演讲MP3+双语文稿:什么是“职场有效矛盾”？
听力课堂TED音频栏目主要包括TED演讲的音频MP3及中英双语文稿，供各位英语爱好者学习使用。本文主要内容为演讲MP3+双语文稿:什么是“职场有效矛盾”？，希望你会喜欢！
【演讲人及介绍】 Jess Kutch
Jess Kutch是Coworker.org的联合创始人，这是一个帮助人们团结起来改善工作和工作环境的非盈利组织
【演讲主题】什么是“职场有效矛盾”？它能带来什么
【演讲文稿-中英文】
翻译者 Jiasi Hao 校对人员 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.
我是一名劳工组织者，在2013 年，我与人联合建立了一个名为 coworker.org的组织。这个组织旨在使用科技来帮助人们与同事一起组织改善职场环境。
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.
对于我的工作，人们一般有两种反应，实际上应该是三种。第一种是搞不清“组织”这个定义是什么意思。当我的医生问起我的职业，我告诉了他，他以为我说的组织是那种类似藤麻理惠的收纳整理风格。
00:31
（Laughter）
（笑声）
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.
他说：“哦，那真是太棒了，可以在这里派上用场，我很乐意整理病人的档案。”之后我不得不向他解释，“不不，不是那样的组织，更像是如果你明天来上班，办公室里的所有护士都团结了起来，要求全面加薪。”
00:49
（Laughter）
（笑声）
00:51
"Oh," he replied, and he gotreally quiet.
“哦，”他回复道，之后就陷入了沉默。
00:54
（Laughter）
（笑声）
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.
没错，这差不多就是第二种反应：不舒服的那种。人们时常抽离对话，找另外一个人去交谈。
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，是第三种反应，兴奋的反应，那种“天呐，太好了！我们正需要它！”之后经常就会有人接着给我讲故事。一般都是关于一份工作、一个同事，或一个朋友在工作中正在忍受不快的故事。我已经发现对于我的工作，没有人能够有中立的反应。你要么被它击退，要么被兴奋的闪电击中。
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.
那么为什么我的工作能激起如此强烈的反应？我的直觉是因为这关乎于矛盾。如果你在职场上坐拥权力，可能是CEO或是某种高级领导，那么当你的权力受到挑战时，你就会感到不适。但如果你或者其他人缺乏而且需要权力，你可能会抓着我的肩膀，激动万分。事实上，理解矛盾在职场中能带来什么，我们所有人都能从中受益。
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.
职场中权力分配的不均是真实的，而且一直在变。权力在我们之间涌动，取决于我们的角色和地位。有时这感觉像是办公室政治，对吧？办公室政治从来都不有趣。但是面对权力，当我们深思熟虑，并且与同事们并肩，就可以让事情变得极其有成效。
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.
这就是今天我想要和大家谈论的那种有效矛盾，那种可以使我们部分人听着不舒服的矛盾。当员工们与政策和决策发生矛盾冲突时，商业领袖们应该去接受它，不仅为了它教给我们的东西，也是为了表达出我们对彼此的承诺。
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.
那么我说的“有效矛盾”是什么意思？先让我给各位讲个故事。在 2016 年，一家户外零售商的店内员工——我叫她“Alex”——Alex走到她老板跟前要求涨薪，但是老板告诉她，她的工资完全符合她的职位标准，而且她老板本人甚至没有给员工涨薪权限。事情到这里本来就应该结束了。Alex 对于老板的回答很不满意，回到家，她决定在 coworker.org上发起一场运动，要求公司给店内员工涨薪。没几天，全国各地的员工开始加入 Alex 的运动并分享他们自己目前收入的故事——11 或 12 美金时薪——以及那个工资水平是如何影响他们生活的。有些人甚至说他们最近辞职了，去薪水更高的竞争公司工作。但问题是：他们也分享说他们不想要离开，他们喜欢自己的工作，他们相信公司的使命，但对于他们来说，薪水一直是一个日渐增长的问题。在员工运动情绪高涨的几周后，公司决定在国内各个城市加薪 5% - 15%。这就是我说的有效矛盾：在没有其它解决途径的前提下，向上反抗那些对我们不利的事。
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.
在这个工作中，我学会的另外一件事就是当人们在意他们的工作和同事时，他们就会参与有效矛盾。这事一开始让我非常惊讶。我期待最差劲的工作和最垃圾的工作场所在我们网站上有最多的员工运动，但实际情况恰恰相反。
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.
当我们凝聚在一起，我们可以成就大事。有一个公司，有超过 50 个的员工运动，从着装要求的改变到合法合理的安全顾虑。最终结果：相较该行业其它主要连锁公司，这家公司的自愿离职率最低。这家公司也同样有着较高的生产率。
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.
商业领袖们：你们不应该惧怕矛盾，你们也不应该在矛盾即将于职场发生时就打压它。尽管接受矛盾可能意味着引入难以管理的不确定因素，但那些不确定因素正在尝试告诉你一些需要你关注的根本问题。我认为这非常重要，尤其是现在。随着技术对近乎每个人工作的转变，以及囊括我们工作的结构正在以从工业革命以来前所未有的速度改变，我们所有人都需要塑造自己并参与到未来工作。我们都需要挑战和改变我们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，如果下一次你的一个同事邀请你参与签署一封给老板的联名信，或是一群员工要求开会讨论他们对新医疗计划的顾虑，我希望，你能把它当作一个机会，一个营造更好职场环境的机会，一个打造更强企业的机会，和一个适合所有人的经济环境。
05:58
Thank you.
谢谢
05:59
（Applause）
