The hidden worries behind the bright, why does Silicon Valley like to say no to women?

March 27 news, this is a normal workday in 2007, Bethanye Blount (Bethanye Blount) came early to the company, she needs to interview a job seeker. Blount is a senior software engineer. He is 30 years old and holds an important position in Second Life, the online virtual world. She is usually kind and confident, dress casual - jeans, hoodies and sports shoes, the programmer's standard match often appears in her body. If she does not want to interview, she will even wear a full set of entrepreneurial clothes: Second Life T-shirt plus Second Life hoodie.

In short, everything shows that Blunt is an uncompromising technology executive. So when the job seeker ignored her love, she was very surprised. In fact, the job seeker knows her position clearly and understands her decisive role in recruiting. However, whenever Brent asks questions about job skills or directs conversations into the work category, the job seeker always rejects her with rash comments. Afterwards, when Blount talked with another female vice president about the same person, the other party said that he was treated the same way.

Obviously Second Life will not hire such an offensive guy. However, it never occurred to me that such a person with a serious lack of interview skills was admitted. When this new employee appeared in front of Bronte, the expression on his face was rather weird. "I don't know what's going on," he said. "I just stood there and told the man who interviewed I'm a new person, but he said I'm glad I'm here. God knows what's going on."

Until many years later, when Bronte recalled this incident, he always smiled. In many manifestations of gender discrimination, this matter is not what it is. But it also reminded Blount that being a woman in the tech circle should be ready to have its authority at any time may be questioned, even if newcomers to her company interview will do the same.

(Photo: Bethanye Blount, founder and CEO of Cathy Labs)

Blount has always believed that his job performance is so outstanding, largely because he neglected all kinds of impolite contempt, jealous silence and stupid comments. Over the years, she has experienced many times that when she walks into a group of male colleagues, these men suddenly calm down, as if they do not want her to hear the just-talked. As she stated, when meeting, she will be asked to take notes; when the technical meeting is open until late at night, she will be picked up by some guy when she is alone in the elevator. Even when she co-founded a company with a male partner, even when asked about Blatt's professional and technical issues, investors always communicated directly with her partners and ignored her presence. Blunt often complained, "I don't have time to be angry."

But to a certain extent, a lot of things made her feel crumbled from time to time. Perhaps at some technical conferences, she, as a "senior old woman" in the population, would warn young girls to be optimistic about their own wine glasses. These meetings are often known for their drinks, parties, and beauty in the circle. They are filled with all kinds of unnecessary sexual harassment and verbal attacks. You never know what a few plausible bastards would put into your glass. Blount can't believe that women still have to put such things up until now; women still play the role of coffee; until now, when women or people of color are hired, they still believe that they "request"; until Women now suffer unprovoked attacks when they make their opinions online.

Bronte said, “What I'm angry with is that the situation facing young women is no different from what I faced 25 years ago when I started my career. I think that I can make myself successful by not being myself. As a woman, don't discuss gender, don't discuss 'those things' with men, unless they are too devilish to stop them." "This method helps me to deal with various difficulties, but in retrospect, I think I should do it. More.” Blount pointed out.

Blount believes that it is not too late for women to speak. She has already begun to unite with other awakening women. Last May, they established an organization called Project Include to create an environment conducive to the development of women for companies and investors. Its partner, entrepreneur and investor Susan Wu said that when he was young, he did not understand gender discrimination in internet culture. However, as his career began, when Wu turned to the venture capital industry, she began to discover that women in this industry needed their own set of "Jiu-Ji." At a party, the founder of a start-up company suggested that Wu needed to spend "intimate time" to reach a deal with him, and another angel investor also discussed similar things with her. In the passive response again and again, Wu has trained himself as a "master" who is warm and determined and self-cultivated.

In retrospect, in many network activities, at luncheons, and at music parties, Wu had to quietly move the male hand from her thigh (or back or shoulders or hair) time and time again. She found that for successful women in the technology industry, when discussing key issues such as home ownership or investment, how to gracefully reject men’s demand for intimacy without harming oneself is an important skill.

Wu learned how to maintain grace: gentle and friendly, neither too close nor too distant. She learned the art of three-quarters of smiles and how to naturally transfer topics from private life to market strategies. She learned how to distinguish between real bastards and daring guys. She learned to be inclusive, not because she was overly cautious about her career prospects.

Dozens of women in science and technology who are interviewed love their jobs. They all like the way in which the scientific and technological community solves problems, with people being kind, quick and enterprising, access to high-paying opportunities, and the pleasure of technology itself. They are also grateful to those male colleagues who bring thoughtfulness and support. However, regardless of whether they are light or heavy, they do not deny that there are such stories in their professional lives and they have more or less taken away their sense of belonging and sense of identity in this industry. In fact, a recent survey called Elephant in the Valley also showed that the 200 technologists surveyed almost all believed that there is a gender discrimination issue in the scientific and technological community.

