What Most People Get Wrong About Men and Women

 

Here is a brief excerpt from an article by Catherine H. Tinsley and Robin J. Ely for Harvard Business Review.

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Credit: Jeff Rogers

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The conversation about the treatment of women in the workplace has reached a crescendo of late, and senior leaders—men as well as women—are increasingly vocal about a commitment to gender parity. That’s all well and good, but there’s an important catch. The discussions, and many of the initiatives companies have undertaken, too often reflect a faulty belief: that men and women are fundamentally different, by virtue of their genes or their upbringing or both. Of course, there are biological differences. But those are not the differences people are usually talking about. Instead, the rhetoric focuses on the idea that women are inherently unlike men in terms of disposition, attitudes, and behaviors. (Think headlines that tout “Why women do X at the office” or “Working women don’t Y.”)

One set of assumed differences is marshaled to explain women’s failure to achieve parity with men: Women negotiate poorly, lack confidence, are too risk-averse, or don’t put in the requisite hours at work because they value family more than their careers. Simultaneously, other assumed differences—that women are more caring, cooperative, or mission-driven—are used as a rationale for companies to invest in women’s success. But whether framed as a barrier or a benefit, these beliefs hold women back. We will not level the playing field so long as the bedrock on which it rests is our conviction about how the sexes are different.

The reason is simple: Science, by and large, does not actually support these claims. There is wide variation among women and among men, and meta-analyses show that, on average, the sexes are far more similar in their inclinations, attitudes, and skills than popular opinion would have us believe. We do see sex differences in various settings, including the workplace—but those differences are not rooted in fixed gender traits. Rather, they stem from organizational structures, company practices, and patterns of interaction that position men and women differently, creating systematically different experiences for them. When facing dissimilar circumstances, people respond differently—not because of their sex but because of their situations.

Emphasizing sex differences runs the risk of making them seem natural and inevitable. As anecdotes that align with stereotypes are told and retold, without addressing why and when stereotypical behaviors appear, sex differences are exaggerated and take on a determinative quality. Well-meaning but largely ineffectual interventions then focus on “fixing” women or accommodating them rather than on changing the circumstances that gave rise to different behaviors in the first place.

Take, for example, the common belief that women are more committed to family than men are. Research simply does not support that notion. In a study of Harvard Business School graduates that one of us conducted, nearly everyone, regardless of gender, placed a higher value on their families than on their work (see “Rethink What You ‘Know’ About High-Achieving Women,” HBR, December 2014). Moreover, having made career decisions to accommodate family responsibilities didn’t explain the gender achievement gap. Other research, too, makes it clear that men and women do not have fundamentally different priorities.

Numerous studies show that what does differ is the treatment mothers and fathers receive when they start a family. Women (but not men) are seen as needing support, whereas men are more likely to get the message—either explicit or subtle—that they need to “man up” and not voice stress and fatigue. If men do ask, say, for a lighter travel schedule, their supervisors may cut them some slack—but often grudgingly and with the clear expectation that the reprieve is temporary. Accordingly, some men attempt an under-the-radar approach, quietly reducing hours or travel and hoping it goes unnoticed, while others simply concede, limiting the time they spend on family responsibilities and doubling down at work. Either way, they maintain a reputation that keeps them on an upward trajectory. Meanwhile, mothers are often expected, indeed encouraged, to ratchet back at work. They are rerouted into less taxing roles and given less “demanding” (read: lower-status, less career-enhancing) clients.

To sum up, men’s and women’s desires and challenges about work/family balance are remarkably similar. It is what they experience at work once they become parents that puts them in very different places.

Things don’t have to be this way. When companies observe differences in the overall success rates of women and men, or in behaviors that are critical to effectiveness, they can actively seek to understand the organizational conditions that might be responsible, and then they can experiment with changing those conditions.

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Here is a direct link to the complete article.

Catherine H. Tinsley (tinsleyc@georgetown.edu) is the Raffini Family Professor of Management at Georgetown University’s McDonough School of Business and the faculty director of the Georgetown University Women’s Leadership Institute.

Robin J. Ely is the Diane Doerge Wilson Professor of Business Administration at Harvard Business School and the faculty chair of the HBS Gender Initiative.

 

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