How to support witnesses of harassment and build healthier workplaces | Julia Shaw

60,259 views ・ 2020-06-30

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00:00
Transcriber: Ivana Korom Reviewer: Krystian Aparta
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翻译人员: Shengmin Huang 校对人员: Yolanda Zhang
00:13
I'm Dr. Julia Shaw,
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我是朱莉亚·肖博士,
00:14
a research associate at University College London,
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伦敦大学学院的一名助理研究员,
00:17
and the cofounder of Spot.
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也是 Spot 组织的联合创始人。
00:18
Spot is a tool that helps organizations tackle harassment and discrimination
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Spot 是一个帮助企业 解决骚扰及歧视问题的工具,
00:23
with better reporting options and better training.
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具有良好的举报机制及培训模式。
00:26
And in 2019,
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2019 年,
00:28
along with Dr. Camilla Elphick and Dr. Rashid Minhas,
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我和卡米拉·埃尔菲克博士、 拉希德·米纳斯博士
00:31
and a number of international NGOs and charities,
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以及很多国际非政府组织、慈善团体,
00:35
we conducted one of the largest studies ever
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针对职场中骚扰和歧视现象的目击者
00:37
on witnesses of harassment and discrimination at work.
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开展了有史以来最大的一项研究。
00:42
Why witnesses?
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为什么研究目击者?
00:44
The first time that I was victimized
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在我第一次
00:46
and became the target of inappropriate workplace behavior,
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成为职场不正当行为的受害者时,
00:49
I hadn't even left university.
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我尚未大学毕业。
00:52
A couple of academics who were far more senior than me
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几位资历远高于我的 学术界人士
00:55
repeatedly and relentlessly targeted me.
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持续不断地骚扰我。
00:57
And every time something happened,
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每当事发,
00:59
I wished that someone would speak up.
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我总希望有人能够发声。
01:02
That they would tell me that I'm not overreacting,
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希望有人能告诉我, 我的反应是恰当的、
01:04
that I'm sane,
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我的头脑是理智的、
01:05
that there's something that we could do.
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此事是有应对方式的。
01:08
But instead,
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然而,
01:09
I found myself with reporting paralysis.
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我发现我本人竟无力上报此事。
01:12
I didn't speak up
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我没有为自己发声,
01:14
and neither did most other people.
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大多数旁人也没有。
01:16
Why didn't I just speak up?
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我为什么默不作声?
01:18
Well, I was worried about the consequences for my career,
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事实上,因为这样会 给我职业生涯造成负面的后果,
01:21
because I loved my work.
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而我很爱我的工作。
01:23
I was also worried about things that many people see as barriers,
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我也会为那些被常人 视作负担的因素担忧,
01:26
like not being believed or taken seriously,
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例如,不被信任或认真对待,
01:29
like my situation resulting in no change.
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或者即使我说出来也无济于事。
01:33
Luckily, over the past couple of years,
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幸运的是,过去几年来,
01:35
we've seen that reporting paralysis is affecting fewer people
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我们发现因故无力 上报的人越来越少,
01:39
and some people are able to now have voices
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而其中一些原先被禁声的人
01:42
who before were voiceless.
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现在也能够发声了。
01:44
When we first started Spot,
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在 Spot 创立之初,
01:45
we allowed people to submit statements
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我们让大家记述
01:47
about experiencing harassment or discrimination
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自己亲历过的骚扰 或歧视事件,
01:50
to talktospot.com.
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并发送到 talktospot.com。
01:52
And as researchers, we looked at these stories,
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身为研究者,我们 在研读这些故事时
01:54
and we were shocked when we found
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发现了一项惊人的事实:
01:56
that 93 percent of victims reported that there was at least one witness.
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93% 的受害者表示,在他们的 事件中存在至少一位目击者。
02:03
These things aren't happening behind closed doors.
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这类事件并非发生在 不为人知的场合。
02:06
Further research has since come out
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后续研究也进而揭示
02:08
which has further repeated this idea
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并反复印证了这一观点:
02:10
that most harassment and discrimination is witnessed.
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大多数骚扰事件与歧视事件 就发生在人们眼皮底下。
02:13
And so how do we mobilize these witnesses?