Just like Blatt and Wu’s example, if women want to succeed in science and technology, their path is more twisted. It is like you are performing on the stage, but you have to wear high heels and dance backwards. There are still people touching your buttocks. Someone who lingers in the ear can never be as good as a man. Of course, you can stop and accompany him for a drink.

This is partly because the proportion of women working in the computer and mathematics circles in the United States is currently only a quarter. Considering that the proportion of women in the past 15 years has increased significantly in other areas, this proportion has actually declined slightly. In the scientific and technological community, not only women have fewer jobs than men but their turnover rate is twice that of men. It is not difficult to see the reason through the study. People tend to ask women for men, and women do not have the same opportunities in the face of venture capital. Researchers also said that men, especially handsome men, are more convincing. What is particularly ironic is that when gender is unknown, it is more acceptable for women to write open-source code.

For colored women, the situation to be faced is even more complicated. Stephanie Lampkin, 15, a full-stack engineer at Stanford Engineering, means that she has mastered the development of front-end and back-end systems. However, when she applied for a job, she was told that she did not meet the technical requirements, and suggested considering the sales or marketing of many white women-related positions. Even more exasperating is that once in a meeting a white woman told her that because of her complexion, her name should be Ebony (ebony).

(Photo: Blendoor Founder and Chief Executive Officer Stephanie Lampkin)

In the past few years, Silicon Valley technology companies have begun to deal with these issues, at least have begun to face these issues through quantification. In 2014, Google announced the number of women and colored people it employs. Other companies including LinkedIn, Facebook, Twitter, Pinterest, eBay, Yahoo, and Apple have similar initiatives. These figures are not optimistic, and related news reports are not satisfactory either. But these technology companies promised to spend hundreds of millions of dollars to improve the working environment, change the leadership structure, and change their existing recruitment practices.

This industry has changed the way we study, think, consume, travel, cook, socialize, live, love and work. It seems that we are finally ready to transfer its subversive instincts to its own gender inequality. . In this process, tools and practical experiences that can be replicated in other industries have been developed to fundamentally improve the lives of women around the world.

Over the past three years, there have been numerous Silicon Valley diversification conferences and training conferences such as this, and some small service companies have begun to provide solutions to similar problems. Some of these changes have already begun to expand into other industries outside the technology industry. But in the end, the transformation has not yet been realized. From a digital perspective, the diversification of the industry has hardly occurred. Many women say that gender discrimination has become less visible but as harmful as before. Even so, many companies are beginning to determine what is effective and what is not, which also brings hope for change.

After the Second World War, when Silicon Valley appeared, software programming was often considered to be hard-working and unattractive. It was somewhat similar to the work of a secretary and was therefore more suitable for women. In contrast, hardware is the direction of development. But when the software showed its development potential and profitability, women were rapidly replaced and the coding became the world of men.

The arrival of home computers has also accelerated this shift. Early models like the Commodore 64 and Apple IIc are usually sold as toys. Jane Margolis, a researcher at the University of California, Los Angeles, points out that even without technical talent, many families like to buy home computers for their sons. By the 1980s and 1990s, many boys knew how to write code while they were in college, but the same girls were few.

But that was a long time ago. Now more than half of university students and college students are women, and the proportion of working women in many fields has increased. But computer science is a notable exception: In 1984, the proportion of women in the computer and information science majors reached its peak, at 37%. Since then, it has been in a downward trend. Today's ratio is 18%.

The Harvard economist Claudia Goldin told the author that the technology industry is a very attractive area for women because many technology companies promise to work time, flexibility and reasonable control. This is more attractive to women than other industries. Many large technology companies also provide family benefits, such as generous paid parental leave, Google will provide 22 weeks of paid leave to new mothers. "These are the best jobs women want," Golding said. "So what happened?

The Center for Talent Innovation report shows that when women leave the technology industry, they are usually not the cause of the family. They often don't leave because they don't like the job. Instead, they like their job and in many cases can use their skills in the workplace. The conclusion of the report is: "The lack of workplace conditions, lack of creative roles, and the feeling that business is in trouble" is the main reason why women leave the company. The "destructive behavior of managers" is a major factor.

