壓力、危機或創(chuàng)傷，這些看起來令人厭惡的負面經(jīng)歷，還能給我們帶來好處嗎？答案是肯定的。即使是危機當前，我們也不應浪費掉個人可能的成長機會。本文提出了五種實用的方式，帶你走出創(chuàng)傷、走向成長，只要你擁有足夠的耐心。? ? ? ? ??

在遭遇壓力、危機或創(chuàng)傷時，人們往往會這樣問：這能帶來什么好處？今年，我們遭遇了一場疫情的打擊，這場災難造成數(shù)十萬人死亡和史無前例的高失業(yè)，并導致全球經(jīng)濟下滑。在這場悲劇面前，這個問題的答案似乎會是“沒有任何好處”。

What good can come of this? In times of stress, crisis, or trauma, people often ask that question. This year we’ve been hit by a pandemic that has caused hundreds of thousands of deaths, unprecedented unemployment, and a global economic downturn. In the face of such a tragedy—personal and collective—it might Appear that the answer is “Nothing.”

然而，在某個時點，我們將能反思這一可怕時期的長期影響，思考它給我們每個人、每個組織、每個社區(qū)和每個國家?guī)砹耸裁?。幾乎可以確定的是，這些后果將有好有壞。過去25年里，我和其他心理學同行們一直在研究這一現(xiàn)象。我們稱之為“創(chuàng)傷后成長”（posttraumatic growth）。

However, at some point we will be able to reflect on the long-term consequences of this terrible time and what it has wrought for each of us as individuals and for our organizations, communities, and nations. Almost certainly those outcomes will include some good along with the bad. Over the past 25 years psychologists like me have been studying this phenomenon. We refer to it as?posttraumatic growth.

我們知道，負面經(jīng)歷有可能激發(fā)出積極的轉變，如發(fā)覺個人優(yōu)勢、探索新可能性、改善關系、更加感激已擁有的事物，以及精神層面的成長。在那些經(jīng)歷過戰(zhàn)亂、自然災害、喪親之痛、失業(yè)和經(jīng)濟壓力以及嚴重疾病和傷痛的人們身上，我們看到過這些。因此，盡管新冠疫情的暴發(fā)帶來了諸多苦難，但疫情過后，我們中的許多人都有可能看到積極的進展。而領導者們可以幫助他人做到這一點。

We’ve learned that negative experiences can spur positive change, including a recognition of personal strength, the exploration of new possibilities, improved relationships, a greater Appreciation for life, and spiritual growth. We see this in people who have endured war, natural disasters, bereavement, job loss and economic stress, serious illnesses and injuries. So despite the misery resulting from the coronavirus outbreak, many of us can expect to develop in beneficial ways in its aftermath. And leaders can help others to do so.

雖然創(chuàng)傷后成長通常無需心理療法或其他正式干預手段便會自然發(fā)生，但以下五種方式具有促進作用：學習新變化、情緒調節(jié)、表達感受、講述經(jīng)歷、幫助他人。作為一名研究人員和執(zhí)業(yè)心理治療師，通過上述方式我（與我的同事）已幫助數(shù)百人擺脫痛苦，變得更強大。你也可以讓自己變得更強大，而且你還可以作為我們所說的“專家伴侶”來幫助他人，鼓勵人們內(nèi)省、充滿好奇心，積極聆聽并提供富有同情心的反饋。

Although posttraumatic growth often hAppens naturally, without psychotherapy or other formal intervention, it can be facilitated in five ways: through education, emotional regulation, disclosure, narrative development, and service. As a researcher and a practicing psychotherapist, I (and my colleagues) have helped hundreds of people emerge stronger from suffering in these ways. You can emerge stronger yourself. And you can serve as what we call an?expert companion?for others, encouraging introspection and curiosity, actively listening, and offering compassionate feedback.

成長的元素

The Elements of Growth

下面我們將詳細講述這五種方式：

Here are the five ways in more detail:

學習新變化。

Education.

