Workplace Environment Archives | Arredondo Advisory Group

July 11, 2019July 11, 2019 by Yue Li

The Invisible Types of Gender Discrimination in the Workplace and How to Address Them

By Yue Li, M.S., Doctoral Candidate in Counseling Psychology, Indiana University

When we talk about sexism and gender discrimination in the workplace, many of us may first think of compelling evidence such as the gender wage gap and the strikingly and disproportionately low percentage of women CEOs in the S&P 500 companies. Yes, it is old news that American women only make about 80 cents for every dollar that men make, and the situation has remained unchanged in the recent decade based on data from OECD in 2017¹(See Figure 1.). A report published in 2019 by the Catalyst Organisation² continues to find that, while about 45% of the employees in S&P 500 companies are women, only 21.2% of the board members, 11% of the top earners, and 5.2% of the CEOs are women² (See Figure 2).

However, the whole picture of workplace discrimination and sexism expands beyond the readily quantifiable measures such as salary and occupancy of leadership positions. Underneath these more than disappointing numbers, what is perpetuating the discriminatory practices based on gender at workplace? How is everyday sexism such as gender microaggressions experienced by average working women? How might employers and managers create a greater sense of organizational justice among workers of all genders and therefore a more affirming, growth-inducing, and innovative business? Political and social psychologists Sidanius and Pratto used their social dominance theory³ to illustrate oppressive experiences at the personal, intergroup, and system-wide level, which offers an excellent roadmap to understanding gender discrimination at work.

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December 18, 2018December 18, 2018 by Dr. Patricia Arredondo

Mending Workplace Relationships by Communicating Empathy

Empathy: Expressing understanding, a sense of concern or interest in another person’s situation without needing to have the same feelings they may be experiencing.

Have you complained about your supervisor or co-workers to others without sharing the feedback first with that person?
Do you tend to blame others for things that go wrong without looking at what you can do to change the situation?
Do you take feedback or constructive criticism personally?

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November 7, 2018December 18, 2018 by Dr. Patricia Arredondo

Dimensions of Personal Identity in the Workplace

In a training video I used many years ago, an African American man told a group of other men:

When I look into the mirror I see my black face. I cannot change this; this is who I am and I go to the workplace every day with this black face. So, often, people cannot see beyond it.

The man was stating the obvious about his physical appearance, but also pointing out that people may not get to know him more fully if they have immediate thoughts and emotions about his appearance. In fact, this is a reality that many individuals experience in the workplace. In the model below, Dimensions of Personal Identity (Arredondo, 2017; Arredondo & Glauner, 1992), I propose intersecting dimensions of identity. While the ‘A’ dimensions are the more visible, dimensions ‘B’ and ‘C’ are more invisible, yet very much part of an individual.

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August 16, 2018November 8, 2018 by Dr. Patricia Arredondo

Bullying in the Workplace: An Unfortunate Reality

Bullying in schools continues to receive deserved and extensive attention. Originally, the focus was on playground and hallway behavior with individuals or groups ganging up on an individual perceived to be weaker, different, or otherwise, a good target for aggression. Boy-on-boy violence today continues to be more commonplace.

The workplace, the setting where individuals go daily to “make a living,” advance their career, and to otherwise contribute to an organization’s mission and bottom line, is a site of daily bullying to both men and women alike.

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July 11, 2018November 8, 2018 by Dr. Patricia Arredondo

Gender Microaggressions at Work: The Visible and Invisible

At work, this guy is always eyeing me up and down; it makes me feel awful.

During our team meetings, one guy invariably interrupts and talks over all of the women, even the team leader; why doesn’t someone call him out?

I shared with my female colleague that her jokes about women were creating an unhealthy dynamic in the department; she told me I was being too sensitive and should join the #metoo movement.

Gender Microaggressions

Gender microaggressions are defined as brief and everyday verbal and nonverbal behaviors and environmental conditions that communicate demeaning, hostile, and otherwise sexist insults towards women (Nadal, 2010). Nadal also describes three types of gender microaggressions:

Gender microassault: Blatant sexism, verbal, nonverbal, and behavioral. For example, verbal demeaning by calling a woman a “bitch” or a “whore.”
Gender microinsults: Often unintentional behaviors and statements that still convey negative messages about women. For example, in professional association meetings or classrooms, the convener may call primarily on men although women are raising their hand to speak.
Gender microinvalidation: This takes many forms, from exclusion from an activity because of a women’s sex, negating a woman’s ideas with jest, and ignoring a woman in the room of all men, even though she is a co-worker.

Swim, Hyers, Cohen, and Ferguson (2001) also calls these behaviors “everyday sexism” because they occur so often that they then become taken for granted as typical in that setting. We may all be in settings where everyday sexism is ongoing yet fail to notice but make attributions such as: That’s just John, being John; don’t take him seriously; or Carl is basically a good guy, just from an older generation, calling you sweetheart is not a big deal.

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August 13, 2017November 8, 2018 by Dr. Patricia Arredondo

Climate Studies in the Workplace: Assessing Sense of Openness, Acceptance, and Encouragement

There are many factors and practices that contribute to a welcoming and productive work environment. In our consultation to many work places, we have found different perceptions and experiences about the same place based on individuals’ roles, tenure, and personal dimensions of human diversity.

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November 18, 2016November 8, 2018 by Dr. Patricia Arredondo

Leading Change in Times of Change

Engaging emotional IQ is essential in classrooms and the workplace during these times of change. In these settings people come together from different dimensions of personal identity, cultural roots, geographic locations and political preferences. Disappointment for some is jubilation for others and this cannot go unnoticed by business and academic leaders. Responsive leaders know these differing sentiments are being felt and expressed, often causing tensions and hurtful exchanges.

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