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What Works: Gender Equality by Design, by Iris Bohnet
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Gender equality is a moral and a business imperative. But unconscious bias holds us back, and de-biasing people’s minds has proven to be difficult and expensive. Diversity training programs have had limited success, and individual effort alone often invites backlash. Behavioral design offers a new solution. By de-biasing organizations instead of individuals, we can make smart changes that have big impacts. Presenting research-based solutions, Iris Bohnet hands us the tools we need to move the needle in classrooms and boardrooms, in hiring and promotion, benefiting businesses, governments, and the lives of millions.
What Works is built on new insights into the human mind. It draws on data collected by companies, universities, and governments in Australia, India, Norway, the United Kingdom, the United States, Zambia, and other countries, often in randomized controlled trials. It points out dozens of evidence-based interventions that could be adopted right now and demonstrates how research is addressing gender bias, improving lives and performance. What Works shows what more can be done―often at shockingly low cost and surprisingly high speed.
- Sales Rank: #28618 in Books
- Published on: 2016-03-08
- Original language: English
- Number of items: 1
- Dimensions: 8.30" h x 1.40" w x 5.80" l, .98 pounds
- Binding: Hardcover
- 400 pages
Review
In a field overflowing with opinions and ‘gut feelings,’ What Works is a shining ray of truth and insight. Bohnet lays out the science behind what really drives―and prevents―gender inequality, and translates it into clear, easy-to-implement steps for achieving equality. A much needed book with precise, effective prescriptions for any environment. (Laszlo Bock, SVP of People Operations at Google and author of Work Rules!)
What Works is a call to action. It demonstrates with real-life examples, such as the introduction of blind auditions into the world of symphony orchestras, how the seemingly intractable problem of gender inequality can be not only addressed but solved. This book is a gift. (Deborah Borda, President and CEO, the Los Angeles Philharmonic and Hollywood Bowl Association)
Drawing on a deep well of research and expertise, Iris Bohnet’s new book gives companies a practical and invaluable toolkit for designing a gender-equal culture. Her business case for action is so compelling that it should be required reading for every corporate leader. (Fr�d�ric Roz�, President and CEO, L’Or�al USA)
Pathbreaking work, and packed with insights on every page. Bohnet has produced, at once, the best book ever written on behavioral science and discrimination, and a major contribution to behaviorally informed policymaking as a whole. Her book promises to change both private and public institutions―and to improve individual lives. (Cass Sunstein, Robert Walmsley University Professor at Harvard University and coauthor of Nudge: Improving Decisions about Health, Wealth, and Happiness)
Iris Bohnet has not only managed to successfully explain how gender bias exists in all of us, she then goes on to provide straightforward, practical suggestions to overcome the suboptimal status quo. A groundbreaking book with solutions that every institution and corporation should implement in their quest for high performance. (Carol Schwartz, Founding Chair, Women’s Leadership Institute Australia)
A game changer. In this brilliant and practical book, Bohnet explains how behavioral insights can collapse gender inequality in our lifetime. It’s terrific. (Linda Babcock, James M. Walton Professor of Economics at Carnegie Mellon University and coauthor of Women Don’t Ask: Negotiation and the Gender Divide)
If you really want equality, here is a guide to action. No more excuses; we know how to design. Bohnet is brilliant and practical, and she documents what works. Everyone who read Thinking, Fast and Slow and Nudge and cares about equality will want to consume this masterpiece. (Max Bazerman, Jesse Isidor Straus Professor of Business Administration at Harvard Business School)
Compelling, lucid, and filled with actionable insights, What Works draws from a deep well of research to explain how we can end gender inequality. (Adam Grant, Class of 1965 Wharton Professor of Management and Professor of Psychology at the Wharton School and author of Give and Take and Originals)
Iris Bohnet’s groundbreaking work will revolutionize the way governments and corporations approach gender equality in the workplace. Extraordinary. (Mirjam Staub-Bisang, CEO, Independent Capital Group, and author of Sustainable Investing for Institutional Investors)
What Works delivers! I have long been inspired by Iris Bohnet’s impressive research on gender bias. In this book, she has distilled years of work into practical approaches that any organization―business, education or government―can adapt to start changing the environments in which we all live, learn, and work. This is a must-read for everyone who actually wants to do something to address the stubborn and costly issue of gender inequality. (Beth A. Brooke-Marciniak, Global Vice Chair of Public Policy, Ernst & Young Global Limited)
If you want to solve gender inequality, read What Works. Then follow the compelling, insightful suggestions Iris Bohnet provides. This is a book you will return to again and again, for this is a book that changes everything. (Urs Rohner, Chairman of the Board of Directors, Credit Suisse)
Bohnet is the world’s leading expert at the intersection of behavioral science and gender equality. Her work moves effortlessly between laboratory studies and real world examples, and spells out the practical implications. Achieve equity; enhance profit; and beat your rivals―and be gripped along the way. (David Halpern, author of Inside the Nudge Unit: How Small Changes Can Make a Big Difference)
True to its title, Iris Bohnet’s timely book marshals evidence from proven research to designing interventions that actually work. A must-read for anyone trying to move the needle on gender diversity. (Herminia Ibarra, Cora Chaired Professor of Leadership and Learning, INSEAD)
