中英双语 | 压力、危机、创伤，能给我们带来哪些好处？

压力、危机或创伤，这些看起来令人厌恶的负面经历，还能给我们带来好处吗？答案是肯定的。即使是危机当前，我们也不应浪费掉个人可能的成长机会。本文提出了五种实用的方式，带你走出创伤、走向成长，只要你拥有足够的耐心。          

在遭遇压力、危机或创伤时，人们往往会这样问：这能带来什么好处？今年，我们遭遇了一场疫情的打击，这场灾难造成数十万人死亡和史无前例的高失业，并导致全球经济下滑。在这场悲剧面前，这个问题的答案似乎会是“没有任何好处”。

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，在某个时点，我们将能反思这一可怕时期的长期影响，思考它给我们每个人、每个组织、每个社区和每个国家带来了什么。几乎可以确定的是，这些后果将有好有坏。过去25年里，我和其他心理学同行们一直在研究这一现象。我们称之为“创伤后成长”（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.

我们知道，负面经历有可能激发出积极的转变，如发觉个人优势、探索新可能性、改善关系、更加感激已拥有的事物，以及精神层面的成长。在那些经历过战乱、自然灾害、丧亲之痛、失业和经济压力以及严重疾病和伤痛的人们身上，我们看到过这些。因此，尽管新冠疫情的暴发带来了诸多苦难，但疫情过后，我们中的许多人都有可能看到积极的进展。而领导者们可以帮助他人做到这一点。

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.

虽然创伤后成长通常无需心理疗法或其他正式干预手段便会自然发生，但以下五种方式具有促进作用：学习新变化、情绪调节、表达感受、讲述经历、帮助他人。作为一名研究人员和执业心理治疗师，通过上述方式我（与我的同事）已帮助数百人摆脱痛苦，变得更强大。你也可以让自己变得更强大，而且你还可以作为我们所说的“专家伴侣”来帮助他人，鼓励人们内省、充满好奇心，积极聆听并提供富有同情心的反馈。

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.

成长的元素

The Elements of Growth

下面我们将详细讲述这五种方式：

Here are the five ways in more detail:

学习新变化。

Education.

为了走出创伤、走向成长，人们必须首先了解什么是创伤：创伤是对核心信仰体系的颠覆。举例而言，在疫情大流行之前，我们中的很多人认为，在那些过去曾威胁人类生命的疾病面前，如今的我们很安全；在世界其他地方发生的坏事不会落到我们头上；我们的社会和经济体系有足够的弹性，能够抵御所有风暴。上述认知没有一个是正确的。因此，现在我们需要弄清楚应该相信什么。

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.

我们的假设受到挑战，这令人困惑、让人恐惧，往往会造成焦虑，我们一再追问：为何会发生这样的事？谁控制着这一切？我现在应该怎么办？我们被迫重新思考我们是谁，我们周围有哪类人，我们生活在怎样的世界里，以及我们的未来会是什么样子。这个过程有可能极为痛苦。但正如研究所显示，这也有可能带来有价值的变化。我们必须重新开始学习理解新变化。

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.

我曾为一位30多岁的女士提供过咨询，这位女士因中风而致残，起初她很难面对现实。但很快她就明白自己身处的环境已经改变，这需要她重新认识自己：“我必须想清楚在现在的状态下自己以后该做什么。我的内心有一部分并不想去承认，但我知道我必须这么做。”为了成为一个对自己更具同情心、能够接受残疾，并不被它所限制的人，这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.

就在我们艰难走过当前这场健康与经济危机之际，我们应该思考一下，该如何让自己和他人更清晰地认识到，这场危机可能既有正面的，也有负面的影响。记住，你与团队和组织中的其他人，能够重新设想新环境下的运作和创新方式。举例来说，我认识一位IT人士，她所在的食品服务公司在今年早些时候裁掉了大部分员工。作为为数不多留下来的员工之一，她被迫在自己以前从未接触过的领域工作，这很煎熬。但她很快就意识到，摆脱了惯常的官僚作风系统和地盘之争的束缚，她便可以发现效率低下的领域，并找到改进方法。

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.

情绪调节。

Emotional regulation.

一个人若要开始学习，则必须摆正心态。首先需要管理焦虑、愧疚和愤怒等负面情绪，实现这一点可以从摆脱导致这些情绪的思维方式开始。不要再专注于损失、失败、不确定性和最差的情景，而是应试图回顾成功，考虑最佳的可能性，反思自己或所在组织的资源及已具备的条件，并对个人以及团队所能做的事情做出合理的思考判断。

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.

某连锁餐饮企业的创始人在被公司董事会从CEO的位置上赶下来后，情绪调节对他至关重要。正如他在《哈佛商业评论》中所写到的那样（参见《严酷考验：从最高职位失业，并东山再起》“Crucible: Losing the Top Job—and Winning It Back”一文，2010年10月刊），这个消息让他完全震惊，起初他十分愤怒。但当他的父亲（同时是一名投资者）告诉他应该“转过头来积极面对”时，他照做了。他不再专注于自己愤怒和遭到背叛的感觉，而是开始思考如何能够保持平静的心态和专业的态度，并帮助公司继续前行。最终，他又重新开始执掌这家公司。

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.

