7 Myths about Women and Work by Catherine Fox

By Catherine Fox

Being a lady, elevating teenagers, succeeding in a management position and dwelling an entire lifestyles is still a tall order in sleek Australia if you happen to do not ensue to be striking. Being a lady on a board, working an ASX best –listed corporation, or operating a central authority division continues to be an exception instead of the norm. regardless of the development made in the direction of a fairer place of work, within the dialogue in regards to the loss of girls on forums or the scale of the distance 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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I’d describe that as living a full life, not ‘having it all’ by the way. But amid all of those activities, it is dauntingly off-putting to confront the idea that no matter how much you achieve or how efficient you are, the fact that you are female is at some level framing and colouring your actions. I sometimes describe this dynamic as the difference between having the benefit of the doubt – which is usually extended to men, at least initially – and fighting for credibility as a female. It’s a grind to be forced to constantly prove your worth and it’s exhausting.

As well as being inaccurate and reinforcing the cookie cutter approach to appointing top teams, this label provides the perfect excuse to maintain the status quo. I have been repeatedly told by senior male executives over many years that they firmly believe everyone in the organisation has had the same opportunities as them, and so they conclude there can’t be anything wrong with the system – it must be the individuals. Cream rises to the top, they tell themselves. No wonder they are not motivated to examine the way the system works or look at the behaviour of those making important decisions.

This is not because women are intellectually or morally superior to men, but they do tend to be more socially sensitive. In fact, there is little correlation between a group’s collective intelligence and the IQs of its individual members, according to the researchers. But if a group includes more women its collective intelligence rises. According to Woolley, ‘Many of the factors you might think would be predictive of group performance were not things like group satisfaction, group cohesion, group motivation – none were correlated with collective intelligence.

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