Coworkers see each other not as colleagues

同事不把彼此當作同事，

but as cutthroat competitors.

而是互相割喉的競爭對手。

Bravado, extreme work hours, and unreasonable risks

逞能、超時工作，以及不合理的冒險

are rewarded.

都是被獎勵的行為。

And expressing emotion, especially doubt,

表現出情緒，尤其是懷疑的情緒，

is a sign of weakness.

被視為一種軟弱的指標。

If those sound familiar, your workplace

如果以上這些聽起來很熟悉，那麼你的工作場所

could have what researchers call a masculinity contest culture.

可能就具有研究人員稱之為「男性特質競爭文化」。

And these contests can be a sign of serious

而這些競爭是組織嚴重失能的

organizational dysfunction.

跡象。

Not only do they leave women out in force

他們不僅強迫女性在一個荒謬規範的僵化系統內

them to play in a rigged system of ridiculous rules,

以便將他們排除在職場外

they also short circuit teamwork, decrease innovation,

他們也讓團隊合作無從進行，減少創意產出，

and hurt the bottom line with employee turnover or harassment

並且讓職場離職率迅速攀升或者性騷擾的案件層出不窮

lawsuits.

徹底破壞了整個組織的底線。

Researchers found four masculine norms

研究人員發現了四個男性競爭文化與組織

that correlate strongly with organizational dysfunction.

失能的主要範疇。

One-- show no weakness.

第一個：不能展現弱點。

Swagger and overconfidence suppress vulnerability,

昂首闊步以及過度自性的文化壓抑了脆弱，

uncertainty, and tenderness.

不確定性，以及柔弱的展現。

Two-- strengthen stamina.

第二：過度強調耐力的重要。

Even in white-collar jobs, physical strength

即使在白領階級工作當中，體力的強度

and athleticism are prized and endurance is proven

以及運動敏捷性都是被鼓勵，而且工作上的耐力

by working late into the night.

是由加班到深夜來評定的。

Three-- put work first.

第三：工作第一。

Commitment to the organization comes before all else,

對組織的忠誠比任何事情都來得更重要，

leaving no room for family, breaks, or balance.

而擠壓到連家庭、休假或者身心平衡發展的一點空間都沒有。

And four-- dog-eat-dog, a culture

第四：狗咬狗文化。

where more masculine winners defeat losers

弱肉強食的工作文化、

in a zero-sum game and trust is scarce.

充斥零和遊戲以及缺乏信任關係。

Masculinity in these workplaces is under constant threat.

男性特質主宰的公司文化在這些工作場合當中讓每個人無時無刻都面臨威脅。

It must be repeatedly defended, leading

整個組織內的個體必須不斷地防備他人，引導整個組織

to even more toxic behavior.

那個體做出更多有害的行為。

So how do you change these cultures?

所你到底要如何才能改變這些文化？

By putting mission over masculinity.

藉由把任務放在這些特質的前面。

The key here is leveraging the right goals and values.

關鍵在於將一個較為健全的文化會採用的

A healthier culture will follow.

正確的目標和價值觀導入組織當中。

For example, focus on innovation.

舉例而言，專注在創新上。

A leader could point out that innovation only

一個領導人可以將焦點著重在創新之上，而真正的創新

thrives when people feel psychologically safe to take

只有當人們在冒險以及分享新點子時

risks and share new ideas.

在心理層面感到安全的情況下才有可能發生。

And this is only possible in a culture

而這只可能在沒有無效率的男性特質競爭文化組織中

without counterproductive masculine norms.

發生。

Next, when people regularly work late

下一個，當人們經常地工作到很晚

or laugh at offensive jokes, leaders

或者互相以嘲弄、侵犯的笑話互動，領導人

need to dispel the misconception that everyone

需要消除組織中任何人具有這些錯誤觀念和行為

endorses such behaviors and publicly reject these norms.

並且公開地否定這些行為。

And most importantly, leaders must walk the talk.

而最重要地是，領導人必須身體力行。

Reward people for supporting each other,

獎勵那些互相幫助的人，

call out misconduct, allow others to voice dissent,

糾正錯誤行為，讓大家表達不同意見，

and model respectful behaviors.

以及表揚可敬的行為等等。

Only when mission comes first can real

只有當組織把任務擺在第一位，

change take place, sending masculinity contests culture

改變才有可能發生，把男性特質競爭文化

into the past, where it belongs.

徹底擺脫並且留在過去。