為了走出創(chuàng)傷、走向成長，人們必須首先了解什么是創(chuàng)傷：創(chuàng)傷是對核心信仰體系的顛覆。舉例而言，在疫情大流行之前，我們中的很多人認為，在那些過去曾威脅人類生命的疾病面前，如今的我們很安全；在世界其他地方發(fā)生的壞事不會落到我們頭上；我們的社會和經(jīng)濟體系有足夠的彈性，能夠抵御所有風暴。上述認知沒有一個是正確的。因此，現(xiàn)在我們需要弄清楚應該相信什么。

To move through trauma to growth, one must first get educated about what the former is: a disruption of core belief systems. For example, before the pandemic, many of us thought we were safe from the types of diseases that endangered people in the past; that bad things hAppened in other parts of the world but not ours; and that our social and economic systems were resilient enough to weather all storms. None of that was true. So now we need to figure out what to believe instead.

我們的假設受到挑戰(zhàn)，這令人困惑、讓人恐懼，往往會造成焦慮，我們一再追問：為何會發(fā)生這樣的事？誰控制著這一切？我現(xiàn)在應該怎么辦？我們被迫重新思考我們是誰，我們周圍有哪類人，我們生活在怎樣的世界里，以及我們的未來會是什么樣子。這個過程有可能極為痛苦。但正如研究所顯示，這也有可能帶來有價值的變化。我們必須重新開始學習理解新變化。

When our assumptions are challenged, it is confusing and frightening and tends to produce anxious, repetitive thinking:?Why did this hAppen? Who’s in control? What should I do now??We are forced to rethink who we are, what kind of people surround us, what world we live in, and what future we will have. It can be extremely painful. But as research shows, it can also usher in change that will be of value. We must begin by learning and understanding that truth.

我曾為一位30多歲的女士提供過咨詢，這位女士因中風而致殘，起初她很難面對現(xiàn)實。但很快她就明白自己身處的環(huán)境已經(jīng)改變，這需要她重新認識自己：“我必須想清楚在現(xiàn)在的狀態(tài)下自己以后該做什么。我的內(nèi)心有一部分并不想去承認，但我知道我必須這么做。”為了成為一個對自己更具同情心、能夠接受殘疾，并不被它所限制的人，這是她需要走出的第一步。

I once counseled a woman who, in her thirties, was disabled by a stroke and initially struggled to cope. But she soon understood that her changed circumstances would require her to reevaluate her identity: “Now I have to figure out what is next in this life I never thought I would be living. Part of me doesn’t want to think I have to do this, but I know I do.” That was the first step in her becoming a person with more compassion for herself who could accept limitations without being limited by them.

就在我們艱難走過當前這場健康與經(jīng)濟危機之際，我們應該思考一下，該如何讓自己和他人更清晰地認識到，這場危機可能既有正面的，也有負面的影響。記住，你與團隊和組織中的其他人，能夠重新設想新環(huán)境下的運作和創(chuàng)新方式。舉例來說，我認識一位IT人士，她所在的食品服務公司在今年早些時候裁掉了大部分員工。作為為數(shù)不多留下來的員工之一，她被迫在自己以前從未接觸過的領域工作，這很煎熬。但她很快就意識到，擺脫了慣常的官僚作風系統(tǒng)和地盤之爭的束縛，她便可以發(fā)現(xiàn)效率低下的領域，并找到改進方法。

As we move through the current health and economic crisis, consider how you can reinforce—to yourself and others—the recognition that it may have a positive as well as a negative impact. Remember that you and others in your team and organization can reimagine how you operate and innovate in new circumstances. That may already be evident in the emergency measures taken to keep things going. For example, I know an IT employee of a food service company that laid off most of its workers earlier this year. As one of the few to remain, she was forced to work in functions and areas she’d never touched before, which was a struggle. But she soon realized that unencumbered by the usual bureaucracy and turf battles, she could ferret out inefficiencies and find ways to improve on old procedures.

情緒調節(jié)。

Emotional regulation.

一個人若要開始學習，則必須擺正心態(tài)。首先需要管理焦慮、愧疚和憤怒等負面情緒，實現(xiàn)這一點可以從擺脫導致這些情緒的思維方式開始。不要再專注于損失、失敗、不確定性和最差的情景，而是應試圖回顧成功，考慮最佳的可能性，反思自己或所在組織的資源及已具備的條件，并對個人以及團隊所能做的事情做出合理的思考判斷。

To do any learning, one must be in the right frame of mind. That starts with managing negative emotions such as anxiety, guilt, and anger, which can be done by shifting the kind of thinking that leads to those feelings. Instead of focusing on losses, failures, uncertainties, and worst-case scenarios, try to recall successes, consider best-case possibilities, reflect on your own or your organization’s resources and preparation, and think reasonably about what you—personally and as a group—can do.

