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1Every office worker hates meetings. But it’s a strange sort of hate, similar to the hatred of Londoners for the
2Northern Line, or New Yorkers for tourists who walk too slowly: the dislike is real, yet if the despised thing were
3to vanish, it’d be like surrendering a piece of your soul.
4When researchers probed into why people put up with the strain that meetings place on their time and sanity,
5they found something-those who resent and dread meetings the moat also defend them as a “necessary evil”,
6sometimes with great passion. True, research suggests that meetings take up vastly more of the average manager’s
7time than they used to. True, done badly, they’re associated with lower levels of innovation and employee
8wellbeing (幸福) .But that’s just office life , right? It’s not supposed to be fun. That’s why they call it work.
9Underlying(引起) this attitude is an assumption that’s drummed into us not just as workers but as children,
10parents and romantic partners; that more communication is always a good thing. So suggestions abound for (大量
11存在) communicating better in meetings-for example, hold them standing up, so speakers will come to the point
12more quickly. But even when some companies consider abolishing meetings entirely, the principle that more
13communication is better isn’t questioned. If anything, it’s reinforced when such firms introduce “flat” management
14structures, with bosses always available to everyone, plus plenty of electronic distraction. In fact, constant
15connectivity is disastrous for both job satisfaction and the bottom line.
16And anyway, once you give it three seconds’ thought , isn’t it cleat that more communication frequently isn’t
17a good thing? Often, the difference between a successful marriage and a second-rate one consists of leaving about
18three or four things a day unsaid. At work, it’s surely many more than four, though for a different reason; office
19communication comes at the cost of precisely the kind of focus that’s essential to good work. Yet we’re so
20accustomed to seeing talking as a source of solutions-for resolving conflicts or finding new ideas-that it’s hard to
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