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So organizations haven’t necessarily been doing the best job at this.
因此，组织并不一定在这方面做得最好。
What do you think about improving culture at the team level -- how do you and your company approach this?
你如何看待在团队层面提升企业文化——你和你的公司是如何做到这一点的?
Having done this work for over 15 years, we have found every way to talk about it.
这项工作做了15年多了，我们找到了各种方式来谈论它。
We need more frameworks that give people tools where they can again, change behavior.
我们需要更多的框架，为人们提供改变行为的工具。
It has to be practical and it has to be tactical at the team level.
它必须是实用的，必须是团队层面的战术。
But then there also should be solutions for the appropriate leaders and stakeholders that are accountable to this.
但也应该是有相应的领导人和利益相关者对此负责的解决方案。
When we’re talking about the Just Work framework, and shout out to Kim Scott, author of the book and really created this framework, but Kim Scott believes that you can solve all the world’s problems in a two by two.
当我们谈论Just Work框架时，我们向这本书的作者Kim Scott说，他创造了这个框架，但Kim Scott相信，你可以用2*2的方式解决世界上所有的问题。
If you know her work from Radical Candor, right?
如果你知道她的作品来自激进的坦率，对吗？
The power of a two by two.
二乘二的力量。
The two by two that we have with the Just Work framework is optimizing for collaboration on one axis, and then respecting individuality on the other.
我们在Just Work框架中所拥有的2*2的方式是在一个轴上优化协作，然后在另一个轴上尊重个性。
On the opposite side of collaboration is coercing.
合作的另一面是胁迫。
We don’t want to work in this environment where we’re coercing folks to do what they should be doing.
我们不想在这种强迫人们做他们应该做的事情的环境中工作。
We want them to collaborate.
我们希望他们合作。
We want to optimize for collaboration.
我们想要优化协作。
Then on the other axis we have, again, respecting individuality or demanding conformity.
然后，在另一个轴上，我们再次尊重个性或要求一致。
We don’t want to demand conformity.
我们不想要求从众。
We want to respect everyone’s individuality.
我们希望尊重每个人的个性。
Human’s superpower that makes us so unique is our power to collaborate.
人类的超能力使我们如此独特就是我们合作的能力。
Harm gets in the way of this.
伤害会阻碍这一点。
It deteriorates collaboration, it reduces efficiency, and it doesn’t allow us to perform, to have these high performing teams and high performing organizations.
它破坏了协作，降低了效率，而且不允许我们有高绩效的团队和高绩效的组织。
Before we talk about how we define the root causes of this harm and this injustice that happens in the workplace, let’s talk about the roles, because we all have a role to play.
在我们讨论如何定义工作场所发生的这种伤害和不公正的根本原因之前，让我们先谈谈这些角色，因为我们都有自己的角色。
There’s four roles that we can all play, and we all have played, and we can go between these roles very quickly.
我们都可以扮演四个角色，我们都扮演过，我们可以很快地在这些角色之间切换。
The first role is the person who’s harmed, and their role when you’re being harmed is that you get to choose a response.
第一个角色是受到伤害的人，当你受到伤害时，他们的角色是你可以选择一种回应。
I really want to focus on the word choose because we don’t want to rob this person of their agency.
我真的想把重点放在选择这个词上，因为我们不想剥夺一个人的代理权。
It’s the only role where we feel like their role has a choice.
这是我们觉得他们可以选择的唯一角色。
Because sometimes, and I could tell you, this happens to me often, I don’t have the time, the patience, or the energy to respond.
因为有时候，我可以告诉你，这种情况经常发生在我身上，我没有时间、耐心或精力来回应。
But when you are harmed, you have a choice on how to respond and when to respond.
但当你受到伤害时，你可以选择如何回应以及何时回应。
The second role is the person who causes harm, and the person who causes harm has a role to listen and address, right?
第二个角色是造成伤害的人，造成伤害的人有一个倾听和回应的角色，对吧?
Listen and learn and address a situation in a respectful way.
以尊重的方式倾听、学习和解决问题。
The third role are upstanders.
第三个角色是正直的人。
Upstanders are bystanders that actually go into action and their role is to intervene.
挺身而出的人是真正行动起来的旁观者，他们的角色是干预。
I want to leave all of your listeners to empower them that when you find yourself being a bystander, what can you do to be an upstander and intervene?
我想让你所有的听众来授权他们，当你发现自己是一个旁观者时，你能做些什么来成为一个旁观者并进行干预？
We’ll leave you with some tools to do that.
我们将为您提供一些工具来实现这一点。
And then lastly, the role is a leader, and leaders absolutely have a responsibility to prevent.
最后，这个角色是领导者，领导者绝对有责任阻止。
