Response to #1
In the journal article, “Individual Change Won’t Create Gender Equality in Organizations,” written by Alison Wynn, a critical point is brought up regarding holding decision-makers accountable for reducing gender inequality within an organization. In Emilio J. Castilla’s article, she explores this idea. Castilla proposes that being more transparent when making pay decisions would reduce the pay gap by employee gender, race, and “foreign nationality.” Castilla delves into her study of reward decisions in the workplace, where she notes the introduction of new organizational procedures, accountability, and transparency has affected almost 9,000 employees positively. Before this, however, there was a large gap in “performance-based rewards” that resulted in unfairness towards women, who could also be ethnic minorities. They also received less money than men, who also happened to be citizens of the United States. Castilla notes that after attaining accountability and transparency, however, this gap was reduced.
I believe this approach is crucial for reducing gender inequality within organizations, and it adds to Wynn’s article perfectly because one wrong turn when it comes to being accountable and unbiased can cause vast marginalized intersectionality. When decision-makers decide to be biased and pay White men more, for example, women are oppressed. First, women are oppressed, but racist bias is brought into the picture when ethnic women are oppressed. Multiple biases then co-exist, backtracking greatly when it comes to reducing inequality. Although Castilla’s proposal initially involves gender inequality, it also simultaneously involves racial inequality as well. Many intersectional components of marginalization can be reversed when decision-makers are trained to be more transparent. By starting within an organization, employees and bosses can really look inward and not blame a larger picture for an easy “out.
Response to #2
In Wynn’s article, “Individual Change Won’t Create Gender Equality in Organizations,” I believe an employee or a person soon to have a higher position within a company would benefit the most from reading this article. I do not believe Wynn’s article is vague at all. Still, if it were directed towards executives within an organization, her tone would be more analytical, presenting more data and evidence that executives would understand. Wynn also subtly hints at a larger picture through her writing. People can not simply acknowledge that they are “good” but work together to change the structures that ultimately increase gender inequality. As cliché as it sounds, working together towards specific issues is crucial, and Wynn laid out these issues perfectly. Although not specifically written, I believe one of Wynn’s main points is that there needs to be a framework for an issue, or else people are not able to see the issue. In a TED talk I recently watched, Kimberlé Crenshaw said just this. If there is no framework (for example, a commonly seen issue regarding police violence against women), there is no priority for the injustice.
I believe Wynn is trying to open the eyes of future employees or new employees ahead of time. Although she focuses on gender inequality within the workplace, Wynn tries to set up solutions and a framework for all inequalities. Wynn notes, “These recommendations can help fight bias and inequality on many dimensions, beyond just gender. While my research specifically focused on a gender equality initiative, similar research must be done examining other types of initiatives to ensure organizations can address all types of inequalities.” To effectively create change, people must address and acknowledge the most marginalized first, prioritize them, set a framework for change, and carry this mindset onto other injustices. This quote works for the audience I have mentioned because it introduces a certain demeanor for young adults that regard future change towards equality.