White Supremacy Culture

这是在我们的组织中出现的白人至上文化特征的列表. 文化是强大的，正是因为它如此存在，同时又如此难以命名或识别. 下面列出的特征是有害的，因为它们被用作规范和标准，而不是由群体主动命名或选择. 它们之所以具有破坏性，是因为它们宣扬白人至上主义思想. 他们对有色人种和白人都是有害的. 由有色人种领导或以有色人种为主的组织也会表现出白人至上文化的许多破坏性特征.

Perfectionism

• little appreciation expressed among people for the work that others are doing; appreciation that is expressed usually directed to those who get most of the credit anyway
• 更常见的是指出这个人或工作是如何的不足
• or even more common, 在不直接与他人交谈的情况下，与他人谈论某人或其工作的不足之处
• mistakes are seen as personal, i.e. 他们对犯错误的人有不好的反映，而不是被看到他们是�错误
• 犯错误和犯错是混淆的，做错和做错是混淆的
• little time, energy, 或者把钱投入到反思中，或者找出可以改进实践的经验教训, in other words little or no learning from mistakes
• tendency to identify what�s wrong; little ability to identify, name, and appreciate what�s right

antidotes: develop a culture of appreciation, where the organization takes time to make sure that people�s work and efforts are appreciated; develop a learning organization, where it is expected that everyone will make mistakes and those mistakes offer opportunities for learning; create an environment where people can recognize that mistakes sometimes lead to positive results; separate the person from the mistake; when offering feedback, always speak to the things that went well before offering criticism; ask people to offer specific suggestions for how to do things differently when offering criticism

• 持续的紧迫感使得很难抽出时间来包容, encourage democratic and/or thoughtful decision-making, to think long-term, to consider consequences
• 经常导致牺牲潜在的盟友以获得快速或高度可见的结果, 例如牺牲有色人种群体的利益来为白人赢得胜利(被视为默认或规范的群体)
• 资助提案承诺用太少的钱做太多的工作，而资助者对太少的钱期望太高，这些都加剧了这种情况

antidotes: realistic workplans; leadership which understands that things take longer than anyone expects; discuss and plan for what it means to set goals of inclusivity and diversity, particularly in terms of time; learn from past experience how long things take; write realistic funding proposals with realistic time frames; be clear about how you will make good decisions in an atmosphere of urgency

• 建立了组织结构，并花费了大量精力试图防止滥用和保护权力，而不是促进每个人发挥最大的作用，或者澄清谁拥有权力以及他们应该如何使用权力
• because of either/or thinking (see below), 对当权者的批评被视为威胁和不恰当的(或粗鲁的)。
• 人们对新的或具有挑战性的想法的反应是防御性的, making it very difficult to raise these ideas
• 组织中有很多精力都花在确保people�的感觉arenï不受伤害或与防御性的人一起工作上
• 掌权者的防御性创造了一种压迫性的文化

antidotes: understand that structure cannot in and of itself facilitate or prevent abuse; understand the link between defensiveness and fear (of losing power, losing face, losing comfort, losing privilege); work on your own defensiveness; name defensiveness as a problem when it is one; give people credit for being able to handle more than you think; discuss the ways in which defensiveness or resistance to new ideas gets in the way of the mission

• 组织的所有资源都指向产生可测量的目标
• 可以衡量的东西比不能衡量的东西更有价值, for example numbers of people attending a meeting, newsletter circulation, 花的钱比关系的质量更有价值, democratic decision-making, ability to constructively deal with conflict
• little or no value attached to process; if it can't be measured, it has no value
• discomfort with emotion and feelings
• 不理解当内容(会议议程)和过程(peopleï)之间存在冲突时，需要听取或参与。, process will prevail (for example, you may get through the agenda, 但如果你还没有关注peopleï，你需要被倾听, 会议上作出的决定遭到破坏和(或)被无视。

antidotes: include process or quality goals in your planning; make sure your organization has a values statement which expresses the ways in which you want to do your work; make sure this is a living document and that people are using it in their day to day work; look for ways to measure process goals (for example if you have a goal of inclusivity, think about ways you can measure whether or not you have achieved that goal); learn to recognize those times when you need to get off the agenda in order to address people�s underlying concerns

