【外刊精读·哈佛】AI加剧职场共情危机｜附精读全文pdf

发布于 2026-11-03 · 时长 8:32

字幕摘录

时间	英文	中文
0:07	We expect more than ever from leaders today, including that they be strongly empathetic.	我们比以往任何时候更期望领导人今天能够表现出强烈的同情态度。
0:12	But that hasn't always been the case.	但情况并非总是如此。
0:15	Until recently, in fact, many people considered empathy in a leader to be a weakness rather	事实上,直到最近,很多人认为一个领导人的同情是一个弱点
0:20	than a strength.	比力量更强壮
0:22	Leaders weren't supposed to exude emotional understanding.	领导者不应该夸大感情上的理解。
0:26	They were supposed to be tough.	他们应该很坚强
0:28	In How to Sustain Your Empathy in Difficult Times, HBR, January-February 2024, the Stanford	《如何在艰难时刻保持你的同情》,HBR,2024年1月至2月,斯坦福
0:35	psychologist Jamil Zakhi, a longtime student of empathy, turned that idea on its head.	心理学家贾米尔·扎基(Jamil Zakhi)是一位长期同情心的学生,他把这个想法转向了自己的头上.
0:41	Empathy is not a weakness but something of a workplace superpower, he wrote, citing	他写道:
0:46	the evidence of dozens of studies.	数十种研究的证据。

