# data[].attributes.body
Disconnected from a corporate office, the people we interviewed find places to work that protect them from outside distractions and pressures and help them avoid
feeling rootless.

--> 우리가 인터뷰한 회사 사무실과 단절된 사람들은 자신을 외부에서 오는 집중 방해 요소와 압박으로 보호하기 위한, 그리고 정처없이 일하고 있다는 느낌을 받지 않기 위한 장소를 찾는다.

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다음 시간(9/5월)까지 할일

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다음 시간(9/5월)까지 할일

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- 맡은Part 읽고 단어&표현 정리하기
(ClassCard에 해당 기사 단어들이 올라와 있습니다. 참고~)
- 맡은Part의 단어/표현 한 개 이상 게시하기
- 단어가 본문에서 등장하는 순으로 정렬하기
- 말하기 수행평가 발표 희망일 게시하기
(https://padlet.com/heyheidi25/qr82a1dkw13vymao)
- 수업 시작 전 조별로 앉아서 종 치자마자 토의 시작하기

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"Have you ever been on a trapeze?" That's how Martha, an independent consultant, responded when we asked her to describe her work in the five years since she'd left a global consulting firm to set out on her own. She had recently tried the art, which she saw as a good metaphor for her life: the void she felt when between assignments; the exhilaration of landing the next engagement; the discipline, concentration, and grace that mastering her profession required. Trapeze artists seem to take huge risks, she explained, but a safety system - including nets, equipment, and fellow performers - supports them: "They appear to be on their own, but they're not."

Martha (whose name, like others in this article, has been changed) is part of a burgeoning segment of the workforce loosely known as the gig economy. Approximately 150 million workers in North America and Western Europe have left the relatively stable confines of organizational life - sometimes by choice, sometimes not - to work as independent contractors. Some of this growth reflects the emergence of ride-hailing and task-oriented service platforms, but a recent report by McKinsey found that knowledge-intensive industries and creative occupations are the largest and fastest-growing segments of the freelance economy.

To learn what it takes to be successful in independent work, we recently completed an in-depth study of 65 gig workers. We found remarkably similar sentiments across generations and occupations: All those we studied acknowledged that they felt a host of personal, social, and economic anxieties without the cover and support of a traditional employer - but they also claimed that their independence was a choice and that they would not give up the benefits that came with it. Although they worried about unpredictable schedules and finances, they also felt they had mustered more courage and were leading richer lives than their corporate counterparts.

We discovered that the most effective independent workers navigate this tension with common strategies. They cultivate four types of connections - to place, routines, purpose, and people - that help them endure the emotional ups and downs of their work and gain energy and inspiration from their freedom. As the gig economy grows worldwide, these strategies are increasingly relevant. Indeed, we believe they may also be helpful to any corporate employees who are working more autonomously, from home or a remote office, or who feel they might one day want - or need - to jump into a freelance career.

Produce or Perish

The first thing we realized when we began interviewing independent consultants and artists was that the stakes of independent work are enormously high - not just financially but also existentially. Unshackled from managers and corporate norms, people can choose assignments that make the most of their talents and reflect their true interests. They feel ownership over what they produce and over their entire professional lives. One study participant told us, "I can be the most I've ever been myself in any job."

However, the price of such freedom is a precariousness that seems not to subside over time. Even the most successful, well-established people we interviewed still worry about money and reputation and sometimes feel that their identity is at stake. You can't keep calling yourself a consultant, for example, if clients stop asking for your services. A well-published writer told us, "You become your work. If you write a good book...it's really great, and when you don't achieve it, you have to accept...that failure might define who you are to yourself." An artist agreed: "There's no arriving. That's a myth."

For this reason, productivity is an intense preoccupation for everyone we interviewed. It provides self-expression and an antidote to precariousness. Interestingly, however, the people we talked with aren't just focusing on getting things done and sold. They care about both being at work - having the discipline to regularly generate products or services that find a market - and being into their work: having the courage to stay fully invested in the process and output of that labor.

