近年來，閱讀在高中英語教學和高考中的地位越來越顯著。下面是學習啦小編帶來的大學英語的文章，歡迎閱讀!

　　大學英語的文章1

　　妻子護照丟失 印度攝影師無奈一個人度蜜月

　　An Indian photographer is currently spending his European honeymoon alone, after his wiferealized she had lost her passport.

　　在一位印度攝影師的妻子意識到自己弄丟護照之后，這位攝影師目前只能獨自一人前往歐洲度蜜月。

　　Faizan Patel tweeted a photo of himself on a plane, next to an empty seat and an image of hiswife, Sana.

　　菲贊·帕特爾在推特上發(fā)了一張自己在飛機上的照片，旁邊的空座位上只有他妻子薩納的一張照片。

　　"This is how I am travelling with my wife as of now," he tweeted.

　　他在推文中寫到："這正是我和妻子眼下的旅游方式。"

　　Turns out Sana had lost her passport two days before the couple's scheduled trip to Italy andGreece. Since the newlyweds weren't able to get a refund for their tickets, Sana encouraged herhusband to go at it alone.

　　就在兩人定好行程去意大利和希臘的前兩天，薩納才發(fā)現(xiàn)自己的護照不見了。因為這對新婚夫婦不能拿回機票的退款，所以薩納鼓勵丈夫獨自一人去度蜜月。

　　Faizan committed to bringing his wife along in some capacity, though mostly in spirit — andwith a photo of her face.

　　菲贊承諾盡可能的帶上妻子，雖然大部分都只是精神上的--那就是帶一張妻子的照片。

　　His efforts paid off as his tweet reached India's minister of external affairs, who offered to help. "Ask your wife to contact me," Sushma Swaraj tweeted. "I will ensure that she is with you onthe next seat."

　　皇天不負有心人。印度外交部部長從推特上了解到了他的事跡，主動提出幫忙。"讓你妻子來找我，"蘇什瑪·斯瓦拉杰在推特上回復道，"我會確保下一次她能坐在你身邊。"

　　While the high-powered help did manage to fast track Sana's passport, she still needed toobtain a visa. The good news is that the visa application is currently being processed, so thecouple might be able to reunite soon in Florence.

　　盡管這一強有力的援助確實幫薩納迅速找回了護照，但她仍需要得到一份簽證。好消息是簽證申請目前已經(jīng)在受理中了，所以這對夫妻很可能會在佛羅倫薩重聚。

　　大學英語的文章2

　　淘寶及阿里巴巴證實 限韓令為謠言

　　Vendors from China's largest e-commerce platform, Taobao, and its parent company the Alibaba Group last Monday denied rumors that K-pop merchandise and Korean celebrities' names are banned from appearing on the platform during the G20 summit amid soured China-South Korea ties.

　　上周一，中國最大的電商平臺淘寶網(wǎng)及其母公司阿里巴巴集團上的商家否認了由于中韓關系惡化，在G20峰會期間淘寶上禁止出現(xiàn)韓國商品和韓國藝人名字的謠言。

　　"So far, there has been no notice from Alibaba to remove the names and pictures of Korean pop stars we are using for promotion," a vendor who specializes in customizing high-end K-pop-style sweaters told the Global Times.

　　一位淘寶網(wǎng)上專門定制高端韓國流行風格毛衣的店主接受《環(huán)球時報》采訪時表示：“到目前為止，我們還沒有收到阿里巴巴方面要求撤下用來宣傳的韓國藝人的名字和照片的通知。”

　　Some influential Sina Weibo accounts reportedly claimed that merchandise related to Korean entertainment - including K-pop-style clothes, pictures, videos and pop stars' names - are not allowed to appear on China's e-commerce platforms, including Taobao and Tmall, especially during the September G20 summit and the "Double 11" online shopping festival in November, ebrun.com reported.

