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So Karen, going back to that example you gave of Rita and the 4:30 email from her boss, what specifically would you advise her to do?
凯伦，回到你刚才提到的丽塔在四点半收到老板邮件的例子，你具体会建议她怎么做?
How does she stop her boss from sending those emails?
她如何阻止老板发送那些邮件?
How does she stop herself from reacting negatively to them and how does she stop pushing the stress onto her team?
她如何阻止自己对这些邮件做出消极的反应? 她如何停止将压力传递给团队?
So again, we can’t all choose when to respond to our boss.
我们无法选择回复老板的时间。
We get that, but there are cultural things that you can do and there are ways that are appropriate to push back.
我们明白这一点，但你可以做一些文化方面的事情，也有一些合适的推迟方法。
So sometimes even just taking a few minutes before you accept work or an assignment or request and just clarifying, she may have literally called the boss right then
有时甚至在接受工作、任务或请求之前花几分钟明确提交时间，她当时可能会马上打电话给老板，
and just instead of panicking with the email and said, “Just want to double check. Do you need this by morning? I think what I sent you was X or Y. I need to marshal a team. Is that okay?”
而不是惊慌失措地发邮件说: “只是想再确认一下。明早之前你需要这个吗?我想我发给你的是X或Y，我需要组织一个小组。这样可以吗?”
And it could be that the boss says, “Yes, I need this by morning. All those things were necessary,”
老板可能说: “是的，我需要在早上之前拿到这个。所有这些都很重要。”
but the boss could also say, “Man, I was just trying to get myself ahead of the delivery date of next week. Let’s talk about it in the morning and you and I can work on it together.”
但老板也可能会说:“伙计，我只是想赶在下周的递交日前完成任务。我们明天早上再谈，我们可以一起解决这个问题。”
Just we react so quickly to things without always asking good questions in part because we want to be the yes people in a good way.
我们对事情的反应如此迅速，而没有提出好的问题，部分原因是我们想以一种好的方式成为说“是”的人。
It’s how people become high performers, but it’s not unreasonable to pause.
这是人们获得高绩效的方式，但暂停一下也不是不合理。
Again, as Rob said, looking at things that are systemically happening and bake something into how you work with your colleagues in a way that will prevent or minimize the microstress that comes out of misalignment
就像罗伯说的，系统性地观察正在发生的事情，并将一些东西融入到你与同事的工作中，以防止或减少因不一致而产生的微压力，
or just taking time to understand and communicate before we’re just rushing off to do things is a really good way to minimize the microstress from an interaction like that.
或者在我们匆忙做事之前花点时间去理解和沟通，这是一个可以最大限度地减少这种互动带来的微压力的好方法。
And then what about preventing yourself from looping others in and causing more microstress to others even when their help might be necessary?
如何防止自己给他人揽事情，给他人带来更多的微压力，即便他们的帮助很有必要?
In that case, it may, for example, have been a good idea to just have a quick call, get everybody on the phone at the same time.
在那样的情况下，比方说，打个简短的电话，让所有人同时接电话，可能是个好主意。
So maybe you’re looping them in still, but maybe they literally have a five minute phone call or a Zoom call together saying, we need to get this data.
也许你仍然把他们揽到了这个任务里，但也许有一个五分钟的电话，或Zoom电话，电话里说，我们需要找出这些数据。
Who’s going to, can you do this? Can I get this? Have we done this before?
谁能找出这些数据？你能吗? 我能吗? 我们以前做过这个吗?
You could just prevent that spiral of just rapid iteration that’s not really logical, it’s just happening because we’re trying to respond so quickly.
你可以阻止这种不符合逻辑的快速迭代，就这么阻止了，因为我们尝试迅速地做出反应。
And also everyone having their own individual stressed out reaction, a group acknowledgement that this is a small annoyance that needs attention, but getting through it together.
每个人都有自己的压力反应，集体承认这是一个需要关注的小烦恼，但要一起度过难关。
It is. And it’s also there are some preventative things you can do as a team or as a culture literally just agreeing on the norms of how we communicate and collaborate.
是的。作为一个团队，作为一种文化，你也可以做一些预防的事情，在我们如何沟通和合作的规范上达成一致。
So agreeing that I don’t expect you to reply to all unless you’re adding something substantial and important to the conversation.
需要达成一致的还有: 我不指望你对所有进行回复，除非你在谈话中添加了一些实质性的和重要的东西。
We get more efficient with how we communicate.
我们通过改变沟通的方式变得更有效率。
