经济学人官方译文 | 损失一台笔记本而已：科技行业已经毁掉了职业生活
The world of work
职场
Nothing to lo but their laptops
损失一台笔记本而已
The tech industry has ruined office life, according to one veteran
去加拿大留学一年需要多少钱一位职场资深人士认为，科技行业已经毁掉了职业生活
一线口语怎么样>actualize
Newton’s third law is that every action has an equal and opposite reaction. The titans of technology have amasd great wealth but, like investment bankers before them, they have discovered that this does not bring them popularity. The past few years have witnesd a “techlash” on a wide range of issues, including the way technology invades citizens’ privacy.
牛顿第三定律说每个作用力都有一个大小相等、方向相反的反作用力。科技巨头积累了巨额财富，但就和它们之前的投资银行家一样，巨头们发现这并没有让它们广受欢迎。过去几年里，技术侵犯公民隐私等种种问题都引发了“科技抵制”潮。
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韩语翻译Dan Lyons, a journalist who spent time working in the industry, has written an entertaining, if scattergun, attack on one aspect of technology’s influence—the effect it has had on everybody’s working lives. He argues that the industry has reduced real wages, made workers feel dehumanid and less cure, and expod them to constant, stress-inducing change. Tellingly, the proportion of Americans who are happy with their jobs dropped from 61% in 1987 to 51% in 2016.colony
曾在科技行业工作过一段时间的记者丹·莱昂斯（Dan Lyons）写了一本读来颇有趣（虽说有些杂乱无章）的书，抨击了科技影响的一个方面：对每个人职业生活的影响。他认为，科技行业降低了实际工资，让员工感觉被剥夺了人性、安全感下降，并让他们面对永恒的变化而倍感压力。颇能说明问题的是，从1987 年到2016 年，对自己的工作感到满意的美国人的比例从61%下滑到51%。
A particular target for his ire is the startup technology company. With their sweet-dispenrs and ping-pong tables, they may give the appearance of friendliness. But in the author’s experience, such firms are associated with very high staff turnover, especially in sales and marketing. They tend to be marked by a brutal management style;
Mr Lyons was told not only that he was failing, but that his fellow workers didn’t like him. “Most startups,” he writes, “are terribly managed, half-asd outfits run by buffoons and bozos and frat boys.” Wor still, they offer little job curity becau of the way they operate. “All they have is a not-very-innovative business model; they ll dollar bills for 75 cents and take credit for how fast they’re growing.”
莱昂斯特别将怒火撒向了科技创业公司。它们配有糖果机、乒乓桌，给人一种可亲的感觉。但根据作者的经验，这些公司的员工流动率很高，尤其是销售和市场营销部门。它们往往有着野蛮的管理风格；莱昂斯不仅被告知自己干得很糟，还被告知同事们都不喜欢他。“大多数创业公司，”他写道，“都是管理糟糕，由小丑、笨蛋和大学兄弟会成员经营的半吊子公司。”更糟糕的是，由于其运作方式，这些公司几乎提供不了工作保障。“它们有的只是一种不怎么新鲜的商业模式：1块钱的钞票75 美分卖掉，再把公司的快速发展归功于自己。”
Some tech pioneers promote a new compact with workers which holds that companies owe them neither loyalty nor job curity. Workers should expect to move on as frequently as singletons at a speed-dating evening. Patty McCord, director of human reso
urces at Netflix, was astonished when a woman burst into tears when she was fired. She wrote a book saying that employees should no longer expect their company to help them with career development or acquiring new skills. The chapter about sacking workers had the title “People Very Rarely Sue”.
有些科技先锋企业提倡和员工达成一种新契约，认为公司既不需要提供归属感，也不需要提供工作保障。职场人士应该像速配之夜的单身人士那样频繁地换工作。看到一位女士被解雇时泪流满面，Netflix 的人力资源总监帕蒂·麦考德（Patty McCord）感到很惊讶。她在一本书中写道，员工不应该再指望公司在他们的职业发展或获取新技能方面提供帮助。书中关于解雇员工那一章的标题是“人们极少起诉”。
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Tech companies cover up their hard edges with a wide range of dubious management techniques. At the start of the book, Mr Lyons attends a Lego Serious Play ssion where he is asked to build a duck out of bricks. Lego-building is embraced by tho who believe in “agile” work, one of the most popular management fads, whereby staff are organid into ad hoc teams to complete a specific task. All this approach produces, the author argues, is another t of meetings for employees to attend. Another fad is for open-plan obrow
ffices where workers lo all privacy. The main advantage accrues to the management, since the design saves money by cramming workers into a smaller space. (When Apple engineers found out that they were going to be houd in an open-plan t up, they rebelled and were given a parate site.)tbt
科技公司用各种不太靠谱的管理技巧来掩盖自己的硬心肠。在书的开头，莱昂斯讲到自己参加了一期 “乐高认真玩”（Lego Serious Play）活动，要求他用积木拼出一只鸭子。拼乐高很受那些相信“敏捷”工作方法的人欢迎。“敏捷”工作是最流行的管理风潮之一，它让员工组成临时团队来完成特定的任务。作者认为，这种方法的唯一结果就是员工需要额外参加一大堆会议。另一个流行趋势是开放式办公室，在这种办公室里员工毫无隐私可言。主要好处归经营者，因为这种设计能把员工塞进更小的空间从而省钱。（当苹果的工程师们发现他们要在开放式办公室工作时，他们做出了反抗，于是得到了一个独立办公空间。）
In the last ction of the book, Mr Lyons cites examples from the alternative school of management that is built around treating people well, and thanking them for their efforts. Nurturing a reputation as a good place to work helps recruit better employees. Instead of obssing about unicorns (startup companies worth more than $1bn), the author thinks th
e world should look for “zebras”, which can turn a profit and improve society at the same time. Many modern workers will agree.
在本书的最后一部分，莱昂斯引用了另一个管理学派的一些例子。这个学派的理念是善待员工并感谢他们的努力。为自己的公司打造上佳职场环境的声誉有助于招聘更好的员工。作者认为，与其沉迷于独角兽（价值超过 10 亿美元的创业公司），这个世界更应去寻找“斑马”，即那种能在创造利润的同时改善社会的公司。许多现代员工会同意这一点。
