
愤怒太令人不愉快，不能用一个专属的特别日子来庆祝愤怒。
There is an anger-awareness week in Britain, but the emphasis is on controlling tempers, not giving in to them.
英国有一个愤怒意识周，但强调的是控制脾气，而不是被脾气控制。
Yet in the workplace, as elsewhere, anger is more ambiguous than it seems.
然而，在职场，就像在其他地方一样，愤怒比它表面看起来的更有多面性。
Its destructive side is obvious.
其破坏性的一面是显而易见的。
Furious people are not much fun to work with, and less fun to work for.
与暴躁的人共事没有多大乐趣，在这种人手下工作更没有多大意思。
A short-fused boss is likely to instil fear among employees and to discourage people from speaking up.
一个脾气暴躁的老板可能会在员工中灌输恐惧，并阻止人们直言不讳。
Anger can also engender poor performance.
愤怒也会导致糟糕的表现。
Anyone who has ever been riled by a rude email or uncivil colleagues knows how in such circumstances suddenly nothing else matters.
只要曾经被粗鲁的电子邮件或没礼貌的同事激怒过的人都知道，在这种情况下，突然之间任何事情都变得无关紧要。
Every spare bit of cognitive power is redirected to thinking of devastating put-downs from which the offender will never recover; other tasks can wait.
所有空余的认知能力都会被重新用来去思考如何做出具有毁灭性的言语还击，让激怒你的人永远无法缓过劲来，其他任务都可以等等再说。
In one paper on the effects of rudeness on medical professionals, Arieh Riskin of Bnai Zion Medical Centre in Haifa and his co-authors describe a training exercise in which teams of Israeli physicians and nurses treated a mannequin of a baby.
在一篇关于粗鲁行为对医疗专业人员的影响的论文中，以色列海法市锡安之子医疗中心的阿利亚·里斯金及其合著者描述了一次培训练习，在练习中，以色列医生和护士团队对一个婴儿的人体模型进行治疗。
The teams were joined by someone billed as a visiting expert from America, who offered studiously neutral comments to some groups and made unprompted and disparaging remarks about the quality of medical care in Israel to others.
加入这些团队的还有一位被称为美国访问专家的人，专家对一些团体刻意发表了中立的评论，并对另一些团体主动发表了对以色列医疗质量的贬低性评论。
The teams that had suffered rudeness performed significantly worse.
遭受粗鲁对待的团队表现要差得多。
Being angry all the time is bad news for individuals and organisations alike.
总是生气对个人和组织来说都是坏消息。
But so is being tremendously satisfied by everything all the time.
但总是对一切都非常满意也是坏消息。
Jeffrey Pfeffer, a professor at Stanford University who teaches a course on how to acquire power, reckons that displaying anger is an important skill for those who want to rise up the corporate ladder.
斯坦福大学的杰弗里·费弗教授有一门关于如何获得权力的课程，他认为，对于那些想要在公司晋升的人来说，表现愤怒是一项重要的技能。
It is associated with decisiveness and competence (though angry women are more likely to evoke negative emotions among other people than angry men do).
愤怒与果断和能力有关(但愤怒的女性比愤怒的男性更容易在其他人中引发负面情绪)。
Doctors who get angry if they are challenged about their medical advice are not judged to be less competent; if they show shame, patients take a dimmer view.
如果医生在自己的医疗建议受到质疑时变得愤怒，他们并不会被认为能力较差，而如果他们表现出羞愧，患者对他们的看法就会变得消极。
Anger can have a galvanising effect in specific circumstances.
在特定情况下，愤怒可能会产生激励作用。
A study by Barry Staw of the University of California, Berkeley, and his co-authors analysed half-time team talks by college and high-school basketball coaches in America, and found that expressions of negative emotions such as anger and disappointment were associated with better second-half outcomes—up to a point.
加州大学伯克利分校的巴里·斯托及其合著者分析了美国大学和高中篮球教练在半场休息时与队员进行的谈话，并发现愤怒和失望等负面情绪的表达与更好的下半场比赛结果有关——在一定程度上是这样。
When coaches reached the bulging-eyeballs stage, rage started to have the opposite effect.
当教练们到了愤怒得目眦尽裂的阶段，愤怒就开始产生相反的效果。
There are similar nuances in negotiations.
在谈判中也有类似的细微差别。
A paper by Hajo Adam of Rice University and Jeanne Brett of Northwestern University found that as people got more upset, they were more likely to extract concessions.
莱斯大学的哈约·亚当和西北大学的珍妮·布瑞特的一篇论文发现，当人们逐渐变得更气恼，他们就更有可能要求对方让步。
But being too angry was seen as inappropriate.
但过于愤怒被认为是不合适的。
And although displays of anger can work in one-off negotiations, they also invite retaliation in subsequent interactions.
尽管表达愤怒在一次性谈判中是有效的，但在随后的互动中也会招致报复。
Anger has different effects on different types of people.
愤怒对不同类型的人有不同的影响。
Agreeableness is one of the “Big Five” personality traits recognised by most psychologists.
随和是大多数心理学家认可的“大五”人格特征之一。
Agreeable sorts value co-operation and courtesy; disagreeable ones are more cynical and more comfortable with conflict.
随和的人重视合作和礼貌，不随和的人更愤世嫉俗，面对冲突也更自如。
In an experiment by Gerben Van Kleef of the University of Amsterdam and his co-authors, teams comprised of agreeable and disagreeable people were given feedback on their performance by an actor.
在阿姆斯特丹大学的戈本·凡·克利夫及其合著者进行的一项实验中，由随和的人和不随和的人各自组成的团队得到了一名演员对他们表演的反馈。
The words were the same each time, but in some instances the actor looked and sounded happy and in others they looked and sounded angry.
演员每次说的话都是一样的，但在某些情况下，演员看起来和听起来很高兴，而在另一些情况下，演员看起来和听起来很生气。
An angry evaluation spurred the more disagreeable teams to do better than a happy (or poker-faced) one; the reverse applied to the more agreeable teams.
愤怒的评价比高兴的（或没有表情的）评价更能促使不随和的团队做得更好，而更随和的团队情况相反。
By now the problem should be obvious.
现在，问题应该显而易见了。
Anger involves a loss of control.
愤怒意味着失去控制。
But to be effective in the workplace, it needs to be carefully modulated.
但为了在工作场所产生效果，愤怒需要得到仔细的调控。
That means volcanic people need to find ways to rein themselves in before they spew invective everywhere.
这意味着火山型的人需要在自己口出谩骂之前找到控制自己的方法。
It also means that equable people need to learn to let fly occasionally.
这也意味着性格平和的人需要学会偶尔发火。
If there is room in the calendar for International Jazz Day, then there is certainly a case for World Calibrated Displays of Anger Day.
如果日历上还有地方设一个国际爵士日，那么肯定有理由设一个“世界调节型愤怒展示日”。