The hostility of culture is already an open secret, so that many posts complaining about gender discrimination begin by showing how normal this feeling is. A woman in the tech world once wrote and wrote: "The topic I don't like the most is the "women in the tech industry," so all I have to do is to make it as simple as possible. She pointed out that when she speaks at a conference or When contributing to an open source project, it will be threatened or harassed by emails, and even some men will say “I would like to masturbate when I meet.” Another woman also complained that when she was preparing for the famous conference Pubcon When speaking, male participants told her, "Don't be nervous! You are very popular with yourself! No one will expect you to do well. “

In the office, sex discrimination becomes more subtle. The women I interviewed by the author generally described the atmosphere: they found themselves in an enviable modern workplace, surrounded by the right mind and peered about elite rule, but they felt an inexplicable humiliation, not to mention themselves. .

Telle Whitney, president and CEO of the Anita Borg Institute, is a public figure who supports women in the tech industry. She says that gender bias is often a big issue for startups. . These problems are often brought directly out of elite colleges by the brotherhood of young people (in many cases friends or roommates). For example, in 2014, Snapchat CEO Evan Spiegel had left Stanford for more than two years and his company's market value had reached 10 billion U.S. dollars. At this time, Spiegel's e-mails sent to his brothers' fellow students during his college education were sent to the gossip website Gawker and published in full. He described the president of Stanford University as "Dear Julie, revealing your breasts to us" and said that it was a tribute to another brotherhood.

Although start-ups in the area of ​​sex discrimination may be unhappy, many senior technology companies are not optimistic about their behavior. Just after last year's Game Developers Conference in San Francisco, Microsoft had hosted a party where dancers playing "girl students" just wore miniskirts and bras on stage. Ironically, earlier in the day, the company had just held a female lunch seminar to recognize outstanding women.

There are also many public remarks that reveal the views of some big technology circles on women. A Bloomberg reporter asked Michael Moritz, chairman of the famous venture capital Sequoia Capital in Silicon Valley, why the company had no female investment partner in the United States. His answer is: “We look very hard,” and added that the company had “hired a young woman from Stanford University and she performed as well as her peers,” but he also stressed that “we don’t Will lower the standard."

When Ellen Pao sued another well-known venture capital firm Kleiner Perkins Caufield & Byers (KPCB) for sex discrimination in 2015, the lawsuit sparked a fiasco in the tech world. Former Yahoo President, female entrepreneur Sue Decker wrote an article specifically for the technology industry website Recode, stating that she was very concerned about the lawsuit because it gave her deep resonance. She took her daughter out of school to hear the relevant sentencing. Dekker said: "I, like most women, have experienced gender discrimination at work more or less." She explained that she and many other women have experienced something similar to what Pao mentioned. When discussing business issues with colleagues when they are traveling on business trips, they tend to ignore them because "any individual behavior seems to be a stupid complaint." However, Bao Kangru's lawsuit changed her attitude toward this.

Although Bao Kangru eventually lost his case, the lawsuit was a watershed. Afterwards, seven senior women executives in the science and technology industry launched an investigation called Elephant in the Valley. 84% of respondents were told they were too aggressive; 66% of respondents said they lost more opportunities because of gender reasons; 90% of respondents generally witnessed gender discrimination in internal meetings and company off-site meetings Behavior; 88% of respondents had customers and colleagues asked to solve the problem solved by men; 60% of respondents had refused to conduct unprovoked sex, most of them from their superiors. Among these women interviewed, one-third said they would worry about their personal safety.

In addition to Bao Kangru, there is also a Tracy Chou, a software engineer who graduated from Stanford University. She told the author that when working at a startup company, a co-founder often laughed at weeks, and a newcomer was better and faster than her. When she discovered major flaws in the company code and clearly pointed out this point, her engineering team would instead refute her concerns, saying that they had been using the code for a long time and had not found any problems. Zhou insisted that she could confirm the existence of this bug. In the end, it was still a male colleague who discovered that Zhou was right when the office began to wake up. Although Zhou told her team that she knew how to resolve this flaw, the company still required two male engineers to conduct a detailed review of the process of changing the code, which made her feel very confused.

(Photo: Tracy Chou, founder of Project Include, a nonprofit organization)

For Zhou, even an open office environment made it "stressful": it meant that there was no way to escape the male colleague's dissatisfaction or deliberate criticism. Despite Zhou's grievances and never complaining, when he put forward a technical issue, he was often called "emotional." The other female engineer of the company had the same feeling with Zhou and it seems that the working standards between men and women are not the same. Compared with obvious gender discrimination, this is more like a neglected and disrespectful one. “Although objectively speaking we have done very well, they never think you are doing well.”

The hostile attitude of the tech industry to women is not just a counterintuitive issue. On the surface, the Silicon Valley scientific and technological community has many advanced elements who have received higher education. What they hung about is how to make the world a better place. Compared to the legal or medical community, the scientific and technological community is still a young industry. Many of the aforementioned industries have already caused women to lose their dominant position in the industry.

