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Carri Bugbee

Why Is Silicon Valley So Awful to Women? - The Atlantic - 0 views

www.theatlantic.com/...517788

startups women entrepreneurs female founders sexism silicon valley tech racism

shared by Carri Bugbee on 04 Jul 17 - No Cached
  • it was a reminder that as a woman in tech, she should be prepared to have her authority questioned at any moment, even by some guy trying to get a job at her company.
  • at some point, something inside her broke. Maybe it was being at tech conferences and hearing herself, the “elder stateswoman,” warning younger women to cover their drinks, because such conferences—known for alcohol, after-parties, and hot women at product booths—have been breeding grounds for unwanted sexual advances and assaults, and you never knew whether some jerk might put something in your cocktail. She couldn’t believe that women still had to worry about such things; that they still got asked to fetch coffee; that she still heard talk about how hiring women or people of color entailed “lowering the bar”; that women still, often, felt silenced or attacked when expressing opinions online.
  • At one party, the founder of a start-up told Wu she’d need to spend “intimate time” with him to get in on his deal. An angel investor leading a different deal told her something similar. She became a master of warm, but firm, self-extrication.
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  • Wu is struck by “the countless times I’ve had to move a man’s hand from my thigh (or back or shoulder or hair or arm) during a meeting (or networking event or professional lunch or brainstorming session or pitch meeting) without seeming confrontational (or bitchy or rejecting or demanding or aggressive).” In a land of grand ideas and grander funding proposals, she found that the ability to neatly reject a man’s advances without injuring his ego is “a pretty important skill that I would bet most successful women in our industry have.”
  • a recent survey called “Elephant in the Valley” found that nearly all of the 200-plus senior women in tech who responded had experienced sexist interactions.
  • nly about a quarter of U.S. computing and mathematical jobs—a fraction that has actually fallen slightly over the past 15 years, even as women have made big strides in other fields. Women not only are hired in lower numbers than men are; they also leave tech at more than twice the rate men do.
  • Studies show that women who work in tech are interrupted in meetings more often than men. They are evaluated on their personality in a way that men are not. They are less likely to get funding from venture capitalists, who, studies also show, find pitches delivered by men—especially handsome men—more persuasive. And in a particularly cruel irony, women’s contributions to open-source software are accepted more often than men’s are, but only if their gender is unknown.
  • For women of color, the cumulative effect of these slights is compounded by a striking lack of racial diversity—and all that attends it
  • Three years in, Silicon Valley diversity conferences and training sessions abound; a cottage industry of consultants and software makers has sprung up to offer solutions. Some of those fixes have already started filtering out to workplaces beyond the tech world, because Silicon Valley is nothing if not evangelical.
  • The industry’s diversity numbers have barely budged, and many women say that while sexism has become somewhat less overt, it’s just as pernicious as ever.
  • When Silicon Valley was emerging, after World War II, software programming was considered rote and unglamorous, somewhat secretarial—and therefore suitable for women. The glittering future, it was thought, lay in hardware. But once software revealed its potential—and profitability—the guys flooded in and coding became a male realm.
  • The percentage of female computer- and information-science majors peaked in 1984, at about 37 percent. It has declined, more or less steadily, ever since. Today it stands at 18 percent.
  • “workplace conditions, a lack of access to key creative roles, and a sense of feeling stalled in one’s career” are the main reasons women leave. “Undermining behavior from managers” is a major factor.
  • gender bias is a big problem in start-ups, which are frequently run by brotherhoods of young men—in many cases friends or roommates—straight out of elite colleges. In 2014, for instance, Snapchat CEO Evan Spiegel was two years out of Stanford and already leading a $10 billion company when his frat-boy-at-his-misogynistic-worst undergraduate emails were published and went viral. In them, his only slightly younger self joked about shooting lasers at “fat girls,” described a Stanford dean as “dean-julie-show-us-your-tits,” and for good measure, saluted another fraternity because it had decided to “stop being gay.”
  • “I, and most women I know, have been a party to at least some sexist or discriminatory behavior in the workplace,” she wrote, explaining that she and many other women had witnessed things like “locker-room discussion during travel with colleagues,” which they tried to brush aside, since “any individual act seems silly to complain about.” The Pao trial, however, shifted her attitude.
