放下学习包袱
We all want to learn better. That means retaining information, processing it, being able to use it when needed. More knowledge means better instincts; better insights into opportunities for both you and your organization. You will ultimately produce better work if you give yourself the space to learn. Yet often organizations get in the way of learning.我们都想学得更好。这意味着保留信息、处理信息、在需要时使用信息。更多的知识意味着更好的直觉;更好地了解您和您的组织的机会。如果你给自己学习的空间，你最终会做出更好的工作。然而，组织往往会阻碍学习。
How do we learn how to learn? Usually in school, combined with instructions from our parents, we cobble together an understanding that allows us to move forward through the school years until we matriculate into a job. Then because most initial learning comes from doing, less from books, we switch to an on-the-fly approach.我们如何学习如何学习？ 通常在学校里，结合父母的指示，我们拼凑出一个理解，使我们能够在学校时期向前发展，直到我们进入工作岗位。然后，因为大多数初始学习来自实践，而不是书本，所以我们转向即时方法。
Which is usually an absolute failure. Why? In part, we layer our social values on top and end up with a hot mess of guilt and fear that stymies the learning process.这通常是绝对的失败。为什么？在某种程度上，我们将我们的社会价值观叠加在一起，最终导致一团糟的内疚和恐惧，阻碍了学习过程。
Learning is necessary for our success and personal growth. But we can’t maximize the time we spend learning because our feelings about what we ‘should’ be doing get in the way.学习对于我们的成功和个人成长是必要的。但是，我们不能最大限度地利用我们花在学习上的时间，因为我们对自己“应该”做什么的感觉会妨碍我们。
We are trained by our modern world to organize our day into mutually exclusive chunks called ‘work’, ‘play’, and ‘sleep’. One is done at the office, the other two are not. We are not allowed to move fluidly between these chunks, or combine them in our 24 hour day. Lyndon Johnson got to nap at the office in the afternoon, likely because he was President and didn’t have to worry about what his boss was going to think. Most of us don’t have this option. And now in the open office debacle we can’t even have a quiet 10 minutes of rest in our cubicles.我们被现代世界训练成相互排斥的块，称为“工作”、“娱乐”和“睡眠”。一个在办公室完成，另外两个不是。我们不允许在这些块之间流畅地移动，也不允许在我们的 24 小时内将它们组合在一起。林登·约翰逊 （Lyndon Johnson） 下午在办公室打盹，可能是因为他是总统，不必担心他的老板会怎么想。我们大多数人都没有这个选项。现在，在开放式办公室的崩溃中，我们甚至无法在隔间里安静地休息 10 分钟。
We have become trained to equate working with doing. Thus the ‘doing’ has value. We deserve to get paid for this. And, it seems, only this.我们已经接受了将工作等同于行动的训练。因此，“做”是有价值的。我们应该为此获得报酬。而且，似乎只有这个。
What does this have to do with learning?这与学习有什么关系？
It’s this same attitude that we apply to the learning process when we are older, with similarly unsatisfying results.当我们年纪大了，我们把这种态度应用到学习过程中，结果同样不令人满意。
If we are learning for work, then in our brains learning = work. So we have to do it during the day. At the office. And if we are not learning, then we are not working. We think that walking is not learning. It’s ‘taking a break’. We instinctively believe that reading is learning. Having discussions about what you’ve read, however, is often not considered work, again it’s ‘taking a break’.如果我们是为了工作而学习，那么在我们的大脑中学习 = 工作。所以我们必须在白天进行。在办公室。如果我们不学习，那么我们就没有工作。我们认为步行不是学习。这是'休息'。我们本能地相信阅读就是学习。然而，讨论你读过的内容通常不被认为是工作，它又是 “休息”。
To many, working means sitting at your desk for eight hours a day. Being physically present, mental engagement is optional. It means pushing out emails and rushing to meetings and generally getting nothing done. We’ve looked at the focus aspect of this before. But what about the learning aspect?对许多人来说，工作意味着每天坐在办公桌前八小时。身体在场，精神参与是可选的。这意味着发送电子邮件并匆忙参加会议，通常什么都做不了。我们之前已经研究过这个问题的重点方面。但是学习方面呢？
Can we change how we approach learning, letting go of the guilt associated with not being visibly active, and embrace what seems counter-intuitive?我们能否改变我们对待学习的方式，放下与不明显活跃相关的内疚感，并接受看似违反直觉的东西？
Thinking and talking are useful elements of learning. And what we learn in our ‘play’ time can be valuable to our ‘work’ time, and there’s nothing wrong with moving between the two (or combining them) during our day.思考和交谈是学习的有用元素。我们在 “游戏 ”时间学到的东西对我们的 “工作 ”时间很有价值，在我们的一天中在两者之间移动（或将它们结合起来）并没有错。