San Francisco-based Paradigm provides consulting services primarily on industry diversification and inclusion. Its founder and CEO, Joelle Emerson, said: "(Technology) does not have the same exclusive history. "But this new industry has its own problems: because Silicon Valley is a new entrant, Wherever they emerge from mature companies, many people still believe that technology is an elite-led industry, despite the disparity in evidence. Ironically, this conviction will result in long-term inequality. A 2010 study, "The Paradox of Meritcracy in Organizations," found that in elite domination cultures, managers may actually "create a huge prejudice against men over women." In a series of experiments, the researchers introduced the participants to personal data of different gender targets and asked them to measure the level of bonuses. The researchers found that the company’s so-called performance-based decision only leads to higher bonuses for men

Another fundamental belief in Silicon Valley may also be the main reason for the prevalence of gender prejudice: The success of technology depends almost entirely on genius. No one thinks that lawyers, accountants, and even brain surgeons rely solely on talent. In these industries, although some people are more talented than others, they still need to pass unremitting study, for example, you need to enter the law school for further study; you need to pass the CPA exam to be able to get a practicing qualification; you need to go through repeated training. Can become a qualified surgeon. In contrast, a study published in the 2015 issue of Science confirmed that, for example, computer science, physics, mathematics, and philosophy are all particularly fascinated by “talent”, and it is generally believed that inspiration is born. The report concluded that since people tend to assume that genius is a trait of men, these areas are often very tricky for women's development.

The number of women practitioners in these fields is very small, and researchers have also cited several alternative explanations, including that women may be reluctant to work for a long time, or that there may be more men in the top of the field. This is also 2005. When he was Harvard's president Larry Summers's idea.

However, objective data does not support these theories.

The study found that "for a particular area, the more attention is paid to talent, the smaller the number of women who will receive a doctorate." He pointed out that this is also true for African-Americans. The study concluded that society has a “lack of stereotyped stereotypes” for both groups, and “a subject practitioner believes that success depends on sheer talent being an important contributing factor to the status quo in women and the African-American industry.”

This is why, for many years, the gender gap in the scientific and technological community has been considered as a natural cause. When working as an intern at Google in the week of 2007, people joked that the core of Mountain View is made up of male engineers, while women fall into non-core operations such as marketing. Zhou said frankly that joking is a joke, but it is very difficult to get to the bottom of it, to understand what women feel and how to change the status quo.

In October 2013, Zhou participated in the Grace Hopper conference of the annual computer women's party. Sheryl Sandberg, chief operating officer of Facebook, warned that the number of women in the technology industry is declining. Zhou was deeply shocked by this. She realized that for such a data-driven industry, there are few reliable statistics of diversity. In the same month, she published an article in the media, calling for people to share relevant data from their own companies and to create a spreadsheet for statistical data. Zhou told the author, "This open secret in Silicon Valley has finally been disclosed to everyone."

At that time, some large technology companies were working with the "San Jose Mercury News" on the "Freedom of Information Act". The latter requires the Ministry of Labor to publish relevant data for employees of various technology companies. These companies believe that the relevant statistics are a trade secret and that completely publicly speaking will undermine their competitive advantage. But Chou is not the only vocalist who demands transparency. Jesse Jackson and his Rainbow Alliance, which represent the rights of women and other sexual orientation people, also strongly advocated information transparency. Many activists began to ask companies to disclose relevant information on the treatment of people of different genders.

In January 2015 at the International Consumer Electronics Show in Las Vegas, Intel CEO Brian Krzanich announced through a keynote speech that his company will invest US$300 million over the next five years to increase corporate diversity. Two months later, Apple invested US$50 million in cooperation with non-profit organizations and worked hard to open channels for women and ethnic minorities to enter the technology industry. At the same time, Google also announced that it will increase its annual budget from US$115 million to US$150 million. In June of this year, 33 companies signed a commitment to make their employees more diversified.

As Nancy Lee, Google’s vice president of human resources, said, the company has realized that it is a sense of commercial responsibility. This is creating a global product, and it should also be a moral one. She talked about the "original vision" of Google's founders, that is, "We want to build a company that is persistent. We don't do evil." Google released detailed information about its staff composition, and Lee told the author that due to "the status quo of the company "Not very good." This allows other companies to be relieved when they publish information. She said that Google hopes to disclose its data, so that "so we can not escape. There is no turning back."

indeed so. Google's initial statistics show that only 17% of its technical staff are women. Similarly, the proportion of Twitter technical women is 10%, Facebook is 15%, and Apple accounts for 20%. Currently, from the perspective of the entire industry, women only account for 18% of the total number of computer science professionals. However, because these companies are highly paid and attractive, their employees constitute a disproportionate number. These companies are determined to do better and start looking for new ways to attract and retain women. The method includes recruiting women from more universities and creating more internship opportunities. However, the most popular method is subconscious bias training.

