辦公室最高層鮮有女性
There is much concern about why women are not making it to the top of organisations and professions.
有一個(gè)備受關(guān)注的現(xiàn)象：為什么女性沒(méi)法晉升到組織和專(zhuān)業(yè)的最高層?
Equal numbers of men and women are recruited and a reasonable percentage are there at mid to senior levels, but there are few at the top.
招聘時(shí)男女人數(shù)相當(dāng)，而中高層的女性比例也還合理，但在頂層就幾乎沒(méi)有。
When asked why this happens, I say with some confidence that it is about workplace culture.
在被問(wèn)及為何會(huì)這樣時(shí)，我可以有信心地說(shuō)，是因?yàn)槁殘?chǎng)文化。
Two years ago we surveyed all our alumnae from Murray Edwards College, Cambridge.
兩年前，我們調(diào)查了劍橋大學(xué)默里•愛(ài)德華茲學(xué)院(Murray Edwards College, Cambridge)的校友。
When asked what had been the biggest challenge to their career, 22 per cent of those women said it was combining work and family; 38 per cent cited an unsupportive workplace culture.
在問(wèn)到他們職業(yè)中最大的挑戰(zhàn)時(shí)，22%的女性說(shuō)是兼顧工作和家庭兩頭;38%的女性稱(chēng)職場(chǎng)文化缺乏支持。
This is not all about gender bias, but a lot was summed up by a woman in her mid-30s: I was surprised by how male-dominated the workplace is, designed by men, for men, with a male culture and set of values.
原因并非全是性別偏見(jiàn)，但一位35歲左右的女性總結(jié)得很到位：讓我吃驚的是，職場(chǎng)竟如此為男性所主導(dǎo)、由男人設(shè)計(jì)、為男人服務(wù)，擁有一整套男性的文化和價(jià)值觀(guān)。
If you ask women, they can describe the behaviours they find disturbing.
如果你詢(xún)問(wèn)女性，她們可以描述出讓她們覺(jué)得不安的種種行為。
Many will say that their voice is not heard, they are interrupted or ignored in meetings; that much work takes place on the golf course, at football matches and other male-dominated events; that progress is not based on merit and women have to do better than men to succeed, and that questions are raised in selection processes about whether a woman is tough enough.
很多人會(huì)說(shuō)，她們的意見(jiàn)無(wú)人聆聽(tīng)，她們?cè)跁?huì)上被打斷或忽視;很多工作是在高爾夫球場(chǎng)、足球賽和其他男性主導(dǎo)的活動(dòng)中進(jìn)行的;職業(yè)進(jìn)步不是基于成績(jī)，女性必須比男性做得更好才能成功，而在選拔過(guò)程中會(huì)有人提出這名女性是否夠堅(jiān)強(qiáng)之類(lèi)的問(wèn)題。
In my experience, many women think it must be something wrong with them, and are mightily relieved that so many others have experienced the same thing.
根據(jù)我的經(jīng)驗(yàn)，很多女性都以為這必定是自己的問(wèn)題，而當(dāng)聽(tīng)到很多人都有類(lèi)似經(jīng)驗(yàn)時(shí)都頗感寬慰。
It adds up to a confidence-sapping environment where what might seem to be small issues gradually wear women down so that they leave or lose any aspiration for advancement.
這一切形成了一個(gè)讓人信心動(dòng)搖的環(huán)境，形形色色貌似的小問(wèn)題逐漸讓女性心灰意冷，最終離開(kāi)或喪失任何升職抱負(fù)。
After our survey, we began to wonder what men see of these workplace behaviours.
在這次調(diào)研之后，我們開(kāi)始納悶?zāi)行允窃趺纯创@些職場(chǎng)行為的。
Reviewing the literature from management studies, psychology, and organisational sociology, we found very few studies about what men see.
