工作中不能做自己吗？让我们谈谈“职场面具”
正文翻译
The Black woman who straightens her hair to conform to the beauty standards of her majority white office. The gay man who doesn’t bring his husband to the holiday office party even though family is invited. The working mother who keeps quiet about her childcare responsibilities, so she doesn’t appear less committed to the job.
一位黑人女性，她把头发拉直，以符合白人占多数的办公室的美丽标准。一个同性恋者，即使家人受到邀请，他也不会带丈夫参加节日办公室聚会。一位职场母亲对自己的育儿责任保持沉默，这样她就不会给人留下对工作减少投入的印象。
The Black woman who straightens her hair to conform to the beauty standards of her majority white office. The gay man who doesn’t bring his husband to the holiday office party even though family is invited. The working mother who keeps quiet about her childcare responsibilities, so she doesn’t appear less committed to the job.
一位黑人女性，她把头发拉直，以符合白人占多数的办公室的美丽标准。一个同性恋者，即使家人受到邀请，他也不会带丈夫参加节日办公室聚会。一位职场母亲对自己的育儿责任保持沉默，这样她就不会给人留下对工作减少投入的印象。
These are examples of “covering,” a strategy in which people modulate or edit their identities in order to blend into the mainstream, according to New York University School of Law professor Kenji Yoshino, who is also director of the school’s Meltzer Center for Diversity, Inclusion, and Belonging.
纽约大学法学院教授吉野贤二同时也是该学院多样性、包容性和归属感研究中心主任，他表示，这些都是“职场面具”的例子，这是一种人们调整或编辑自己的身份以融入主流的策略。
纽约大学法学院教授吉野贤二同时也是该学院多样性、包容性和归属感研究中心主任，他表示，这些都是“职场面具”的例子，这是一种人们调整或编辑自己的身份以融入主流的策略。
Yoshino literally wrote the book on covering. Published in 2006, his critically acclaimed work, Uncovering: The Hidden Assault on Our Civil Rights, got the attention of Deloitte’s DEI Institute. They joined forces in 2013 to publish “Uncovering Talent: A New Model of Inclusion,” a data-driven study that singled out covering and the pressure to conform as a cited reason why workplace DEI efforts were not achieving maximum results.
吉野曾经写过这个话题的畅销书。他于2006年出版的广受好评的作品《掀开面具：对我们公民权利的隐性攻击》引起了德勤DEI研究所的注意。他们于2013年联合发表了《卸下面具：包容人才的新模式》，这是一项基于数据的研究，将职场面具和必须遵守统一标准的压力作为工作场所DEI努力没有取得最大效果的原因。
吉野曾经写过这个话题的畅销书。他于2006年出版的广受好评的作品《掀开面具：对我们公民权利的隐性攻击》引起了德勤DEI研究所的注意。他们于2013年联合发表了《卸下面具：包容人才的新模式》，这是一项基于数据的研究，将职场面具和必须遵守统一标准的压力作为工作场所DEI努力没有取得最大效果的原因。
A decade later, a new study recognizes that covering continues to exist in organizations. It also broadens the focus, from helping organizational leaders understand covering to helping them create a space where people don’t feel the need to minimize parts of who they are. The new report is titled “Uncovering Culture: A Call to Action for Leaders.”
十年后，一项新的研究认识到，面具仍然存在于企业或其它组织中。研究还扩大了关注点，从让领导者理解职场面具，到帮助他们创造一个空间，让人们觉得没有必要隐藏自我的某个部分。这份新报告的标题是“如何让员工卸下面具：领导者的行动号召”。
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十年后，一项新的研究认识到，面具仍然存在于企业或其它组织中。研究还扩大了关注点，从让领导者理解职场面具，到帮助他们创造一个空间，让人们觉得没有必要隐藏自我的某个部分。这份新报告的标题是“如何让员工卸下面具：领导者的行动号召”。
原创翻译：龙腾网 https://www.ltaaa.cn 转载请注明出处
“The biggest insight for me was really shifting the lens and saying it’s not up to individuals, the least empowered people in these exchanges, to transform the culture that they’re working in. It’s actually up to the organizations themselves,” Yoshino said. “We were insistent about keeping the lens steadily on the organization throughout this report.”
