Subtle mental shifts can increase people’s responsiveness to the gender gap, and their commitment to doing something about it.
Thanks to the tireless efforts of advocates in recent years, few business leaders can now deny the extent and impact of workplace gender gaps. Acknowledging a problem exists is a precondition for solving it and thus, an achievement in itself. Moving beyond awareness to action, however, requires navigating a systemic web of challenges to gender balance, from biased hiring and recruiting practices to diffuse cultural resistance.
Organisational developers of gender balance must master a diverse repertoire of approaches and techniques. Fortunately, researchers are generating insights that may provide invaluable guidance. Among many questions b
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