　　據(jù)億邦動力網(wǎng)報道，一些頗具影響力的新浪微博賬戶聲稱，包括韓國流行風格的服裝、照片、視頻及名字等和韓國娛樂相關的商品，都不準出現(xiàn)在包括淘寶和天貓等在內的中國電商平臺上，尤其是在9月份G20峰會期間和11月份“雙十一”網(wǎng)購節(jié)的時候。

　　An employee from the public relations department of the Alibaba Group told the Global Times that Taobao has not imposed a ban on Korean merchandise or similar products and terms. Several vendors also confirmed with the Global Times that they have received no such notice.

　　阿里集團公共關系部門一名員工接受《環(huán)球時報》采訪時表示，淘寶沒有對韓國商品或類似的產(chǎn)品實施禁令。一些賣家也向《環(huán)球時報》證實，他們并沒有收到這樣的通知。

　　Previous social media posts said that vendors could still sell K-pop merchandise as long as they withdrew pictures of K-pop stars and their names from promotional materials and submitted to supervision by authorities, ebrun.com reported. Those posts had been deleted as of press time.

　　據(jù)億邦動力網(wǎng)報道，之前曾有一些社交媒體發(fā)帖聲稱，只要賣家撤下宣傳材料里韓國藝人的名字和照片，并且提交給監(jiān)管部門，他們就仍然可以出售韓國流行風格的商品。截止發(fā)稿前，這些帖子已經(jīng)被刪除了。

　　In an earlier poll on Sina Weibo, over 300,000 Net users voiced their support for the Chinese media watchdog's reported actions to limit South Korean entertainers' activities in China.

　　據(jù)新浪微博前段時間的一份民調顯示，對于中國媒體監(jiān)管機構限制韓國藝人在中國活動的舉措，超過30萬的網(wǎng)絡用戶表示支持。

　　大學英語的文章3

　　巴特曼海利迪現(xiàn)象 怎樣破除對老板的崇拜

　　Kids Company, a leading UK charity for disadvantaged children, collapsed a year ago amid allegations of gross financial mismanagement.

　　一年前，Kids Company倒閉了;倒閉前，這家?guī)椭鮿?a href='http://lpo831.com/zixun/ertong/' target='_blank'>兒童的英國領先慈善機構被指存在嚴重財務管理不善。

　　Camila Batmanghelidjh, its flamboyant founder and chief executive, had been elevated to such heights that she was left unchallenged for many years, not only by her staff, donors and board of trustees, but also by the government and media.

　　事發(fā)之前，Kids Company耀眼的創(chuàng)始人和首席執(zhí)行官卡米拉•巴特曼海利迪(Camila Batmanghelidjh)已被抬得高高在上，多年來一直不受任何人質疑——無論是該機構的員工、金主和理事會，還是政府和媒體。

　　From the charity’s launch in 1996, government ministers approved payments to it totalling ￡42m in the form of grants. Ms Batmanghelidjh’s charisma, charm and fame led to her being so idealised that she avoided normal levels of scrutiny applied to most organisations.

　　這家慈善機構自1996年成立以來，共計從政府部長們那里獲批4200萬英鎊的撥款。巴特曼海利迪非凡的感召力、魅力和知名度，令她被極度理想化，以致沒有受到大多數(shù)機構面臨的正常水平的審查。

　　A House of Commons select committee concluded that Ms Batmanghelidjh’s personality “appeared to captivate some of the most senior political figures in the land”, and high-level political patronage may have deterred whistleblowers from coming forward.

　　英國議會下議院(House of Commons)特別委員會斷定，巴特曼海利迪的個性“似乎迷住了本國一些最重量級的政治人物”，而高層的政治支持可能使得有心檢舉者畏縮不前。

　　Kids Company provides an extreme example of the dynamics and potential consequences of “idealisation”, but these are in play at most organisations to a greater or lesser extent, and not just at the top — individual subordinates can also be put on a pedestal.

　　Kids Company的案例以極端的方式體現(xiàn)了“理想化”的力量與潛在后果，但絕大多數(shù)組織都或多或少地上演著這些情節(jié)，并且不僅是頂層人物——個別下屬也會被視為完人。

　　It may be difficult to spot potentially dangerous hero worship because it can often be disguised as the everyday respect and admiration we endow on apparently outstanding leaders.

