????當(dāng)工作間開(kāi)始感覺(jué)像是小牢房，情況就不太妙了。不幸的是，低迷的經(jīng)濟(jì)給仍然有幸保住飯碗的人帶來(lái)的一個(gè)后果就是，我們會(huì)覺(jué)得自己陷入了工作的牢籠。

????數(shù)據(jù)顯示，大眾的行為還真像是陷入了牢籠。經(jīng)濟(jì)景氣時(shí)，更多的人主動(dòng)辭職、而不是被裁員。而在衰退時(shí)兩者的關(guān)系就恰恰相反，表明此時(shí)員工不愿意、或者無(wú)法主動(dòng)離職。即使根據(jù)勞工統(tǒng)計(jì)局（Bureau of Labor Statistics）本月發(fā)布的數(shù)據(jù)，當(dāng)前主動(dòng)離職的人又超過(guò)了被解雇者，兩者的差距還是小于經(jīng)濟(jì)危機(jī)前。

????人們常常因?yàn)榉浅，F(xiàn)實(shí)的外界原因而屈就于自己并不喜歡的工作，比如得付賬單、還貸款、養(yǎng)家糊口，要得到足夠便宜的醫(yī)療保險(xiǎn)也得有工作。但很多人（也包括記者）的工作技能卻只適用于那些變幻莫測(cè)的行業(yè)。

????馬里蘭大學(xué)（the University of Maryland）管理與組織學(xué)教授吉拉德?陳說(shuō)：“客觀地講，現(xiàn)狀并不樂(lè)觀，我們?nèi)匀惶幵诮?jīng)濟(jì)危機(jī)中?！比欢?，受困于工作的感覺(jué)卻不見(jiàn)得符合實(shí)情。我們的大腦處理信息的方式有時(shí)會(huì)放大悲觀情緒。

????陳教授指出，情勢(shì)無(wú)法掌控時(shí)，人們往往就會(huì)覺(jué)得受困其中。反過(guò)來(lái)，“那些在各種經(jīng)濟(jì)形勢(shì)下都能自我調(diào)適的人就能控制自身的感覺(jué)?！?/p>

????但某些因素也讓我們難以釋懷，覺(jué)得自己已經(jīng)成為工作的奴隸?！巴ǔＪ窃诠ぷ髦邪l(fā)生的變故，”德克薩斯基督教大學(xué)（Texas Christian University）尼利（Neely）商學(xué)院的管理學(xué)教授比爾?貝克爾說(shuō)?！皳Q了個(gè)很難伺候的老板，分派給你的新任務(wù)和你的技能不對(duì)路，又或者你覺(jué)得與公司文化很不合拍。”這些工作上的變故會(huì)帶來(lái)困難，而員工又覺(jué)得自己無(wú)法抽身離開(kāi)。

????我們的思維方式也會(huì)火上添油。貝克爾說(shuō)：“我們都有自利偏見(jiàn)，在這些情況下自利偏見(jiàn)就是我們最大的敵人?！彼^續(xù)解釋什么是自利偏見(jiàn)：“萬(wàn)事大吉時(shí)，我們會(huì)歸功于自己，‘有我這么能干的人，當(dāng)然沒(méi)問(wèn)題’。而一旦情況不妙，我們就會(huì)認(rèn)為是公司或者經(jīng)濟(jì)大環(huán)境的問(wèn)題。”

????歸咎于外界因素其實(shí)也有好處：它是一種保護(hù)機(jī)制。有證據(jù)表明，得憂郁癥的人缺乏自利偏見(jiàn)，他們覺(jué)得所有的問(wèn)題都是自己造成的。

????但這種思維的益處也是有限的。把責(zé)任從自身轉(zhuǎn)嫁到外界會(huì)讓人缺乏動(dòng)力，難以改變自己的行為。如果是外部世界的問(wèn)題，那你就會(huì)想，我為什么要改變呢？

