2018年考研英语二阅读理解真题源文汇总_第4页

　　Finally, in the tenth year of her career, she started to have physical symptoms as a result of the stress – chronic back pain, upper neck pain and headaches.

　　“I was waking up with anxiety, feeling a sense of tension in the pit of my stomach, and I had trouble sleeping,” she says.

　　Many of us will have had that sense of there just not being enough hours in the day to do everything we need to do. Tasks that should take only a few minutes can stretch into hours, all while other work mounts up.

　　For most, the solution is to work later into the evening or even over the weekend, which leaves many of us feeling exhausted, stressed and burned out. But what if working less were the key to getting more done?

　　The time management myth

　　Previously, Congdon would often work from eight in the morning until seven at night without a break.

　　It’s an easy trap to fall into – it’s drilled into us that working solidly for eight or more hours will increase our output and impress our colleagues and managers. But in reality, even the traditional nine-to-five workday is not conducive to productivity.

　　A workplace study found an average working professional experiences 87 interruptions per day, making it difficult to remain productive and focused for a full day.

　　Knowing something had to give, Congdon began to adjust her approach to work and restructured her day to achieve the same amount of output, without working around the clock. She decided to split her day into fewer 45-minute segments, and aimed to maximise her productivity within those strict time sessions.

　　The key to maintaining focus and energy in shorter bursts was to apply flexibility to those segments – she could use some for exercise, some for meditation, some for work. Getting rest within her workday helped lower stress levels and therefore achieve better results within the allotted time for working, Congdon found.

　　This makes sense in the light of research that has found our productivity has less to do with the amount of hours we squeeze out of the working day, and more to do with the rest we have.

　　In 2014, the social networking company The Draugiem Group used a time-tracking productivity app to study what habits set their most productive employees apart.

　　Working for show, it seems, is also futile. A study of consultants by Boston University’s School of Business found that managers could not tell the difference between employees who actually worked 80 hours a week and those who just pretended to.

　　Deflecting distraction

　　To combat the trap of putting such a premium on being busy, Newport recommends building a habit of ‘deep work’ – the ability to focus without distraction.

　　There are a number of approaches to mastering the art of deep work – be it lengthy retreats dedicated to a specific task; developing a daily ritual; or taking a ‘journalistic’ approach to seizing moments of deep work when you can throughout the day. Whichever approach, the key is to determine your length of focus time and stick to it.

　　Newport also recommends ‘deep scheduling’ to combat constant interruptions and get more done in less time. “At any given point, I should have deep work scheduled for roughly the next month. Once on the calendar, I protect this time like I would a doctor’s appointment or important meeting,” he writes.

　　Another approach to getting more done in less time is to rethink how you prioritise your day – in particular how we craft our to-do lists. Tim Harford, author of Messy: The Power of Disorder to Transform Our Lives, points to a study in the early 1980s that divided undergraduates into two groups: some were advised to set out monthly goals and study activities; others were told to plan activities and goals in much more detail, day by day.

　　While the researchers assumed that the well-structured daily plans would be most effective when it came to the execution of tasks, they were wrong: the detailed daily plans demotivated students. Harford argues that inevitable distractions often render the daily to-do list ineffective, while leaving room for improvisation in such a list can reap the best results.