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Disappearing acts : gender, power, and relational practice at work 🔍
Fletcher, Joyce K. Cambridge, Mass. : MIT Press, New edition, January 22, 2001
English [en] · PDF · 9.8MB · 2001 · 📗 Book (unknown) · 🚀/ia/zlib · Save
description
xii, 166 pages ; 24 cm, Fletcher studied women engineers among male co-workers to learn how perceptive, interactive team or collaborative actions get \"disappeared\" even when they are most critical for today's jobs. Actions termed \"relational\" signify stereotyped and devalued feminine traits, yet also are necessary. Chapter 5 dissects the dynamic that redefines relational practice as \"not serious work.\" Chapter 6 sketches out specific strategies for individuals/organizations to counter \"disappearing\" of women's contributions, Includes bibliographical references (pages 151-158) and index, Introduction: Being invisible and getting disappeared -- The story behind the story -- Theoretical context -- Methodology -- Relational practice -- Disappearing acts: gender and power at work -- Getting beyond disappearing
Alternative filename
ia/disappearingacts0000flet.pdf
Alternative title
Reflections on the Revolution in France
Alternative author
Joyce K. Fletcher
Alternative author
Edmund Burke
Alternative publisher
The MIT Press
Alternative publisher
AAAI Press
Alternative edition
1st MIT Press pbk. edition, Cambridge, Mass, 2001
Alternative edition
United States, United States of America
Alternative edition
MIT Press, Cambridge, Mass, 1999
Alternative edition
Cambridge Mass. ; London, 2001
metadata comments
obscured text on front cover
Alternative description
"In this book Joyce K. Fletcher presents a study of female design engineers that has profound implications for attempts to change organizational culture. Her research shows that emotional intelligence and relational behavior often "get disappeared" in practice, not because they are ineffective but because they are associated with the feminine or softer side of work.
Even when they are in line with stated goals, these behaviors are viewed as inappropriate to the workplace because they collide with powerful, gender-linked images of good workers and successful organizations."--BOOK JACKET.
"Fletcher describes how this collision of gender and power "disappears" the very behavior that organizations say they need and undermines the possibility of radical change. She shows why the "female advantage" does not seem to be advantaging females or organizations. Finally, she suggests ways that individuals and organizations can make visible the invisible work - and people - critical to organizational competence and transformation."--BOOK JACKET.
Alternative description
Joyce Fletcher's research shows that emotional intelligence and relational behavior are often viewed as inappropriate because they collide with powerful, gender-linked images.This study of female design engineers has profound implications for attempts to change organizational culture. Joyce Fletcher's research shows that emotional intelligence and relational behavior are often viewed as inappropriate because they collide with powerful, gender-linked images. Fletcher describes how organizations say they need such behavior and yet ignore it, thus undermining the possibility of radical change. She shows why the'female advantage'does not seem to be benefit women employees or organizations. She offers ways that individuals and organizations can make visible the invisible work.
Alternative description
Consider these recent incidents in three of today's "new" organizations: In a major high-tech firm, a design engineer spends a good chunk of time with someone from another division, sharing some preliminary solutions to a design problem her team has been working on for the past six months.
date open sourced
2023-06-28
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