The 8
Blind Spots Between Men and Women in Business
by Barbara
Annis and John Gray
CONTENTS
Are We Really the Same? Page 2
Do Women Want Men to Change? Page 3
Are Women Being Excluded? Page 4
Do Men Listen? Page 5
Are Women Too Emotional? Page 6
Building Trust with Women, Increasing Credibility with Men Page 7
Achieving Work - Personal
Life Harmony Page 8
The authors:
Barbara
Annis is a world-renowned expert on Gender Intelligence® and inclusive
leadership, advocating the value and practice of Gender Intelligence in Fortune
500 companies, governments and numerous organizations across the globe.
Her
book Same Words, Different Language is considered a seminal contribution to the new conversation
between men and women at work. She serves as chair emeritus of the Women’s
Leadership Board at the Harvard Kennedy School.
John
Gray, Ph.D. is a leading relationship expert in the world and bestselling
author. His book Men Are from Mars, Women
Are from Venus is ranked by USA Today as one of the top 10 most
influential books over the last 25 years. Founder of Mars Venus coaching, he
has trained over 500 coaches in 27 countries to bridge the gender gap in
business through gender-smart leadership, sales and team-building training
programs.
THE SUMMARY IN BRIEF
Each day, men
and women looking to bring their best to work are often challenged
by false assumptions
and mistaken opinions about the other gender-persistent
blind spots
that frequently result in misunderstandings and miscommunication,
affecting
their ability to find success and satisfaction in their work lives as well as
in
their
personal lives.
Work With Me is a timely collaboration of Barbara
Annis, world-renowned
expert on
gender issues in the workplace, and John Gray, author of the bestselling
relationship
book, Men Are from Mars, Women Are from Venus. Told through science, stories and the results of over 100,000
in-depth interviews with male and
female
executives of over 60 Fortune 500 companies, Work
With Me reveals the
Eight Gender
Blind Spots that create tension between the sexes at work and in
their
personal relations: Do Women Want Men to Change? Do Men Appreciate
Women? Are
Women Being Excluded? Do Men Have to Walk on Eggshells with
Women? Do
Women Ask Too Many Questions? Do Men Listen? Are Women
Too
Emotional? Are Men Insensitive?
This work-personal
life relational guide brings insights and offers solutions to
help both men
and women remove the blind spots that separate them, allowing
for greater
success and satisfaction in their professional and personal lives.
IN THIS SUMMARY, YOU WILL LEARN:
• What
“Gender Blind Spots” are.
• What
“Gender Intelligence” is.
• How we stop
misunderstanding each other.
• How we
build trust and credibility with each other.
• How we
achieve work-personal life harmony.
Career
& Self-
Development
January
2014
Introduction
Have you ever
felt this way or heard comments such as these expressed by friends or
coworkers? “I’m tired of being excluded and having my ideas dismissed.” “Being
the best
person for the job means nothing here.” “I have to be so careful in what I say
and do.” “I can’t and won’t act like someone I’m not.”
There are
millions of people like this who are stuck, failing or quitting –– not because
of their abilities but because they haven’t figured out how to work effectively
with the opposite gender. Women and men may see the same things, but they do so
through a completely different set of lenses, very often thinking and talking past
each other. This is due to what we call “gender blind spots”: incorrect
assumptions held by both men and women, stereotypic baggage that continues to
cause our miscommunications and fuel our misunderstandings.
It’s time for
a cultural shift in our thinking. What we need now –– more than ever before ––
is a new level of awareness and attentiveness to each other’s needs, a
depth of
understanding called “gender intelligence.”
Gender intelligence is an awareness of the intrinsic nature of men and
women beyond the physical and cultural. It’s
an understanding of and appreciation for our differences. It recognizes that
gender is a function of both nature and nurture.
Only by
understanding the nature of our differences can we then gain the insight into
how to nurture, develop and complement our differences instead of denying
and
suppressing our own uniqueness and that of the other gender.
Are We Really the Same?
Men and women
are often uncertain how to act with each other and how to react to each other.
Many men admit they don’t understand women. Male behavior is more predictable,
but not understanding or not trying to understand can lead to avoidance and not
working well together. Both men and women are often hesitant to speak their
minds or act in ways that feel authentic.
Gender Facts:
• 9 percent of men say they “understand
women.”
• 68 percent of women say they “understand
men.”
