【预订】The Good Enough Job
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￥ 138 ￥ 138 九五品
库存2件
广东广州
认证卖家担保交易快速发货售后保障
作者Simone Stolzoff
出版社Penguin Publishing Group
ISBN9780593538968
出版时间2023-05
装帧精装
定价138元
货号YB-88834
上书时间2024-06-30
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"Superb."—Oliver Burkeman
A challenge to the tyranny of work and a call to reclaim our lives from its clutches.
From the moment we ask children what they want to “be” when they grow up, we exalt the dream job as if it were life’s ultimate objective. Many entangle their identities with their jobs, with predictable damage to happiness, wellbeing, and even professional success.
In The Good Enough Job, journalist Simone Stolzoff traces how work has come to dominate Americans’ lives—and why we find it so difficult to let go. Based on groundbreaking reporting and interviews with Michelin star chefs, Wall Street bankers, overwhelmed teachers and other workers across the American economy, Stolzoff exposes what we lose when we expect work to be more than a job. Rather than treat work as a calling or a dream, he asks what it would take to reframe work as a part of life rather than the entirety of our lives. What does it mean for a job to be good enough?
Through provocative critique and deep reporting, Stolzoff punctures the myths that keep us chained to our jobs. By exposing the lies we--and our employers--tell about the value of our labor, The Good Enough Job makes the urgent case for reclaiming our lives in a world centered around work.
“太棒了。”—奥利弗·伯克曼
对工作暴政的挑战，并呼吁我们从工作的魔掌中夺回我们的生活。
从我们提出要求的那一刻起孩子们想成为什么样的人当他们长大后，我们会崇尚梦想的工作，就好像它是人生的最终目标一样。许多人将自己的身份与工作纠缠在一起，这对幸福、福祉甚至职业成功造成了可预见的损害。
在《足够好的工作》中，记者西蒙娜·斯托尔佐夫 (Simone Stolzoff) 追踪了工作如何主宰美国人的生活。生活—以及为什么我们发现放手如此困难。基于对米其林星级厨师、华尔街银行家、不堪重负的教师和美国经济中其他工人的开创性报道和采访，斯托尔佐夫揭露了当我们期望工作不仅仅是一份工作时我们会失去什么。他并没有将工作视为一种使命或梦想，而是提出如何将工作重新定义为生活的一部分，而不是我们生活的全部。一份工作足够好意味着什么？
通过挑衅性的批评和深入的报道，斯托尔佐夫戳破了让我们受工作束缚的神话。通过揭露我们——以及我们的雇主——关于我们劳动价值的谎言，《足够好的工作》提出了在一个以工作为中心的世界中重塑我们生活的紧迫理由。
作者简介
Simone Stolzoff is an independent journalist and consultant from San Francisco. A former design lead at the global innovation firm IDEO, he regularly works with leaders—from the Surgeon General of the United States to the Chief Talent Officer at Google—on how to make the workplace more human-centered. His feature writing on the intersection of labor and Silicon Valley has appeared in The Atlantic, WIRED, The San Francisco Chronicle, and numerous other publications. He is a graduate of Stanford and The University of Pennsylvania.
精彩内容
1
For What It's Worth
On the myth that we are what we do
Sufficiency isn't two steps up from poverty or one step short of abundance. It isn't a measure of barely enough or more than enough. Sufficiency isn't an amount at all. It is an experience, a context we generate, a declaration, a knowing that there is enough, and that we are enough.
Brené Brown
Divya Singh was sitting in her college dorm room when her roommate's boyfriend said something that changed her life: "You couldn't get an internship at The Restaurant even if you tried." Divya was a nineteen-year-old Indian American culinary school student with sleek bangs and a single pronounced dimple under her left cheek. She was studying to become a nutritionist. Her dream was to design recipes for a glossy food magazine like Bon Appétit or Saveur, but that comment changed things. Cody, the boyfriend, was a tall, confident Midwesterner on the fine-dining track. Even as a student, he assumed the bravado common among male chefs. Little did he know, Divya was the wrong person to be told what she couldn't accomplish.
Every year, one student from the culinary school Divya and Cody attended was awarded an internship at The Restaurant, which was widely considered to be one of the best in America. It had just received three Michelin stars, another accolade for its famed chef, Stephen Fischer, whose home adjoined The Restaurant's kitchen.
The internship would be awarded by Randy Garcia, a faculty member at Divya's culinary school who used to work at The Restaurant. Garcia evaluated prospective students on their knife skills, solicited feedback from places where they had worked, and conducted interviews with each applicant. Divya had never worked in fine dining. But after she set her sights on The Restaurant, she spent the rest of her nights and weekends of the school year working in high-end kitchens.