Sustaining productivity is a constant struggle. Distress and distractions can erode it, and both impediments abound in people's working lives. One executive coach gave a poignant description of an unproductive day: "It's when there is so much to do that I'm disorganized and can't get my act together. [In the evening,] the same e-mails I opened in the morning are still open. The documents I wanted to get done are not done. I got distracted and feel like I wasted time." A day like that, he said, leaves him full of self-doubt.

When we asked interviewees the secret to getting through such days and ultimately sustaining productivity as they defined it, we discovered a paradox at the heart of their answers. They all want to preserve their independence and, in many cases, even their unsettledness (which one consultant described as the key to continued learning and "keeping my edge"), but they also spend a great deal of time developing a "holding environment" - a physical, social, and psychological space for their work.

This concept - first used by the British psychoanalyst Donald Winnicott to describe how attentive caregivers facilitate children's development by buffering them against distress and creating room for experimentation - has since been employed in the field of adult development to refer to conditions in which people can be their best and grow. Corporate employees, of course, can find them with a good boss in a solid organization. But for independent workers, a holding environment is less a gift than an accomplishment; it must be cultivated, and it can be lost.

So they create these environments for themselves by establishing and maintaining what we call "liberating connections" - because they both free people up to be individually creative and bind them to work so that their output doesn't wane.

The Four Connections

Place.

Disconnected from a corporate office, the people we interviewed find places to work that protect them from outside distractions and pressures and help them avoid feeling rootless. Though many claimed their work was portable, they all still seemed to have somewhere to retreat. One writer told us, "People fail because they don't create a space and time to do whatever it is they need to do."

We visited many of these spaces in person and noticed several similarities among them. They feel confined - almost uncomfortably so in the case of some artists. They are used consistently for all substantive work. They allow easy access to the tools of the owner's trade and to little else. And they're dedicated to work; people usually leave them once their daily tasks are done. One software engineer, whose home office has all these features, described it as a "fighter pilot cockpit," where everything he needs is within arm's reach. "Sometimes it's claustrophobic," he explained, but "when I'm there, the open space is in my mind."

Despite these commonalities, each workspace is also unique, with a location, furniture, supplies, and decorations that reflect the idiosyncrasy of its owner's work. These places are not just protective cocoons for the working self - they evoke it, too. Karla, an independent consultant who initially told us she could do work "wherever I show up and am doing something that has positive impact in the world," eventually admitted that her home office is where she goes to avoid distraction and find inspiration, literally surrounded by her current and potential projects, arranged in visible and accessible piles. "When I walk through that door, I step into a space that embraces all the different aspects of myself," she told us. "I feel at home in there." Without that place and the space it gives her, Karla explained, she would probably be too sensitive to external demands and thus less focused and free.

Routines.

In organizations, routines are often associated with safety or boring bureaucracy. However, a growing body of research has shown that elite athletes, scientific geniuses, popular artists, and even everyday workers use routines to enhance focus and performance. The professionals we spoke with tend to rely on them in the same way.

Some routines improve people's workflow: keeping a schedule; following a to-do list; beginning the day with the most challenging work or with a client call; leaving a sentence incomplete in an unfinished manuscript to make an easy start the next day; sweeping the studio floor while reflecting on a new piece. Other routines, usually involving sleep, meditation, nutrition, or exercise, incorporate personal care into people's working lives. Both kinds often have a ritual element that enhances people's sense of order and control in uncertain circumstances.

One consultant we interviewed takes a bath every morning and visualizes what she wants to accomplish while she soaks. Another consultant, Matthew, who specializes in helping boards focus on innovation, keeps a strict daily schedule: "I'm up at 6:00 and there's exercise. I pack my wife's lunch. We pray. She's out the door around 8:00. I'm in my office by 8:30, and I do work where there's deeper thought required - design or writing - in the morning. That's when I'm at my best. Then in the afternoon I schedule phone calls, more of the business or financial things that need to be done." This discipline even extends to his wardrobe: "I always get dressed for the office. Most days in summer I wear shorts when I'm not on the road, but still I shower and shave as if I were going to a workplace separate from home."

That may sound rigid, but it helps Matthew pour himself into his work. He and other successful independent workers seem to follow the advice of the French novelist Gustave Flaubert: "Be regular and orderly in your life...so that you may be violent and original in your work."