在審議了管理學(xué)、心理學(xué)和組織社會(huì)學(xué)的文獻(xiàn)后，我們發(fā)現(xiàn)很少有關(guān)于男性看法的研究。
So we began interviews and workshops with men from public and private sectors and of different ages including, in the older group, senior men who had championed gender equality.
于是我們開(kāi)始對(duì)公共部門(mén)和私營(yíng)部門(mén)的不同年齡的男性進(jìn)行訪(fǎng)談和開(kāi)展研討，年紀(jì)較大的`男性這一組包括一些曾倡導(dǎo)過(guò)性別平等的資深男士。
Most men think women only experience difficulties in the workplace with older men.
大多數(shù)男性都以為，女性在職場(chǎng)中只有與年長(zhǎng)男性相處時(shí)才會(huì)遇到困難。
They were surprised that female colleagues reported experiencing some of these everyday behaviours from younger male colleagues.
他們意外地發(fā)現(xiàn)，女同事反映其中一些日常行為來(lái)自年輕男同事。
The challenge with some older groups was to get them to focus on behaviours.
對(duì)于年紀(jì)稍長(zhǎng)的人群來(lái)說(shuō)，挑戰(zhàn)在于讓他們關(guān)注行為。
Senior leaders were more likely to leap to system change as a solution: We should get 50 per cent women at every level of the organisation and that will solve it.
高層領(lǐng)導(dǎo)們更傾向于一步到位的系統(tǒng)性改革作為解決方案：我們應(yīng)該在組織的各級(jí)管理層都安排至少50%的女性，這樣就能解決問(wèn)題。
I certainly hope that will happen in the long term but it leaves the problem of women’s current experience of the workplace, which often stops them wanting to aim for more senior management and leadership roles.
我當(dāng)然希望這在長(zhǎng)期內(nèi)終能實(shí)現(xiàn)，但女性在當(dāng)下職場(chǎng)所面臨的問(wèn)題仍未得到解決，這些問(wèn)題往往阻礙她們向往更高層管理和領(lǐng)導(dǎo)者角色。
We need real changes in behaviour.
我們需要的是行為上的真正改變。
It would be good if men and women could be more aware, for example, about what happens in meetings, making sure they speak up when women are ignored or patronised.
例如，最好是男性和女性都更多地意識(shí)到會(huì)上的情況，確保他們?cè)谂员缓鲆暬蚍笱軙r(shí)仗義執(zhí)言。
There should be more women in the chair, whatever level of the meeting.
不管是何種級(jí)別的會(huì)議，都應(yīng)該由更多女性來(lái)主持。
It is also important that socialising and networking take place in the working day and not in the pub.
職業(yè)社交和交流應(yīng)該發(fā)生在工作場(chǎng)所而非酒吧，這一點(diǎn)也很重要。
The best way to find out what women think is to ask them.
要想知道女性們?cè)趺聪�，最好的辦法是親自問(wèn)問(wèn)她們。
One effective way to do this is for younger women to reverse mentor senior men and describe to them what it feels like to be a young woman in the organisation.
其中一個(gè)有效的辦法是讓年輕女性擔(dān)任年長(zhǎng)男性的反向?qū)�，向他們描述作為一名年輕女性在組織中會(huì)有什么樣的感受。
None of this change is impossible, though the history of male power in the workplace means that it is not necessarily quick or easy.
所有這些改變都并非不可實(shí)現(xiàn)，盡管職場(chǎng)男權(quán)的歷史意味著這不一定能快速或輕易實(shí)現(xiàn)。
What we found most motivating to the men who took part in our workshops was collaborating with women to challenge and change typically masculine behaviour so that all employees are respected and given more space to shine.
在參與我們研討活動(dòng)的男性中，我們發(fā)現(xiàn)最能激勵(lì)他們的做法，是跟女雇員一起挑戰(zhàn)和改變固有的男性化行為，讓所有雇員都受到尊重，都有更多閃光的空間。
We might then find that more women are making their way to the top.
那時(shí)，我們可能會(huì)發(fā)現(xiàn)更多女性晉升至最高層。
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