One major
problem is we’re trying too hard to be “equal” to each other, which has grown
more to mean “acting the same.” The fact is, men and women are different. We do
almost everything differently. We
communicate, solve problems, prioritize, make decisions, resolve conflicts,
handle emotions and deal with stress differently. It’s easy to say “we’re all
equal” and go about treating each other the same. But in the end, that leads us
further away from valuing each other and finding the complement in each other. Without gender intelligence, men and women
will
never truly
understand and appreciate each other’s complementary nature.
THE EIGHT GENDER BLIND SPOTS
Do Women Want Men to Change?
Women are not
as content in today’s workplace as men are. From the boardroom to the
conference room to the call center, women feel valued differently than men.
Women often sense that they have to work harder than men do just to prove
themselves, and they feel doubted for their competence and commitment.
Men, on the
other hand, are generally comfortable with the rules of engagement in today’s
corporate culture. They’re not aware of
how their behavior affects women, and they don’t feel that they’re acting
intentionally against women.
Gender Facts:
• 58 percent of men believe that women have as
equal a chance of getting ahead as men do.
Only 24 percent of women share that outlook.
• 83 percent of men believe both men and
women are experiencing the same level of
job satisfaction.
• 93 percent of women believe men have job
satisfaction. Only 62 percent of women feel
job satisfaction.
Two
generations ago, for a woman to pursue a career may have been a choice, but
today it’s an economic necessity. Yet, the work environment that women are
entering does
not welcome the way in which women communicate, collaborate and generally
engage in business. When women say they
want men to change, they
are really
asking men to remove the obstacles to their success and to value their
contributions.
Here are some
examples of how men unknowingly dismiss women by pursuing a course of action
that may be understandable to themselves and other men, but that
tends to
prevent women from participating in ways that work for them:
What men say:
“Those issues aren’t directly related. We need to
focus on what’s critical and doable now.”
What women
say: “Those issues seem relevant and may impact our
decision. All things should be considered.”
What men say:
“There’s risk involved, but beating competition to
the marketplace is worth it.”
What women
say: “To minimize the risk, let’s think through the
options one more time. We may not be first to market, but we’ll have a solid
product.”
As much as
men need to understand how women think and behave, women need to understand the
same about men.
Do Men Appreciate Women?
In the late
1940s, companies began surveying employees in an attempt to understand what
motivated them to perform at their best. A pattern emerged, and the underlying principles
are still found in almost every management training book today. These included
offering employees a challenging job that aligned with their skills and
interests, giving them the time and resources needed to accomplish the task,
allowing them the autonomy to get the job done, and recognizing and rewarding them
for their accomplishments. Back then, men made up the vast majority of the
workforce. These ideas and principles were aligned with how men thought,
behaved and preferred to work. Fast forward to this era, and the belief is that
women will seek appreciation for the same reasons, but the data suggests
otherwise.
Gender Facts:
• 79 percent of men feel appreciated at work
while only 48 percent of women feel the same.
• 82 percent of women want to be recognized
for their effort in achieving the results.
• 89 percent of men want to be recognized for
their results.
Men
appreciate being acknowledged for their results. For men, it’s not so much the journey or the
efforts undertaken while achieving their objectives, but the successful completion
of the task itself.
Men
appreciate having the freedom to make their own decisions, not being
micromanaged during the process of achieving their objectives, and having the
latitude to make mistakes and learn from their errors.
What detracts
from a man’s sense of independence is offering him unsolicited help. It
indicates to a man that he is not trusted or capable of accomplishing the job
on
his own.
Women feel
most appreciated and validated when they’re acknowledged for the challenges
they faced in attaining those results. To most women, experiencing
the journey
is as valuable as arriving at their destination.
In addition,
women tend to be relationship-oriented. Women
generally approach projects collaboratively and cooperatively, while men tend
to engage in work independently and competitively.
Only through
expanding our gender intelligence can we begin to understand and respect our
gender differences and learn to demonstrate and communicate appreciation in
ways valued by the other gender and, in turn, acknowledge the ways appreciation
is being offered.
THE EIGHT GENDER BLIND SPOTS
Are Women Being Excluded?
Gender Facts:
• 82 percent of women say they feel some form
of exclusion –– whether in business social
events and casual meetings, in conversations
or in receiving direct feedback.
• 92 percent of men don’t believe they’re
excluding women.