某連鎖餐飲企業(yè)的創(chuàng)始人在被公司董事會從CEO的位置上趕下來后，情緒調節(jié)對他至關重要。正如他在《哈佛商業(yè)評論》中所寫到的那樣（參見《嚴酷考驗：從最高職位失業(yè)，并東山再起》“Crucible: Losing the Top Job—and Winning It Back”一文，2010年10月刊），這個消息讓他完全震驚，起初他十分憤怒。但當他的父親（同時是一名投資者）告訴他應該“轉過頭來積極面對”時，他照做了。他不再專注于自己憤怒和遭到背叛的感覺，而是開始思考如何能夠保持平靜的心態(tài)和專業(yè)的態(tài)度，并幫助公司繼續(xù)前行。最終，他又重新開始執(zhí)掌這家公司。

For the founder of one dining chain, emotional regulation was crucial after his board ousted him from the CEO role. As he wrote in HBR (“Crucible: Losing the Top Job—and Winning It Back,”?October 2010), the news came as a complete shock, and he was furious at first. But when his father, also an investor, told him to “get [his] head around being supportive,” he did. Instead of focusing on his anger and the feeling that he’d been betrayed, he started thinking about how he could stay calm and professional and help the business going forward. He eventually returned to lead the company.

當不好的情緒出現(xiàn)時，自省有利于調節(jié)自己的情緒。鍛煉身體以及諸如關注呼吸這樣的冥想練習也有所幫助。你可以自己運用這些技巧，并將它們分享出去以幫助其他人。要承認環(huán)境依然既充滿挑戰(zhàn)又令人畏懼，之后要展現(xiàn)出壓力之下的鎮(zhèn)定情緒。還應鼓勵更頻繁的溝通，以便人們能夠減少孤立感并更清晰地看到集體的情緒力量。

You can regulate emotions directly by observing them as they are experienced. Physical exercise and meditative practices such as breathing also help. Employ these techniques yourself and share them to help others. Acknowledge that circumstances continue to be both challenging and frightening; then demonstrate poise under that pressure. And encourage more-frequent communication so that people feel less isolated and see their collective emotional strength more clearly.

表達感受.

Disclosure.

這是指你談論已經(jīng)發(fā)生以及正在發(fā)生的事情，涵蓋微觀和宏觀、短期和長期角度、個人和職業(yè)角度、個體和組織層面以及你仍在糾結的地方。清晰表述這些有助于我們理解創(chuàng)傷，并將讓人脆弱的念頭轉化為更具建設性的反思。

This is the part of the process in which you talk about what has hAppened and is hAppening: its effects—both small and broad, short- and long-term, personal and professional, individual and organizational—and what you are struggling with in its wake. Articulating these things helps us to make sense of the trauma and turn debilitating thoughts into more-productive reflections.

如果你在幫助他人談論經(jīng)歷這一危機的感受，詢問很多問題有可能會讓這看起來像是一場因好奇而冒犯他人的審訊，而不是出自關心的問候。談話最好專注于對影響的感受，以及對方最關心的事情。

If you’re helping someone talk about what it’s been like to experience this crisis, asking a lot of questions can seem like an intrusive interrogation spurred by curiosity rather than concern. It’s best to focus on how the impact feels and which of your counterpart’s concerns are most important.

