【原版杂志阅读】25期 Day 1：When to trust your instincts as a manager part 1

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Bartleby
When to trust your instincts as a manager

Deliberation does not always makes sense 

1. 英语基础硬实力（词汇、搭配、语法长难句）—读懂、读准

2. 文章段落的框架。（段落结构、文章结构）—读的快

HUMANS HAVE been honed over millions of years of evolution to respond to certain situations without thinking too hard. If your ancestors spotted movement in the undergrowth, they would run first and grunt questions later. At the same time, the capacity to analyse and to plan is part of what distinguishes people from other animals. The question of when to trust your gut and when to test your assumptions—whether to think fast or slow, in the language of Daniel Kahneman, a psychologist—matters in the office as much as in the savannah. 

Deliberative thinking is the hallmark of a well-managed workplace. Strategic overhauls and budget discussions are built on rounds of meetings, memos, formulas and presentations. Processes are increasingly designed to stamp out instinctive responses. From blind screening of job applicants to using “red-teaming” techniques to pick apart a firm’s plans, rigour trumps reflex. 

Yet instinct also has its place. Some decisions are more connected to emotional responses and inherently less tractable to analysis. Does a marketing campaign capture the essence of your company, say, or would this person work well with other people in a team? In sticky customer-service situations, intuition is often a better guide to how to behave than a script. 

Gut instincts can also be improved (call it “probiotic management”). Plenty of research has shown that intuition becomes more unerring with experience. In one well-known experiment, conducted in 2012, volunteers were asked to assess whether a selection of designer handbags were counterfeit or real. Some were instructed to operate on instinct and others to deliberate over their decision. Intuition worked better for those who owned at least three designer handbags; indeed, it outperformed analysis. The more expert you become, the better your instincts tend to be. 

However, the real reason to embrace fast thinking is that it is, well, fast. Instinctive decision-making is often the only way to get through the day. Researchers at Cornell University once estimated that people make over 200 decisions a day about food alone. The workplace is nothing but a succession of choices, a few big and many small: what to prioritise, when to intervene, whom to avoid in the lifts and, now, where to work each day.

一、词汇部分

1. Grunt /ɡrʌnt/ v.  (尤指厌烦或不感兴趣时) 嘟哝着说; 嘟哝

拟声词

联想：gr+aunt

2. Unerring /ʌnˈɜːrɪŋ/ adj. 从不犯错的

前缀：un-否定（like---unlike) 

词根：err- 错误(error 错误，联想—声音）

后缀：-ing 形容词后缀（interesting)

3. intervene /ˌɪntəˈviːn/ v. 干预

前缀：inter-在…之间(interview, international)

词根：ven- 走，等同于vent- (went)

4. instinct /ˈɪnstɪŋkt/ n. 本能

前缀：in-否定

词根：stinct- 刺，同sting (死叮）

5. Deliberation /dɪˌlɪbəˈreɪʃən/ n. 仔细的考虑

前缀：de-否定

词根：liber-自由（library) 

后缀：-ation 名词后缀

二、文章讲解

1. HUMANS HAVE been honed （over millions of years of evolution） to respond to certain situations without thinking too hard. If your ancestors spotted movement in the undergrowth, they would run first and grunt questions later. At the same time, the capacity to analyse and to plan is part of what distinguishes people from other animals. The question of when to trust your gut and when to test your assumptions—whether to think fast or slow, in the language of Daniel Kahneman, a psychologist—matters in the office as much as in the savannah. 

1) 文章第一段：引入

2) Hone 打磨

3）without thinking too hard 不需要太多思考

4）years of + 名词—years of hard work 多年的努力工作；years of efforts 

5) spot 发现

6） 句子结构分析：At the same time, the capacity to analyse（后置定语） and to plan is part of what distinguishes people from other animals.

名词+ do sth —后置定语，相当于形容词，修饰前面的名词。

instinct— 人多年进化的结果

Deliberation —人和动物最核心的区别

人有俩能力，

7）The question 【of when to trust your gut and when to test your assumptions】—whether to think fast or slow, in the language of Daniel Kahneman, a psychologist—matters in the office as much as in the savannah.

提炼结构：The question matters. 这个问题很重要。

参考翻译：经过数百万年的进化，人类已经被打磨得无需多想能对某些情境做出反应。如果你的祖先发觉灌木丛中有动静，他们会先撒腿跑，过后才咕哝着问发生了啥。与此同时，分析和计划的能力是人区别于其他动物的特征之一。什么时候该相信直觉，什么时候该检验假设——用心理学家丹尼尔·卡尼曼（Daniel Kahneman）的话说就是该快思还是慢想——这个问题在办公室里和在大草原上一样重要。 

2. Deliberative thinking is the hallmark of a well-managed workplace. Strategic overhauls and budget discussions are built on rounds of meetings, memos, formulas and presentations. Processes are increasingly designed to stamp out instinctive responses. From blind screening of job applicants to using “red-teaming” techniques to pick apart a firm’s plans, rigour trumps reflex. 