当不好的情绪出现时，自省有利于调节自己的情绪。锻炼身体以及诸如关注呼吸这样的冥想练习也有所帮助。你可以自己运用这些技巧，并将它们分享出去以帮助其他人。要承认环境依然既充满挑战又令人畏惧，之后要展现出压力之下的镇定情绪。还应鼓励更频繁的沟通，以便人们能够减少孤立感并更清晰地看到集体的情绪力量。

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.

表达感受.

Disclosure.

这是指你谈论已经发生以及正在发生的事情，涵盖微观和宏观、短期和长期角度、个人和职业角度、个体和组织层面以及你仍在纠结的地方。清晰表述这些有助于我们理解创伤，并将让人脆弱的念头转化为更具建设性的反思。

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.

如果你在帮助他人谈论经历这一危机的感受，询问很多问题有可能会让这看起来像是一场因好奇而冒犯他人的审讯，而不是出自关心的问候。谈话最好专注于对影响的感受，以及对方最关心的事情。

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.

以一位前客户的经历为例。他是一位很有天赋的开发人员，在进入一家新公司后就开发出了一个极具前景的程序，但之后老板从外部雇来一个人运营这个程序，并让我的客户向这个人汇报工作。在这个新管理者的领导下，程序运营不善，这位开发人员受到了批评，声誉和职业前景受损。最终他找到了人力资源部。“我不确定这样做对不对，”他告诉我，“但我需要一些建议。”与人力资源部同事的这次谈话让他的情绪得到了宣泄，结果他说出来的内容比自己预先计划的还要多，原因是人力资源部代表问了他一些诸如此类的问题：新来的人把项目从你手中夺走，最后基本上搞砸了，你是什么感觉？随后，她帮助他从这场重大的职业挫折中恢复过来。

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.

作为一名同事、一名领导者，你需要理解这次疫情以及随后的市场波动、裁员和衰退对你周边人的生活已经带来的以及未来的影响，这一点十分重要。从开诚布公地谈论自己的挣扎，以及如何管理这些不确定性开始。之后，你可以邀请其他人也讲讲他们自己的经历，当对方说到自己的困难时，注意倾听，设法理解、接纳他们的挑战和损失，并和自己的遭遇进行对比。

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.

讲述经历。

Narrative development.

下一步是对创伤及创伤过后我们生活的真实叙述，如此一来，我们便能够去接纳既成事实，并以一种有意义的方式设想起草下一个篇章。你的故事以及你所帮助的其他人的故事可以、也应该是一个追往事待来者的篇章。

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.

以某非营利机构高管的经历为例，这名高管之前曾两次因性骚扰指控而被解雇。一天夜晚，他与妻子在州际公路上开车时遭遇了一起严重车祸，他们撞上了一辆没开尾灯停在路上的车子。他的妻子受了点轻伤，而他昏迷了一个月，并花了一年的时间来恢复行走和说话的能力。他如此讲述和自己有关的新故事：“许多人或许以为是这场事故让我的生活陷入危机。但其实我早就处在巨大的危险之中了。我给他人造成痛苦，毁掉了我的职业，而且面临失掉妻子儿女的生活。这场事故迫使我停下来，给我时间反思，让我看到了爱的真正含义。”

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.”

准备好时，你便可以开始构建自己的故事了，讲述有关今年这次创伤对你和所在组织的影响。它如何促使你重新思考更重要的事情？从中出现了哪些新道路或新机会？看看那些经受住严酷考验的著名故事，比如像奥普拉·温弗瑞（Oprah Winfrey）和纳尔逊·曼德拉（Nelson Mandela）这样的领导人物，以及诸如克莱斯勒（Chrysler）和强生（Johnson & Johnson）这样的企业，他们都从危机中走出来，然后变得更强大。这些人和机构是创伤后成长的实例。你应该去研究这些经历，从中汲取希望，并提醒你周围的人也这样做。

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.

帮助他人。

Service.

在遭遇创伤之后，如果人们能够找到有益于他人的工作，则会恢复得更好；他们可以去帮助自己身边的人，或是遭遇过类似创伤的人。我认识两位痛失爱子的母亲，她们创建了一家非营利机构，帮助那些失去亲人的家庭，让这些家庭与理解其悲痛心情的人们建立起联系。40年后，这家机构在那些人的领导下发展壮大，他们都经历过类似创伤，并希望分享他们得到的帮助。

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·法尔克（Ken Falke）的经历也是一个关于服务的极好范例。法尔克为美国海军服役20余年，是一位拆弹专家。亲历过战争的伤痛后，他想要做些能够帮助他人康复的事情。他和妻子朱丽娅一开始是去探望住院的退伍老兵，但他们感觉这还不够。于是他们创建了我现在工作的这家机构——博尔德克雷斯特机构（Boulder Crest Institute），该机构为军人和退伍老兵提供的康复休养项目就是建立在创伤后成长模型的基础上。

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.

