这些专业毕业即失业：坑爹专业盘点
2013年11月28日 08:06 发布者：1770309616
Majors college alumni recommend least这些专业毕业即失业：坑爹专业盘点Buyer’s remorse is never fun, but it’s particularly painful when it comes with the time and cost of getting a college education.买完想剁手的感觉总是令人痛苦，比如耗费了大量时间和金钱的大学教育。To help you avoid this stinging regret, PayScale has ranked the majors college alumni recommend least. If you have your heart set on one of these, you don’t necessarily have to change course -- just do your research on job prospects so your dreams aren’t dashed after graduation day.为了避免这种情况，PayScale为毕业生最不推荐的专业做了个排名。如果你正倾心于其中一个专业，也没必要特地变更课程——你只需要做好职业前景调查，免得梦碎毕业时分。
1. Anthropology1.人类学
According to PayScale’s data, 35 percent of anthropology majors wouldn’t recommend it to current students.根据PayScale的调查数据，35%的人类学学生不愿向新生推荐本专业。
“People typically regret majoring in anthropology because they have a preconceived notion that there is a direct and specific job title perfectly correlating to it, ” says training and development consultant Farrah Parker. “Instead of recognizing the broad spectrum of careers that they can pursue, they focus on their inability to find a career with an exact reference to their major.”培训及发展顾问Farrah Parker称：“大多数人后悔选了人类学，因为大家原先觉得会肯定有与之对口的职业。学生们只想找一个和专业关系密切的职位，却不想在更宽泛的领域内找工作。”
Anthropology majors could consider work in community organizations or government, for example, or combine the major with others to make themselves more marketable.人类学学生可以考虑在社区机构或者政府工作，或者结合其他专业来学习以适应市场需求。
2. History2.历史
This major is recommended by only 33 percent of its graduates. Many history majors go on to work in academia, or may find jobs with government agencies, libraries or organizations dedicated to the period they studied.只有33%的毕业生推荐了这个专业。很多历史系学生成为学者或者在政府机关、图书馆或者其他组织工作，并且一生致力于研究他们所研究的历史阶段。
Parker says it’s important for graduates to keep their options open after graduation. “People with narrow definitions of career paths find themselves regretting majors, ” she says. “However, those who recognize that the workforce is full of positions that require expertise outside of what may be formally listed in a course catalog find themselves in a perfect position to brand their college major in whatever manner they see fit.”Parker说对于毕业生来说，在选择工作时保持一个开放的心态非常重要。“把职业道路限定得过窄的人容易对自己的专业不满。工作中到处都需要一些额外的专业知识，而这些知识并不一定和专业课程所列的内容相同。能意识到这点的学生更容易将自己的专业融入到工作中，并且找到一个合适的职位。”
3. Visual Communication3.视觉设计
Only 29 percent of visual communication majors would recommend this to students. Majoring in visual communication may involve creating artwork, learning about ad design and public relations, and studying layout. Graduates may go on to work in media, advertising, public relations or other fields.只有29%的学生推荐这个专业。视觉设计专业包括艺术创作，学习广告设计、公共关系和规划布局。毕业生可能会去传媒公司、广告公司、公关公司或其他领域工作。
4. Social Science4.社会科学
PayScale found 28 percent of social science majors would recommend the major to students.PayScale发现只有28%的社会关系专业学生会推荐本专业。
“I am a former social science major who has since advised against it, ” says recruiting consultant Sarah Merrill at Atrium Staffing. “I won’t say that you don’t learn anything from a social science major, but you certainly don’t learn practical knowledge that can be applied to a wide range of jobs.”招聘顾问Saral Merill“我以前是一个社会关系专业学生，此后专注黑它三十年。也不是说你从这个专业中什么都学不到，但是没有能够应用在更广泛的工作领域内的实用知识。”
“When I talk to students now I advise them to think about what they can actually use in the future -- courses on personal finance, marketing, business, ” she explains. “There was a course offered at my university on business writing that I have heard was the hands-down most useful course ever taken because of a whole section on email etiquette.”“当我和学生交流的时候，我会建议他们考虑一下到底哪些才是他们将来会用到的东西——应该是个人理财，市场营销以及商务课程。我读大学的时候有一门商务写作课，无疑是我上过最实用的课程，因为它有一整个章节都在教电子邮件规范。”
5. Journalism5.新闻学