Recently, subconscious bias training has become a common method for solving diversification problems in Silicon Valley. This is a diversified training for Millennials that allows people to understand their prejudices in the subconscious. It relies on a great deal of research in social psychology. Previously there were hundreds of studies showing how women and ethnic minorities were shaped. Lee told the author that part of the reason for implementing subconscious bias training is that companies think engineers would like to use social science-based methods: "It's easier to resonate with engineers." Similarly, Facebook also uses subconscious bias training for its The diversified efforts of the company: Both companies have released online videos of their training, providing examples for other companies to solve problems. From then on, the discussion about subconscious prejudice training spread like a virus to the entire Silicon Valley.

On a Thursday morning last summer, diversified consultant Joelle Emerson visited a medium-sized start-up company and had a conversation with the company about subconscious prejudice training. Emerson knew that employees did not like to be dragged into lengthy and diversified training courses, so she tried to make her speech optimistic and interesting, full of interesting exploration, like a technical exchange. She told employees that “When we build a diverse team, we become smarter and have better self as individuals.” She said that when you meet someone you don’t know, it will be more straightforward. You will become more convincing and look forward to more responses. "Our brain functions only make relative changes, and we will be more vigilant and more careful." She cited a study that pointed out that the jury's attention will be better when it comes to recalling court cases. Just like many training courses, her speech continues to enter the so-called implicit association test.

Implicit association testing is a mainstream method that demonstrates how subconscious prejudices work. This method was pioneered by Anthony G. Greenwald, professor of psychology at Washington University in 1995. Its main idea is to allow people to quickly sort words and concepts, revealing the prejudices hidden in their brains, and stereotyped things.

Emmerson started practicing for everyone, raised his right hand to say "right", and raised his left hand to say "left." "I know this looks a bit funny, but you need to do as much as possible." She said very well, and the audience was very much in agreement. There was applause and laughter.

(Photo: José Emerson, founder and CEO of Paradigm)

Then she tested and displayed a series of words on the screen. If the word is related to men, such as "son" or "uncle", he raises his left hand; if he is related to women, she raises her right hand. Then she flashed words like science or liberal arts. Next, she raised the difficulty: if the word is related to men or science, they must raise their right hand; if the word is related to women or liberal arts, they must raise their left hand. At first, the audience completed these without too much difficulty. But then they let them mess up. Emerson said: "This time we have to exchange concepts." If the word is related to men or liberal arts, the audience will raise their left hand. If a word is related to women or science, the audience will have to raise their right hand. . The words “chemistry, history, elder sister, son, English, grandpa, mathematics, girl, physics, prostitutes, boys, etc. are constantly on the screen. People's movements start to get messy and the room is filled with noisy laughter: people’s The brain cannot keep up with the screen rhythm.

Emonson explained that no matter what kind of requirements are put forward, about three-quarters of respondents respond slowly to linking women with science or men and culture. She mentioned that the first time she participated in the test also included the family and work categories. “I think I'm going to blame myself,” said Edmundsson. Even though she is a working mother and has been engaged in gender studies for many years, she still tends to associate women with family and men with work. This is also a kind of subconscious bias

It is the core purpose of this training to make everyone aware that there is bias. Speakers often point out that prejudice and stereotypes are a natural, evolutionary defense mechanism, a mechanism that can be traced back to the origins of our humanity: When the primitive man sees a snake, he does not have time to determine whether it is toxic or harmless. His brain just said snake! He will react. Today our brain receives more than 11 million messages at any time, but we can only handle about 40 consciously, so our subconscious will filter out unrelated things through prejudice and stereotype.

This information will indicate that quick decisions are usually biased. For example, the scientific community also faces the same problem. The personnel manager may have to recruit enough people to fill hundreds of vacant positions in a short period of time. Subconscious bias training believes that too many decisions need to be made in a short time: personnel managers need to browse a large number of resumes in a short time, and when they see a clear hobby or interest, or the name of a white male, they will unconsciously screen it. attend job interview. However, women and colored people are often shelved or seriously considered.

