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既能行气止痛，又能解毒消肿的药物是
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用于下元虚冷，肾不纳气之虚喘，宜选用
Today in the United States and the developed world, women are better off than ever before. But the blunt truth is that men still run the world. While women continue to outpace men in educational achievement, we have ceased making real progress at the top of any industry. Women hold around 14% of Fortune 500 executive-officer positions and about 17% of board seats, numbers that have barely budged over the last decade. This means that when it comes to making the decisions that most affect our world, our voices are not heard equally. It is time for us to face the fact that our revolution has stalled. A truly equal world would be one where women ran half of our countries and companies and men ran half of our homes. The laws of economics and many studies of diversity tell us that if we tapped the entire pool of human resources and talent, our performance would improve. Throughout my career, I was told over and over about inequalities in the workplace and how hard it would be to have a career and a family. I rarely, however, heard anything about the ways I was holding myself back. From the moment they are born, boys and girls are treated differently. Women internalize the negative messages we get throughout our lives—the messages that say it’s wrong to be outspoken, aggressive, more powerful than men—and pull back when we should lean in. We must not ignore the real obstacles women face in the professional world, from sexism and discrimination to a lack of flexibility, access to child care and parental leave. But women can dismantle the internal barriers holding us back today. Here is one example of how women can lean in. In 2003, Columbia Business School professor Frank Flynn and New York University professor Cameron Anderson ran an experiment. They started with a Harvard Business School case study about a real-life entrepreneur named Heidi Roizen. It described how Roizen became a successful venture capitalist by using her "outgoing personality ... and vast personal and professional network ... [which] included many of the most powerful business leaders in the technology sector". Half the students in the experiment were assigned to read Heidi’s story. The other half got the same story with just one difference—the name was changed from Heidi to Howard. When students were polled, they rated Heidi and Howard as equally competent. But Howard came across as a more appealing colleague. Heidi was seen as selfish and not "the type of person you would want to hire or work for". This experiment supports what research has already clearly shown, success and likeability are positively correlated for men and negatively correlated for women. When a man is successful, he is liked by both men and women. When a woman is successful, people of both genders like her less. I believe this bias is at the very core of why women are held back. It is also at the very core of why women hold themselves back. When a woman excels at her job, both men and women will comment that she is accomplishing a lot but is "not as well liked by her peers". She is probably also "too aggressive", "not a team player", "a bit political"; she "can’t be trusted" or is "difficult". Those are all things that have been said about me and almost every senior woman I know. The solution is making sure everyone is aware of the penalty women pay for success. Recently at Facebook, a manager received feedback that a woman who reported to him was "too aggressive". Before including this in her review, he decided to dig deeper. He went back to the people who gave the feedback and asked what aggressive actions she had taken. After they answered, he asked point-blank, "If a man had done those same things, would you have considered him too aggressive" They each said no. By showing both men and women how female colleagues are held to different standards, we can start changing attitudes today. According to the experiment mentioned in the passage, how is success and likeability correlated for men and women respectively
Today in the United States and the developed world, women are better off than ever before. But the blunt truth is that men still run the world. While women continue to outpace men in educational achievement, we have ceased making real progress at the top of any industry. Women hold around 14% of Fortune 500 executive-officer positions and about 17% of board seats, numbers that have barely budged over the last decade. This means that when it comes to making the decisions that most affect our world, our voices are not heard equally. It is time for us to face the fact that our revolution has stalled. A truly equal world would be one where women ran half of our countries and companies and men ran half of our homes. The laws of economics and many studies of diversity tell us that if we tapped the entire pool of human resources and talent, our performance would improve. Throughout my career, I was told over and over about inequalities in the workplace and how hard it would be to have a career and a family. I rarely, however, heard anything about the ways I was holding myself back. From the moment they are born, boys and girls are treated differently. Women internalize the negative messages we get throughout our lives—the messages that say it’s wrong to be outspoken, aggressive, more powerful than men—and pull back when we should lean in. We must not ignore the real obstacles women face in the professional world, from sexism and discrimination to a lack of flexibility, access to child care and parental leave. But women can dismantle the internal barriers holding us back today. Here is one example of how women can lean in. In 2003, Columbia Business School professor Frank Flynn and New York University professor Cameron Anderson ran an experiment. They started with a Harvard Business School case study about a real-life entrepreneur named Heidi Roizen. It described how Roizen