以一位前客戶的經(jīng)歷為例。他是一位很有天賦的開發(fā)人員，在進入一家新公司后就開發(fā)出了一個極具前景的程序，但之后老板從外部雇來一個人運營這個程序，并讓我的客戶向這個人匯報工作。在這個新管理者的領導下，程序運營不善，這位開發(fā)人員受到了批評，聲譽和職業(yè)前景受損。最終他找到了人力資源部?！拔也淮_定這樣做對不對，”他告訴我，“但我需要一些建議?！迸c人力資源部同事的這次談話讓他的情緒得到了宣泄，結果他說出來的內(nèi)容比自己預先計劃的還要多，原因是人力資源部代表問了他一些諸如此類的問題：新來的人把項目從你手中奪走，最后基本上搞砸了，你是什么感覺？隨后，她幫助他從這場重大的職業(yè)挫折中恢復過來。

A case study comes from a former client. A talented developer getting established in a new company, he created a program that had great promise. But then his bosses hired someone from the outside to run it, asking my client to report to him. Led by this manager, the program underperformed, and the developer was being blamed, damaging his reputation and career prospects. Finally he went to HR. “I wasn’t sure if this was the right move,” he told me, “but I needed to get some advice.” Talking to the HR representative was cathartic, and he ended up telling her more than he’d planned to, because she asked questions such as “What did it feel like to have this project taken from you and essentially messed up?” She then worked to help him recover from that big professional setback.

作為一名同事、一名領導者，你需要理解這次疫情以及隨后的市場波動、裁員和衰退對你周邊人的生活已經(jīng)帶來的以及未來的影響，這一點十分重要。從開誠布公地談論自己的掙扎，以及如何管理這些不確定性開始。之后，你可以邀請其他人也講講他們自己的經(jīng)歷，當對方說到自己的困難時，注意傾聽，設法理解、接納他們的挑戰(zhàn)和損失，并和自己的遭遇進行對比。

It is important for you as a colleague and a leader to understand the varying impacts the pandemic and the ensuing market volatility, layoffs, and recession have had and continue to have on the lives of those around you. Start by speaking openly about your own struggles and how you are managing the uncertainty. You can then invite others to tell their stories, and listen attentively as they locate their difficulties and come to terms with how their challenges and losses compare with those of others.

講述經(jīng)歷。

Narrative development.

下一步是對創(chuàng)傷及創(chuàng)傷過后我們生活的真實敘述，如此一來，我們便能夠去接納既成事實，并以一種有意義的方式設想起草下一個篇章。你的故事以及你所幫助的其他人的故事可以、也應該是一個追往事待來者的篇章。

The next step is to produce an authentic narrative about the trauma and our lives afterward so that we can accept the chapters already written and imagine crafting the next ones in a meaningful way. Your story—and the stories of people you’re helping—can and should be about a traumatic past that leads to a better future.

以某非營利機構高管的經(jīng)歷為例，這名高管之前曾兩次因性騷擾指控而被解雇。一天夜晚，他與妻子在州際公路上開車時遭遇了一起嚴重車禍，他們撞上了一輛沒開尾燈停在路上的車子。他的妻子受了點輕傷，而他昏迷了一個月，并花了一年的時間來恢復行走和說話的能力。他如此講述和自己有關的新故事：“許多人或許以為是這場事故讓我的生活陷入危機。但其實我早就處在巨大的危險之中了。我給他人造成痛苦，毀掉了我的職業(yè)，而且面臨失掉妻子兒女的生活。這場事故迫使我停下來，給我時間反思，讓我看到了愛的真正含義?！?/p>

Consider a nonprofit executive who had been fired from two previous positions over sexual harassment allegations. One night, as he and his wife were driving on the interstate, they were involved in a horrific crash, plowing into a stopped vehicle that didn’t have its lights on. His wife’s injuries were minor, but he was left comatose for a month and needed a year of rehabilitation to walk and talk again. His new narrative went something like this: “Many would think it was this accident that put my life in jeopardy. But I was already in great danger. I was causing pain to others, ruining my career, and heading for a life without my wife or children. The accident forced me to stop, created time for reflection, and showed me what love really is.”

準備好時，你便可以開始構建自己的故事了，講述有關今年這次創(chuàng)傷對你和所在組織的影響。它如何促使你重新思考更重要的事情？從中出現(xiàn)了哪些新道路或新機會？看看那些經(jīng)受住嚴酷考驗的著名故事，比如像奧普拉·溫弗瑞（Oprah Winfrey）和納爾遜·曼德拉（Nelson Mandela）這樣的領導人物，以及諸如克萊斯勒（Chrysler）和強生（Johnson & Johnson）這樣的企業(yè)，他們都從危機中走出來，然后變得更強大。這些人和機構是創(chuàng)傷后成長的實例。你應該去研究這些經(jīng)歷，從中汲取希望，并提醒你周圍的人也這樣做。

When you’re ready, start to shape the narrative of this year’s trauma for yourself and your organization. How has it caused you to recalibrate your priorities? What new paths or opportunities have emerged from it? Look to famous stories of crucible leadership involving people such as Oprah Winfrey and Nelson Mandela, and companies such as Chrysler and Johnson & Johnson, that have emerged from crisis stronger. They are examples of posttraumatic growth. Study and derive hope from them and remind those connected to you to do the same.

