Protectionism Doesn't Pay The global financial crisis is no doubt a catalyst for trade As the world economy deteriorates， some countries try to boost growth prospects by erecting trade China calls on these governments not to replay history and revert to protectionism and economic Previous global economic crises were usually accompanied by frequent trade The United States' erection of large-scale tariffs in 1930， for example， triggered a retaliatory global trade During the two oil shocks in the 1970s and 1980s， trade frictions emerged when major economies attempted to increase exports by depreciating their And in the wake of the 1997 Asian financial crisis， there was a notable uptick in antidumping actions， countervailing duties and other protectionist The financial crisis is now spilling over into the real economy， hitting sectors like manufacturing and In almost all countries， factories are closing and unemployment is rising， creating political pressure and social More and more governments are strengthening intervention in their economies under the excuse of 'economic security' and protecting vulnerable domestic industries to curb imports from other countries， especially those in emerging Trade protectionism differs from legally acceptable measures to protect It is an abuse of remedies provided by multilateral trade This kind of protectionism is morphing into more complex and disguised forms， ranging from conventional tariff and nontariff barriers to technical barriers to trade， industry standards and industry With the economic crisis worsening， caution must be taken even in employing trade protection measures consistent with World Trade Organization At the Group of 20 Financial Summit in November 2008， world leaders called for countries to resist trade protectionism and committed themselves to refraining from erecting new barriers to trade and investment， a message strongly echoed by the Asia-Pacific Economic Cooperation summit at the end of last year， and the World Economic Forum held in Davos last History tells us that trade protection measures hurt not only other countries， but eventually the country that erected that trade barrier in the first To counter the Great Depression， the US adopted the Smoot-Hawley Act in 1930， which raised import duties of over 20，000 foreign products significantly and provoked protectionist retaliation from other Faced with that crisis， other countries pursued beggar-thy-neighbor policies that slashed global trade volumes from $36 billion in 1929 to $12 billion in Among the victims， not the least was the US itself， where exports shrank from $2 billion in 1929 to $2 billion in Even in the US， the Smoot-Hawley Act was widely believed to be a catalyst that aggravated the effects of Great DGlobal trade is now in dire Thanks to shrinking external demand caused by the economic crisis， major trading countries have seen their export growth tumble or have suffered huge Germany's exports dropped 6% in November 2008， compared to the same period the prior year -- the highest one-month drop since China also experienced negative export growth in November， and a 5% decline last month， when compared to the prior Protectionist policies would make things even worse and the consequences would be hard to In the heat of the crisis， it's critical that all countries refrain from pointing fingers at each other or pursuing their own interests at the expense of The financial crisis reflects a chronic illness resulting from global economic structural imbalance and financial risk accumulation， and there is no quick fix to this The fundamental interest of every country is to step up consultation and cooperation and keep international trade smoothly Healthy international trade can help revive the world During the Great Depression， the US recovered from its economic woes because the Franklin D Roosevelt administration implemented the New Deal and shunned Today's unprecedented financial crisis has inflicted a severe impact on China and other countries as China's economic growth has slowed， exports have plunged and unemployment pressure has Yet even so， China still firmly believes that trade protectionism isn't a solution to the world's In 2008， amid a contraction in global trade， China imported $133 trillion worth of goods from countries around the world -- an 5% increase over the prior These imports are boosting the economic development of China's trading Since the crisis broke out， the Chinese government has decisively put forward a series of measures aiming at stimulating domestic Given the size and openness of our country， the growth in China's domestic markets can be translated into greater market potential and investment opportunities for other This year China will continue to increase imports and send buying missions abroad for large-scale purchase of equipment， products and China has always championed our mutually beneficial opening-up policy and advocated international economic We maintain that the Doha Round of global trade negotiations should be taken forward in a way that meets the interests of members and complies with the multilateral trading system already China is ready to stand together with all nations in the world to face up to the challenges of today， tackle the financial crisis through cooperation and guide the world economy into a new period of 贸易保护主义无法拯救世界经济对贸易保护主义来说，全球金融危机无疑是一针催化剂。