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I'm Dr. Julia Shaw, a research associate at University College London, and the cofounder of Spot.
我是朱莉亚·肖博士，伦敦大学学院的一名助理研究员，也是Spot组织的联合创始人。
Spot is a tool that helps organizations tackle harassment and discrimination with better reporting options and better training.
Spot是一个帮助企业解决骚扰及歧视问题的工具，具有良好的举报机制及培训模式。
And in 2019, along with Dr. Camilla Elphick and Dr. Rashid Minhas, and a number of international NGOs and charities,
2019年，我和卡米拉·埃尔菲克博士、拉希德·米纳斯博士以及很多国际非政府组织、慈善团体，
we conducted one of the largest studies ever on witnesses of harassment and discrimination at work. Why witnesses?
针对职场中骚扰和歧视现象的目击者开展了有史以来最大的一项研究。为什么研究目击者？
The first time that I was victimized and became the target of inappropriate workplace behavior, I hadn't even left university.
在我第一次成为职场不正当行为的受害者时，我尚未大学毕业。
A couple of academics who were far more senior than me repeatedly and relentlessly targeted me.
几位资历远高于我的学术界人士持续不断地骚扰我。
And every time something happened, I wished that someone would speak up.
每当事发，我总希望有人能够发声。
That they would tell me that I'm not overreacting, that I'm sane, that there's something that we could do.
希望有人能告诉我，我的反应是恰当的、我的头脑是理智的、此事是有应对方式的。
But instead, I found myself with reporting paralysis. I didn't speak up and neither did most other people.
然而，我发现我本人竟无力上报此事。我没有为自己发声，大多数旁人也没有。
Why didn't I just speak up? Well, I was worried about the consequences for my career, because I loved my work.
我为什么默不作声？事实上，因为这样会给我职业生涯造成负面的后果，而我很爱我的工作。
I was also worried about things that many people see as barriers, like not being believed or taken seriously, like my situation resulting in no change.
我也会为那些被常人视作负担的因素担忧，例如，不被信任或认真对待，或者即使我说出来也无济于事。
Luckily, over the past couple of years,
幸运的是，过去几年来，
we've seen that reporting paralysis is affecting fewer people and some people are able to now have voices who before were voiceless.
我们发现因故无力上报的人越来越少，而其中一些原先被禁声的人现在也能够发声了。
When we first started Spot, we allowed people to submit statements about experiencing harassment or discrimination to talktospot.com.
在Spot创立之初，我们让大家记述自己亲历过的骚扰或歧视事件，并发送到talktospot.com。
And as researchers, we looked at these stories, and we were shocked when we found that 93 percent of victims reported that there was at least one witness.
身为研究者，我们在研读这些故事时发现了一项惊人的事实：93%的受害者表示，在他们的事件中存在至少一位目击者。
These things aren't happening behind closed doors.
这类事件并非发生在不为人知的场合。
Further research has since come out which has further repeated this idea that most harassment and discrimination is witnessed.
后续研究也进而揭示并反复印证了这一观点：大多数骚扰事件与歧视事件就发生在人们眼皮底下。
And so how do we mobilize these witnesses?
那么我们该如何让目击者们有所行动呢？
First, let's talk about the psychology of being a witness.
首先，我们来聊聊作为一名目击者的心理活动。
In 2018, two women were at a Starbucks when they watched a barista deny access to a washroom to two African American men.
2018年，两位女士在一间星巴克咖啡馆内看到一个服务生禁止两位非裔美籍男士使用店里的卫生间。
Instead, the barista called the police. The two active bystanders took a video of the men in handcuffs and posted it online.
而且，该服务生还报了警。这两位积极的旁观者拍下了两名男士无端被捕的视频并传到了网上。
This active bystanding had an almost immediate positive effect.
这次积极的旁观举措几乎立刻就起到了正面作用。
Starbucks closed a number of its doors and implemented bias training.
星巴克关闭了数间店铺，并进行了避免偏见的职工培训。
Most of us think that we would be these active bystanders. That we would be these kinds of heroes.
