How to reduce bias in your workplace | The Way We Work, a TED series

- We all have our biases,

譯者: Lilian Chiu 審譯者: Thomas Tam

金·史考特：我們都有偏見，

the set of assumptions that we make,

偏見是我們做的假設， 且是我們不會注意到的，

and the things we don't notice

about people's race, gender, religion, sexual orientation,

關於人的種族、性別、宗教、

性向、外貌，及其他特徵。

appearance, and other traits.

They come from the part of our mind

偏見來自大腦， 會快速跳到結論的那部分，

that jumps to conclusions

that we might not even be aware that we have.

我們甚至不會意識到。

- I really can't tell you the number of times people assumed

特里爾·布萊恩特：我已經算不出 假設我是接待員的次數了，

I was the receptionist

when I was an executive at the company.

我其實是公司主管。

- That kind of bias gets in the way of good collaboration,

金：那種偏見會阻礙好的合作、

performance, and decision-making.

表現和決策。

- It creates an invisible tax of resentment and frustration.

特：它創造一種無形的、 忿恨和挫敗的壓力。

The more frustrated we are,

我們越覺得挫折， 我們通常就會越沉默。

the more silent we are likely to be.

And the more silent we are,

我們越沉默，就更難 把工作做到最好。

the less we may be able to do our best work.

不過，好消息是， 偏見不是不可避免的。

The good news though is,

bias is not inevitable.

〔我們工作的方式〕

So here's how to disrupt bias in three steps.

特：以下是打破偏見的三個步驟。

第一步是創造出共同的字彙。

The first step is to create a shared vocabulary.

Sometimes bias shows up in big embarrassing gaffes,

有時偏見出現的形式 是巨大而尷尬的失態，

but more often it comes out

但更常見的形式是 我們在小地方選用的字詞，

in the little words and phrases we choose,

which are packed with assumptions.

這些字詞帶著假設性。

特別是在會議中，

In meetings especially, these often go unnoticed

這些字詞不會被注意到， 更糟的情況是，

or even worse, people notice, but don't know what to say.

有人注意到卻不知道該說什麼。

That's why we recommend coming up with a shared word

那就是為什麼我們建議 要提出一個共同的字詞，

or phrase that everyone agrees to use

大家都同意使用，

to disrupt bias, attitudes or behaviors.

來中斷有偏見的態度或行為。

Examples teams are using our bias alert, stoplight,

比如有些團隊會用「偏見警告」、

「紅燈」或做出和平手勢。

or even throwing up a peace sign.

- Leaders often ask us to give them the right words,

金：領導者通常要 提供他們認為「對的字詞」，

但最好的字詞就是你們團隊 實際上會說的字詞，

but the best words are the ones your team will actually say,

not the ones that leaders impose.

而不是領導者要求的。

So talk to your team.

那就要和你的團隊談談。

My very favorite is the one that you recommended Trier,

我最喜歡的字詞是特里爾你建議的

purple flag.

「紫旗」。

When someone says or does something biased,

當有人的言行舉止出現偏見時，

we'll say purple flag,

我們就說「紫旗」。

and maybe we'll even waive a purple flag.

也許我們還會揮舞一面紫旗。

It's not a red flag, it's a friendly purple flag.

它不是紅旗。

它是友善的紫旗。

- It helps us become more aware of our blind spots.

特：協助我們更能 意識到我們的盲點。

- Purple flag. - Purple flag.

金：紫旗。 特：紫旗。

Thanks for pointing that out.

謝謝你提醒我。我最近 發現我會用很多視覺隱喻，

I've been noticing lately I use a lot of sight metaphors

that often portray disabilities like being visually impaired

通常是用來描述殘障 如視障，且帶有貶意，

in negative ways,

but I'm committed to doing better and working on it.

但我正在努力，承諾會做得更好。

- I am too.

金：我也是。

Another great shared vocabulary trick

還有一招共用字彙的絕招，

is to ask members of your team to respond to bias

就是請你的團隊成員 用「我」陳述句來回應偏見。

with an I statement.

An I statement invites the other person in

「我」陳述句是在邀請對方進來，

to understand things from your perspective

從你的角度看事情，而不是趕他們出去。

rather than calling them out.

Like, I don't think you're going to take me seriously

比如「我不認為你稱呼我 『親愛的』時，會認真看待我」，

when you're calling me honey.

Or I don't think you meant that the way that it sounded.

或「你的意思並 不是聽起來那樣」。

Usually when people's biases are pointed out to them

通常，用清楚 且有同情心當面點出

clearly and compassionately,

一個人的偏見時，

they apologize and correct things going forward,

他們通常會道歉，且以後就會改正。

usually, but not always.

通常，但不一定。

- That brings us to the second step,

特：這時要談第二步了。

create a shared norm for how to respond

創造出共同的標準， 說明當偏見被點出時要如何回應。

when your bias is pointed out.

- When my bias is flagged,

金：當我的偏見被點出時， 我只會高興學到了新東西，

I can only be glad that I'm learning something new

if I can move past the shame,

只要我能克服羞恥感。

I hate the idea that I've harmed someone.

我討厭「我傷了別人」的想法。

And when I feel ashamed, I rarely respond well.

當我感到羞恥時， 我的回應通常不會很好。

So it's really helpful to have that shared norms

所以能有共同的標準會很有幫助，

so that I know what to say in those moments.