近一时期，随着全球经济形势恶化，一些国家自危、自利、自保倾向抬头。有识之士为此感到忧虑，呼吁各国在出台经济刺激计划时，一定要防止贸易保护主义和经济孤立主义的历史重演。历次全球经济危机往往都伴随着贸易争端的高发。1930年美国政府大范围提高关税，引发了全球范围报复性贸易战。上世纪七八十年代两次石油危机时，主要国家放任货币贬值以扩大出口的作法引发了贸易摩擦。1997年亚洲金融危机之后，全球反倾销、反补贴和保障措施案件明显增多。当前，金融危机已蔓延到制造业、服务业等实体经济领域，各国工厂倒闭剧增，失业率上升，政治压力和社会问题接踵而至。越来越多国家以“经济安全”和保护本国虚弱产业为由加强政府对经济的干预，阻挠其他国家特别是新兴国家企业出口。贸易保护主义不同于正当的贸易保护措施，它是对多边贸易规则中救济措施的滥用。从传统的关税和非关税壁垒，到技术性贸易壁垒、行业标准等，以及产业保护主义，当前贸易保护主义的形式更加复杂多样，隐蔽性更强。在危机加剧的背景下，即使符合WTO规则的保护措施也应慎用，这已成为各国共识。在2008年11月举行的G20金融峰会上，各国领导人同声呼吁抵制贸易保护主义，承诺在未来一年内，避免设置新的贸易和投资壁垒。年底的APEC领导人会议和今年初的世界经济论坛达沃斯年会，再次发出了反对保护主义强音。历史是一面镜子。任何针对他国的贸易保护举措，不仅会损害对方，最终也会伤及自身。经验告诉我们，大规模的贸易保护措施将使金融危机下本已严峻的经济形势更加困难。1930年美国为了应对经济危机，颁发了《斯姆特－霍利关税法》，大幅提高超过2万种外国商品的进口关税，结果引起了其他国家的贸易保护主义报复。面对危机，各国以邻为壑，全球贸易总额大幅缩减，从1929年的360亿美元缩小到1932年的120亿美元，美国自身也深受其害，出口总额从1929年的52亿美元左右缩减到1932年的12亿美元。这一法案即使在美国国内也被普遍认为是大萧条加剧的催化剂。如今全球贸易形势已相当严峻：经济危机导致外需衰退，各主要贸易国的出口增速已急剧下滑，甚至出现大幅萎缩。德国08年11月份出口额较前月大幅下滑6%，为1990年以来的最大单月降幅。中国08年11月以来出口连续出现负增长，其中09年1月出口下降了5%。如果未来贸易保护主义泛滥，使严峻的形势雪上加霜，造成的后果很难预料。我们应该认真思索，这样的后果世界能否承受，又是否值得承受？危机当头，重要的是各国携手共克时艰，而非互相指责，以邻为壑。金融危机是全球经济结构失衡、金融风险积聚长期积累的结果，解决问题也不可能一蹴而就。当前加强磋商、增强合作，保持国际贸易渠道畅通，才符合各国的根本利益。国际贸易的健康发展，是推动世界经济复苏的重要力量。当年罗斯福政府实行新政，与贸易保护主义决裂，带领美国经济走出低谷，推动了全球经济的增长。在这场前所未有的世界金融危机中，中国与其他国家一样都受到严重冲击。去年第三季度以来，经济增速放缓，出口大幅下滑，就业压力加大。即便如此，中国仍坚定认为，贸易保护主义是条死胡同。在全球贸易萎缩的情况下，2008年中国从各国进口11331亿美元的商品，增长5％，促进了贸易伙伴的经济发展。危机爆发以来，中国政府果断出台了一系列扩大内需的措施。作为一个开放的大国，中国内需的提升可为其他国家提供更大的市场空间和更多的投资机会。今年，中国将继续扩大进口，积极组织企业采购团，赴海外大规模采购，进口设备、商品和技术。中国始终奉行互利共赢的开放战略，倡导国际经济合作。我们主张积极推进符合各国利益与多边贸易体制的多哈回合谈判。中国愿与世界各国一道，以开放迎接挑战，以合作应对危机，共克时艰，推动世界经济走向新的繁荣。
Rethinking Political Correctness by Robin J Ely， Debra E Meyerson， and Martin N DavidsonA white manager fears she will be perceived as racist if she gives critical feedback to her Latino A black engineer passed over for promotion wonders whether his race has anything to do with it， but he’s reluctant to raise this concern lest he be seen as “playing the race ” A woman associate who wants to make partner in an accounting firm resists seeking coaching on her leadership style; she worries that doing so would confirm the notion that women don’t have what it takes to make These types of events occur daily in politically correct(PC) cultures， where unspoken canons of propriety gov- ern behavior in cross-cultural interactions – that is， inter- actions among people of different races， genders， religions， and other potentially charged social identity We embrace the commitment to equity that underlies politi- cal correctness， and we applaud the shifts in norms wrought by that We are troubled， however， by the bar- riers that political correctness can pose to developing constructive， engaged relationships at In cultures regulated by political correctness， people feel judged and fear being They worry about how others view them as representatives of their social identity They feel inhibited and afraid to address even the most banal issues People draw private conclusions; untested， their conclusions become Resentments build， relation- ships fray， and performance Legal and cultural changes over the past 40 years ushered unprecedented numbers of women and people of color into companies’ professional and managerial Overt prejudice and discrimination in the work- place， historically sanctioned by society， are far less acceptable Laws now protect traditionally underrepresented groups from blatant discrimination in hiring and promotion， and political correctness has reset the standards for civility and respect in people’s day-to-day Despite this obvious progress， we believe that political correctness is a double-edged While it has helped many traditionally underrepresented employees to expe- rience their workplace as more inclusive， the PC rule book can hinder employees’ ability to develop effective rela- tionships across potentially divisive group Companies need to equip workers with skills – not rules – for building these Our work suggests that high-quality relationships can- not be Sensitivity training and zero-tolerance policies at best impart some useful cultural knowledge or indicate that a company is serious about eliminating At worst， such practices undermine relationships by rein- forcing a restrictive and fearful Those to