「释义」

有毒的工作文化是指工作场所充满斗争、戏剧性和低满意度员工，因此影响到生产力和员工的工作及健康状况。

有毒的工作场所是以戏剧性和内斗为特点的工作场所，个人争斗往往损害组织生产力。有毒的工作场所被认为是有毒的雇主和（或）有毒的雇员所造成的，他们受个人利益（权力、金钱、名声或地位）的驱使，使用不道德的、刻薄的、有时是非法的手段来操纵周围的人；他们的动机是保持或增加权力、金钱或地位，或转移人们对他们的业绩缺陷和不当行为的注意力。

「应用场景」

我进公司召集高管团队，讨论如何应对。其中一位高管的新闻推送里说，亚拉巴马州一家公司当天早上发生枪击，心怀不满的员工枪杀几名同事。这让我们考虑Traeger的情况有没有可能变得更糟。大约一小时后，一位老员工探头进来说：“有传言说今天会出大事。”我知道自己必须站出来对团队讲话，而接下来可能发生的事情让我紧张。这是我第一次在工作中感觉人身安全受威胁。

I gathered my executive team inside to talk about how to handle the incident. Someone’s online news feed was reporting on an office in Alabama where just that morning a disgruntled employee had shot and killed a couple of coworkers. It made us reflect on how much worse things could get at Traeger. An hour or so later a longtime employee stuck his head in the door and said, “Rumor has it something big is going down today.” I knew I had to stand in front of the company to address the team, and what might come next made me nervous. It was the first time I’d ever felt physically unsafe at work.

当员工在公司纵火，或打算聚众闹事，没有现成的案例研究告诉你该怎么应对。不幸的是，这些极端事件之下还有更大的问题：我们这家公司早已形成一种有毒文化，表现为员工之间缺乏信任、态度消极，且顽固地拒绝协作。作为新任CEO，我已经花了几个月时间寻找解决办法。这天的卡车纵火事件是一个转折点：我们必须清除原有的公司文化，从零开始构建新的文化。

There is no case study for what to do when employees start burning your assets, or a potentially mutinous mob begins to form. Sadly, these incidents were just extreme examples of a larger problem: Our company had developed a toxic culture characterized by lack of trust, negative attitudes, and a stubborn refusal to collaborate. As a new CEO I had spent months trying to figure out how to solve the problem. The day of the truck fire represented a turning point: I knew we needed to dismantle the existing corporate culture and build a new one from scratch.

以上文字选自《哈佛商业评论》中文版2019年6月刊《Traeger CEO：清除有毒文化》

杰里米·安德鲁斯（Jeremy Andrus）丨文

马冰仑 丨编辑