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演讲者：Janet Stovall
演讲题目: How to get serious about diversity and inclusion in the workplace
Everybody has that one friend -- you know, the single-minded one, the one who, no matter what the question is, always finds a way to make the answer whatever it is she's single-minded about. I'm that friend.
所有人都有那种朋友——那种特别专注的朋友，不管问题是什么，总会想方设法从她所专注的事情中寻找答案。我就是那种朋友。
And the thing that I'm single-minded about is racism. If someone were to ask me, "So, Janet, got any plans for the 4th of July?" I'm subject to answer, "Yeah, I'm going to binge-watch 'Roots.'"
我专注于一件事——种族主义。如果有人问我，“ 珍妮特，独立日有什么安排吗？”我只能回答，“有啊，我准备看电视剧《根》。”
Or if they said, "Janet, I've got a joke for you: Why'd the chicken cross the road?" "Uh, was it a black chicken? Probably gentrification."
或者他们说，“珍妮特, 我给你讲个笑话：为什么鸡会过马路？” "嗯？是只黑鸡吗？可能是由于城中村正在改造。”
But for me, single-mindedness is not just caring about something. It's caring about something enough to do something about it. It's not just thinking, it's doing. It's not just praying, it is moving your feet. And the reason I'm single-minded about racism is because I know single-mindedness can destroy it. I learned that many, many years ago.
于我而言，专注并不只意味着对某事特别在意。专注意味着因在意一件事而采取行动。重点不在“想”，而在“做”。重点不在祈祷，而在迈出去脚步。我如此专注于种族主义问题，是因为我明白专注能消灭种族歧视。我许多年前就明白了这个道理。
Back in 1984, I was a junior at Davidson College in Davidson, North Carolina. Now, Davidson is a little-bitty town, Southern town, split by railroad tracks, with white Davidson on one side, black Davidson on the other side, and, as black students lived on the white side of the tracks, we got used to being stopped in downtown and asked for ID, until the police memorized our faces. But fortunately, that didn't take too long, because out of 1,200 students, only 52 of us were black. There was one black professor and one black assistant dean. Things weren't a lot better on campus.
1984年，我在北卡罗来纳州戴维森市的戴维森学院念大三。戴维森是一个很小的南部小镇，被铁路一分为二，白人住在铁路一边，黑人住在另一边，作为住在白人区的黑人学生，我们习惯了在镇上被拦住，要求出示身份证件，直到警察们记住我们的长相为止。幸运的是，他们记得很快。因为1200个学生里只有52个是黑人。大学里有只有一个黑人教授，一个黑人副院长。在校园里，这种情况屡见不鲜。
Well, I wasn't OK with this. And so, I started writing things. And then I started yelling things. And after about three years of that, I got tired. So I decided to write one more thing; I wrote something called "Project '87."
我不满意这种情况，所以我写下了我的想法，然后我开始呼吁我的想法。我坚持了3年，然后我累了。所以我决定写下最后一件事：我把这件事命名为“ 87 计划”。
Project '87 was really just a challenge to Davidson: in three years, by 1987, enroll 100 black students, hire 10 black professors, create five Black Studies classes and hire one black dean. It didn't seem particularly revolutionary, but what was different about it was, we also challenged Davidson to say that if you don't do this, we will question your commitment to diversity. It was a real problem. We put some real numbers to it. We gave them some real consequences.
87计划其实是对戴维森学院的一个挑战：三年之内，也就是在1987年之前，录取100个黑人学生，雇用10个黑人教授，开设5个黑人文化课程，雇用1个黑人院长。这个挑战看起并不是特别新颖，但它的特别之处在于，如果戴维森学院不接受这个挑战，那我们将会对此学院族裔多样化的保证提出质疑。这是个实质问题。我们的挑战里含有清楚的目标数值。我们列出了实质的后果。
Well, the campus went absolutely nuts. But fortunately, in the middle of this, Davidson got a new president, and that president was single-minded about racism, too. And so, he created a task force to address the issues in Project '87. And several months after that, we produced a 77-page report. That report was the foundation for all the change that came after it. Now, I wasn't there to see that change, because, actually, in 1985, I graduated.
学校快被逼疯了。幸运的是，这件事发生时，戴维森学院迎来了一个新校长，这个新校长也专注于种族主义问题。于是他建立了一支行动小队来解决87计划里提出的问题。几个月之后，我们写出了一个77页长的报告。这个报告为之后的各种变化奠定了基础。我并没有亲眼目睹这些变化，因为在1985年，我毕业了。
You are looking at the three happiest people on the planet that day, because I am leaving.