When mastering a subject, our brains actually use different types of processing. Barbara Oakley explains in A Mind for Numbers: How to Excel at Math and Science (even if you flunked algebra) that our brain has two general modes of thinking – ‘focused’ and ‘diffuse’ – and both of these are valuable and required in the learning process.在掌握一个主题时，我们的大脑实际上使用不同类型的处理。 芭芭拉·奥克利 （Barbara Oakley） 在《 为数字而思考：如何在数学和科学中出类拔萃》（即使你的代数不及格） 中解释说， 我们的大脑有两种一般的思维模式——“专注”和“分散”——这两种模式都很有价值，在学习过程中是必需的 。
The focused mode is what we traditionally associate with learning. Read, dive deep, absorb. Eliminate distractions and get into the material. Oakley says “the focused mode involves a direct approach to solving problems using rational, sequential, analytical approaches. … Turn your attention to something and bam – the focused mode is on, like the tight, penetrating beam of a flashlight.”专注模式是我们传统上与学习联系在一起的模式。阅读、深入、吸收。消除干扰并进入材料。Oakley 说：“专注模式涉及使用理性、顺序、分析方法直接解决问题的方法。…把你的注意力放在某物上，砰的一声——聚焦模式打开了，就像手电筒的紧密、穿透力强的光束一样。
But the focused mode is not the only one required for learning because we need time to process what we pick up, to get this new information integrated into our existing knowledge. We need time to make new connections. This is where the diffuse mode comes in.但专注模式并不是学习所需的唯一模式，因为我们需要时间来处理我们学到的东西，以便将这些新信息整合到我们现有的知识中。我们需要时间来建立新的联系。这就是 Diffuse 模式的用武之地。
Diffuse-mode thinking is what happens when you relax your attention and just let your mind wander. This relaxation can allow different areas of the brain to hook up and return valuable insights. … Diffuse-mode insights often flow from preliminary thinking that’s been done in the focused mode.扩散模式思维是当你放松注意力，让你的思绪徘徊时发生的事情。这种放松可以让大脑的不同区域连接起来并返回有价值的见解。…扩散模式洞察通常来自在聚焦模式下完成的初步思考。
Relying solely on the focused mode to learn is a path to burnout. We need the diffuse mode to cement our ideas, put knowledge into memory and free up space for the next round of focused thinking. We need the diffuse mode to build wisdom. So why does diffuse mode thinking at work generally involve feelings of guilt?仅仅依靠专注模式来学习是一条导致倦怠的道路。我们需要分散模式来巩固我们的想法，将知识放入记忆中，并为下一轮集中思考腾出空间。我们需要 diffuse 模式来构建智慧 。 那么，为什么工作中的分散模式思维通常涉及内疚感呢？
Oakley’s recommendations for ‘diffuse-mode activators’ are: go to the gym, walk, play a sport, go for a drive, draw, take a bath, listen to music (especially without words), meditate, sleep. Um, aren’t these all things to do in my ‘play’ time? And sleep? It’s a whole time chunk on its own.Oakley 对“扩散模式激活剂”的建议是：去健身房、散步、做运动、开车、画画、洗澡、听音乐（尤其是没有文字）、冥想、睡觉。嗯，这些不都是我“玩耍”时间要做的事情吗？还有睡觉呢？它本身就是一个完整的时间块。
Most organizations do not promote a culture that allow these activities to be integrated into the work day. Go to the gym on your lunch. Sleep at home. Meditate on a break. Essentially do these things while we are not paying you.大多数组织不提倡一种允许将这些活动整合到工作日的文化。午餐时去健身房。睡在家里。休息时冥想。本质上，在我们不向您付款时做这些事情。
We ingest this way of thinking, associating the value of getting paid with the value of executing our task list. If something doesn’t directly contribute, it’s not valuable. If it’s not valuable, I need to do it in my non-work time or not at all. This is learned behavior from our organizational culture, and it essentially communicates that our leaders would rather see us do less than trust in the potential payoff of pursuits that aren’t as visible or ones that don’t pay off as quickly. The ability to see something is often a large component of trust. So if we are doing any of these ‘play’ activities at work, which are invisible in terms of their contribution to the learning process, we feel guilty because we don’t believe we are doing what we get paid to do.我们吸收了这种思维方式，将获得报酬的价值与执行任务列表的价值联系起来 。如果某样东西没有直接贡献，那么它就没有价值。如果它没有价值，我就需要在我的非工作时间做，或者根本不做。这是从我们的组织文化中习得的行为，它从本质上传达了我们的领导者宁愿看到我们做得更少，也不愿相信那些不那么明显或回报不那么快的追求的潜在回报。看到某物的能力通常是信任的重要组成部分。因此，如果我们在工作中做任何这些 “游戏 ”活动，而这些活动对学习过程的贡献是看不见的，我们会感到内疚，因为我们不相信自己在做我们得到报酬的事情。