Professor Bohnet has written a pathbreaking book documenting how unconscious biases and stereotypes are pervasive barriers to gender equality. The book combines brilliant insights from behavioral research with practical recommendations about how to design policies and organizations to counter these biases and accelerate progress toward gender parity. The moral case for gender parity is indisputable; the business case is compelling. Now Professor Bohnet has written a how-to manual, based on rigorous research, about how to achieve this goal. (Laura D. Tyson, Professor of Business Administration and Economics at the University of California, Berkeley, Haas School of Business)
What Works is a brilliant breakthrough guide to closing the gender gap. Iris Bohnet connects research-based insights from many nations that are tackling this vital issue to show how biased minds can be nudged to make unbiased choices, and how small changes can have big impact. Her book provides essential leadership lessons for designing a more equitable and more productive world. (Rosabeth Moss Kanter, Ernest L. Arbuckle Professor of Business Administration at Harvard Business School and best-selling author of Men and Women of the Corporation, Confidence, and MOVE)
What Works is one of those rare books that will cause me to act differently. Confronting me with common situations and arming me with practical recommendations, Iris Bohnet challenged my ingrained beliefs and behavior. Brava! (Severin Schwan, CEO, Roche Group)
Fresh, scholarly, and illuminating. Iris Bohnet brings a new lens to gender discussion that will spark much-needed debate. (Tina Brown)
Right up to board level, companies should find in What Works not only food for thought [about gender bias], but a guide for effective practical action as well. (Sarah Gordon Financial Times 2016-02-12)
This book is easy to follow with helpful summaries and an inspiring finish. I would highly recommend that anyone who manages people gives it a go. It is stuffed with experiments and data drawn from all over the world…This is a must-have guide for anyone in charge of a diversity budget. (Julie Chappell Management Today 2016-03-02)
Provides a useful introduction to all the available evidence showing there is a business, as well as moral, case for diversity. What Works speaks to CEOs in a language they will understand, taking the emotion out of the argument and making a pragmatic case for reshaping workplace norms to make women feel less alienated. (Helen Lewis New Statesman 2016-02-26)
Bohnet elegantly and expansively demonstrates how [subconscious] biases can be obstacles to gender equality. What sets her approach apart in an increasingly crowded field of gender-equality literature is her use of behavioral design to offer practical―and often intuitive―solutions…She leads through demonstration and design, leaving readers better equipped to find solutions that work, so we can each contribute to making a difference. (Karen Ongley Finance and Development 2016-03-01)
What Works is a fascinating and absorbing book, presenting dozens of research projects, case studies, and theories that address a wide range of gender equality problems…It offers thought-provoking (and empirically-researched) challenges to many of the mainstream notions and ideas that turn out to be rooted in bias, stereotypes, and other ‘mind bugs that affect our judgment.’ (Hans Rollmann PopMatters 2016-02-29)
To blindly assume that sexism is a thing of the past is to fly in the face of the wealth of modern-day experimental evidence presented in this fascinating book… From the boardroom to the classroom, this book outlines a set of tools that we need to design organizations in a way that sets us free from unconscious gender bias… Bohnet’s book is a call to action―and it is one that organizations cannot afford to ignore. (Victoria Bateman Times Higher Education 2016-03-10)
Thoroughly evidence-based and intensely practical. This book will provide employers with ways to think about what changes they can and should be making to address unintentional discrimination in the workplace, and how such changes would benefit everyone. (Jessica Abrahams Prospect 2016-04-01)
Bohnet assembles an impressive assortment of studies that demonstrate how organizations can achieve gender equity in practice…What Works is stuffed with good ideas, many equally simple to implement…In this era of the TEDification of every promising idea, Bohnet is refreshingly careful. She never overgeneralizes; she cautions about extrapolating from one group to another; and she acknowledges ignorance where data are lacking…The glory of this book is that Bohnet not only offers dozens of practical examples of how behavioral findings can be put to use but also demonstrates that moving toward equity need not be a zero-sum game in which as women gain, men lose…She makes trying out the new steps seem like an exhilarating project rather than an impossible one. (Carol Tavris Wall Street Journal 2016-04-29)
If you think you have no gender bias, you should read this book. It will surprise you. Bohnet uses hard evidence to show that complacency about gender equality is dangerous because bias in the workplace remains widespread, entrenched and destructive. Sometimes depressing, always compelling, this work makes it clear how much work has yet to be done. (Sarah Green Times Higher Education 2016-05-19)
What Works serves both as a clear indication of where we currently stand and a guide as to how, institution by institution, we can nudge ourselves towards greater gender equality. (Nic Logan-Murray LSE Review of Books 2016-05-25)
A handy manual about promoting gender in the workplace, which is up front about what works, and what doesn’t. (Rebecca Smith Management Today 2016-06-09)
What Works is an out-of-the-box read. Full of facts, data and real-life evidence, it is a must read for those who want doable actions to ensure gender equality. (Yoshika Sangal Governance Now 2016-07-11)
A practical guide for any employer seeking to offset the unconscious bias holding back
women in organizations, from orchestras to internet companies.
