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  • Good morning! Tal Ben-Shahar from the interdisciplinary Center in

  • Herzliya in...in Israel and his subject is happiness and I've got a real problem

  • stuff I have a problem with happiness. My mother always said to me "My boy if

  • all you're looking for his happiness you're gonna be very unhappy". What is this matter?

  • Yeah...Well...you know...the question is how we understand happiness if we

  • understand happiness to be a constant high positive emotions non-stop then

  • your mother is absolutely right...happy... we will not find happiness, however, if

  • we understand happiness to be also a deep sense of meaning...experience when

  • we pursue those things that we care about most then we can experience a lot of

  • happiness not only that we will experience happiness and we will also be

  • more successful...more generous, our life overall will be better.

  • Why do you think of your things has been simplified and I'm worried about that because in a

  • corporate world right we just got more and more complexity. Running a global

  • business is amazingly complex. How do you tell those?

  • Alright...so the key one when thinking about simplicity... Simplicity is combining simplicity with complexity.

  • So...yes...the work of the manager today of the of the average employee is a lot more

  • complex than it was even fifty years ago and fifty years ago it was complex

  • There's a lot of complexity now here comes the paradox...the paradox is that

  • when we introduce more simplicity in two parts of our day so even one or two

  • hours a day are focusing on one thing reducing multitasking for that one or

  • two hours that brief period of time will help us be overall more

  • productive, more creative will increase our levels of job satisfaction.

  • This one hour to two hours a day will help us better deal with the rising levels of

  • complexity. It's...it's almost you can think about it like a race car or a race

  • car every few rounds needs a pit stop... needs to take a break

  • Simplifying reducing complexity is like that break that enables the race car or

  • in this case...us as the manager that the employee to do even more in subsequently

  • Right...I get it but here's the thing you've run one of the most successful courses

  • and Harvard people want to learn about happiness but the culture or whether

  • it's the business school or the culture of business is...is no break

  • it's amazingly intense...it's 24/7....

  • Yes

  • and in the middle of the night your BlackBerry is flashing answer that...

  • Yeah...it's a...it's a very big cultural problem...it's a

  • very big systemic problem within...within the business world and it's gonna get

  • worse...it's gonna get worse because things are becoming more complex and

  • we're becoming more accessible 24/7 and we need to change that and we're seeing

  • some companies that are realizing that they're realizing that human being is

  • not a machine...human being does need breaks and what they're realizing and

  • the reason why they are introducing changes is that when we do give people

  • the breaks when we do give them the full night sleep...when we do allow them to

  • switch off they can be on much more effectively during the other hours and

  • initially, it's the change is going to come slow you know the way change

  • happens is it's slow, slow, slow and then very fast Why?...because people

  • need to see that it actually works and it's more an organization's introduced

  • this kind of approach rather than being marathon runners being interval runners

  • as more...more organizations see the success of this approach

  • the industry...the system as a whole will change as well but it will take time.

  • Is there talking about cultural race? Do you have more of an appeal in this

  • hemisphere? Do Americans and Canadians get it but Israelis don't or Spaniards

  • for that matter don't? You know...Is there a thing about this that is rejected by nations?

  • Um ...You know...on the surface there is more acceptance in North America for

  • you know...self-help or happiness or well-being however it's just on the

  • surface...you know...ultimately universally we all want to be happier and what is

  • different about positive psychology is that science that there is actual

  • data to back up assertion so it's not just...you know...some people who have had a

  • good idea perhaps whim or perhaps very charismatic and just promoting an idea

  • There is a science behind it and when the science clearly shows that taking

  • more breaks or thinking about your employees and your own well-being

  • contributes to...to the bottom line when science shows it it's very difficult to

  • argue with it whether it's in the u.s. Spain or China where a lot of this work

  • is taking place right now.

  • Yeah...Have you got specific companies that you would say

  • are moving that way and are good examples that we should be looking at

  • and saying then getting it right?

  • Yeah...there are a couple of them so the most

  • famous one would be Google and they are that they understand that when you

  • manage people you're managing a person... a whole person which is...you know...their

  • their emotions...their...their behaviors their thinking and you need to cater to...

  • to the different needs of each of these systems...WL Gore another company in

  • effect your cortex and other companies heralded by many as one of the best

  • companies in the world to work for extremely innovative organization they

  • also implement a lot of these ideas. Now the thing about positive psychology is

  • that it didn't...it doesn't invent the will what he does is it focuses on what

  • works it learns from what works so it will go to Google it will go to WL Gore

  • it will go to the and the...the positive elements of specific organizations learned

  • from that and then spread the word.

  • It's...but that seems fairly simple...you know...

  • How do you as somebody has the responsibility of a whole organization?

  • How do I fit this? This is a complete lifestyle change.

  • Well...so these ideas are simple...they're common sense in fact but as the French philosopher,

  • Voltaire once said "Common sense is not that common especially when it comes to

  • application". The thing about these ideas is that...the proposal is not a

  • transformation of a life it's not an all-or-nothing proposition it's not that

  • well...now I need to take very long vacations come home at four o'clock in

  • the afternoon every day and...and...and when I work just do one thing at a time it's

  • about introducing very small changes so it's that extra hour of folk or hour of

  • focusing on one thing during the day... it's the taking five minutes aside after

  • lunch to just take deep breath...it's the taking a walk now having a meeting but

  • walking while having that meeting so you know trying to multitask of what I like

  • to call task multiplying.

  • Great...well I'm hoping after this interview I'm going to

  • put some of those into place and I'm going to be happier from now...

  • and I hope that I leaned as well I will gain a lot from this session.

  • Thank you very much for coming today

  • Thank you very much

  • Thank you.

Good morning! Tal Ben-Shahar from the interdisciplinary Center in

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正面領導力 為什麼幸福對企業有利 專訪塔爾-本-沙哈爾 (Positive Leadership Why Happiness is Good for Business Interview with Tal Ben Shahar)

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    Freda 發佈於 2021 年 01 月 14 日
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