吉野说：“对我来说，最大的洞察是我们真正转变了视角，改变职场文化不取决于个人，而是取决于组织本身。在这份报告中，我们一直坚持将焦点稳定地对准企业组织本身。”
原创翻译：龙腾网 https://www.ltaaa.cn 转载请注明出处
吉野说：“对我来说，最大的洞察是我们真正转变了视角，改变职场文化不取决于个人，而是取决于组织本身。在这份报告中，我们一直坚持将焦点稳定地对准企业组织本身。”
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Wharton management professor Stephanie Creary invited Yoshino and Joanne Stephane, executive director of Deloitte’s DEI Institute, to talk about the report on the latest episode of her podcast, Leading Diversity at Work. (Listen to the podcast.)
沃顿管理学教授斯凯瑞邀请吉野贤二和德勤DEI研究所执行董事乔安娜·斯蒂芬在她的播客《领导员工多样化》最新一期节目中对这个话题展开了讨论。
沃顿管理学教授斯凯瑞邀请吉野贤二和德勤DEI研究所执行董事乔安娜·斯蒂芬在她的播客《领导员工多样化》最新一期节目中对这个话题展开了讨论。
Even the Majority Can Feel Like They Need to Cover at Work
The study is based on representative data from a survey of more than 1,200 adult workers in five major industries in the U.S. and the results reveal just how prent and universal covering is. Many people belong to more than one group and are covering for multiple identities, such as being Asian and disabled.
主流人群也有职场面具
这项研究基于对美国五大行业1200多名员工调查的代表性数据，结果揭示了面具的普遍性。许多人有多种身份，如亚洲人和残疾人，他们都会试图隐藏。
The study is based on representative data from a survey of more than 1,200 adult workers in five major industries in the U.S. and the results reveal just how prent and universal covering is. Many people belong to more than one group and are covering for multiple identities, such as being Asian and disabled.
主流人群也有职场面具
这项研究基于对美国五大行业1200多名员工调查的代表性数据，结果揭示了面具的普遍性。许多人有多种身份，如亚洲人和残疾人，他们都会试图隐藏。
“The quantitative and the qualitative insights we highlighted in the report really give us a deeper understanding of what covering looks like in the workplace,” Stephane said. “How it feels, how it manifests, if you will. And the effects on not only individuals, but really what the cost is to the organization.”
斯蒂芬表示：“报告得出的定量和定性的结论确实让我们能更深入了解职场面具的情况。人们在工作中感觉如何，表现如何？戴上职场面具对个人有什么影响，对企业来说，又有哪些实际成本？”
斯蒂芬表示：“报告得出的定量和定性的结论确实让我们能更深入了解职场面具的情况。人们在工作中感觉如何，表现如何？戴上职场面具对个人有什么影响，对企业来说，又有哪些实际成本？”
Stephane shared a surprising finding from the study: White men also cover. Despite their advantage as the often majority cohort, 54% of the white men surveyed said they cover along traditional lines of marginalization, as well as along historically advantaged social identities such as race or gender.
斯蒂芬分享了一个惊人发现：白人男性也会有面具。尽管他们作为通常占多数的群体具有优势，但54%的受访白人男性表示，他们不仅会隐藏那些传统的边缘化身份，同时也会隐藏自己在种族或性别等传统上有利的社会身份。
斯蒂芬分享了一个惊人发现：白人男性也会有面具。尽管他们作为通常占多数的群体具有优势，但54%的受访白人男性表示，他们不仅会隐藏那些传统的边缘化身份，同时也会隐藏自己在种族或性别等传统上有利的社会身份。
“What we learned and what we saw was that, as organizations work to address root causes of inequities, some white men might experience this decline in advantage as a disadvantage,” she said.
