The article ”Is Redemption Possible In The Aftermath Of #MeToo?” by Matt Chinworth is about the men accused and charged with sexual misconduct during the #MeToo movement and the possibilities for them to come back into the society without ignoring the feelings and wishes of their victims. It is structured in such a way that both sides are heard—one side that supports open reintegration in addition to the main focus on the victims as a step towards sustainability in the movement and one that emphazises more the side and fair dealing with the pain of the victims instead of giving space to the perpetrators. The lighting of both opposing sides and the integration of concrete case studies as examples and expert speeches make up the value of this article, since it enables the most objective opinion formation possible. It is integrated into Wynn’s article that talks about the effort organizations of the tech industry have to take in order to create gender equality within their structures instead of focusing on small individual changes. The tech industry is also strongly criticized for the disrespectful treatment of women and since the #MeToo movement has earned a wide range of medial attention showing the dangerous conditions of women in different work spaces, the article is well integrated into Alison Wynn’s for giving a deeper look into the topics and providing background informations.
Alison Wynn in her article “Individual Change Won’t Create Gender Equality in Organizations” points out how small individual changes won’t be capable to reduce or eliminate inequality between genders in organizations although they are often used as a main attempt to fight inequality, which her research reveals. Her article not only talks on a meta level about the efforts that have to be made by those responsible, but reduces biases in addressing them directly in her six stage strategy to combat inequality. She claims that the problem has to be identified to take action on it, so she seems to speak straight to decision-holders of the industry to increase the chances that those people in charge feel addressed. By using the imperative in the following excerpt, “When determining employee rewards, such as pay and promotion, hold decision-makers accountable for basing such rewards on demonstrated employee performance, rather than subjective factors such as favoritism”, the author guarantees that in the right places executives are appealed. Her next excerpt, “Take steps to make sure employees’ voices are heard in meetings that they feel included and safe at work, and that they can be successful“ speaks about how to eliminate microaggressions in the workplace. To make sure employees’ voices are heard in meetings as she suggests, you have to be in charge of leading them, therefore her main group of readers are as well those who are interested as employers and the leaders of a company. Nevertheless, she encounters them on an informing but neutral level which supports her appeals to be heard and hopefully even acted upon.