　　英雄崇拜帶有潛在危險性，我們或許不易察覺它，因為它常會偽裝成普通的尊重和欣賞——對看上去杰出的領導們，我們都是尊重和欣賞的。

　　Such adoration is a mutual relationship with distortion on both sides, where a person’s need for admiration is fuelled by the need of admirers to see their leader as exceptional. Such admirers often have dependent personalities whose craving for emotional security blurs their perceptions of a leader’s limits and capabilities.

　　這種崇拜是一種兩頭都扭曲了的相互關系，在這種關系中，一個人需要被人崇拜，崇拜者又需要看到他們的領導與眾不同，后者的需求助長了前者的需求。這些崇拜者往往具有依賴性人格，他們對安全感的渴求讓他們看不清領導者的極限和能力。

　　Manfred Kets de Vries, psychoanalyst and professor at Insead Business School, says: “It’s a totally reinforcing dance in which, because of a general feeling of helplessness, you idealise the leader and say quickly what the leader likes and wants to hear, and that reinforces the leader’s narcissism and vice versa. Unfortunately, the moment the leader accepts this, he is surrounded by liars.”

　　精神分析學家和歐洲工商管理學院(Insead Business School)教授曼弗雷德•凱茨•德弗里斯(Manfred Kets de Vries)稱：“這完全是一個不斷強化的過程，由于一種整體的無助感，你將領導理想化并迅速說出這位領導喜歡和想聽的話，這增強了這位領導的自我陶醉，反之亦然。遺憾的是，一旦這位領導接受了這一點，他就被騙子包圍了。”

　　Heaping such admiration and trust on people in power helps sustain a fantasy that those who look after us are all-knowing, or believing that being close to great people helps us feel better about ourselves. For many, it is a way to compensate for a difficult relationship with early authority figures, usually a parent.

　　對當權者寄以如此的仰慕和信任有助于維持一種幻想，即那些照管我們的人無所不知，抑或相信自己與大人物關系親近有助于使我們自我感覺更好。很多人通過這種方式來補償自己與幼年時期的權威人物(通常是父母)之間的困難關系。

　　Children normally imagine their parents as benevolent, all-knowing figures, and this helps cushion them against overwhelming fears of life’s dangers. With maturity, however, individuals learn to accept their parents’ flaws, and thereby to tolerate a world of uncertainties and disappointments and to rely on their own opinions rather than always accepting those of authority.

　　孩子們通常想象他們的父母是善良的、無所不知的，這有助于減輕他們對生活中種種危險的巨大恐懼。然而，成長后，人們學會接受父母的缺點，并因此學會容忍一個充滿不確定和失望的世界，學會依靠自己的見解而不是始終接受權威人物的觀點。

　　Glorifying a leader can leave him or her free to act irresponsibly, unethically or to the organisation’s detriment. It also means subordinates are unlikely to question decisions or assert their own talents and insights, which can in turn damage a company’s innovative potential and development.

　　一個受到崇拜的領導可能會隨意做出不負責任、不講道德或有損組織利益的行為。這種崇拜還意味著下屬們不太可能對決策提出質疑，或者表現(xiàn)自身才能、堅持自己的見解，這反過來可能會危害一家企業(yè)的創(chuàng)新潛力和發(fā)展。

　　Devaluation is the inevitable downside to idealisation — the higher the person is put on a pedestal, the greater the crash, as Ms Batmanghelidjh discovered. Rather than being seen as merely flawed, her fall from grace was total, and much of the work she and her staff had accomplished was forgotten.

　　不可避免地，理想化的反面是被貶得一文不值——一個人被抬得越高，跌落時就摔得越重，正如巴特曼海利迪所領教到的。她一下子名聲掃地，而不是僅被視為有了瑕疵，她和她的員工們所完成的大量工作都被遺忘了。

　　All leaders have a degree of narcissism and therefore are at risk of encouraging this dynamic, but those on the extreme end of the continuum are more likely to be seduced by its allure. The more narcissistic the leader, the greater his or her need to attain admiration and the security he or she craves.