我们大部分人都认为自己也是积极旁观者，认为自己也能做出同类的英勇之举。
In fact, in research on this, when researchers give people hypothetical scenarios and ask if they would intervene,
但实际上，在相关的研究中，当研究者给出一个场景设想并询问人们是否会介入，
most of us say, "Yes, of course, of course I would stand up."
我们大部分人会说：“是的，我当然会挺身而出。”
But even when those same researchers present an actual physical situation where someone needs to actually intervene, most people do nothing.
然而当同一批研究者营造出某人真正需要他人介入的实情实景时，大部分人却无所作为。
And they fall prey to the well-known bystander effect.
于是他们切身实践了众所周知的“旁观者效应”。
Why? And what are the barriers that people are facing?
为什么？人们面前的障碍到底是什么？
In our research, three quarters of people who we had interviewed and who we had participate in our study -- which was over 1,000 participants
在我们的研究中，在所有参与研究和被研究者中，有四分之三的人，即在超过1000名参与者中，
three quarters of them said that they never reported the incident to HR, they never reported the incident to someone who could do something about it.
有四分之三的人表示，他们从未将这类事件报告给人力资源部，他们从未将这类事件报告给有能力改变事态的人。
And the barriers that they cited?
是什么阻止了他们？
The number one barrier was actually the exact same as the main barrier that victims report, which is the fear of consequences or retaliation.
首当其冲的阻碍与受害者不愿报案的理由完全相同：害怕此举所招致的后果或是报复。
Even witnesses are worried about what might happen to them and their careers.
连目击者都会为自己的人身安全或是职位感到担忧。
Other reasons that people reported was not wanting to interfere or not wanting to be a snitch, not knowing they could report, or not knowing how.
人们也提到了其它因素：不愿多管闲事、不愿当告密者；或是认为自己上报无门、不知如何上报。
All of these things can be targeted with better education and better systems in workplaces.
而这一切都是更完善的职场认知与职场系统需要解决的问题。
But the story of the witness isn't complete without also talking about the consequences for the witnesses themselves.
但既然要聊发生在目击者身上的故事，就不能不说说那些事件给目击者本人造成的后果。
If you were to see someone who just witnessed a crime being committed on the street,
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，
you would almost certainly go up to that witness and say, "Are you OK? Do you need some support?"
你多半会走上前去对这位目击者说：“你还好吗？需不需要什么帮忙？”
You might even offer them counseling or therapy to process what they just saw.
你也许还会为他们提供咨询或治疗来缓解目击事件带来的刺激。
But witnesses at work are largely invisible. And of course, so is support for them.
但职场中的目击者往往是看不见的。当然，能给予他们的支持也是看不见的。
And some of this invisibility might even be internalized.
而其中一些看不见的问题甚至会内化。
When we asked our participants about reporting, and when we asked them about the negative consequences for them,
当我们向参与者们提及上报时，当我们向参与者们问到上报的负面后果时，
we found that most people said, when asked directly, "Did witnessing this experience have a negative repercussion?"
当我们直接发问：“目睹这类事件会对你产生负面影响吗？”
Most people said, "No, I'm fine."
我们发现大部分人都说：“不会，我挺好的。”
But when we looked at the qualitative entries, when we looked at what people actually wrote about this experience,
可当我们着眼于实质性的记录，当我们着眼于人们对这类经历的文字描述时，
we found that these experiences had profoundly negative impacts.
我们发现这些经历已然造成了深刻的负面影响。
They increased stress and anxiety and depression, they increased the prevalence of desire to leave the organization, loss of faith.
他们的压力、焦虑与抑郁情绪加重了；他们对于离开工作单位的念头更加强烈了；他们失去了信念。
Why is there this discrepancy?
为什么会出现这样的差异？
It seems that we're doing a comparative evaluation. "Compared to the victim, nothing really happened to me."
貌似我们都在做一项评估。“与受害者相比，我并没受到什么实质影响。”
But that's not really the right question. And support shouldn't be invisible just because you're less affected.
但问题不能这么问。不能仅因为你受到的影响较小，就让你无从找到应有的支持。
Because we're all affected and we should all be supporting each other.
正因为我们都受到了影响，我们才更应该枝干相持。
We also found evidence of a social contagion.