Only 27 percent of journalism graduates would recommend the major. Difficulties facing print media and the time it takes to break out of entry-level positions can be downers for grads. People with journalism degrees can also end up in marketing, sales, academia or other jobs if they decide to leave the newsgathering business.只有27%的新闻系毕业生推荐了此专业。纸质媒体面临的窘境，以及入门所花的时间都让毕业生感到沮丧。新闻专业出身的人如果决定放弃与新闻相关的工作，最后也会在市场营销、销售、学术或其他行业工作。
[*]journalism['dʒə:nəlizəm]video
n. 新闻业，新闻工作；报章杂志
[*]anthropology[,ænθrə'pɔlədʒi]video
n. 人类学
[*]spectrum['spektrəm]video
n. 光谱；频谱；范围；余象
[*]prospect['prɔspekt]video
n. 前途；预期；景色vi. 勘探，找矿vt. 勘探，勘察
[*]recruitvideo
n. 招聘；新兵；新成员vt. 补充；聘用；征募；使…恢复健康vi. 复原；征募新兵；得到补充；恢复健康
[*]pursuevideo
vt. 继续；从事；追赶；纠缠vi. 追赶；继续进行
[*]expertise[,ekspə:'ti:z]video
n. 专门知识；专门技术；专家的意见
[*]formally['fɔ:məli]video
adv. 正式地；形式上
[*]typically['tipikəli]video
adv. 代表性地；作为特色地
[*]grad[ɡræd]video
n. 毕业生；校友
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1770309616 2013年11月28日
2.让他安心，而不是揭他短。在一个项目开始前，一定要花时间弄清楚你的老板具体想要什么、希望它什么时候完成，以及希望它怎样完成。伯恩斯坦说：“要详细地做笔记。这样做有两个原因：首先，如果你看起来对待他的要求非常认真，他就不会那么担心你犯错”；其次，如果你能用书面形式制定出一个明确可预测的成果，并能在某个具体时刻得以实现，那么稍后如果你的老板试图控制整个进程时——当然他肯定会的，这些笔记就会派上用场。
3. 在他未要求前主动给出进度报告。伯恩斯坦说：“最能缓解控制狂的担忧情绪的莫过于日常报告以外额外的信息。这可以提醒他，你和他一样认真地对待这个项目。”
4. 当你老板试图控制你的工作时，问他是否意味着最终目标已经修改。这时你就可以突然拿出在项目启动会议上做的记录了。伯恩斯坦说：“你可以把控制项目进程的试图当作是修改最终目标的要求。如果终极目标没有受到影响的话，为什么要改变进程呢？”
他还说：“毫无疑问，这个策略要想有效，你必须有成功完成过项目的经验。”你和你的同事肯定有这样的经验，对吧？
5.再接再厉。伯恩斯坦认为，如果你反复运用这些措施——只用一次是不够的，并能够真正地说什么就做到什么，你的老板就不会对你的表现那么担心了，并且会转而开始烦其他不那么负责的人了。
与此同时，伯恩斯坦也警告说，不要对行为乖癖的老板反应过度。他说：“人们通常会比较感性地回应控制欲过强的老板，这是由于他们内心有一股叛逆精神——你知道的，就是面对专横的权威人士时，内心会发出一种反叛声音：你又不是我的老板！这是人们对蛮横无理管制的一种条件反射。”他还指出：“有些人内心的叛逆声音要比其他人强烈，但我常常忠告人们，不能让内心的叛逆精神左右自己的职业发展。”（财富中文网）
2. Use reassurance, not recrimination.Take the time before a project begins to get a clear and concrete outline of what your boss wants, when he wants it, and how he wants it done. "Take copious notes," Bernstein says. "There are two reasons for doing this. First, if you look as if you're taking his instructions seriously, he'll worry less about you making 'mistakes.' " And second, if you establish - in writing - a specific, measurable result to be delivered at a specific time, it will come in handy later on when your boss tries to control the process - which of course he will.
3. Give progress reports before he asks for them."Nothing allays a control freak's fears like excess information," says Bernstein. "Remind him that you are taking the project as seriously as he does."
4. When your boss tries to control your work, ask if this means the end product has changed.This is where you whip out your notes from that initial meeting. "Treat attempts to control the process as requests to change the end product," says Bernstein. "If the ultimate goal isn't affected, why change the process?"
"Needless to say, for this strategy to be effective, you need some history of delivering the goods," he adds. You and your teammates have such a history, right?
5. Keep up the good work.According to Bernstein, if you follow these steps several times - once is not enough - and actually do what you say you're going to do when you say you will do it, your boss will become less worried about your performance and go off to fuss over somebody less responsible.
Meantime, try not to overreact to your wacky boss, Bernstein cautions. "People often respond so viscerally to an over-controlling boss because of their own inner teenager - you know, that voice inside that reacts to overbearing authority with, 'You're not the boss of me,' " he observes. "It's a sort of knee-jerk resistance to arbitrary or unreasonable control." That voice is louder in some folks than in others, he notes, but "I always counsel people not to let their inner teenager make career decisions for them." Noted.
