April 29, 2019
Organizing for the Equal Rights Amendment the first time round, in 1972-82, tapped the strengths and experienced the weaknesses of social movements in general. The strengths of social movements derive from their “hydra-headed” qualities: the activists bubble up from many different arenas, giving the movement great flexibility, adaptability, diversity, and intelligence. The weaknesses derive from their relative absence of selective incentives, so that the motivation for activism is primarily ideological commitment. That commitment in turn, creates a “dynamic of deafness,” in which activists are unlikely to listen and learn from their opposition. In this seminar, Jane Mansbridge discusses how the current organizing effort has learned in different ways from the past.
Jane Mansbridge, Adams Professor of Political Leadership and Democratic Values, Harvard Kennedy School
March 15, 2019
Gender equality is a moral and a business imperative. But unconscious bias holds us back, and de-biasing people’s minds has proven to be difficult and expensive. Diversity training programs have had limited success, and individual effort alone often invites backlash. Behavioral design offers a new solution. By de-biasing organizations instead of individuals, we can make smart changes that have big impacts. Presenting research-based solutions, Iris Bohnet hands us the tools we need to move the needle in classrooms and boardrooms, in hiring and promotion, benefiting businesses, governments, and the lives of millions.
Iris Bohnet, Albert Pratt Professor of Business and Government; Academic Dean, Harvard Kennedy School; Co-Director, WAPPP
January 23, 2019
In India, there persists a striking gender gap in political participation and representation. This political gender gap persists despite decades of democracy and universal adult suffrage, rapid economic development, and large-scale policies aimed at women's political empowerment. Women's political participation is important not only on normative grounds of inclusion, but because research shows that when women do participate, politics changes. Presenting findings from her book project, Soledad Prillaman evaluates the importance of social networks for women's political empowerment and documents how women who have become active political agents are received and resisted by traditional political networks.
Soledad Prillaman, Postdoctoral Fellow, Nuffield College, Oxford University
January 23, 2019
How does women's concern about confirming gender stereotypes (i.e., stereotype threat) predict their engagement in professional leadership contexts? In this seminar, Zoe Kinias shares findings from five studies with global businesswomen. Her findings show how stereotype threat predicts psychological disengagement, how an intervention can buffer against deleterious effects of stereotype threat, and stereotype threat's silver lining--that it motivates attitudes and actions in support of gender balance.
Zoe Kinias, Associate Professor of Organizational Behavior, INSEAD; Academic Director, Gender Initiative, INSEAD
August 7, 2018
We negotiate all the time at work even when we do not recognize we are doing so. We negotiate for the resources we need to do our jobs, for roles and opportunities we aspire to, and for schedules that work with our lives. Negotiation outcomes depend on how well we position ourselves and use what leverage we have to get reluctant negotiators to the table. It requires that we take the lead to ‘anchor’ around creative solutions that acknowledge our individual constraints. In addition, we need to be prepared to deal with resistance to our ideas that might challenge the status quo. In this seminar, Deborah Kolb uses case studies and your individual experiences to help you make negotiation work at work. Her book, Negotiating at Work, was named by Time.com as a best negotiation book of 2015.
Deborah Kolb, Professor Emeritus, School of Management, Simmons College
October 24, 2017
The challenges and barriers that women face in both entering into and performing effectively in leadership roles have been widely documented across many research domains. In this seminar Aparna Joshi takes a look at this issue from the perspective of both women and men in leadership roles. First, she unpacks conditions under which women leaders can be effective change agents in highly male-dominated settings. Based on a sixteen- year longitudinal data set of women legislators in the US Congress she examines how the content of bills can prime the legitimacy of women in leader roles and predict their success in passing bills over the course of their tenures. Second, shifting the focus on men in leadership roles, she also problematizes the “think manager think male” paradigm that has been applied extensively to understand barriers faced by women, from the perspective of men. Based on a sample of Fortune 500 male CEOs she examines the consequences for firm performance and CEO pay among men who subscribe (or not) to masculine stereotypes. Through these two studies she aims at highlighting new ways of thinking about gender and leadership effectiveness.
Aparna Joshi, Arnold Family Professor of Management, Smeal College of Management, Penn State University