照片里是那天全世界最开心的3个人，因为我要离开那个学校了。
However, the change did happen, and today, there are 185 black students, there are 16 black or multiracial professors, there are four black deans, and there's an entire degree-granting Africana Studies Department.
但是变化的确发生了，如今，那里有185个黑人学生，16个黑人或其他族裔的教授，4个黑人院长，以及1个授予学位的非洲文化研究系。
Project '87 changed Davidson. But it also changed me, because what it taught me was there's a lot of power in single-mindedness.
87计划改变了戴维森。也改变了我，让我明白专注蕴含着很多力量。
Well, today, I'm an executive speechwriter for one of the biggest companies in the world. It's a profession that is 92 percent white and predominantly male, which makes me a little bit of a unicorn. But I'm a single-minded unicorn.
如今，我是全世界最大企业之一的一名高层讲演稿撰写人。这个职业里92%是白人，大部分是男性。在这里我就相当于一只独角兽，但我是一只专注的独角兽。
So the thing about speech writing is, it's very personal. So I spend a lot of time in deep conversation with the CEO and senior executives, and a lot of times those conversations turn to diversity and inclusion, which, of course, I'm always happy to talk about. But after quite a few of these conversations, I've come to a conclusion:
撰写演讲稿是一件很私人化的事情。所以我会和CEO，以及高级行政官们展开很多深刻的谈话。话题总会转移到种族多样化和包容性上，当然，我总是很乐意讨论这些话题。但是经历过很多类似的交谈之后，我得出了一个结论：
I believe that business is in a position to do something that no other entity can do. Business can dismantle racism. Now, colleges can't do it. There aren't but 5,000 of them in the United States and only 20 million students enrolled.
我相信商业能够实现其它行业做不到的事情。商业能够消除种族主义，而大学做不到。美国仅有5000多所大学，这些大学里仅仅有2000万学生在读。
Church can't do it, either -- only 35 percent of us go on a regular basis, and when we do, eleven o'clock Sunday morning is "the most segregated hour" in America. But business? There are a 162 million people in the US workforce alone -- people of all races, united in the spirit of wanting a paycheck and having to show up to get it.
教堂也无法消除种族歧视——只有35%的美国人定期去教堂，而且当我们去教堂时，星期天早上11点钟是最能体现美国“种族隔离的时刻”。但是在企业里呢？美国约有一亿六千二百万的劳动力——横跨所有族裔，他们都被为拿到薪水而去工作这种精神团结起来。
Now, I'm aware that diversity is bigger than race, and racism is bigger than America. But racial discrimination is the most prominent form, and Lord knows America is the absolute best at it. So what if, though, what if we worked in diverse and inclusive environments that we had something to do something with?
我明白多样化并不局限于种族，而种族主义并不局限于美国。但是种族歧视是最突出的表现，而我们都知道美国最擅长歧视。但是，如果我们在具有包容性和多样化的环境中工作，我们能做些什么呢？
And since we spend one-third of our lives at work, what if we did that with people who didn't look like us? I think the world would be a totally different place outside of work. That can happen if business gets single-minded about racism. But the question is: How is that supposed to happen?
既然我们一生三分之一的时间都在工作，与不同族裔的人一起度过这些时间又会怎样？我想工作外的世界会变得截然不同。如果企业能专注于种族主义问题，这种场景就有可能实现。但问题是：要如何实现呢？
Well, I think there are three things that business can borrow from Project '87: real problems, real numbers, real consequences. Like it or not, diversity is not really a problem for business -- yet. I mean, it's a nice thing to have, it's the right thing to do, but for decades, we've been trying to make the case that diversity fuels innovation and customer insight.
我认为87计划有三个方面值得企业借鉴：实质问题，实际目标数值，实质后果。无论你认可与否，到目前为止，种族多样化还不算是商业领域的大问题，促进多样化是个好的目标，也是正确的行动。但数十年来，我们一直尝试证明多样化能激发创新和市场洞察力。
I mean, at this point, it's kind of a no-brainer, a little bit like hearing a smoke alarm going off and standing with your hand on the hot door, waiting for some data to tell you that your house is on fire. Because the data is already there. Ethnically diverse companies perform 33 percent better than the norm. Forbes's best workplaces for diversity enjoy 24 percent higher revenue growth.
这已经成为一个无需解释的观点了。就像听见烟雾报警器响，手摸着滚烫的门，等待着数据告诉你房子着火了。因为已经有数据证明了，种族多样化企业比普通企业的业绩高 33%。福布斯名单中“最佳多元化企业”的收益则高出24%。
And yet, here we are in 2018, and there are only three black CEOs in the Fortune 500. And if your name is Molly or Connor, you've got a 14 percent better chance of getting a callback on your resume than if your name is Shanice or DeShawn. And all of this, despite the fact that by 2045, America is projected to be a minority-majority country.