If you aren’t the CEO or the VP of HR, you can’t magic a policy that says ‘all employees shall do something meaningful away from their desks each day and won’t be judged for it’, so what can you do to learn better at work? Find a way to let go of the guilt baggage when you invest in proven, effective learning techniques that are out of sync with your corporate culture.如果你不是 CEO 或人力资源副总裁，你就不能制定一项政策，说“所有员工每天都应该在办公桌前做一些有意义的事情，并且不会因此而受到评判”，那么你能做些什么来在工作中更好地学习呢？当您投资于与您的企业文化不同步的成熟、有效的学习技巧时，找到一种方法来摆脱内疚包袱。
How do you let go of the guilt? How do you not feel it every time you stand up to go for a walk, close your email and put on some headphones, or have a coffee with a colleague to discuss an idea you have? Because sometimes knowing you are doing the right thing doesn’t translate into feeling it, and that’s where guilt comes in.你如何放下内疚感？ 每次你站起来散步，关闭你的电子邮件并戴上耳机，或者与同事喝咖啡讨论你的想法时，你怎么不感到呢？因为有时知道自己在做正确的事情并不能转化为感觉，这就是内疚感的来源。
Guilt is insidious. Not only do we usually feel guilt, but then we feel guilty about feeling guilty. Like, I go to visit my grandmother in her old age home mostly because I feel guilty about not going, and then I feel guilty because I’m primarily motivated by guilt! Like if I were a better person I would be doing it out of love, but I’m not, so that makes me terrible.内疚是阴险的。我们通常不仅会感到内疚，而且会因感到内疚而感到内疚。比如，我去看望我祖母的老年之家，主要是因为我对没有去感到内疚，然后我感到内疚，因为我主要是出于内疚！就像如果我是一个更好的人，我会出于爱去做这件事，但我不是，所以这让我很糟糕。
Breaking this cycle is hard. Like anything new, it’s going to feel unnatural for a while but it can be done.打破这个循环是很困难的。就像任何新事物一样，它会在一段时间内感觉不自然，但这是可以做到的。
How? Be kind to yourself.如何？善待自己。
This may sound a bit touchy-feely, but it is really a just a cognitive-behavioral approach with a bit of mindfulness thrown in. Dennis Tirch has done a lot of research into the positive benefits of compassion for yourself on worry, panic and fear. And what is guilt but worry that you aren’t doing the right thing, fear that you’re not a good person, and panic about what to do about it?这听起来可能有点敏感，但它实际上只是一种带有一点正念的认知行为方法。丹尼斯·蒂尔奇 （Dennis Tirch） 对同情自己对担忧、恐慌和恐惧的积极好处进行了大量研究。什么是内疚，但担心自己没有做正确的事情，担心自己不是一个好人，并为如何应对而感到恐慌？
In his book, The Compassionate-Mind Guide to Overcoming Anxiety, Tirch writes:在他的书中， 克服焦虑的富有同情心的心灵指南 ， 蒂尔奇写道：
the compassion focused model is based on research showing that some of the ways in which we instinctively regulate our response to threats have evolved from the attachment system that operates between infant and mother and from other basic relationships between mutually supportive people. We have specific systems in our brains that are sensitive to the kindness of others, and the experience of this kindness has a major impact on the way we process these threats and the way we process anxiety in particular.以同情心为重点的模型基于研究表明，我们本能地调节对威胁的反应的一些方式是从婴儿和母亲之间运作的依恋系统以及相互支持的人之间的其他基本关系演变而来的。我们的大脑中有特定的系统，它们对他人的善意很敏感，这种善意的体验对我们处理这些威胁的方式，特别是我们处理焦虑的方式有重大影响。
The Dalai Lama defines compassion as “a sensitivity to the suffering of others, with a commitment to do something about it,” and Tirch also explains that we are greatly impacted by our compassion to ourselves.达赖喇嘛将悲悯定义为“对他人痛苦的敏感，并承诺为此做些什么”，蒂尔奇还解释说，我们对自己的悲悯心影响很大。
In order to manage and overcome emotions like guilt that can prevent us from learning and achieving, we need to treat ourselves the same way we would the person we love most in the world. “We can direct our attention to inner images that evoke feelings of kindness, understanding, and support,” writes Tirch.为了管理和克服像内疚这样会阻止我们学习和实现的情绪，我们需要像对待世界上最爱的人一样对待自己。“我们可以将注意力集中在能唤起善意、理解和支持感的内在图像上，”蒂尔奇写道。
So the next time you look up from that proposal on the new infrastructure schematics and see that the sun is shining, go for a walk, notice where you are, and give your mind a chance to go into diffuse-mode and process what you’ve been focusing on all morning. And give yourself a hug for doing it.因此，下次您从新基础设施原理图上的提案中抬头看，看到阳光明媚时，去散步，注意您在哪里，并给您的大脑一个机会进入扩散模式并处理您整个上午一直在关注的事情。并为此给自己一个拥抱。