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The aim of this exercise is for people to become more aware of the
way in which gender stereotypes influence selection processes. It is
suggested that the group be divided into three subgroups (but this
depends on group size etc). Ideally, forming subgroups on the basis of
gender would be better.
- Group 1: Analysis of Case Studies A and B.
- Group 2: Analysis of Case Studies C and D.
- Group 3: They will be given all case studies. Their task is to
analyse each case study using the process outlined below and then to
comment on the analysis provided by each group.
This activity has been designed using Deborah Tannen’s work as a
framework. This is summarised below:
- Who gets acknowledged by the group for their ideas?
“Some men and just about every woman spoken to told of experiences
of saying something at a meeting and having it ignored, then hearing
the same comment taken up when it is repeated by someone else (using
by a member of the in-group).”
A person who is the source of ideas that are picked up by the group
but generally attributed to someone else may be ranked unfairly low.
- It’s not what you say, but how you say it.
Many people (again, especially those who are not members of the
in-group) try to avoid seeming presumptuous by prefacing statements
with a disclaimer such as: “I don’t know if this will work, but . .
.” or “You’ve probably already thought of this, but . . .”. Some
speakers, may also speak at a lower volume, and try to be succinct
so as not to take more meeting time than necessary.
In-group members (eg. men in a group dominated by men) speak more
often and longer than out-group members (women in a male dominated
group). There is also a difference in the sound of the voice and
what is said: Women often use an “attenuated/personal” voice, e.g.,
“I am intrigued by your comment, can you say a bit more”. The tone
adopted by men in discussion is often more assertive: “It is obvious
that . . .” “Note that . . .”
- Silent but strong
Simply being quiet, not speaking a lot at meeting, not taking the
floor do not in themselves preclude being listened to. Often members
of the in-group can be very quiet, but have enormous influence when
they do speak, e.g, at critical times, or when asked for their
opinion or at the conclusion of a meeting. Often this status in a
meeting is based on recognised expert knowledge or respect within
the in-group.
- It is not how you say it, but who you are
Those higher up in an organisation are more likely to be listened
to. Research also shows that although the ways women speak may
contribute to their not being listened to. Research also shows that,
all else being equal, women are not as likely to be listened to as
men.
- In-group members are more likely to get full credit for the
contributions they make. Informal networking also has a
significant impact on this (eg. who you eat lunch with, attendance
at social functions).
- The Glass Ceiling is a War of Words
“When decisions are made about promotion to management positions,
the qualities sought are a high level of competence, decisiveness
and the ability to lead. If it is men, or mostly men, who are making
the decisions about promotions they are likely to misinterpret
women’s ways of talking as showing indecisiveness, inability to
assume authority, and even incompetence. For example, a woman who
feels it is crucial to preserve the appearance of consensus when
making decisions because she feels that anything else would appear
bossy and arrogant begins by asking those around her for their
opinions. This can be interpreted as evidence that she doesn’t know
what she thinks should be done, that she is trying to get others to
make decisions for her.”
- Downplaying and emphasising accomplishments
Research shows that on average, women are less likely to emphasise
their accomplishments (or boast), and men are more likely to do
this.
“Besides the danger of provoking peer resentment (and therefore, not
being liked) is the different ways women and men are inclined to
view self-aggrandising talk. Letting others know about what you have
done is almost always labelled boasting by women, and boasting is
something most women have learned early on to avoid. In contrast,
many men assume they have to let others know what they’ve done in
order to get the recognition they deserve.”
“More women than men seem to have a sense that if they boast they
will not be liked. And the spectre of working in an environment
where they are not liked may be more than they are willing to risk.
The congeniality of the work environment is important to everyone,
but the requirement that everyone like each other may be more
central to women’s notion of congeniality, whereas men may value
other types of congeniality, such as easy banter.”
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