2.让他安心，而不是揭他短。在一个项目开始前，一定要花时间弄清楚你的老板具体想要什么、希望它什么时候完成，以及希望它怎样完成。伯恩斯坦说：“要详细地做笔记。这样做有两个原因：首先，如果你看起来对待他的要求非常认真，他就不会那么担心你犯错”；其次，如果你能用书面形式制定出一个明确可预测的成果，并能在某个具体时刻得以实现，那么稍后如果你的老板试图控制整个进程时——当然他肯定会的，这些笔记就会派上用场。
3. 在他未要求前主动给出进度报告。伯恩斯坦说：“最能缓解控制狂的担忧情绪的莫过于日常报告以外额外的信息。这可以提醒他，你和他一样认真地对待这个项目。”
4. 当你老板试图控制你的工作时，问他是否意味着最终目标已经修改。这时你就可以突然拿出在项目启动会议上做的记录了。伯恩斯坦说：“你可以把控制项目进程的试图当作是修改最终目标的要求。如果终极目标没有受到影响的话，为什么要改变进程呢？”
他还说：“毫无疑问，这个策略要想有效，你必须有成功完成过项目的经验。”你和你的同事肯定有这样的经验，对吧？
5.再接再厉。伯恩斯坦认为，如果你反复运用这些措施——只用一次是不够的，并能够真正地说什么就做到什么，你的老板就不会对你的表现那么担心了，并且会转而开始烦其他不那么负责的人了。
与此同时，伯恩斯坦也警告说，不要对行为乖癖的老板反应过度。他说：“人们通常会比较感性地回应控制欲过强的老板，这是由于他们内心有一股叛逆精神——你知道的，就是面对专横的权威人士时，内心会发出一种反叛声音：你又不是我的老板！这是人们对蛮横无理管制的一种条件反射。”他还指出：“有些人内心的叛逆声音要比其他人强烈，但我常常忠告人们，不能让内心的叛逆精神左右自己的职业发展。”（财富中文网）
2. Use reassurance, not recrimination.Take the time before a project begins to get a clear and concrete outline of what your boss wants, when he wants it, and how he wants it done. "Take copious notes," Bernstein says. "There are two reasons for doing this. First, if you look as if you're taking his instructions seriously, he'll worry less about you making 'mistakes.' " And second, if you establish - in writing - a specific, measurable result to be delivered at a specific time, it will come in handy later on when your boss tries to control the process - which of course he will.
3. Give progress reports before he asks for them."Nothing allays a control freak's fears like excess information," says Bernstein. "Remind him that you are taking the project as seriously as he does."
4. When your boss tries to control your work, ask if this means the end product has changed.This is where you whip out your notes from that initial meeting. "Treat attempts to control the process as requests to change the end product," says Bernstein. "If the ultimate goal isn't affected, why change the process?"
"Needless to say, for this strategy to be effective, you need some history of delivering the goods," he adds. You and your teammates have such a history, right?
5. Keep up the good work.According to Bernstein, if you follow these steps several times - once is not enough - and actually do what you say you're going to do when you say you will do it, your boss will become less worried about your performance and go off to fuss over somebody less responsible.
Meantime, try not to overreact to your wacky boss, Bernstein cautions. "People often respond so viscerally to an over-controlling boss because of their own inner teenager - you know, that voice inside that reacts to overbearing authority with, 'You're not the boss of me,' " he observes. "It's a sort of knee-jerk resistance to arbitrary or unreasonable control." That voice is louder in some folks than in others, he notes, but "I always counsel people not to let their inner teenager make career decisions for them." Noted.
1770309616 2013年11月28日
职场五大终极难题的沟通技巧
涨工资，改评估，打报告，要资源，提意见，这五个话题堪称职场人士最难处理的问题，搞不好就会事与愿违。涉及到这类问题，怎么说往往比说什么还要重要。到底怎么谈？专家在这里给出了有效的技术指导。
“我想加薪”
即使确实需要、而且也应该涨工资，要求加薪前人们仍很容易自我质疑：如果老板认为不值得给自己加薪怎么办？如果老板有一阵子没给人加薪了怎么办？或者，让老板觉得你总爱抱怨又该怎么办？
畅销书《关键对话：高效沟通的技巧》（Crucial Conversations: Tools for Talking When Stakes Are High）一书的作者约瑟夫•格雷尼指出，争取更好的待遇或者津贴不应该威胁到一个人的工作，但前提是你要采用正确的方法——特别是在得到赏识的时候。
那么得偿所愿的关键是什么呢？格雷尼的建议是，忠于事实。
他说：“首先，上网研究一下薪酬情况，弄清楚本地区和自己从事类似工作的人拿多少工资。然后，准备有力的证据来说明为什么你的工作表现值得加薪。”
格雷尼还建议，不管做什么，都不要说自己出于个人原因而需要提高工资（无论有多么紧急）。
他说，为了让公司高层更容易接受你的观点，“你要让老板觉得这是他在了解情况后做出的商业决策，而不是在搞慈善捐款。”
“我的业绩考核不公正”
约瑟夫•格雷尼是一位经理人教练，他所在的领导力开发机构VitalSmarts设在犹他州普罗沃市。他说，如果年终考核没有真正体现出你的出色之处，不要保持沉默。
即使最善意的领导在提交工作报告前也可能因为过度繁忙而忽略你的工作成绩。或者，他们可能因为某个问题责怪你，但出现这个问题确有理由，而且这个问题可以得到补救。
格雷尼说：“沉默不语的风险可能比有话直说还大。”
