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Now companies are searching for more effective, less infuriating alternatives.
如今，各大公司正在想别的，更有效、更不容易激怒白人男性员工的办法。
Take tech firms, which have come under fire for being among the worst offenders when it comes to bias.
以所持偏见最厉害为此遭饱受攻击的“科技公司”为例。
The irony is that they have also been at the forefront of devising new ways to combat it.
具有讽刺意味的是，该公司制定起各种新方法解决这一问题时也是行业的先锋。
Can they turn around a culture where sexism has not only been tolerated but in many cases celebrated?
面对一种长期以来容忍甚至是以性别歧视为荣的文化，他们真的能够扭转乾坤吗？
I sat down with Brian Welle, director of people, analytics at Google,
为此，我请来了谷歌人力资源部的部长兼分析师Brian Welle
who is tasked with helping lead the latest trend: unconscious-bias training.
最近谷歌的最新动作——无意识偏见培训就是他领导开展的。
We all have prejudices buried so deeply inside of us that we don’t know they exist.
偏见就扎根在我们每个人的内心深处，以致于有时候我们甚至都察觉不到它们的存在。
Unconscious-bias training is supposed to arm employees with the tools they need to recognize it and neutralize these prejudices.
无意识偏见培训可能的目标就是教员工学会识别并消除这些偏见。
His role, Welle told me, was to ensure that “every decision we made, from hiring to promotion to pay to performance,
Welle告诉我，他的工作就是确保“我们做出的每一个决定，从雇用到晋升到薪酬制定到绩效的评估这一系列的环节，
didn’t have an unintended bias” against women or other underrepresented groups.
都不存在对妇女或其他弱势群体的无意识偏见。”
Welle seized on an insight that has proved to be key for anyone who is trying to wipe out hidden biases:
Welle已经洞察到，任何人想要消除无意识偏见，最关键的一点就是：
if we believe that everyone around us is trying hard to fight against those stereotypes and prejudices, we’ll do the same.
如果我们认为我们周围的每个人都在努力跟这些刻板印象和偏见做斗争，我们就会加入他们的行列。
Call it peer pressure, or call it a pack mentality.
这种心理就叫“同辈压力”，也叫“从众心理”。
Whatever it is, it works.
不管它叫什么，事实证明这一理念确实起作用了。
Our own biases disappear.
我们自己的偏见消失了。
Welle and his team ultimately developed a workshop for Google employees that strives to mimic those conditions.
Welle及其团队最终为谷歌员工搞了一个努力模拟这些情况的培训班。
In a typical session, he explains the science, so that employees can understand that yes, we’re all biased,
在代表性的课上，他会解释这一培训背后涉及的科学原理，让员工能够理解，“是的，我们都有偏见，
and yes, we’re all trying to fight it, and don’t worry, it isn’t your fault.
是的，我们都试图与之抗争。不要担心，这不是你的错。”
He focuses on four ways to “interrupt” bias, all of which boil down to one word: awareness.
他侧重于四种“打破”偏见的方式，而所有这些办法都可归结为一个词：意识。
He encourages employees to use consistent criteria to measure success and to rely on data rather than on gut reactions when evaluating others.
他鼓励员工使用一致的标准衡量成功，鼓励大家依靠事实而不是直觉评估他人。
He urges them to notice how they react to subtle cues.
他敦促员工们注意自己是如何对待一些细节的。
Finally, he encourages employees to call out bias when they see it, even if the culprit is their own boss.
最后，他鼓励员工们在看到偏见就说出来，即使当事人是他们自己的老板。
To be sure, unconscious-bias training isn’t a cure-all.
可以肯定的是，无意识偏见培训不是万能的。
Last year, a male Google engineer penned an anti-diversity “manifesto” protesting such efforts, and later called the firm’s training “just a lot of shaming.”
去年，谷歌一位男性工程师写了一份抗议这种努力的反多元化“宣言”，后来还说该公司的培训“只是给大家带来了很多的羞辱。”
The company fired him— and he hit back in January, suing Google for discrimination against conservative white males.
公司解雇了他 - 他在1月份回击了谷歌，控告谷歌对保守白人男性有偏见。
Google is also fighting U.S. Department of Labor allegations of “extreme” under-payment to female Google employees, which the company denies.
谷歌还和美国劳工部打起了官司，因为后者指控谷歌给予女性员工的工资极低，该公司则否认这一说法。
