Is the new Communication non Communication?


email-communication-face-to-face-2I am a person that wants to discuss issues.  I will tackle difficult circumstances and am not easily frightened by doing something uncomfortable so I wonder is it just me or have people become less able to cope with difficulty?

In my current line of work, I need to speak to lots of people.  I say ‘speak’ figuratively really, because I rarely get to ‘speak’ to any of them, instead I end up speaking to their voice mails.  I can ring ten people a day and be lucky to actually speak to one of them.  Then there is the ring back.  Most people just don’t ring back and yes I understand that it might be because they don’t want what I am selling, or they don’t have time at that moment, or they have other priorities, but the no ring back is at epic proportions now, even when they wanted me to do something for them!  I really think that it is because people just don’t know how to handle bad news or any sort of potential difficulty so instead of saying, ‘no sorry, just not interested’, they say…Nothing.

I know a person, who in the early stages of meeting me was so full on and keen to ‘help’ me, they were so fired up and motivated.  That enthusiasm eventually waned and then they didn’t return calls or emails for some months.  Yes, yes this could be because I am not good to work with.  Finally when they did get back to me because I needed confirmation from them that they wanted to be part of the conference I am organising,  I did hear from them within a day.  Maybe they thought that they were going to miss out on something that they wanted, maybe it was something else I don’t know.  They put the non communication down to ‘personal issues’.  Sadly this seems to the a theme at the moment where people have ‘personal issues’ that are preventing them from doing their job or at least communicating with the people that they need to communicate with.  I think it is on the rise, and potentially it has something to do with the rise of in depression and bipolar.  Maybe its just me, maybe I’m too demanding (as the song goes), or maybe its just how things are and people just don’t respect others in the way that they used to. Maybe technology has allowed us to be just so much better at non communication because we are so busy looking down at our phones and computers that we just don’t know how to connect to other people anymore.  Either way, this non communication stuff can be time consuming for those of us that do communicate.  What sort of society have we created where people can’t get back to you, have personal issues and are basically so busy that they can’t possibly be performing at their peaks?

I really wonder, if all these people are ‘so busy’, and ‘too busy to call’, are we running a real risk of degrading organisational performance by pushing people too hard.  Are the rounds of cutbacks and rationalisations now detrimental to the point that we have our  valuable human resources just shutting down for what ever reason?  Maybe this is why people go into ‘non communication’ mode – simply because they just can’t cope.

Are some women creating new barriers for themselves?


fortune_500s_suffer_from_a_deficit_of_boardroom_diversity

A recent article in smh.com.au small business by Gayle Bryant March 08, 2013 said that; “To be a leader, a woman must think like a leader”, and referred to research by Suzi Skinner of Selftalk (selftalk.com.au), that identified that even when some women reach senior leadership roles they still struggle to come to terms with their new role and how they should behave and respond against the backdrop of how many women are still expected to behave, that is; how we are socialized to recognize the behaviors of the female gendered identity.  For some women, this new environment dealing with senior men can be daunting, but I would argue not because they lack the qualifications, the experience or the internal fortitude required, more because they have not been given permission from an early age to be a ‘leader’ that fits into the traditional business landscape.  By that I mean, fitting into business environments that have been built on having male leaders.  You only have to visit the majority of boardrooms to see the masculine furniture and decor and this alone can intimidate some women, particularly if they are not used to these environments.  Although most women are well used to working as the minority with greater number of men, there are underlying messages that tell us that this is a male friendly environment.  It is often designed with male decor in mind because it has largely male leaders who of course want to feel comfortable in their working environment.  These environments ‘tell’ us how to behave, what to expect and we know who is in charge just by looking at them, what’s more we expect to see a man as leader.  Heavy dark panelled wood walls were a feature in many older board rooms, coupled with timber tables and black leather chairs that give you messages about the hidden rules and behaviours that are required when you enter.

“I found even when women become leaders in a senior management role, they often find they are still not treated as they should be,” she says. “It might be that in meetings they are not being listened to, or people will talk through their presentations. One of my core findings is the need to create an environment where women are taken seriously and that will entail a major mindset shift.” says Suzi Skinner of Selftalk

I certainly agree with all the points in Bryant’s article and find this information mirrors my own observations.  I continue to see women in senior leadership still acting out their gendered roles, some more than others, but many still defer to the man in the room in one way or another.  As the article says, not all women want to become CEO’s just as not all men do, so the constant focus on women in leadership could be adding to a lack of equality and recognition for women generally – now there is something else for them to aspire to!