她说：“这项研究显示，随着各类组织努力解决不平等的根本原因，一些白人男性可能会将优势的下降视为劣势。”
她说：“这项研究显示，随着各类组织努力解决不平等的根本原因，一些白人男性可能会将优势的下降视为劣势。”
The report also found people who are “covering by proxy,” meaning that they cover on behalf of someone else. An example of this is having a transgender child, yet not advocating for the rights of transgender people at work out of fear of reputational damage.
该报告还发现了“代理面具”的情况，这意味着代表他人戴上面具。一个例子是，某员工有一个变性孩子，但由于担心自己声誉受损，他没有在工作中倡导变性人的权利。
该报告还发现了“代理面具”的情况，这意味着代表他人戴上面具。一个例子是，某员工有一个变性孩子，但由于担心自己声誉受损，他没有在工作中倡导变性人的权利。
“The message that we want to draw from the study is no cohort is immune from the covering demands, so don’t make assumptions,” Yoshino said.
吉野贤二说：“我们从这项研究得到的信息是，没有一个群体能够不对自己的某些身份进行隐藏，所以不要做出假设。”
吉野贤二说：“我们从这项研究得到的信息是，没有一个群体能够不对自己的某些身份进行隐藏，所以不要做出假设。”
What Can Leaders Do About Covering?
The report offers three solutions to reduce harmful covering in the workplace:
领导者如何行动？
该报告提供了三种减少职场有害面具的解决方案：
The report offers three solutions to reduce harmful covering in the workplace:
领导者如何行动？
该报告提供了三种减少职场有害面具的解决方案：
1. Diagnose and examine covering with your team.
Beyond merely identifying covering, organizational leaders need to understand whether the behavior is harmful or helpful. While the research focuses on the negative impact of covering, not all covering is detrimental to the business. To understand the difference, one must anchor on organizational values — does the organization’s demand for covering conflict with its stated values?
1、与团队一起诊断和发现有害面具
除了识别面具，领导者还需要了解这种行为是有害还是有益的。虽然研究重点是面具的负面影响，但并非所有职场面具都对业务有害。要理解差异，必须以企业价值观为基础——企业对职场面具的要求与其价值观相冲突吗？
Beyond merely identifying covering, organizational leaders need to understand whether the behavior is harmful or helpful. While the research focuses on the negative impact of covering, not all covering is detrimental to the business. To understand the difference, one must anchor on organizational values — does the organization’s demand for covering conflict with its stated values?
1、与团队一起诊断和发现有害面具
除了识别面具，领导者还需要了解这种行为是有害还是有益的。虽然研究重点是面具的负面影响，但并非所有职场面具都对业务有害。要理解差异，必须以企业价值观为基础——企业对职场面具的要求与其价值观相冲突吗？
The experts offered the relatable example of the “rabidly obnoxious” co-worker whose behavior has to be reined in so the office can function. This might be an example where covering is more helpful than harmful. However, an organization that pressures workers to deny their core identities in order to assimilate is causing harm.
专家们举了一个例子，说明一位“让人极度讨厌”的同事的行为必须得到控制，这样办公室才能正常工作。这可能是一个面具有益大于有害的例子。然而，如果一个企业的文化是向员工施压，要求他们否认自己的核心身份以求和他人同化，那样的企业文化将会造成伤害。
专家们举了一个例子，说明一位“让人极度讨厌”的同事的行为必须得到控制，这样办公室才能正常工作。这可能是一个面具有益大于有害的例子。然而，如果一个企业的文化是向员工施压，要求他们否认自己的核心身份以求和他人同化，那样的企业文化将会造成伤害。
“We have to come to the conclusion that some forms of covering are beneficial to the smooth functioning of an organization. So how do we winnow out the good from the bad forms? Our answer is organizational values,” Yoshino said.
