Equality and Equity — Equal and Different PDF Print E-mail
Written by Bonita Banducci   
Friday, 03 April 2009 20:07

(With references to “Closing the Gender Gap” written by Bonita Banducci, Julie O’Mara, and Jeffrey Wildfogel for the Royal Bank of Canada)

A new Platinum Rule is:

Do unto others as they would like done unto them.

People are different. We need to understand those differences and act in a way that maximizes the value of the differences. When we “do unto others as we would have them do unto us,” we are saying everyone should be treated in the same way we want to be treated. This assumes and values only similarities. Since there are differences between the genders and differences among individuals, treating people as they want to be treated respects differences as well as similarities.

When frustration is decreased and issues resolved, different strengths add value to what people have in common. The added value to a business comes from utilization of a broader range of ideas and competencies. 

Why Close the Gender Gap?

Because not only is it the right thing to do, it’s also good for business. Bringing more women into upper management—closing the gender gap— increases the viewpoints and leadership methods available to the business.

Different Voices from Different Worlds

With few exceptions, gender issues in today’s workplace can be traced to the different ways men and women perceive the world. When women and men perceive the world differently, they think, talk, make decisions and take action differently. These different styles and approaches are to a large extent caused by the different social influences exerted on men and women as they are growing up. 

Because most organizations have been established by men and are directed primarily by men, the prevailing organizational culture is more in alignment with most men’s styles and approaches, rather than with most women’s styles and approaches. 

By understanding the different perceptions and behaviors of women and men and how they can cause misunderstandings, we can:

  • Develop and coach desired behavior

  • Resolve gender issues

  • Contribute value to a business

The chart below, “Different Voices from Different Worlds," provides a guideline for understanding traditional differences between men’s and women’s cultures and perceptions. Increasingly people are becoming “bilingual.” That is, they are versed in and draw on both men’s and women’s world views. When we understand these differences we can have extra insight into what must be done to close the Gender Gap. 

Different Voices from Different Worlds*

This chart summarizes cultural root causes of behaviors of many men and many women.

World View:

Individualistic
(most men)

Relational
(most women)

Views Job Performance as:

Transactors

Transformers

Series of transactions with others in which they exchange rewards for services rendered or administer punishment to inadequate performers

Getting others to transform their own self-interests

  • into the interests of the group

  • through concern for broader goal

Taking action based on highest priority

Systems thinking: looking at context and all factors before taking action

Fighting fires

Preventing Fires

Decision-making driven by logic

Decision-making driven by values

Working through problem-solving alone

Problem-solving by communication and talking it out with others


Perceives, Thinks, and Speaks:

Independence

Interdependence

Competition

Relationship

Hierarchy

Network/Connection

Rules/Rights

Flexible Guidelines/Responsibility

Either/Or

Both/And

Regards events as isolated/discrete

Considers events within a context, linking one to the next

Information is power, share as needed

Information empowers people, sharing creates new information and connection

“I know”

“I (empathize) understand”

Goal orientation

Process orientation


Uses Language to:

 

Report on Events

 

Establish rapport

Negotiate:

  • Who wins/Who loses

  • Who’s up/Who’s down

  • Power

Negotiate:

  • Making connections

  • How we all win

  • Policy

Problem Solve

Expand and understand relationship of all things to come to a solution


Language of Emotion:

 


Greatest Fear:

  • OK to express anger, aggression and rage

  • Not OK to express tears, fear, pain, tenderness, and emotion

  • Works through by problem-solving, alone

 

 

Being shown to be incompetent

  • OK to express tears, fear, pain, tenderness, and emotion

  • Not OK to express anger, aggression and rage

  • Works through by communicating, talking it out with others

 

 

 

 

Isolation

 

A word of caution: Use these as guidelines rather than as rules or stereotypes, since not all men or women adhere to these views. 

* The information for this chart has been taken from research by experts in linguistics, anthropology, sociology, and business.

 


Bonita Banducci is Director of Gender Culture for WomensMedia. She also teaches Unmasking the Gender Effect in the Engineering Workplace for Santa Clara University’s Department of Engineering Graduate Program. She is co-author of the Executive Handbook for the Royal Bank of Canada, Making the Differences Work: Closing the Gender Gap—What We Can Do, distributed to employees, vendors, and customers as a guideline for the bank’s commitment. A Silicon Valley Fortune 500 company recently commissioned Bonita’s study: What is the Contribution Women Make that could be the Strategic Advantage in the Global Marketplace. Ms. Banducci has consulted and led workshops for corporate, governmental, and educational institutions including Sun Microsystems, the Environmental Protection Agency, and University of San Francisco.
Last Updated on Friday, 03 April 2009 02:53
 

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