在人生的各個(gè)階段，“希望”都能帶來(lái)巨大的好處。要想把握希望，你首先要有意識(shí)地去想象一個(gè)更加美好的未來(lái)，接著要制定支持未來(lái)的計(jì)劃，同時(shí)也應(yīng)該擁有接受現(xiàn)實(shí)的能力。無(wú)論何時(shí)，你都可以這樣做來(lái)創(chuàng)造并保持希望。??

希望對(duì)于人類(lèi)的繁榮發(fā)展至關(guān)重要。然而在商界，這是一個(gè)很少涉及的話題，直到新冠肺炎疫情暴發(fā)，人們才不得不開(kāi)始談?wù)?。在大?dòng)蕩時(shí)期，談希望或許會(huì)讓人覺(jué)得很幼稚——甚至，就像在為未來(lái)的失望做鋪墊一樣。然而，希望對(duì)于我們的滿足、動(dòng)力、健康和表現(xiàn)至關(guān)重要。當(dāng)前景黯淡無(wú)光時(shí)，保持希望是我們最艱難也最重要的自我管理任務(wù)之一。這很難做到，因?yàn)槲覀冃枰３忠环N微妙的平衡，既要接受未來(lái)是無(wú)法預(yù)知的，又要相信事情定會(huì)轉(zhuǎn)好。這很重要，因?yàn)楫?dāng)我們失去希望時(shí)，我們?nèi)淌懿⒆罱K獲勝的意志也會(huì)消磨殆盡。

Hope is crucial for human flourishing but is a subject rarely addressed in business until the pandemic made it unavoidable. In times of great turbulence, hope can feel na?ve?—?or worse, like a set-up for future disappointment. And yet, hope is essential to our satisfaction, motivation, health, and performance. When things look bleak, remaining hopeful is one of our toughest and most essential self-management tasks. It’s tough because it requires a delicate balance of accepting that we cannot know the future, while believing things will be better than the present. It’s essential because when hope is lost, so, too, is our will to endure and ultimately prevail.

新冠肺炎疫情進(jìn)入第三年，俄烏戰(zhàn)爭(zhēng)持續(xù)至今，幾乎每天都有證據(jù)表明氣候?yàn)?zāi)難即將來(lái)臨，全球供應(yīng)鏈中斷、通貨膨脹，麻煩接踵而至，保持希望比以往任何時(shí)候都更加重要。無(wú)論是工作還是個(gè)人生活，我們都需要它。好消息是，你可以采取行動(dòng)來(lái)保持希望，并收獲許多已經(jīng)記錄在案的好處。

With a pandemic heading into its third year, the ongoing war in Ukraine, the almost daily evidence of impending climate disaster, global supply chain disruption, and inflation, among other woes, sustaining hope has become more important than ever.?We need it in our jobs as well as in our personal lives. The good news is that you can take actions to sustain hope and achieve the many documented benefits hopefulness confers.

首先，我們要理解希望的本質(zhì)。美國(guó)蓋洛普咨詢公司（Gallup）資深科學(xué)家、學(xué)者謝恩·洛佩茲（Shane Lopez）對(duì)希望進(jìn)行了大量研究，他將希望定義為“相信未來(lái)會(huì)比現(xiàn)在更好，并相信自己有能力做到這一點(diǎn)”。正是這種樂(lè)觀主義和個(gè)人主觀能動(dòng)性的結(jié)合，將希望與虛張聲勢(shì)或一廂情愿的想法區(qū)別開(kāi)來(lái)。買(mǎi)彩票的時(shí)候，我們總是一廂情愿的。而當(dāng)我們起草一份商業(yè)計(jì)劃并向銀行申請(qǐng)貸款時(shí)，我們就有了希望。

It begins with understanding the nature of hope. Shane Lopez, who has studied hope extensively both as an academic and as a senior scientist at Gallup,?defines hope as?“the belief that the future will be better than the present, coupled with the belief that you have the power to make it so.” It is this combination of optimism and personal agency that differentiates hope from its lesser cousins like bravado or wishful thinking. When we play the lottery, we are engaged in wishful thinking. When we draw up a business plan and take it to the bank for a loan we are in the domain of hope.

在人生的各個(gè)階段，希望都能帶來(lái)巨大的好處。滿懷希望的學(xué)生可以取得更好的學(xué)習(xí)成績(jī)，滿懷希望的成年人對(duì)生活的滿意度更高，滿懷希望的老年人死亡率明顯更低。我在各種規(guī)模的組織中指導(dǎo)領(lǐng)導(dǎo)者的經(jīng)驗(yàn)表明，滿懷希望是高績(jī)效者的基本特質(zhì)。

At all stages of life, hope produces immense benefits. Hopeful students have?better academic outcomes, hopeful adults report?greater life satisfaction, and hopeful seniors have significantly?lower rates of mortality. And in my experience coaching leaders in organizations of all sizes, I’ve found that hopefulness is an essential trait of high performers.

