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

Transcriber: Ivana Korom Reviewer: Krystian Aparta

譯者: Pui-Ching Siu 審譯者: Helen Chang

I'm Dr. Julia Shaw,

我是茱莉亞·蕭博士，

a research associate at University College London,

我是倫敦大學學院的研究員，

and the cofounder of Spot.

也是 Spot 的創立者之一。

Spot is a tool that helps organizations tackle harassment and discrimination

Spot 是一個幫助 組織處理騷擾和歧視的工具，

with better reporting options and better training.

它提供更好的舉報方式和訓練。

And in 2019,

在 2019 年，

along with Dr. Camilla Elphick and Dr. Rashid Minhas,

我和卡米拉·艾菲克博士、 拉希德·米納斯博士、

and a number of international NGOs and charities,

數個國際非政府組織和慈善機構，

we conducted one of the largest studies ever

對職場中騷擾和歧視事件的目擊者

on witnesses of harassment and discrimination at work.

進行了有史以來最大的研究。

Why witnesses?

為什麼選擇目擊者呢？

The first time that I was victimized

我第一次成為受害者，

and became the target of inappropriate workplace behavior,

遭遇職場不正當行為的時候，

I hadn't even left university.

我還沒大學畢業。

A couple of academics who were far more senior than me

幾個比我資深的學者

repeatedly and relentlessly targeted me.

反覆不斷地針對我。

And every time something happened,

每次我遭受這種對待時，

I wished that someone would speak up.

我希望有人會挺身而出，告訴我，

That they would tell me that I'm not overreacting,

我並未反應過度，

that I'm sane,

我的感受合情合理，

that there's something that we could do.

我們可以解決這個問題。

But instead,

然而，

I found myself with reporting paralysis.

我無法舉報。

I didn't speak up

我沒有發聲，

and neither did most other people.

其他人也沒有。

Why didn't I just speak up?

為什麼我沒有站出來呢？

Well, I was worried about the consequences for my career,

我擔心這會影響職業生涯，

because I loved my work.

因為我愛我的工作。

I was also worried about things that many people see as barriers,

我也很擔心會有一些 公認會成為阻礙的事，

like not being believed or taken seriously,

諸如不被相信、不被認真對待、

like my situation resulting in no change.

我的情況不會有所改變。

Luckily, over the past couple of years,

幸好，過去幾年，

we've seen that reporting paralysis is affecting fewer people

越來越多人敢於舉報，

and some people are able to now have voices

以前不敢發聲的人，

who before were voiceless.

現在敢於發聲。

When we first started Spot,

Spot 初始的時候，

we allowed people to submit statements

人們可以在 talktospot.com

about experiencing harassment or discrimination

述說他們被騷擾或歧視的經歷。

to talktospot.com.

And as researchers, we looked at these stories,

作為研究者，我們看了這些故事，

and we were shocked when we found

令我們感到震驚的是，

that 93 percent of victims reported that there was at least one witness.

93% 的受害者提到 當時至少有一名目擊者。

These things aren't happening behind closed doors.

這些事情過程不是無人知曉的。

Further research has since come out

更進一步的研究

which has further repeated this idea

印證了這個概念，

that most harassment and discrimination is witnessed.

顯示大部分的騷擾 和歧視事件都有目擊者。

And so how do we mobilize these witnesses?

我們怎麼動員這些目擊者呢？

First, let's talk about the psychology of being a witness.

首先，讓我們來了解目擊者的心理。

In 2018, two women were at a Starbucks

2018 年，兩位女士在星巴克

when they watched a barista deny access to a washroom

目擊到咖啡師

拒絕讓兩位非裔美國男士 進入洗手間。

to two African American men.

Instead, the barista called the police.

那位咖啡師還報警了。

The two active bystanders took a video of the men in handcuffs

這兩名積極的旁觀者錄下了 他們被戴上手銬的影像

and posted it online.

並把它發布在網路上。

This active bystanding had an almost immediate positive effect.

積極的旁觀有著立即正面的影響。

Starbucks closed a number of its doors and implemented bias training.

數間星巴克暫停營業， 執行消除偏見訓練。

Most of us think that we would be these active bystanders.

