????但凡是探討工作中快樂情緒的文章，幾乎都在表達人們對它的渴望和追尋。但你到底該如何創(chuàng)造快樂呢？還有，如何利用它來達到更好的工作效果呢？

????員工越快樂，他們的工作效率就越高。這不僅僅是理論上的判斷，最近的研究也已經(jīng)證明了這一點。如果員工不快樂，或許他們看起來也是忙忙碌碌，但他們的工作效率卻可能并不高。

????杰西卡?普萊斯-瓊斯表示：“人們對工作的專注程度，和快樂之間存在較大的差異。”杰西卡目前擔任人力資源咨詢公司iOpener的首席執(zhí)行官，并著有《快樂工作：充分利用心理資本以獲得成功》（Happiness at Work: Maximizing Your Psychological Capital for Success）一書。

????普萊斯-瓊斯認為，有更強烈職業(yè)道德的人，更容易專注于他們的工作，但這并不意味著他們就一定是快樂的。有許多高層主管，他們對自己的工作高度投入，但是，他們卻寧愿辭掉現(xiàn)在的工作。

????普萊斯-瓊斯表示：“你工作時越快樂，就越能感覺自己精力充沛（可以做得更多）。”

????iOpener進行的一項調(diào)查研究顯示，在認為自己工作時很快樂的員工中，有78%的人同時表示，他們感覺工作時精力充沛；而在不快樂的員工中，僅有13%的人有相同的感覺。

????快樂的員工，會在工作中投入更多的精力，工作更長的時間，并且效率更高。他們在自己工作崗位上的任期，是不快樂員工的兩倍，并且，他們的日均工作時間也要比不快樂的員工多出25%。

????Zappos公司的創(chuàng)始人謝家華認為，要讓員工感受到工作的快樂，首先應(yīng)該讓他們感覺到，他們是一項偉大事業(yè)的一部分，讓他們覺得自己與工作是相聯(lián)系的。

????謝家華認為：“其實，快樂就是一種可感知的控制感。在Zappos，我們的客戶服務(wù)中心不使用任何腳本；我們讓所有客服代表自己決定如何與客戶溝通。他們不需要獲得層層審批。如果他們想要做一些特別的事情，那他們就可以去做。”

????要使員工感到快樂，某種程度上可以通過“人造快樂”的方式來實現(xiàn)。在2004年的TED大會上，哈佛大學(xué)心理學(xué)教授丹?吉爾伯特提出，人們有能力創(chuàng)造屬于自己的快樂。當我們無法得到某種我們想要的快樂時，至少我們還有“人造快樂”。

????假如我們有能力為自己制造快樂，那管理人員可以提供哪些幫助呢？

讓工作中的“快樂配方”發(fā)揮作用

????如何在組織內(nèi)部營造快樂氛圍呢？可以從培養(yǎng)基層員工做起——培養(yǎng)那些通常會支持戰(zhàn)略規(guī)劃的團隊成員，而不是負責設(shè)計和實施這些規(guī)劃的人。在對公司至關(guān)重要的項目中，委任基層工作人員負責更重要的部分。

????要使這種方式發(fā)揮作用，你需要撇開一些先入為主的觀念，比如公司內(nèi)員工的任務(wù)與職責：員工的學(xué)歷、教育背景、甚至近期的工作經(jīng)驗等。你公司的基層IT分析師可能是最有創(chuàng)造力的文案撰稿人，但是，如果分配給她的工作，是整天面對程序編碼，那她可能永遠沒有機會去為項目發(fā)揮自己最大的作用。團隊一定要兼容并蓄，應(yīng)該招聘各種各樣的基層員工，并且，別害怕固執(zhí)己見的新人。

1. 讓團隊負起責任

????不要把新人當作實習生。要信任他們并讓他們知道。讓團隊自己確定開發(fā)解決方案的目標，自行設(shè)定期限和基準。在這個過程中，要為他們提供指導(dǎo)，并讓他們負起責任，這非常重要，但這么做的目的是要培養(yǎng)團隊成員的自主意識。普萊斯-瓊斯表示：“人們想要更多的控制感。[如果企業(yè)]過多的干預(yù)，結(jié)果只能適得其反。”

2. 給你的團隊起個名字

????只需給你的團隊起個名字，便可以讓團隊成員在重要關(guān)頭產(chǎn)生責任心和歸屬感。謝家華表示，管理人員總是認為敬畏或激勵能夠調(diào)動員工的積極性，但實際上，公司和員工的使命感才是更重要的。

3. 培養(yǎng)你的團隊

????普萊斯-瓊斯認為：“公司帶給員工的自豪、信任和認可，是讓員工感到快樂的關(guān)鍵因素。”為團隊提供完成工作所必需的資源，甚至在重要項目開始之前，就認可團隊是該項目的一份子。

????普萊斯-瓊斯表示，一些企業(yè)已經(jīng)開始通過分析內(nèi)部的社交網(wǎng)絡(luò)，確定哪些領(lǐng)導(dǎo)者最能讓員工感到快樂。“我們說的并不是情緒上的起伏，或者某個人擁有樂觀的態(tài)度，而是一種思維模式。”

4. 提供開放的溝通渠道

????允許團隊向公司的最高層提出自己的觀點，要讓他們知道，他們將向高層陳述自己的觀點，并且要對這么做的后果負責。如果可以的話，讓他們?nèi)ハ蚴紫瘓?zhí)行官陳述。