• if it�s not in a memo, it doesn't exist
• 组织没有考虑或重视信息共享的其他方式
• 那些有很强的文档和写作能力的人更受重视, even in organizations where ability to relate to others is key to the mission antidotes: take the time to analyze how people inside and outside the organization get and share information; figure out which things need to be written down and come up with alternative ways to document what is happening; work to recognize the contributions and skills that every person brings to the organization (for example, 与那些对公司的使命至关重要的人建立关系的能力(organization�’s mission)
• only one right way
• 相信有一种正确的方法来做事情，一旦人们被介绍到正确的方法, they will see the light and adopt it
• when they do not adapt or change, then something is wrong with them (the other, those not changing), not with us (those who �know� the right way)
• 类似于那些看不到其他群体文化价值的传教士, sees only value in their beliefs about what is good

antidotes: accept that there are many ways to get to the same goal; once the group has made a decision about which way will be taken, 尊重这个决定，看看你和公司能从中学到什么, even and especially if it is not the way you would have chosen; work on developing the ability to notice when people do things differently and how those different ways might improve your approach; look for the tendency for a group or a person to keep pushing the same point over and over out of a belief that there is only one right way and then name it; when working with communities from a different culture than yours or your organization�s, be clear that you have some learning to do about the communities� ways of doing; never assume that you or your organization know what�s best for the community in isolation from meaningful relationships with that community

• 决策对掌权者来说是清晰的，对没有权力的人来说是不清晰的
• 那些有权力的人认为他们有能力为那些没有权力的人的利益做出决定
• 那些有权力的人通常不认为理解他们所代表的人的观点或经历是重要的或必要的
• 那些没有权力的人知道他们没有权力，也知道谁拥有权力
• 那些没有权力的人并不真正知道决策是如何做出的，以及谁做出了什么决定, 然而，他们完全熟悉这些决定对他们的影响

antidotes: make sure that everyone knows and understands who makes what decisions in the organization; make sure everyone knows and understands their level of responsibility and authority in the organization; include people who are affected by decisions in the decision-making

• 事情不是/就是�好/坏，对/错，对我们有利/不利于我们
• 与完美主义密切相关，难以从错误中吸取教训或适应冲突
• no sense that things can be both/and
• results in trying to simplify complex things, 例如，认为贫穷仅仅是缺乏教育的结果
• creates conflict and increases sense of urgency, 因为人们觉得他们必须做出决定，要么做这个要么做那个, with no time or encouragement to consider alternatives, 特别是那些可能需要更多时间或资源的

antidotes: notice when people use �either/or� language and push to come up with more than two alternatives; notice when people are simplifying complex issues, particularly when the stakes seem high or an urgent decision needs to be made; slow it down and encourage people to do a deeper analysis; when people are faced with an urgent decision, take a break and give people some breathing room to think creatively; avoid making decisions under extreme pressure

• little, if any, value around sharing power
• power seen as limited, only so much to go around
• 当有人建议改变组织内的工作方式时，掌权者会感到受到威胁, 觉得变革的建议反映了他们的领导力
• 那些有权力的人不会认为自己在囤积权力或感到受到威胁
• 那些掌权的人认为他们把组织的最大利益放在心上，并认为那些想要改变的人是无知的(愚蠢的)。, emotional, inexperienced

antidotes: include power sharing in your organization�s values statement; discuss what good leadership looks like and make sure people understand that a good leader develops the power and skills of others; understand that change is inevitable and challenges to your leadership can be healthy and productive; make sure the organization is focused on the mission

