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Transforming a White, Masculine Organisational Culture

In: Lessons on Profiting from Diversity

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  • Ian Dodds

Abstract

This chapter concerns itself with the impact of unconscious bias in white, masculine organisations. In the West, government, industry and commerce, education, health and so on have historically evolved under the direction of white men. This means that the cultures within them have developed in line with the values and characteristic practices of this group. Hence, they invariably possess white, masculine cultures. These result in individuals who are not white and male experiencing unconscious bias, which can limit both their contribution and their career progression. It not only manifests itself in the workplace, but also at customer, client and service-user interfaces, resulting in lost revenue and business development opportunities. This chapter examines some of the existing research on this topic, particularly in relation to gender. It will then demonstrate its continuing existence from the observations of women and minority ethnic focus group participants’ experiences of exclusion and inclusion in their organisations. Finally, it offers methodologies for addressing unconscious bias to gain significant business benefits.

Suggested Citation

  • Ian Dodds, 2012. "Transforming a White, Masculine Organisational Culture," Palgrave Macmillan Books, in: Gloria Moss (ed.), Lessons on Profiting from Diversity, chapter 6, pages 127-137, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-35505-7_6
    DOI: 10.1057/9780230355057_6
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    Cited by:

    1. Beth Turnbull & Melissa Graham & Ann Taket, 2022. "Diversified Organizational Inequality Regimes and Ideal Workers in a “Growth-Driven,” “Diverse,” “Flexible” Australian Company: A Multilevel Grounded Theory," Social Sciences, MDPI, vol. 11(8), pages 1-36, July.

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