我们还发现了社交传播的迹象。
While 23 percent of participants told HR, more, 46 percent, told colleagues, usually someone on their team, and 67 percent told someone outside of work.
仅管有23%的参与者告知了人力资源部，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，而67%的参与者告知了工作圈以外的人。
What this shows is that the negative consequences of the situation, where someone is harassed or discriminated against, go far beyond the room.
该数据表明：如果有人被骚扰或被歧视，其负面后果的影响力将远不限于办公室内。
People take that story with them and that discontent grows as they tell more and more people,
人们将这类故事记在心头，不满情绪也会随着他们向越来越多人讲述而增长，
and this has the real effect that is almost certainly threatening your ability as an organization to retain and attract diverse and excellent candidates.
而这就有了着实质性的影响：公司自身保留与吸引多元化优秀人才的能力几乎必然会受到威胁。
So what do we do to stop this social contagion?
那么我们要如何阻止这样的社交传播？
What do we do to reduce these barriers and how do we provide support for witnesses and victims? How can we be better allies?
我们要如何减少阻碍并为目击者与受害者提供帮助支持？我们要如何成为更合格的盟友？
And it's easier than you might think.
答案也许比你想象的要简单。
In my research, I've come across five particular things that I think every organization can and should do to help tackle this issue and to build healthier workplaces.
在我的研究中，有这么五件事是我认为每个公司在处理这类问题并营造更健康的职场环境时能做且该做的事。
First, showcase your commitment.
第一，表决心。
If your leadership isn't repeatedly saying how important diversity and inclusion is to them, and living by example, no one is going to believe you.
如果你作为领导，不反复去强调多元与包容的重要性，并以身作则，就不会有人买你的帐。
An HR-driven campaign is insufficient. Your organization is a direct mirror of its leadership team, and they need to be setting the tone.
一套以人力资源为主导的主张方案尤为重要。公司组织架构直接反映其领导层的状况，领导层需要定调。
Second, train your managers. The main person who's likely to harass someone in your organization is a manager.
第二，调教好你的经理人。公司组织架构里最有可能骚扰他人的就是经理人。
Now, why? Perhaps because power corrupts, or perhaps because we promote people into managerial roles because they're excellent at their jobs,
为什么呢？或许因为权力使人腐败，又或许因为我们提拔员工至管理层岗位是鉴于他们出色的工作能力，
and we assume that they will pick up the people skills, pick up the management skills along the way. But then they don't.
于是我们期望他们会将为人处事的能力连同经营管理能力同时培养起来。但结果并非如此。
And this provides a fertile ground for harassment and discrimination with unrealistic expectations, with poor time management, with poor conflict management skills.
而这种不切实际的期望，伴随着糟糕的时间管理能力与糟糕的冲突管理能力，为骚扰事件与歧视事件提供了滋润的土壤。
Train your managers.
调教好你的经理人。
Third, we know from research on victims that without the ability to report anonymously,
第三，通过研究受害者，我们得知：如果不能匿名上报，
the fear of consequences is so overwhelming that most people will never report incidents.
那么对后果的恐惧之强烈会致使大多数人选择不上报。
We found the same was true for witnesses.
这一点对目击者也成立。
When we asked them directly, in our study, whether organizations could do something to improve the fact that they might report,
在我们的研究中，我们直接询问：公司要怎么做才能提高他们上报的意愿，
they said, number one that they could do better was allowing for witness anonymity.
他们都说，公司的首项改善措施就是允许目击者匿名。
Second was providing choices about who to report to.
其次是允许他们选择上报对象。
Perhaps shockingly, although managers are the most likely person to be perpetrating harassment or discrimination,
或许很令人惊讶，尽管经理人往往最可能是骚扰或歧视事件中的加害者，
in many organizations they're also supposed to be your first point of contact when things go wrong.
但在许多公司中，他们同时也会是恶劣事件发生后你头一位要接触的人。
Now that's a major sticking point. So being able to choose who you go to is crucial.
这可是关键的分歧点。所以能慧眼识人相当重要。
Third, encouraging witness reporting.