展开字幕全文（129 条）

序号	英文	中文
1	We expect more than ever from leaders today, including that they be strongly empathetic.	我们比以往任何时候更期望领导人今天能够表现出强烈的同情态度。
2	But that hasn't always been the case.	但情况并非总是如此。
3	Until recently, in fact, many people considered empathy in a leader to be a weakness rather	事实上,直到最近,很多人认为一个领导人的同情是一个弱点
4	than a strength.	比力量更强壮
5	Leaders weren't supposed to exude emotional understanding.	领导者不应该夸大感情上的理解。
6	They were supposed to be tough.	他们应该很坚强
7	In How to Sustain Your Empathy in Difficult Times, HBR, January-February 2024, the Stanford	《如何在艰难时刻保持你的同情》,HBR,2024年1月至2月,斯坦福
8	psychologist Jamil Zakhi, a longtime student of empathy, turned that idea on its head.	心理学家贾米尔·扎基(Jamil Zakhi)是一位长期同情心的学生,他把这个想法转向了自己的头上.
9	Empathy is not a weakness but something of a workplace superpower, he wrote, citing	他写道:
10	the evidence of dozens of studies.	数十种研究的证据。
11	Employees are more satisfied in their jobs, more willing to take creative risks, and more	雇员在工作上更满意,更愿意承担创造性风险,以及更多
12	likely to help their colleagues if they work in empathic organizations.	如果同事在同情组织工作,他们很可能会帮助他们。
13	They are far less likely to report severe burnout or to develop physical symptoms of	报告严重燃烧或出现身体症状的可能性要小得多。
14	stress and are more resilient in the face of adversity.	面对逆境,压力更大,更具有弹性。
15	They also tend to stay.	他们也倾向于留下来。
16	A 2022 Gallup survey of more than 15,000 U.S. employees found that those with caring employers	对超过15 000名美国雇员进行的2022年盖洛普调查发现,那些有关爱雇主的人
17	were far less likely than others to actively search for a new job.	与其他人相比,积极寻找新工作的可能性要小得多。
18	The problem, Zakhi wrote, is that leaders can expend so much energy being empathetic	Zakhi写道, 问题在于领导者可以花费这么多精力,
19	that if they're not careful they burn out.	如果他们不小心他们就会烧掉
20	In his article, Drawing on Lessons from Psychology and Neurology, Zakhi offered leaders guidance	扎基在他的文章“吸取心理学和神经学的教训”中向领导人提供了指导。
21	on how to avoid that outcome by practicing what he called sustainable empathy.	如何通过实践他所谓的可持续同情来避免这种结果。
22	In the year and a half since Zakhi's article came out, there's been something of a mood	扎其文章发表后一年半,有情有情
23	shift.	换班
24	The leaders of some big companies now boast about their successes in creating smaller	一些大公司的领导人现在吹嘘,他们在创建小型公司方面取得了成功。
25	workforces and mandating a return to the office, and in many quarters there's increasing talk	员工队伍和要求返回办公室,在许多方面,谈论越来越多
26	of how companies can best deploy empathetic A.I.	公司如何能最好地部署冷酷的人工智能
27	agents to do emotional work that was	从事情感工作的人
28	once considered only possible for people.	曾经认为只有人才可能
29	Do these trends signal a shift toward a less empathetic leadership style, or one in which	这些趋势是否意味着向不那么冷淡的领导风格转变,或者说,在这种风格中,
30	leaders will turn to A.I.	领袖们将转向A. I.
31	when they need to be empathetic?	当他们需要同情的时候?
32	To get answers to this and other questions about empathy in the age of A.I., we sought	为了获得关于人工智能时代同情心的这个问题和其他问题的答案,我们寻求
33	Zakhi out and asked him for his thoughts.	扎其出门,问其意.
34	You wrote your sustainable empathy article for us more than 18 months ago.	你18个多月前为我们写了你持久的同情心文章
35	What sort of response did it generate?	它产生了什么样的反应?
36	What surprised me most was the relief readers described.	最让我惊讶的是描述的救济读者。
37	It's a gift and an honor to lead others, and people who have that power often feel	领导他人是一种天赋和荣誉拥有这种力量的人往往觉得
38	it would be ungrateful and tone-deaf to complain about their feelings.	抱怨他们的感情会是忘恩负义的和无声的
39	But leaders do feel, and the more they care about their people the more they face the	但领导人确实感到, 他们越关心自己的人民, 他们就越面对
40	danger of burnout.	有可能烧掉
41	Many felt seen by the article, glad to know they weren't alone, and even happier to learn	很多人觉得被文章看到, 很高兴知道他们不是孤独的, 更高兴学习
42	a toolkit for sustainable empathy during tough times.	在艰难时期提供可持续同情的工具包。
43	What's changed since you wrote it?	你写了之后有什么变化?
44	The tough times have not gotten easier.	艰难的时代并没有变得更加容易。
45	Economic turmoil, workplace churn, and the continuing rise of A.I.	经济动荡,工作场所混乱,人工智能持续崛起.
46	have added new stress	增加了新的压力
47	to workplaces around the world.	去世界各地的工作场所
48	Uncertainty can encourage tunnel vision.	不确定性会鼓励隧道视觉.
49	Leaders focus only on what will keep the bottom line alive this quarter and think of investing	领导人只关注什么能让本季度的底线保持活力并且考虑投资
50	in people as a luxury for better days.	在人们中,作为奢侈品对于更好的日子。
51	This is backwards.	这是倒退。
52	The least certain times are when it matters most to connect with people, sharing a vision	最不固定的时间是与人联系分享一个愿景
53	and the core values that remain unchanged.	以及核心价值保持不变。
54	Are company policies less empathetic today than they were even just last year?	今天的公司政策是否比去年更不温和?
55	Few policies are always empathic or unempathic.	很少有政策总是同情或不同情。
56	It's not caring to over-hire and allow people to languish in unnecessary roles.	它不关心过度雇用,并允许人们在不必要的角色中受苦受难.
57	It's not necessarily compassionate to leave workers spread out and disconnected from each	离开工人分散和与每个工人脱节并不一定是同情心的
58	other.	其他费用。
59	Instead of what the policy is, leaders should focus on why and how it reflects their vision	领导人应注重政策为何和如何反映他们的愿景,而不是政策是什么
60	for culture.	为了文化。
61	If you drag people back to the office to micromanage them while they sit on Zoom calls, of course	如果你把人拖回办公室让他们在Zoom的电话里做微观管理当然
62	that's unempathic.	这是没有同情心。
63	If you bring them back for key days of creative co-work and put the value of community front	如果你带他们回来关键的日子创造性合作和把价值社区
64	and center, that can strengthen teams instead.	和中心,这可以加强团队。
65	Business Solver recently released its 2025 State of Workplace Empathy Survey, which reported	Business Solver最近发布了《2025年工作场所冷漠状况调查》,其中报告
66	a pretty big discrepancy between the perception of organizational empathy among CEOs who think	在认为
