身處全景式的監(jiān)獄中，真的能夠做自己嗎？

????這時，實踐再次遭遇到相互沖突的做法。許多公司現(xiàn)行的政策和組織結(jié)構(gòu)并不允許我們“把完整的自我?guī)牍ぷ鳌?。所有員工都知道（或應(yīng)該知道），她撰寫的每一封工作電子郵件可能受到監(jiān)控，甚至有可能被公司的其他人讀到。這是多么荒謬?。∧敲?，希望員工把工作與生活融為一體的公司是否愿意給予員工其工作電郵賬戶完整的所有權(quán)？我對此表示懷疑。

????最終，這種“工作生活不分家”的處世之道聽起來越來越像是在近乎赤裸裸地鼓勵加班。 從“不要光干活，還要關(guān)心我們和我們的集體使命”到“既然你這么熱心，你自然也樂意在周末也查一下電子郵件了”，兩者之間僅有一步之遙。

????就算某位員工每次撰寫郵件時都有種揮之不去的感覺，總覺得陰暗角落里有個IT部門的人正在進行同步閱讀，他同樣也可以有很好的辦法將完整的自我?guī)牍ぷ?。但是反過來，如果不具備這樣一種公司氛圍，身處其中的員工都被當(dāng)作成年人對待，可以自主決定下午3點打卡下班是否適合；或者從更廣泛的層面上來說，不具備這樣一種文化，身處其中的人們對于分歧和沖突泰然處之，（工作和生活的融合）就很難取得實質(zhì)性的進展。

????比如，假如你告訴一位荷蘭專業(yè)人士，他的項目建議書讓你想起了你上高中時就做過的功課，你們兩人依然有可能在下班后在同一家阿姆斯托河畔的酒店里和平共處。但如果你在美國明尼阿波里斯市的一間會議室中做出類似的事情，你有可能就再也回不來了。我希望，任何組織開始思考變革企業(yè)文化之前，最好都認(rèn)真考慮一下這些非常復(fù)雜的因素。

????譯者：任文科

Can you really be yourself inside a panopticon?

????And then practice bumps up against conflicting practices. Many companies have policies and structures in place that work against bringing our "whole selves to the job." Every employee knows (or ought to) that every work email she composes may be monitored or even read by someone else in the company, and how stultifying that is. Would the same firm that seeks more integrated employees agree to give them full ownership of their company email accounts? I doubt it.

????In the end, some of these prescriptions for wedding one's life purpose to one's job start to sound like thinly veiled attempts to encourage overtime. It's a short stop from "Don't just do the work, care about us and our collective mission" to "Since you care so much, of course you'll want to check work email on the weekends."

????There are good ways to bring one's full self to work, even for an employee who can't shake the sense that some shadowy IT person is reading over their shoulder every time they compose an email. But outside of a corporate environment in which employees are treated like adults who can decide for themselves when it's all right to clock out at 3, or a broader culture in which people are comfortable with disagreement and confrontation, meaningful progress is going to be difficult.

????Tell a Dutch professional, for example, that his project proposal reminds you of work you did in high school, and chances are you two will still share a companionable after-work Amstel. Try something similar in a Minneapolis boardroom, and you may not be invited back. Before any organization begins thinking about culture change, I'd hope they'd give some thought to these complicating considerations.