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那么我们该如何让 目击者们有所行动呢?
02:17
First, let's talk about the psychology of being a witness.
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首先,我们来聊聊作为 一名目击者的心理活动。
02:21
In 2018, two women were at a Starbucks
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2008 年,两位女士 在一间星巴克咖啡馆内
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when they watched a barista deny access to a washroom
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看到一个服务生禁止 两位非裔美籍男士
02:27
to two African American men.
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使用店里的卫生间。
02:29
Instead, the barista called the police.
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而且,该服务生还报了警。
02:32
The two active bystanders took a video of the men in handcuffs
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这两位积极的旁观者拍下了 两名男士无端被捕的视频
02:36
and posted it online.
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并传到了网上。
02:38
This active bystanding had an almost immediate positive effect.
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这次积极的旁观举措 几乎立刻就起到了正面作用。
02:42
Starbucks closed a number of its doors and implemented bias training.
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星巴克关闭了数间店铺, 并进行了避免偏见的职工培训。
02:48
Most of us think that we would be these active bystanders.
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我们大部分人都认为 自己也是积极旁观者,
02:51
That we would be these kinds of heroes.
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认为自己也能做出同类的英勇之举。
02:54
In fact, in research on this,
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但实际上,在相关的研究中,
02:56
when researchers give people hypothetical scenarios
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当研究者给出一个场景设想
02:59
and ask if they would intervene,
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并询问人们是否会介入,
03:00
most of us say, "Yes, of course, of course I would stand up."
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我们大部分人会说: “是的,我当然会挺身而出。”
03:04
But even when those same researchers
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然而当同一批研究者
03:07
present an actual physical situation where someone needs to actually intervene,
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营造出某人真正需要 他人介入的实情实景时,
03:11
most people do nothing.
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大部分人却无所作为。
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And they fall prey to the well-known bystander effect.
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于是他们切身实践了 众所周知的“旁观者效应”。
03:17
Why?
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为什么?
03:18
And what are the barriers that people are facing?
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人们面前的障碍到底是什么?
03:22
In our research,
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在我们的研究中,
03:23
three quarters of people who we had interviewed
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在所有参与研究和被研究者中,
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and who we had participate in our study --
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有四分之三的人——
03:28
which was over 1,000 participants --
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即在超过 1000 名参与者中,
03:31
three quarters of them said
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有四分之三的人表示,
03:32
that they never reported the incident to HR,
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他们从未将这类事件 报告给人力资源部,
03:35
they never reported the incident
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他们从未将这类事件报告给
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to someone who could do something about it.
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有能力改变事态的人。
03:39
And the barriers that they cited?
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是什么阻止了他们?
03:41
The number one barrier was actually the exact same
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首当其冲的阻碍
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as the main barrier that victims report,
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与受害者不愿报案的理由完全相同:
03:46
which is the fear of consequences or retaliation.
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害怕此举所招致的后果或是报复。
03:50
Even witnesses are worried about what might happen
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连目击者都会为自己的人身安全
03:52
to them and their careers.
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或是职位感到担忧。
03:55
Other reasons that people reported
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人们也提到了其它因素:
03:57
was not wanting to interfere or not wanting to be a snitch,
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不愿多管闲事、 不愿当告密者;
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not knowing they could report, or not knowing how.
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或是认为自己上报无门、 不知如何上报。
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All of these things can be targeted
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而这一切都是
04:07
with better education and better systems in workplaces.
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更完善的职场认知与职场系统 需要解决的问题。
04:11
But the story of the witness isn't complete
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但既然要聊发生在 目击者身上的故事,
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without also talking about the consequences
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就不能不说说那些事件
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for the witnesses themselves.
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给目击者本人造成的后果。
04:17
If you were to see someone who just witnessed a crime
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如果你遇上了一个人,
此人刚刚目睹一场 公共场合犯罪事件,
04:20
being committed on the street,
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04:22
you would almost certainly go up to that witness
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你多半会走上前去 对这位目击者说:
04:24
and say, "Are you OK?
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“你还好吗?
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Do you need some support?"
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需不需要什么帮忙?”
