This document discusses how women can shape business by bringing feminine leadership styles and qualities into organizations. It notes that historically, business has been dominated by masculine styles of command and control management, but that models are shifting towards more collaborative, people-oriented styles that come naturally to many women. The document advocates that women emphasize their strengths in cooperation, empathy, and empowering others to help transition companies towards more inclusive, innovative cultures where all can contribute and thrive.

1. How Women Shape Business
THINK
THINK
THINK
THINK
by
Natalie L. Petouhoff, Ph. D.
@DrNatalie

2. THINK
THINK
THINK
THINK
@DrNatalie

3. • New diet: Ear Candy and Brain Food
• Good News and the Bad News
• Know OUR past so we can create the future...
– Aristotle, Scientific Management, The Organizational Man,
Hierarchical Organizational Structures
Do these make sense today?
• How you, as women, can shape the future
– Power Models
– Organizational Structures
– How Systems Change
– Conflict Resolution Models
Agenda
@DrNatalie

4. Awareness
• WHY is “it” blind to this FACT?
• Who wrote the books?
Comparison of: The Discovers A History of Man’s Search to Know His World and Himself
vs. Mothers and Daughters of Invention
Good news:
Women have been
contributing to
technology since the
beginning of time!
Bad news:
Few know this
(or acknowledge it)!
@DrNatalie

5. • The unspoken communication is:
It’s a man’s world; Men are the major
contributors to important things; Women
did not do anything worth writing about.
• The effect: women don’t know what all the
women before them really did, leaving only
a few token role models.
This conditions and limits women in what
they believe is possible.
What you believe you can do,
you can do. -- Henry Ford
• If young boys are conditioned by these
books to trivialization of women’s
accomplishments, when they become men,
they hold the same beliefs and limit women
who they manage.
• Who’s going to write books in the future?
• Who’s going to make sure we use better
history books in schools?
on/ off
What’s the
message?
What’s the
effect?
“The accomplishments and
contributions of women are
often omitted or mentioned
only in a token manner in
high school text books.”
J. of Research in Teaching v.23. no.8, 1986.
@DrNatalie

6. WHY?
• Aristotle, rankings and the beginnings of Science
A women maybe said to be an inferior man.
• Paradigms
• Buying into the paradigm
• Examples of paradigms
• Personal Paradigm Shifts create Global Paradigm Shifts...
i.e.- it’s not them... it’s up to you...to change this
@DrNatalie

7. Paradigms...
You mean it’s not true...• Girls Can’t Do Math
• Female cranial capacity is too small to hold a powerful brain
• Women are meant to be seen, not heard
• Women’s place is in the home
• Your not as smart as your brother
• Marry Rich
• Never be too smart or too rich
• Money is the root of all evil
• You’ll never get a job doing something you love
• Your just going to get pregnant, so why bother?
• You should stick with one job for your whole life
• If you are asking a lot of questions, you can’t think for yourself
• Exercise of a women’s brain shrivels her ovaries
• Men make money, women spend it
• Right profession, wrong gender
• You must choose between success and a man.... @DrNatalie

8. How Systems Change
• What does it take for a system, invested
in the way it is, to change?
• To make jumps in evolution, products, ideology or cultures
Ex: Ptolemy’s Earth-centered to
Copernicus/Galileo’s Sun-centered universe
• Systems Change Theories: Complexity Theory, Emergent Evolution,
Punctuated equilibria & Bifurcation Points, Population Inversion....
We tend to meet new situations by reorganizing. And if
we are not careful, it is a wonderful method for creating
the illusion of progress while producing confusion,
inefficiency and demoralization.
--Petronium 210 B.C.
Greek Philosopher
Let’s Re-invent
the wheel!
@DrNatalie

9. Scientific Management
Taylor wrote, in early 1900’s:
This gentle men, is the beginning of the great mental revolution
which constitutes the first step toward scientific management.
It is a complete change in mental attitude: the substitution of peace for war,
of brotherly cooperation for contention and strife; of both pulling hard in the
same direction instead of pulling apart; of replacing suspicious watchfulness
with mutual confidence; of being friends instead of enemies. It is along these
lines, I say, that Scientific Management must be developed. The idea of
cooperation and peace is substituted for discord and war.
The substitution of this new outlook is the very essence of scientific
management. It exists nowhere until after this change in mental attitude of
both sides, employees and managers, has taken place.
What was implemented? Not all of that...
@DrNatalie

