演講MP3+雙語文稿:什么是“職場有效矛盾”？

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聽力課堂TED音頻欄目主要包括TED演講的音頻MP3及中英雙語文稿，供各位英語愛好者學(xué)習(xí)使用。本文主要內(nèi)容為演講MP3+雙語文稿:什么是“職場有效矛盾”？，希望你會喜歡！

【演講人及介紹】 Jess Kutch

Jess Kutch是Coworker.org的聯(lián)合創(chuàng)始人，這是一個幫助人們團(tuán)結(jié)起來改善工作和工作環(huán)境的非盈利組織

【演講主題】什么是“職場有效矛盾”？它能帶來什么

【演講文稿-中英文】

翻譯者 Jiasi Hao 校對人員 Ying Meng

00:13

I am a labor organizer, and in 2013, Icofounded an organization called coworker.org that uses technology to helppeople join with coworkers and organize for improvements in the workplace.

我是一名勞工組織者，在2013 年，我與人聯(lián)合建立了一個名為 coworker.org的組織。這個組織旨在使用科技來幫助人們與同事一起組織改善職場環(huán)境。

00:15

Now, there are two kinds of reactions towhat I do. Actually, no, there are three. The first is complete confusion aboutwhat organizing is. When my sked what I do and I told him, he thought Imeant organizing, like, Marie Kondo-style.

對于我的工作，人們一般有兩種反應(yīng)，實(shí)際上應(yīng)該是三種。第一種是搞不清“組織”這個定義是什么意思。當(dāng)我的醫(yī)生問起我的職業(yè)，我告訴了他，他以為我說的組織是那種類似藤麻理惠的收納整理風(fēng)格。

00:31

（Laughter）

（笑聲）

00:32

He was like, "Oh, that's so great, Icould use some of that around here. I would love to clean up our patient files."And I had to explain to him that no, no, it's not that kind of organizing, it'smore like if you showed up to work tomorrow and all the nurses in the officehad gotten together to ask for an across-the-board raise.

他說：“哦，那真是太棒了，可以在這里派上用場，我很樂意整理病人的檔案。”之后我不得不向他解釋，“不不，不是那樣的組織，更像是如果你明天來上班，辦公室里的所有護(hù)士都團(tuán)結(jié)了起來，要求全面加薪。”

00:49

（Laughter）

（笑聲）

00:51

"Oh," he replied, and he gotreally quiet.

“哦，”他回復(fù)道，之后就陷入了沉默。

00:54

（Laughter）

（笑聲）

00:55

Yeah, and that's the second kind ofreaction: the uncomfortable kind. People usually withdraw from the conversationand find someone else to talk to.

沒錯，這差不多就是第二種反應(yīng)：不舒服的那種。人們時常抽離對話，找另外一個人去交談。

01:05

Finally, there's the third reaction, theexcited one, the, "Oh my God, yes! We need this!" And someone alwaysproceeds to tell me a story. It's always a story about a job or a coworker or afriend who's enduring something awful at work. What I've noticed is that thereis never a neutral response to what I do. You're either repelled by it, oryou're struck with a lightning bolt of excitement.

最后，是第三種反應(yīng)，興奮的反應(yīng)，那種“天吶，太好了！我們正需要它！”之后經(jīng)常就會有人接著給我講故事。一般都是關(guān)于一份工作、一個同事，或一個朋友在工作中正在忍受不快的故事。我已經(jīng)發(fā)現(xiàn)對于我的工作，沒有人能夠有中立的反應(yīng)。你要么被它擊退，要么被興奮的閃電擊中。

01:31

So why does my work stir up such strongreactions? My hunch is that it's about conflict. If you have power in yourworkplace, maybe as a CEO or a senior leader of some kind, you're going to feeluncomfortable with that power being challenged. But if you lack power, or youknow someone who lacks it and needs it, you might grab me by the shoulders andshake me, you're so pumped. But really, we can all benefit from understandingwhat conflict can offer in our workplaces.

那么為什么我的工作能激起如此強(qiáng)烈的反應(yīng)？我的直覺是因?yàn)檫@關(guān)乎于矛盾。如果你在職場上坐擁權(quán)力，可能是CEO或是某種高級領(lǐng)導(dǎo)，那么當(dāng)你的權(quán)力受到挑戰(zhàn)時，你就會感到不適。但如果你或者其他人缺乏而且需要權(quán)力，你可能會抓著我的肩膀，激動萬分。事實(shí)上，理解矛盾在職場中能帶來什么，我們所有人都能從中受益。

02:03

The power imbalance in our workplace isreal, and it's constantly changing. Power moves between us, depending on ourroles and status. Now, sometimes this can feel like office politics, right?Which is never fun. But when we contest for power thoughtfully and togetherwith our coworkers, it can be incredibly productive.

職場中權(quán)力分配的不均是真實(shí)的，而且一直在變。權(quán)力在我們之間涌動，取決于我們的角色和地位。有時這感覺像是辦公室政治，對吧？辦公室政治從來都不有趣。但是面對權(quán)力，當(dāng)我們深思熟慮，并且與同事們并肩，就可以讓事情變得極其有成效。

02:24

And it's that kind of productive conflictthat I want to talk to you all about today, the kind that can make some of usuncomfortable. Business leaders should embrace when their workers conflict withpolicies and decisions, both for what it teaches us and for what it says aboutour commitment to each other.

