Home » Disappearing Acts: Gender, Power, and Relational Practice at Work: Gender, Power and Relational Practice at Work by Joyce K. Fletcher
Disappearing Acts: Gender, Power, and Relational Practice at Work: Gender, Power and Relational Practice at Work Joyce K. Fletcher

Disappearing Acts: Gender, Power, and Relational Practice at Work: Gender, Power and Relational Practice at Work

Joyce K. Fletcher

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Kindle Edition
180 pages
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 About the Book 

With its move from hierarchical to team-based structures and its dismantling offunctional barriers, the organization of the future is touted as a radical departure fromtraditional models. The worker of the future, we are told, must be a collaborativeMoreWith its move from hierarchical to team-based structures and its dismantling offunctional barriers, the organization of the future is touted as a radical departure fromtraditional models. The worker of the future, we are told, must be a collaborative team player, ableto give and receive help, empower others, and operate in a world of interdependence. This new workerneeds relational skills and emotional intelligence--the ability to work effectively with others andunderstand the emotional context in which work takes place. Paradoxically, the very skills that giveorganizations a competitive advantage may be precisely those that prevent individualemployees--especially women--from advancing.In this book Joyce K. Fletcher presents a study offemale design engineers that has profound implications for attempts to change organizationalculture. Her research shows that emotional intelligence and relational behavior often getdisappeared in practice, not because they are ineffective but because they are associated with thefeminine or softer side of work. Even when they are in line with stated goals, these behaviors areviewed as inappropriate to the workplace because they collide with powerful, gender-linked images ofgood workers and successful organizations. Fletcher describes how this collision of gender and powerdisappears the very behavior that organizations say they need and undermines the possibility ofradical change. She shows why the female advantage does not seem to be advantaging females ororganizations. Finally, she suggests ways that individuals and organizations can make visible theinvisible work--and people--critical to organizational competence and transformation.