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7 Myths about Women and Work by Catherine Fox

By Catherine Fox

Being a girl, elevating little ones, succeeding in a management function and residing an entire existence continues to be a tall order in sleek Australia in case you do not occur to be remarkable. Being a lady on a board, working an ASX most sensible –listed corporation, or operating a central authority division is still an exception instead of the norm. regardless of the growth made in the direction of a fairer office, within the dialogue concerning the loss of girls on forums or the scale of the space among males and women's pay, drained excuses are recycled. Catherine Fox labels those the seven myths approximately ladies and paintings.

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After all, if we give up our middle-class fight the result will be middle-class white men retaining the power and status, which is hardly going to lift women out of poverty in the developing world. This argument and defence of the myths remind us that what we are struggling to access is being firmly defended because it is worth having – it’s about power and influence in and beyond workplaces. We need women to aspire to and reach management and leadership positions, because they can then make decisions that affect a range of employees and become role models to those coming up through the ranks.

And many women buy into the idea of a male style of merit too, she added. The result is that many companies only promote women who adopt male styles that can then be recognized as ‘talent’. This then creates a negative cycle where younger women are demotivated by the inauthentic, adaptive women held up to them as role models. They quit (physically or intellectually), often citing ‘personal reasons,’ and then companies complain about a retention problem. That’s the problem with and the reason for the strength of the merit myth.

Getting men involved in this conversation is a great idea too, as is examining how bias can infiltrate business practices. However, some trends smack of bandwagons. Unconscious bias, for example, appeals to the business world because it is not overtly about gender and thus avoids a more tricky conversation. Understanding how and why the myths evolved and persist raises some of these difficult kinds of questions that are more likely to deliver useful answers. If there’s one thing we know now after years of inaction it’s that a circuit breaker is needed to avoid more time and effort being wasted in reinforcing the status quo.

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