You may have heard that Megan Smith former Vice President of GoogleX is now the Chief Technology Officer for The White House. Smith has both a Bachelor and a Masters degree in Mechanical Engineering from MIT, she serves on the MIT Board, and she is also a successful entrepreneur. She has an outstanding commitment to gender diversity and she is one of the few big-name leaders in Science, Technology, Engineering and Mathematics (STEM) who is visible in her work with Lesbian, Gay, Bisexual, Transgender, and Queer (LGBTQ) communities. Smith was formerly the CEO of PlanetOut, an online LGBT organisation. Let’s take a look at Smith’s amazing credentials and her work on women in STEM and LGBTQ advocacy.
By Zuleyka Zevallos
Last month, The New York Times gave a disheartening insight into Google’s Executive hiring practices. Google is predominantly staffed with young men,* and they have trouble hiring and retaining women. Google turned to its “famous algorithms” to work out why this was the case, developing spreadsheets to help address the matter. In Google Executive land, it seems, engineers and computer scientists are characterised as “guys” who are proactive in advancing their careers, while women are seen as failed “business” people who don’t ask for promotions. Google has taken some measures to address their hiring practices, but its Executives seem to accept that their gender imbalance (30% women to 70% men) is unlikely to change much. While I focus on Google as a case study, my analysis deconstructs the flaws in the gender logic that large companies have about workplace inequality. Studies find that it is not the fact that women do not ask for promotions that impede their career progression; nor is it simply the decision to exit the workplace to have children. Instead, empirical data show that when employers are faced with equally qualified and experienced candidates who put in the same amount of work and who have the same outcomes, they are more likely to hire, promote and remunerate men over women. I argue that there is a resistance in workplaces to understand how their organisational practices are structured in ways that impede women from thriving professionally.
Gender imbalance and inequality are not inevitable. These are the outcome of daily interactions, organisational practices, policies, and unexamined norms and values. Sociology can help workplaces address gender inequalities by taking an organisational approach to gender. Such a framework makes gender biases visible and involves everyone in addressing inequality – not just women, but people of all genders, as well as the Executives who hold ultimate power in organisational change. Continue reading Google’s Glass Ceiling: A Case Study of Why Organisations Lose Innovative Women
In a vexing new twist on the established theories of altruism, a neurologist, an engineer and a veterinarian argue that ‘selflessness’ can be ‘pathological’. They’re talking about human behaviour, even though they are not social scientists who are trained to study the social consequences of human behaviour. Natalie Angier’s New York Times article interviews the researchers about their upcoming book, ‘Pathological Altruism’, which will explore the hazardous and self-destructive extremes of ‘helpful behaviour’. The research used to exemplify ‘pathological altruism’ includes:
- highly empathetic nurses who ‘burn out’ because they care too much for their patients
- anorexic patients in hospitals,
- victims of abuse,
- so-called ‘animal hoarders’ (people who take care of too many animals they cannot afford to keep).
There are several individual and institutional causes for stress, mental illness and abuse that are not easily explained by altruism-gone-wrong. It seems especially problematic to suggest that a victim of abuse is being altruistic through their experiences of violence. Provocative, yes. Helpful? Probably not. The sociological study of altruism reveals why this is the case.