第三，鼓励目击者报案。
Back to setting a tone in your organization, saying you can and should report things, and you can help stand up for each other.
又回到了给公司定调，要强调大家都能够也应该去报案，强调大家都能够挺身而出，互相帮助。
Fourth, even when you have all of this in place, most people will not speak to HR.
第四，即便刚刚提到的一切都到位了，大多数人还是不会向人力资源部开口。
We know this, because at Spot, we though anonymity would solve everything. It did not. Anonymity is one piece of the puzzle.
我们深知如此，因为在Spot，我们认为匿名解决不了一切问题。确实不能。匿名只是问题的一小部分。
Conducting surveys means that you go out to your employees, you don't wait for them to come to you.
主动进行意见调查说明你对员工上心，别等到他们带着意见找上你。
And you ask everybody about how they feel about the health of inclusion and diversity efforts within the organization.
你还要主动询问每一个人的感受询问他们对公司内部包容与多元的程度有什么感受。
And be specific. Ask people about specific incidents or specific things they've witnessed.
要问得具体到位。询问他们具体目击到的事件或事物。
Because just like in our survey, if you ask people directly if they have experienced harassment or discrimination, the default answer is no.
正如我们研究所示，如果你单刀直入地问，是否经历过骚扰或歧视，大家会本能地回答：没有。
But if you ask about specific experiences or specific behaviors, most people go, "Oh, yeah, I saw that the other week."
但如果你问到了具体的经历或具体的行为，大部分人会说：“哦对，我之前看见过。”
So making sure you ask the right questions is crucial.
所以关键在于确保以正确的方式提问。
Finally, and most importantly, research shows that one of the best ways to mitigate the bystander effect is to build a shared social identity.
最后，也是最重要的一项，调查表明，消除“旁观者效应”最好的方式之一就是建立共有的社会身份。
It's not about policing each other, it's not about calling each other out, it's about being a cohesive unit.
这与相互监管无关，也与相互指责无关，这关乎在一个具有凝聚力的团队中共处。
We are in this together. If you attack one of us, you are attacking all of us.
我们是一个团队。如果你冒犯了我们中的一员，你就冒犯了我们所有人。
Because wouldn't you want that? Wouldn't you want someone to stand by you if something negative happens?
难道你不希望如此吗？难道在糟糕的事情发生时，你不希望获得他人的支持吗？
We're all, hopefully, collectively building an organization that is stronger and healthier and more diverse and inclusive.
照理说，我们所有人都在协作共建一个更强大、更健全、更多元且更包容的组织架构。
Without my allies, I wouldn't be here.
没有盟友，我就不会来到这里。
When I was first targeted with inappropriate behavior at work, I fell into a depression, and I almost left academia altogether.
在我第一次成为职场不正当行为的受害者时，我陷入了抑郁，几乎彻底离开学术界。
Without a few people who stood by me, I wouldn't be on this stage right now.
如果没有当时那些伴我左右的人，我现在就不会站在这个演讲台上。
And I wish I had a happy ending for you. But unfortunately, these individuals are still at it.
我也希望故事能有一个圆满的结尾。但很不幸，这类事件依然存在。
You see, in organizational structures where colleagues work in dispersed ways, where it's difficult to know who even to report to,
要知道，在同一个组织架构下，如果共事的人们彼此疏离，如果想要了解上报途径都非易事，
never mind what the consequences might be, these kinds of behaviors are most likely to flourish for longer.
那么无论面临什么样的制裁，这类令人不齿的行为依然很可能继续存在。
But that doesn't stop me from trying to stop it.
但这断绝不了我试图将其断绝的决心。
And I can tell you one thing -- that over the past couple of years of my research, I have found that there have been so many positive changes.
有一点我很确定--在我过去几年的研究中，我看到了许多积极的转变。
Changes in legislation, changes in attitudes, and organizations are finally taking these issues seriously.
立法上的转变、态度上的转变，而且各个组织终于开始重视这些问题了。
I swear, the time of the harassers and the bullies and the discriminators is coming to an end. Thank you.
我发誓，那些骚扰者、霸凌者、歧视者的好日子就要到头了。谢谢。