他指出，如果人事档案中的考评结果为一般（或者更差），那就可能不公正地妨碍你在今后的工作中得到更好的机会。因此，“你需要冷静地说明”，你认为哪些评价或批评并不公允。
同时，你要请上司详细说明他（她）对你有什么样的要求。格雷尼说，要设法弄清楚上司如何定义出色地完成工作，还要准备好多听少说。
他还建议：“你要请对方更频繁地提供反馈，甚至可以每周一次。这样你就可以在需要的时候作出调整，而且这种调整要远早于你的下次正式考核。”
“有人正在做可疑（或者非法）的事”
但愿你永远不会碰上伯纳德•麦道夫这样的上司。但如果你发现自己的公司里出现了不端行为，你能做些什么呢？对老板守口如瓶有可能让你背上和坏人串通一气的罪名，检举揭发则可能让别人认为你“不可共事”，这个标签同样可怕。
格雷尼说，幸运的是，你可以在不影响自己工作的情况下发出警告，但你需要像外交官那样行事。
格雷尼建议：“首先你要说明自己是出于善意，同时强调你考虑的是老板的最佳利益。然后解释一下，你认为如果这样的行为继续下去会产生什么样的不利影响。”毕竟，人们都知道蒙蔽客户、欺骗投资者以及其他不诚信的行为能毁掉一家公司，进而造成数千人瞬间失业。大家应该还记得安然（Enron）事件吧？
'I want a raise'
Before asking for a raise -- even if you need and deserve it -- it's easy to let self-doubt take over: What if your boss doesn't think you're worth the extra money? What if your boss hasn't had a pay bump for a while, either, and labels you a complainer?
Lobbying for a better salary or perks shouldn't jeopardize your career, though, if you do it the right way -- especially if you're a valued employee, says Joseph Grenny, who wrote the bestselling Crucial Conversations: Tools for Talking When Stakes Are High.
The key to getting what you want? Stick to the facts, Grenny advises.
"First, research salary data online to find out what other people get paid for jobs like yours in your geographic area," he says. "Then, be ready to give solid evidence for why your performance merits more money."
Whatever you do, don't say you need more money for personal reasons (no matter how urgent), says Grenny.
To make it easier to sell the idea to higher-ups, "you want your boss to see this as an informed business decision, not a charitable contribution," he says.
'My performance review was unfair'
If your annual review didn't reflect your true wonderfulness, don't stew in silence, says Joseph Grenny, an executive coach at VitalSmarts, a leadership development firm in Provo, Utah.
Even the best-intentioned leaders are so overworked in these lean times that your achievements may sometimes slip past them. Or they may blame you for a problem when there are other, fixable reasons why it's occurring.
"Saying nothing may be a bigger risk than speaking up," says Grenny.
Since a so-so (or worse) appraisal in your HR file could unfairly block you from bigger career opportunities down the road, "you need to calmly set the record straight" about specific comments or complaints you believe are inaccurate, says Grenny.
Also ask your boss to go into detail about what he or she needs from you. Try to get insights into how this manager defines a job well done, says Grenny, and be prepared to do more listening than talking.
Grenny also advises: "Ask for more frequent feedback -- maybe even once a week -- so you can make course corrections if needed, long before your next formal evaluation."
'Something shady (or illegal) is going on'
Let's hope you never work for a Bernie Madoff type. But if you discover bad deeds are happening in your company, what can you do? Say nothing to your boss, and you risk seeming complicit in the wrongdoing. Speak up and you could earn that dreaded label, "not a team player."
Luckily, you can be a whistleblower without blowing your career, says Grenny. You'll need to be diplomatic, though.
"Start the conversation by sharing your good intentions and stressing that you have the boss's best interest in mind," Grenny suggests. "Explain the negative consequences you think will follow if the behavior continues." After all, bilking customers, deceiving investors, and other dodgy practices have been known to destroy companies, taking thousands of careers straight down the tubes. Remember Enron?
