Sexism and System Dynamics
How do you know when sexism has infected an organization? Look at the women.
Much has been written about sexism in the workplace. Organizations are microcosms of the larger society; as long as sexist attitudes are present in society, organizations typically will follow suit. Salary inequities pervade every field, even after controlling for experience, accomplishments, and number of years on the job. Women report being looked over for a promotion, facing double standards for assertive behavior, having comments ignored in meetings only to have someone else (usually a man) repeat and get credit for the same statement, and experiencing disparaging comments and sexual harassment. Exclusionary practices as well as a lack of family-friendly policies and structures are common, significantly hindering women’s advancement.
Less discussed and often overlooked, however, is the sexism reflected in the behavior of women toward each other. The perpetuation of sexism by women is, in part, a function of the sexism they have experienced directly throughout their own careers. It’s a bit of a taboo phenomenon—those who discuss it risk being accused of “blaming the victim.” Moreover, it means coming to terms with how those who have been victimized contribute to their own diminished position.
Nonetheless, addressing inequity in the workplace means coming to terms with sexism in the context of system dynamics—the way that elements of a system relate to and influence the behavior of the system over time. Which is why women who have experienced discriminatory attitudes and behavior often come to internalize these damaging beliefs, subsequently perpetuating discriminatory behavior themselves. This is particularly true in environments with few women leaders; those leaders may operate from a place of perceived threat of other women colleagues vying for such coveted positions.
Here are some of the ways in which women intentionally or inadvertently marginalize other women and perpetuate a culture of sexism:
Dismissing accomplishments and/or opinions. I have witnessed women undermine fellow women colleagues by dismissing their accomplishments or underrating their skills in conversations with men. Perhaps these women feel that identifying another woman’s abilities is somehow a risk to their own status. Similarly, women who dismiss the professional opinions of other women are, in effect, silencing them and holding up the glass ceiling that hinders all women.
Encouraging women to keep their head down and wait for recognition. Many women have been taught that if they work hard and stay out of arms way, they will be recognized and promoted. Women who have advanced to higher levels of leadership understand that this is a myth—advancement often requires diligent networking and advocating for oneself. Perpetuating this myth is one of the ways women may attempt to minimize the threat of other women competing for similar roles.
Deferential behavior toward male leaders—but not female leaders. Environments in which women are not seen as true equals or partners and where they are not viewed as competent professionals can foster a lack of deference. I have seen assertive, accomplished women demonstrate submissive behavior (a bowed head, quiet voice, excessive smiling, reluctance to challenge, etc.) in mixed gender meetings and/or in response to a male leader but not in the exclusive presence of women who are in similar roles. Individuals are less likely to act with deference toward someone they do not view as an equal or a superior, for fear it may lower their own status to do so.
One-upmanship. This behavior is manifested in extreme competition among women and is contrary to a more stereotypic assumption about women as collaborators. In sexist organizations, women may avoid being perceived as collaborating with other women lest they be viewed as not loyal to those in power. Alternatively, women in positions of authority may make unrealistic and/or unnecessary demands of other women in an effort to demonstrate their dominance. Women may feel a need to assert their authority in an organization where they feel powerless or ineffectual.
The perpetuation of sexism by those who suffer from it the most is often difficult to comprehend. And yet, the role women may play in sexism is part in parcel to what makes sexism a systemic problem. Systemic discrimination of any kind is often the result of seemingly innocuous acts building up, over time, to create a society (or in this case a workplace) that perpetrates oppressive ideologies and practices. It takes a shift in critical consciousness to change the climate of such organizations; an awareness around how the messages women have been exposed to since childhood are often internalized and play out in their relationships with other women, especially in the workplace. We must hone our awareness of how behavior within an organization is symptomatic of the system’s dynamics.
Fundamentally, a shift in the demographics of an organization that results in a critical mass or even majority of women can help prevent the perpetuation of divisiveness. In the meantime, facilitated dialogues whereby courageous conversations take place alongside discussions of actual strategies to combat these beliefs and divisive behaviors are necessary. Facilitating productive work environments requires such a change. #Metoo means nothing if we as women don’t fix what’s broken within our ranks.