第頁(yè)共頁(yè)職場(chǎng)雙語(yǔ)]如何應(yīng)對(duì)職場(chǎng)信息過(guò)量職場(chǎng)雙語(yǔ)]如何應(yīng)對(duì)職場(chǎng)信息過(guò)量如何應(yīng)對(duì)職場(chǎng)信息過(guò)量]“命令-控制”形式并未消失，也永遠(yuǎn)不會(huì)消失，職場(chǎng)雙語(yǔ)]如何應(yīng)對(duì)職場(chǎng)信息過(guò)量。老板還是老板。假如我的老板吩咐我做件事，我會(huì)立即起身去做。假如巴茨讓手下做什么事，而他們沒(méi)有立即照辦，就會(huì)有費(fèi)事了而這與互聯(lián)網(wǎng)一點(diǎn)兒關(guān)系也沒(méi)有。傳統(tǒng)的管理方式已壽終正寢?；ヂ?lián)網(wǎng)讓“命令-控制”形式不復(fù)存在。如今，人人都可以搶在老板之前，對(duì)他們的`一舉一動(dòng)加以分析^p和奚落，對(duì)員工頤指氣使已不再可能。上述觀點(diǎn)是雅虎(Yahoo)新任CEO卡羅爾•巴茨(CarolBartz)在《經(jīng)濟(jì)學(xué)人》(TheEconomist)的年度特刊《2023年的世界》(TheWorldin2023)中提出的。它聽(tīng)上去非常新穎，也貌似有理，我差點(diǎn)兒就被哄弄住了，以為“信息洪流”或許真的徹底改變了管理方式。但隨后我向四周張望了一下，看到許多人平靜地趴在辦公桌邊，做著自己拿錢要做的事情：工作?！懊?控制”形式并未消失，也永遠(yuǎn)不會(huì)消失。老板還是老板。假如我的老板吩咐我做件事，我會(huì)立即起身去做。假如巴茨讓手下做什么事，而他們沒(méi)有立即照辦，就會(huì)有費(fèi)事了而這與互聯(lián)網(wǎng)一點(diǎn)兒關(guān)系也沒(méi)有。巴茨說(shuō)的不錯(cuò)，可獲得的信息量，確實(shí)改變了公司運(yùn)作以及我們互相溝通的方式。但看上去唯一沒(méi)有改變的，就是老板與下屬的溝通方式。被海量資訊歪曲和吞噬掉的，都是其它方面。Traditionalmanagementisover.Theinterhaskilledmandandcontrol.Nowthateveryonecananalyseandridiculetheirchiefexecutive’severymovealmostbeforethey’vemadeit,ithasbeeimpossibletoorderpeopleabout.ThisviewisputforwardbyCarolBartz,thenewheadofYahoo,inTheEconomist’s“TheWorldin2023”.ItsoundspaceyandplausibleandforasecondIwaslulledintothinkingthatperhapsthe“Niagaraofinformation”reallyhaschangedmanagementforever.ButthenIlookedaroundme.Isawlotsofpeopleatdeskscalmlydoingwhattheywerepaidtodo:working.mandandcontrolisnotoverandwon’teverbe.Bossesarestillbosses.Ifminetellsmetodosomething,I’minclinedtogetupoffmybottomanddoit.IfBartz’semployeesdon’tgetofftheirbottomswhenshetellsthemto,thereisaproblem–andithasnothingtodowiththeinter.Sheisrightthattheamountofinformationavailabledoeschangethewaypaniesarerunandthewaywemunicatewitheachother.Butitseemsthattheonlylineofmunicationthathasnotchangedisbetweenbossandunderling.Itisalltheotherlinesthathavebeedistortedandmuffledbythesheeramountofstuffoutthere.Inthepastcoupleofweeks,I’veeacrosstwowaysinwhichpaniesaremanagingthis–andbothofthemarequiteworrying.Heransweristobypassthewrittenwordandconveysimplemessagesinlittlesnatchesofvideoinstead.Watchingthesesnippets,Iwantedtolaugh.HerewasawomanwithafirstclassdegreefromCambridgeuniversitytalkingasifshewereamanicallysmilingchildren’sTVpresenter.Thecamerashowedherdeliveringasimple,upbeatmessagebeforemovingtoamanwhowrotethesamemessage–“Keepitsimple”–onaflipchartwithachunkyfelttipmarker.Isn’tthatabitpatronising?Iasked.Quitepossibly,shereplied.Butbecausepeopleseemedtobelistening,shedidn’tcare.Otherpanieshavedecidedtodealwithtoomuchinformationbygivingupanyattempttomanageitonthegroundsthattodosocoststoomuch.Sincetherecessionbegan,manyhaveclosedtheirlibrariesandtakentheaxetotheirknowledgemanagementdivisions,setupwithsuchprideandoptimismbarelyadecadeago.Inonebigconsultancy,allthepeoplewhousedtosortinformationintousablechunkshavejustbeenfired,andconsultantshavebeentoldthattheywillhaveto“self-servicetheirknowledgeneeds”.Thisisalmostcertainlyamistake.Self-servicingourknowledgeneedsissomethingmostofusareprettybadat.Whichiswhy,asBartzpointsout,weneedbusinessleaderswhowillnotonlytelluswhattodobuthelpusknowwhattothink.Bartzarguesthat,inordertodothissuccessfully,leadersmustacquiretwoskills.First,theymustlistenmorethanbefore.I’mnotsosureaboutthis.Thetroublewiththeinformationageisthattherearesomanypeopletalkingsimultaneously.Leaderssurelyneedtodonotmorelisteningbutmoreignoring.Morethanever,thegoodleadersurelyneedstolearnhowtobeeselectivelydeaf.Thesecondskillistofindawayofdealingwiththemanybeastlythingsthatarewrittenaboutthemontheinter.Itwouldbeniceifwecouldexpectleadersinthefuturetorespondmaturelytothiswaveofpubliccriticism,butI’mnotholdingmybreath.BecauseIcanfindnosuchgrown-upstrandinmyself,I’mgloomyaboutfindingitinothers.Thereis