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So imagine if you thought about your wellbeing not just in a way that helped you persist, but actually helped you shape and remove some of those interactions.
想象一下，如果你认为的幸福是不仅仅能帮助你坚持下去，还能帮助你形成和消除一些互动。
What you’re really looking for, where are three to five of these things hitting me systematically in my life?
真正要寻找的是，在生活中，系统性地打击到你的三到五件事儿是什么？
They’re persistent, and I actually can go out and shape that interaction in a way that’ll have a pretty profound impact on me.
这些事情反复出现，我实际上可以跳出来、塑造一种会对我产生深远影响的互动。
So it sounds like you’re saying that there are small specific ways to fight each microstress rather than a holistic thing, more like preventative care or inoculating yourself against it?
好像，你在说有一些具体的小方法来对抗每个微压力，而不是一整件事儿，这更像是预防保健，更像给自己接种疫苗?
Yes. And in the book we do talk about each of these because they have very individual kinds of approaches to dealing with.
是的。我们在书中确实讨论了这些微压力，它们有非常独特的处理方法。
But in the pivot chapter where we’re moving from, here’s how you see and recognize these stresses to here’s what happier people are doing.
我们翻到核心章节处，那里讲述了看待与认识这些压力的方法，以及快乐的人正在采取的措施。
We do really focus on this grid there where we have the 14 microstresses down one side and then the sources of those microstresses across the top, a boss, colleagues, teammates, loved ones, et cetera.
我们真正关注的是这个网格。在这个网络中，一边有14个微压力，上边是这些微压力的来源：老板、同事、队友、亲人等等。
We have people go through that and make a first pass and say, okay, identify three or four that are affecting you.
我们让人们浏览一遍，先进行筛选，然后找出影响你的三四件事。
They’re systemic enough in your life that you should be doing something about it, that you can shape the interaction.
这些事儿能足够影响到你生活的全部，以至于你应该为此做些什么，你能够塑造出这种互动。
You increase time between the interaction, you can put that interaction in a group of other people.
你可以增加互动的时间间隔，你也可以把这种互动放在一群人身上。
There’s a lot of things tactically you can do to remove the way stress is coming at you.
你可以做很多策略性的事情来消除向你袭来的压力。
What people knee-jerk reaction is they want to list out 10 or 20 cells.
人们下意识的反应是，他们想要列出10或20个微压力。
All of us could do that, but we’re saying, no, no, no. If it’s everything, it’s nothing.
我们所有人都可以这么做，但我们不要这么做。如果所有都是压力，那就没有什么是压力。
Get down to three or four that you can do something about.
把你能改变的事情减少到三四个。
And then we have them go through it a second time and we’ll say, “Okay. Now tell me which ones you’re causing others.” Unnecessarily creating stress for others.
我们会让人们再仔细看一遍，我们会说，“好。现在告诉我，哪一个是你也影响到了别人。” 不必要地给别人制造压力。
And in part, you’re just gearing to get leaders to think about how do we not just propagate stress, but how do we stop it in different ways, but the stress we unnecessarily create almost inevitably boomerangs back on us in a different form.
在某种程度上，你只是进行调整，让领导者思考我们如何才能不传播压力，我们如何以不同的方式阻止压力传播，我们制造的不必要压力几乎不可避免地以不同的形式又回到我们身上。
So you lean on that favorite employee one time too many because you’re under pressure and you’re trying to get something done and they start to back away and burn out and suddenly you’re working harder and you don’t know why. Or you push a child.
你一度太过依赖那个你最喜欢的员工，因为你有压力，你想完成一些事情，而员工开始退缩，精疲力竭，突然之间，你在努力工作，却不知道这么做是为什么。要么，你是强迫孩子。
One step too far on something that in the scope of life just doesn’t matter, but suddenly they’re stepping away too and you’re working a little bit harder to figure that out.
对于生活上不重要的事情逼得太紧了，突然之间，这些事情离你越来越远，你要更加努力地去弄清楚这一点。
So we found that balanced idea of saying, how do you adapt?
我们冷静地想一想，你如何适应?
The stress is coming at you in a very targeted way, and then how do you make sure you’re not causing it?
压力以一种非常有针对性的方式向你袭来，那么你如何确保不是你造成的呢?
