Understanding and Addressing Gender Gaps

This module provides a framework for students to analyze how gender stereotypes, through their impact on beliefs about others and beliefs about ourselves, contribute to gender gaps in the workplace. The module proceeds in three parts. First, through a case and an exercise, it analyzes how stereotypes and norms influence demand-side and supply-side decisions, producing gender gaps in the workplace. Second, it explores common organizational approaches to addressing gender gaps through two field cases. A key takeaway is that interventions focused on the decision-maker leave value on the table. One-time training sessions aimed at increasing awareness of bias, unaccompanied by deeper structural changes to key processes, are unlikely to produce desired results. Managers should think beyond attempting to change the biases or beliefs of individuals, considering interventions focused on the decision process, not just the decision-maker. The final part of the module is comprised of two cases that focus on such process-level interventions, illuminating two process changes that can address both demand-side and supply-side frictions. First, better processes reduce the amount of discretion and subjectivity available. Rules, policies, and clearly defined practices designed to remove ambiguity can mitigate the impact of biases on behavior and reduce disparities. Second, in recognition of the importance of supply-side decisions, better processes rely less on individuals to self-evaluate and self-advocate to advance. Rather than waiting for candidates and ideas to rise to the surface, leaders can cast broad nets, explicitly solicit contributions, and provide clearer guidance on what they are looking for.