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最近，美國的各路政治新聞?chuàng)涮焐w地，令人應(yīng)接不暇，每天都在上演全國范圍內(nèi)的沖突與紛爭。優(yōu)秀的公司如何避免政治分歧破壞職場團結(jié)，也是一個值得關(guān)注的問題。

鑒此，我們采訪了一些曾為500強企業(yè)提供咨詢的精英人士，看看他們對此有何建議。

1、建立能抵御沖突的企業(yè)文化

G&S商業(yè)溝通公司CEO盧克·蘭伯特的辦法是建立一個“健康探討辯論”機制。蘭伯特介紹道，在去年激烈的總統(tǒng)選戰(zhàn)結(jié)束后，G&S公司將“代表不同政治觀點”的員工集合起來，“對選舉結(jié)果進行討論?！弊源艘院?，該公司就有了定期舉辦演討會的習(xí)慣，包括性少數(shù)群體的職場抗?fàn)幒吐樽砥饭苤莆C等敏感話題都是他們探討的議題。

Recent political news can seem like an all-consuming sideshow, with each day bringing more gory details of national strife and division. The challenge for great companies? Preventing toxic political discourse from seeping into the workplace.

So we asked folks—some in the business of counseling Fortune 500 companies—how they’re advising their employees and their customers. Here, four takeaways:

1. Create a Culture That Can Withstand Conflict

G&S Business Communications CEO Luke Lambert got out ahead of any potential problem by launching a regular program for “healthy discourse and debate.” After the rough-and-tumble presidential election ended last year, New York City–based G&S gathered employees “representing different political views,” Lambert says, “for a discussion about the outcome.” Since then, the company has hosted regular workshops on issues such as ?LGBTQ workplace struggles and even the narcotics crisis.

2、該出手時就出手

Dropbox是舊金山的一家創(chuàng)業(yè)公司。特朗普政府的旅行禁令生效后，該公司的一名伊拉克籍員工一直不敢出國工作，生怕一去就回不來。更糟糕的是，他這時已經(jīng)做好了入籍歸化的準(zhǔn)備了。Dropbox公司幫助這名叫巴沙爾·阿爾拉維的員工獲得了法律援助，公司的運營總監(jiān)甚至親自上陣幫忙。阿爾拉維表示：“公司的鼎力支持對我有重大意義?！边@樣的信任和力挺，公司的其他員工自然是看在眼里的。

3、別做傷人的事

華盛頓的FTI咨詢公司高級顧問愛德華·雷利指出，企業(yè)的管理者在圍繞一些話題發(fā)言時，應(yīng)格外保持謹慎——比如民主黨議員和共和黨議員哪個好等等。消費產(chǎn)品和服務(wù)類企業(yè)的高管更應(yīng)該如此?！昂芏嗥髽I(yè)高管就某個問題發(fā)表見解時，他們認為自己的話與客戶的利益是一致的?！比欢聦嵣?，他們的發(fā)言是很容易“跑偏”的。比如棒約翰的創(chuàng)始人曾公開指責(zé)NFL球員的抗議活動影響了他公司的銷量，事后他只得辭去CEO一職。他的公司作為NFL的一家大型贊助商最后也道了歉。顯然他忘了共和黨人和民主黨人都是要吃披薩的。

4、相近才能相親

路易斯·卡特是佛羅里達洲西棕櫚灘Best Practice Institute公司的CEO。他也認為好的企業(yè)文化能解決大部分問題。那如果解決不了問題怎么辦？他建議道：“你可以讓政治觀點最對立的兩個人坐在一起?！苯?jīng)驗證明，如果某個反對意見來自你身邊的人，你還是愿意更花心思傾聽的。（財富中文網(wǎng)）

本文的另一版本以《職場中的政治》為題刊于2018年三月的《財富》雜志。

譯者：樸成奎

2. Come to the Rescue

At Dropbox, a San Francisco startup, an Iraqi-born employee feared leaving the country for work after the travel ban was issued. To make matters worse, he was also scheduled for a naturalization interview. The company helped Bashar Al-Rawi by arranging legal help—the COO even reached out directly. “The tremendous support meant a lot to me,” Al-Rawi says. Such reassurances—and help—won’t go unnoticed by the rest of the company’s employees.

3. Do No Harm

Edward Reilly, a senior adviser at Washington-based FTI Consulting, warns that executives should tread lightly when speaking out on certain issues—taking sides with, say, Democrat lawmakers over Republicans, for instance. Leaders of consumer product and service firms should especially be wary. “Many corporate executives speak to issues that they feel are aligned with their customer interests,” he says, but it’s easy to misfire. For example, Papa John’s founder John Schnatter stepped down as CEO after he publicly blamed the NFL player protests for harming his sales. The company, a big NFL sponsor, apologized. Apparently he forgot both Republicans and Democrats eat pizza.

4. Proximity breeds affection

Louis Carter is CEO of the Best Practice Institute in West Palm Beach, Fla., and like Lambert of G&S he thinks building the right culture will head off most problems. And if it doesn’t? “Seat people with the highest degree of [political] conflict next to each other.” People will listen more closely to an opposing viewpoint if it comes from their cubicle-mate.

A version of this article appears in the March 2018 issue of Fortune with the headline “Politics in the Workplace.”