职场五大终极难题的沟通技巧
涨工资，改评估，打报告，要资源，提意见，这五个话题堪称职场人士最难处理的问题，搞不好就会事与愿违。涉及到这类问题，怎么说往往比说什么还要重要。到底怎么谈？专家在这里给出了有效的技术指导。
“我想加薪”
即使确实需要、而且也应该涨工资，要求加薪前人们仍很容易自我质疑：如果老板认为不值得给自己加薪怎么办？如果老板有一阵子没给人加薪了怎么办？或者，让老板觉得你总爱抱怨又该怎么办？
畅销书《关键对话：高效沟通的技巧》（Crucial Conversations: Tools for Talking When Stakes Are High）一书的作者约瑟夫•格雷尼指出，争取更好的待遇或者津贴不应该威胁到一个人的工作，但前提是你要采用正确的方法——特别是在得到赏识的时候。
那么得偿所愿的关键是什么呢？格雷尼的建议是，忠于事实。
他说：“首先，上网研究一下薪酬情况，弄清楚本地区和自己从事类似工作的人拿多少工资。然后，准备有力的证据来说明为什么你的工作表现值得加薪。”
格雷尼还建议，不管做什么，都不要说自己出于个人原因而需要提高工资（无论有多么紧急）。
他说，为了让公司高层更容易接受你的观点，“你要让老板觉得这是他在了解情况后做出的商业决策，而不是在搞慈善捐款。”
“我的业绩考核不公正”
约瑟夫•格雷尼是一位经理人教练，他所在的领导力开发机构VitalSmarts设在犹他州普罗沃市。他说，如果年终考核没有真正体现出你的出色之处，不要保持沉默。
即使最善意的领导在提交工作报告前也可能因为过度繁忙而忽略你的工作成绩。或者，他们可能因为某个问题责怪你，但出现这个问题确有理由，而且这个问题可以得到补救。
格雷尼说：“沉默不语的风险可能比有话直说还大。”
他指出，如果人事档案中的考评结果为一般（或者更差），那就可能不公正地妨碍你在今后的工作中得到更好的机会。因此，“你需要冷静地说明”，你认为哪些评价或批评并不公允。
同时，你要请上司详细说明他（她）对你有什么样的要求。格雷尼说，要设法弄清楚上司如何定义出色地完成工作，还要准备好多听少说。
他还建议：“你要请对方更频繁地提供反馈，甚至可以每周一次。这样你就可以在需要的时候作出调整，而且这种调整要远早于你的下次正式考核。”
“有人正在做可疑（或者非法）的事”
但愿你永远不会碰上伯纳德•麦道夫这样的上司。但如果你发现自己的公司里出现了不端行为，你能做些什么呢？对老板守口如瓶有可能让你背上和坏人串通一气的罪名，检举揭发则可能让别人认为你“不可共事”，这个标签同样可怕。
格雷尼说，幸运的是，你可以在不影响自己工作的情况下发出警告，但你需要像外交官那样行事。
格雷尼建议：“首先你要说明自己是出于善意，同时强调你考虑的是老板的最佳利益。然后解释一下，你认为如果这样的行为继续下去会产生什么样的不利影响。”毕竟，人们都知道蒙蔽客户、欺骗投资者以及其他不诚信的行为能毁掉一家公司，进而造成数千人瞬间失业。大家应该还记得安然（Enron）事件吧？
'I want a raise'
Before asking for a raise -- even if you need and deserve it -- it's easy to let self-doubt take over: What if your boss doesn't think you're worth the extra money? What if your boss hasn't had a pay bump for a while, either, and labels you a complainer?
Lobbying for a better salary or perks shouldn't jeopardize your career, though, if you do it the right way -- especially if you're a valued employee, says Joseph Grenny, who wrote the bestselling Crucial Conversations: Tools for Talking When Stakes Are High.
The key to getting what you want? Stick to the facts, Grenny advises.
"First, research salary data online to find out what other people get paid for jobs like yours in your geographic area," he says. "Then, be ready to give solid evidence for why your performance merits more money."
Whatever you do, don't say you need more money for personal reasons (no matter how urgent), says Grenny.
To make it easier to sell the idea to higher-ups, "you want your boss to see this as an informed business decision, not a charitable contribution," he says.
'My performance review was unfair'
If your annual review didn't reflect your true wonderfulness, don't stew in silence, says Joseph Grenny, an executive coach at VitalSmarts, a leadership development firm in Provo, Utah.
Even the best-intentioned leaders are so overworked in these lean times that your achievements may sometimes slip past them. Or they may blame you for a problem when there are other, fixable reasons why it's occurring.
"Saying nothing may be a bigger risk than speaking up," says Grenny.
Since a so-so (or worse) appraisal in your HR file could unfairly block you from bigger career opportunities down the road, "you need to calmly set the record straight" about specific comments or complaints you believe are inaccurate, says Grenny.
Also ask your boss to go into detail about what he or she needs from you. Try to get insights into how this manager defines a job well done, says Grenny, and be prepared to do more listening than talking.
Grenny also advises: "Ask for more frequent feedback -- maybe even once a week -- so you can make course corrections if needed, long before your next formal evaluation."