10. Who is this Organizational Man?
Quote from Fortune Magazine, 1956
“America is now peopled very largely by the Organizational Men. They are the middle-class
Americans who have left home, spiritually as well as physically to take the vows of the
organizational life. They not only work for the Organization; they belong to it. Each one
of them stands at the center of a deep conflict in American values.
Business has institutionalized itself to the point of resembling the
bureaucracies it deplores and asked of it’s growing armies of employees,
a total lifelong loyalty.
Perpetuating the Yes -man culture, it has gotten what it asked for:
Fabbly compliance. That is the revenge of the “company-oriented”
man who chants, Love that System, while biting their tongue
with their real feelings.
Some executives sense there is something wrong somewhere.
They dreamed of bold, imaginative enterprises and
instead have a corps of bureaucrats...”
@DrNatalie

11. Where Are We Going Now?
No Standard Process: Scientific Management
Went from industries with no standardized processes,
materials and technology; where each individual made
up their own way to do a job
Over Standardizing: Organizational Man
A version of scientific management, where rigid
constraints were imposed on the individual without
regard to their ideas, creativity, passion...
Rigid, Inflexible Corporate Cultures: Dissatisfaction
Corporate America admits it needs to change -high attrition of
critical people. Trend: people-oriented management. Tired of
the old way of Command and Control Method of Management...
managers who yell, scream, intimidate, demand...
@DrNatalie

12. Does any of this make
sense today?..
• Aristotle, Scientific Management, The“Organizational Man”
David Whyte, a corporate poet, says:
We leave 60% of ourselves in the car bringing into work an empty shell of
ourselves, yet we complain that “they” are like “that”...”
We are each individually responsible for the culture at work: we are them.
When the mind is abstracted from the heart, we close ourselves off. As we
close off the air vents, we gasp for air, and yet we reach to close off the
next vent and the next one...
• Corporate America is suffocating on this old stuff
• How to change it?
• Create an invitation: enroll others in new a win/win...
@DrNatalie

13. Trust Relationship with Employees
Power Models
Systems Change Methods
Conflict Resolution Models
In your Being...
In your accomplishments...
In your writing and speaking about them....
A New Map:
How You, As a Women, Can Shape the
Future and the World..
@DrNatalie

14. • Changes in attitude towards employee-manager relationship:
management training and coaching, mentoring, employee
training and development
• Skills and attributes for the new culture:
collaboration, cooperation, communication, synergy,
connectedness, networking, recognition, celebration...
**Why Employees Don’t Do What They’re Supposed to DO and What to do about it, Ferdinand Fournies, 1988, ISBN 0-8306-9834-5.
Today: Re-engineering &
Corporate Transformations
15 year study, 20,000 managers:
Better employee performance when manager’s
style changed to people-oriented **
@DrNatalie

15. Command and Control
Competition, divide, us vs. them
Reason, indifferent, impassionate
Stiff, decisive, stubborn, rigid, austere
Doing to
Unique, one man is an island
Demanding, conceal, suppress
Fixing, cast down, embarrass, oppose
Sterness, unyielding
Take the credit, discount, stifle
People-Oriented
Collaboration, cooperation
Feelings, excitement, passion
Flexible, unconstrained
Being with
Unity, togetherness
Communication, divulge, enlighten
Nurturing, train, foster, support
Kindness, Caring
Contribution, recognition
New Trend in Models
of Power and Leadership
@DrNatalie

16. Feminine Qualities
Collaboration, cooperation
Feelings, excitement, passion
Flexible, unconstrained
Being with
Unity, togetherness
Communication, divulge, enlighten
Nurturing, train, foster, support
Kindness, Caring
Contribution, recognition
Masculine Qualities
Competition, divide, us vs. them
Reason, indifferent, impassionate
Stiff, decisive, stubborn, rigid, austere
Doing to
Unique, one man is an island
Demanding, conceal, suppress
Fixing, cast down, embarrass, oppose
Sterness, unyielding
Take the credit, discount, stifle
*The Chalice and The Blade, Riane Eisler, 1988 and
Judy Rosener’s article Ways Women Lead Harvard Business Review, 1990.
Qualities of Leaders*
@DrNatalie