A woman’s
feelings of exclusion don’t stem from isolated instances or specific incidents
but rather from a recurring pattern of male behavior at work that tends to
dismiss a
woman’s ideas and questions during meetings, prevents her from participating in
informal networks, and impedes her chances of benefiting from valuable mentoring
opportunities.
One of the
major obstacles impeding women’s visibility, and therefore their chances for
advancement, is their omission from informal networks of communication ––
those casual
situations and social settings in which team bonding takes place. These
informal networks and settings can include client lunches, drinks and cigars
after a meeting, shooting pool and golf outings.
Many of the
networks and events are typically exclusive to men, primarily because they’ve
been traditionally designed around men’s interests. Women don’t necessarily
want to prevent men from engaging in male-related activities, but they do want
to feel a part of the team and benefit, as men do, from the personal
growth
opportunities that tend to surface during these informal events.
Women will
commonly point to “men’s club” behavior in meetings and at business socials and
maintain that it’s men’s intention to exclude. A man, confronted with
those
comments, will recall all the times he was inclusive and respond with, “No,
that’s not true. I really did want to include you.” He’ll discount the claim
because, in his mind, his intent was never to exclude. Men, in general, want to
find ways to work with women. Men behave in ways that are natural for
themselves and understandable to other men, and they assume women want to be
treated
the same way.
Women derive
personal gratification and support by questioning issues and being questioned
and by sharing their discoveries and decisions with others. As a result,
women derive
feelings of acceptance and involvement that are typically not as important to
men.
Inclusion is
generally not a top-of-mind issue for men.
As a result, a woman may misread a man’s behavior in team meetings as
being aloof and indifferent, which
tends to
amplify a woman’s feelings of exclusion.
Do Men Have to Walk on Eggshells with Women?
Men often
find themselves walking on eggshells with women in the workplace, an
apprehensive and hesitant feeling that can potentially surface any time men
interact with women. Examples of situations that men say they feel most
uncomfortable in and take extra care not to offend and provoke an emotional
reaction include bringing up certain topics that may raise too many questions
and delay
decisions; giving feedback during performance reviews; careless language,
including sexual innuendo, off-color jokes and profanity; opening doors,
holding
elevators, buying lunch, or offering to carry heavy packages.
Gender Facts:
• 79 percent of men feel they have to be careful
and indirect when providing women critical
and timely feedback.
• 82 percent of women say they want to receive
direct feedback from men.
Women don’t
believe that men need to walk on eggshells around them. They wish that men
didn’t feel that way and are often surprised that it occurs to the degree that
it does. However, men often claim that they have a history of “saying the wrong
thing,” an awkwardness that many men confess dates back to their adolescence. They admit that their sense of caution is
often a reaction to past situations and experiences, even if it was only an
isolated incident when something they said or did caused a woman to react
negatively.
Men walking
on eggshells with women is clearly detrimental to both genders. It prevents men
and women from bringing their authentic selves to work, being open and honest
in their thoughts and actions, and building trusting relationships that can
result in greater personal happiness and professional success. The only
way to
achieve a higher level of personal authenticity and trust is for both men and
women to take steps toward understanding and valuing each other and not
expecting the
other gender to make all the effort.
Do Women Ask Too Many Questions?
“How long before we see the results of the new product test?”
“Two weeks, Susan. I’ll email each of you the stats as soon as I
receive them.”
“But our regional sales managers are flying in next week for
training.”
“It’s the best the vendor can do. The product has to be in test
market long enough to validate the design. There’s a number of other things I’d
like to cover before this meeting is over, so if we can please move through the
agenda.”
“I’m still uncomfortable with this waiting period. Why didn’t we
let the vendor know we needed results sooner? Why do we have to wait two
weeks?”
The team leader gets increasingly frustrated. “We interviewed three
vendors before settling on the one we’re using. Two weeks is the fastest
response time we can hope for.”
“Does sales support know about this delay? They’re already preparing
collateral and training modules for the sales managers’ arrival next week, and
everything is based on the current design.”
Gender Facts:
• 72 percent of men state that women ask too
many questions.
• 80 percent of women say they prefer to ask
questions even when they know the answers.
When we
explore the challenges men and women face in working with each other, men often
state that women tend to ask too many questions. Some men even say it’s a major
problem, especially during meetings in which they believe women’s questions
tend to slow down progress on action items and delay decision making.