????對(duì)未知的恐懼是另一種讓我們受困的強(qiáng)大心理因素。貝克爾說(shuō)：“就算不快樂(lè)，我們依然還是傾向于保持現(xiàn)狀?！?/p>

????陳教授指出，現(xiàn)狀是相對(duì)于過(guò)去而言的。人們總是會(huì)和過(guò)去對(duì)比。我們的大腦會(huì)畫出一條趨勢(shì)線：如果我們的工作開(kāi)始很順利，然后發(fā)生問(wèn)題，我們就會(huì)處理這個(gè)信息，認(rèn)為情況變?cè)懔恕Ｎ覀円矁A向于認(rèn)為，不管情況變?cè)氵€是好轉(zhuǎn)，這個(gè)趨勢(shì)總會(huì)一直延續(xù)下去。

????進(jìn)入這樣一個(gè)負(fù)面漩渦的員工只會(huì)給公司帶來(lái)危害。

????陳教授說(shuō)，停下來(lái)重新審視局勢(shì)是脫離苦海的一個(gè)辦法。和六個(gè)月前比，工作也許感覺(jué)不妙，但和兩年前比呢？

????When cubicles start to feel like prison bars, it's a problem. Unfortunately, a downside of the sluggish economy is that many of us lucky enough to have a job can feel like we are trapped in it.

????Some data suggests people are still acting trapped. In a good economy, more people quit their jobs than are laid off. But that relationship flipped during the recession, which could indicate that people were less willing or able to leave. While more people are leaving voluntarily now than not, according to a report published this month by the Bureau of Labor Statistics, that gap is closer than it was before the recession.

????Often, people stay at jobs they don't want because of very real external circumstances -- there are bills and loans to pay off, families to support, and your job can feel like the only means to get affordable healthcare. Many of us have skills (ahem, journalism) that are closely tied to industries in flux.

????"The reality is objectively worse than in other times; the economic crisis is real," says Gilad Chen, a professor of management and organization at the University of Maryland. Yet, feeling trapped might not match our actual situations. Our brains process information in ways that, sometimes, can amplify those feelings.

????People often feel trapped when it seems like circumstances are out of their control, says Chen. Conversely, "the people who adapt in these and other economic conditions are those who take ownership."

????But certain events make it tough to shake the notion that we are slaves to the office. "Usually that amounts to something that changes at work," says Bill Becker, a management professor at Texas Christian University's Neely business school. "You get a new boss, and they're just impossible to work for, you get some kind of new assignment and it doesn't fit, or you realize the culture is just so different." So the nature of the job changes for the worse, yet employees feel like they can't leave.

????Our brains don't help matters. "We have this self-serving bias, that I think is our worst enemy in these kinds of situations," says Becker. The self-serving bias goes like this, he explains: "When things go good, we attribute them to ourselves and say, 'Of course they're going well, I'm awesome.' When things go poorly, on the other hand, we are much more likely to blame it on the company or the economy."

????Blaming external forces actually serves a purpose: it's a protective mechanism. Some evidence suggests that people with depression have very low self-serving bias -- they think everything is their fault.

????But there is a limit to the benefits of this approach. Shifting responsibility from oneself to external forces can make it difficult to build up the drive it takes to change your act. If the outside world is the problem, the thinking goes, why should you change?

????Fear of the unknown is another powerful psychological factor that can trap us, Becker says. "Even if we're unhappy, there is always a bias to stay where we are."

????Yet where we are is relative to where we have been before, Chen says. People tend to compare their situations to their past. Our mind draws a trend line: if we were doing well at work, then something bad happens, we process that information to mean that things are getting worse. We also tend to think that if work is getting worse, or better, it will continue on that track.

????Employees who start that spiral on the negative side can become toxic to a company.

????One way to pull out of it is to stop and reexamine the data, says Chen. Maybe work feels worse compared to six months ago, but what about two years ago?