(Andrew Hill Financial Times 2016-08-07)
About the Author
Iris Bohnet is a behavioral economist at Harvard University, where she is a professor, Director of the Women and Public Policy Program, and Co-Chair of the Behavioral Insights Group at the Kennedy School of Government.
Most helpful customer reviews
0 of 1 people found the following review helpful.
Three Stars
By Manmeet
A very practical book focused on getting stuff done to move diversity forward
0 of 5 people found the following review helpful.
10 years kid.
By Rene RB
10 years kid. Apporved.
15 of 17 people found the following review helpful.
How and why behavioral designers can help us to make much better decisions
By Robert Morris
As Iris Bohnet explains, this book is the result of a nearly ten-year journey that began when David Ellwood, then dean of Harvard Kennedy School, invited her to serve as faculty chair and later director of the Women and Public Policy Program (WAPPP), one of the Kennedy School’s research centers.
“The book’s goal is to offer good designs it you; designs that make it easier for our biased minds to get things right. Based on research evidence, we can change the environments in which we live, learn, and work. My principal focus here is the stubborn, costly problem of gender inequality, but the recommendations I make stem from a wealth or research about decisions and behavior that go well beyond gender. The book takes as a given that people make mistakes; they make them often and (sometimes) unknowingly, As a consequence, these mistakes reduce everyone’s well-being.” She goes to suggest that the solutions she recommends come from the field of behavioral economics, “building on insights on how our mind works.”
She invites her reader to become a behavioral designer and I hope each reader accepts this invitation because those who read this brilliant book — not Iris Bohnet — will need to achieve the behavioral changes in their respective environments. Think of this book as both a call to action and an operations manual. It provides just about all the information, instruction, insights, and counsel that anyone needs to help create and sustain healthier environments. It must be a collaborative environment.
It is important to keep in mind that behavioral design “goes beyond law, regulation, or incentives, although it acknowledges that these are and will remain important. But they do not always work…We do not always do what is best for ourselves, for our organizations, or for the world — and sometimes a little nudge helps.” For example, as Bohnet notes, orchestras that conduct blind auditions (i.e. candidates perform behind a screen) can be transformed by doubling the talent pool. “Careful timing of breaks allows judges to make decisions more accurately and fairly. To the business case, then, we must add the moral case: behavioral design is the right thing to do.”
These are among the several dozen passages of greatest interest and value to me, also listed to suggest the scope of Bohnet’s coverage:
o Team performance (Pages 16-17, 228-235, and 241-243)
o Negotiations (31-32, 46-47, and 62-81)
o Daniel Kahneman (34-35)
o Wages (63-68 and 73-74)
o Leadership development programs (83-85 and 98-99)
o Sponsoring (86-89 and 211-212)
o People analytics (103-104 and 118-119)
o Gender wage gap (110-115, 155-156, and 189-190)
o Comparative evaluation (126-127 and 267-268)
o Australia (157-1458, 162-163, and 217-218)
o Risk aversion (167-175, 186-187, and 192-193)
o Quotas for corporate boards (208-209, 238-239, and 240-241)
0 Fairness (234-235 and 241-242)
o Affirmative action (237-238 and 252-253)
o Social norms (244-265)
o Transparency (273-283)
After offering 36 research-driven design suggestions in this book, Bohnet suggests some key design principles, focusing on “the four areas that we have covered in this book: training, talent management, school and work, and diversity. These become useful shorthand aspirations as you introduce any single or several designs.” For example:
1. Training: Move from “training” to “capacity building.”
2. Talent Management: Move from “intuition” to “data” and “structure.”
3. School and Work: Move from an “uneven” to an “even” playing field.
4. Diversity: Move from a “numbers game” to the “conditions for success.”
These transitions can be completed only if and when those involved recognize when and why learning the sex of someone immediately activates gender biases that can (and usually do) lead to unintentional and implicit discrimination. This book cannot totally eliminate those biases but it can make people much more aware of them and their potential influence.
I congratulate Bohnet on a brilliant achievement and share her deep conviction that, through behavioral design, “we can move the needle toward creating equal opportunities for female musicians, for male teachers, and for everyone else. Good design often harvests low-hanging fruit, left on the tree not so much because if bad intentions but rather because of the mind bugs that affect our judgment. Behavioral design offers an additional instrument for our collective toolbox to promote change; it complements other approaches focusing, for example, on equal rights, education, health, agency, or on policies making work and family compatible.” Also healthier for everyone involved.
Some who read my brief commentary may say, “All that is fine and dandy but what can I do or only a few of us do?” I presume to remind them of Margaret Mead’s observation, one with which both Iris Bohnet and I totally agree: "Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has."
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