1）overhaul 变革

人有本能（多年进化结果）；人还有可以思考，深思熟虑（人和动物典型标志）； 这俩能力分别很么时候用，很重要！

深思熟虑很不错有优点。

2）stamp out 消灭，去除

人的大部分直觉，其实都是不准的。感觉是非常不靠谱的东西。

3）名词复数后面，一般都有展开。（抽象—具体；群体—个体）

4）screen v. 检查，筛选

参考翻译：深思熟虑是一个工作场所管理得当的标志。战略改革和预算讨论是建立在一轮又一轮会议、备忘录、方案和报告的基础之上。流程的设计初衷越来越倾向于压制人的本能反应。从盲选求职者演变到使用“红队”研判法给公司计划挑刺，缜密打败了条件反射。

3.  Yet instinct also has its place. Some decisions are more connected to emotional responses and inherently less tractable to analysis. Does a marketing campaign capture the essence of your company, say, or would this person work well with other people in a team? In sticky customer-service situations, intuition is often a better guide to how to behave than a script. 

1）inherent adj. 本质上（in-her-粘+ent)

2) say 比如

3）sticky adj. 粘的；难处理的棘手的

参考翻译：然而本能也有用武之地。有些决策与情绪反应关联更大，本质上就不那么容易分析。比方说，一轮营销活动是否展现出了公司的精髓？这个人会不会和团队中的其他人合作无间？在棘手的客户服务情形中，直觉往往是比脚本更好的行为指南。 

4. Gut instincts can also be improved (call it “probiotic management”). Plenty of research has shown that intuition becomes more unerring with experience. In one well-known experiment, conducted in 2012, volunteers were asked to assess whether a selection of designer handbags were counterfeit or real. Some were instructed to operate on instinct and others to deliberate over their decision. Intuition worked better for those who owned at least three designer handbags; indeed, it outperformed analysis. The more expert you become, the better your instincts tend to be. 

1）争论角度看，堵反对者的嘴。

2）宾语从句： that intuition becomes more unerring with experience.

3）例子、细节，都是为了证明观点！！！！！2012的实验为了证明啥：直接可以提升。随着经验的丰富，直觉越来越准。

4）（人+who, 一定是定语从句）定语从句： who owned at least three designer handbags;

参考翻译：源自肺腑的直觉也可以被改进（可以称之为“益生菌管理”）。大量研究表明，随着经验的积累，直觉会变得更加准确。在2012年进行的一项著名实验中，志愿者被要求评估一些名牌手袋是真是假。研究人员请一些人凭直觉做判断，另一些人斟酌着做选择。直觉对那些拥有至少三个名牌包的人更有效，甚至比分析还管用。你越驾轻就熟，直觉就越准。 

5. However, the real reason to embrace fast thinking is that it is, well, fast. Instinctive decision-making is often the only way to get through the day. Researchers at Cornell University once estimated that people make over 200 decisions a day about food alone. The workplace is nothing but a succession of choices, a few big and many small: what to prioritise, when to intervene, whom to avoid in the lifts and, now, where to work each day.

1) 人有俩种能力：直觉+分析处理（深思熟虑）什么时候用哪个很重要。

2) 分析处理（深度考虑）理性思考，在一些特定场景很重要。

3) 直觉也很重要。（场景—情绪）

4) 直觉可以被改善。

5) a succession of 一些列的

参考翻译：然而，拥抱快思的真正原因是，呃，它够快。靠本能做决策往往是度过一天的唯一方法。康奈尔大学的研究人员曾经估计，人们每天仅在食物这一项就要做200多个决定。职场不过是一连串的选择，大决定寥寥，小决定很多：把什么列为优先项，什么时候介入，在电梯里避开谁，如今还得琢磨每天在哪里工作。

三、段落翻译

经过数百万年的进化，人类已经被打磨得无需多想能对某些情境做出反应。如果你的祖先发觉灌木丛中有动静，他们会先撒腿跑，过后才咕哝着问发生了啥。与此同时，分析和计划的能力是人区别于其他动物的特征之一。什么时候该相信直觉，什么时候该检验假设——用心理学家丹尼尔·卡尼曼（Daniel Kahneman）的话说就是该快思还是慢想——这个问题在办公室里和在大草原上一样重要。 

深思熟虑是一个工作场所管理得当的标志。战略改革和预算讨论是建立在一轮又一轮会议、备忘录、方案和报告的基础之上。流程的设计初衷越来越倾向于压制人的本能反应。从盲选求职者演变到使用“红队”研判法给公司计划挑刺，缜密打败了条件反射。

然而本能也有用武之地。有些决策与情绪反应关联更大，本质上就不那么容易分析。比方说，一轮营销活动是否展现出了公司的精髓？这个人会不会和团队中的其他人合作无间？在棘手的客户服务情形中，直觉往往是比脚本更好的行为指南。 

源自肺腑的直觉也可以被改进（可以称之为“益生菌管理”）。大量研究表明，随着经验的积累，直觉会变得更加准确。在2012年进行的一项著名实验中，志愿者被要求评估一些名牌手袋是真是假。研究人员请一些人凭直觉做判断，另一些人斟酌着做选择。直觉对那些拥有至少三个名牌包的人更有效，甚至比分析还管用。你越驾轻就熟，直觉就越准。 

然而，拥抱快思的真正原因是，呃，它够快。靠本能做决策往往是度过一天的唯一方法。康奈尔大学的研究人员曾经估计，人们每天仅在食物这一项就要做200多个决定。职场不过是一连串的选择，大决定寥寥，小决定很多：把什么列为优先项，什么时候介入，在电梯里避开谁，如今还得琢磨每天在哪里工作。