然而现在是2018年，财富世界500强之内只有三名黑人CEO。如果你的名字是莫利或康纳，你寄出简历收到面试的几率会比叫做沙妮思或德肖恩的人高14%，尽管到2045年，美国将会成为一个少数族裔占多数的国家。
Here's the thing: the business case for diversity, as it stands today, doesn't really speak to any problem. And the only way business is going to get single-minded about racial diversity is if it has a problem that is urgent and relative to somebody other than people of color. I got one: How about employees and customers? Because no matter what business you're in, you're going to need those, right?
重要的是：如今商业领域多样化的情况并没有显露任何问题。能让商业专注于种族多样化的情况只有一个：那就是当这个问题危及到除有色人种以外其他人的利益的时候。我举个例子：员工和顾客怎么样？因为不管你在哪个行业，员工和顾客是必不可少的吧？
Well, let's talk about some real numbers. If you have employees and customers, wouldn't it make sense if they looked a little bit like the people that work for you? So if that's the case, maybe your employee base should be 13 percent Black and 18 percent Hispanic, because that's what the population looks like. Maybe that's what your customer base looks like.
好，我们现在讨论一下实际数值。如果你拥有员工和顾客，他们长得像为你工作的人也讲得通吧？这样的话，你雇用的13%的员工应该是黑人，18%应该是拉丁美洲人，因为这就是美国人口的分布。也许这就是客户的分布。
But let's be clear: diversity and inclusion are not the same things. Diversity is a numbers game. Inclusion is about impact. Companies can mandate diversity, but they have to cultivate inclusion. And if inclusion is what you're after, you've got to calculate some slightly different numbers. How about 30 percent? Because that's the point that research shows at which the voices of minorities actually begin to be heard. If you want a real problem, you're going to need real numbers to fix it, and if you're not willing to set real numbers, then maybe you're not real serious about diversity and inclusion.
但让我们说清楚了：多样化和包容性不是一件事情。多样化与数值有关，包容性与影响力相关。企业可以要求种族多样化，但他们只能培养包容性。如果你追求包容性，你需要计算的数字可能会有点不同。30%怎么样？因为研究表明，只有此时少数族裔的诉求才开始被采纳。如果你有一个实质问题，你需要实际的数值来解决它，如果你不愿意定下准确的目标，这说明你对多样化和包容性也不是那么在意。
That brings me to my third point: real consequences. Think about this: when salespeople forget what they're doing and don't come up with their numbers, what do we do? We give them a little time, maybe we give them some training. But then if they don't hit those numbers eventually, we fire them. However, when you start talking about diversity and inclusion, we use terms like "accountability."
这就说到了我第三个观点：实质后果。想象一下：当售货员不完成工作，没有达到目标时， 我们怎么做？我们给他们一点时间，或者一些训练。但如果他们不达到最终目标，我们会解雇他们。然而当谈论到多样化和包容性时，我们会用到像“负责”之类的词。
And maybe we scold, and maybe we hold back an incentive or two. But you know what the best incentive is? A job. And you know what the best disincentive is? Losing it. So if companies really want accountability, they should assume that that is a given.
也许我们会责骂，或者收回一些奖励。但你知道最好的奖励是什么吗？是一份工作。最好的抑制因素呢？失去这份工作。所以如果企业真心想问责，他们应该假定责任是被给予的。
Consequences are what happen when you don't do what you're accountable for. Imagine this: imagine a place where people of all colors and all races are on and climbing every rung of the corporate ladder; where those people feel safe -- indeed, expected -- to bring their unassimilated, authentic selves to work every day, because the difference that they bring is both recognized and respected. And imagine a place where the lessons we learn about diversity at work actually transform the things we do, think and say outside of work.
后果是当你没有完成自己的责任后产生的。想象一下：想象一个地方，所有肤色和种族的人们都在攀爬企业的阶梯，在此处所有人都感到安全——这也是我们所期待的——能够把一个未同化的，真正的自己展现在工作中，因为人们所展示的不同是会被尊重与认可的。再想象这样一个地方，我们让在工作中认识到的多样化真正影响了我们工作外的一言一行。
That is what happens if we all work together to fix what's broken.
如果我们一起努力弥补过错，就可以实现这件事。
That is what happens if we stop praying for change to happen and actually start moving our feet to making it.
当我们停止为改变而祈祷，而是开始行动时，这些都会成为现实。
That is the power of single-mindedness. Thank you.
这就是专注的力量。谢谢。
Remark：一切权益归TED所有，更多TED相关信息可至官网www.ted.com查询！
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