RFERENCE;  http://m.smh.com.au/small-business/to-be-a-leader-a-woman-must-think-like-a-leader-20130228-2f85o.html

A little equality test


Things have surely changed?

Things have surely changed?

How equal is your relationship? If you are a male executive and primary wage earner for your household, ask yourself if you would be happy to swap your salary for that of a female peer in your company or your female partner or your wife. Chances are that a female peer in your company will still earn 17% less than you do. Chances are your wife or daughter earns 17%* less for the same work as a man regardless of the role.

So when you are next negotiating a female’s wage and know that it is not parity of her male peers (mostly because it is not transparent), ask yourself again – would this be OK for me.

 

 

REFERENCES

http://www.jpost.com/National-News/CBS-Women-earn-17-percent-less-than-men-on-hourly-basis

http://management.fortune.cnn.com/2011/05/16/why-do-new-female-college-grads-earn-17-less-than-men/

http://www.iadb.org/en/news/webstories/2012-10-15/wage-gap-between-men-and-women,10155.html

http://www.businessweek.com/articles/2013-08-13/how-much-is-the-ceo-worth-for-women-it-s-17-percent-less

ThriveAbility — Waymaker for the Next Economic Paradigm: A Dialogue with Ralph Thurm


Originally posted on Gender Economics.com:

This interview with Ralph Thurm has some interesting idea’s about our need to change the way we look at economics and sustainability and has some relevance to Gender Economics.  He says in the interview;

Our current economic system is based on an unsustainable, high-stress, linear economy powered by fear, fossil fuels, materialism and a focus on financial success. Maintaining this rationale will both cause irreversible damages to planet Earth as the mother of all life, and trigger the emergence and increase of social dissonances due to discontent, population growth, demographic change and increasing social inequalities”

Image credit: TEDx RSM

This is a similar concept to Gender Economics and the idea that we have largely ‘masculinised’ our economic system which predominately works on the idea of scarcity, which I think puts greater emphasis on fear and power  particularly in a market economy where everything has a price.

See the full…

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Your invitation to attend the Gender Economics Global Conference


Susanne Moore

Susanne Moore

Thank you to all of you that read my blog and have supported me in my journey to change the world and develop the field of Gender Economics.

As part of this work, I along with others have planned the first Global Gender Economics Conference and I would like to invite you to attend this conference in Sydney June 10-11, 2014.  Early Bird Registrations are now open at the following link, http://centreforgendereconomics.org/register/.

Gender Economics is a new field of study that looks at the way that economic policy is formed and how this flows through to business and society.  By looking at things differently, we will create sustainable and positive change and the conference will work to uncover new discourses to existing issues and through the Centre for Gender Economics (C4GE) develop positive and practical solutions for business.

I am working with conference organisers of similar conferences around the world to get a ‘Global Message Relay’ happening were we share a common theme and work towards addressing common issues at each conference and then passing that information across to the next conference to pick up where they left off.  Creating a database of valuable information that we can all benefit from and ultimately one that creates new discourses for change.

THE CURRENT GLOBAL MESSAGE

“Productive discourse requires certain fundamental understanding that can shape and inform the conversation.  Solving the problem of gender inequity requires that we understand how economic and organisational ‘barriers’ arose.  These barriers were created over time — they rose up over generations — and, now, it is time to take a fresh look and ask ourselves if these barriers are holding all of us back.  Greater gender parity enables economic and organizational innovation, improved corporate financial performance and stronger, more sustainable communities.

Gender Economics combines practical and positive business experience with academic research.  This approach reveals the root cause creating and sustaining barriers to women’s economic empowerment.  With this knowledge, practical and implementable tools can be developed and deployed so organizations, men and women can share in the economic development of our shared society only for themselves but for their families and communities.”

We are looking for sponsors for this important event.  You can ‘donate’ on this blog site if you would like to support the conference, every small amount will help to further the research and set up the Centre for Gender Economics and the conference.

MORE ABOUT THE CONFERENCE

WHERE:  Sydney Australia June 10-11, 2014 at the University of NSW Kensington Campus, a short bus ride from the centre of the city and 5 to 10 minutes from Sydney international airport by taxi.

The Gender Economics Global Conference, June 10-11 2014, Sydney Australia covers the areas of POLICY, INVESTMENT, ENVIRONMENT and HEALTH.

This is a working conference and combines a blend of practitioner, business case study and academic research to ‘unpick’ how economic policy is constructed and how it affects gender.  It will look at how the current economic and business strategies influences gendered decision-making and will provide real life examples of how Gender Economics can provide practical solutions for business.

