《组织社会心理学》学习笔记 027

原文：We seem to know more and more about how to live without finding out any more about why it is worthwhile to live.... The main point to bear in mind, however, is that the primary purpose of both revealed knowledge and of artistic knowledge is to make the individual feel better about the world as it is. The emphasis (in art) is on altering or enlarging the individual's experience of the world, not on changing the world itself to serve man's desires. ... [T]here should be nothing disjunctive about a culture which sets out on the one hand to control the external world for man's welfare and at the same time attempts to adjust man to what is unadjustable in his condition. Experience has shown that he is not likely to do either one well enough to render the other superfluous (Morison 1965, pp. 256, 257, 261).

参考译文：我们似乎对如何生活知道得越来越多，却没有对为何值得生活发现得更多……然而，需要牢记的要点是：启示知识与艺术知识的首要目的，都是让个体对世界本来的样子感觉更好。（艺术的）重点在于改变或扩展个体对世界的体验，而非改变世界本身以服务于人的欲望。……一种文化，一方面致力于为人的福祉而控制外部世界，同时试图让人适应其处境中不可调适的部分——这两者之间不应是割裂的。经验表明，人不太可能把其中任何一件事做得足够好，以至于让另一件事变得多余。

原文：To know what we're doing when we inquire into the specific topic of organizational behavior is to know, first of all, what intellectual territory that phrase designates.

原文：In the first edition of this book I argued that the phrase organizational behavior should not be used because it seemed to confuse rather than clarify the questions organization watchers asked. I'm still not crazy about the phrase, but I've become a bit more mellow about it.

原文：After reviewing some problems created by the term organizational behavior, I will discuss the sense in which the term does seem to be a useful designation to retain. The phrase organizational behavior is troublesome because one is never certain whether it means behavior that occurs in a specific place, behavior with reference to some certain place, behavior controlled by an organization, behavior that creates an organization, or just what. The trouble deepens if we inquire further. Behavior is behavior, isn't it? What is gained by introducing the qualifier organizational? If we search for instances of organizational behavior, we may be tempted to look for unique behaviors that occur when people act within organizational roles.

原文：The problem with this type of search should be obvious. Events inside organizations resemble events outside organizations; sensitivities of the worker inside are continuous with sensitivities of the worker outside. Since people have as much desire to integrate the various portions of their lives as to compartmentalize them, what happens inside affects what happens outside, and vice versa (e.g., Salaman 1971). Staffan Linder (1970), for example, argues that people try to bring the yield on their working time into line with the yield on their other activities, such as leisure activities. When a person's productivity rises, the yield of his working time increases; this generates pressure to increase the yield from other activities.