情商3：影响你一生的工作情商（第2版）

如果你想适应千变万化的市场，还需要集体创造力的结晶。这种集体创造力的结晶对公司的各个阶层都有积极的作用。想一下SOL公司的案例，这家公司位于芬兰，是一家从事清洁业务的公司，经营得十分成功。1992年，这家公司从一家比较大的家族企业中分离出来。当时，这家公司仅有2000名员工，以及1500个客户，年利润不到3500万美元。但是4年之后，公司的客户数量就翻了一番，员工数量也是以前的两倍，年收入达到6000万美元。^[54]

在这家公司里，员工们享有高度的工作自由。这家公司的员工没有头衔、没有个人办公室，而且管理人员也和普通员工一样没什么特权，甚至没有秘书。公司也没有规定明确的工作时间。在芬兰，工作时间通常为早8点到下午4点，所以该公司的上班时间确实是一项创新。SOL公司让员工大胆去做，鼓励他们在工作方式方法上勇于创新。

周围环境中充满了枯燥乏味、工作效率低的情况，所以在这种大环境中，SOL公司自由的工作方式就更显得难能可贵了。比如，SOL公司的工作人员善于利用零散的时间，承担起诸如帮助病人去浴室洗澡的工作，有时在紧急情况下也会通知医生采取急救措施。清洁人员有时还利用晚上的时间去连锁店帮助清点货物。

SOL这样的公司没有那么多的约束，工作角色比较灵活模糊，放手让员工自己约束自己，广泛采纳信息，运用多种方式鼓励员工发挥创新力。

公司创新与个人创新的过程是一样的，也分为几个步骤。其中两个步骤尤为关键：第一个是“集思广益”，就是收集各方面优秀的想法；第二个就是“付诸实践”，就是把好的想法实践出来。^[55]

在一家公司中，想出新想法的人与支持这个新想法的人是两类不同的人群，来自不同的团队。有一项研究针对工程公司开发部门的数千名员工进行了一项调查，调查发现：想出新想法的人往往都有专长，他们觉得沉醉于这种抽象的想法中是一种享受，^[56]他们也倾向于独自工作。

相反，那些支持新想法的人都是有影响力、具有政治号召力的人，他们擅长推销新想法，能够争取到别人的支持与协助。一方面有专长的人能够想出富有创意的想法，这一点极其重要；另一方面，能否将这些想法付诸实践，发挥影响力使公司员工们接纳这些想法，也是很关键的。所以，一家鼓励创新的公司需要培养出这两种关键人才。