当然，为他人服务并不一定要去创建一家非营利机构或基金会。在这场仍在持续的危机中，若能集中精力提供一些自己力所能及的帮助——无论是缝制口罩、生产物资、储存货架，还是为团队成员提供再培训、支持小企业或是同意临时降薪，都有可能促成创伤后成长。哪怕只是向他人表示感激、同情并展示同理心，也会有所帮助。

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.

你和团队看待帮助他人的方式，将决定你是将这场疫情及其后果看作是一场彻头彻尾的悲剧，还是一次发现更新、更好生活和工作方式的机会。或许你会从中发现能够确保未来更好处理类似紧急事件的办法，或许你可以帮助那些受到最严重影响的人，寻找那些能赋予你力量并帮助你找到意义的个人及共同使命。

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.

带来的好处

The Benefits

经过这一过程，你和团队成员或组织将有望在以下一个或更多领域实现成长：

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

重估个人能力。

Personal strength.

人们常常会对自己处理创伤的能力感到惊讶。经此磨砺，他们将能够更好地应对未来挑战，这对团队和组织也适用。经历过此次挑战后，团队往往会对集体的知识、技能、韧性和增长潜力有更清晰的认识。

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.

以一家餐厅老板为例，他在今年1月开了一家新店。到3月份，保持社交距离的政策需要他全盘重新规划，他考虑过裁员并等待疫情结束后再重新开始。但他做了一件让自己都感到惊讶的事——重新投身于生意之中，并让包括后厨、服务员、管理团队在内的所有员工都参与其中，看看他们能否协力闯出一条继续前行的道路。

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.

尝试新可能性。

New possibilities.

当新的现实阻挠我们回到旧习惯、旧角色和旧战略上时，我们必须去适应调整并有所创新。领导者必须具备勇气和热情去尝试新道路，并让员工们看到，我们可以拥抱，而不是惧怕变化。

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.

这家餐厅老板鼓励团队利用现有资源（包括人员和物资）来创造新业务，让企业生存下去。他们开始盘点彼此的技能和经验，并接受挑战重新设计自己的工作。

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.

改善关系。

Improved relationships.

艰难时期提供及得到的支持往往能改善关系。创伤能够帮助建立新关系并让人们对于已拥有的关系心存感激。共度危机是一段能够将人们凝聚在一起的经历。

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.

这一点在这家餐厅的员工身上很快便得到体现。他们开始充分认识到每一个人所带来的价值。3个月前还彼此几乎不认识的人们变得愈加亲密，他们开始成为一个团结且灵活的团队。

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.

感激已拥有的东西。

Appreciation for life.

遭遇恐惧和损失时，我们往往会变得更能注意到我们依然拥有、但过去可能一直被忽略的东西。领导者可以在这一方面做出表率，指出生活和工作中一些值得重视的基本因素，比如，我们有很棒的团队；我们的客户欣赏我们所做的工作；我们为了所有员工将生意坚持了下来；我们的组织为更高尚的目标而奋斗。哪怕是指出每天清晨的咖啡味道很好这样的平凡小事也可以。

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.

这家餐厅的每个人都很清楚，业内其他很多人都在失业，因此他们同意减薪以确保没人丢掉工作。无论在重新调整后的企业中担任什么职位，所有人都对自己能够保住工作而心存感激。似乎没有人认为任何工作是低人一等的，他们很感激自己有机会继续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.

精神层面的成长。

Spiritual growth.

这一成长来自在日常生活中经常被忽视的“大问题”的思考。我们的核心信仰在创伤期间遭受了挑战，这往往会迫使人们成为业余神学家或哲学家，为自己打造一个值得继续活下去的信条。组织同样也会面对关于生存的大问题：我们的商业行为是否符合道德规范？我们是否践行了自己所宣扬的原则？我们是否应将宝贵的时间和资源用来做其他事？我们对建设更美好社会做出了什么贡献？我们持续存在的主要动机是什么？领导者需要勇气和远见，才能放开心胸对诸如此类的问题进行审视。

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.

该餐厅的团队决定采用混合经营模式：一部分为杂货店业务，一部分为餐饮外卖或送餐服务，还有一部分是作为当地捐赠食品分发处的库房和分发点。企业老板和员工都想为社区做些事情，他们知道，这样做的一个结果是能够为自己带来良好的商誉。他们对自己的定位是短期生存和长期成功。任何人、任何团队和任何组织都可以这样做。

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.

如果你认为所有这一切都太过乐观或天真，那么或许你距离这场疫情灾难仍太近。你身边的人可能也有这样的想法。因此，在自己经历和促成他人的创伤后成长的过程中，你需要有耐心。身处这一领域的执业者知道，时间很关键。成长不能强求，也不能操之过急。

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.

当你和他人准备好时，这非常值得一试。让我们确保从这场艰难的战役中得到些积极的影响，我们不应浪费掉个人和组织可能的成长机会。

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·泰德斯奇是北卡罗莱纳大学夏洛特分校的心理学荣誉教授、博尔德克雷斯特机构的杰出主席、《创伤后成长》（Posttraumatic Growth，2018年出版）一书的合著者。

孙莉莉 | 译 时青靖 | 校 腾跃 | 编辑