67	they're doing well and employees who often don't.	他们做得很好员工往往不做。
68	Can you speak a bit about that?	你能谈谈吗?
69	That was Business Solver's 10th annual survey, and it painted a darker picture than years	这是Business Solver的第十次年度调查, 它描绘了一个比多年更黑暗的画面
70	past.	过去
71	This year, the number of CEOs who agreed that empathy is undervalued dropped by 28% compared	今年,同意同情心被低估的首席执行官人数下降了28%。
72	to last year, signaling that they view it as more of a nice-to-have than a need-to-have.	表示他们认为它比需要更好
73	Their people disagree.	他们的人民不同意。
74	Almost half of HR professionals said that leadership doesn't support being empathic	近半数的人力资源专业人员说,领导不支持同情心。
75	at work, and 49% of CEOs, plus 16 points from 2024, admit they don't make the time to connect	49%的CEO 加上2024年的16分都承认他们没有时间联系
76	empathically.	感应性.
77	What about AI and its effect on perceptions of empathy?	大赦国际及其对同情感的影响如何?
78	This is the question right now, but the answer is complex.	这就是现在的问题,但答案是复杂的。
79	Let's start with the bad news.	先结恶报.
80	AI is generating an empathy gap between leaders and employees.	大赦国际正在领导人和雇员之间产生同情差距。
81	Most workers feel apprehensive about AI, and Gen Z employees are the most likely to report	大多数工人对AI感到担心,而Gen Z雇员最有可能报告
82	that it will threaten their jobs.	这会威胁到他们的工作。
83	Like other moments of uncertainty, this great unknown calls for more empathy.	与其他不确定的时刻一样,这一未知的伟大时刻需要更多的同情。
84	Not less, and more than 80% of workers say the age of AI will make human connection more	不少于80%的工人说,AI的年龄会提高人类的连接度
85	important.	这很重要
86	Only 65% of managers agree, pointing to a stark disconnect that will risk workplace	只有65%的管理人员同意,这表明明显的脱节将危及工作场所。
87	and cultures in the years to come.	文化与发展。
88	Even more troubling is the rise of what I call empathy washing, when companies deploy	更令人不安的是,当公司部署时,我称之为同情洗礼的兴起。
89	empathic-seeming AI chatbots to mask deeper issues of detachment, either between leaders	似乎有同情心的AI聊天机掩盖更深层的分离问题,无论是领导人之间的分离
90	and employees or companies and customers.	以及雇员或公司和客户。
91	This fools no one, and shallow algorithmic attempts at empathy, a chatbot saying we care	这个傻瓜,没有人, 浅浅的算法尝试同情, 一个聊天员说我们在乎
92	about your experience, can be worse than nothing.	关于你的经验, 可能比什么都没有更糟。
93	Ironically, when workers feel starved for connection, they often turn to AI to help.	具有讽刺意味的是,当工人感到渴望联系时,他们常常求助于AI帮助.
94	In a 2023 survey, nearly half of Gen Z employees said they receive better career advice from	在2023年的一项调查中,近一半的Gen Z雇员说,他们得到了更好的职业建议。
95	chat GPT than from their boss.	聊GPT 比从他们的老板。
96	That number is almost certainly higher now.	现在这一数字几乎肯定更高。
97	If a chatbot is running circles around you as a leader, it might be time to do some soul	如果一个聊天员以领袖身份在你周围转圈可能是时候做点什么了
98	searching.	寻找。
99	And the good news?	还有好消息吗?
100	AI and people's reactions to it reveal two crucial insights about empathy.	AI和人们对此的反应揭示了两个关于同情的重要见解.
101	The first comes from what chatbots do well.	第一个来源于聊天人做的好。
102	When humans listen to each other, we often fall for two traps, offering advice too quickly	当人类互相倾听时,我们经常掉入两个陷阱,提供的建议太快了
103	and making the conversation about ourselves instead of the other person.	和谈论我们而不是其他人。
104	AI, partially because it doesn't have a self, doesn't make these mistakes.	AI,部分因为它没有自我,不会犯这些错误.
105	It follows a strict playbook, validate, express care, and only then ask if others want advice.	它遵循严格的游戏本,验证,明示的关怀,然后才问别人是否需要建议.
106	In many cases, people find these replies more empathic than human ones.	在许多情况下,人们发现这些答复比人类更同情。
107	Instead of regretting this, leaders can learn from it by trying that playbook themselves.	领导人不但没有对此表示遗憾,反而可以通过自己尝试该剧本来学习。
108	Second, even when AIs offer skilled empathy, people want other people.	第二,即使AI提供熟练的同情心,人们也需要其他人.
109	When you choose to be there for someone, you sacrifice energy, bandwidth, and time, none	当你选择在那里为某人, 你牺牲能量,带宽,和时间,没有
110	of which you will ever get back.	你将永远回来。
111	It is those limitations that make care beautiful.	正是这些限制使护理变得美丽。
112	As AI continues to rise, we all have the opportunity to double down on uniquely human connection.	随着AI的不断崛起,我们都有机会在独特的人际联系上翻番.
113	It will become a more important skill at work and a more precious resource for us all.	它将成为一种更重要的工作技能和对我们大家来说更宝贵的资源。
114	Relying on AI for empathy seems like it might risk making emotional care into an automated	依赖AI的同情似乎它可能冒着风险将情感关怀变成自动化
115	commodity.	商品。
116	What's your sense about that?	你有什么感觉?
117	It's a danger worth emphasizing.	这是一个值得强调的危险。
118	LLMs are products, not people.	LLM是产品,不是人。
119	No matter how empathic they seem, outsourcing care to them risks devaluing it in two ways.	不管他们看起来多么同情心,外包照顾他们有可能在两个方面贬低其价值。
120	First, unlike human connection, LLMPathy doesn't demand reciprocity.	首先,与人类的连接不同,LLMPathy并不要求互惠.
121	Chatbots are there for you, but you don't need to risk anything or be there for them.	你不需要冒险也不需要冒险
122	That makes empathy feel easy, but in a destructive way by turning it into a consumer experience	这让同情感变得容易,但以破坏性的方式把它变成消费体验
123	that can atrophy the social muscles we need to have genuine back and forth.	它可以萎缩社会肌肉我们需要真正的前后。
124	At an institutional level, it can leave workers and customers relationally stranded.	在体制一级,它可能使工人和顾客在关系上陷入困境。
125	Second, AIs, like any technology, will always reflect the motives of their founders.	其次,AI与任何技术一样,总是会反映其创始人的动机.
126	If that means connecting people and helping them, great.	如果这意味着联系人们帮助他们,伟大的。
127	But LLMs could also weaponize empathy to manipulate or addict people.	但是,LLMS还可以将同情心武器化,以操纵或使人上瘾。
128	Given the track record of technology companies and the tools they build, that risk seems	鉴于技术公司及其建立的工具的记录,这种风险似乎
129	very real.	非常真实

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