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You might even offer them counseling or therapy
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你也许还会为他们 提供咨询或治疗
04:29
to process what they just saw.
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来缓解目击事件带来的刺激。
04:32
But witnesses at work are largely invisible.
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但职场中的目击者 往往是看不见的。
04:35
And of course, so is support for them.
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当然,能给予他们的支持 也是看不见的。
04:38
And some of this invisibility might even be internalized.
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而其中一些看不见的 问题甚至会内化。
04:42
When we asked our participants about reporting,
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当我们向参与者们提及上报时,
04:45
and when we asked them about the negative consequences for them,
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当我们向参与者们问到 上报的负面后果时,
04:48
we found that most people said, when asked directly,
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当我们直接发问:
04:52
"Did witnessing this experience have a negative repercussion?"
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“目睹这类事件 会对你产生负面影响吗?”
04:55
Most people said, "No, I'm fine."
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我们发现大部分人都说: “不会,我挺好的。”
04:57
But when we looked at the qualitative entries,
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可当我们着眼于 实质性的记录,
05:00
when we looked at what people actually wrote about this experience,
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当我们着眼于人们对 这类经历的文字描述时,
05:04
we found that these experiences had profoundly negative impacts.
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我们发现这些经历已然 造成了深刻的负面影响。
05:08
They increased stress and anxiety and depression,
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他们的压力、焦虑 与抑郁情绪加重了;
05:10
they increased the prevalence of desire to leave the organization,
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他们对于离开工作单位的念头 更加强烈了;
05:13
loss of faith.
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他们失去了信念。
05:16
Why is there this discrepancy?
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为什么会出现这样的差异?
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It seems that we're doing a comparative evaluation.
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貌似我们都在做一项评估。
05:21
"Compared to the victim,
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“与受害者相比,
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nothing really happened to me."
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我并没受到什么实质影响。”
05:26
But that's not really the right question.
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但问题不能这么问。
05:28
And support shouldn't be invisible
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不能仅因为你受到的影响较小,
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just because you're less affected.
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就让你无从找到应有的支持。
05:32
Because we're all affected
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正因为我们都受到了影响,
05:34
and we should all be supporting each other.
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我们才更应该枝干相持。
05:37
We also found evidence of a social contagion.
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我们还发现了 社交传播的迹象。
05:40
While 23 percent of participants told HR,
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仅管有 23% 的参与者 告知了人力资源部,
05:44
more, 46 percent, told colleagues, usually someone on their team,
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更多的参与者——占总数的 46% —— 选择告知同事,通常是同一团队的同事,
05:49
and 67 percent told someone outside of work.
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而 67% 的参与者告知了 工作圈以外的人。
05:53
What this shows is that the negative consequences of the situation,
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该数据表明: 如果有人被骚扰或被歧视,
05:57
where someone is harassed or discriminated against,
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其负面后果的影响力
05:59
go far beyond the room.
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将远不限于办公室内。
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People take that story with them
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人们将这类故事记在心头,
06:03
and that discontent grows as they tell more and more people,
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不满情绪也会随着他们 向越来越多人讲述而增长,
06:06
and this has the real effect
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而这就有了着实质性的影响:
06:08
that is almost certainly threatening your ability as an organization
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公司自身保留与吸引 多元化优秀人才的能力
06:12
to retain and attract diverse and excellent candidates.
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几乎必然会受到威胁。
06:18
So what do we do to stop this social contagion?
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那么我们要如何阻止 这样的社交传播?
06:21
What do we do to reduce these barriers
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我们要如何减少阻碍
06:23
and how do we provide support for witnesses and victims?
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并为目击者与受害者 提供帮助支持?
06:27
How can we be better allies?
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我们要如何成为 更合格的盟友?
06:29
And it's easier than you might think.
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答案也许比你想象的要简单。
06:32
In my research, I've come across five particular things
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在我的研究中,有这么五件事
06:35
that I think every organization can and should do
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是我认为每个公司 在处理这类问题
06:38
to help tackle this issue
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并营造更健康的职场环境时
06:39
and to build healthier workplaces.
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能做且该做的事。
06:42
First, showcase your commitment.