'Something shady (or illegal) is going on'
Let's hope you never work for a Bernie Madoff type. But if you discover bad deeds are happening in your company, what can you do? Say nothing to your boss, and you risk seeming complicit in the wrongdoing. Speak up and you could earn that dreaded label, "not a team player."
Luckily, you can be a whistleblower without blowing your career, says Grenny. You'll need to be diplomatic, though.
"Start the conversation by sharing your good intentions and stressing that you have the boss's best interest in mind," Grenny suggests. "Explain the negative consequences you think will follow if the behavior continues." After all, bilking customers, deceiving investors, and other dodgy practices have been known to destroy companies, taking thousands of careers straight down the tubes. Remember Enron?
1770309616 2013年11月28日
如果上司对你担心的问题不屑一顾（“我们一直这么干”），甚至对你表示不满（说声再见，然后起身离开），那就把你发现的问题报告给更高层的管理者。
格雷尼说：“在这种情况下，找你老板的老板是恰当的做法。不过，这会让你显得不服从直接上司的指挥，所以建议你们三个人面对面地谈一谈。”
如果问题似乎一直牵连到公司最高层，那该怎么办？这种情况下，你最好另谋高就。
“我没有得到完成工作所需要的支持”
面对过时的设备、陈旧的软件、缺乏条理的文件和不切实际的截止期限，或者一直缺乏技术熟练的支持性人员，高效地开展工作就会变得难得多。而且你可能会觉得老板不支持你，或者说完全不了解你的工作。
但格雷尼认为，就算已经忍无可忍，也不要贸然闯进老板的办公室。相反，要安排一次会面。还要记住的一点是，几乎可以肯定，老板本已上并不打算让你陷入这种糟糕的境地。
格雷尼建议：“要以疑问的态度开始这场对话，而不是愤怒。”这样老板就不至于对你置之不理。还要避免责难，妄下断言，也不要逞口舌之快。
他说，相反，要冷静地说明你所需要的支持和你得到的支持之间有什么样的差距。
格雷尼指出：“解释一下你感到担心的原因，要把重点放在你们共同的目标上。接下来，主动交流。你的老板可能从另一个角度来看待这个问题。如果你对别人的观点持开放态度，他们也会更容易接受你的观点。”
“你的策略很可笑”
你是否有过这样的想法：“要是由我来负责，我们就会朝着截然不同的方向努力……”当然，最安全的做法是把这种想法完全留在心里。
但格雷尼指出，如果你的公司文化鼓励通过辩论达成共识，以尊重的态度提出不同意见会带来回报。但一定要让别人明白，你这样做是出于善意。
他说：“要充分表明，你提出的不同观点可能有用，而绝不是要挖老板的墙角。”
格雷尼认为，怎么说比说什么更重要。所以态度要温和，还要问许多问题。用事实来说明你为什么认为某项计划不会奏效，而且要向老板表明，你的目的是帮助整个团队取得成功。
他指出，得体地就现状提出不同意见能体现出你的关切之情。这样，“你的开诚布公就可能让老板的态度变得更加坦诚。”希望是这样。（财富中文网）
译者：Charlie
If your boss pooh-poohs your worries ("This is how we've always done it"), or even retaliates against you (goodbye, raise), take your concerns upstairs.
"At that point, it's appropriate to approach your boss's boss," Grenny says. "But, so you don't seem to be going behind your boss's back, suggest that the three of you meet together."
What if the rot seems to go all the way up the organization chart? In that case, start looking for a new job.
'I'm not getting what I need to do the job'
If you're coping with outdated equipment, vintage software, pointless paperwork, unrealistic deadlines, or a perennial shortage of skilled support staff, it's much harder to work efficiently. And you may blame your boss for being unsupportive or just clueless.
Don't charge into your boss's office when you're completely fed up with the situation, though, says Grenny. Instead, schedule a meeting, and keep in mind that your boss is almost certainly not trying to make you miserable.
"Start the conversation with curiosity rather than anger," Grenny suggests. So the boss isn't tempted to tune you out, avoid accusatory, judgmental, or inflammatory language.
Instead, calmly describe the gap between the support you need and the support you're getting, Grenny advises.
"Explain why you're concerned, with emphasis on your common goals," he says. "Next, invite dialogue. Your boss may see the problem differently. If you're open to others' points of view, they'll be more open to yours."
'Your strategy is ridiculous'
Ever think, "If I were in charge around here, we'd go in a whole different direction..."? The safest option, of course, is to keep that opinion entirely to yourself.
But if your corporate culture encourages debate and consensus, respectfully disagreeing can pay off. Just make sure it's clear you have the best intentions for doing so, Grenny says.
"You want to establish up front that, far from trying to undermine your boss, you're offering a different viewpoint that might help," he says.
It's not so much what you say as how you say it, Grenny notes. So tread softly and ask lots of questions. Lay out facts supporting your view that a given plan won't work, then keep reassuring your boss that your goal is to help the whole team succeed.
