Five hundreds years ago a Spanish physiologist declared that genius was stored in the testicles. Even today, studies have shown that people associate men with genius more than women. Award-winning science writer and broadcaster Angela Saini wants to know why. Saini examines why people are so reluctant to credit intellectual brilliance to women – now and throughout history. Einstein, for instance, needed a woman’s help. She hears about a proposal for making the concept of genius more inclusive and discusses the impact on girls in school when teachers take gender out of classrooms.
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Companies spend millions on antibias training each year. The goal is to create workforces that are more inclusive, and thereby more innovative and more effective. Studies show that well-managed diverse groups outperform homogeneous ones and are more committed, have higher collective intelligence, and are better at making decisions and solving problems. But research also shows that bias prevention programs rarely deliver. And some companies don’t invest in them at all. So how can you, as an individual leader, make sure your team is including and making the most of diverse voices? Can one person fix what an entire organization can’t?
Although bias itself is devilishly hard to eliminate, it is not as difficult to interrupt. In the decades we’ve spent researching and advising people on how to build and manage diverse work groups, we’ve identified ways that managers can counter bias without spending a lot of time—or political capital.
The first step is to understand the four distinct ways bias plays out in everyday work interactions: (1) Prove it again: Some groups have to prove themselves more than others do. (2) Tightrope: A narrower range of behaviors is accepted from some groups than from others. (3) Maternal wall: Women with children see their commitment and competence questioned or face disapproval for being too career focused. (4) Tug-of-war: Disadvantaged groups find themselves pitted against one another because of differing strategies for assimilating—or refusing to do so.
The second step is to recognize when and where these forms of bias arise day-to-day. In the absence of an organizational directive, it’s easy to let them go unaddressed. That’s a mistake. You can’t be a great manager without becoming a bias interrupter. Here’s how to do it.
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The state of women hangs in the balance
A year and a half into the COVID-19 pandemic, women have made important gains in representation, and especially in senior leadership. But the pandemic continues to take a toll. Women are now significantly more burned out—and increasingly more so than men.
Despite this added stress and exhaustion, women are rising to the moment as stronger leaders and taking on the extra work that comes with this: compared to men at the same level, women are doing more to support their teams and advance diversity, equity, and inclusion efforts. They are also more likely than men to practice allyship. Yet this critical work is going unrecognized and unrewarded by most companies, and that has concerning implications. Companies risk losing the very leaders they need right now, and it’s hard to imagine organizations navigating the pandemic and building inclusive workplaces if this work isn’t truly prioritized.
There is also a disconnect between companies’ growing commitment to racial equity and the lack of improvement we see in the day-to-day experiences of women of color. Women of color face similar types and relative frequencies of microaggressions as they did two years ago—and they remain far more likely than white women to be on the receiving end of disrespectful and “othering” behavior. And while more white employees see themselves as allies to women of color, they are no more likely than last year to speak out against discrimination, mentor or sponsor women of color, or take other actions to advocate for them.
The impact of the last year and half on women is still far from clear. But the risks to women—and the companies that depend on their leadership—are very real.
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Dr. Rory Cooper is the founder and director of the Human Engineering Research Labs (HERL) at the University of Pittsburgh and Department of Veteran Affairs in the United States. From ergonomic push rims (a patented technology that reduces upper extremity pain and injury in wheelchair users) on wheelchairs to robots to assist with lifts and transfers, home automation and prosthetics, there’s no stopping Dr. Cooper – Paralympian, serial inventor, army veteran, engineer, marathon racer. Dr. Cooper discusses his ground-breaking work and the importance of intellectual property (IP) in bringing it to the market.
Access the original WIPO Magazine article here