在那種情況下 我就會知道該說什麼。

- We recommend you start with,

特：我們建議你先說 「謝謝你點出來」。

thank you for pointing that out.

It took courage for that person to disrupt the bias.

對方需要勇氣才能打斷你的偏見，

So it's important to acknowledge that.

所以認可這點十分重要。

Then there are two choices on what to say next.

接下來要說的話有兩種選擇。

One, I get it.

一：「我了解。」

Or two, I don't get it.

二：「我不了解。

Could you explain more after the meeting.

會議結束後能多解釋嗎？」

- The other day, you and I were recording a podcast

金：有一天，你和我 在錄製播客節目時，

and I said, HR serves three masters

我說「人力資源要服侍三個主子。」

and you waved the purple flag.

而你揮起了紫旗。

I knew what I had done wrong.

我知道我錯在哪裡。

Why was I using a slavery metaphor?

我為什麼要用奴隸的比喻？

We hit pause, I thanked you and we rerecorded.

我們按下暫停鍵，

我謝謝你之後就重錄了。

It was no big deal.

這沒什麼大不了。

The thing I love about the purple flag

我很愛紫旗的原因是因為它的效率。

is how efficient it is.

- Flagging the bias didn't prevent us

特：點出偏見不會讓工作無法完成。

from getting the work done.

In fact, it helps us work together more honestly,

事實上，還協助我們更真誠地合作。

it's even harder, when I don't know what I did wrong.

金：我當不知道錯在 哪裡時，就更困難了。

Once I asked someone out to lunch,

有一次，我邀請某人吃午餐。

out came the purple flag.

紫旗就出現了。

I had no idea why.

我完全不知道為什麼，

So I was relieved to know what to say next.

當知道接下來該說什麼， 我才鬆口氣。

Thank you for pointing it out, but I don't get it.

「謝謝你點出來，但我不懂。

Could we talk after the meeting?

會後我們能談談嗎？」

Afterwards, the person reminded me

事後，那個人提醒我， 他們在齋月中做齋戒。

that they were fasting for Ramadan.

我馬上就會意，

It instantly made sense to me,

發現我在這方面可以更注意些。

and I discovered something that I could be more aware of.

But to get to awareness,

但要做到對偏見有意識， 必須要先克服羞恥感。

I had to move through shame.

It was hard to say I don't get it.

「我不懂」很難說出口。

The shared norm helped me listen and learn

共同的標準協助我傾聽和學習

rather than getting defensive.

而不是馬上防禦。

The fact that there was a norm at all,

光是「有標準可循」這件事

reassured me that other people

就讓我很確定其他人 也會犯類似的錯誤，

are making similar kinds of mistakes

and that we're all learning together.

而且我們在一起學習。

- Disrupting bias may start off feeling uncomfortable,

特：打斷偏見一開始 會覺得很不舒服，

but with time and consistency,

但若能長時間堅持做下去， 就產生必要的毅力去完成它。

we can build the stamina we need to push through it.

When it becomes routine for us to notice our biases,

當注意偏見成為日常習慣時，

all of a sudden they feel less threatening.

突然間，它們的威脅性就降低了

It's hard to break bias habits,

要習慣打破偏見不容易，

yet we can change the pattern with consistent effort.

但如果持續努力， 我們仍然可以改變這個模式。

- We've got to be patient with ourselves and with others.

金：我們要對自己及他人有耐心。

- Patient and also persistent.

特：並有耐心及堅持不懈。

- Yeah.

- Which brings us to our last step.

這就來到最後一步了。

Once the team has come up with a shared vocabulary

一旦團隊提出了共同的字彙

and agrees on the shared norm for how to respond,

且同意採用共同的標準來做回應，

the team should commit to disrupting bias

團隊要承諾每次會議 至少會打斷一次偏見。

at least once in every meeting.

- If bias isn't flagged in a meeting,

金：在會議中沒有點出偏見， 並不表示沒有任何偏見存在。

it doesn't mean there wasn't any bias.

It just means either nobody noticed,

只表示也許沒有人注意到，

or nobody knew what to say.

或者沒有人知道該說什麼。

When we are silent about bias, we reinforce it.

當我們對偏見保持沉默時， 就會強化偏見。

且不能只靠偏見的對象來點出偏見。

And it can't be just the targets of bias who point it out.

Observers and leaders have got to speak up.

旁觀者和領導者必須要發聲。

We all have a responsibility.

我們所有人都有責任。

- By making a practice

特：將仁慈地、快速打斷偏見 變成一種常規，

of disrupting bias quickly and kindly,

we prevent it from metastasizing into something worse,

就能預防偏見轉變成更糟糕的東西，

like prejudice, bullying, discrimination, or harassment.

比如成見、霸凌、歧視，或騷擾。

- Bias disruptors,

金：打斷偏見的方式：共同的字彙、 共同的標準和共同的承諾，

a shared vocabulary,

a shared norm, and a shared commitment.

Ensure that we notice and learn from the mistakes

確保我們會留心， 並會從大家犯的錯誤中學習，

that we are all making so that we can work better together.

讓我們合作得更好。

- When we collaborate,

特：當我們合作時，

we use our full capacity as humans

我們人類會全力以赴， 一起完成更多的事，

to get more done collectively

than we could ever dream of accomplishing as individuals.

能達成的成就遠超過 個人所能夢想的。

So let's stop letting bias, get in the way.

咱們來防止偏見成為阻礙。

(gentle piano music)