- The linked resource that I explored is a card set called Inclusion Conversation Cards. Each card includes engaging statistics and questions that will definitely get you thinking. This set of cards is important because it allows for a comfortable way to speak and learn about inclusion and gender equality. This resource is also great for motivation because it gets people thinking about what they need to change at work, home, school, etc. This tool adds to Wynn’s article because it is a suggestion of something that can be used to teach employees how to be more inclusive at work. Wynn believes that this resource could definitely assist in creating a more accepting and inclusive workspace. However, this tool should not be the only one used to do this; creating a safe environment for everyone must be a continuous process.
- I think that anyone could benefit from reading this article because it provides a lot of tools and resources that can help people to be more aware of inequality at work, school, home, etc. However, I think that the main target audience is probably any organization and its employees because of the way that the article is written, and the language used. The segment that I think works well with that target audience is:
“Beyond hiring, organizations should establish clear, specific criteria for evaluating employees year-round. Research shows that ambiguous or vague evaluations can open the door to bias, such as evaluating employees based on gendered personality expectations (e.g. women should behave communally, men should behave assertively), so it’s important for organizations to use a transparent and consistent process for evaluating employees”
It is easy to tell from this passage that the article is geared towards organizations and employees because it talks about hiring, bias, and evaluating employees. Even though I chose to include this specific passage, the whole article talks about ways to improve the workplace so that everyone is treated equally.
Consider who within an organization would be 1) most empowered and 2) most motivated to enact these ideas–people in managerial positions, esp. those within Human Resources departments. Regular line employees might be interested, but would not have the kinds of authority to take action based on Wynn’s ideas.