became a successful venture capitalist by using her "outgoing personality ... and vast personal and professional network ... [which] included many of the most powerful business leaders in the technology sector". Half the students in the experiment were assigned to read Heidi’s story. The other half got the same story with just one difference—the name was changed from Heidi to Howard. When students were polled, they rated Heidi and Howard as equally competent. But Howard came across as a more appealing colleague. Heidi was seen as selfish and not "the type of person you would want to hire or work for". This experiment supports what research has already clearly shown, success and likeability are positively correlated for men and negatively correlated for women. When a man is successful, he is liked by both men and women. When a woman is successful, people of both genders like her less. I believe this bias is at the very core of why women are held back. It is also at the very core of why women hold themselves back. When a woman excels at her job, both men and women will comment that she is accomplishing a lot but is "not as well liked by her peers". She is probably also "too aggressive", "not a team player", "a bit political"; she "can’t be trusted" or is "difficult". Those are all things that have been said about me and almost every senior woman I know. The solution is making sure everyone is aware of the penalty women pay for success. Recently at Facebook, a manager received feedback that a woman who reported to him was "too aggressive". Before including this in her review, he decided to dig deeper. He went back to the people who gave the feedback and asked what aggressive actions she had taken. After they answered, he asked point-blank, "If a man had done those same things, would you have considered him too aggressive" They each said no. By showing both men and women how female colleagues are held to different standards, we can start changing attitudes today. What does "this bias" mean (para. 7) What impact does this bias have
Today in the United States and the developed world, women are better off than ever before. But the blunt truth is that men still run the world. While women continue to outpace men in educational achievement, we have ceased making real progress at the top of any industry. Women hold around 14% of Fortune 500 executive-officer positions and about 17% of board seats, numbers that have barely budged over the last decade. This means that when it comes to making the decisions that most affect our world, our voices are not heard equally. It is time for us to face the fact that our revolution has stalled. A truly equal world would be one where women ran half of our countries and companies and men ran half of our homes. The laws of economics and many studies of diversity tell us that if we tapped the entire pool of human resources and talent, our performance would improve. Throughout my career, I was told over and over about inequalities in the workplace and how hard it would be to have a career and a family. I rarely, however, heard anything about the ways I was holding myself back. From the moment they are born, boys and girls are treated differently. Women internalize the negative messages we get throughout our lives—the messages that say it’s wrong to be outspoken, aggressive, more powerful than men—and pull back when we should lean in. We must not ignore the real obstacles women face in the professional world, from sexism and discrimination to a lack of flexibility, access to child care and parental leave. But women can dismantle the internal barriers holding us back today. Here is one example of how women can lean in. In 2003, Columbia Business School professor Frank Flynn and New York University professor Cameron Anderson ran an experiment. They started with a Harvard Business School case study about a real-life entrepreneur named Heidi Roizen. It described how Roizen became a successful venture capitalist by using her "outgoing personality ... and vast personal and professional network ... [which] included many of the most powerful business leaders in the technology sector". Half the students in the experiment were assigned to read Heidi’s story. The other half got the same story with just one difference—the name was changed from Heidi to Howard. When students were polled, they rated Heidi and Howard as equally competent. But Howard came across as a more appealing colleague. Heidi was seen as selfish and not "the type of person you would want to hire or work for". This experiment supports what research has already clearly shown, success and likeability are positively correlated for men and negatively correlated for women. When a man is successful, he is liked by both men and women. When a woman is successful, people of both genders like her less. I believe this bias is at the very core of why women are held back. It is also at the very core of why women hold themselves back. When a woman excels at her job, both men and women will comment that she is accomplishing a lot but is "not as well liked by her peers". She is probably also "too aggressive", "not a team player", "a bit political"; she "can’t be trusted" or is "difficult". Those are all things that have been said about me and almost every senior woman I know. The solution is making sure everyone is aware of the penalty women pay for success. Recently at Facebook, a manager received feedback that a woman who reported to him was "too aggressive". Before including this in her review, he decided to dig deeper. He went back to the people who gave the feedback and asked what aggressive actions she had taken. After they answered, he asked point-blank, "If a man had done those same things, would you have considered him too aggressive" They each said no. By showing both men and women how female colleagues are held to different standards, we can start changing attitudes today. Why does the author say that "men still run the world"
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