Shelley Correll, director of the Clayman Institute professor at the Stanford University Institute of Gender Studies, gave a lecture on subconscious prejudice for the first time at Cornell University in 2003. She said that this topic was primarily of interest to academics. Now, she said that with the adoption of related training by technology companies, this demand is increasing. Telle Whitney of the Anita Borg Institute said: “Actually, every company I know has implemented subconscious bias training.” “This is a fast, feeling good training that will make you feel like you have something to do.”

But the problem is that subconscious bias training may not work. Some people think that even counterproductive. Although this practice is more popular than the "sensitivity training" popular in the 1980s and 1990s. In "sensitivity training," whites are often treated as villains. The subconscious bias training also has the same problem: people do not want to sit in a chair and listen to how they should take action. Forcing them to do so may cause people to rebel: No, thanks, I will come back.

What's worse is that repeatedly saying "I am biased, this is me" seems to make prejudice more inevitable. People will accept the status quo of prejudice and believe that any effort is futile.

They may even become more prejudiced. Studies conducted by Michelle M. Duguid of Cornell University and Melissa C. Thomas-Hunt of the University of Virginia in 2015 showed the danger of standardizing bad behavior. For example, behaviors such as ignoring littering and alcoholism can make people realize that their behavior has gone beyond the norm, and has also proved to be a powerful way to change these behaviors. On the contrary, passing good behaviors as social norms, such as “most towels are reused by most guests”, can make people actively adapt to this behavior.

Then when you say that prejudice is natural, what is the reaction of all of us? Duguid and Thomas-Hunt found that telling participants that many people have inherent ideas will make them more adaptive to prejudice. In research, prejudice against women, fat or elderly people is not the case. Researchers also pointed out that there is a provocation phenomenon. Too much talk about gender inequality will make it normal: when you repeatedly say that women will meet the invisible ceiling, people will begin to accept it. , women will encounter invisible ceilings - this is reality.

The author and Maxine Williams, global director of Facebook Diversity, talked about all these issues and was responsible for the company's online training business. Williams is from Trinidad and Tobago. In the training business, she mentioned a study and found that many people who interviewed think that dark skin is not as smart as white skin. She told me that she found it difficult to study this kind of study in depth, but would allow her to do so subtly.

On Facebook, Williams pointed out that the "management bias" department is only "recommendation," not mandatory, and she hopes to ease any dissatisfaction within the company. The goal of this training is to create a culture. Even if employees choose to withdraw from training, you cannot avoid it completely. Because the topic of managers now revolves around prejudice, people are encouraged to admit that they bothered someone at the party. "Have you recently disturbed the disturber?" Williams always likes to ask the audience. She believes that discussing the universality of prejudices helps to eliminate people's fallacies of elite rule.

她还告诉我，如果你要认真对待偏见训练，你必须创造一个环境，让人们能够安心坦诚自己有偏见。比如在这样一个环境中，他们可以承认自己认为男性擅长数学，或者是承认自己会认为新妈妈会放松工作责任心。Williams认为这是一项危险的任务。 “一旦你执意走下去，对人们说，'开放！'各种各样的问题都会显现出来。我们必须一起应对困难，这意味着你也必须有宽恕的心态。“她补充说，无论承认什么样的偏见，都有必要假设人们的出发点都是好的—— “假设善意”至关重要。

当笔者和Bethanye Blount提及这些时，她对“假设善意”的说法笑了笑。Bethanye Blount是一名前Facebook员工，她也认为这是一个很好的工作场所。Blount认为：“他们在迎合工程师们。”工程师们形成了一个敏感的群体，他们往往自以为是、与众不同、应享受特殊待遇，而Facebook对待他们也很明智。潜意识偏见训练的一个明显优点是，在企业竞争人才的环境中，它有助于吸引有才华的女性，而不会吓跑其他人才。

笔者也曾和一位前Facebook员工，现任Tumblr产品经理的Bo Ren探讨过这个问题，现在是Tumblr的产品经理。Ren表示，Facebook的工作氛围平静，表面感觉很好，但所有工作场所都有暗流涌动。她指出，要想在硅谷获得成功，无论谁都需要一定的社会信誉，才能将人们相信你的观点，进而为其介绍新的产品或解决方案，也就是将自己的想法“适应社会生活” 。 “你会认为所有的事情都是平等的，”她说，“但这些交流往往对女性关闭了大门。这完全是一个男性俱乐部。如果你想要进入这个圈子，就必须成为这个俱乐部中的一分子。“至于在会议中召集人，听起来似乎是一个好主意，但是她从来没有见过有人能做到。 “只是- 你真的要成为那个人吗？”