Purpose.

For most people in our study, striking out on their own initially involved doing whatever work would allow them to find a footing in the market. But they were adamant that succeeding means taking only work that clearly connects to a broader purpose. All could articulate why their work, or at least their best work - be it to empower women through film, expose harmful marketing practices, sustain the American folk music tradition, or help corporate leaders succeed with integrity - is more than a means of earning a living. Purpose creates a bridge between their personal interests and motivations and a need in the world. Matthew, for example, said that although at first he felt "a certain desperation around having clients and making an income," over time his view of success shifted "to one that is a lot about living a life of service to others and making the planet a better place."

An executive coach we interviewed told us that purpose keeps her steady, inspired, and inspiring. "A big distinction between successful independents and the ones who aren't or go back [to corporate jobs] is getting to that place of knowing what you're meant to do. That gives me resilience for the ups and downs. It gives me the strength to decline work that isn't in alignment. It gives me a quality of authenticity and confidence that clients are drawn to. It's helpful to building or maintaining the business and serving the people I am here to serve."

We found that purpose, like the other connections, both binds and frees people by orienting and elevating their work.

People.

Humans are social creatures. Studies in corporate settings have long demonstrated how important other people are to our careers - as role models who show us who we might become, and as peers who help us progress by sharing our path. Researchers have also warned about a "loneliness epidemic" hitting the workplace, for which independent workers can certainly be at even greater risk.

But those we interviewed are keenly aware of the dangers of social isolation and strive to avoid it. Though many are ambivalent about formal peer groups, which they often see as insipid substitutes for collegiality, all reported having people they turn to for reassurance and encouragement. Sometimes these are direct role models or supportive collaborators; in other cases they're family members, friends, or contacts in similar fields, who can't always offer specific work advice but nevertheless help our study participants push through challenging times and embolden them to take the risks their work entails.

Matthew, for example, noted that reaching out to people in his inner circle helps calm his anxiety: "If I were just left on my own, I could sit here in the office and go down a rat hole. You're left to your own inner voice, and it spirals down into ruminating." Karla told us that she, too, regularly turns to a handful of peers with whom she's close. "All the work I do in the independent economy comes through these connections," she said. But their help goes well beyond referrals. "My ability to process, develop, and grow as a human being and understand who I am in the work I'm doing comes from the conversations that I have with these folks," she explained. "These people are how I know what I'm supposed to be doing."

Redefining Success

In popular management tales, career success usually comes with security and equanimity. For independent workers, however, both are ultimately elusive. And yet most of those we studied told us they feel successful.

Our conclusion is that people in the gig economy must pursue a different kind of success - one that comes from finding a balance between predictability and possibility, between viability (the promise of continued work) and vitality (feeling present, authentic, and alive in one's work). Those we interviewed do so by building holding environments around place, routines, purpose, and people, which help them sustain productivity, endure their anxieties, and even turn those feelings into sources of creativity and growth. "There's a sense of confidence that comes from a career as a self-employed person," one consultant told us. "You can feel that no matter how bad it gets, I can overcome this. I can change it. I can operate more from a place of choice as opposed to a place of need."

Many we spoke to believe they wouldn't be able to find the same mental space or strength in a traditional workplace. Martha, the consultant who compared herself to a trapeze artist, recalled that she became "much more successful professionally" and "much more comfortable in my identity personally" when a trusted counselor helped her reframe - and own - her struggle, rather than seek ways to evade it. "She helped me understand that I could think of myself, which I now do, as a pioneer. I don't fit in any categories that exist in organizations, and it's more effective for me to be independent." Seen this way, discomfort and uncertainty were not just tolerable but affirming - signs that she was just where she needed to be.

When we spoke, she portrayed employment as no longer an anchor she missed but a shackle she'd been fortunate enough to break. "I don't know that I would frame [my new life] as precariousness anymore," she concluded. "I would frame it as really living."

A version of this article appeared in the March-April 2018 issue (pp.140-143) of Harvard Business Review.

# data[].attributes.attachment_link.title
The 4 Things You Need to Thrive in the Gig Economy

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"Have you ever been on a trapeze?" That's how Martha, an independent consultant, responded when we asked her to describe her work in the five years since she'd left a global consulting firm to set out on her own.