• 当权者害怕冲突，并试图忽视它或逃避它
• when someone raises an issue that causes discomfort, 人们的反应是责怪那个提出问题的人，而不是去看真正导致问题的问题
• emphasis on being polite
• 把提出难题等同于不礼貌、粗鲁或出格

antidotes: role play ways to handle conflict before conflict happens; distinguish between being polite and raising hard issues; don't require those who raise hard issues to raise them in �acceptable� ways, especially if you are using the ways in which issues are raised as an excuse not to address the issues being raised; once a conflict is resolved, 抓住这个机会重新审视它，看看它可能会如何处理不同

• little experience or comfort working as part of a team
• 组织中的人认为他们有责任独自解决问题
• accountability, if any, goes up and down, 而不是对同事或组织的服务对象
• desire for individual recognition and credit
• leads to isolation
• 竞争比合作更受重视，而合作更受重视, 很少有时间和资源用于发展如何合作的技能
• creates a lack of accountability, as the organization values those who can get things done on their own without needing supervision or guidance antidotes: include teamwork as an important value in your values statement; make sure the organization is working towards shared goals and people understand how working together will improve performance; evaluate people�s ability to work in a team as well as their ability to get the job done; make sure that credit is given to all those who participate in an effort, not just the leaders or most public person; make people accountable as a group rather than as individuals; create a culture where people bring problems to the group; use staff meetings as a place to solve problems, not just a place to report activities
• i�m the only one
• connected to individualism, the belief that if something is going to get done right, �I� have to do it
• little or no ability to delegate work to others

antidotes: evaluate people based on their ability to delegate to others; evaluate people based on their ability to work as part of a team to accomplish shared goals

• 在责任体系和我们决定成功的方式中观察到
• progress is an organization which expands (adds staff, (增加项目)或发展为更多的人服务的能力(不管他们服务得有多好)
• gives no value, not even negative value, to its cost, for example, increased accountability to funders as the budget grows, ways in which those we serve may be exploited, excluded, 或者服务不足，因为我们关注的是我们服务了多少人，而不是服务质量或服务方式所创造的价值

antidotes: create Seventh Generation thinking by asking how the actions of the group now will affect people seven generations from now; make sure that any cost/benefit analysis includes all the costs, not just the financial ones, for example the cost in morale, the cost in credibility, the cost in the use of resources; include process goals in your planning, 例如，确保你的目标与你想要如何工作有关, not just what you want to do; ask those you work with and for to evaluate your performance

• 相信客观存在的信念
• the belief that emotions are inherently destructive, irrational, 不应该在决策或群体过程中发挥作用
• invalidating people who show emotion
• 要求人们以线性方式思考，而忽略或否定那些以其他方式思考的人
• 对任何没有出现在掌权者面前的想法都不耐烦�logical�

antidotes: realize that everybody has a world view and that everybody�s world view affects the way they understand things; realize this means you too; push yourself to sit with discomfort when people are expressing themselves in ways which are not familiar to you; assume that everybody has a valid point and your job is to understand what that point is

• 认为当权者有权获得情感和心理上的安慰(重视�logic�甚于情感的另一个方面)
• scapegoating those who cause discomfort
• 将个人对白人的不公平行为等同于每天针对有色人种的系统性种族主义

antidotes: understand that discomfort is at the root of all growth and learning; welcome it as much as you can; deepen your political analysis of racism and oppression so you have a strong understanding of how your personal experience and feelings fit into a larger picture; don't take everything personally

列举白人至上文化特征的目的之一是 to 指出不自觉地将这些特征作为其规范和标准的组织是如何制定的 要向其他文化规范和标准敞开大门，即使不是不可能，也是很困难的. As a result, many of our organizations, while saying we want to be multicultural, really only allow other people and cultures 如果他们适应或符合已经存在的文化规范. Being able to identify and name the 你想要的文化规范和标准是为真正的多元文化腾出空间的第一步 organization.