1 . Many people believe that working to the maximum is the secret to success, but research has found that moderation(适度) also gets results on the job.

In a study led by Ellen Langer of Harvard University, researchers asked people to translate sentences into a new made-up language. Subjects who practiced the language moderately beforehand made fewer errors than those who practiced extensively or not at all. High levels of knowledge can make people too attached to traditional ways of viewing problems across fields the arts, sciences, and politics. High conscientiousness is related to lower job performance, especially in simple jobs where it doesn’t pay to be a perfectionist.

How long we stay on the clock and how we spend that time are under careful examination in many workplaces. The young banker who eats lunch at his desk is probably seen as a go-getter, while his colleagues who chat over a relaxed conference-room meal get dirty looks from the corner office. “People from cultures that value relationships more than ours does are shocked by the thought of eating alone in front of a computer”, says Art Markman, a professor of psychology at the University of Texas, Austin. Social interaction has been shown to lift mood(情绪) and get people thinking in new directions and in ways that could help improve any post-lunch effort.

Markman also promotes off-task time. “Part of being a good thinker is experiencing things that are seemingly unrelated to what you are working on at the moment but give you fresh ideas about your work,” he says. “Also, there is a lot of research showing that a positive mood leads to higher levels of productivity and creativity. So, when people do things to increase their life satisfaction, they also make themselves more effective at work.”

2 . How many bosses could rely on their employees threatening to quit in mass if they were abruptly forced out? Sam Altman received such a show of support from more than 700 staff after he was fired from Open AI that he was swiftly restored to his position by the board. But this level of loyalty is not typical and may not always be a good thing.

Management experts say staff who are loyal to their employer are inclined to invest more time and effort in their jobs, helping to create an engaged and higher performing workplace. In turn they receive promotions and pay rises. They have a greater sense of belonging and potentially a longer career at the same organisation. But it is not all rosy. People who are too loyal are more likely to take actions that are deemed wrong to keep their jobs and protect their employer, according to a 2021 academic paper. They might overlook wrongdoing and be less likely to expose corruption. Loyalty is sometimes seen as such a force for good that it can be used to justify bad behavior.

Often companies and senior bosses are the real winner a of employee loyalty. Research led by Matthew Stanley at Duke University’s Fuqua School of Business published this year, found that managers were more likely to exploit loyal individuals. Stanley recruited almost 1,400 managers to read about a fictional 29-year-old employee called John, who worked for a company that was trying to keep costs down. They had to decide how willing they would be to ask John to work longer hours and take on more work without more pay. Researchers created various situations including labelling John as loyal versus other traits such as honest and fair. Managers were more willing to ask loyal John to take on the burden of unpaid work.

However, Consultancy Gallup’s latest state of the workplace report showed that half of the 122, 416 employees who took part in a global survey were looking out for new work. “You can’t guarantee anyone will stick around these days,” says a consultant who advises boards. This is particularly true of younger generations. They trust their bosses less and are not as patient when it comes to career progression, seeing little benefit in keeping their heads down and following orders if they do not see results quickly.

Every child has a dream of what they want to be, right? When Renee Butts was little, her dream was to become a volunteer firefighter because her father was one. Sadly, when she was 14, her beloved father passed away and she was unable to do volunteer work with him. However, she was determined and never gave up, which makes for a good firefighter.

Now Renee is a member of the Carmel Fire Department, where she is required to be an Emergency Medical Technician. She should also be ready to deal with any emergency, like fighting a fire, dealing with a car accident or helping someone who’s sick. Sometimes she is in the driver’s seat or using the water pump. Renec works nine to eleven days a month on 24-hour shifts. She also has a family to care for, as her husband is also a busy firefighter. Dealing with housework and working so much can show her great determination.

When I asked Renee what the best part of her job is, she replied, “Helping people and the satisfaction of saving lives.” I think that shows signs of being a true hero. She’s always willing to do anything for anyone in need. Renee says that her job is frightening at times, but extremely exciting. “The worst part of my job is that I see death. Actually, sometimes, people die in the accident, for which I was very sorry,” said Renee.