　　所有領導都有一定程度的自戀情結，因此有鼓勵這種事態(tài)的風險;被周圍的人高高捧起有其吸引力，那些極端自戀的人更容易受到這種吸引力的誘惑。領導越自戀，就越需要獲得崇拜、獲得他或她所渴望的安全感。

　　Kerry Sulkowicz, psychoanalyst and managing principal of New York’s Boswell Group, a consultancy specialising in work relationships, says: “The danger is believing in one’s infallibility once one reaches the top. Sometimes leaders do things deliberately, or more likely unconsciously, that promote idealisation.

　　克里•舒爾科維奇(Kerry Sulkowicz)是一位精神分析學家，還是紐約博斯韋爾集團(Boswell Group)的創(chuàng)始人，這家咨詢公司專注于向客戶提供職場關系方面的咨詢。舒爾科維奇稱：“危險在于認為一個人在成為領袖以后就永遠不會犯錯。有時領導們有意或無意間(后一種情況可能性更大)做出一些促使別人將其理想化的事情。

　　“They act as if they have all the answers or don’t show any vulnerability, and for those people who are susceptible to this it can lead to an idealisation of them.”

　　“他們表現(xiàn)得仿佛無所不知或無懈可擊，這可能會讓那些容易被唬住的人將他們理想化。”

　　New chief executives can feel pressure to be perfect from the start, and experienced ones can believe they have seen and done it all before, says Mr Sulkowicz.

　　新上任的首席執(zhí)行官可能會承受壓力，感到自己必須從一開頭就做到盡善盡美;而那些有經(jīng)驗的則可能會相信自己什么都早已看過做過，舒爾科維奇稱。

　　The danger is when they start to act the part. Another risk factor is when the distance between a CEO and his or her staff becomes too great and as a consequence feedback diminishes.

　　危險在于他們從何時起開始這樣表現(xiàn)。另一個危險是當一位CEO與他或她的員工之間距離變得太大時，反饋也會因此減少。

　　Mr Sulkowicz believes prevention is better than cure in this regard. “Leaders who are getting nothing but positive feedback from their organisations should actually worry about that — they should be alert to the likelihood that nothing but praise is a sign of idealisation and they should really look for criticism because otherwise they’re likely to believe it themselves and are being set up for a fall.

　　對此，舒爾科維奇先生認為，與其亡羊補牢，不如防微杜漸。“那些從組織內部除了積極意見聽不到其他聲音的領導們才真的應該擔憂——他們應警惕的是，如果他們只聽到溢美之詞，這表明他們很可能是被理想化了，領導者們真正應該尋求的是批評，否則他們很可能對下屬的贊美信以為真并將會栽跟頭。

　　“It should raise a red flag when the exclusive praise comes from the directors, because the board’s role is in evaluating the performance of the CEO, and if the board can’t see through the idealisation then that’s really dangerous.”

　　“當董事們無一例外地給出贊譽時應該警覺，因為董事會的作用是評估CEO的業(yè)績表現(xiàn)，而倘若董事會都不能識破理想化那才真的危險。”

　　One business consultant in New York describes his compulsion to maintain an aura of perfection. “Idealisation is intoxicating — it makes you feel special, it’s a milder version of falling in love,” he says.

　　紐約的一位企業(yè)顧問這樣闡述他自己想要保持完美光環(huán)的動機。“理想化令人陶醉——它使你自命不凡，簡直就是一種溫和地墜入愛河的感覺，”他說。

　　He explains how he relied on admiration from his clients to compensate for the lack of love and security from his parents. By making himself invaluable to his clients he convinced them of his omniscience.

　　他解釋了自己如何依賴客戶的贊美來彌補從父母那里未能獲得足夠的愛與安全感。他通過讓自己對客戶非常有用，讓客戶們相信他無所不知。

　　“I would position myself with a magic wand able to transform any performance issue. The more they needed me, the more I could trust they would take care of my needs, financial and emotional.