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It gives me the strength to decline work that isn’t in alignment
그것은 (일의 목적과 취지) 내 목표에 맞지 않은 일들을 거절할 힘을 준다

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knowledge-intensive industries : 지식과 첨단기술에 의존하고, 지식기반의 특성이 비례해 아이디어로 부가가치를 창출하는 산업 

# data[].attributes.subject
knowledge-intensive industries : 지식과 첨단기술에 의존하고, 지식기반의 특성이 비례해 아이디어로 부가가치를 창출하는 산업 

# data[].attributes.body
Approximately 150 million people in North America and Western Europe now work as independent contractors, most of them in knowledge-intensive industries and creative occupations.
: 북미와 유럽의 약 150만명 사람들은 오늘날 독립 계약자로 일하고 있는데, 그들 중 대부분은 지식집약산업과 창의적인 직업에 있다.

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independent contractors : 독립 계약자 (self-employed person)

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independent contractors : 독립 계약자 (self-employed person)

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**위에 해석있음

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문장 해석 아래 게시물에 ...

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Though many claimed their work was portable, they all still seemed to have somewhere to retreat

해석: 비록 우리가 인터뷰한 사람들이 그들의 일이 휴대가능( 장소에 구애받지 않고 일을 할수 있음)하다고 주장하지만, 그들은 여전히 후퇴할 장소를 찾고 있는 것 처럼 보였다.

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They are used consistently for all substantive work.

그것들은 사용된다, 일관되게 모든 실질적인 작업에

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One software engineer, whose home has all these features, described it as a "fighter pilot cockpit", where everything he needs is within arm's reach.

--> 이 모든 특징을 갖춘 집을 가진 한 소프트웨어 엔지니어는 자신의 집을 팔이 닿는 거리에 그가 필요로 하는 모든 것이 있는 "조종기 전투석"으로 묘사한다.

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“Sometimes it’s claustrophobic,” ” he explained, but “when I’m there, the open space is in my mind.”

1. 때때로 밀실 공포증 (처럼 답답한 느낌이 뜬다). 그는 설명한다,하지만 네가 집 사무실 에 가있으면,열린 공간이 나의 마음에 있다.

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Despite these commonalities, each workspace is also unique, with a location, furniture, supplies, and decorations that reflect the idiosyncrasy of its owner’s work.

--> 이러한 공통점이 있음에도 불구하고, 근무공간은 그곳에서 일하는 사람(그곳의 주인)의 특성을 반영하는 위치, 갖춘 물품, 장식품 등으로 차있어 독특하기도 하다.

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These places are not just protective cocoons for the working self — they evoke it, too.

--> 이 장소들은 일 자체를 보호하는 보호막일 뿐인 것이 아니라, (일을 할 마음이 들도록) 유발하기도 한다.

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In organizations, routines are often associated with safety or boring bureaucracy.

--> 기관 내에서 루틴은 종종 안전이나 지루한 관료체계와 관련되어 있다.

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“Be regular and orderly in your life…so that you may be violent and original in your work.”

--> 일에 극도로 집중하며 독창적으로 일할 수 있도록 규칙적이고 정돈된 삶을 사세요.

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striking out on their own initially involved doing whatever work would allow them to find a footing in the market.

처음엔 스스로 독립하는 것은 그들이 사회적으로 시장에 자리 잡기 위해 그들이 할 수 있는 모든 일들을 하게끔 했다.

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That gives me resilience for the ups and downs.
그것은 감정기복을 회복할 수 있게 해준다.

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Matthew, for example, noted that reaching out to people in his inner circle helps calm his anxiety
예를 들어 매튜는 그의 가장 친한 친구들에게 연락하는 것은 그의 불안을 안정되게 해준다고 언급했다

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When we spoke, she portrayed employment as no longer an anchor she missed but a shackle she'd been fortunate enough to break.
-> 우리가 말할 때, 그녀는 직장(고용)을 더이상 그녀가 놓친 닻이 아닌 그녀가 운 좋게도 부술 수 있었던 족쇄라고 묘사했습니다.

