Female Empowerment in
Science and Tecnology Academia
Handbook On Resistance
To Gender Equality In Academia
Festa Resistance And Gender Main Causes & Indicators Main Forms & Symptoms Recommendations Analysis Of Stories Conclusion & References

HOW TO DEAL WITH RESISTANCE: RECOMMENDATIONS

BACKGROUND
According to Feminist Institutionalization approach (Margeart and Lombardo, 2014) institutions are formal and informal gendered structures and norms that can reproduce but also counteract gender inequalities (Chappell, 2006, Mackay, Monro and Waylen, 2009). There have been many attempts to find a solution for the resistance to change in gendered organizational cultures. Implementing new ‎ideas and building up relationships, rather than merely focusing on individual ‎needs (Beer, Eisenstat, & Spector, 1990), channeling resistance into more constructive aspects (Weisbord,1987) focusing on targeted action and ‎taking certain steps to overcome any loss of status on the side of the employees ‎after change (Dent & Goldberg, 1999) are some of the proposed strategies. Among such attempts, personnel-based ‎equality programs have largely been unsuccessful due to their sole focus on ‎the personal level, rather than the structural level. 
Some of the more‎ successful experiences were the ones which used ‎project names that do not include such words as “equality” and “women”. Since such names do not point at a specific group, individuals were more ‎eager to perceive the aims and the practices of the project in a more neutral ‎way (ibid.). Focusing on the idea of opportunities and running a gender sensitive agenda in the project would initiate a certain tone‎, which would ‎persuade individuals to believe that it is to the benefit of all. In this respect, Liff and ‎Cameron (1997) suggest that organizations should extend their benefits to men as ‎well, rather than merely focusing on women’s issues.  They can also be persuaded in more efficient ways if the situation is addressed in ‎gender-neutral terms, considering that the solution is for the common benefit.

‎For the same purpose, awareness-‎raising groups for men as well as women can be organized. In such gatherings, benefits to men as well as the common good of the academic ‎group can be stressed; the more women enjoy the same privileges as men do, the more ‎success the institution as a whole will gain. In some cases, however, common good argument may not work very well, because of the competitive, individual/group based academic culture. Lunenburg (2010) suggests that high level management should promote education and communication; they should enable members to participate in and negotiate the processes of change to sustain their active involvement. Yet such an analysis is insufficient, since it reduces the ‎problems of resistance towards change to relationships between individuals. But in fact, the resistance towards change may rather be considered as a structural ‎problem, as there is a structure which inclines individuals towards the status ‎quo.  Moreover, higher level position holders are not gender experts. Therefore, ‎it is difficult for them to foresee and monitor possible implications of gender projects in terms of resistance. As a result, it is suggested that within institutional structures that are gender-blind, gender skills must be ‎actualized (Lombardo and Mergaert ,2013). 

RECOMMENDATIONS FOR AVOIDING AND OVERCOMING RESISTANCE
 
The main groups of recommendations of this handbook concern the institutionalization, diversity and inclusivity to facilitate change towards gender equality and help sustainability; effective communication and dissemination of the intended changes in and outside of institutions; networking and collaboration in order to strengthen the position of the projects as well as empower those who are committed to change; enhancing the capacity for change; improving teamwork and methodology. They were formulated with the intention to involve both the structural and personal factors by combining the ideas drawn from the literature with those of the partners inspired by the resistance they faced during the FESTA procedures.
 
Institutionalization, Diversity, Inclusivity
1

Institutionalize gender studies for creating a potential work force in the organization for research and implementation 
2

Involve more women and men in the organization in gender equality work in innovative ways 
8

Create/support awards/prizes/recognitions for disseminating gender awareness/equality

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Networking and Collaboration
1

Collaborate with other appropriate (previous or present) projects at institutional, national, international levels 
2

Establish contacts with key persons (role models, personnel in functional roles, etc.) and strategic units (HR departments, staff units for personnel development, etc.) 

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3

Give priority to reach people whom you already know in different departments as well as those engaged in gender equality 
 
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4

Build networks in and outside the organization among those who are interested or engaged in gender equality 

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Communication and Dissemination
Creating The Capacity for Change
2

Enhance the gender awareness and willingness to dedicate more resources of the university management by organizing trainings/briefings by male and female gender experts 

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5

Create seed funding by organization for supporting projects’ proposal periods 

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Teamwork and Methodology
1

Involve people with strong positional power, commitment and willingness in the project teams 

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2

To be prepared to use alternative approaches i.e. choosing a different interviewee, refraining from recording to guarantee confidentiality, contacting people by different ways i.e. mail, phone, in person, conducting an individual interview instead of the focus group interview 
 
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3

Combine activities and tasks of different Work Packages in order to save time and energy 

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4

Engage both women and men in project initiatives 
5

Utilize regular meetings or other/formal events of the organization to address people who are not willing to join specific project meetings 

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6

Create consensus between the partners on the concepts used in the project 
7

Give priority to reach PhD students and research assistants in different projects/programs as the younger generations are better motivated to and fewer risks involved in change. They will also constitute the future position holders in academia
8

Work with competent, influential external experts 
 
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9

Define clearly what kind of change is intended as well those who may resist, in which ways they may resist and for which reasons 
 
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KEY TO SUCCESS
Never give up and carry on!
Don’t forget that change needs time!