　　“我把自己定位成一根可以化解一切難題的魔法棒。他們越需要我，我越相信他們將會滿足我的需求，無論是財務上的還是情感上的。

　　“The price was compromising the clear, honest counsel needed to be an effective consultant.”

　　“這樣做的代價是毀了一個好的顧問需要提出的清楚、誠懇的建議。”

　　Mr Sulkowicz believes that the prevalence of celebrity culture adds to the problem because business leaders can fall prey to its allure — they may then start believing in their own mythology.

　　舒爾科維奇先生認為名人文化的流行加劇了這一問題——因為企業(yè)領袖們會受到這種誘惑——繼而他們有可能開始迷信自我。

　　“When a CEO starts to be treated as a Kim Kardashian figure, famous for being famous, it detracts from their credibility and authority as leader.”

　　“當一個CEO開始被當作金•卡戴珊(Kim Kardashian)似的人物，因出名而出名，他們作為領導的信譽和權威將會受損。”

　　Executives can equally idealise a subordinate. A senior executive in a private financial institution who came to me for psychotherapy revealed that his need to be seen as perfect in order to attain his CEO’s admiration defended him against fears of rejection he had suffered since childhood.

　　管理者同樣也會將一個下屬理想化。一位私人金融機構的高管來找我做心理治療，他向我透露，他需要被視為完美，以贏得CEO的賞識，這會抵御他童年時代曾受到排斥的恐懼。

　　His compulsion to appear perfect left him dependent on his chief for reassurance and security, while the CEO in turn grew dependent on his impeccable performance. Although it appeared to be a smooth-running company, the cost of sustaining a perfect image left them both risk-averse.

　　由于要依賴上司的表揚來獲得信心和安全感，他強迫自己處處表現(xiàn)完美。反過來，他的上司，也就是公司的CEO也越發(fā)期待他無可挑剔的表現(xiàn)。雖然表面看來這家公司運營平穩(wěn)，但維護完美形象的成本使他們都不愿承擔風險。

　　“I came to realise that what I created in order to feel safe was actually limiting my ability to move forward with my career,” he says.

　　“我漸漸意識到，我為了感到安全所做的一切，實際上卻限制了自己開拓事業(yè)的能力。”他說。

　　大學英語的文章4

　　世界職場性別歧視遠未結束

　　What is holding women back in the workplace? If you ask Kevin Roberts, the outgoing Saatchi & Saatchi chairman, the problem is women themselves. “Their ambition is not a vertical ambition, it’s this intrinsic, circular ambition to be happy,” he said last week in an interview with Business Insider. A few days later, having been suspended by parent company Publicis, he admitted that he had “failed exceptionally fast” and announced he would resign.

　　職場中有哪些因素阻礙著女性發(fā)展?如果你問盛世長城(Saatchi & Saatchi)即將離任的董事長凱文•羅伯茨(Kevin Roberts)，他會回答問題在于女性本身。“她們的抱負不是縱向抱負，而是貪圖快樂的那種內在、繞圈的追求，”他在近期接受《商業(yè)內幕》(Business Insider)采訪時表示。幾天后，被母公司法國陽獅集團(Publicis)停職的他承認自己“失敗得太快”，并宣布將辭職。

　　It is superficially appealing to cast Mr Roberts as the victim of a feminist witch hunt. Surely he is a martyr who dared to speak the truth: that for many women it is the desire to have a work-life balance, rather than discrimination, that stops them reaching the top of their industry.

　　從表面來看，人們很容易把羅伯茨當作女權主義政治迫害的受害者。難道他不是一位敢于說實話的烈士嗎：對很多女性來說，難道不是她們對工作/生活平衡的渴望(而不是性別歧視)阻礙著她們攀登事業(yè)巔峰?

　　But his comments went far beyond that. He denied that gender inequality was a problem at all — “the f***ing debate is all over” — and accused British advertising consultant Cindy Gallop of lying about sexual harassment in the industry. “I think she’s got problems that are of her own making,” he claimed. “I think she’s making up a lot of the stuff to create a profile, and to take applause.”