幫助他人。

Service.

在遭遇創(chuàng)傷之后，如果人們能夠找到有益于他人的工作，則會恢復得更好；他們可以去幫助自己身邊的人，或是遭遇過類似創(chuàng)傷的人。我認識兩位痛失愛子的母親，她們創(chuàng)建了一家非營利機構，幫助那些失去親人的家庭，讓這些家庭與理解其悲痛心情的人們建立起聯(lián)系。40年后，這家機構在那些人的領導下發(fā)展壯大，他們都經(jīng)歷過類似創(chuàng)傷，并希望分享他們得到的幫助。

People do better in the aftermath of trauma if they find work that benefits others—helping people close to them or their broader community or victims of events similar to the ones they have endured. Two mothers I know who’d each lost a child started a nonprofit to help bereaved families connect with others who understood their grief. Forty years later the organization thrives under the leadership of people who have faced similar losses and want to share the strength they’ve gained.

肯·法爾克（Ken Falke）的經(jīng)歷也是一個關于服務的極好范例。法爾克為美國海軍服役20余年，是一位拆彈專家。親歷過戰(zhàn)爭的傷痛后，他想要做些能夠幫助他人康復的事情。他和妻子朱麗婭一開始是去探望住院的退伍老兵，但他們感覺這還不夠。于是他們創(chuàng)建了我現(xiàn)在工作的這家機構——博爾德克雷斯特機構（Boulder Crest Institute），該機構為軍人和退伍老兵提供的康復休養(yǎng)項目就是建立在創(chuàng)傷后成長模型的基礎上。

Another great example of service comes from Ken Falke, who was a bomb-disposal specialist in the U.S. Navy for more than 20 years. Having seen the wounds of war firsthand, he wanted to help others recover. He and his wife, Julia, began by visiting hospitalized combat veterans, but they felt that wasn’t enough. So they founded the organization where I now work: the Boulder Crest Institute, which has based its Retreat for Military and Veteran Wellness programs on the posttraumatic growth model.

當然，為他人服務并不一定要去創(chuàng)建一家非營利機構或基金會。在這場仍在持續(xù)的危機中，若能集中精力提供一些自己力所能及的幫助——無論是縫制口罩、生產(chǎn)物資、儲存貨架，還是為團隊成員提供再培訓、支持小企業(yè)或是同意臨時降薪，都有可能促成創(chuàng)傷后成長。哪怕只是向他人表示感激、同情并展示同理心，也會有所幫助。

Of course, you don’t need to start a nonprofit or a foundation to be of service. Focusing on how you can help provide relief during the continuing crisis—whether by sewing masks or producing content, stocking shelves or retraining teammates, supporting small businesses or agreeing to a temporary pay cut—can lead to growth. So can simply expressing gratitude and showing compassion and empathy to others.

你和團隊看待幫助他人的方式，將決定你是將這場疫情及其后果看作是一場徹頭徹尾的悲劇，還是一次發(fā)現(xiàn)更新、更好生活和工作方式的機會?；蛟S你會從中發(fā)現(xiàn)能夠確保未來更好處理類似緊急事件的辦法，或許你可以幫助那些受到最嚴重影響的人，尋找那些能賦予你力量并幫助你找到意義的個人及共同使命。

How you and your group turn to service will determine whether you see the pandemic and its fallout as an unmitigated tragedy or as an opportunity to find new and better ways to live and operate. Maybe you can see how to ensure that similar emergencies are handled better in the future. Perhaps you can help those most seriously affected. Look for personal and shared missions that energize you and help you find meaning.