Tactfully taking issue with the status quo shows you care, Grenny points out, so "the result of your openness could be a greater openness on your boss's part as well." Here's hoping.
如果上司对你担心的问题不屑一顾（“我们一直这么干”），甚至对你表示不满（说声再见，然后起身离开），那就把你发现的问题报告给更高层的管理者。
格雷尼说：“在这种情况下，找你老板的老板是恰当的做法。不过，这会让你显得不服从直接上司的指挥，所以建议你们三个人面对面地谈一谈。”
如果问题似乎一直牵连到公司最高层，那该怎么办？这种情况下，你最好另谋高就。
“我没有得到完成工作所需要的支持”
面对过时的设备、陈旧的软件、缺乏条理的文件和不切实际的截止期限，或者一直缺乏技术熟练的支持性人员，高效地开展工作就会变得难得多。而且你可能会觉得老板不支持你，或者说完全不了解你的工作。
但格雷尼认为，就算已经忍无可忍，也不要贸然闯进老板的办公室。相反，要安排一次会面。还要记住的一点是，几乎可以肯定，老板本已上并不打算让你陷入这种糟糕的境地。
格雷尼建议：“要以疑问的态度开始这场对话，而不是愤怒。”这样老板就不至于对你置之不理。还要避免责难，妄下断言，也不要逞口舌之快。
他说，相反，要冷静地说明你所需要的支持和你得到的支持之间有什么样的差距。
格雷尼指出：“解释一下你感到担心的原因，要把重点放在你们共同的目标上。接下来，主动交流。你的老板可能从另一个角度来看待这个问题。如果你对别人的观点持开放态度，他们也会更容易接受你的观点。”
“你的策略很可笑”
你是否有过这样的想法：“要是由我来负责，我们就会朝着截然不同的方向努力……”当然，最安全的做法是把这种想法完全留在心里。
但格雷尼指出，如果你的公司文化鼓励通过辩论达成共识，以尊重的态度提出不同意见会带来回报。但一定要让别人明白，你这样做是出于善意。
他说：“要充分表明，你提出的不同观点可能有用，而绝不是要挖老板的墙角。”
格雷尼认为，怎么说比说什么更重要。所以态度要温和，还要问许多问题。用事实来说明你为什么认为某项计划不会奏效，而且要向老板表明，你的目的是帮助整个团队取得成功。
他指出，得体地就现状提出不同意见能体现出你的关切之情。这样，“你的开诚布公就可能让老板的态度变得更加坦诚。”希望是这样。（财富中文网）
译者：Charlie
If your boss pooh-poohs your worries ("This is how we've always done it"), or even retaliates against you (goodbye, raise), take your concerns upstairs.
"At that point, it's appropriate to approach your boss's boss," Grenny says. "But, so you don't seem to be going behind your boss's back, suggest that the three of you meet together."
What if the rot seems to go all the way up the organization chart? In that case, start looking for a new job.
'I'm not getting what I need to do the job'
If you're coping with outdated equipment, vintage software, pointless paperwork, unrealistic deadlines, or a perennial shortage of skilled support staff, it's much harder to work efficiently. And you may blame your boss for being unsupportive or just clueless.
Don't charge into your boss's office when you're completely fed up with the situation, though, says Grenny. Instead, schedule a meeting, and keep in mind that your boss is almost certainly not trying to make you miserable.
"Start the conversation with curiosity rather than anger," Grenny suggests. So the boss isn't tempted to tune you out, avoid accusatory, judgmental, or inflammatory language.
Instead, calmly describe the gap between the support you need and the support you're getting, Grenny advises.
"Explain why you're concerned, with emphasis on your common goals," he says. "Next, invite dialogue. Your boss may see the problem differently. If you're open to others' points of view, they'll be more open to yours."
'Your strategy is ridiculous'
Ever think, "If I were in charge around here, we'd go in a whole different direction..."? The safest option, of course, is to keep that opinion entirely to yourself.
But if your corporate culture encourages debate and consensus, respectfully disagreeing can pay off. Just make sure it's clear you have the best intentions for doing so, Grenny says.
"You want to establish up front that, far from trying to undermine your boss, you're offering a different viewpoint that might help," he says.
It's not so much what you say as how you say it, Grenny notes. So tread softly and ask lots of questions. Lay out facts supporting your view that a given plan won't work, then keep reassuring your boss that your goal is to help the whole team succeed.
