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It is easier to do that if expectations are clear.
如果要求明確，就更容易做到這一點。
Anne Raimondi of Asana, a work-management platform, says the firm expects people to come in on Mondays, Tuesdays and Thursdays, and has a "no meetings" day on Wednesday.
工作管理平臺Asana的安妮·雷蒙迪表示，該公司要求員工們周一、周二和周四來上班，并且將周三設為“無會議”日。
If a manager wants to have a meeting that day, they have to "recontract" with their team and explain why it is needed.
如果管理者想要在那天開會，他們必須與自己的團隊“重新約定”，并解釋為什么需要這么做。
By the same token, being explicit when a reply is needed on an email saves everyone scurrying around in a desperate bid to answer the boss first.
同樣的道理，如果一封電子需要回復，那就表達明確一些，這樣就省得大家都搶著先回復老板了。
Defining what kinds of work can be done asynchronously and what requires everyone to get together is a recipe for fewer, better meetings.
規(guī)定哪些工作可以異步完成，哪些工作需要大家聚在一起完成，這是減少會議數(shù)量、提高會議質(zhì)量的秘訣。
Encouraging a set of do-not-disturb protocols makes it less likely that employees will be bothered unnecessarily.
引導制定一套“免打擾”協(xié)議可以降低員工遭到不必要的打擾的可能性。
Clear protocols also make hybrid meetings go better.
明確的協(xié)議還能讓混合會議更好地進行。
Harry's, a shaving firm that has published its guidelines for hybrid working, expects each attendee to have their own screen and promises not to keep discussing the matter at hand once remote colleagues have left the meeting (though commenting on who is wearing the same clothes as they did yesterday is presumably fine).
剃須公司哈里已經(jīng)發(fā)布了有關混合辦公的準則，該公司要求每位與會者都有自己的屏幕，并承諾在遠程辦公的同事離開會議后，不再繼續(xù)討論手頭的問題（不過聊聊誰穿著和昨天一樣的衣服想必也沒什么問題）。
Some of this will be deeply alarming to managers who worry about slippery slopes.
其中一些情況將會令那些擔心“滑坡效應”的管理者們深感擔憂。
First you give people space to focus at home, and soon enough you cannot contact anyone because they have changed their settings on Slack and are binge-watching "Bridgerton".
一開始你給人們在家集中注意力辦公的空間，但很快你就會聯(lián)系不上任何人，因為他們改變了Slack的狀態(tài)，一集接一集地看著《布里奇頓》。
There are three answers to such worries.
針對這種擔憂有三個解決辦法。
First, expectations are firmly in the gift of managers.
首先，要求牢牢地掌握在管理者手中。
Asana's no-meetings day does not extend to meetings with customers, for example.
例如，Asana公司的“無會議日”并不包括與客戶的會議。
Second, burnout is as much of a risk as slacking.
其次，倦怠與懈怠存在同樣高的風險。
New research from Microsoft finds evidence for what it calls a "triple-peak day".
微軟的一項新研究找到了它所說的“三峰日”的根據(jù)。
As well as the usual large crests in activity in the early morning and after lunch, around 30% of employees at the tech giant also experience a smaller, third bump in work in the late evening.
除了通常的出現(xiàn)在清晨和午餐后的工作高峰外，這家科技巨頭中大約30%的員工還會在深夜經(jīng)歷第三次較小的工作高峰。
That may be a sign of people getting work done when it suits them -- or of the workday extending relentlessly into every waking hour.
這可能表明，人們在適合自己的時間完成了工作——或者表明，工作日會無情地延長到醒著的每一個小時。
Setting expectations, over things like how quickly notifications need to get a response, can help determine which one it is.
設定要求——比如需要以多快的速度響應通知——可以幫助確定是哪一種情況。
Last, good performance is not defined by employees' locations at specific times of the day but by what they achieve -- what Mr Bloom calls "managing outputs, not inputs".
最后，良好的工作表現(xiàn)不是由員工在一天中的特定時間所處的位置來界定的，而是由他們的成果來界定的——這就是布魯姆所說的“管理產(chǎn)出，而不是投入”。
If bosses can articulate what counts as productive activity, and evaluate it regularly, it matters less whether employees are at headquarters or stinking out the spare bedroom.
如果老板能清楚地說明什么才是生產(chǎn)性活動，并定期對其進行評估，那么員工是在總部還是待在臥室里發(fā)霉就沒那么重要了。
Managers may have concerns about hybrid working, but it is pretty clear what will make it successful.
管理者們可能會對混合辦公感到擔憂，但混合辦公的成功之道已十分明朗。
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