How to p​articipate


Ideas

Copyright © Gender Incorporated  |  All Rights Reserved                                                                                                                                                                      Last updated May 22, 2014
  • Would the pool of women with C-suite experience grow bigger if companies institutionalized the concept of co-heads for key business units at various levels, with a woman and a man sharing the post?


  • Would women find it easier to regroup after maternity leave if the leave were not stigmatized as a detrimental career break but instead was structured by default as an opportunity to come back to a new challenge?


  • Would organizations learn faster how to make work arrangements more flexible if managers asked their staff, both women and men, to re-write their own job descriptions to incorporate the elements of flexibility today's knowledge workers need?

A forum to spark ideas

To help organizations

Develop and retain women leaders

Book Club

The Book Club provides a foundation for our search for ideas.  


​​It is meant to be a bridge between the anecdotes and stories, both ours and those found in the popular literature, and academic research that many of us may not have an opportunity to sample directly.


Our Book Club is organized by themes:

 #1   What's your bias?

 #5   Women do not define "merit" in the same            way as men do

 #8   The obstacles are self-imposed - so "fix the        woman"

#10  A singular-focus, linear career is the norm,          a male norm

#15  How do men perceive gender?


Send and email with your ideas, or reach out to​ arrange a chat in person. Invite other people you know who may have interest and ideas.

         zapior@genderincorporated.ca


We have a very specific focus in mind - the inner workings of organizations.  We propose to focus ideas on the organizational infrastructure, processes and norms.


Both small and large ideas are of interest. On one hand, "many little steps generate critical mass" (van Beinum 2000).  On the other, "processes and procedures should be designed to disrupt rather than reinforce [status quo].  This may require [senior leaders] to be both imaginative and brave" (Pryce and Sealy 2013). 

"...if women are making choices in terms of the 'price' of career ambition in pursuit of the 'prize' pf career success, why is it that for so many the price appears to be too high or the prize insufficiently attractive?" (Sealy 2010)  

Incorporated