要想把握希望，首先要有意識(shí)地去想象一個(gè)更加美好的未來(lái)，接著要制定支持未來(lái)的計(jì)劃。同時(shí)我們應(yīng)該擁有接受事實(shí)的能力，明白即使我們拼盡全力，未來(lái)仍是未知而不可知的，以此來(lái)獲得韌性。無(wú)論是在面對(duì)巨大的不確定性和悲傷的時(shí)刻，還是任何時(shí)候，你都可以這樣做來(lái)創(chuàng)造并保持希望。

Bringing discipline to hope starts with conscious work to imagine a better future, continues with planning that supports that future, and is made resilient through an ability to accept that, despite our best efforts, the future is both unknown and unknowable. Here is what you can do to create and sustain hope not only in this time of great uncertainty?and sadness.

想象可行而積極的未來(lái)

Imagine a Plausible, Positive Future

三年前，全球最頂尖的環(huán)境律師之一參加了我主持的一個(gè)韌性研討會(huì)。在準(zhǔn)備過(guò)程中，學(xué)生們完成了一項(xiàng)評(píng)估，要求參與者評(píng)價(jià)他們對(duì)“未來(lái)可能會(huì)比現(xiàn)在更好”這一陳述的認(rèn)同程度。當(dāng)我們談?wù)撓Ｍ谂囵B(yǎng)韌性方面的價(jià)值時(shí)，她說(shuō)，“我可以向你們展示數(shù)據(jù)，來(lái)證明未來(lái)無(wú)疑將比現(xiàn)在更糟?！?她眼中含著淚水，講述了在一個(gè)不可逆轉(zhuǎn)地走向氣候?yàn)?zāi)難的世界里，她為保持希望所做的努力。

Three years ago, one of the top environmental lawyers in the world was in a resilience seminar I was leading. In preparation, the class had completed an assessment that asked the participants to rate their agreement with the statement “the future will probably be better than things are right now.” As we were talking about the value of hope in fostering resilience, she said, “I can show you data that proves beyond a shadow of a doubt the future will be worse than the present.” With tears in her eyes, she talked about her struggle to stay hopeful in a world moving irreversibly towards climate catastrophe.

如果你無(wú)法想象一個(gè)更好的未來(lái)，那么希望就不可能存在。我們的想象會(huì)影響我們的情感和身體。運(yùn)動(dòng)員通過(guò)反復(fù)生動(dòng)地想象自己的優(yōu)異表現(xiàn)，來(lái)對(duì)身體表現(xiàn)產(chǎn)生有益影響。相反，當(dāng)我們想象一個(gè)暗淡的未來(lái)時(shí)，它會(huì)對(duì)我們的表現(xiàn)、情緒甚至生理產(chǎn)生不良影響。缺乏積極的未來(lái)意象可能導(dǎo)致抑郁，強(qiáng)烈的消極意象侵入可能導(dǎo)致創(chuàng)傷后應(yīng)激障礙。由此，我們?yōu)榭赡懿粫?huì)到來(lái)的未來(lái)付出了情感和身體代價(jià)。

If? you cannot imagine a better future, hope is impossible. What we imagine impacts us emotionally and physically. Athletes experience?meaningful benefits to their physical performance?from repeatedly and vividly imagining themselves performing well. Conversely, when we repeatedly and vividly imagine a bleak future, it impacts our performance, mood, and even?physiology.?A lack of positive future imagery is?associated with depression, and the intrusion of strong negative imagery is associated with PTSD.?We pay an emotional and physical price for a future that may not even arrive.

因此，與其執(zhí)著于暗淡的未來(lái)，不如有意識(shí)地為自己合理想象出另一種未來(lái)，一個(gè)可以帶來(lái)活力和動(dòng)力，而非恐懼和焦慮的未來(lái)。

So instead of fixating on a dismal future, consciously imagine plausible alternative futures?for yourself that bring you energy and motivation instead of dread and anxiety.

首先，寫(xiě)下你目前對(duì)未來(lái)的想象，以及這些圖景所激發(fā)的情緒。確切地描述你的想象（例如，“明年還在我的臥室里工作”），而不是泛泛而談（例如“在家工作”）。區(qū)別于籠統(tǒng)的想法，具體意象可以對(duì)我們的內(nèi)心狀態(tài)產(chǎn)生最大的影響。通常，我們并沒(méi)有完全意識(shí)到我們腦中的意象，及其造成的內(nèi)在影響。第一步是將其具象化，這類(lèi)似于斯多葛學(xué)派的消極設(shè)想實(shí)踐，生動(dòng)地想象最壞的情況可以使這些意象喪失力量。?

