In the last month, I’ve discussed gender balance with representatives of some of the world’s most recognised organisations – from oil and gas companies, to real estate, to professional services. I’ve been supporting clients with inclusion and diversity (I&D) for around five years now – it’s a core part of what we do at Hot Spots Movement– and I’ve covered topics from unconscious bias, to multiple identities, to neurodiversity. However, what I encountered for the first time recently was the issue of ‘what about men?’ One of my clients challenged me with the question ‘Should we have an International Men’s Day; after all we have an International Women’s Day’? Another asked what I thought about having someone on their I&D Board to represent white men… after all, they have a BAME representative, and several representatives for women.
While the questions themselves are interesting, what they hint at is perhaps more important: how we shift our discussion of important issues – from promotions in the workplace, to fertility – from centred around women, to more accurately encompassing the full human experience: male, female and everyone along the gender spectrum. Take for example a recent and, unusually for the BBC, poorly researched article about graduate women and their choices regarding fertility.
The headline boldly asserted: Women graduates ‘desperately’ freeze eggs over ‘lack of men’. Let’s leave aside for a moment, the way in which the article and its headline have taken something as progressive and empowering as egg freezing, and contorted it such that it now depicts women as passive and weak.
Instead, let’s look at the study that was the basis of the article and headline: interviews with 150 women who had frozen their eggs. Now, this fairly narrow and specific sample can only be useful in determining why women who have frozen their eggs have done so… and even then, from a research point of view, it would need a set of caveats longer than Apple’s terms and conditions. It certainly offers no insight into what graduate women as a group think, feel, or do, because it has only looked at a very small sample of the very small percentage (0.00004% in the UK) who decide to freeze their eggs.[i]
More interestingly, it presents no view of the male experience of fertility. What about professional men of similar ages? What are their choices, their concerns and the actions that they are or are not taking in response? It would be interesting, for example, to understand why graduate men are also delaying fatherhood at much the same rate as graduate women. And what choices they feel they have if they find themselves with a ‘lack of women’ when they reach the point at which they would like to have children. In fact, this would be an infinitely more interesting topic given men have far fewer options in this regard – adoption can be a difficult process and perhaps more so if you are a single male. What about surrogacy? If you are male and live in the UK, you will need to have a female friend willing to undertake this significant commitment for you as it is illegal to pay someone to do so. Essentially, where are the views and experiences of men in this conversation, and why are they still – to the detriment of all genders – excluded from the narrative, such that a topic as all-encompassing as fertility is presented as something only women need worry about?
Fertility is just one example, but take any topic from the ‘women’ page of most news websites (on The Guardian site you’ll find it under the ‘Lifestyle’ tab… groan), and it is quickly apparent that whether it is parenting, choosing no to be a parent, domestic violence, thriving at work, trying to look your best, or simply trying to get out of bed when depression hits, all of these issues are human issues rather than uniquely female. Furthermore, none of them can be addressed or resolved by framing them as women’s issues and excluding the male experience in how they are reported, and then received and acted upon. If we want to achieve gender balance for the benefit of everyone, then we need to start with how we present the issues that are so important to us all.
[i] Sources: Office for National Statistics and HFEA
https://www.hfea.gov.uk/about-us/publications/ Fertility treatment – trends and figures
In today’s changing workplace, the rise of freelancing, remote working, and virtual teams means many organisations are grappling with how to generate a shared culture. This is no easy task, and here at the Hot Spots Movement, we’ve been looking for new sources of inspiration on how companies can address this challenge.
One particularly interesting insight comes from a field that few of us would associate with organisational culture: social movement theory. This was the focus of my PhD and, at first glance, the two may seem strange bedfellows. But on closer inspection, this field reveals important lessons for companies on how to build what is known as ‘collective identity’.
Collective identity describes a sense of self that goes beyond the individual, placing the desire of a group above your own.[i] Many sociologists have pointed to it as an explanation of why unstructured or informally organised social movements, like the LGBT liberation or anti-nuclear movements were created.[ii] In these movements, a strong, shared identity was compelling enough to bind diverse, disparate groups of people into achieving a shared goal.
Likewise, collective identity is powerful in the organisational context too. Research has shown that when a person starts to identify collectively, there is a shift in their goals, and that even ‘selfish’ individuals become cooperative when they identify with a group.[iii] In addition, when people in a work setting have a strong sense of group identity, morale and productivity rise.[iv]
So, how can you go about creating a collective identity in your team or organisation? Here are three steps to get you started:
- Create A Clear Narrative: Whether it be the women’s, LGBT or environmental movement, what binds individuals in social movements is the feeling that they are part of a broader ‘whole’. For organisations, describing what the company as a collective has achieved in the past, or common values and shared characteristics required to be ‘part’ of the collective can replicate this.[v] An example can be seen in John Lewis Partnership, which places the views of their founder on co-ownership as a core part of their organisational and brand identity, ensuring that their employees feel connected to a shared past and mutual beliefs.[vi]
- Create Common Goals: Social movements are bound together by a shared desire for change, and similarly, identifying a common goal across departments can be powerful in ensuring people feel a shared identity, and don’t revert to identity by function.[vii] We saw this in action in a recent crowdsourcing project we ran with an Irish bank. The Bank invited their 11,000 employees from across divisions and departments to collectively craft five brand values they could all identify with. This provided an opportunity for the employees to work on a shared goal, resulting in a feeling of communal achievement.
- Create Opportunities for Co–Creation: Collective identity in social movements is solidified through actions, whether that be attending meetings or organising protests. For companies, creating shared tasks, which require discussion across the group, can help ensure that employees feel a united identity. For example, our Jam platform allows organisations to build on the power of their teams through crowdsourcing, empowering employees to solve problems together, and creating a shared purpose and engagement in the process.
So, next time you feel your team is not clicking, perhaps draw inspiration from social movements, and focus on building collective identity.
To find out more about our work on identity and culture, contact firstname.lastname@example.org
[i] Flesher Fominaya, C. (2010). Collective Identity in Social Movements: Central Concepts and Debates. Sociology Compass 4/6, 393-404. Retrieved from https://pdfs.semanticscholar.org/64c8/328c26d1819142d8ea6348db1b61ce475a1f.pdf
[ii] Melucci, A. The Process of Collective Identity. Johnston, H. and Klandermans, B. Social Movements and Culture (University of Minnesota Press, 1995).
[iii] Van Bavel J. and Packer, D. (December 27 2016). The Problem with Rewarding Individual Performers. Retrieved from https://hbr.org/2016/12/the-problem-with-rewarding-individual-performers
[v] Seaman Jr., J.T and Smith, G.D. (December 2012). Your Company’s History as a Leadership Tool. Retrieved from https://hbr.org/2012/12/your-companys-history-as-a-leadership-tool