這就是今天我想要和大家談?wù)摰哪欠N有效矛盾，那種可以使我們部分人聽著不舒服的矛盾。當(dāng)員工們與政策和決策發(fā)生矛盾沖突時，商業(yè)領(lǐng)袖們應(yīng)該去接受它，不僅為了它教給我們的東西，也是為了表達(dá)出我們對彼此的承諾。

02:41

So what do I mean by "productiveconflict"? Well, let me tell you a story. In 2016, a store employee for anoutdoor retailer -- I'll call her "Alex" -- Alex approached her bossand asked for a raise. Now, she was told her pay was fairly standard for herposition and that her boss didn't even have the authority to give such a raise.And that was supposed to be the end of the conversation. Unhappy with thatanswer, Alex went home, and she decided to create a campaign on coworker.org,asking the corporate office to give raises to store employees. Within days,employees from around the country began joining Alex's effort and sharing theirown stories about what they were earning -- 11, 12 dollars an hour -- and howthat wage was impacting their lives. Some even shared that they had quitrecently to work for competitors who paid more. But here's the thing: they alsoshared that they didn't want to quit, they liked their job, they believed inthe company's mission, but for them, the pay issue was a growing problem intheir work lives. Well, after weeks of this groundswell of employee activism,the company decided to raise wages by five to 15 percent in cities across thecountry. And that's what I mean by productive conflict: pushing up against thethings that aren't working for us when there exists no other path forward.

那么我說的“有效矛盾”是什么意思？先讓我給各位講個故事。在 2016 年，一家戶外零售商的店內(nèi)員工——我叫她“Alex”——Alex走到她老板跟前要求漲薪，但是老板告訴她，她的工資完全符合她的職位標(biāo)準(zhǔn)，而且她老板本人甚至沒有給員工漲薪權(quán)限。事情到這里本來就應(yīng)該結(jié)束了。Alex 對于老板的回答很不滿意，回到家，她決定在 coworker.org上發(fā)起一場運(yùn)動，要求公司給店內(nèi)員工漲薪。沒幾天，全國各地的員工開始加入 Alex 的運(yùn)動并分享他們自己目前收入的故事——11 或 12 美金時薪——以及那個工資水平是如何影響他們生活的。有些人甚至說他們最近辭職了，去薪水更高的競爭公司工作。但問題是：他們也分享說他們不想要離開，他們喜歡自己的工作，他們相信公司的使命，但對于他們來說，薪水一直是一個日漸增長的問題。在員工運(yùn)動情緒高漲的幾周后，公司決定在國內(nèi)各個城市加薪 5% - 15%。這就是我說的有效矛盾：在沒有其它解決途徑的前提下，向上反抗那些對我們不利的事。

04:01

The other thing I learned in doing thiswork is that people engage in productive conflict when they care about theirjobs and their coworkers. Now, that surprised me at first. I expected the worstjobs, the worst workplaces, to have the most employee activism on our site, butthe opposite is often true.

在這個工作中，我學(xué)會的另外一件事就是當(dāng)人們在意他們的工作和同事時，他們就會參與有效矛盾。這事一開始讓我非常驚訝。我期待最差勁的工作和最垃圾的工作場所在我們網(wǎng)站上有最多的員工運(yùn)動，但實(shí)際情況恰恰相反。

04:20

When we come together, we can accomplishgreat things. At one company, there are more than 50 campaigns by employeesthere on issues ranging from dress code changes to legitimate safety concerns.And get this: that same company has the lowest voluntary turnover rate of anymajor chain in its sector. And it also has one of the higher productivity ratesas well.

當(dāng)我們凝聚在一起，我們可以成就大事。有一個公司，有超過 50 個的員工運(yùn)動，從著裝要求的改變到合法合理的安全顧慮。最終結(jié)果：相較該行業(yè)其它主要連鎖公司，這家公司的自愿離職率最低。這家公司也同樣有著較高的生產(chǎn)率。

04:49

Business leaders: you shouldn't fearconflict, and you shouldn't try to tamp down on it the minute it bubbles up inyour workforce. While it can introduce uncertainties that can be difficult tomanage, those uncertainties are trying to tell you something about anunderlying problem that needs your attention. And I think this is especially importantright now, you know, as technology transforms nearly everyone's job and as thestructures that contain our work are changing at a pace not seen since theIndustrial Revolution. We all need to be shaping and participating in thefuture of work. We all need to be challenging and changing the parts of ourwork lives that are broken.

商業(yè)領(lǐng)袖們：你們不應(yīng)該懼怕矛盾，你們也不應(yīng)該在矛盾即將于職場發(fā)生時就打壓它。盡管接受矛盾可能意味著引入難以管理的不確定因素，但那些不確定因素正在嘗試告訴你一些需要你關(guān)注的根本問題。我認(rèn)為這非常重要，尤其是現(xiàn)在。隨著技術(shù)對近乎每個人工作的轉(zhuǎn)變，以及囊括我們工作的結(jié)構(gòu)正在以從工業(yè)革命以來前所未有的速度改變，我們所有人都需要塑造自己并參與到未來工作。我們都需要挑戰(zhàn)和改變我們工作生活中破碎不堪的部分。

05:35

So I hope the next time a coworker invitesyou maybe to join a sign-on letter to your boss, or a group of employees asksfor a meeting to discuss their concerns about the new health care plan, I hopeyou'll consider it an opportunity to build a better workplace, a strongerbusiness and an economy that works for all of us.

因此我希望，如果下一次你的一個同事邀請你參與簽署一封給老板的聯(lián)名信，或是一群員工要求開會討論他們對新醫(yī)療計(jì)劃的顧慮，我希望，你能把它當(dāng)作一個機(jī)會，一個營造更好職場環(huán)境的機(jī)會，一個打造更強(qiáng)企業(yè)的機(jī)會，和一個適合所有人的經(jīng)濟(jì)環(huán)境。

05:58

Thank you.

謝謝

05:59

（Applause）