（图注：Tumblr产品经理Bo Ren）

最近，潜意识偏见训练的问题开始被人们质疑。内隐联想测验（Implicit Association Test）发明者安东尼·格林瓦尔德（Anthony Greenwald）就强烈表达了自己的疑虑。他对《福布斯》说：“理解隐藏的偏见实际上并没有能够为你提供解决这方面问题的工具。 Recode的联合创始人卡拉·斯维什（Kara Swisher）也表示，潜意识偏见训练“只能听听”，仅仅是一个没有付诸实际行动的借口。一位科技公司执行官迈克·艾农（Mike Eynon）指出：这种偏见训练反而使得“我们白人的自我感觉更好”，并让“特权让每个人都有偏见成为了事实，也并没有过错”。从本质上将，歧视其他群体的现象并没有任何改观。

2016年，谷歌公布了公司多样化的成果：公司女性占到员工总数的31％，比上年提高了一个百分点。技术女性角色占到19%，也上升了一个百分点。在Facebook，女性员工的比例从32％上升到33％。在技术角色方面，女性人数比例也增加了一个百分点，从16％上升到17％。

特里·惠特尼（Telle Whitney）指出，对于像谷歌这样的大型企业来说来说，上涨一个百分点并不是微不足道的成果。但是，尽管公司的承诺似乎是真实的，但是变化的缓慢速度也使得人们质疑他们到底在这条路上能走多远。如果想要真正改变现状，他们可能需要采取更加激烈的措施。

相应地，最近也出现了另一种解决理念。如果说试图改变人们的潜意识复杂而困难，如果你无法轻易地消除偏见，那么可以做的就是打造一套阻止人们这样行动的机制。艾蒙森在演讲中谈到了很多诸如此类的方法，并与公司合作将反偏见培训的理念嵌入到招聘和推广过程中。在招聘中避免偏见的一个方法是让面试官事先写下一个要求的技能，并向每个申请人询问相同的问题，并按照一个标准评估答案的质量，而不是简单地说，招聘理由是“我真的喜欢那个和我同校的人，他也和我一样喜欢冰球。”

谷歌一直是这种改变的支持者。，Laszlo Bock是公司前任高级副总裁，其在2015年出版的《工作规则》一书中引用了托莱多大学的一项研究，面试的前20秒经常能够决定20分钟的结果。他坦言，这样的快速印象是毫无意义的。他补充说，谷歌强烈鼓励面试官使用技能评估和标准问题的组合来进行面试，而不是简单依靠主观印象。

其他专家指出，公司真正需要的是反偏见的任务清单。这种理念正在传播开来，一家公司已经与艾蒙森合作列出了一个六点清单，其中包括了如何预留足够的时间来评估员工的表现，以抵消快速判断带来的偏见问题可。但总体上说消除偏见依旧处于早期的发展阶段：去年夏天Emerson在谈及潜意识偏见问题时，观众中有人问她哪个硅谷公司在处理偏见方面做得好。 “没有，”她说，“因为把反偏见融入到组织架构中的想法还很新颖。”

这就是硅谷，很多新公司已经开始将清单理念数字化，从而为科技界的性别歧视问题提供技术方面的解决方案：比如模糊申请人性别的软件，或通过更客观的评估过程指导人事经理行为。

然而，即使他们在努力，但诸如此类的偏见干预让你感觉到似乎也就到此为止。多元化顾问和平等倡导组织均表示，技术公司不愿意改变文化的核心部分，这让他们仍然感到非常沮丧。例如在工作面试中，直接在白板上书写代码被认为是一个神圣的传统，工程师们希望在这场表演中能够华丽出彩。然而这种考验并不是适合所有人才。事实上，在白板上书写代码有可能引来更多偏见。在斯坦福大学，谢利·科雷尔（Shelley Correll）曾参与过这样的面试形式，一位男性研究生写的代码出现了问题;当一名女性面试者看到这一点并不断提出问题时，评估人员认为她所有的问题都表明她没有过多能力。

“在看到工作方式发生变化之前，我不认为能够打破这一壁垒，”科雷尔指出，“我曾与一家公司合作，这家公司坚持认为产生创意的最佳方法是让团队中的人大声说出他们的想法。当你看这样的团队工作时，他们互相尖叫，彼此谩骂。他们认为这种方式对科学发现至关重要，甚至于绝对必要。我说：“当你发表自己的不同意见时，难道不应该把其中的白痴字眼去掉吗？ ”

科学发现中关于尖叫和无端谩骂有一个专门的术语，被称为“建设性对抗”，它是由硅谷元老级企业，芯片制造商英特尔率先提出的。英特尔成立于二战后，在公司办公室中目之所至，都是男性。它和其他早期的科技公司一样，“都是由男性独家创立的，无论好坏，他们只有男人的感觉，”惠特尼如是指出。正如前英特尔首席执行官安德鲁·格罗夫（Andrew Grove）在他的《只有偏执狂才能生存》（Only the Paranoid Survive）一书中所述：“从早期所有的争吵中，我们创造出一种凶残的争吵风格，当然我们依旧是朋友。”