Tactfully taking issue with the status quo shows you care, Grenny points out, so "the result of your openness could be a greater openness on your boss's part as well." Here's hoping.
w888_2006 2013年11月29日
很好
很好
上网去溜溜 2013年12月02日
有见地！
有见地！
sinican 2013年12月14日
失业的不是具体的专业和人，而是自己的心态；有多少是完全从事本专业的？
失业的不是具体的专业和人，而是自己的心态；有多少是完全从事本专业的？
救命！老板快把我逼疯了！
当老板是个控制狂时，你和同事们可能会心生反抗之意。但其实还有一个更好的策略。
亲爱的安妮：我们过去的工作团队非常融洽，但后来我们的老板换成了一个从另一公司挖来的经理，他总是想控制我们的每一个行动。他老是坚持详细地告诉每个人该做什么、应当怎样做（尽管我们多年来在自己的岗位做得都很好）。哪怕再小的细节也逃不脱他的仔细检查，而且他还不断颁发新的规则指南，有些规则自相矛盾。
因此，有些同事就干脆采取消极进攻的方法，故意惹恼他，这就意味着，他对整个团队施加的压力更大。我可以举几个让你毛骨悚然的例子，但重点是，目前的情况快把我们给逼疯了。我们可以采取什么措施来改变他的行为吗？又或者我们只能咬咬牙，坚持到下一位老板上任？——咬牙切齿（Gritting My Teeth）。
亲爱的GMT：呃，控制狂的老板。我们可能都曾遇到过这样的老板。艾伯特•J.伯恩斯坦(Albert J.Bernstein)博士(www.albernstein.com)从事临床心理学已有35年，最近出版了一本非常不错的新书，名为《我是办公室里唯一的正常人？——101个妙招攻克办公室心理病》（Am I The Only Sane One Working Here?: 101 Solutions for Surviving Office Insanity）（麦克劳希尔出版社（McGraw-Hill），16.95美元）。他说：“控制欲过强的领导是让员工造反的主要管理人类型之一。”
向伯恩斯坦进行咨询的客户很大部分来自高管层，下属员工要求他们撤换控制狂，这些高管完全不知该相信哪一方。所以他们把伯恩斯坦叫来帮忙想办法。伯恩斯坦说：“即使是最差劲的微观管理者通常也意识不到自己有点控制过度。他们还以为自己控制的程度刚刚好。”
造成这种错觉的原因是什么呢？伯恩斯坦说：“这是因为他们都非常害怕。他们害怕犯错误，也害怕其他人的错误会为自己带来坏影响。所以，自觉或不自觉地，他们都这样认为：如果我不能控制到每一件小事，就肯定会出什么乱子。”
伯恩斯坦说，认知这种恐惧情绪是问题的关键。他建议你和你的同事们可以尝试以下措施：
1. 不要显露出你的不快。伯恩斯坦说：“把某人叫做控制狂，或者他一靠近你就明显地表现出恼火，只会让他觉得他要对你更加小心提防。”
而且决不要以为通过交流，就能把问题解决：“永远不要以为可以通过谈话交流，就能让一位微观管理者改变他的管理方式。即使是经验丰富的心理治疗专家，要想让患有控制癖的人相信他们的行为可能会适得其反，带来更多的麻烦，也会遇到问题
Dear Annie:We used to have a great team here, until our boss was replaced by a manager brought in from another part of the company who is now trying to control our every move. He insists on telling everyone what to do and how to do it in minute detail (even though we've all been excelling at our jobs for years). No detail is too ridiculously tiny to escape his scrutiny, and he's constantly issuing new rules and guidelines, some of which contradict each other.
As a result, some of us are just taking the passive-aggressive approach and ignoring him, which means he bears down harder on the whole group. I could give you examples that would curl your hair, but the point is, it's driving us nuts. Is there anything we can do to change his behavior, or do we just grin and bear it until the next boss comes along?-Gritting My Teeth
Dear GMT:Ah, the control-freak boss. We've all had one, at one time or other. "Overly controlling managers are one of the main types who make employees rebel," says Albert J. Bernstein, Ph.D. (www.albernstein.com), a clinical psychologist for 35 years and author of a terrific new book called Am I The Only Sane One Working Here?: 101 Solutions for Surviving Office Insanity (McGraw-Hill, $16.95).
A big chunk of Bernstein's consulting practice comes from senior managers, urged by teams like yours to get rid of a control freak, who just don't know whom to believe. So they call Bernstein in to sort out the situation. "Even the worst micromanagers usually don't realize they're overly controlling," he says. "They think they're just controlling enough."
The cause of their delusion? "These are very frightened people. They are terrified of making a mistake, or of having someone else's mistake reflect badly on them," says Bernstein. "Consciously or not, how they view the world is, 'If I don't control every little thing, something terrible is going to happen.' "
Recognizing that fear is the key to taming it, Bernstein says. He recommends that you and your colleagues try these steps:
1. Don't let your annoyance show."Calling someone a control freak, or getting visibly irritated when he leans on you, will only make him think he needs to keep an even closer eye on you," Bernstein says.
And don't even think about trying to discuss the problem: "Forget trying to talk a micromanager out of being one. Even seasoned therapists have trouble convincing the control-obsessed that their behavior might be causing more problems than it's solving."