????謝家華表示：“我們剛剛啟動了一個新項目，即每個季度，如果有員工對某個點子非常熱衷，那么，他可以在周六的季度會議上陳述他的點子，來獲得公司的資金支持。這就像是為了獲得內(nèi)部風險投資而進行的推銷。”

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????如果員工覺得，他們可以控制自己的工作，并且在不斷進步，他們通常會更快樂，效率也會更高，而且這種感覺可以通過團隊得以放大。就像一個管弦樂隊一樣，如果一個團隊中有更多的層面，它就可以演奏出更響亮、更強烈、更美妙的音樂。如果團隊感覺到他們參與了一項重大的任務(wù)，比如，共同提出一個大創(chuàng)意，或者共同實現(xiàn)一個大目標，那么，他們就能演奏出最美妙的“樂章”。

????本文作者琳達?米戈農(nóng)，擁有從初創(chuàng)公司到《財富》500強國際化企業(yè)的20年的品牌營銷、戰(zhàn)略營銷與直接營銷經(jīng)驗，目前為YouTern公司董事會成員。該公司主要業(yè)務(wù)是為實習生與創(chuàng)業(yè)企業(yè)牽線搭橋。

????For all that's been written about happiness at work -- desiring it, seeking it, wishing for it -- how do you actually create it? And how do you use it to do better work?

????Aside from it sounding sensible, recent studies have demonstrated that the happier a worker is, the more productive they will be on the job. While an employee may appear engaged in their work, they may not be as effective as they could be if they were happy.

????"There is a big difference between how people report engagement and happiness," says Jessica Pryce-Jones, who is the CEO of HR consulting firm iOpener and the author of Happiness at Work: Maximizing Your Psychological Capital for Success.

????Pryce-Jones says that people who have a more vigorous work ethic find it easier to be engaged in what they are doing, but that does not necessarily mean that they are happy. There are many senior leaders who are highly engaged in their work but would rather leave their jobs.

????"The happier you are at work, the greater sense of energy you feel [to do more]," says Pryce-Jones.

????In survey studies conducted by iOpener, of employees who reported that they are happy at work, 78% also say that they feel energetic while at work, whereas a mere 13% of unhappy employees claim the same.

????People who are happy at work put in far more effort, work longer hours, and are more productive than those who aren't. They remain at their jobs twice as long and they work 25% more time than an unhappy employee works.

????For Zappos founder Tony Heisch, happiness at work begins with giving employees a sense that they are part of something bigger and that they feel connected to the work they do.

????"It's about perceived control. At Zappos, we do not use scripts in our call centers; we leave it up to each rep on how to interact," Heisch says. "There are no layers of approval. If they want to do something special, they can do it."

????Part of the employee happiness formula lays in the idea that happiness can be synthesized. At a TED conference talk back in 2004, Harvard psychology professor Dan Gilbert argued that people have the ability to create their own happiness, and that synthetic happiness is the kind we have when we don't get exactly what we want.

????Assuming that we are capable of making our own happiness, how can a manager help things along?

Putting a happiness formula to work

????One way to get started on building happiness at your organization is to nurture your junior staff, the members of the team who usually support the strategic plan rather than devise and implement it. Consider a vital project in the organization and delegate some of the meatier aspects of the project to a junior task force.

????For this to work, you'll need to put aside preconceived notions of the roles and responsibilities at your company: what someone's degree is in, their educational pedigree, and even their recent work experience. The junior analyst in IT could be your most creative copywriter, but when relegated to coding all day, she may never have a chance to collaborate in a way that can deliver the most to a project. Be sure to recruit an eclectic mix of junior employees to the team, and there's no need to fear opinionated newcomers.

1. Put the team in charge

????Don't treat it like an internship exercise. Count on them and let them know it. Have the team establish their vision for getting to a solution, creating their own timelines and benchmarks. It's important to provide guidance along the way and hold them accountable, but the goal is to give them a sense of autonomy. "People want more sense of control. [When organizations put] in more controls, they get the opposite of what they want," says Pryce-Jones.

2. Give your team a name

????Simply giving the team a name will introduce a layer of accountability and a sense of membership in something important. Heisch says that managers often think that fear or incentives inspire motivation in the workplace, but a sense of purpose in the company and in the employee's work is more important.

3. Nurture your team

????"Pride, trust and recognition from the company are critical factors in happiness," says Pryce-Jones. Give the team the resources they need to get the job done and provide them with recognition that they are part of an important project even before they begin.

????Some organizations have begun to analyze their internal social networks to determine which leaders foster the most happiness, says Pryce-Jones. "We're not talking about emotional highs, or that someone has an optimistic [attitude]. We are talking about a mind-set."

4. Provide visibility

????Allow the team visibility at the highest levels of the organization and make them aware that they will present their ideas to senior staff and that they are responsible for the outcome. Have them present to the CEO if you can.

????"We just started a new program where, once a quarter, individuals who are passionate about an idea can seek funding for it by coming to a quarterly meeting on a Saturday and presenting it," says Heisch. "It's like a pitch [for] internal venture capital."

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????When employees feel like they have some control over the work they are doing and when they feel like they're making progress, they are generally happier and more productive, and these feelings are often amplified when employees are part of a team. A team makes a bigger, bolder, richer sound, with more layers, like an orchestra. And the richest sounds come when the team feels that they are part of something big; a big idea, a vision.

????Linda Mignone has 20 years of experience in brand, strategic and direct marketing with start-ups to international Fortune 500 companies and serves on the board of YouTern, a company that matches student interns with entrepreneurial employers.