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讲堂｜TED：如果目击了职场性骚扰，你会发声吗？
Well, I was worried about the consequences for my career, because I loved my work. I was also worried about things that many people see as barriers, like not being believed or taken seriously, like my situation resulting in no change. 事实上，因为我很热爱我的工作，所以我很担心（举报当事人）会给我职业生涯造成负面的后果。我也会为那些被常人视作负担的因素担忧，例如，不被信任或不被认真对待，抑或是即便说出来也无济于事。
The number one barrier was actually the exact same as the main barrier that victims report, which is the fear of consequences or retaliation. Even witnesses are worried about what might happen to them and their careers. Other reasons that people reported was not wanting to interfere or not wanting to be a snitch, not knowing they could report, or not knowing how. All of these things can be targeted with better education and better systems in workplaces. 首先，目击者不愿报案的首要理由与受害者完全相同：害怕此举会招致负面后果或是引来报复。目击者都会为自己的人身安全或是工作担忧，他们也提到了其它因素：不愿多管闲事、不愿告密；或是认为自己上报无门、不知如何上报。而这一切都需要更完善的职场认知与职场系统来解决问题。
What this shows is that the negative consequences of the situation, where someone is harassed or discriminated against, go far beyond the room. People take that story with them and that discontent grows as they tell more and more people, and this has the real effect that is almost certainly threatening your ability as an organization to retain and attract diverse and excellent candidates. 此外，如果有人被骚扰或被歧视，其负面后果的影响力将远不限于办公室内。人们将这类事件记在心头，他们向越来越多人讲述此事，而由此滋生的不满情绪也会随之增长，而这就会产生实质性的影响：企业留住员工、吸引多元化优秀人才的能力必然会受挫。
First, showcase your commitment. If your leadership isn't repeatedly saying how important diversity and inclusion is to them, and living by example, no one is going to believe you. An HR-driven campaign is insufficient. Your organization is a direct mirror of its leadership team, and they need to be setting the tone. 第一，企业应表决心。假设你是领导，如果你不反复去强调多元与包容的重要性，如果你不以身作则，那就不会有人买你的账。并不是说制定一套以人力资源为主导的方案就万事大吉，由于企业组织架构会直接反映其领导层的状况，因此，领导层需要做好表率。
Second, train your managers. The main person who's likely to harass someone in your organization is a manager. Now, why? Perhaps because power corrupts, or perhaps because we promote people into managerial roles because they're excellent at their jobs, and we assume that they will pick up the people skills, pick up the management skills along the way. But then they don't. And this provides a fertile ground for harassment and discrimination with unrealistic expectations, with poor time management, with poor conflict management skills. 第二，约束好企业的经理。企业组织架构里最有可能骚扰他人的就是经理。为什么呢？或许因为权力使人腐败，又或许因为我们鉴于他们出色的工作能力而提拔其至管理层，于是我们期望他们同时拥有为人处世和经营管理的能力。但结果并非如此。而这种不切实际的期望，再加上（某些）经理们糟糕的时间管理能力与冲突管理能力，很有可能滋生骚扰事件与歧视事件。
Third, we know from research on victims that without the ability to report anonymously, the fear of consequences is so overwhelming that most people will never report incidents. We found the same was true for witnesses. When we asked them directly, in our study, whether organizations could do something to improve the fact that they might report, they said, number one that they could do better was allowing for witness anonymity. Second was providing choices about who to report to. Third, encouraging witness reporting. 第三，通过研究受害者，我们得知：如果不能匿名上报，那么受害者对后果的强烈恐惧会让大多数人选择不上报。这一点对目击者也同样适用。在我们的研究中，我们直接问那些目击者：企业要怎么做才能让他们愿意上报。他们说，其一，企业应该允许目击者匿名。其二，企业应明确他们的上报对象。其三，企业应鼓励目击者报案。
Fourth, even when you have all of this in place, most people will not speak to HR. Anonymity is one piece of the puzzle. Conducting surveys means that you go out to your employees, you don't wait for them to come to you. And you ask everybody about how they feel about the health of inclusion and diversity efforts within the organization. And be specific. Ask people about specific incidents or specific things they've witnessed. 第四，即便上述一切都能做到，大多数人还是不会向人力资源部开口。匿名问题只是问题的一小部分。还可以尝试主动进行意见调查，这可以体现出企业对员工的上心，而别等到他们带着意见找上来。企业还要主动询问每一个人的感受，询问他们对企业内部包容与多元化的感受。问题应当具体到位，具体到他们看到的具体事情。
Finally, and most importantly, research shows that one of the best ways to mitigate the bystander effect is to build a shared social identity. It's not about policing each other, it's not about calling each other out, it's about being a cohesive unit. We are in this together. If you attack one of us, you are attacking all of us. 最后一点也是最重要的一点。调查表明，消除“旁观者效应”最好的方式之一就是建立共有的社会身份。这与相互监管无关，也与相互指责无关，这关乎在一个具有凝聚力的团队中共处。我们是一个团队，如果有人冒犯了我们中的一员，那么就等于冒犯了所有人。