gender, leadership and change georgia duerst-lahti tirana
TRANSCRIPT
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Gender, Leadership and Change
Georgia Duerst-LahtiTirana
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Women As Symbol
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Leadership can be:
Holding a position Holding a singular position Having followers who follow
But, perception…..
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Gender Paradigms
Complementarity Individuality
CorporativeCivic
Egality
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Complementarity
sexed-bodies “recommend” gender roles
gender roles exist regardless of who fills
advantage in gender dualism; pleasure in sex difference
orthodoxy of roles and power relations
masculine public, feminale home
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Individuality-Corporative
interchangeable humans with potential gender roles are mere functions and
choices desire a gender irrelevant public world blind to difference and structural
constraints inequalities from individual action and
choice free within extant masculinist system
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Individuality-Civic
individuals more similar than different
individual gender options within ordinary bounds
deal with gendered inequalities masculine can learn from feminale approach change from inside extant
masculinist system
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Egality (Gender Mainstream)
uncouple gender roles from sexed bodies move beyond gender orthodoxy increase value of feminale change boundaries of masculine add more sex-gender options construct new system
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Perceive Women’s Leadership
Complementarity Individuality-Corporative
Individuality-
Civic
Egality: Gender Mainstream
Out of place Do it like a man Compete but change All types of humans lead
Some issues for women
Mostly issues are for all
Some issues for women
All issues are gendered
OK if home is fine Up to individual Up to her, with help Recast ideas of a leader
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The process of change
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Precursors to Change
Multiple versions of same point 80/20 principle (Vilfredo Pareto, Richard
Koch) Accomplish most, with modest but well
placed effort not 50-50 rule: Equal effort to all parts
Mental Representations Content (basic idea) Form (way content is presented)
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More on Content
Concepts term, closely related entities
Stories narratives of events over time
Theories formal explanations of processes
Skills (form and content) procedures know how to carry out
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7 R’s of Mind Changing
Reason Research Resonance Representational Redescriptions Resources and Rewards Real World Events Resistances
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Truisms About Mind Changing
It is never easy: Resistances 6 R’s combine in various ways Is unlikely to occur when resistances
are strong and other factors do not point strongly in one direction
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Intelligences and a Mind Change
Involves a change in mental representation How one thinks about an idea What (concept), how operates (theory),
do (skill) Appealing to more intelligences
increases chances of mind change
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Some Types of Intelligence
Symbolic Analytic Linguistic, logical, mathematical
Noncanonical Musical, spacial, bodily-kinesthetic,
naturalist Personal
Inter, emotional, intra Existential
Why? meaning
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Learned Earliest and Best
Humans primed for some theories Correlation causes, reinforcement
entrenches Early theories especially difficult to
alter Conserve what we know “naturally” Predilection for parsimony
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Factors that Entrench
Emotional resonance and commitment
Easier Public commitment Personality
Rigid and certain (authoritarian) Learn by conserving ideas
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Factors that Impel Change
Proclivity to adopt a stance New environment; powerfz ul, resource-
rich option Mastery of current mental representation Superior mental representation Strong desire to understand better Competence Scaffolding (just enough support,
willingness)
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Match Audience with Strategy
Large change, diverse audience (e.g., nation)
Large changes, shared audience (e.g., agency)
Intimate (e.g., one key person)
Yourself
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Change: Large and Diverse
Recognize, acknowledge, undermine current story
Develop new, good story Construct evocative symbols Tell over and over Embody with action and symbol Help audience understand why
better
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7 R’s: Large and Diverse Change
Identify which representations—stories Imaginatively use reason, multiple
representations, resonance with experiences
Mollify resistances (anticipate, address) Take advantage of real world Marshal whatever resources possible
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Organizational Level
Common knowledge, experience Shared purpose, common destiny Simpler changes trump complex
ones But, complex easier in contained
setting
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Steps to Changing Minds
Learn from others (research) Challenge resistances in each key
constituency (directly and not) Initiate new practices (resources,
rewards) Have good new story (redescription) Work resonances, real world, and
reason Time, toil, and trouble
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Failures of Org. Change
Hyperbole in story Too few details, supporting facts Blinded by own aspirations Wrong resonance, reward Don’t embody story
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Hallmarks of Effectiveness
Intelligences Instinct Integrity
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Intelligences
Know how to: create right story, communicate well, change if need be
Understand others: motive, listen, respond
Existential: pose and answer own big questions, share vision
Also: logic-math, know oneself, hire smart people, clear goals, act consistently, draw upon shared, address schooled and unschooled mind
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Instincts
Right move in particular situation Become aware of “gut” Put intuition into words, test on
trusted others Learn from mistakes; processes not
blame Crises create opportunities
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Integrity
Take time for daily reflection, analysis
Go to the mountain top occasionally Be open to real world changes Be sensitive to valid strains in
counter stories Commit deeply to mission Have humility about actual potency
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Think Different(ly)
E.g., from telephones to information Provide info constantly Discuss difficulties frankly Commit to help “land on feet” Stories: excite, resonate with
reality, embody truth Have integrity
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Innovating in Public Organizations
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Qualities of Innovators
Personal involvement Strives to achieve Sees self as instigator Plenty of imagination Critical and analytical thinker Leads and manages well
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To Lead Innovation
Proactively seek improvements Broker power
Know who and how Timing
Find resources Gain support Trust, trust, trust
Champion and Negotiate Listen, generate, ideas and strategies Encourage and sponsor (empower) followers
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Stages of Organizational Change
Establish sense of urgency Create guiding coalition Develop vision and strategy Communicate change vision (over and over) Empower others Generate short term wins Consolidate change to produce more
change Anchor new approaches in culture
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Skills to Master
Creative problem-solving
Visioning and strategic planning
Framing and agenda setting
Dialogue and commitment
Analyze feasibility Pilot and
experiment Empowering
followers Redesign the
organization Assess and get
feedback
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Accounting for Women’sLeadership Success
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Capable women,
and…..
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+ female voters+ individual desire+ public policy+ implementation advocates+ time- tradition- backlash- time (pipeline, comfort, reputation)= Current Success
Success Formula
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Transgendered Elements of Success
Hard work Perform beyond expectations Resilience Make self visible to policy makers or top
management Take risks and act boldly Grow thick skin
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Why Bother? Women
In office care more about “women’s” policies than do men.
Tend to have a more open style and democratic than men
Bring life experiences to the table for all issues
Democracy and legitimacy are at stake.
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Advice
Choose battles wisely Take responsibility for your own
development Use institutional resources you have Build your policy resources Run for office, get appointed.
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Only you can change your own mind
Sometime events precipitate Usually happens gradually
Slowly accumulate new info Intuit change more than decide
Can do deliberately Desire Effort New mental representations
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And Finally
Work on issues you care about Passion makes you willing to work Never doubt that a small group of
thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has (Margaret Mead).