Research shows that employees' positive attitudes can be good for business, too. A 2004 study of 60 business teams in the journal American Behavioral Scientist found teams with buoyant moods who encouraged each earned higher profit and better customer-satisfaction ratings. A 2001 study at the University of Michigan says people who are experiencing joy or contentment are able to think more broadly and creatively, accepting a wider variety of possible actions, than people with negative emotions. And a 2005 research survey in the Psychological Bulletin shows happier people miss work less often and receive more positive evaluations from bosses.
研究顯示，員工的積極心態(tài)也可以對(duì)工作業(yè)績有益?！睹绹袨榭茖W(xué)》雜志2004年發(fā)表的一項(xiàng)針對(duì)60個(gè)業(yè)務(wù)團(tuán)隊(duì)的研究發(fā)現(xiàn)，擁有活躍氛圍并相互鼓舞的業(yè)務(wù)團(tuán)隊(duì)，利潤和客戶滿意率都更高。密歇根大學(xué)2001年的一項(xiàng)研究說，感覺愉悅或滿意的人，比情緒消極的人思路更加開闊，更有創(chuàng)造性，所能接受的行動(dòng)選項(xiàng)也更多。2005年《心理學(xué)公報(bào)》發(fā)表的一項(xiàng)調(diào)查研究也顯示，人越快樂，在工作中出現(xiàn)失誤的機(jī)會(huì)就越少，老板給予的評(píng)價(jià)也越積極。
　　
Of courses, coaches have long tried to instill proactive skills to help clients extract career or personal success from tough situations. What's different now is the emphasis on inner happiness, and controlling your own mood in the face of turbulence or misfortune.
當(dāng)然，一直以來就有輔導(dǎo)師努力向客戶傳授一些積極的處事技能，幫助他們?cè)诶Ь持腥〉霉ぷ骰蛏畹某晒Α？鞓分笇?dǎo)的不同之處在于，它強(qiáng)調(diào)的是內(nèi)心的快樂，以及在面臨混亂或厄運(yùn)時(shí)控制自己的情緒。
　
Indeed, the happiness coaches go beyond traditional positive-thinking approaches, taking new tacks that tend to ring true with workers. Some examples: Write e-mails to your co-workers every day thanking them for something they have done. Meditate daily to clear your mind. Do something for somebody without expecting anything in return. Write in a journal about things you are thankful for; look for traits you admire in people and compliment them. Focus on the process of your work, which you can control, rather than outcomes, which you can't. And don't immediately label events good or bad, but remain open to potentially positive outcomes of even the most seemingly negative events.
事實(shí)上，快樂輔導(dǎo)師超越傳統(tǒng)的積極思維方法，采用了一些新手段，往往被員工所接受。舉幾個(gè)例子：每天給同事寫電子郵件，感謝他們做過的某些事情。每天都做冥想，理清思緒。為某人做點(diǎn)什么事情，不期望獲得任何回報(bào)。寫一份日記，記下你心存感激的各種事情；在其他人身上尋找你欽佩的優(yōu)點(diǎn)，并贊美這些優(yōu)點(diǎn)。把注意力集中于你可以控制的工作過程，而不是你不能控制的結(jié)果。不要不假思索地給事情貼上好或壞的標(biāo)簽，哪怕某些極像是負(fù)面的事情，也要相信它們可能會(huì)產(chǎn)生正面的結(jié)果。
　　
Mr. Achor bases his training on a burgeoning body of research on the positive psychology movement, which emphasizes instilling resiliency and positive attitudes over analyzing mental illness and dysfunction. Srikumar Rao, a Long Island University emeritus professor whose training courses in workplaces and business schools have earned him the nickname 'the happiness guru', draws on tenets common to such religious traditions as Hinduism, Sufism, Buddhism, Christianity and Judaism.
阿克爾的培訓(xùn)課程的基礎(chǔ)，是積極心理學(xué)方面所產(chǎn)生的越來越豐富的研究成果。積極心理學(xué)更著重于抗壓能力和積極心態(tài)的灌輸，而不是對(duì)精神疾病或功能障礙的分析。長島大學(xué)(Long Island University)名譽(yù)教授Srikumar Rao面向工作環(huán)境和商學(xué)院的培訓(xùn)課程為他贏得了“快樂大師”的稱號(hào)。他利用了印度教、伊斯蘭教蘇非派、佛教、基督教和猶太教這些宗教傳統(tǒng)中的常見信條。
　　
People who use the principles say they work. Greg Johnson, a Charlotte, N.C., corporate real-estate executive, says Dr. Rao's training helps him avoid rushing to negative conclusions about daily events. Amid staff changes or reorganizations, he has taught himself to think, 'Good thing, bad thing? The reality is, I don't know' how the change will turn out in the long term. That mindset helps him remain open to the possibility that seemingly negative events can produce positive outcomes in the long term, he says.
踐行了這些信條的人們都說管用。美國北卡羅萊納州夏洛特市的一位商業(yè)地產(chǎn)高管約翰遜說，Rao的培訓(xùn)課程有助于他避免對(duì)日常事務(wù)匆匆忙忙地得出負(fù)面結(jié)論。當(dāng)遇到人員更替或部門改革時(shí)，他學(xué)會(huì)了問自己，“好事還是壞事？其實(shí)我不知道”，使自己不要對(duì)某種變化可能的長遠(yuǎn)結(jié)果過早下結(jié)論。他說，這有助于他保持“塞翁失馬 焉知非?！钡男膽B(tài)。