Women
generally acknowledge that they do ask more questions than men but that their
questions are their best contribution, intended to stimulate an exchange of
ideas,
discover what’s important and arrive at a best possible outcome.
The challenge
for women is not in asking fewer questions but in understanding why men tend to
believe women ask too many and in discovering how to frame their questions in
ways that communicate better with men.
In our
workshops, we often find that women ask questions aimed at four different
purposes: to build consensus, to show concern for a project or for others, to
offer feedback and to ask for support. Men typically don’t ask as many
questions. Men aren’t as prone to building consensus and tend to think and
process their ideas alone, even when they’re working with others. They’re more inclined
to announce their opinions, be more direct in their requests and when offering
feedback, and seldom ask for support unless they’re overwhelmed with a problem and
unable to solve it themselves.
The bottom
line is that companies that have a blend of both approaches realize better
results. Those that haven’t yet learned to complement the different behaviors tend
not to be as successful.
Do Men Listen?
Without
understanding the different ways and reasons a woman may ask a question to
share what she knows or needs, make an opening remark to stimulate
conversation, or express her feelings to show support, a man will often respond
inappropriately or fail to react at all.
Common ways
that indicate to a woman that a man is not listening are
• He ignores
what she’s saying,
• He
interrupts her in mid-thought.
• He presumes
to know what she’s thinking.
• He becomes
easily distracted.
You Missed My Point
When men fail
to give the proper signals that they’re listening, women begin to feel that
their words are not getting through.
Men love to
solve problems and often feel honored to have the opportunity to help resolve
an issue. Bringing a problem to a man is an open invitation for his advice. If
he senses
frustration or anxiety in a woman’s voice, a man will tend to assume that it’s
his responsibility to step in and put her mind at ease. She’ll feel he isn’t
listening when he interrupts her in midsentence with something like, “No, no,
no, here’s what you should do.” He thinks his quick reaction and the relevance
of his solution prove he was listening. The woman may only have wanted him to
lend an ear, not render a decision.
When a man
shows himself to be distracted, by not looking directly at a woman when she’s
talking with him, fidgeting with his watch, or looking around the
room, a woman
tends to take it personally and conclude that he’s not interested in what she’s
saying or that she’s unimportant to him.
In coaching
women, I often stress that it’s a communication style difference for women and
a listening style difference for men that we need to bring together in
the
workplace.
Men need to
learn the value of incorporating women’s connective and consequential way of
thinking to enhance problem solving and decision making. Women, though, need to verbally make that
link so men can more readily associate the implicit value that women are
bringing to that particular topic and to men’s linear way of thinking.
Are Women Too Emotional?
Yes, women
are emotional, and they tend to express their experiences –– their joys and
frustrations, regardless of how large or small –– more often than men do.
Gender Facts:
• A man will tell up to three people of a negative
or positive experience, but only if it’s relevant
and only if he knows them.
• A woman will tell up to 32 people of a negative
or positive experience, even if it’s not relevant
and whether she knows them or not.
Plainly
stated, women share with others, while men tend to seek space and solitude.
When men have
strong feelings, they’ll externalize the issue and explode if it’s a major
problem or become quiet and shut down, especially if there’s nothing they
can do to
immediately resolve the issue. They’ll focus on something else to distract
their attention away from the problem.
Women don’t
react as quietly and can’t change their focus as easily as men can. They’ll
tend to personalize the situation –– blame themselves –– and find others to
share their
experience.
Men and women
simply manage and express their emotions differently. A man at work tends to
show very little emotion during the course of his day, whether in
team meetings
or in one-on-one conversations. A woman, in expressing what she may feel is a
moderate and reasonable show of concern for a project or for a
client, can
be misinterpreted by her male colleague as being too emotional.
At work, one
of the biggest problems with the perception that women are too emotional is
that a man will tend to avoid a woman expressing her emotions or even attempt
to tamp down her feelings by dismissing them out of hand or by rushing in with
a quick solution: “Don’t worry about it”
or “It’s not that big a deal.”
Women often
say they don’t feel comfortable or safe showing their true feelings at work,
whether it’s happiness, anger, frustration or fear. They don’t ever want to
be perceived
by the men in the office as being weak or irrational.