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Unshackled from managers and corporate norms, people can choose assignments that make the most of their talents and reflect their true interests.

경영자(관리자)와 기업 규범에서 벗어나, 사람들은 그들의 재능을 최대한 활용하고 진정한 관심사를 반영한 임무를 선택할 수 있다.

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However, the price of such freedom is a precariousness that seems not to subside over time.

그러나, 그러한 자유의 대가는 시간이 지남에 따라 안정되지 않는 것 처럼 보이는 위태로움이다.

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Even the most successful, well-established people we interviewed still worry about money and reputation and sometimes feel that their identity is at stake.

심지어 우리가 인터뷰한 가장 성공적이고 자리를 확실히 잡은 사람 조차도 돈과 명성에 대해 걱정하고 가끔 그들의 독자성이 위태롭다고 느낀다.

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be(ing) into something(their work) : ~에 열중하다(관심을 갖다)

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be(ing) into something(their work) : ~에 열중하다(관심을 갖다)

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They care about both being at work ...~ -- and being into their work: having the courage to stay fully invested in the process and output of that labor.

그들은 일하는 것과 업무의 과정과 산출에 완전히 투자를 할 용기를 갖는 것과 같이 그들의 일에 열중하는 것에 관심을 가진다.

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One executive coach gave a poignant description of an unproductive day.

한 총감독은 비생산적인 날에 대해 가슴아픈 묘사를 했다.

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When we asked interviewees the secret to getting through such days and ultimately sustaining productivity as they defined it, we discovered a paradox at the heart of their answers.

우리가 인터뷰 대상자들에게 그러한 시절을 극복하고 궁극적으로 그들이 정의한대로 생산성을 유지하는 비결을 물었을 때, 우리는 그들의 대답의 핵심에 있는 역설을 발견했다.

# data[].attributes.body
people become employed by a company to carry out work for that one company in particular

The authors studied 65 of them in depth and learned that although they feel a host of personal, social, and economic anxieties without the cover and support of a traditional employer
: 저자는 그 중 65개를 깊이 연구했고 사람들이 전통적 고용주의 보호와 지원이 없어서 다수의 개인적, 사회적, 경제적 불안감을 느낌에도 불구하고 독립성을 선택했고 또한 그것으로부터 오는 혜택을 포기하지 않을 것이라고 얘기했다.

# data[].attributes.headline
"holding environment"- 안아주기 환경 (포용해주는 환경)

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"holding environment"- 안아주기 환경 (포용해주는 환경)

# data[].attributes.body
Many of these workers have created a "holding environment" for themselves by establishing four connections
: 많은 노동자들은 그들 스스로 "안아주기 환경"을 네 개의 연결고리들을 설립해(구축해) 만들었다.

**a holding environment is uncomfortable enough that a person cannot avoid the problem (the change), but safe enough that the person can experiment with a new way of being.

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This concept — first used by the British psychoanalyst Donald Winnicott to describe how attentive caregivers facilitate children’s development by buffering them against distress and creating room for experimentation —

영국의 정신분석가 Donald Winnicott 이 세심한 간병인이 고통으로부터 완충시키고, 실험할 여지를 만들어 아이들의 발달을 가능하게 하는 방법을 설명하기 위해 처음 사용된

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trapeze: 공중그네 (공중그네처럼 아슬아슬한)

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trapeze: 공중그네 (공중그네처럼 아슬아슬한)

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"Have you ever been on a trapeze?"
당신은 공중그네 위에 있어본 적이 있나요?
(그만큼 불안정적인)

# data[].attributes.headline
ride-hailing: Ride-hailing is when riders hire a personal driver to take them to a destination. 

# data[].attributes.subject
ride-hailing: Ride-hailing is when riders hire a personal driver to take them to a destination. 