I was inspired by this because I know I would be very scared to do her job and don’t know if I could handle seeing people die. With 140 people in her station, Renee is one of the only three women, but that doesn’t bother her. She says everyone gets a fair shot and they all do the same jobs.

We would never live without people like her who have the courage to risk their lives. Renee’s determination rubs off on me and helps me believe that I can do anything.

For almost a month, Li Man has been working at an altitude of over 2, 000 meters, tirelessly carrying a medical rescue kit on her back     1     (weigh) about 15 kilograms.

As one of the 38 Chinese rescue staff on duty to protect the para athletes, Li and her team members call     2     (they) the “ski doctors”. “We come from different hospitals and departments     3     (ensure) rescue work is as comprehensive as possible,” said Li,    4     comes from the China Rehabilitation Research Center in Beijing. She     5     (remain) in Yanqing district since January.

With competitors capable of hitting top speeds of up     6     100 kilometers per hour, para Alpine skiing is a dangerous sport. Once emergency happens, the athletes need doctors immediately. Ski doctors     7     (require) to reach an injured person within four minutes, but in fact, often arrive within one minute. “Since 2018, we’ve visited a resort for ski training for around a month each year to make sure that we could reach the injured people as fast and as     8     (safe) as possible,” said Li. Li added that they have been given     9     (profession) training for first aid, and online and offline English training to make sure that they can communicate smoothly with foreign athletes and staff in international    10     (event). She hopes that China’s ski medical rescue system will continue to grow and more recruits will join.

5 . The workplace can be a perfect breeding-ground for “Misergonia”,also called desk rage (愤怒). It's a condition in which a series of noises and disorders cause people distress.

Sounds are often the trigger for Misergonia. The routine fire-alarm test is a case in point.“Attention please, attention please,” shouts a voice that is impossible to ignore.    1    For example, every office has its share of keyboard thumpers-people whose goal seems to be not producing a document but destroying the equipment.

    2    “This is a point that has already been made,” is how weirdly large numbers of people start to make a point. Why not just say "I don't value your time?"

Small IT failures are a fact of office life, but they can still be soul-destroying. The printer just doesn’t work.    3    Your cursor(光标)is just there, but when you move your mouse towards it, nothing happens.“Either your cursor is in a coma or the battery has run out,” offers up a colleague helpfully. Someone else fills the gap.“This is a point that has already been made.”they begin.

    4    It starts innocently enough, with someone asking for help with a problem. In come one or two replies, and then suddenly, a shower, as if nothing else mattered other than answering this one question. There are replies to replies, and replies to replies to replies. Everyone seems to be enjoying themselves hugely, but there is always a silent, suffering group.

Individual workers have their own triggers. There is no cure for Misergonia. The workplace is a collection of people keeping in touch in different ways. Their habits and noises turn into something familiar for some colleagues but annoying for others.    5    

Top work-life balance benefits for 2023

“Flexibility is the gold standard of work-life balance benefits,” says Jonathan Pas, health care leader at consulting firm Mercer.

It’s no surprise then that two years after the pandemic forced most office workers to perform their jobs remotely. 78% of employers say they’ll allow employees to continue doing so regularly in 2023, according to a Mercer survey. But there’s still some     1    : only 9% say they will allow employees to work remotely daily.

    2    , flexibility around when employees work is just as important as where. In the survey, 66% of employers said they would offer flexible work schedules over the course of a typical work day, such as specific times during the week to     3     to personal matters and four-day work weeks. Employees no longer want to organize their personal life around a(n)     4     work schedule but instead want the two interwoven, so they can decide what to prioritize and when.

Pas     5     against making hollow promises about a company’s commitment to work-life balance. “If employees feel a disconnection between programs that are rolled out and what senior leaders really expect, credibility is questioned, and the goodwill created through the program is denied.” He cites paid time off to volunteer, which almost half (45%) of companies say they will add to their benefits     6     next year.