At the end of the year, Divya and Cody both applied for The Restaurant's internship. Divya got it. Garcia told me she was the most prepared student he had ever recommended for the role. Even after securing the position, Divya continued to go to Garcia's classroom to practice chopping onions, carrots, and celery in anticipation of the summer ahead.
The Restaurant is a picture of culinary sophistication. The rustic stone building was a turn-of-the-century saloon before becoming a restaurant in the 1970s. When Fischer remodeled the kitchen, he told the architects that he wanted The Restaurant to resemble the Louvre-a mix of the historic and the contemporary. Every detail-from the cerulean front door to the "Sense of Urgency" sign that hangs below the kitchen's Vacheron Constantin clock-carries Fischer's fingerprint. The nine-course prix-fixe menu is $350 dollars a head.
Most fine-dining kitchens are organized by the so-called brigade system, made popular by a nineteenth-century French chef who based it on the hierarchy of European military kitchens. The head chef barks orders that the rest of the kitchen staff dutifully follow. Fischer, whose father was a Marine, implemented the brigade system at all his restaurants. As a commis, or junior chef, Divya was at the bottom of the pyramid. Everything in her first six months was "yes, Chef" or "no, Chef."
Divya's days passed in a blur of minced tarragon leaves and diced chanterelles. The chefs routinely examined the symmetry of the commis's cuts, and if they weren't up to their standards, the food would be thrown away. Working as a cook at The Restaurant was like working as an animator at Pixar or a cellist at the Vienna Philharmonic-being among the best of the best was intoxicating. But the work was grueling. "Your time there is the equivalent of dog years," a former general manager told me. "For every year you're there, it's seven years off your life."
At the end of the internship, Divya was invited to stay on, but she wasn't excited by the monotony of cooking on the line and wanted to graduate from school. So, she went back to finish her studies and devised a plan to return to The Restaurant on her own terms.
In the mid-aughts, molecular gastronomy was all the rage. Divya read about European restaurants with their own research and development kitchens, which used food science and chemistry to develop novel cooking techniques. Because The Restaurant changed its menu every day, the chefs often didn't have time to experiment with the most cutting-edge methods. So during her senior year of culinary school, Divya wrote her own job description and, at twenty-two, was hired as The Restaurant's first ever R&D chef. A few months after graduation, she was back at The Restaurant, experimenting with how to make seawater sorbet and turn béchamel sauce into foam.
One of Divya's responsibilities as the R&D chef was to create menu items for people with dietary restrictions. She spent months developing recipes for dairy-free alternatives to The Restaurant's signature tapioca pudding and leek soufflé. The R&D kitchen was housed in a separate building from the main dining room, but occasionally The Restaurant guests would ask to meet the wizard behind their dairy-free delights. One time, a woman who hadn't eaten dairy in seven years broke down crying in front of Divya while describing what it felt like to bite into her dairy-free brie. Divya knew she was onto something.
Divya saw a business opportunity to bring what she had learned in The Restaurant's R&D kitchen to home chefs. Most dairy-free alternatives require home chefs to substantially alter their favorite family recipes. Divya's idea was to create a line of dairy-free products that home chefs could substitute into almost any recipe. She decided to call it Prameer-a play on paneer, the Hindi word for cheese.
Since Divya was still on staff at The Restaurant, she didn't want her project to be seen as a conflict of interest. She set up a meeting with Chef Fischer to ask for his permission to start Prameer as an independent venture.
On the day of the meeting, Divya wore her starched white chef's coat, her hair pulled back in a tight ponytail. Divya and Fischer had never met one-on-one. Her heart was pounding as she sat on the picnic bench outside Fischer's office while she waited for him to emerge. A twenty-four-year-old recent culinary grad, Divya was about to meet with one of the top chefs in the world. Who am I for Stephen Fischer to even care about? she thought.
Just like she'd done for her internship, Divya overprepared. She brought research on trends in dairy-free baking and charts analyzing the competitive landscape. But when broad-shouldered Fischer stepped outside to meet her, he greeted her with the disarming charm of a college professor. "No need to be nervous," he said, flashing a smile. "It's just me."
After her pitch, Fischer didn't just give Divya the green light-he did one better. "What if I help you?" he asked. Divya was shocked. She had been grateful for just a half hour of his time, but now Stephen Fischer wanted to help her. "I don't need anything, but I'm just compelled to help you because you seem like a very driven, ambitious woman," he said. "Why don't we partner on this?" Divya came into the meeting with an idea and left with a business partner. They agreed to a fifty-fifty ownership split.
Over the next few years, Fischer took Divya
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