　　但是他的言論遠遠超出了這個范疇。他從根本上否認性別不平等是一個問題——“這場該死的辯論已經(jīng)結束”——并指責英國廣告業(yè)咨詢顧問辛迪•蓋洛普(Cindy Gallop)在該行業(yè)性騷擾問題上撒謊。“我覺得她的問題都是她自己搞出來的，”他聲稱，“我覺得她編造了很多內容來建立一個形象，并得到掌聲。”

　　Under such circumstances, it is unsurprising that Publicis moved against him: an advertising firm should know a bad advert for its business when it sees one. Sadiq Khan, mayor or London, has banned “body shaming” posters on the capital’s transport system; Unilever has pledged to spend its ￡6.3bn annual marketing budget on ads that smash female stereotypes. Sex might still sell but sexism is out of fashion.

　　在這種環(huán)境下，陽獅倒戈羅伯茨也是意料之中的：廣告公司應該一眼看出對自身業(yè)務不利的廣告。倫敦市長薩迪克•汗(Sadiq Khan)禁止在首都的交通系統(tǒng)內張貼“體形歧視”海報;聯(lián)合利華(Unilever)承諾將該公司63億英鎊的年度營銷預算用于打破女性刻板印象的廣告。性可能還有市場，但是性別歧視已經(jīng)過時了。

　　For outsiders, however, an honest conversation is always more useful than knee-jerk condemnation. Mr Roberts’ comments are a reminder of three roadblocks on the path to gender equality at work: outdated attitudes; unhelpful structures; and a lack of data — a result of the casual dismissal of women’s experiences.

　　然而，在外人看來，坦誠對話總是比條件反射般的譴責來得更實在。羅伯茨的言論提醒了人們，在通往職場性別平等的道路上有3個障礙：過時的態(tài)度、無益的結構、以及缺乏數(shù)據(jù)——隨意忽視女性經(jīng)歷的結果。

　　First, it is time to overhaul our idea of a perfect employee. There is little evidence to support the assumption that macho work-aholics are the most valuable people in a company. Second, we have to smash the artificial division between a woman’s choice to opt out of the rat race and “real” discrimination. Our decisions are shaped by the unequal structures of the working environment.

　　首先，是時候徹底反思我們對完美員工的想法了。幾乎沒有證據(jù)支持男性工作狂是公司最具價值員工的假設。其次，我們必須打破女性選擇退出職場競爭與“真正的”歧視之間的人為劃分。我們的決定是由工作環(huán)境中的不平等結構造成的。

　　Once a woman has taken time off work for childbirth and breastfeeding, a pattern is created where she is seen as the “primary” parent. Many hoped the introduction of shared parental leave would change that; but so far UK take-up rates have been very low. (Unlike the Scandinavian model, there is no portion which can only be taken by fathers.)

　　一旦女性為生育和哺乳請假，便會出現(xiàn)一種模式——人們會認為她的“首要職責”是母親。很多人曾希望引入共享產(chǎn)假政策會改變這一點，但是迄今為止英國的接受度仍然非常低。(與北歐模式不同，英國沒有只允許父親申請的產(chǎn)假)。

　　The “maternity gap” is the most fundamental structural problem preventing gender equality in the workplace. Among full-time British workers aged 22-29, women earn more than men. At the age where women can work as flexibly, and put in the same long hours as their male peers, they do not fall behind. The pay gap opens up when children arrive — and then never closes again.

　　“生育差距”是阻礙職場性別平等最根本的結構性問題。年齡在22-29歲的英國全職員工中，女性的收入超過男性。在女性可以彈性工作、和男性一樣投入長時間工作的年齡段，她們并不落后。男女之間的收入差距是在子女出生時拉開，之后再也無法縮小。

　　Very few firms “enhance” statutory paternity pay, so men are understandably reluctant to take the drop in status and income that staying at home entails. There is a very good reason for a woman to return to work after having a baby: an income of her own and the independence that brings. Where is the matching incentive for men to undertake more unpaid caring labour that takes them out of the workplace? Encouraging men to take shared parental leave, to work part time, or even to leave at 6pm to read a bedtime story, would help.