First, write out what you are currently imagining about the future and the emotions these images provoke.?Describe exactly what you are imagining (for example, “still working from my bedroom next year”) instead of generalities (like “working from home”). Specific images, not general ideas, have the greatest impact on our internal state. Often, we are not wholly conscious of the images that we are holding or the impact they are creating internally. Making them concrete and tangible is the first step, akin to the Stoic practice of?negative visualization, in which vividly imagining worst-case scenarios robs them of their power.

第二步，想象你在接下來(lái)的兩年里一切都很順利，然后從那個(gè)未來(lái)給自己寫(xiě)一張明信片。描述你的生活。你的工作環(huán)境是怎樣的？個(gè)人世界呢？關(guān)鍵的問(wèn)題是：“如果我一切順利，我會(huì)在哪里？”它需要讓人感到樂(lè)觀而現(xiàn)實(shí)。

Second, imagine things have gone well for you over the next two years and write a postcard to yourself from that future.?Describe your life. What is going on in your work world? Personal world? The key question is: “Where will I be if things have gone well for me?” It needs to feel optimistic but realistic.

第三步，立足未來(lái)。生動(dòng)地想象你所描繪的未來(lái)的自己。想象一下你和周?chē)说膶?duì)話。想象一下你的感覺(jué)。試著在你的想象中包含盡可能多的感覺(jué)——擁抱你所愛(ài)之人的觸感，確定升職時(shí)握手的感覺(jué)。研究表明，我們的想象越生動(dòng)，它對(duì)我們內(nèi)心狀態(tài)的影響就越直接。

Third, stand in that future.?Vividly imagine yourself in the future you have described. Imagine the conversations you are having with people around you. Imagine how you are feeling. Try to involve as many senses as you can in your imagery?— the tactile sensations of hugging a loved one, the feel of a handshake to seal your promotion.?Research?shows that the more vivid our imagery is, the more directly it impacts our internal state.

確定下一步最佳行動(dòng)

Identify the Next Best Action

希望還需要形成研究人員所說(shuō)的“思維路徑”，培育我們可以將想象中的未來(lái)變成現(xiàn)實(shí)的信念。想象讓希望成為可能；計(jì)劃使其成為現(xiàn)實(shí)。

Hope also requires the formation of what researchers call “pathways thoughts” that foster a belief we can make the imagined future a reality. Imagination makes hope possible; planning makes it real.

傳奇精神表現(xiàn)教練彼得·詹森（Peter Jensen）曾與100多名奧運(yùn)獎(jiǎng)牌得主合作過(guò)。在開(kāi)始與一位新運(yùn)動(dòng)員合作時(shí)，他拿出一張白紙。在右上角，他寫(xiě)下他們的目標(biāo)——比如“獲得2024年奧運(yùn)會(huì)的參賽資格”。在左下角，他寫(xiě)下他們的現(xiàn)狀——比如“全國(guó)賽第五名”。隨后，他從左下角到右上角畫(huà)出一條對(duì)角線作為時(shí)間軸，并開(kāi)始與運(yùn)動(dòng)員一同在上面策劃行動(dòng)路線。他們首先標(biāo)出“奧運(yùn)會(huì)選拔賽”和“全國(guó)錦標(biāo)賽”這樣的關(guān)鍵性標(biāo)志。隨后繼續(xù)回溯，直到遇到一個(gè)簡(jiǎn)單的問(wèn)題：“下一步最好做什么？”

When legendary mental performance coach Peter Jensen, who has worked with more than 100 Olympic medalists, starts working with a new athlete, he pulls out a blank sheet of paper. In the top right corner, he writes their goal?— for example “qualify for the 2024 Olympic Games.” In the bottom left corner, he writes their current status?— for example “fifth at Nationals.” He then draws a diagonal line from bottom left corner to the top right corner and, working with the athlete, starts to plot out their pathway on the timeline. Critical markers like “Olympic trials” and “National championships” go on first. They continue working backwards, until they arrive at a simple question: “What’s the next best step?”

在工作和生活中，你也可以采用同樣的方法。你想象中的未來(lái)之路是什么？關(guān)鍵性標(biāo)志是什么？最重要的是，下一步做什么？如果你在確定下一步時(shí)遇到困難，可以從以下幾個(gè)領(lǐng)域著手行動(dòng)：

You can take the same approach to your path at work and beyond. What is the pathway to the future you’ve imagined? What are the critical markers? And, most importantly, what is the next step? If you are having trouble identifying your next step, work your way through the following potential action areas:

行為——有什么事情我應(yīng)該多做、少做或一以貫之？

Behaviors?– Is there something I should do more, less, or with increased consistency?

