A neighbor recently commented that we should not teach our daughter to do chores, that not knowing how to do chores would help her to do fewer of them in the future. I have thought about this a lot in terms of day-to-day equity at work and in the home. After all, chores do have to be done (they do, right?). My parents assigned chores as evenly as possible to the seven of us, often not along gender lines since there was already such great gender imbalance (two girls and five boys). This should have taught us all that we were part of a group bigger than ourselves and, therefore, that we had to contribute to ensure the group was taken care of. I can only speak for myself when I say that I believe this early teaching took root.
Now, though, when I recall the stern speech I delivered a while ago to my daughter (“I want you to be more generous—of your time, labor, material goods, and humor”), I wonder how to strike an equilibrium between teaching her to contribute equitably to group needs and teaching her to give too often or too much. The same goes for my son, who should probably receive the opposite speech from the one my daughter got. In a more perfect community or culture or world, our children would simply love themselves and their neighbors and therefore have a built-in sense of labor equity. Maybe we are working our way in that direction, somewhere, in some way. You will find this quandary to be threaded through the text below.
Gender mishaps have piled high of late, and so I have compiled a list of do’s and don’t’s. Some items from the following list can certainly apply to other intersectional points (national origin, race, religion, socioeconomic class, sexual expression, etc.), but I am framing the list through gender. These suggestions appear just to make good sense, but the more I exist in the workplace, the more I wonder what good sense is.
Don’t’s go first, do’s second, so that the post at least appears to end on a positive note.
DON’T:
- Don’t call a woman Spanish professor “Señora” and a man Spanish professor “Profesor.” While we’re at it, do use the term “professor” (or “doctor,” if you prefer, especially for the science folks, who seem to prefer this title) for all of your professors when you’re addressing them in English.
- Don’t assume that women co-workers will take care of all the gifts and the cards. If gifts and cards are happening, all department members can figure out how to proceed.
- Don’t invite a woman to participate on a committee by telling her you need a woman on the committee. Instead, decide what expertise and experience she brings to the group, and ask if she’ll contribute those.
- Don’t confer with senior women only about the minutiae of the department.
- When interviewing candidates, don’t have women in the department address only lower-level teaching and men in the department address only research.
- Don’t leave most or all of the advising to the women. The more women advise, or “nurture,” the less the job is valued, and the more women are doing the undervalued work.
- Don’t “reply all” to a group of co-workers and write exactly what your woman co-worker just wrote in the previous e-mail.
- Don’t laugh when a woman negotiates. Don’t ignore women’s negotiations and honor men’s.
- Don’t tell women job candidates to calm down.
- Don’t run a meeting, come to consensus, end the meeting, and then visit individual offices to undo the consensus.
- Don’t reverse departmental decisions. When you reverse departmental decisions, do consider if, by undoing them, you are valuing men’s opinions more than women’s.
- Don’t touch women co-workers who don’t want to be touched by you. If you assume they do want to be touched by you, you could be wrong. If you assume they don’t want to be touched by you, you’re on the right path.
- Don’t assume women are weak. This will bite you on the ass.
- Don’t overvalue men’s work and undervalue women’s work, especially as value is tied to work performance and remuneration.
- Don’t tell people what they want to hear and then do something different. Do be honest about how you’re going to proceed, even if people don’t like it.
- Don’t ignore process.
- Generally, don’t be an asshole.
DO:
- Do follow these general process principles.
- Do plan ahead. This allows for everyone to contribute to the work equally.
- Do figure out how to share the work. Use a spreadsheet, list the job responsibilities, and fill them equitably.
- Do think about power and hierarchy. If you have power, why do you have it? How can you use the power to do the most good for the most people? If you want power, why do you want it?
- Do consider representation. How many people of color are in the room when big and small decisions are made? How many women are in the room? How many people of color and/or women have the opportunity to speak, vote, and influence the decisions?
- Do attempt to put aside your own expectations for others’ behaviors and self-expression. If you can’t, then do attempt to be aware of your own biases.
- Do be honest—with yourself and others.
These two lists should just serve as a mini-refresher. Gender Shrapnel in the Academic Workplace treats all of these suggestions in more theoretical and more expanded practical ways.
Gender Shrapnel 