Debra In E. Meyersons and Joyce K. Fletchers A Modest Manifesto For Shattering The Glass Ceiling the reader is given an update on the most recent issues surrounding gender discrimination and inequality or equality. (Depending on the viewpoint of the individual) Although women have overcome numerous obstacles in the workplace over the last 30 years, the journey towards equality means encountering several more hurdles. It is undeniable that women have broken several barriers and attained new heights, which were unimaginable just a few decades ago. But the truth remains, discrimination still lingers, yet deeply embedded under several layers of organizational politics. This subtler and virtually indiscernible form of discrimination makes it difficult even for women to detect let alone trying to combat it. Perfect examples of this are: Even though more and more women are holding seats on corporate boards and becoming prominent leaders, they comprise less than 4% of the uppermost ranks and less than 3% of top corporate earners in Fortune 500 companies. As well, even though women are being offered promotions and getting opportunities to advance in the company, they are often jobs where they market products to women or head up HR initiatives. However, in order to make advancements and to bring this new way of thinking to subsequent levels, there needs to be a strategy based on small wins or rather incremental changes that have the power to transform organizations and break down barriers without causing the alarm that often scares people into resistance. In the end, it is a strategy that benefits not just women but also men and the organization as a whole. The articles uses the metaphor of a world of only short and tall people to mirror the current relationship between men and women respectively. This metaphor is used very effectively to show the basic thinking which goes on in the real-life situation and why, although past approaches have been effective in dealing with discrimination, a new way of thinking needs to be taken in order to better overcome the problem. Assimilation, accommodation and celebration are slowing being phased out in exchange for a strategy focused on linking equity and effectiveness. Through a campaign of incremental changes that discover and destroy the deeply embedded roots of discrimination, it will undo hundreds of years of cultural patterns and practices made common by men. In order to successfully implement this approach, organizations need to follow a four-step approach. From the initial problem realization or recognition of gender inequity, the company then moves to diagnosis. Next, a discussion of the problem among the company to a final experimentation stage. From that point on, it becomes a trial and error phase, whereby the best solution to the symptoms is brought together. The authors fittingly use several real-life examples to illustrate companies that have in some shape or form, encountered discrimination and have taken the correct measures to solve their problems. From a global retail company that had few women in senior positions and high turnover among women in its middle-manager ranks to a major investment firm that could not understand why it was not hiring more women from business schools. Each company took necessary the baby-steps to identify their problem and ultimately come up with a successful solution.
Article Summary
A Modest Manifesto For Shattering The Glass Ceiling presents a very insightful look into the main gender discrimination issues that businesses are facing today. The use of real-life examples help the reader to identify the various forms of inequity as well as the process, from beginning to end, which needs to be followed in order to overcome the dilemma. The metaphor of height to echo gender was instrumental in helping the reader to better relate and identify with the predicaments that many women in management positions are currently battling. The authors are very realistic in recognizing that focusing on the small-wins approach, a strategy that often requires patience, continuous experimentation and organizational change in the least possible dosage, is the ultimate solution. It is safe to assume that large and radical change is not openly accepted in organizations and the path that creates the least amount of resistance is often favored. With the more subtle incremental changes, organizations can slowly rebuild with practices that are stronger and more equitable and slowly phase out some of the existing biases. It is also very comforting to see they acknowledge that this is not a problem that can be solely blamed on men and that seldom there is any benefit with inequity at the workplace. The root of inequity is more a problem, which over several centuries has simply snowballed into todays society. Similar to the article, the root of the problem lies in the fact that most organizations were created by and for men based on male experiences. Even though women have added enormous value, many of the definitions of leadership are still predicated on traits that are stereotypically associated with men: tough, aggressive and decisive. Regardless of the differences that exist, in the end, the ultimate solution will be one that benefit...