而现在，公司讨论更多的是包容而不再是对抗。我很惊讶，老牌的科技企业英特尔竟然是在解决性别问题上走在前列的公司之一。自2000年以来，它一直在发布公司多样化数据，尽管与其同行一样，事实并没有太多的改善，但在过去几年中英特尔一直在尝试包括“招聘配额”等更多方法。

（图注：斯坦福大学性别研究所克莱曼研究所教授主任谢利·科雷尔Shelley Correll）

当然，在美国你不能提及配额。在诸如挪威等一些欧洲国家会在工作岗位上实行配额制。譬如其规定40%的上市公司董事会成员必须是女性。这种配额制运转良好，公司一样能在当地找到符合工作要求的女性，也没有造成什么不良影响。但在美国，实施招聘配额是非法的。英特尔首席多元化和包容性负责人丹尼尔·布朗（Danielle Brown）澄清：“我们从未在英特尔使用配额这一词语。相反英特尔设定了非常明确的招聘目标。 在2015年，我们希望公司40％的新雇员是女性或少数民族。

现在，很多公司都有自己的招聘目标。但是为了使目标实现，英特尔还将奖金激励纳入进来。在英特尔的年度绩效奖励计划中，成功实现多元化目标也是公司是否为员工提供全额奖金的评判因素之一。如果多样化的目标成功实现，公司每个人都会得到更多回报。

可以肯定的是，相比于新兴的社交媒体公司，英特尔比其他一些公司在反偏见方面走的要更远，因为其大部分职员都是技术性员工。何况英特尔在全球范围内约有10万名员工，加之几十年根深蒂固的文化，这样一艘缓慢而笨拙的大船掉头要更加困难。

但是，由于开始将绩效奖金与多元化招聘联系起来，英特尔已经超过了其既定目标。 2015年，43％的新雇员是妇女和少数族裔，比原定计划高出3个百分点。去年，它将目标再次提高到新员工总数的45％，也成功实现。这些变化不仅仅是在公司基层：40％的新任高管是女性和少数族裔。要知道，2014年英特尔女性员工比例只有23.5％。而到去年年中，这一比例已经达到了25.4％。

英特尔还推出了其他努力。当员工的事业陷入困境、或是与经理发生冲突时，可以使用“温暖热线”来报告相关问题会有专人进行处理。公司从温暖热线和员工离职采访中获取相关数据，为管理人员提供决策参考。比如如果一个团队有很多女性离职失去了很多女性，那么负责人经理将获得有关他们离开的原因以及如何解决相关问题的数据。

英特尔也并不完美，其投资3亿美元的多样化努力被一些人认为是在公司陷入女开发者性丑闻Gamergate之后试图恢复公司形象的努力。在英特尔工作的女性指出，英特尔也不能完全抵御行业的性别歧视问题。但是毕竟公司有很多人在关注英特尔的多元化承诺。

伊丽莎白·兰德（Elizabeth Land）在英特尔工作了18年，其在2015年离职前说，关于多样化的招聘目标确实引起了人们的一些不满。不过，她希望更多的公司能够采用类似的方法。 “如果你愿意花费力气和时间寻找合适的高级别女性，你总可以做到。”

谢利·科雷尔（Shelley Correll）也同意这一点。她说：“将绩效奖金与多元化结果挂钩表明多元化是公司关心的重点，管理者也会认真对待”。事实上，她指出这种理念此前有先例：百事可乐公司在21世纪初期做了类似的事情。当第二年公司没有达到50％的多元化聘用目标时，大家的绩效奖金就遭受了损失。但最终公司的员工组成确实变得越来越多元化。从2001年到2006年，公司高管中妇女和少数族裔的比例从34％上升到45％。

也许最令人鼓舞的是，随着一些新兴科技公司的出现，其中一些正在积极采用英特尔和谷歌的经验已。群发消息公司Slack从发展初期就将多元化视为优先事项，被业内广泛称赞。去年，当Slack获得TechCrunch创业公司最快发展奖时，公司派出了四名黑人女性软件工程师上台领奖。其中一名女性Kiné Camara意味深长地指出，“我们是工程师”。从2015年9月至2016年2月，随着Slack的发展壮大，其技术人员中的女性比例从18％上升到了24％。无论如何，虽然缓慢，但对于天才是什么，天才来自哪里的思考，整个科技行业正在改变。 (晗冰)

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