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So let’s return to this concept of shared sisterhood. You have kind of deep personal experience with that.
让我们回到共享姐妹情的概念上来。你有着与此相关的深刻的个人经历。
You also have practical experience spreading that message and, and teaching it.
你也有传播和教授这些信息的实践经验。
How can it be implemented and how, how does that play out? Like how do you get started?
共享姐妹情是如何实现的，是如何发生的? 你们是怎么开始的?
Shared sisterhood is based on three practices.
共享姐妹情基于三个做法。
The three practices are dig, bridge, and collective action.
这三个做法是挖掘、搭桥和集体行动。
And dig is introspective. It’s about surfacing your own assumptions and beliefs about identity.
挖掘是内省式的。这个做法是要展示你自己对身份的假设和信念。
So when did you come to recognize that there was such a thing as race? What is your race?
你是什么时候开始意识到种族这个东西的存在的?你是什么种族?
How do you identify with that? How does it affect how you see other people?
你是如何对此达成认同的? 它是如何影响你看待他人的?
So surfacing your own assumptions and biases about a particular identity is important. And that’s, that’s dig.
展现出自己对某个特定身份的假设和偏见是很重要的。这就是挖掘。
Bridge is interpersonal. Bridge is about connecting with people who differ from you. And that connection is it’s authentic.
搭桥这个做法涉及人际关系。搭桥指的是与和你不同的人建立联系。这种联系是真实的。
And when we say authentic, what we mean is it’s based on four components. Empathy, trust, risk taking, and vulnerability.
当我们谈到真实的时候，我们的意思是它基于四个要素。同理心、信任、冒险和脆弱。
And so you center the value of equity and then you work to establish a deep connection with someone who differs from you.
你以公平的价值为中心，努力与和你不同的人建立深厚的联系。
The third piece is collective action, and that’s where once you’ve done dig and bridge, you link arms with your coworkers, and together you begin to dismantle systemic inequities.
第三个做法是集体行动，一旦你完成了挖掘和搭桥，你就会与你的同事携手合作，一起开始消除系统性的不平等。
So those are the three, the three practices.
以上就是这三种做法。
And to answer your question about how do you begin the process – we start uniquely at the individual level with the person.
为了回答你提出的关于如何开始这个过程的问题，我们开始的这个过程非常独特、非常私人化。
And, and one of the things that Beth and I have seen in our research as well as when we’ve done consulting and just talking to people, is that many leadership initiatives or culture change initiatives, many of those initiatives may fail.
我和贝丝在我们的研究中、做完咨询时以及与人们交谈时看到的一件事是，许多领导倡议、文化变革倡议都可能会失败。
And our hypothesis and our, what we’ve seen from some of the research is that one of the reasons why those initiatives may be less successful than initially hoped is because the leaders who are sponsoring those initiatives oftentimes have no clue where they stand related to those initiatives.
我们的假设以及我们从一些研究中看到的是，这些倡议可能不如最初希望的那样成功的原因之一是，支持这些倡议的领导者通常不知道他们与这些倡议的关系。
It is very difficult to champion for something when you don’t even know where you stand.
当你甚至不知道自己站在什么位置时，要为某件事争取胜利是非常困难的。
But it’s so much more powerful if you’re saying, “Okay, we wanna increase the proportion of women, of Black women, of Latinx women, of gay people,” of et cetera, et cetera.
但如果你说，“好吧，我们想增加女性的比例，增加黑人女性，拉丁裔女性，同性恋女性的比例”等等，这就更有力量了。