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第一,表决心。
06:46
If your leadership isn't repeatedly saying
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如果你作为领导,不反复去强调
06:49
how important diversity and inclusion is to them,
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多元与包容的重要性,
06:52
and living by example,
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并以身作则,
06:54
no one is going to believe you.
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就不会有人买你的帐。
06:57
An HR-driven campaign is insufficient.
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一套以人力资源为主导的 主张方案尤为重要。
07:00
Your organization is a direct mirror of its leadership team,
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公司组织架构直接反映 其领导层的状况,
07:03
and they need to be setting the tone.
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领导层需要定调。
07:05
Second, train your managers.
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第二,调教好你的经理人。
07:09
The main person who's likely to harass someone in your organization
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公司组织架构里 最有可能骚扰他人的
07:13
is a manager.
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就是经理人。
07:14
Now, why?
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为什么呢?
07:16
Perhaps because power corrupts,
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或许因为权力使人腐败,
07:18
or perhaps because we promote people into managerial roles
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又或许因为我们 提拔员工至管理层岗位
07:21
because they're excellent at their jobs,
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是鉴于他们出色的工作能力,
07:23
and we assume that they will pick up the people skills,
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于是我们期望他们会将 为人处事的能力
07:26
pick up the management skills along the way.
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连同经营管理能力 同时培养起来。
07:28
But then they don't.
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但结果并非如此。
07:30
And this provides a fertile ground for harassment and discrimination
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而这种不切实际的期望 伴随着糟糕的时间管理能力
07:34
with unrealistic expectations,
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与糟糕的冲突管理能力,
07:36
with poor time management,
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为骚扰事件与歧视事件
07:37
with poor conflict management skills.
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提供了滋润的土壤。
07:40
Train your managers.
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调教好你的经理人。
07:42
Third, we know from research on victims
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第三,通过研究受害者,我们得知:
07:45
that without the ability to report anonymously,
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如果不能匿名上报,
07:48
the fear of consequences is so overwhelming
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那么对后果的恐惧之强烈
07:50
that most people will never report incidents.
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会致使大多数人选择不上报。
07:53
We found the same was true for witnesses.
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这一点对目击者也成立。
07:55
When we asked them directly, in our study,
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在我们的研究中,我们直接询问:
07:58
whether organizations could do something
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公司要怎么做
08:00
to improve the fact that they might report,
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才能提高他们上报的意愿。
08:03
they said, number one that they could do better
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他们都说,公司的首项改善措施
08:05
was allowing for witness anonymity.
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就是允许目击者匿名。
08:08
Second was providing choices about who to report to.
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其次是允许他们选择上报对象。
08:11
Perhaps shockingly,
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或许很令人惊讶,
08:13
although managers are the most likely person
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尽管经理人往往最可能是
08:15
to be perpetrating harassment or discrimination,
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骚扰或歧视事件中的加害者,
08:17
in many organizations
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但在许多公司中,
08:18
they're also supposed to be your first point of contact
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他们同时也会是 恶劣事件发生后
08:21
when things go wrong.
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你头一位要接触的人。
08:22
Now that's a major sticking point.
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这可是关键的分歧点。
08:24
So being able to choose who you go to is crucial.
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所以能慧眼识人相当重要。
08:26
Third, encouraging witness reporting.
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第三,鼓励目击者报案。
08:28
Back to setting a tone in your organization,
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又回到了给公司定调,
08:31
saying you can and should report things,
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要强调大家都能够 也应该去报案,
08:33
and you can help stand up for each other.
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强调大家都能够 挺身而出,互相帮助。
08:36
Fourth, even when you have all of this in place,
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第四,即便刚刚提到的一切 都到位了,
08:39
most people will not speak to HR.
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大多数人还是不会 向人力资源部开口。
08:42
We know this, because at Spot,
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我们深知如此,因为在 Spot,
08:43
we though anonymity would solve everything.
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我们认为匿名 解决不了一切问题。
08:45
It did not.
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确实不能。
08:46
Anonymity is one piece of the puzzle.
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匿名只是问题的一小部分。
08:48
Conducting surveys means that you go out to your employees,
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主动进行意见调查 说明你对员工上心,
08:51
you don't wait for them to come to you.