我們認為自己會 成為這些積極旁觀者。

That we would be these kinds of heroes.

自己會是這類英雄。

In fact, in research on this,

事實上，研究顯示，

when researchers give people hypothetical scenarios

當研究者給予人們假設的狀況

and ask if they would intervene,

並問他們會不會介入，

most of us say, "Yes, of course, of course I would stand up."

大部分人會說：「會， 當然了，我當然會站出來。」

But even when those same researchers

但是，當同樣的研究者

present an actual physical situation where someone needs to actually intervene,

呈現需要介入的真實場景時，

most people do nothing.

大部分人什麼都不做。

And they fall prey to the well-known bystander effect.

他們被旁觀者效應影響。

Why?

為什麼呢？

And what are the barriers that people are facing?

人們面對什麼阻礙呢？

In our research,

在我們的研究中，

three quarters of people who we had interviewed

四分之三的受訪者

and who we had participate in our study --

和我們實驗的參與者——

which was over 1,000 participants --

我們有超過 1000 名參與者——

three quarters of them said

四分之三的人說，

that they never reported the incident to HR,

他們從未向人事部舉報，

they never reported the incident

他們從未向任何 可以改變現況的人舉報。

to someone who could do something about it.

And the barriers that they cited?

他們認為有什麼阻礙？

The number one barrier was actually the exact same

首要的阻礙

其實和受害者的阻礙一模一樣：

as the main barrier that victims report,

which is the fear of consequences or retaliation.

對後果和報復感到恐懼。

Even witnesses are worried about what might happen

連目擊者也會擔心

to them and their careers.

對他們自己和職涯會造成的影響。

Other reasons that people reported

人們提出的其他原因有：

was not wanting to interfere or not wanting to be a snitch,

不想干涉、不想當告密者、

not knowing they could report, or not knowing how.

不知道他們可以舉報 或不知道該怎麼做。

All of these things can be targeted

更好的職場教育和制度

with better education and better systems in workplaces.

可以解決這些問題。

But the story of the witness isn't complete

但是，我們也需要討論，

without also talking about the consequences

這些事件對目擊者本身造成的影響。

for the witnesses themselves.

If you were to see someone who just witnessed a crime

如果有人剛目擊到

being committed on the street,

街上發生的犯罪行為，

you would almost certainly go up to that witness

你一定會到目擊者身邊，

and say, "Are you OK?

並問他：「你還好嗎？

Do you need some support?"

你需要幫助嗎？」

You might even offer them counseling or therapy

甚至會為他們提供咨詢或治療，

to process what they just saw.

以處理剛剛目擊的一切。

But witnesses at work are largely invisible.

但是在很大的程度上 職場中的目擊者是隱形的。

And of course, so is support for them.

當然，給他們的支援也是。

And some of this invisibility might even be internalized.

這種隱形甚至會內化。

When we asked our participants about reporting,

我們問參與者關於舉報的問題，

and when we asked them about the negative consequences for them,

問關於負面後果的問題，

we found that most people said, when asked directly,

發現倘若直接被問：

"Did witnessing this experience have a negative repercussion?"

「目擊的經歷會帶來負面影響嗎？」

Most people said, "No, I'm fine."

大多數人會說：「不，我沒事。」

But when we looked at the qualitative entries,

但如果我們檢視定性的項目，

when we looked at what people actually wrote about this experience,

檢視他們對這經歷寫下的實際看法，

we found that these experiences had profoundly negative impacts.

就發現這些經歷有深刻的負面影響。

They increased stress and anxiety and depression,

它們壓力、焦慮和憂鬱指數升高，

they increased the prevalence of desire to leave the organization,

使得離職的想法越來越普遍，

loss of faith.

導致失去信心。

Why is there this discrepancy?

為什麼存在這種差異？

It seems that we're doing a comparative evaluation.

似乎我們比較：

"Compared to the victim,

「跟受害者比起來，

nothing really happened to me."

我沒受到什麼的傷害。」

But that's not really the right question.

但那不是正確的問題。

And support shouldn't be invisible

支援不應該僅僅因為 你受影響較小而無形。

just because you're less affected.

Because we're all affected

這是因為我們都被影響，

and we should all be supporting each other.