1. The amygdala: the best description of the emotional roleof the amygdala is Joseph LeDoux, TheEmotional Brain:The Mysterious Underpinnings of Emotional Life (New York:Simon & Schuster,1996).
2. More specifically, the release of CRF triggers anotherbrain chemical, called ACTH, which in turncauses a floodof hormones known as corticosteroids; in humans themain one is cortisol.
3. Cortisol and working memory: see, for example, O. M.Wolkowitz et al., “Cognitive Effects ofCorticosteroids,”American Journal of Psychiatry 147, 10 (1990).
4. Stress shrinks the hippocampus: Bruce McEwen and R. M.Sapolsky, “Stress and CognitiveFunction,” CurrentOpinions in Neurobiology 5 (1995).
5. Cortisol and memory impairment: M. Mauri et al.,“Memory Impairment in Cushing’s Disease,”Acta Neurologica Scandinavia 87 (1993).
6. Deluge of messages: Alex Markels, “Memo 4/8/97, FYI:Messages Inundate Offices,” The WallStreet Journal, April8, 1997.
7. Engineer: Robert E. Kelley, How to Be a Star at Work(Times Books, 1998).
8. For example, a man who had an injury to his prefrontal cortex when an exploding tire drove part ofthe tire riminto his forehead was suddenly transformed from a piouschurchgoer to someone who wouldhurl a glass of orange juice at a waitress because it was warm. People withfrontal lobe damage areprone to such fits of explosive, uncontrollable impulse, their primal feelings of fear orrage unchecked;Vietnam veterans with frontal-lobe damage were found to be up to six times as violent and aggressiveas similar vets without such damage. Such clinical reports are telling for the rest of us: Wheneverinjuryto a neural circuit results in dramatic changes in behavior, it suggests that normal variations in theoperation of that circuit cause parallel variations in that same range of behavior. I review the evidencefor the roleof the prefrontal lobe, particularly the orbitofrontal cortex, in inhibiting impulse in moredetail in Emotional Intelligence (New York: Bantam Books, 1995).
9. Impulsivity: Gordon D. Logan et al., “Impulsivity andMotor Control,” Psychological Science,January 1997.
10. As these inhibitory circuits calm the amygdala, they allowthe intellect to operate more effectively,even under stress.For example, in one laboratory experiment, people weregiven a fairly good analogueof the stress operating in awide variety of jobs: They had to solve tough arithmeticproblems under ever-increasing time pressure. Peoplewhose cortisol levels remained the lowest had the most accurateanswers, and stayed accurate longer despite thetension of the situation; those with high cortisol hadthemost anxiety, anger, depression, and fatigue—and the poorest intellectual performance. J. Lehmannet al.,“Differences in Mental Task Performance and Slow Potential Shifts in Subjects Differing inCortisol Level,”International Journal of Psychophysiology 13 (1992).
11. Tense managers and poor store performance: Robert F.Lusch and Rapy Serpkenci, “PersonalDifferences, JobTension, Job Outcomes, and Store Performance: A Study of Retail Managers,” Journalof Marketing, January 1990.
12. The story of the fight that didn’t happen was passed on tome by Roger Grothe, then manager of in-flight training atNorthwest Airlines.
13. The marshmallow kids grow up: The data collection andanalysis of the children in the teen yearsand twenties wasconducted by Philip Peake, a psychologist at SmithCollege, who shared the findingswith me.
14. As the people at the Educational Testing Service inPrinceton, who make the test, told me, a 210-pointadvantage is as great as that seen between children from the wealthiest and poorest homes, orbetween children whose parents have no high-school diploma and those with a parent who has amaster’s degree or better.
15. The follow-up was directed by Philip Peake.
16. Emotional labor: Arlie Hochschild, The Managed Heart:The Commerci-alization of HumanFeeling. Berkeley:University of California Press, 1983.
17. Identity and emotional labor: Blake E. Ashforth andRonald H. Humphrey, “Emotional labor inservice roles:The influence of identity,” Academy of Management Review,18, 1993.
18. The costs of emotional suppression: James J. Gross and Robert W. Levenson, “Hiding Feelings:The Acute Effectsof Inhibiting Negative and Positive Emotion,” Journal of Abnormal Psychology 106(1997).
19. Spontaneity in supervisors, managers, and executives:Richard Boyatzis, The Competent Manager:A Model for Effective Performance (New York: John Wiley and Sons, 1982).
20. The tale of Bill Gates’s tirade: Fred Moody, “WonderWomen in the Rude Boys’ Paradise,” FastCompany,June/July 1996.
21. Relaxation as a stress buffer: My own research at Harvardoffered some of the first evidence forthis effect; see Daniel Goleman and Gary E. Schwartz, “Meditation as an Intervention in StressReactivity,” Journal of Clinical and Consulting Psychology 44 (1976). Many other studies have foundthe same effect in the years since; see Daniel Goleman and Joel Gurin (eds.), Mind/Body Medicine(NewYork: Consumer Reports Books, 1994).
22. Stress and strain: M. Afzalur Rahim and Clement Psenicka, “A Structural Equations Model ofStress, Locusof Control, Social Support, Psychiatric Symptoms, and Propensity to Leave a Job,”Journal of Social Psychology136 (1996).
23. Little control over job, more heart disease: see Leonard Syme, “Explaining Inequalities in HeartDisease,” TheLancet, July 26, 1997.
