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Kochan and his colleagues put the question to almost 4,000 workers in 2017.
科尚和同事们在2017年向近4000名员工调查有关加入工会的问题。
The results: Almost 2 out of 3 said they had less of a voice than they felt they deserved,
结果显示，近三分之二的人表示自己没有太多发言权，
and nearly half said they'd like the opportunity to join a union.
接近半数的人希望有机会加入工会。
"That doesn't mean they want an actual union in the traditional sense," Kochan says.
科尚说：“这并不意味着他们想要传统意义上工会组织，
"It's more of an expression that they're looking for some form of voice, a desire for real influence."
而更像是说他们在寻找某种方式发表意见，渴望自己的言语能产生影响力。”
Historically, only unions could provide the cohesiveness and leverage workers needed to speak as a group.
一直以来，只有工会才能提供给员工作为一个群体发言所需要的凝聚力和影响力。
Now workers have Facebook and Twitter, both to talk among themselves and to make their case to their employers in a potentially embarrassing way.
而现在，员工们可以利用脸书（Facebook）和推特（Twitter）相互交谈，还可以用可能令人尴尬的方式从雇主那获取他们想要的利益。
Technology has given rise to a new set of tools—targeted ads to reach disillusioned workers,
科技已经催生出一套新工具，比如可以让失望的员工看到的定向广告，
text blasts to engage them, online petitions to make demands clear.
邀请他们参与活动的群发邮件，以及提出明确需求的在线请愿书。
In 2014 thousands of workers at Market Basket, a New England grocery chain known for decent wages and other employee-friendly policies,
美国新英格兰地区的Market Basket连锁超市一直以工资合理和拥有令员工满意的其他政策而著称，
found one another on Facebook and mounted a strike to demand the company's board reinstate the recently fired chief executive officer.
2014年，这家公司的数千名员工在脸书上联合发起罢工，要求公司董事会将刚被解雇的首席执行官复职。
That action points to some of the freedoms enjoyed by nonunion protesters.
该行动表明，未加入工会的抗议者享有一定的自由。
The Market Basket strikers included workers at all levels of the enterprise, managers and workers together.
参与Market Basket公司罢工活动的人中包括经理和员工在内的各级层人士。
And what they wanted and ultimately got—the return of the CEO—was outside the purview of wages, hours,
他们想让首席执行官复职这个目标，
and benefits covered by a typical collective bargaining agreement.
超出了一般劳资协定所涵盖的工资、工时和福利等的范畴。
Around the same time, a pair of tech-savvy activists with labor roots, Michelle Miller and Jess Kutch, launched Coworker.org,
与此同时，两位普通员工出身的科技通米歇尔·米勒和杰斯·库奇推出了Coworker.org网站，
which creates networks of employees and provides them with tools so they can push for pretty much anything they feel would improve their working lives.
创建起员工网络，并为他们提供各种工具，使他们几乎能够对可以改善工作的任何事情提出要求。
Tired of finding hypodermic needles in store bathrooms, Starbucks employees used Coworker.org to petition the company for needle disposal containers.
星巴克员工厌倦了在门店洗手间寻找针头，便利用Coworker.org网站向公司请愿，要求公司提供装针头的容器。
Publix Super Markets Inc. worker Brandon Wesley gathered more than 20,000 signatures for his "Let us wear beards" petition,
美国大众超级市场公司（Publix Super Markets, Inc.）的员工布兰登·韦斯利提出了“请求续胡须”的情愿书，收集了超过两万多个签名，
which asked the supermarket to reconsider its dress code.
要求公司重新考虑其着装要求。
Instacart Inc. workers waged a campaign against the grocery delivery company's pay practices;
食品杂货配送公司Instacart的员工发起反对薪酬政策的活动；
on Feb. 6, the company announced changes to its most controversial policies.
2月6日，该公司宣布对其最具争议的政策进行修订。
Whether on Coworker, Facebook, or deep in the threads of Reddit, "this is only going to spread," Kutch says.
不管是在Coworker，还是脸书或“掘客”（Reddit）网站，库奇表示：“这种趋势将不断扩沿，
"It's starting in a few parts of the workforce, but in 10 to 20 years it's going to be the norm for independent digital communities to be present in every major company."
开始只是少数员工参与，但在10到20年间，独立的数字化社区都将采用这种方式在大公司中发声。