我們應該互相幫助。

We also found evidence of a social contagion.

同時，我們也發現了 社會傳染的現象。

While 23 percent of participants told HR,

23% 的參與者向人事部舉報，

more, 46 percent, told colleagues, usually someone on their team,

更多的人，46% 的人 告訴了團隊裡的同事，

and 67 percent told someone outside of work.

67% 告訴了工作以外的人。

What this shows is that the negative consequences of the situation,

這表示了騷擾或歧視事件

where someone is harassed or discriminated against,

所帶來的負面影響

go far beyond the room.

超出了職場的範圍。

People take that story with them

人們記得那些故事，

and that discontent grows as they tell more and more people,

隨著他們告訴更多的人， 不愉快的情緒繼續增加，

and this has the real effect

這有重大的影響，

that is almost certainly threatening your ability as an organization

一定會影響組織

to retain and attract diverse and excellent candidates.

吸引和聘請多元化、優秀的求職者。

So what do we do to stop this social contagion?

我們可以怎麼停止社會傳染的現象？

What do we do to reduce these barriers

我們可以怎麼減少阻礙，

and how do we provide support for witnesses and victims?

怎麼為目擊者和受害者提供幫助？

How can we be better allies?

怎麼成為更好的盟友？

And it's easier than you might think.

比你想像中還要簡單。

In my research, I've come across five particular things

在我的研究中，我發現了

每個組織都可以做到、 應該做到的五件事，

that I think every organization can and should do

to help tackle this issue

以助解決這個問題，

and to build healthier workplaces.

並建立更健康的工作環境。

First, showcase your commitment.

第一，展示你的承諾。

If your leadership isn't repeatedly saying

如果領導沒有強調

how important diversity and inclusion is to them,

多元化和包容的重要性，

and living by example,

沒有以身作則的話，

no one is going to believe you.

沒有人會相信你。

An HR-driven campaign is insufficient.

人事部策劃的行動是不夠的。

Your organization is a direct mirror of its leadership team,

你的組織反映著領導團體，

and they need to be setting the tone.

因此他們需要帶頭做好。

Second, train your managers.

第二，培訓你的管理階層。

The main person who's likely to harass someone in your organization

組織裡最有可能進行騷擾的主要人物

is a manager.

是主管。

Now, why?

為什麼？

Perhaps because power corrupts,

也許因為權力使人腐敗，

or perhaps because we promote people into managerial roles

或因為我們把工作優秀的人

because they're excellent at their jobs,

提升為主管，

and we assume that they will pick up the people skills,

以為他們能學習人際交往，

pick up the management skills along the way.

過程中學會管理技能。

But then they don't.

但是他們沒有。

And this provides a fertile ground for harassment and discrimination

這提供了允許騷擾和歧視的沃土，

with unrealistic expectations,

包括不實際的期望、

with poor time management,

糟糕的時間管理、

with poor conflict management skills.

糟糕的衝突處理能力。

Train your managers.

因此，請培訓你的管理階層。

Third, we know from research on victims

第三，從對受害者的研究中我們知道，

that without the ability to report anonymously,

如果無法匿名舉報，

the fear of consequences is so overwhelming

人們對後果產生的極大恐懼感

that most people will never report incidents.

導致他們不會去舉報事件。

We found the same was true for witnesses.

同樣的事發生在目擊者身上。

When we asked them directly, in our study,

在研究裡，當我們直接地問，

whether organizations could do something

組織可以如何改進，

to improve the fact that they might report,

並提高他們會去舉報的機會，

they said, number one that they could do better

他們說，組織首先能改進的地方是

was allowing for witness anonymity.

允許目擊者匿名舉報。

Second was providing choices about who to report to.

第二是為向誰舉報提供選擇。

Perhaps shockingly,

驚訝的是，

although managers are the most likely person

即使主管是最有可能

to be perpetrating harassment or discrimination,

施行騷擾或歧視的人，

in many organizations

在許多組織裡，

they're also supposed to be your first point of contact

他們本應是當事情變糟時

需要首先通知的人。

when things go wrong.

Now that's a major sticking point.

那是重要的關鍵。

So being able to choose who you go to is crucial.

