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You’ve used the word myths and symbols, and I’m just curious, what’s an example of a myth or symbol that you’re talking about here?
你用了神话和象征这个词，我很好奇，你在这里说的神话或象征的例子是什么？
In the context of work-life balance, one important myth is who is the ideal worker?
在工作与生活平衡的背景下，一个重要的误区是，谁是理想的员工？
One important myth is the meaning of productivity.
一个重要的误区是生产力的意义。
So how do we measure productivity?
那么，我们如何衡量生产率呢？
How do I know that you are my most productive worker?
我怎么知道你是我工作效率最高的员工？
Is it because I see you from early morning to late at night and you are in all meetings, and I see your car parking in the parking lot?
是不是因为我从早到晚都看到你，你参加所有的会议，我看到你的车停在停车场？
Or is it because the actual products that you deliver?
或者是因为你交付的实际产品？
Well, it turns out that for companies, it’s the former.
事实证明，对于公司来说，是前者。
For many managers, for many companies, in many performance reviews, we know very little about the actual deliverables, about the products of high tech engineers, even of the call center workers, we know much more about the time in their seats, and we confuse the two.
对于许多经理，对于许多公司，在许多绩效评估中，我们对实际可交付成果知之甚少，对高科技工程师的产品，甚至呼叫中心工作人员的产品，我们更多地了解他们在座位上的时间，我们混淆了这两者。
And that myth was created in the 1950s.
而这个神话是在20世纪50年代创造的。
This is when the model of the White middle class organization was forged in corporate America.
白人中产阶级组织模式就是在这个时候在美国企业界形成的。
That model barely worked back then for Black, Hispanic, and Asian American employees or White women and it rarely works for anyone today.
当时，这种模式对黑人、西班牙裔、亚裔美国人的员工或白人女性几乎不起作用，如今也几乎不适用于任何人。
You can imagine how this myth, the myth of time equals productivity, creates a barrier for workers that juggle work-life, right, or work-families.
你可以想象这个神话，即时间等于生产力，为那些在工作和生活之间，或者工作和家庭之间奔波的人创造了一个障碍。
So you study these 800 firms.
所以你研究了这800家公司。
And to be clear, we’re talking about companies in the United States here.
需要明确的是，我们在这里谈论的是美国的公司。
Which is important because there obviously is a lot more work-life support or regulated norms for that in other countries.
这一点很重要，因为很明显其他国家对此有更多的工作-生活支持或监管规范。
What were some of the most effective ways that companies could offer flexibility that had meaningful impacts for their entire workforce?
有哪些最有效的方法可以让公司提供灵活性，并对整个员工产生有意义的影响?
So, yes, flexibility is one of the most impactful programs that we’ve found.
所以，是的，灵活性是我们发现的最有影响力的项目之一。
And the important thing to remember when offering flexibility is that we want to make this policy formal, well-communicated and flexible.
在提供灵活性时需要记住的重要一点是，我们希望这项政策是正式、沟通良好和灵活的。
Different companies, even different departments within the same company have different work processes and different capabilities to afford flexibility.
不同的公司，甚至同一公司内的不同部门都有不同的工作流程和不同的能力来提供灵活性。
And this puts a lot of management in a stressful position because on the one hand, yes, we know that most employees need more flexibility, on the other hand, managers are worried that they will not be able to manage it.
这让很多管理层面临压力，因为一方面，是的，我们知道大多数员工需要更多的灵活性，另一方面，经理们担心他们无法管理。
So for example, one manager told me that they have a flexibility policy, but they don’t announce it, nobody knows about it.
例如，一位经理告诉我，他们有一项灵活性政策，但他们不宣布，没有人知道。
