????梅耶爾在雅虎的改革廣受爭(zhēng)議，影響也很難確定。雅虎最近的業(yè)績(jī)報(bào)告顯示，公司的凈利潤同比出現(xiàn)了顯著的增長(雖然營收略有下降)。不過，2013年初，就在雅虎宣布結(jié)束遠(yuǎn)程辦公計(jì)劃后不久，百思買也終止ROWE政策。

????但是，企業(yè)顧問、《陌生人的必要性》(The Necessity of Strangers)一書的作者艾倫?格雷格曼表示，單純討論是“在家工作”、還是“在辦公室工作”，“有點(diǎn)迷失了更重要的東西”?！斑@兩種方法都沒有抓到本質(zhì)，當(dāng)我們能與更多人聯(lián)系在一起時(shí)我們能夠做到最好?！薄昂献鞣浅Ｖ匾?，這是主張?jiān)谵k公室工作的主要理由，但如果員工“沒有足夠的新點(diǎn)子來達(dá)成合作，他們還是不得要領(lǐng)?！彼f：“我們的公司需要鼓勵(lì)人們定期站起來，探索周圍的世界?！碑吘梗拘枰碌狞c(diǎn)子。“如果我們只是在辦公室里混混日子或者是在家工作，同樣不可能獲得這些新點(diǎn)子?！?/p>

????為此，格雷格曼經(jīng)常帶領(lǐng)團(tuán)隊(duì)探索博物館、城市街道、市場(chǎng)和其他地方。我采訪他的前一天，他剛?cè)チ耸访苌瓏⑿は耩^(Smithsonian's National Portrait Gallery)和美國藝術(shù)博物館(American Art Museum),研究民間藝術(shù)家(等等)以及他們?nèi)绾握J(rèn)識(shí)自己和自己的身份。聽說他也會(huì)帶客戶去動(dòng)物園研究動(dòng)物行為，然后請(qǐng)他們談?wù)動(dòng)^察心得，這樣的觀察可能有助于應(yīng)對(duì)客戶。

????“開始時(shí)人們都會(huì)看著我'你是這個(gè)全世界最古怪的人'。”他說,等到結(jié)束時(shí)，他總是會(huì)聽到“哇，太棒了，我從沒想到過我會(huì)用這樣的方式思考。而且只要走出辦公室就可以實(shí)現(xiàn)?！保ㄘ?cái)富中文網(wǎng)）??

????Mayer's change at Yahoo was widely debated, and it's hard to determine its impact. In its most recent earnings statement, Yahoo reported that earnings are up significantly, year-over-year (though revenue is slightly down). Best Buy (BBY) ended its ROWE policy in early 2013, shortly after Yahoo ended its telecommuting program.

????But the working-from-home vs. working-from-work debate "kind of misses the big issue," says Alan Gregerman, a business consultant and author of the forthcoming book, The Necessity of Strangers. "Both of these approaches kind of miss the notion that we can be most successful when we connect with more people." There's "a lot that's cool about collaboration" -- the thinking behind work-from-work policies -- but if employees "don't have enough fresh ideas to collaborate around, they kind of miss the point," he says. "Our companies need to encourage us to regularly get off our butts and explore the world around us." Organizations need new ideas, after all. "We're not as likely to get those new ideas if we simply hang out at the office or work from home."

????To that end, Gregerman often leads teams on adventures to museums, city streets, markets, and other places. The day before I interviewed him, he'd gone to the Smithsonian's National Portrait Gallery and the American Art Museum to study (among other things) folk artists, and how they felt about themselves and their identities. He's also been known to take clients to zoos to study animal behavior and asks them to come up with observations that might be helpful for dealing with customers.

????"At the beginning of all these things, people look at me like, 'You are the weirdest person on the planet,'" he says. At the end, he often hears "Whoa, that was awesome, I never even imagined I could think in those ways. It's just by getting out of the office."