能夠選擇向誰舉報極其重要。

Third, encouraging witness reporting.

第三，鼓勵目擊者舉報。

Back to setting a tone in your organization,

在組織裡帶頭做好時，

saying you can and should report things,

告訴大家能夠且必須舉報事件，

and you can help stand up for each other.

大家可以彼此支持。

Fourth, even when you have all of this in place,

第四，即使這些環節都做好了，

most people will not speak to HR.

大多數人不會告訴人事部。

We know this, because at Spot,

我們知道，因為我們以為在 Spot 用匿名可以解決所有的問題。

we though anonymity would solve everything.

It did not.

但是不行。

Anonymity is one piece of the puzzle.

匿名只是解決方案的一部分。

Conducting surveys means that you go out to your employees,

進行調查代表著你向員工伸出援手，

you don't wait for them to come to you.

而不是等他們過來。

And you ask everybody about how they feel

詢問所有人

對組織內包容性 和多樣性工作狀況的感受。

about the health of inclusion and diversity efforts

within the organization.

And be specific.

請明確點，

Ask people about specific incidents or specific things they've witnessed.

詢問他們目擊到的 具體情況或特定事件。

Because just like in our survey,

因為在我們的調查中，

if you ask people directly

如果你直接地問

if they have experienced harassment or discrimination,

他們有沒有經歷騷擾或歧視，

the default answer is no.

通常答案是沒有。

But if you ask about specific experiences or specific behaviors,

但是如果你詢問 特定經歷或特定行為時，

most people go, "Oh, yeah, I saw that the other week."

大多數人會說：「噢，對， 前陣子我目睹此事。」

So making sure you ask the right questions is crucial.

重要關鍵是確保你問對問題。

Finally, and most importantly,

最後，也是最重要的，

research shows that one of the best ways to mitigate the bystander effect

研究顯示

減輕旁觀者效應最好的方法

is to build a shared social identity.

是建立社會共同一致性。

It's not about policing each other,

這不是互相監視，

it's not about calling each other out,

不是彼此叫對方負責，

it's about being a cohesive unit.

而是成為團結的一體，

We are in this together.

我們共同面對。

If you attack one of us,

如果你攻擊我們其中一員，

you are attacking all of us.

等同攻擊我們全部人。

Because wouldn't you want that?

難道你不希望這樣嗎？

Wouldn't you want someone to stand by you if something negative happens?

難道你不希望壞事發生時 有人在身邊支持你嗎？

We're all, hopefully, collectively building an organization

希望我們全部共同建立

that is stronger and healthier and more diverse and inclusive.

強大、健康、多元化和包容的組織。

Without my allies, I wouldn't be here.

如果沒有我的盟友，我不會在這裡。

When I was first targeted with inappropriate behavior at work,

當我第一次遭受職場不正當行為，

I fell into a depression,

我非常沮喪，

and I almost left academia altogether.

甚至差點離開學術界。

Without a few people who stood by me,

如果沒有人在身邊支持我，

I wouldn't be on this stage right now.

我現在不會在台上。

And I wish I had a happy ending for you.

我希望有一個完美的結局。

But unfortunately, these individuals are still at it.

不幸的是，這些人不會停止。

You see, in organizational structures where colleagues work in dispersed ways,

要知道在同事分散工作的組織結構裡

where it's difficult to know who even to report to,

很難了解應該向誰舉報，

never mind what the consequences might be,

遑論後果如何。

these kinds of behaviors are most likely to flourish for longer.

這些行為可能會持續很長的時間，

But that doesn't stop me from trying to stop it.

但是我會繼續嘗試阻止它，

And I can tell you one thing --

我可以告訴你——

that over the past couple of years of my research,

在過去幾年的研究，

I have found that there have been so many positive changes.

我發現了許多正面的改變。

Changes in legislation,

法律改了，

changes in attitudes,

態度變了，

and organizations are finally taking these issues seriously.

組織終於認真對待此一問題。

I swear, the time of the harassers and the bullies and the discriminators

我發誓，騷擾者、 霸凌者和歧視者的時代

is coming to an end.

將會完結。

Thank you.

謝謝！

(Applause)

（掌聲）