帶來的好處

The Benefits

經(jīng)過這一過程，你和團隊成員或組織將有望在以下一個或更多領域實現(xiàn)成長：

Hopefully, through this process, you and your teammates or organization will experience growth in one or more of these areas:

重估個人能力。

Personal strength.

人們常常會對自己處理創(chuàng)傷的能力感到驚訝。經(jīng)此磨礪，他們將能夠更好地應對未來挑戰(zhàn)，這對團隊和組織也適用。經(jīng)歷過此次挑戰(zhàn)后，團隊往往會對集體的知識、技能、韌性和增長潛力有更清晰的認識。

People are often surprised by how well they have handled trauma. They are left better equipped to tackle future challenges. That can Apply to teams and organizations, too. Groups often come through such trials with a clearer picture of their collective knowledge, skills, resilience, and growth potential.

以一家餐廳老板為例，他在今年1月開了一家新店。到3月份，保持社交距離的政策需要他全盤重新規(guī)劃，他考慮過裁員并等待疫情結束后再重新開始。但他做了一件讓自己都感到驚訝的事——重新投身于生意之中，并讓包括后廚、服務員、管理團隊在內(nèi)的所有員工都參與其中，看看他們能否協(xié)力闖出一條繼續(xù)前行的道路。

Take, for example, a restaurant owner who opened up his new place this past January. By March social distancing policies meant that his entire plan needed reconfiguring. He thought about laying off his staff, waiting for the pandemic to pass, and starting over. But he surprised himself by instead recommitting to the venture and engaging all his employees—from the kitchen and wait staff to his business team—to see if together they could find a way to proceed.

嘗試新可能性。

New possibilities.

當新的現(xiàn)實阻撓我們回到舊習慣、舊角色和舊戰(zhàn)略上時，我們必須去適應調整并有所創(chuàng)新。領導者必須具備勇氣和熱情去嘗試新道路，并讓員工們看到，我們可以擁抱，而不是懼怕變化。

When new realities prevent the resumption of old habits, roles, and strategies, we must adapt and innovate. leaders must have the courage and enthusiasm to test these new paths and show their people that change is to be embraced rather than feared.

這家餐廳老板鼓勵團隊利用現(xiàn)有資源（包括人員和物資）來創(chuàng)造新業(yè)務，讓企業(yè)生存下去。他們開始盤點彼此的技能和經(jīng)驗，并接受挑戰(zhàn)重新設計自己的工作。

The restaurant owner encouraged his group to invent a business that would draw on the resources they had—both personal and material—and allow the enterprise to survive. They began taking inventory of one another’s skills and experiences and rose to the challenge of redesigning their work.

改善關系。

Improved relationships.

艱難時期提供及得到的支持往往能改善關系。創(chuàng)傷能夠幫助建立新關系并讓人們對于已擁有的關系心存感激。共度危機是一段能夠將人們凝聚在一起的經(jīng)歷。

These are often born of the need to give and receive support through trying times. Trauma can help forge new relationships and make people more grateful for the ones they already have. Coming through a crisis together is a bonding experience.

這一點在這家餐廳的員工身上很快便得到體現(xiàn)。他們開始充分認識到每一個人所帶來的價值。3個月前還彼此幾乎不認識的人們變得愈加親密，他們開始成為一個團結且靈活的團隊。

This hAppened quickly with the restaurant employees. They began to fully Appreciate the value that each one of them brought to the table. People who had hardly known one another three months earlier became closer and began functioning as a tight and flexible team.

感激已擁有的東西。

Appreciation for life.

遭遇恐懼和損失時，我們往往會變得更能注意到我們依然擁有、但過去可能一直被忽略的東西。領導者可以在這一方面做出表率，指出生活和工作中一些值得重視的基本因素，比如，我們有很棒的團隊；我們的客戶欣賞我們所做的工作；我們?yōu)榱怂袉T工將生意堅持了下來；我們的組織為更高尚的目標而奮斗。哪怕是指出每天清晨的咖啡味道很好這樣的平凡小事也可以。

When confronted with fear and loss, we often become better at noticing what we still have but may have previously overlooked. leaders can model this by acknowledging that fundamental things about living and working are to be valued.?We have a great team. Our customers Appreciate the work we do. We’ve kept the business alive for the benefit of all who still work in it. Our organization strives toward a higher purpose.?Even something as mundane as remarking that your morning coffee tastes good counts.

