Escolar Documentos
Profissional Documentos
Cultura Documentos
AMIT
DRISHTI
VISHAL
United States Federal Glass Ceiling
Commission describes it as:
Recognize
Diagnosis Talk Experimentation Discuss & Test Small Wins
problem
Small wins are incremental changes aimed at biases so entrenched in
the system that they’re not even noticed until they’re gone.
It is a powerful way of chipping away the barriers that hold women
back without sparking kind of sound and fury that scares people into
resistance.
Small-wins strategy creates change through diagnosis, dialogue, and
experimentation, it usually improves overall efficiency and
performance.
Beneficial not only to women but to men and the organization as a
whole.
Examples of Women quickly coming up with ideas of small-wins and
implementing them.
-The finance department of a large manufacturing firm – norm of
overdoing work
Women felt that they had to work extra hard as it was male dominated
industry.
Men were affected negatively too – Lowered productivity and
dampened enthusiasm.
Talented people avoided the department because of its overtime
reputation.
Small wins make sense even at companies that have programs
designed to combat gender inequity.
-Case of New York Advertising agency that particularly proud of its
mentoring program aimed at developing high-potential female
leaders:
Made a part of the mix but still offered job positions (HR) that they
were stereotyped to be “well-suited” for women – high level of skill
but lack rainmaking potential resulted in career disadvantages that
accumulated over time.
Not saying no to developmental opportunities – seemed gender
neutral
The HR-type jobs that the women were reluctant to accept were often
critical to overall functioning.
Women brain stormed and coached one another to respond to HR-
type job offers in ways that would do minimal damage to their career.
Rainmaking equivalency quotient
They are not random efforts, they unearth and upend systematic
barriers to women’s progress.
1. Small wins tied to the fourth approach help organizations give a
name to practices and assumptions that are so subtle they are rarely
questioned, let alone seen as the root of the organizational
ineffectiveness.
2. Small wins combine changes in the behavior with changes in
understanding.
3. Small wins tie the local to the global.
4. Small wins have a way of snowballing – “feeling comfortable and
fitting the mold”
5. Small wins routs discrimination by fixing the organization, not the
women who work for it. –Yes, something is wrong. It is the
organization itself, and when it is fixed, all will benefit.
New metaphors to capture the subtle, systematic forms of
discrimination that still linger:
-It is not the ceiling that’s holding women back; it’s the whole
structure of the organization in which we work : the foundation,
the beams, the walls, the very airy. The barriers to
advancements are not just above women they are all around
them.
• Respondents • Collaborations
Research
Methods 1. Three Fortune 500 1. Robin Ely
Companies 2. Deborah Kolb
1. Interviews 2. Two International 3. Deborah Merrill-Sands
2. Surveys Research
3. Archival Data Organizations
3. Two Public
4. Focus Groups Agencies
5. Observations 4. A global Retail
Organization
5. An Investment
Firm
6. A School
7. A Private
Foundation
Problem Diagnosis
− Involves senior managers exploring the organizations practices and
beliefs for any source of inequity.
Focus Groups
− For further examination
Identification of cultural patterns
Ex:
1. Which practices affect men differently from women?
2. Which ones have unintended consequences for the business?
“Holding up the Mirror”
Designing Small Wins
− Limited Scope of initiatives as they are guided by managers and
strategically targeted
“Each Small Win is a trial intervention and probe for learning,
intended not to overturn the system but to slowly and surely make it
better”
One of the most important trait of the Fourth Approach