Remote and flexible working arrangements removed a lot of the guardrails around time. While it can be freeing in one sense, you also need to find a buffer between the demands on your time for work and protecting your personal life.
“许多人从他们的工作，技能，专业知识和职业发展中获得了很多自豪，”海伦·贝德汉姆（Helen Beedham）时间的未来. “But this culture we have around time is wearing people down. They’re constantly having to reinforce boundaries around when they’re available, when they’re not available, what they can deliver, and the sacrifices they’re prepared to make.”
界限模糊不仅仅是伤害人们。贝德汉姆说，他们通过影响生产力，多样性和包容性以及劳动力的韧性来伤害企业。她说：“所有这些事情都影响了底线。”“这并不是要伸入长草的东西，因为我们一直以这种方式工作。这很紧急，已经有一段时间了。关注这一点的企业是将自己定位为取得成功的企业，而牺牲了竞争者，这些竞争对手在工作场所持有旧的价值观，态度和行为，并将他们的才能消失。”
您的组织是否“盲目”？
贝德汉姆（Beedham）使用“时间失明”一词来描述集体失败，无法关注评估和管理时间。这是一系列文化规范，几十年来已经发展起来，它有利于速度和忙碌的崇拜。
“If you’re seen as being very busy, rushing off to the next meeting and in demand, you’re seen as important,” says Beedham. “Time spent sitting at our desks, reflecting on incoming information, making connections, and having space for creativity to flourish—those are viewed suspiciously. Frankly, if you’re sitting at your desk and you’re not tapping away [on your keyboard], and you’re not on the phone, and your green [camera] light is not on, what exactly are you doing?”
Historically, time management has been the individual’s problem to solve, and the norms have never been explicitly discussed or challenged, says Beedham. “We’ve not talked about it in a collective sense, such as how do we invest all our time as an asset together across teams and organizations,” she says. “We’re not very good at paying attention to our habits and our assumptions.”
The Consequences
剩下的不受限制地，这种文化造成了组织缺陷，使人们成功地表现。一个例子是消失的边界。
“It wasn’t so long ago in my career that there was a commonly held view of what was the beginning and end time to the workday,” says Beedham. “Even if we still worked late and overnight, it was acknowledged to be an exception. Now, employees are frequently doing a low level of work in their nonworking time.”
结果，员工福祉正在受苦。在一个study of English-speaking countries by Sapien Labs, the U.K. had the lowest mental well-being quotient, with 36% of participants reporting being stressed and struggling. In the U.S., this number was 29%.
“We have rocketing incidents of stress and mental health that’s currently在缺席的情况下，雇主每年损失450亿英镑（或近600亿美元）贝德姆说。
A task-focused culture can also impact diversity and inclusion. When the norm is to cram as much into a day as possible, there isn’t enough time to spend on interpersonal behaviors that drive inclusion, such as listening, inquiry, empathy, and seeking different views that are perhaps not represented in the room when a decision is being made, she explains.
贝德汉姆说：“这些活动没有得到重视和优先级。”“这对人们的凝聚力，建立关系的能力以及人们感到自己在工作的地方真正被理解和珍视具有敲门作用。”
How to Correct The Issue
There is no one-size-fits-all solution for organizations. Instead, it’s highly dependent on each organization: their goals, their industry, the makeup of their workforce, the demographics, and what they’re trying to achieve. Essentially, Beedham says, we need to stop trying to fix the individual and start trying to fix the system.
她说：“跨团队和组织仔细观察，以及如何投入集体工作时间。”“不要只看一个小难题，例如工作时间和灵活性。看看治理和领导力。看看组织层以及它们的设计效率和合身性。”Beedham说，这包括查看公司使用的技术，健康状况以及在物理和虚拟环境中。“ [参见]如何使人们更有利于高质量的生产力，同时允许和鼓励社会纽带蓬勃发展。并查看人们如何被招募，管理和发展，以及得到什么行为得到回报。”
理想情况下，变革将从有足够权力解决这些问题的人开始，例如执行领导团队中的某人，他们认识到组织内部的时间文化。变革也可以来自人力资源，或者扮演更多以人的角色，处理幸福感和包容性的人。或者，可以是一位经理，他们有自由和野心，可以找到更好的团队合作的方法。
“它不必从组织范围内的计划开始；它可以从围绕特定工作的小规模试验开始。”贝德汉姆说。“看看人们从中学到了什么，并根据这些努力进行扩展。了解并努力改善时间文化的公司将是吸引落后的竞争对手的人才的公司。”