這家餐廳的每個人都很清楚，業(yè)內(nèi)其他很多人都在失業(yè)，因此他們同意減薪以確保沒人丟掉工作。無論在重新調整后的企業(yè)中擔任什么職位，所有人都對自己能夠保住工作而心存感激。似乎沒有人認為任何工作是低人一等的，他們很感激自己有機會繼續(xù)做一些值得去做的事。

Aware that most others in their industry were losing jobs, everyone at the restaurant agreed to stay on for less pay so that no one would be let go. All felt grateful to still be employed, no matter what role they might play in the revamped business. None seemed to consider any job beneath them. They Appreciated having an opportunity to keep doing something worthwhile.

精神層面的成長。

Spiritual growth.

這一成長來自在日常生活中經(jīng)常被忽視的“大問題”的思考。我們的核心信仰在創(chuàng)傷期間遭受了挑戰(zhàn)，這往往會迫使人們成為業(yè)余神學家或哲學家，為自己打造一個值得繼續(xù)活下去的信條。組織同樣也會面對關于生存的大問題：我們的商業(yè)行為是否符合道德規(guī)范？我們是否踐行了自己所宣揚的原則？我們是否應將寶貴的時間和資源用來做其他事？我們對建設更美好社會做出了什么貢獻？我們持續(xù)存在的主要動機是什么？領導者需要勇氣和遠見，才能放開心胸對諸如此類的問題進行審視。

This comes from reflection on the “big questions” that are often ignored in the routine of daily life. The challenges to core beliefs that we encounter in trauma often force people to become amateur theologians or philosophers to design a life worth continuing to live. Organizations, too, can be confronted with existential questions: Are we conducting our business ethically? Do we practice the principles we preach? Should we be doing something else with our valuable time and resources? What is our contribution to the betterment of society? What is the primary motive for our ongoing existence? It takes courage and foresight for leaders to open up such issues to scrutiny.

該餐廳的團隊決定采用混合經(jīng)營模式：一部分為雜貨店業(yè)務，一部分為餐飲外賣或送餐服務，還有一部分是作為當?shù)鼐栀浭称贩职l(fā)處的庫房和分發(fā)點。企業(yè)老板和員工都想為社區(qū)做些事情，他們知道，這樣做的一個結果是能夠為自己帶來良好的商譽。他們對自己的定位是短期生存和長期成功。任何人、任何團隊和任何組織都可以這樣做。

The restaurant team decided that the business should be a hybrid: part grocery store, part food prep and takeout or delivery service, and part warehouse and distribution point for donations to the local food pantry. The owner and employees wanted to serve the community and knew they would build goodwill as a by-product. They were positioning themselves for short-term survival and long-term success. Any person, team, or organization can do the same.

如果你認為所有這一切都太過樂觀或天真，那么或許你距離這場疫情災難仍太近。你身邊的人可能也有這樣的想法。因此，在自己經(jīng)歷和促成他人的創(chuàng)傷后成長的過程中，你需要有耐心。身處這一領域的執(zhí)業(yè)者知道，時間很關鍵。成長不能強求，也不能操之過急。

If you’re thinking this is all too optimistic or naive, you may still be too close to the tragedy of this pandemic. That may also be true of others around you. So be patient as you work through and facilitate the process of posttraumatic growth. Those of us practicing in this field know that timing is crucial. Growth can’t be forced, and it can’t be rushed.

當你和他人準備好時，這非常值得一試。讓我們確保從這場艱難的戰(zhàn)役中得到些積極的影響，我們不應浪費掉個人和組織可能的成長機會。

However, when you and others are ready, it is worth the effort. Let’s make sure that we derive something positive from this time of struggle. The possibilities for personal and collective growth should not be squandered.

理查德·泰德斯奇（Richard G. Tedeschi）| 文

理查德·泰德斯奇是北卡羅萊納大學夏洛特分校的心理學榮譽教授、博爾德克雷斯特機構的杰出主席、《創(chuàng)傷后成長》（Posttraumatic Growth，2018年出版）一書的合著者。

孫莉莉 | 譯 時青靖 | 校 騰躍 | 編輯