24. Lack of job control and heart disease: R. Karasek and T.Theorrell, Healthy Work: Stress,Productivity, and the Reconstruction of Working Life (New York: Basic Books,1990).
25. Colds and bad bosses: Sheldon Cohen, paper delivered atthe Third International Congress of theInternational Society for Neuroimmunomodulation, Bethesda, MD, November 1996. Reported inScience, November 29, 1996.
26. Distressing feelings and the heart: E. C. Gullete et al.,“Effects of Mental Stress on MyocardialIschemia During Daily Life,” Journal of the American Medical Association 227 (1997).
27. Higher cortisol levels in working mothers: L. J. Luecken etal., “Stress in Employed Women:Impact of Marital Statusand Children at Home on Neurohormone Output andHome Strain,”Psychosomatic Medicine 59 (1997).
28. Cortisol and immune suppression: see Christine Blank“Anticortisols Can Help Many,” DrugTopics, December 8, 1997.
29. Cortisol and work stress: Kathleen Fackelman, “The Cortisol Connection,” Science News,November 29, 1997.
30. The stressed professor: Richard Lazarus, Emotion and Adaptation (New York: Oxford UniversityPress, 1991).
31. The self-aware laid-off managers: James Pennebaker personal communication.
32. The experiment on self-awareness and handling stresswell: Peter Salovey, John D. Mayer et al.,“EmotionalAttention, Clarity, and Repair: Exploring Emotional Intelligence Using the Trait Meta-mood Scale,” in James W. Pennebaker (ed.), Emotion, Disclosure, and Health (Washington, DC:American Psychological Press, 1995).
33. Officer Wilson: in Deborah Sontag and Dan Barry“Disrespect as Catalyst for Brutality,” The NewYork Times,November 19, 1997.
34. The unflappable traffic agents: Elizabeth Brondolo et al., “Correlates of Risk for Conflict AmongNew York CityTraffic Agents,” in Gary R. VandenBos and Elizabeth Q.Bulatao (eds.), Violence on theJob: Identifying Risks and Developing Solutions (Washington, DC, American PsychologicalAssociation, 1996).
35. Calm counselors are superior: Richard A. Boyatzis and James A. Burrus, “The Heart of HumanResource Development: Counseling Competencies,” unpublished manuscript, July 1995.
36. Unflappable flight attendants: Lyle M. Spencer Jr. andSigne M. Spencer, Competence at Work:Models for Superior Performance (New York: John Wiley and Sons, 1993).
37. Self-control in managers and executives: Boyatzis, TheCompetent Manager.
38. Hardiness and stress resilience: Salvatore R. Maddi and Suzanne C. Kobasa, The HardyExecutive: Health UnderStress (Homewood, IL: Dow Jones-Irwin, 1984).
39. The inventor and the man with two sets of books: the story is told in Stanley Foster Reed, TheToxic Executive(New York: HarperBusiness, 1993).
40. Survey of unethical business practices: reported in Henry Fountain, “Of White Lies and YellowPads,” The New YorkTimes, July 6, 1997.
41. The assessment of 4,265 people is reported in “ActivityVector Analysis: Some Applications to theConcepts of Emotional Intelligence,” Walter V. Clarke Associates,Pittsburgh, June 1996.
42. Ratings of football players: “Activity Vector Analysis.”
43. Conscientiousness and outstanding performance: M. R.Barrick and M. K. Mount, “The Big FivePersonalityDimensions and Job Performance: A Meta-analysis,”Personnel Psychology 44 (1991).
44. Conscientiousness and appliance sales: Murray R. BarrickMichael K. Mount, and Judy P. Strauss,“Conscientiousness and Performance of Sales Representatives: Test of the Mediating Effects ofGoalSetting,” Journal of Applied Psychology 78 (1993).
45. Lack of conscientiousness and firing: Murray R. Barrick M. K. Mount, and J. P. Strauss,“Antecedents ofInvoluntary Turnover Due to a Reduction in Force,”Personnel Psychology 47 (1994).
46. Overconscientiousness and critical attitudes: Dennis W. Organ and Andreas Lingl, “Personality,Satisfaction, andOrganizational Citizenship Behavior,” The Journal of Social Psychology 135 (1995).
47. Andrew S. Grove: Robert A. Burgelman, and Andrew S.Grove, “Strategic Dissonance,” CaliforniaManagementReview 38, 2 (1996).
48. Reactions of top management to crises is like the stages ofcoping with catastrophe: These ideas aredeveloped in Burgelman and Grove, “Strategic Dissonance.”
49. The Schwinn saga: Judith Crown and Glenn Coleman, TheRise and Fall of the Schwinn BicycleCompany, an American Institution (New York: Henry Holt, 1996).
50. Managers and flexibility: Boyatzis, The Competent Manager.
51. Innovative solution at Levi Strauss: Stratford Sherman“Levi’s: As Ye Sew, So Shall Ye Reap,”Fortune, May 12, 1997.
52. Internal constraints: Robert Sternberg (ed.), Handbook ofHuman Intelligence (Cambridge:Cambridge University Press, 1988).
53. NIH，即“not invented here”的缩写，意为“此地无创新”。——译者注
54. Creativity killers: Teresa Amabile, “The Intrinsic Motivation Principle of Creativity,” in BarryStaw and L. L. Cummings (eds.), Research in Organizational Behavior,vol. 10 (Greenwich, CT: JAIPress, 1988).
55. Gina Imperato, “Dirty Business, Bright Ideas,” FastCompany, February/March 1997.
56. Factors that boost organizational creativity: Amabile 1988.
57. Innovators versus implementers in engineering R&D; E. B.Roberts and A. R. Fusfeld, “Staffingthe InnovativeTechnology-Based Organization,” Sloan Management Review 22 (1981); C. M. Beath,“Supporting the Information Technology Champion,” MIS Quarterly 15(1991).