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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A neighbour has described Susan as follows:  “Susan is very shy and withdrawn, invariably helpful, but with little interest in people or in the world of practical reality.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

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