This thoughtful report zeros in on an often overlooked dimension of gender bias in the workplace. Rather than pointing to the inappropriate attention often emphasized in reports of gender bias, Fryer points to the inappropriate inattention that many women experience -- even in situations where their particular expertise on an issue is needed. Being invisible takes its toll on women, particularly in powerful positions, and, over time, many simply give up. Chambers' example, described here, is thus worth emulating.

Joyce Fletcher's book, Disappearing Acts, draws from study of women engineers and describes how their work organizations inadvertently overlook or undervalue many of their workplace contributions. Another good read for managers striving to create inclusive work organizations is Debbie Kolb's concrete, practitioner-oriented work on the gender subtext of everyday workplace negotiations. I am involved in research on the role of gender in negotiations between women CEO/founders and angel/venture investors and women often feel, rightly or wrongly, that they have to have a man with them or "fronting" for them to insure an actively engaged audience.

I clearly understand the basis for calling the experience ‘gender bias’, however, I would like to offer a different perspective for this conversation to consider. The perspective is based on my experiences and observations as I journeyed through a career as a scientific researcher, an educator, a participant and explorer of different rungs of the corporate ladder of a Big Pharma company culminating in an executive level position and now in the ‘rewiring’ period of life. My perspective is purely qualitative, not backed by hard quantitative data.

The alternative descriptor I would propose for what was experienced is ‘Insecurity Bias’. In my experiences, what is described as ‘gender bias’ is not unique to males, albeit perhaps on a relative basis more pronounced, but is unfortunately an unhealthy human behavior displayed by both genders. Sadly it seems to be rearing its ugly head with increasing fervor in today’s society and work as your reference to Sylvia Ann Hewlett‘s article and blog exemplifies (http://discussionleader.harvardbusiness.org/hewlett/). And, as the reality of globalization, shifting economics and diversity continue to reshape the American life and dream, I fear we may see more of it. Labeling this behavior as ‘gender bias’ dilutes this somewhat subtle, complex and vexing problem and opens the door for pundits to dismiss it just another female looking for yet another reason to cry. We all know positioning matters!
‘Insecurity bias’ is gender, color and to a large extent culture blind. To use a really weak and crude cliché, it manifests itself in people who are not ‘comfortable in their own skin’, either professionally and/or privately. To be ‘comfortable’ takes a lot of intellectual emotion and demeanor. It means a willingness to feel ok with uncertainty and not knowing something. It requires an attitude and belief in searching for answers and solutions. It is about being savvy enough to be a continuous learner, horning the skill of listening and collaborating with others to bring about fulfilling insights and new solutions that are seen as valuable. Most importantly it requires trust; trust of one’s own competencies and those of others. When organisms achieve this balance of attitudes and associated behaviors, the stage is set for competition and cooperation to mutually co-exist and we can remain human in the process.

In contrast, insecurity biased individuals rely on behaviors we have all seen that puts them center stage, usually loud and not really relevant to the dialogue. They seek out as their prey people who are rational and to large extent trusting and collaborative. They often remind me of people who never out grew the school yard bully or low end frat mentality. They find pleasure in not having to face their own inadequacies or use they skills and competencies to bring value to society or the workplace. They revel in sensationalism and dialogue that is disruptive and often disgusts, leaving well reasoning people shaking their heads and moving quickly to simply get out of their track as fast as possible. Why bother is our response!!

While all this is pretty much common sense and we continue to live with it and write about it, is this a good response? We have all seen how damaging behaviors exemplified by insecure individuals can be. And to make matters worse, when ‘insecurity biased’ individuals hold positions of influence, authority or are simply trying to secure an alpha position, or when they exist in an environment where those above them are sympathetic and condone their bias, the situation has disastrous effects on the rationale colleagues- both genders- leading to a vicious deteriorating cycle.

The advice you offer at the end of the article is straight forward and should definitely be practiced by both genders. Furthermore, I would submit that to really enable women as well as the many dimensions and power that workplace diversity has buried within its wraps, we must become gender blind to the ‘antigen’s discussed by Sylvia Ann Hewlett that limit it. And, we must effectively inoculate against them. Harnessing, nurturing, and cherishing diversity of thought is how we will continue to create new value for our self and society. Success= competition flourishing, learning is fun and work is enjoyable and fulfilling!

I close with the following questions: As the baby boomers exit the workplace and look to rewire their life, as generation X matures and generation Y emerges, how might the work place ‘antigens’ change and/or how might we better inoculate better against the antigens? For example, how might we begin to re-think how we effectively want to mentor the next group of competent colleagues and potential leaders (http://money.cnn.com/galleries/2008/fortune/0806/gallery.G500_mentors.fortune/)?

Thanks
Donna Moisey

There must be something in the air, my company after 37 years is finally addressing and acknowledging gender bias, with mentors, seminars, forums and a genuine reaching out to the women. The most heartbreaking thing about this wonderful turn-around, is that women here for decades are telling the same stories as our new employees...there has been little if any change. This is an industry that was male oriented in its functions, engineers, technicians, mechanics, drivers, equipment operators and management in fields other than admin. and HR.
The impetous for this reaching out is coming from the few women who managed to pierce the glass ceiling, they haven't broken it,just pierced it as of now. It was just an empowering moment to have them admit that we haven't been hallucinating or delusional in all this time...it's been real, but never addressed or acknowledged, it was more likely to be explained as a failing that was inherently female in nature and we were often offered counseling. This isn't about the blatant gender abuses, we deal with those successfully, but the subtle ways we are made to become entertainment. Lack of info or the withholding of info,refusal to train/mentor through unavailability,invisibility, at meetings, negative reviews and sometimes out right slander and defamation or sabotage, just a mean spirited environment. Many talented women just gave up, went elsewhere some just became very bitter and then some just conformed to others perception/expectations or joined the men in their attacks of the newer female employees, in order to remain safe and non-threatening. There are a lot of smiling , passive women who claim "that how men are", but talk to them long enough and it's different.

Thanks for even addressing this issue. I personally am subjectedto men who try to intimidate me, elicit others to do it if they can't and then communicate as if I spoke Martian. I've found that they don't even know what they say to each other and it's fine, as long as I am clueless. The need for them to agree, trumps my being able to understand,so you can imagine the chaos when they do comprehend what has been said. I am one of those women here for decades, not bitter, but damned amused and sceptical about their perceptions of somehow being more qualified, superior and better equipped. The department has been threatened with closure too many times. It's been decades of mistakes, messes, disasters and sickeneing bravado. I've learned a lot, a wealth of skills and my next career will be as an anthropologist / sociologist...I've been well trained in the observatory skills.

Am not sure how much an issue this is on a larger scale, but trying to integrate women into non-traditional careers at my workplace is not easy, acceptable or wanted in some areas. In someplaces they have issues with new male employees ( they eat their young). It is something that is more prevelant in the lower levels of mgmt. or the other skilled / tech fields. That is because they don't usually get past those stages before saying "I've had it" ! With outside guidancesuch as seminars, classes, forums and male mentors ( I chose), I have survived and am honestly praying that this new openness is of benefit. No human being should spend their worklife as a marginalized person and no company should be so blindly ignorant to what's happening to the very people they go out to recruit.