Glass Walls
Shattering the Six Gender Bias Barriers Still Holding Women Back at Work
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Glass Walls
ナレーター：
Katherine Fenton
￥2,680 で購入
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ナレーター：
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Katherine Fenton
“The practicality and clarity make this a valuable contribution to collections in academic and public libraries.” — Booklist, Starred Review
A new, important, and richly detailed guide to understanding gender bias with practical solutions for leaders, workplace allies, and individual women.
Gender bias is a powerful but hidden force that is still holding women back, keeping them from achieving their full potential and limiting organizations from achieving the creativity, problem solving, and growth that are possible with a diverse workforce.
In this revealing new book, Amy Diehl and Leanne Dzubinski shine a new light on gender bias in the workplace, uncovering the barriers that work like glass walls surrounding women. Through their original research, they have discovered six core factors and multiple subfactors of bias, giving names to some elements for the first time ever.
Their findings and analysis present a new, important, and richly detailed guidebook to understanding gender bias. They reveal:
- How male privilege, the bedrock on which gender bias is built, results in a workplace created by men and for men
- How women encounter disproportionate constraints in that workplace, being expected to play supportive roles to men
- The surprising ways in which women experience insufficient support based on gender
- The concept of devaluation, and how it tells women they don’t belong at work
- The troubling ways women face hostility to keep them in their supposed place, merely because of their gender
- How the combined weight of these barriers leads to acquiescence, when women internalize the obstacles and adapt to the limitations
The barriers identified, and the subcomponents of each, are destined to become the framework for understanding gender bias. Glass Walls provides a roadmap to shatter barriers holding women back once and for all.©2023 Amy Diehl (P)2025 Bloomsbury Publishing PLC
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批評家のレビュー
Focused on shifting workplace gender bias, Diehl and Dzubinski base organizational behavior on “equalist” concepts replacing the allegedly controversial “feminist.” To support the work that creating gender-equitable environments demands, chapters are based on six clear types of gender bias and contain examples of that bias to illuminate the obstacles for even sheltered or reluctant leaders. An instance in the chapter on male privilege illuminates the two-person career structure most clearly witnessed in the expectations tied to first-lady- and clergy-spouse roles. The authors contribute to reader understanding, expanding the use of their work to make it actionable as they conclude each chapter with a segment outlining strategies to guide three types of team members—leaders, allies, self—in creating a sustainably equitable workplace. For example, in the "Devaluation" chapter, the assignment of office “housework” encourages the employee (self) to prepare and then speak up, providing alternatives to the situation. The practicality and clarity make this a valuable contribution to collections in academic and public libraries.
This book identifies six gender bias barriers that hold women back: male privilege, disproportionate constraints, inappropriate support, devaluation, hostility, and acquiescence. There is a chapter for each, with subcategories. For instance, under disproportionate constraints is appropriating, which, in turn, draws on humorous and clever terms such as “hepeating,” “bropropriating,” and “mansplaining” to demonstrate how male colleagues often appropriate women's contributions. Making the point that gender bias is an organizational issue, not a women’s issue, each chapter ends with strategies for leaders, allies, and the reader. The strategies are very clear, with good guidance on how to apply them. The theme of organizational responsibility is intensified in a chapter addressing how the six barriers often combine to cause damage not only to the victims but also to the organization itself. That chapter ends with a “Gender Equity and Inclusion Roadmap” toward an equitable, inclusive organization. The final chapter provides six strategies for “Taking Charge of Your Own Success.” Readable and filled with familiar as well as evocative examples from the authors’ substantial and well-documented research, this book is a worthwhile complement to The No Club: Putting a Stop to Women’s Dead-End Work (2022). Highly recommended. Advanced undergraduates through faculty; professionals; general readers.
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