吉野说：“我们必须得出这样的结论，即某些形式的职场面具有利于企业的顺利运作。那么，我们如何筛选好坏呢？我们的答案是企业价值观。”
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吉野说：“我们必须得出这样的结论，即某些形式的职场面具有利于企业的顺利运作。那么，我们如何筛选好坏呢？我们的答案是企业价值观。”
原创翻译：龙腾网 https://www.ltaaa.cn 转载请注明出处
2. Share your story and model authenticity to empower others.
Organizational leaders can humanize themselves by sharing pieces of their personal life. A simple comment such as, “I’m leaving to go to my daughter’s soccer game,” helps to set the tone for others to be themselves and open up about who they are and what is important to their identities. Essentially, leaders should model their own authenticity to empower others to uncover.
2、分享你的故事，塑造真实感，从而赋予他人力量。
领导者可以通过分享个人生活的片段来使自己人性化。一句简单的留言，比如“我要去看我女儿的足球比赛了”，有助于为其他人树立基调，帮助他们公开个人身份以及什么对他们很重要。从本质上讲，领导者应该塑造个人的真实性，让他人也能够卸下面具。
Organizational leaders can humanize themselves by sharing pieces of their personal life. A simple comment such as, “I’m leaving to go to my daughter’s soccer game,” helps to set the tone for others to be themselves and open up about who they are and what is important to their identities. Essentially, leaders should model their own authenticity to empower others to uncover.
2、分享你的故事，塑造真实感，从而赋予他人力量。
领导者可以通过分享个人生活的片段来使自己人性化。一句简单的留言，比如“我要去看我女儿的足球比赛了”，有助于为其他人树立基调，帮助他们公开个人身份以及什么对他们很重要。从本质上讲，领导者应该塑造个人的真实性，让他人也能够卸下面具。
3. Engage in active allyship and leverage your advantage to challenge covering demands.
The experts described allyship as a “broad-spectrum antibiotic” in the workplace. They encouraged organizations to foster a culture of active allyship. This includes having people speak up even when the aggrieved person isn’t in the room. If someone makes a racist, biased, or derogatory comment, respectfully call them out on it, explain why it’s offensive, and ask them to restate their remarks. However, it’s also important for allies, where appropriate, to engage sources with generosity, helping them grow past their mistakes rather than condemning them.
3、积极结盟，降低员工对面具的需求。
专家们将积极的盟友描述为工作场所的“广谱抗生素”。他们鼓励各企业培养积极结盟的文化。这包括让人们能够大声说话，不让受委屈的人无法发声。如果有人发表了某种偏见或贬损的评论，请礼貌地大声斥责他们，解释为什么他这样说话是冒犯性的，并要求他们重述自己的言论。然而，在适当的情况下，盟友也必须大度地与冒犯他人的那一方接触，帮助他们纠正错误，而不是谴责他们。
The experts described allyship as a “broad-spectrum antibiotic” in the workplace. They encouraged organizations to foster a culture of active allyship. This includes having people speak up even when the aggrieved person isn’t in the room. If someone makes a racist, biased, or derogatory comment, respectfully call them out on it, explain why it’s offensive, and ask them to restate their remarks. However, it’s also important for allies, where appropriate, to engage sources with generosity, helping them grow past their mistakes rather than condemning them.
3、积极结盟，降低员工对面具的需求。
专家们将积极的盟友描述为工作场所的“广谱抗生素”。他们鼓励各企业培养积极结盟的文化。这包括让人们能够大声说话，不让受委屈的人无法发声。如果有人发表了某种偏见或贬损的评论，请礼貌地大声斥责他们，解释为什么他这样说话是冒犯性的，并要求他们重述自己的言论。然而，在适当的情况下，盟友也必须大度地与冒犯他人的那一方接触，帮助他们纠正错误，而不是谴责他们。
Creary said the latest report’s focus on organizational values, rather than the individual, reflects an evolution in the way companies think about inclusion. Uncovering is an opportunity for organizations to help resolve the tension employees feel between being their authentic selves and being who the workplace wants them to be.