Validating a
woman’s perspective doesn’t necessarily mean that a man has to agree with her
feelings or intuitions. Her heightened
emotional tone may, on the surface,
suggest to
him that she’s feeling negatively, her feelings are final, and her mind is
closed, but none of these is necessarily her intention.
A woman’s
emotional reaction and reflective thoughts can often be the perfect complement
to a man’s impulse to take immediate actions. Men can benefit from taking the
time to explore the consequences of their decisions before acting too quickly.
And women can gain from the impulse for forward momentum and the ever-present energy
offered by the men on their team.
As men and
women in the workplace learn to support each other more effectively, emotional
tension decreases, while cooperation and collaboration increase. The result is
better problem-solving, enhanced decision making and greater productivity.
Are Men Insensitive?
It seems that
since the beginning of time, a man has responded to a woman’s claims that he is
being insensitive with the same innocent, perplexed reaction: “No
I’m not …
How’s that? ... When?”
Women often
read and react to people and environments differently than men do, and they tend
to bring more memory and empathy to virtually every relation
and
situation. Men are generally not as attentive. That doesn’t necessarily mean
that they aren’t observant.
Men simply
tend to take in less, focus only on those things directly related to an
objective, and often do this with far less concern for details. The actual
blind spot is
the belief
that men are often purposeful in their indifference and forgetfulness.
Gender Facts:
• 72 percent of women say that men are not as
attentive as women to people’s feelings, situations
and environment.
• 68 percent of men tend to agree.
Men
understand, more than ever, that successful leadership requires becoming more
perceptive of their environment and mindful of the needs, motivations and
interests of
the people around them. Nevertheless, being sensitive is not a natural and
effortless response for men.
Knowing this,
a woman can become more understanding when a man appears to be indifferent,
self-absorbed or noncollaborative. She can appreciate that it’s more
than likely
not personal or intentional on his part but stems from his preoccupation with
his own thoughts.
A man’s
tendency is to be singularly focused and sequential and to make decisions as
quickly as possible. Although a woman
may have her own position already
thought
through, her inclination is not to give her opinion as much as it is to
encourage ideas from others. Her tendency is to have everyone weigh in before
she’ll share her thoughts. She’ll feel more comfortable with a decision,
knowing first that all ideas have been explored.
Men believe
they are performing at their peak by offering their best ideas without
hesitation. They also believe that if others have something to say, they’ll
speak up without being prodded. A man feels he is being sensitive by not
putting another person on the spot, so he avoids asking directly for other
opinions.
When women
communicate, they tend to look directly at each other throughout their
conversation. The more intent women are, the more they focus on each other’s
eyes.
A man, on the
other hand, will tend to look away to stimulate his thinking process as he asks
himself, “What’s the solution to this?” His inclination is not to maintain eye
contact while he’s searching for an answer or lending greater concentration to
the discussion. Instead, he’ll look up or over or down, or even cock his head
to the side. Another man will be comfortable with this behavior and think, “He
must be focusing intently about what I’m talking about,” while a woman’s
personal reaction
will be,
“Hello in there! He’s so easily distracted. He probably doesn’t even care about
what I’m saying.”
The bottom
line is that there is equal opportunity for learning by both genders. It’s not
enough for a man to simply say “I’m just being myself” and not make an
effort to
connect more deeply with his coworkers and read situations around him with
heightened awareness.
Gender
intelligence will help a woman understand that what she may perceive as
insensitivity or lack of care on the part of a man is most likely not
intentional.
This
understanding can help her to become more direct in her interactions and to
frame her conversations in ways that will ensure her male coworkers are more
aware of her
meaning, needs and expectations.
Building Trust with Women, Increasing Credibility with Men
Recognizing
and dispelling our blind spots and understanding and valuing our gender
differences are the important firsts in creating professional and personal
relationships that are built on a foundation of trust.
Trust must be
present before we willingly open ourselves up to greater understanding and
acceptance. It’s the most effective way of relating to others, working with
others and getting results. We each want to be trusted, we respond to trust,
and we thrive on it.
Gender Facts:
• 95 percent of men and women consider trust
to be the foundation of a working relationship.
• 92 percent of women say men earn their trust
through caring and concern.
• 89 percent of men say women earn their trust
by showing credibility and competence.
For a man,
trust is all about credibility –– aligning with his goals, believing in him and
helping him succeed. A man will place
trust in a woman who understands,
aligns with
and acts upon those things that matter most to him –– achieving the results and
winning.
