levelling the playing field monash women in medicine professor robert wood november 2015 1
TRANSCRIPT
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LEVELLING THE PLAYING FIELD
MONASH WOMEN IN MEDICINEProfessor Robert Wood
November 2015
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Hiring a Lab Manager: John or Jennifer?*
*C.A. Corine Moss-Racusin, et al (2012) Science faculty’s subtle gender biases favor male students, PNAS, 109:41, 16474–16479, doi: 10.1073/pnas.1211286109
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Salary decision: John versus Jennifer*
*C.A. Corine Moss-Racusin, et al (2012) Science faculty’s subtle gender biases favor male students, PNAS, 109:41, 16474–16479, doi: 10.1073/pnas.1211286109
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Reactions
• Sadly, these results are not surprising but they are disturbing
• Figure 2 is misleading because the y-axis does not start at zero. Therefore, all claims based on this study are unreliable because they are the product of poor science.
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How do we think?
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Failures of conscious processing • Slips (e.g., Tim Hunt’s problem)
• Too little too late (e.g.,The Fatal Shore riposte)
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Mistakes – Identity, comfirmatory bias and displaced costs
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A neighbour has described Susan as follows: “Susan is very shy and withdrawn, invariably helpful, but with little interest in people or in the world of practical reality. Susan is very tidy, she has a need for order and structure, and a passion for detail.” Is Susan more likely to be a librarian or a lawyer?
Fast vs. Slow thinking
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Candidate Name:
Daniel Smith
Position Title: Financial Controller – Finance
Summary of candidate strengths relevant to the position:
Daniel has seven or so years of experience in senior accounting roles
The success of Daniel’s financial analysis in his current role show the acquisition of adequate analytical skills
Daniel has a well-established record of delivering outputs punctually
Candidate Name:
Danielle Smith
Position Title: Financial Controller – Finance
Summary of candidate strengths relevant to the position:
Danielle has seven or so years of experience in senior accounting roles
The success of Danielle’s financial analysis in her current role show the acquisition of adequate analytical skills
Danielle has a well-established record of delivering outputs punctually
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Meta Analysis of Evaluation Bias Studies*
Ratings of matched female vs male leaders
WOMEN RATED LOWER WOMEN RATED HIGHER
Likeability
Task Competence
Social Competence
Leader Desirability
Reward Recommendation
Hireability
Future Career Success
Men and women rated equally
-1.0 +1.00.0
*Anna Genat, PhD student, University of Melbourne (N=156 studies)
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Meta Analysis of Backlash Studies
WOMEN RATED LOWER WOMEN RATED HIGHER
Confrontational
Likeability
Task Competence
Hireability
Social Competence
Assertive Women (Counter-Stereotypical Women)
-1.0 +1.00.0
*Anna Genat, PhD student, University of Melbourne (N=156 studies)
Men and women rated equally
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In Summary*
Common stereotypes of leaders are associated with the male stereotype (assertive, decisive, analytical, independent)
People who act in counter stereotypical ways are penalised
Therefore... Women who act like women are rated as less effective leaders than
men (Evaluation Bias)
Women who act like men are judged as aggressive and pushy and “not a good fit” (Backlash)
*Anna Genat, PhD student, University of Melbourne
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STRATEGIES
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The impacts of Unconscious Bias
Unconscious Bias&
Blindspots
Recruitment & Selection
EthicalChallenges
Potential &Promotions
Projects & Work Allocations
Social Judgments & Inclusion
Customer Relations
Capital Investments and Purchasing
Personal Preferences
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Identify and target bias hotspots
• Recruitment and selection processes
• Performance management
• Promotion processes
• Talent and potential assessments
• Meetings
• Work allocation and “go to” people
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Leve
ls o
f Cha
nge
Awareness
Compensatory Strategies
System & Processes
Lead the Cultural Change
Organizational Strategies
• Audit and refine systems and processes– Talent management– Potential vs. performance
judgments)– Recruitment & Promotion
processes– Competency frameworks– Compensation (especially bonuses
and other ‘discretionary’ rewards)
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Some Strategies
• Inclusive meetings– Start with a bias reminder– Have agendas and organised processes– Use round robins– Use the board
• Development of talent– Diversify your “go to” people– Allocate projects/roles for development of
men and women– Make promotion contingent on development
of staff
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Leve
ls o
f Cha
nge
Awareness
Compensatory Strategies
System & Processes
Lead the Cultural Change
Organizational Strategies
• Audit and refine systems and processes– Talent management– Potential vs. performance
judgments)– Recruitment & Promotion
processes– Competency frameworks– Compensation (especially bonuses
and other ‘discretionary’ rewards)
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What makes an inclusive leader?
“The best leaders achieve great results by including diverse voices and creating a workplace culture that balances the sense of uniqueness and sense belonging for all team members”
Catalyst, 2013
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How do the members of your team feel?
COWORKER CONFORMIST
INCLUDEDMISFIT
LOW
HIGH
LOW HIGH
TEAM
MEM
BERS
FEE
LIN
GS
OF
UN
IQU
ENES
S TEAM MEMBERS FEELINGS OF BELONGING
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Two key properties of all effective teams
• Team and self efficacy
• Psychological safety
Psychological safety refers to the belief that one can make mistakes or fail without ridicule or loss of respect. It is the feeling that it is okay to “be yourself”‘ ’
Self efficacy is a person’s confidence that they can perform or learn the tasks assigned to them. Team efficacy is the some confidence for the team.‘ ’
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Employees who feel safe and confident at work*
Are willing to take risks
Are not afraid to speak up about problems
Are not afraid to make mistakes
Trust their teammates not to
undermine them or their work
Are more productive and more innovative
* Adapted from Catalyst, 2015
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THANK YOU