凯瑞表示，这份最新报告对企业价值观而非个人价值观的关注，反映了企业看待员工包容性问题的方法和角度的演变。帮助员工卸下面具是企业解决员工在职场需求和展现真实自我之间紧张关系的机会。
凯瑞表示，这份最新报告对企业价值观而非个人价值观的关注，反映了企业看待员工包容性问题的方法和角度的演变。帮助员工卸下面具是企业解决员工在职场需求和展现真实自我之间紧张关系的机会。
It mirrors the evolution in her own research agenda. “When I started off in organizational behavior scholarship, my research was focused on what can I as an individual do to navigate this workplace with my multiple identities, and convince my manager that these identities were meaningful to them?” she said. “Then at some point, I’m like, ‘Why is the onus completely on me to figure out how to navigate this place as somebody who doesn’t make all the decisions about how I should show up at work?’”
这也反映了她自己研究课题的演变。凯瑞说：“当我刚开始从事组织行为学研究时，我的重点是：作为个体，我如何在职场中驾驭我的多重身份，并让上司相信这些身份对工作有意义？然后从某个时间开始，我的想法变成了：如果我不是这家企业的老板或决策者，为什么我有完全的责任搞清楚如何在职场表现自我？”
这也反映了她自己研究课题的演变。凯瑞说：“当我刚开始从事组织行为学研究时，我的重点是：作为个体，我如何在职场中驾驭我的多重身份，并让上司相信这些身份对工作有意义？然后从某个时间开始，我的想法变成了：如果我不是这家企业的老板或决策者，为什么我有完全的责任搞清楚如何在职场表现自我？”
评论翻译
Mary Grande
It's up to each individual to figure out what's important or not important to them. Pressuring individuals and organizations in either direction is not the answer either. Look at what DEI has done to academia and business today. It's not functioning any better despite the changes.
什么对自己重要，什么对自己不重要，这取决于每个人。向个人和组织施压也不是解决问题的办法。看看今天的 DEI 对学术界和商界造成了什么影响。尽管发生了变化，但它的功能并没有好转。
It's up to each individual to figure out what's important or not important to them. Pressuring individuals and organizations in either direction is not the answer either. Look at what DEI has done to academia and business today. It's not functioning any better despite the changes.
什么对自己重要，什么对自己不重要，这取决于每个人。向个人和组织施压也不是解决问题的办法。看看今天的 DEI 对学术界和商界造成了什么影响。尽管发生了变化，但它的功能并没有好转。
BenefitJack
Obviously, these are the thoughts of an academic.
If you are in corporate America, everyone is "taking cover", "modulating or editing their identities" - regardless of gender, sexual preference, age, religion, national origin, etc.
The #1 rule is keep your head down, and your mouth shut, and do your job ...
显然，这些都是一位学者的想法。如果你身处美国公司，就会知道每个人都“戴着面具”、“调整或编辑自己的身份”，无论性别、性取向、年龄、宗教信仰、民族血统等。第一条规则就是低着头，闭上嘴，做好自己的工作...
Obviously, these are the thoughts of an academic.
If you are in corporate America, everyone is "taking cover", "modulating or editing their identities" - regardless of gender, sexual preference, age, religion, national origin, etc.
The #1 rule is keep your head down, and your mouth shut, and do your job ...
显然，这些都是一位学者的想法。如果你身处美国公司，就会知道每个人都“戴着面具”、“调整或编辑自己的身份”，无论性别、性取向、年龄、宗教信仰、民族血统等。第一条规则就是低着头，闭上嘴，做好自己的工作...
John Polhill
I reposted for more eyes on my lixedIn Connects.
My other question was does Leadership even care?
我转发到我的领英上了让更多人看到。
我的另一个问题是，领导层会在乎吗？
I reposted for more eyes on my lixedIn Connects.
My other question was does Leadership even care?
我转发到我的领英上了让更多人看到。
我的另一个问题是，领导层会在乎吗？
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