Although the economic empowerment of women is an important part of the conference, it should not be seen as a ‘Women’s Conference’ as Gender Economics is gender neutral and looks at both the positive and negative impacts of gendered decision-making and how this affects all gendered identities.  By understanding how economic and organisational ‘barriers’ to equality have been created, we have a better chance of developing new discourses for solutions.

The Conference is the first activity of the Centre for Gender Economics (C4GE), promoting Gender Economics as an emerging field of study that builds on the theories of diversity and promotes the value of gender balance, particularly in the area of innovation and creativity.  The Centre for Gender Economics has the following aims;

1) To be the repository for research and information on Gender Economics, and

2) To turn this data into practical actions and programs for business, communities and policy makers in a form that is user friendly and easily applied by business to enhance performance and innovation.

 “Gender Economics is about “dissecting and creating a new discourse around economic theory that fuses Economics, Gender and Sociology” (Susanne Moore 2013)

The Gender Economics Global Conference has the following aims;

•             To raise awareness of the emerging field of Gender Economics by linking current gender issues with academic and case study (field) research;

•             To challenge current economic theory, broadening the conversation to encompasses sociological complexities currently at play in society – ie: to deconstruct economic policy, reconstructing it in a manner that allows us to develop rational and objective tracks for further research;

•             To highlight concrete ways that diversity (Diversity Economics) can be a positive impact on economics, and to commence discussions on proactive solutions for measuring this impact;

•             To ensure that the discussion is gender neutral and provides open discourses for inclusion of all genders to further proactive and positive conversations about Gender Economics in the wider community

You can find out more on the website at www.centreforgendereconomics.org or you can contact me directly at susanne@gendereconomics.

Regards,

Susanne Moore

Founder, C4GE

How Diversity Can Drive Innovation


Originally posted on Diversity Program Review Framework:

Reblogged from HBR online archive.

Magazine

December 2013

How Diversity Can Drive Innovation
by Sylvia Ann Hewlett, Melinda Marshall, and Laura Sherbin
Most managers accept that employers benefit from a diverse workforce, but the notion can be hard to prove or quantify, especially when it comes to measuring how diversity affects a firm’s ability to innovate.

But new research provides compelling evidence that diversity unlocks innovation and drives market growth—a finding that should intensify efforts to ensure that executive ranks both embody and embrace the power of differences.

In this research, which rests on a nationally representative survey of 1,800 professionals, 40 case studies, and numerous focus groups and interviews, we scrutinized two kinds of diversity: inherent and acquired. Inherent diversity involves traits you are born with, such as gender, ethnicity, and sexual orientation. Acquired diversity involves traits you gain from experience: Working in another country can help you…

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Diversity – not just a Business Case


susannemoore:

This is an article I wrote recently about the “Business Case” for Diversity. It’s not a Business Case, diversity is a strategic imperative in any organisation.

Originally posted on Diversity Program Review Framework:

Organisations need new and innovative ways to progress and create shareholder value and as the available workforce changes organisations have to transform at an increased pace, meaning managers must develop new skills to perform in these complex environments.

Diversity is a business imperative; it is a fundamental and necessary part of contemporary business.  Evidence exists that points to gender diversity as beneficial to organisations, but in order for this to really be of consequence, diversity needs to be more than just a program, it has to become part of the fibre of the organisations workings.  By ‘maximising’ diversity instead of just ‘managing it’ organisations will become more adaptable and flexible, (Ospina 1996).  Organisations must develop skills to manage complexity, adaptability and volatility, creatively, resilience and innovation.  To do this, organisations have to equip their managers to manage diversity and to shift it from a nice to have to a must…

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Pantene nails the message about gender sterotypes


Its up to us to change our own view of what it is to be a woman, so we can change the stereotypes for both men and women. How often do you have to catch yourself thinking that a women doesn’t look quite right or shouldn’t be doing that job? We can all challenge our beliefs about a woman’s role, and support organizations like Pantene who seem to ‘get it’.

Women have enormous purchasing power as consumers – let’s use it to.

Not the case but the place for women.


There’s something really wrong in a world where we even need to have a ‘Business Case for women’ or even a case for gender diversity. We don’t have ‘a case for men’. I think it’s time women stopped justifying a ‘case’ and started demanding their place.

Call for Papers, Gender Economics Conference June 2014


The Call for Academic Papers is now out for the Gender Economics Global Conference, Sydney June 2014.  Download the template at the conference website http://centreforgendereconomics.org/callforspeakers/

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