Organizations have worked towards achieving gender equality for decades. They’ve invested resources into developing women’s careers. They’ve implemented bias awareness training. Those at the top, including many CEOs, have made public commitments to make their workplaces more fair and equitable. And, still, despite all of this, progress towards gender equality has been limited. In fact, many managers struggle to recognize gender inequalities in daily workplace interactions.
Why Aren’t We Making More Progress Towards Gender Equity?
Despite many of the advances we’ve made toward gender equality in the past few decades, progress has been slow. Research shows that one reason may be that many managers acknowledge that the bias exists in general but fail to recognize it in their daily workplace interactions. This “gender fatigue” means that people aren’t motivated to make change in their organizations. Through ethnographic studies and interviews across industries, the author identified several rationalizations managers use to deny gender inequality. First, they assume it happens elsewhere, at a competitor, for example, but not in their own organization. Second, they believe that gender inequality existed in the past but is no longer an issue. Third, they point to the initiatives to support women as evidence that inequality has been addressed. Last, when they do see incidents of discrimination, they reason that the situation had nothing to do with gender. Until we stop denying inequality exists in our own organizations, it will be impossible to make progress.