100天视译+精读

001 .

写在前面

视译练习又来啦，这次是正儿八经的100天练习计划，和大家一起互相监督，每天进步一点点。要坚持一件事情或者养成某一个习惯，可以连带着其他一个或者两个想要坚持做的事情，比如在这100天里，我除了想坚持更视译练习，也想坚持每日精读，再好好提升一下阅读能力，所以对我来说是【视译+精读】的计划，（会选一些看过的文章来做视译）大家一起练习视译的时候也可以再附带一两项想要坚持的事情噢，至少先坚持一段时间看看，也许会有意想不到的惊喜呢！

我会在前一天晚上完成视译练习的推送，定在第二天上午九点发出，方便大家安排自己的练习时间噢，无论如何我们一起加油吧。

今天的视译练习是《经济学人》0312期巴托比专栏的文章，这篇有关企业的red tape如何影响企业与客户和员工之间的关系，视译文本选取前半部分。

视译步骤

1. 3分钟浏览原文（约438字）
 

2. 视译|录音

3. 回听录音|纠正

视译文本

fraud division 反诈骗部门
 

get through to 打通电话

Zurich 苏黎世

Frankfurt 法兰克福

A banker taped a picture, drawn by one of his small children, to his office wall. When he arrived at work the next morning, he found the picture was covered by a large notice, saying he was in violation of company policy which required personal items to be put away at night. Such a reaction was not just petty, it risked demotivating the banker completely. In short, it defied common sense.

Martin Lindstrom is a management consultant who spends his time battling the kind of corporate red tape that alienates customers, as well as employees. He has even persuaded some companies to establish special departments to fight this nonsense, sometimes dubbed “The Ministry of Common Sense”, which is the title of his latest book.

As Mr Lindstrom says, successful companies are able to put themselves in their customers’ shoes, and this leads to better service and sensible solutions. He once advised a credit-card issuer which had poor ratings for customer service. So he booked a restaurant for dinner with the executives, but got the fraud division to ensure their credit cards did not work. When one manager tried to pay for the taxi, he then watched their fury and embarrassment as they tried to get through to the call centre themselves.

The author came across another example of poor customer satisfaction at Maersk, a big shipping company. On investigating the matter, he found that call-centre employees were judged on the time spent per complaint. The firm changed the metric for judging success from time spent to other factors, such as issue resolution. Customer satisfaction nearly doubled. Later the company suffered a cyber-attack which meant that the headquarters lost contact with its ships. The chief executive issued a directive to staff to “do what you think is right to serve the customer”. This flexibility helped the company to survive the crisis and improved employee engagement.

Often the problem stems from new regulations being introduced without thinking through the implications. The pandemic has provided plenty of examples of new rules that lack common sense. On a flight last year, Mr Lindstrom flew from Zurich to Frankfurt. The crew asked passengers to fill in a form detailing where they were from and where they were going, in order that they could be traced in case others became infected. But there were only two pens on board so the writing implements were passed from hand to germy hand. When they left the plane the passengers were asked to keep six feet apart as they filed down the steps before they reached the bottom, whereupon they were crammed onto a packed shuttle bus.