  • Eighty-four percent of the respondents had been told they were too aggressive; 66 percent had felt excluded from key networking opportunities because of their gender; 90 percent had witnessed sexist behavior at conferences and company off-site meetings; 88 percent had had clients and colleagues direct questions to male peers that should have been addressed to them; and 60 percent had fended off unwanted sexual advances (in most cases from a superior). Of those women, one-third said they had feared for their personal safety.
  • many people there believe—despite evidence everywhere to the contrary—that tech is a meritocracy. Ironically enough, this very belief can perpetuate inequality. A 2010 study, “The Paradox of Meritocracy in Organizations,” found that in cultures that espouse meritocracy, managers may in fact “show greater bias in favor of men over equally performing women.”
  • telling participants that their company valued merit-based decisions only increased the likelihood of their giving higher bonuses to the men.
  • a 2015 study published in Science confirmed that computer science and certain other fields, including physics, math, and philosophy, fetishize “brilliance,” cultivating the idea that potential is inborn. The report concluded that these fields tend to be problematic for women, owing to a stubborn assumption that genius is a male trait.
  • “The more a field valued giftedness, the fewer the female PhDs,” the study found, pointing out that the same pattern held for African Americans. Because both groups still tend to be “stereotyped as lacking innate intellectual talent,”
  • At Google, the initial tally showed that just 17 percent of its technical employees were women. The female technical force was 10 percent at Twitter, 15 percent at Facebook, and 20 percent at Apple.
  • Lately, unconscious-bias training has emerged as a ubiquitous fix for Silicon Valley’s diversity deficit. It’s diversity training for the new millennium, in which people are made aware of their own hidden biases.
  • “That sort of discipline really, really resonated effectively with the hard scientists we have here.” Facebook put unconscious-bias training front and center in its diversity efforts, too; both companies have posted online videos of their training modules, to offer a model for other workplaces. Since then, talk of unconscious bias has spread through Silicon Valley like—well, like a virus.
  • Too many decisions are made on gut instinct, the training argues: A time-pressed hiring manager looks at a résumé and sees a certain fraternity or hobby, or a conventionally white or male name, and bang—thanks to the unconscious brain making shortcuts, that person gets an interview
  • “Virtually every company I know of is deploying unconscious-bias training,” says Telle Whitney of the Anita Borg Institute. “It’s a fast and feel-good kind of training that helps you feel like you’re making a difference.”
  • Unconscious-bias training may not work. Some think it could even backfire.
  • even just talking too much about gender inequities can serve to normalize them: When you say over and over that women come up against a glass ceiling, people begin to accept that, yes, women come up against a glass ceiling—and that’s just the way it is.
  • “You would think all things are equal,” she said, “but these backdoor conversations are happening in settings that women are not invited to. The whole boys’-club thing still applies.
  • Mike Eynon, wrote in a Medium post that bias training makes “us white guys feel better” and lets the “privileged realize everyone has bias and they aren’t at fault,” while nothing changes for discriminated groups.
  • if you can’t easily dispel bias, what you can do is engineer a set of structural changes that prevent people from acting on it.
  • the first 20 seconds often predict the outcome of a 20-minute interview.
  • The problem, he wrote, is that such quick impressions are meaningless. He added that Google strongly encourages interviewers to use a combination of skill assessments and standard questions rather than relying on subjective impressions.
  • It is, for example, a hallowed tradition that in job interviews, engineers are expected to stand up and code on whiteboards, a high-pressure situation that works to the disadvantage of those who feel out of place. Indeed, whiteboard sessions are rife with opportunities for biased judgment.
  • “Tying bonuses to diversity outcomes signals that diversity is something the company cares about and thinks is important,” she says. “Managers will take it seriously.”
Carri Bugbee

Google's diversity efforts fall flat - Axios - 0 views

www.axios.com/ittle-progress-2470784457.html

google diversity harassment sexism racism silicon valley

shared by Carri Bugbee on 09 Aug 17 - No Cached
  • In 2014, Google started publishing employee demographic data and pledging to invest in major initiatives to recruit a more diverse workforce, spending at least $265 million on the efforts.
  • it seems to have made little headway since it began publishing its workforce demographic data three years ago. For example, U.S. Latino employees now make up 5% of the overall workforce and professional jobs, up from 3% each in 2013, and women now hold 13% of leadership positions, up from 8%. At the same time, black employees still only make up 2% of all U.S. jobs, 2% of technical ones, and 3% of executive roles.
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