A woman can
build her credibility with a man by first seeing the good in him and his
efforts and supporting instead of correcting those efforts. When a man feels
that
a woman is
not trying to improve him, he is much more likely to seek her out for her ideas
and go to her often for feedback and advice.
Bridging Our Different Values
Men and women
often find themselves at opposite ends of the spectrum when it comes to what
they value at work, how they prefer to work, what they expect of
others, and
what they expect of themselves.
Women most
value building alliances, developing relationships, and collaborating toward a
common goal while improving processes and people along the way.
Women value
sharing their leadership and decision making and ensuring everyone is involved.
Women place value on improving performance and maximizing productivity.
Men most
value achieving results, from their own efforts and those of others. Men value
independent work and, when on a team, getting each individual to work as
effectively
and efficiently as possible toward a shared goal as well as doing the right and
necessary things in the shortest amount of time. They’re comfortable working
in
hierarchies and often declare their leadership.
Men place value on alignment, momentum and results.
The blind spot
preventing change is men’s and women’s inability to understand what’s most
valued by the other gender and why.
Improve –– Maintain
A woman’s
sometimes-endless pursuit of improvement to get something just right can cause
her to fall into an improvement cycle trap –– a perfection trap –– in which overpreparation
always succeeds in driving up her stress levels but not necessarily improving
her work product.
At a recent
keynote address to women executives in the financial services industry, I
asked, “How many of you believe you overprepare for meetings? How many
of you have
difficulty in knowing and accepting when ‘good enough is good enough’?” Every
hand in the room shot up.
Women often
find themselves in the weeds because of their impulse to overthink an issue,
improve a report, write an article or perfect a speech.
Men are on
the other end of this spectrum. If something is working, their tendency is not
to waste time looking to improve what’s not broken.
While there’s
commonly a drive in women to improve things, there’s often a desire in men to
achieve more with what’s already there. Men want growth and results, but
they’ll only feel compelled to change something when that something stops
functioning. Men will adapt to change, but only if it’s necessary and proven to
be more
effective than what they’re already doing.
Sharing and Declaring in Leadership
We
distinguish what women and men value and personify in their leadership as Sharing in leadership and Declaring in leadership. Since the 1980s,
shifts have
occurred away
from an exclusively male paradigm of leadership to a more decentralized and
participative mode. Much of this change has been driven by the
complexity
and speed of global business and the need for companies to make quick and
informed decisions, sometimes worlds apart. But change is slow, even for global
companies whose workforces are comprised of as many women as men and who have
customers who are virtually all women.
The reality
is that there’s value on both sides of the leadership spectrum –– a centerpoint
of leadership that incorporates the best of what women and men bring to the
table. Organizations that have a greater balance of women and men in leadership
are discovering one another’s value points and accelerating toward the sharing of
leadership.
Female Leaders
• Define
their leadership in the strength and power of their networks.
• Are aware
of the specific situations and needs of individuals and groups and how those
issues can affect the organization.
•
Decentralize planning and share decision making.
• Directly
empathize, encourage and praise others, and seek to resolve emotional conflicts
through communication: “Let’s talk about it.”
Male Leaders
• Define
their leadership through their accomplishments and the results of others.
• Are more
attentive at the macro-level –– the financial and operational needs of the
organization –– and not as concerned at the individual level.
• Centralize
planning with performance measures and hierarchal decision making.
• Promote
independent resolution of problems and control emotional vulnerability: “Less
feeling, more doing!”
Achieving Work-Personal Life Harmony
Today, a
dual-income household is a global social norm. There is perhaps no other
phenomenon that has had a greater effect on society, altering the way men and
women
interact and how families live and spend their time. The greatest challenge
facing men and women today is how to juggle their jobs and family
responsibilities
so that
everyone feels appreciated and fulfilled.
Regardless of
country, women and men tend to describe the lack of balance quite similarly.
Men feel the endless pressure to perform and deliver, while women
feel they
have too little time for daily life activities. In finding a work-personal life
harmony, it’s important to begin with self-care, for the greatest value you can
give
to others is
when you are whole and at your best.
It is not out
of our reach or idealistic to think that women and men, working together, can
make our world a better place. This is what we characterize as
gender-intelligence
–– men and women seeing the world through each other’s eyes and valuing each
other’s line of sight.
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