　　很少會有公司“補充”休陪產(chǎn)假的男性的法定收入，因此男性自然不愿接受在家當奶爸所伴隨的地位下降和收入下滑。對女性來說，她們有很好的理由在生完孩子后恢復工作：屬于自己的收入及其帶來的獨立性。對男性來說，離開工作場所、承擔更多無償護理的任務有什么對應的激勵嗎?鼓勵男性申請共享產(chǎn)假、做兼職、甚至6點下班回家給孩子講睡前故事，會有所幫助。

　　Finally, we must listen when women talk about the experiences that have held them back. Overt discrimination of the “dumb blondes can’t fly planes” school is diminishing, but sexual harassment at work is widespread. It is not something women make up “to create a profile”. A glance around boardrooms and corner offices shows there is no monstrous regiment of women borne to the top on a wave of allegations against colleagues. Like other whistleblowers, women who accuse their bosses of sexual harassment often end up sidelined or forced out while the accused is protected. Gretchen Carlson, the US television presenter, was initially painted as a washed-up gold-digger when she filed a sexual harassment lawsuit against Roger Ailes, the Fox News boss. Then the dam burst: another 20 women came forward with similar accusations. Mr Ailes, who denies the claims, soon left the company, with a m exit package.

　　最后，我們必須傾聽女性談論她們受到阻礙的經(jīng)歷。“愚蠢的金發(fā)美女開不了飛機”之類的公然歧視正在減少，但是職場性騷擾普遍存在。這并不是女性為“樹立形象”而編造的。只要看看董事會和辦公室就會發(fā)現(xiàn)，沒有多少女性是因為指控同事而進入高層的。像其他告發(fā)者一樣，指控老板性騷擾的女員工往往會被排擠或逼走，而被控的一方則會受到保護。當美國電視主持人格蕾琴•卡爾森(Gretchen Carlson)發(fā)起針對?？怂剐侣?Fox News)老板羅杰•艾爾斯(Roger Ailes)的性騷擾訴訟時，她最初被描述為拜金女。之后真相有如決堤一般：另外20位女性站出來做出了類似指控。否認這些指控艾爾斯很快離開了公司，帶著4000萬美元的補償。

　　None of this is a reason for despair, particularly since bright minds in business and academia are focused on the problem. Sometimes the suggested solutions are small: Anne-Marie Slaughter’s Unfinished Business warns against “halo dad” syndrome, where fathers are praised for simple childcare tasks in a way that reinforces assumptions that men are useless at taking care of others.

　　這些都不是絕望的理由，特別是因為商界和學術界的聰明人正在關注這個問題。有時解決建議是細枝末節(jié)的：安妮-瑪麗•斯勞特(Anne-Marie Slaughter)在其著作《未竟之業(yè)》(Unfinished Business)中對“帶光環(huán)的老爹”綜合癥——父親會因為照顧孩子的簡單工作而受到表揚，這強化了男性不會照顧他人的假設——提出警告。

　　What Works by Professor Iris Bohnet of Harvard University offers practical suggestions for reducing bias in hiring, pointing out, for example, that blind auditions increased the number of female musicians in orchestras.

　　哈佛大學(Harvard University)的教授艾里斯•博內特(Iris Bohnet)所著的《What Works》提供了在招聘中減少偏見的實用建議。例如，盲選可以增加管弦樂隊中女性音樂家的數(shù)量。

　　Gender inequality at work is a big challenge but not insoluble. And as more researchers come up with hard data, and more women feel able to speak about their experiences, the debate is far from “all over”. In fact, it is just getting interesting.

　　職場的性別不平等問題是一項巨大挑戰(zhàn)，但并非不能解決。隨著越來越多的研究員得出確切的數(shù)據(jù)、越來越多的女性認為可以說出自己的經(jīng)歷，這場辯論還遠非“結束”。實際上，它正變得有點意思。