22_The Surprising Science of Motivation：出人意料的工作動(dòng)機(jī)
How many of you have heard of the company Atlassian?
你們中有多少人聽(tīng)說(shuō)過(guò)Atlassian公司?
It looks like less than half.
看起來(lái)還不到一半。
Atlassian is an Australian software company.
Atlassian是一個(gè)澳大利亞的軟件公司。
And they do something incredibly cool.
而且他們做一些非?？岬氖虑?。
A few times a year they tell their engineers,...
每年他們要告訴他們的工程師很多次…
..."Go for the next 24 hours and work on anything you want,..."
在接下來(lái)的24小時(shí),做任何你想做的工作…
"...as long as it's not part of your regular job."
只要不是你日常工作的一部分。
"Work on anything you want"...
“從事任何你想做的工作”…
...so that engineers use this time to come up with a cool patch of code, come up with an elegant hack.
因此，這些工程師便利用這些時(shí)間，寫出一套有趣的編程，優(yōu)雅地包裝這些想法。
Then they present all of these stuff that they've developed to their teammates, to the rest of the company,...
然后他們把自己所研發(fā)的所有的東西呈獻(xiàn)給他們的隊(duì)友及公司的其他人員…
...in this wild and woolly all-hands meeting at the end of the day.
And then, being Australians, everybody has a beer.
They call them FedEx Days.
Why? Because you have to deliver something overnight.
It's not bad.
It's a huge trademark violation...
...but it's pretty clever.
That one day of intense autonomy has produced a whole array of software fixes that might never have existed.
And it's worked so well that Atlassian has taken it to the next level with 20 Percent Time,...
...done famously at Google,...
...where engineers can work, spend 20% of their time working on anything they want.
They have autonomy over their time, their task, their team, their technique,...
...okay? Radical amounts of autonomy.
And at Google, as many of you know,...
...about half of the new products in a typical year are birthed during that 20 Percent Time,...
...things like Gmail, Orkut, Google News.
Let me give you an even more radical example of it.
Something called the Results Only Work Environment,...
...the ROWE,...
...created by two American consultants, in place at about a dozen companies around North America.
In a ROWE, people don't have schedules.
They show up when they want.
They don't have to be in the office at a certain time or any time.
They just have to get their work done.
How they do it, when they do it, where they do it is totally up to them.
Meetings in these kinds of environments are optional.
What happens?
Almost across the board, productivity goes up, worker engagement goes up,...
...worker satisfaction goes up, turnover goes down.
Autonomy, mastery and purpose: these are the building blocks of a new way of doing things.
Now, some of you might look at this and say, "Hmm, that sounds nice but it's utopian."
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