Other benefits requiring a broader organizational buy-in are sabbaticals(公休假) and unlimited vacation days. Both benefits encourage employees to pursue interests outside of work with     7     periods off. Still, if they feel a dishonour associated with taking advantage of them, they’ll be hesitant to do so. The relatively low     8     rates for 2023, though—only 12% for sabbaticals and 15% for unlimited vacation—indicate that employers are still against paying employees not to work.

Instead, they prefer to find new ways to give employees more money, with the rise of employer-funded lifestyle accounts, which are often reserved for big-ticket items that might otherwise require some     9    . Nevertheless, only 12% of employers said they would add lifestyle accounts in 2023, and 70% said they are considering them, which could indicate a trend on the horizon.

But perhaps the most telling statistic about the importance of     10     work-life balance is the number of companies that said they don’t plan to offer any additional benefits to support work-life balance: a mere 5%.

8 . The pandemic has given a big push to all forms of digital communication. A workplace dominated by time on screens may seem bound to favor newer, faster and more visual ways of transmitting information. But an old form of communication — writing — is also flourishing (蓬勃).

The value of writing is highly valued in management thinking. “The discipline of writing something down is the first step towards making it happen, ” said Lee Iacocca, a giant of the American car industry. Jeff Bezos banned slides from meetings of senior Amazon executives (主管) back in 2004, in favor of well-structured memos (备忘录).

The move to remote working has strengthened the value of writing. When tasks are being handed off to colleagues in other locations, comprehensive documentation is crucial. When new employees start work on something, they want the back story. When old hands depart an organization, they should leave knowledge behind.

Software developers have already worked out the value of the written words. A research programme from Google into the ingredients of successful technology projects found that teams with high quality documentation deliver software faster and more reliably. Gitlab, a code hosting platform whose workforce is wholly remote, describes its secret of success as “textual communication”.

The deep thought and the discipline required by writing are helpful in other contexts, too. “Brain writing“ is a brain storming technique, used by Slack among others, in which participants are given time to put down their ideas before discussion begins.

Writing is not always the best way to communicate in the workplace. Video is more memorable; a phone call is quicker; even PowerPoint has its place. But for the structured thought it demands, and the ease with which it can be shared and edited, the written words are made for remote work and will flourish in the post-pandemic workplace.

10 . Recent research reveals that the adoption of generative artificial intelligence (AI) by companies in the US has a disproportionate impact on women. According to a recent analysis, approximately 79% of the jobs lost to AI were held by women. This difference can be due to several factors.

Women are more likely to work in industries that are highly be influenced by automation, such as retail, hospitality, and administrative support. These sectors often involve repetitive tasks that can be easily automated by AI technologies. Consequently, women employed in these industries face a higher risk of job displacement.

Gender biases in AI algorithms (运算法则) can worsen the situation for women. AI systems are trained on historical data, which may reflect existing gender biases in hiring and promotion practices. This can result in biased decision-making during recruitment and performance evaluations, putting women at a disadvantage in the workplace.

The lack of diversity in the development of AI technologies contributes to the gender difference. The underrepresentation (代表名额不足) of women in the field of AI means that their perspectives and experiences are not adequately considered during the design and development process. As a result, AI systems may not fully understand or cater to the needs of women, continuously leading to gender inequalities.

To address these challenges, it is crucial to prioritize diversity and inclusion in the development and deployment of AI technologies. This involves increasing the representation of women in AI-related fields and ensuring diverse perspectives are considered during the design and testing phases. Additionally, companies should actively work towards eliminating gender biases in AI algorithms and regularly assess their impact on different demographic groups.

In conclusion, although men currently dominate the labor market, women bear a disproportionate burden due to the adoption of generative AI. The combination of industry composition, gender biases in algorithms, and lack of diversity in AI development contribute to this disparity. To relieve these effects, it is essential to prioritize diversity and inclusion in AI development and address gender biases in algorithms. Only through these efforts can we ensure that the benefits of AI are distributed equitably among all individuals, regardless of gender.