whom corrective actions are directed – men and whites， for exam- ple – walk on eggshells for fear of unwittingly transgress- ing the rules of political We have found that political correctness does not only pose problems for those in the “” When ma- jority members cannot speak candidly， members of under- represented groups also suffer: “Minorities” can’t discuss their concerns about fairness and fears about feeding into negative stereotypes， and that adds to an atmo- sphere in which people tiptoe around the issues and one These dynamics breed misunderstanding， con- flict， and mistrust， corroding both managerial and team Constructive engagement of differences – and， there- fore， effective leadership in culturally diverse contexts – requires majority and minority individuals to develop a mind-set and skills that all parties currently This ar- ticle proposes how managers and employees canengage with one another to reap the benefits cultural diversity has to It represents our collective insights from research， teaching， and consulting over the past 15 years in the areas of race and gender relations， diversity， and organizational It also incorporates findings from our research with Learning as Lead- ership， a San Rafael， California–based leadership development organization， in whose seminars we have observed dozensof managers and executives grappling with unproductive behavior patterns and experiment- ing with new Applying our insights about these processes to classic diversity-related dilemmas， we have developed the following principles to guide people seek- ing a healthy approach to the tensions that commonly arise over difference:• Pause to short-circuit the emotion and refl• Connect with others in ways that affirm the importance of • Question yourself to help identify your blind spots and discover what makes you • Get genuine support that doesn’t necessarily validate your point of view but， rather， helps you gain a broader • Shift your mind-set from “You need to change” to “What can I change?”These five principles require that all parties adopt a learning orientation in cross-cultural In this article， we spell out the challenges and opportunities of adopting such an orientation and offer some guidelines Robin J Ely (du) is an associate professor of organizational behavior at Harvard Business School in Boston; shecoauthored “Making Differences Matter: A New Paradigm for Managing Diversity” (HBR September–October 1996) DebraE Meyerson (du) is an associate professor of education and organizational behavior at Stanford Univer- sity’s School of Education and (by courtesy) Graduate School of Business in California and the author of Tempered Radi- cals: How People Use Difference to Inspire Change at Work (Harvard Business School Press， 2001) Martin N Davidson(du) is an associate professor of leadership and organizational behavior at the Darden Graduate School of Business Administration at the University of Virginia in Charlottesville for First， though， let’s explore the negative dynamics that result when open discussion is repressed and people fail to Identity AbrasionsAssaults to people’s identities occur daily in most organi- zations: A white person confuses the names of two Asian- American coworkers; a black executive is addressed less formally than her white male counterparts; a woman’s idea is misattributed to a male Repeated expe- riences of this kind can diminish people’s sense of how much others value and respect Offense at a per- ceived slight may or may not be well-founded， but an at- tempt to discuss the possible insult risks， for example， the charge that one is overly Such assaults occur on the flip side as well， as when mem- bers of majority groups are accused of being prejudiced or of treating others Because they often have meant no harm， they tend to respond defensively， upset by any sug- gestion that their moral goodness is being These experiences produce what we call identity abra- sions for people on both sides of the Identityabrasions cause people to burrow into their own camps，attend only to information that confirms their positions， and demonize the other The overall result is a num- ber of negative dynamics， with costs both to individuals and to Below， we offer several classic exam- ples; these and others throughout the article are real cases， but with the names D While participating in a large meeting，Tom， a white vice president of manufacturing in a house- hold appliances company， describes his ordeal with the union as akin to “oriental ” The VP of HR passes him a note and tells him that his reference is offensive to some people in the room， so before he finishes his ad- dress， Tom apologizes for the insensitive As the meeting is coming to a close， a white regional manager， who is married to a Japanese-American