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How do you explain those steep increases?
你如何解释这种急剧的增长？
What’s going on -- it doesn’t seem like people are born this way.
这是怎么回事--人似乎不是生来就是这样的。
Can societies, can organizations breed cynicism?
社会、组织能滋生愤世嫉俗吗？
Oh, 100%, and you’re exactly right, that cynics are not born, they’re made, so betrayal can make any of us feel less trusting.
的确，你说的完全正确，愤世嫉俗的人不是天生的，他们是后天养成的，所以背叛会让我们中的任何一个人感觉不那么信任。
In fact, we’ve evolved as a species to look out for signs that other people might be after us, might try to harm us, might try to cheat us, and that’s a really good thing in some cases, right?
事实上，作为一个物种，我们已经进化到留意其他人可能追踪我们、可能试图伤害我们、可能试图欺骗我们的迹象，在某些情况下，这是一件好事，对吗？
We’re highly vigilant to signs that someone else might be untrustworthy, which helps us be protected from real crooks and swindlers.
我们高度警惕其他人可能不值得信任的迹象，这有助于我们免受真正的欺骗和骗子的伤害。
Unfortunately, it also causes us to see crooks and swindlers where they aren’t.
不幸的是，它也让我们在骗子不存在的地方看到了欺骗和骗子。
That’s what I call badness attunement, and it’s one ingredient of our minds that makes cynicism easy to spread.
这就是我所说的坏调谐，它是我们头脑中的一个成分，使愤世嫉俗很容易传播。
In my own lab, we found that if you present people with stories of somebody who does something moral and something immoral, so there’s sort of evidence on both sides that they might be good or they might be not so good, people judge that individual super harshly.
在我自己的实验室里，我们发现，如果你向人们展示某人做了一些道德的事情和一些不道德的事情的故事，那么双方都有某种证据表明他们可能是好人也可能不是好人，人们对这个人的评价非常严厉。
They also gossip more about the negative things that people do than the positive things that they do, and we extrapolate more.
他们也更多地谈论人们做的消极的事情，而不是他们做的积极的事情，我们推断得更多。
When we learn about an immoral act, people decide that they’ve learned more about humanity than if they learn about something good that somebody does.
当我们了解到不道德的行为时，人们认为他们对人性的了解比他们了解别人做的好事要多。
In other words, we focus a whole lot on the worst in other people.
换句话说，我们把很多注意力都集中在别人最坏的一面上。
Oftentimes, cynicism can spread just between people in all sorts of communities, but especially when leaders in workplaces are cynical, it’s so easy for their worldview to work its way into how they lead and into their people.
通常情况下，愤世嫉俗可以在各种社区的人之间传播，但特别是当工作场所的领导者有愤世嫉俗的态度时，他们的世界观很容易影响到他们如何领导和影响他们的员工。
One example of this is zero-sum management, when you pit people against one another.
零和管理就是一个例子，你让人们相互竞争。
The most famous example of this is Jack Welch and Steve Ballmer’s use of stack ranking, or I guess it was called rank and yank, where basically people on a team, some of them are assigned as high-performers and rewarded, some are assigned middle bucket, and others are assigned as low performers and not given a bonus or even laid off.
最著名的例子是杰克·韦尔奇和史蒂夫·鲍尔默使用的堆叠排名，或者我猜这被称为末位淘汰，基本上是团队中的人，他们中的一些人被分配为表现优秀的人并得到奖励，一些人被分配到中等水平，而另一些人被分配为表现不佳的人，不会得到奖金，甚至会被解雇。
This is meant to drive people based on their competitive instincts, their selfishness, but unfortunately, what it actually does is make people feel as though everyone around them, including the people they’re supposedly working with, they’re actually working against.
这是为了驱使人们基于他们的竞争本能，他们的自私，但不幸的是，它实际上所做的是让人们感觉到他们周围的每个人，包括他们应该共事的人，实际上都是他们的对手。
That sense of competition makes people into their most selfish and competitive and ruthless selves in ways that really destroy collaborative endeavors and make work much less efficient and much less effective.
这种竞争意识让人们进入了他们最自私、最具竞争力和最无情的一面，破坏了合作的努力，使工作效率和效率大大降低。