人際關(guān)系——有沒(méi)有一種關(guān)系是我需要建立、加強(qiáng)或拋棄的？

Relationships?– Is there a relationship I need to build, strengthen, or jettison?

學(xué)習(xí)——是否有一種技能或能力是我應(yīng)該去投資、去發(fā)展的？

Learning?– Is there a skill or ability I should invest in developing?

信念——有沒(méi)有一種信念是我需要放棄或培養(yǎng)的？

Beliefs?–?Is there a belief I need to let go of or cultivate?

視挫折為轉(zhuǎn)折點(diǎn)而非失敗

See Setbacks as Inflection Points, Not Defeat

希望的最后一個(gè)組成部分——賦予其韌性的部分——是一種接受現(xiàn)實(shí)的能力：盡管我們有著豐富的想象力和周密的計(jì)劃，但我們?nèi)詿o(wú)法控制或預(yù)測(cè)未來(lái)。當(dāng)事情沒(méi)有按計(jì)劃進(jìn)行時(shí)，我們應(yīng)該培養(yǎng)一種能力，即將逆境視為轉(zhuǎn)折點(diǎn)，而非放棄希望的理由。在即興游戲“幸與不幸”中，一位演員以“幸運(yùn)的是”開(kāi)頭講述故事。他們可能會(huì)這樣說(shuō)：“幸運(yùn)的是，我在地上發(fā)現(xiàn)了100美元?！绷硪晃谎輪T接著說(shuō)：“不幸的是，當(dāng)你彎下腰去撿的時(shí)候，你得了疝氣。”如此循環(huán)下去。

The final component of hope?— and the one that makes it resilient?— is an ability to make peace with the fact that we cannot control or predict the future despite our vivid imagination and best laid plans. When things don’t go according to plan, cultivate the ability to see adversity as an inflection point rather than a reason to abandon hope. In the improv game?Fortunately, Unfortunately, one actor starts a story with the word?fortunately. They might say something like: “Fortunately, I found a $100 bill on the ground.” Another actor then continues the story with?unfortunately: “Unfortunately, when you bent down to retrieve it, you suffered a hernia.” And so on, back and forth.

這個(gè)游戲十分有用，它提醒我們隱藏在逆境中的機(jī)會(huì)。多年來(lái)，我接觸過(guò)的許多成功人士都將失敗時(shí)刻視為其最終取得成功的關(guān)鍵催化劑。

The game is a useful reminder of the opportunity hidden inside adversity. Many of the most successful people I’ve worked with over the years point to moments of failure as critical catalysts in their eventual success.

在進(jìn)行自己的“幸與不幸”游戲時(shí)，你應(yīng)該預(yù)料到，事情不會(huì)按計(jì)劃順利展開(kāi)。當(dāng)逆境來(lái)臨時(shí)，問(wèn)問(wèn)自己，這對(duì)你來(lái)說(shuō)可能是一個(gè)轉(zhuǎn)折點(diǎn)，你能做些什么來(lái)讓不幸變成幸運(yùn)。同時(shí)，問(wèn)問(wèn)自己從逆境中學(xué)到了哪些對(duì)將來(lái)有所幫助的東西。然后，放棄原先的計(jì)劃，開(kāi)始重新想象另一種未來(lái)。

As you move through your own game of Fortunately, Unfortunately, you should anticipate that things will not move neatly along the plan you have identified. When adversity hits, ask yourself how it might be an inflection point for you and what you can do to turn?unfortunately?to?fortunately. Also ask what you’re learning from adversity that will serve you well in the future. Then let go of your original plan and start reimagining an alternative future.

當(dāng)你想象出一個(gè)比現(xiàn)在更好、更可行的未來(lái)時(shí)，確定通往那個(gè)未來(lái)的行動(dòng)路徑，并接受事情很少完全按照計(jì)劃進(jìn)行的事實(shí)。這樣你就可以培養(yǎng)出既實(shí)用又有韌性的希望。

When you can imagine a plausible future that is better than present, identify the pathway to that future and accept that things rarely go exactly according to plan, you will cultivate hope that is both useful and resilient.

戴恩·詹森（Dane Jensen）|文

戴恩·詹森是Third Factor的首席執(zhí)行官，該公司致力于跨學(xué)科領(lǐng)導(dǎo)力發(fā)展，在體育、商業(yè)、學(xué)術(shù)和政府領(lǐng)域開(kāi)展運(yùn)營(yíng)。他也是北卡羅來(lái)納大學(xué)凱南—弗拉格勒商學(xué)院的教員，還在加拿大女王大學(xué)史密斯商學(xué)院任教，并著有《壓力的力量》一書(shū)（哈珀·柯林斯出版社，2021年8月）。

何婧|譯? 周強(qiáng)|編校