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别等到他们带着意见找上你。
08:53
And you ask everybody about how they feel
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你还要主动询问每一个人的感受
08:56
about the health of inclusion and diversity efforts
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询问他们对公司内部 包容与多元的程度
08:58
within the organization.
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有什么感受。
09:00
And be specific.
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要问得具体到位。
09:02
Ask people about specific incidents or specific things they've witnessed.
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询问他们具体目击到的事件或事物。
09:06
Because just like in our survey,
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正如我们研究所示,
09:07
if you ask people directly
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如果你单刀直入地问,
09:09
if they have experienced harassment or discrimination,
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是否经历过骚扰或歧视,
09:12
the default answer is no.
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大家会本能地回答:没有。
09:14
But if you ask about specific experiences or specific behaviors,
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但如果你问到了 具体的经历或具体的行为,
09:17
most people go, "Oh, yeah, I saw that the other week."
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大部分人会说: “哦对,我之前看见过。”
09:21
So making sure you ask the right questions is crucial.
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所以关键在于确保 以正确的方式提问。
09:23
Finally, and most importantly,
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最后,也是最重要的一项,
09:25
research shows that one of the best ways to mitigate the bystander effect
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调查表明,消除“旁观者效应” 最好的方式之一
09:29
is to build a shared social identity.
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就是建立共有的社会身份。
09:33
It's not about policing each other,
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这与相互监管无关,
09:35
it's not about calling each other out,
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也与相互指责无关,
09:37
it's about being a cohesive unit.
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这关乎在一个具有 凝聚力的团队中共处。
09:39
We are in this together.
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我们是一个团队。
09:41
If you attack one of us,
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如果你冒犯了我们中的一员,
09:43
you are attacking all of us.
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你就冒犯了我们所有人。
09:45
Because wouldn't you want that?
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难道你不希望如此吗?
09:46
Wouldn't you want someone to stand by you if something negative happens?
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难道在糟糕的事情发生时, 你不希望获得他人的支持吗?
09:50
We're all, hopefully, collectively building an organization
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照理说,我们所有人 都在协作共建一个
09:54
that is stronger and healthier and more diverse and inclusive.
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更强大、更健全、更多元, 且更包容的组织架构。
10:01
Without my allies, I wouldn't be here.
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没有盟友,我就不会来到这里。
10:05
When I was first targeted with inappropriate behavior at work,
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在我第一次成为职场 不正当行为的受害者时,
10:08
I fell into a depression,
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我陷入了抑郁,
10:10
and I almost left academia altogether.
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几乎彻底离开学术界。
10:13
Without a few people who stood by me,
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如果没有当时那些伴我左右的人,
10:14
I wouldn't be on this stage right now.
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我现在就不会站在这个演讲台上。
10:17
And I wish I had a happy ending for you.
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我也希望故事能有 一个圆满的结尾。
10:20
But unfortunately, these individuals are still at it.
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但很不幸, 这类事件依然存在。
10:23
You see, in organizational structures where colleagues work in dispersed ways,
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要知道,在同一个组织架构下, 如果共事的人们彼此疏离,
10:28
where it's difficult to know who even to report to,
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如果想要了解上报途径都非易事,
10:31
never mind what the consequences might be,
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那么无论面临什么样的制裁,
10:34
these kinds of behaviors are most likely to flourish for longer.
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这类令人不齿的行为 依然很可能继续存在。
10:37
But that doesn't stop me from trying to stop it.
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但这断绝不了我 试图将其断绝的决心。
10:40
And I can tell you one thing --
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有一点我很确定——
10:42
that over the past couple of years of my research,
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在我过去几年的研究中,
10:44
I have found that there have been so many positive changes.
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我看到了许多积极的转变。
10:47
Changes in legislation,
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立法上的转变、
10:49
changes in attitudes,
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态度上的转变,
10:50
and organizations are finally taking these issues seriously.
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而且各个组织终于开始 重视这些问题了。
10:54
I swear, the time of the harassers and the bullies and the discriminators
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我发誓,那些骚扰者、 霸凌者、歧视者的好日子
10:59
is coming to an end.
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就要到头了。
11:01
Thank you.
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谢谢。
11:02
(Applause)
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(掌声)
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