# data[].attributes.body
**바로 밑에 해석 있음

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task-oriented: focusing on the completion of particular tasks as a measure of success

# data[].attributes.subject
task-oriented: focusing on the completion of particular tasks as a measure of success

# data[].attributes.body
Some of this growth reflects the emergence of ride-hailing and task-oriented service platforms, but a recent report by McKinsey found that knowledge-intensive industries and creative occupations are the largest and fastest-growing segments of the freelance economy.
:이러한 몇몇의 성장은 ride-hailing과 task-oriented 서비스의 플랫폼의 등장에 반영되었으나, McKinsey는 최근 연구에서 knowledge- intensive 산업들과 창의적인 직업들은 프리랜서 경제(gig economy)에 가장 크고 가장 빠르게 성장하는 부분이 되었다는 것을 발견했다.

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This discipline even extends to his wardrobe:”I always get dressed for the office”

해석: 이러한 원칙은 그의 옷장에서도 적용된다: “ 나는 사무실에서 항상 옷을 입는다”

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Independent workers, however, Both are ultimately elusive(독립적 노동자들은 둘 다: 안전성과 평온함을 극적으로 달성하기 어렵다.)

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I don't know that I would frame ( my new life) as precariousness anymore, she concluded.
(나는 새로운 삶이 더 이상 불안정하다고 정의하는 것인지 잘 모르겠다, 그녀(Martha)가 결론지었다.

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One writer told us, “People fail because they don’t create a space and time to do whatever it is they need to do”

해석: 한 작가는 우리에게 말한다. “사람들은 실패한다고, 왜냐하면 사람들은 무엇이든지 그들이 필요로 하는 무언가를  할 자기만의 공간과 시간을 만들지 않기 때문이다 라고 말한다”

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In popular management tales, career success usually comes with security and equanimity.
- 인기있는 경영 이야기에서, 커리어의 성공은 보통 보장과 평정과 함께 온다.

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Predictability: 예측 가능성, possibility: 가능성, viability: 생존 가능성, vitality: 활력

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Predictability: 예측 가능성, possibility: 가능성, viability: 생존 가능성, vitality: 활력

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Our conclusion is that people in the gig economy must pursue a different kind of success-one that comes from finding a balabce between predictability and possibility, between viability(the promise of continued work) and vitality(feeling present, authentic, and alive in one's work).
- 우리의 결론은 긱경제에 속한 사람들은 다른 종류의 성공을 반드시 추구해야 된다는 것이다.
- 예측가능성과 가능성 사이에서 균형을 찾는 것과, 생존가능성(지속적인 일에 대한 보장)과 활력(현재와 진실적, 살아있음을 한 사람의 일에서 느끼는 것) 사이에서 균형을 찾는 것

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exhilaration : 쾌감, 기쁨 / engagement : 업무 

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exhilaration : 쾌감, 기쁨 / engagement : 업무 

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She had recently tried the art, which she saw as a good metaphor for her life: the void she felt when between assignments; the exhilaration of landing the next engagement; the discipline, concentration, and grace that mastering her profession required. : 그녀는 최근에 그녀의 삶에 대한 좋은 비유로 본 예술을 시도했었다: 과제 사이에 그녀가 느꼈던 일을 획득함에 대한 기쁨, 그녀의 직업을 마스터하는 데 필요한 훈련, 집중, 그리고 우아함에 대한 공허함

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However, the price of such freedom is a precariousness that seems not to subside over time.
그러나, 이러한 자유의 대가는 이때까지 안정되어 보이지 않은 위태로움이다.

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But for independent workers, a holding environment is less a gift than an accomplishment ; it must be cultivated, and it can be lost.

그러나 독립적인 노동자들에게 보유 환경은 성취보다 선물이 아니다 ; 그것은 교육받아야하며, 잃게 될 수 있다.

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spirals down 결국 끊임없이 머리쥐어뜯으며 생각하게끔

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spirals down 결국 끊임없이 머리쥐어뜯으며 생각하게끔

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You’re left to your own inner voice, and it spirals down into ruminating.”
당신은 당신 자신의 내면의 목소리에 맡겨지고, 그것은 나선형으로 내려와 반추합니다."

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Although they worried about unpredictable schedules and finances, they also felt they had mustered more courage and were leading richer lives than their corporate counterparts. : 예측할 수 없는 일정과 재정에 대해 걱정했지만, 그들은 또한 그들이 기업 동료들보다 더 많은 용기를 얻고 더 풍요로운 삶을 살고 있다고 느꼈다.