woman， openly voices his distress at the remark， though expresses his ap- preciation that the VP recognized his gaffe and apolo- The following day， everyone in the firm knows about the Some people feel that the regional manager has inappropriately shamed T Others feel that Tom’s boss needs to call him onto the carpet for his insensitive That evening， more employees gather to recount numerous similar incidents from the The next day， some staff members call for the company to create a forum for educating employees; others conclude that race is too hot to touch in any company forum and vow to assiduously avoid the Self- Sophia， an African-American， is a newly appointed member of the board of a regional In the first few meetings， she is relatively silent， but when the agenda during one meeting turns to her area of exper- tise， she joins the conversation confidently and with a well-informed point of The board chair interrupts while Sophia is talking， urging members to be brief so that they can get through the Sophia notes to her- self that the chair never makes such comments when any of her white colleagues are She wonders， “Is he cutting me off because I’m a black woman?” – but she brushes off her She thinks: “I can’t go It takes too much out of I just need to move ” In subse- quent meetings， she becomes increasingly reluctant to share her perspective; ultimately， she comes to dread the meetings because she feels She begins to won- der， “Do I have what it takes to be a fully contributing member of this board?”Overprotection and Rob， a white partner at a management consultancy， has always been sensitive to the lack of diversity at his firm and would like to do his part to help women and other minorities suc- He mentors Iris， a young Latina associate who is competent， energetic， and well liked but is not doing enough to generate In a promotions committee meeting， a number of partners voice concerns about Iris’s prospects for promotion to Rob thinks these concerns may have some merit but is reluctant to share them with I He fears that hearing the feedback would convince her that the partnership is simply not ready to promote a woman of Uncomfortable with his ambivalence， he unconsciously distances himself from Iris， leaving her bewildered about what she’s done to alienate Self-limiting Julie， an engineer， wants to prove to her overwhelmingly male colleagues that women are as good at engineering as men She con- sciously avoids being seen in gender-stereotypical ways: She doesn’t sit next to other women in meetings， tries to solve problems on her own， avoids asking for help or clarification， shuns opportunities to mentor junior women， and makes sure her personal life is invisible at As a result， she isolates herself from potential sources of support， works harder and less efficiently than she needs to， develops skills more slowly， and contributes less to her firm than she otherwise P A friendship between coworkers Scott， an American Christian， and Mahmoud， a Muslim émigré from Pakistan abruptly falls apart after they discuss events in the Seconds after Scott makes what he naively intends to be a conciliatory comment， the twobecome engrossed in a passionate debate in which Scott finds himself arguing for positions that he doesn’t even The exchange ends when Scott storms out of Mahmoud’s office while Mahmoud shouts after From then on， communication between them is Suspicion and Bill， a black associate in a consulting firm， consistently receives mediocre ratings from his white He wonders whether these rat- ings reflect a racial bias and raises the issue with his white She balks， insisting that their clients are not bi- Bill is not He searches for evidence to bolster his claim， but the evidence is ambiguous， so he does not share He feels increasingly angry， resentful， and hopeless about his prospects at the fi In his next review， his boss tells him she is concerned about his “bad ”In each of these cases， people’s judgments and their fears of others’ judgments – drive the negative When we feel judged， it cuts to the core of our self-image as being good， competent， and To counter such identity abrasions， we deny our experiences， avoid diffi- cult conversations， react angrily， and seek advice only to confirm our These behaviors have only one goal: self- When self-protection becomes more important than the work， the group’s mission， or relationships with others， people lose their connections to one another， making it difficult to take risks， learn， and solve problems creatively (While we have out- lined these dynamics as they occur in the United States， we believe that the impulse to protect oneself manifests similarly in all interactions among members of groups that are marked by a history of prejudice， discrimination， or )