17. Good News is: Women
Naturally Lead This Way
People-Oriented
Collaboration, cooperation
Feelings, excitement, passion
Flexible, unconstrained
Being with
Unity, togetherness
Communication, divulge,
enlighten
Nurturing, train, foster, support
Kindness, Caring
Contribution, recognition
Command and Control
Competition, divide, us vs. them
Reason, indifferent, impassionate
Stiff, decisive, stubborn, rigid, austere
Doing to
Unique, one man is an island
Demanding, conceal, suppress
Fixing, cast down, embarrass, oppose
Sterness, unyielding
Take the credit, discount, stifle
Bottom line: Institutionalization of “Feminine” Values
@DrNatalie

18. Recognition of Ourselves:
Contribution Women Make to Society....
• We contribute by being who we are
• Acknowledge we naturally offer are these qualities
• May not have fully adopted them: not the norm... yet...
(influence of scientific management & the organizational man)
• What about the future?
• Create the norm... jump on the bandwagon...leapfrog to
the next level and redefine power....
• Systems do change; learn to change with the system; not
fight; see the pattern & help shape-shift the change
• Bottom-line: System is changing & it’s OK to be yourself now
@DrNatalie

19. New Models of Power
• Command and Control
– Old power model used by men
– Women adopted it, cuz there was no other
– Makes women seem bitchy, mean, angry, un-enrolling...
• People-Oriented
– Leadership requires: enrolling, engaging and acknowledging
– Redefine power for yourself/reshape powerful leadership for all...
– It’s time we started leading from our hearts...
– Institute of HeartMath* studies... Women Lead Their Hearts-
Doc Lew Childre & The Hidden Power of the Heart Sara Paddison
– They give us data and permission to do what we do naturally...
@DrNatalie

20. Acknowledging the Natural Ways Women
Lead and the Direction the System is Going
American Association of University Women (AAUW):
“Girls work better when they work cooperatively on projects; competition formats
appeal more to boys, yet are stilled used as standard teaching practices.”
Cooperation, used in concurrent engineering, integrated product development &
teaming, is looked at as a good thing.... two heads are better than one...teamwork
puts to use those skills once thought of extraneous, soft or fluff.
“Girls are more concerned with feelings and interpersonal relationships than boys.
This is interpreted as not being serious, smart or tough enough to be successful.
CEO’s use their feelings, in the way of intuition, 70% of the time. We have now
developed an interpersonal relationship based management style including
coaching, mentoring, employee development
“Girls tend to ask more questions and this is interpreted as not thinking for themselves
vs curiosity or a desire to REALLY understand or admit they are unclear.”
We now call this risk management and a facilitative management style.
Bottom-line: Do what you do best.
Then:
NOW:
Then:
Then:
NOW:
NOW:
@DrNatalie

21. Women Mentoring & Supporting Women
Women who had developed successful careers had mentors who encouraged them, provided them with
support and steered them through the early phases of their careers. Exit from a career occurred during
times of uncertainty and doubt; a time when mentoring made the difference between quitting and
success.
• Association of Women in Science (AWIS) stated:
Exposure to women (in various sizes and color) addressed many nagging concerns of
proteges as to whether they could picture themselves as both women and scientists.
• Gifted Child Quarterly, Winter 1995, describes:
Gifted and talented adolescent girls exhibit less confidence about math and
science skills, avoid taking the harder classes and consequently severely limit their
future choices of classes, college curriculum and careers and thus their
own economic stability and wealth as well as wasting a human resource.
• 1994 National Science Foundation reported:
34% of high school girls reported being advised by a faculty
member not to take senior math. Discouragement is common.
• Educational Horizon’s, Spring 1995, stated:
The major factor in preventing girls from continuing science and
math education is the lack of exposure to female role models.
• 1996 Committee on Women In Science reported,
@DrNatalie

22. **America’s Competitive Secret:
Women Managers
• If Corporate America fully utilized the nations’ human capital,
they would be making a solid business investment.
• Companies that committed over a 6 yr period to promoting
minority and women workers, over a 5 yr period:
18.3% profit*
• Companies with the most shatter-proof glass ceilings:
7.9% profit*
• Diversity hiring:
70’s it was a government mandate
80’s it was the right-thing-to-do
90’s it is a bottom-line decision.***
@DrNatalie

23. Hierarchical Based Web-Based
Structure of Organizations
Leader
Leader
Command and Control
• Leaders Job:
Design Systems and Management
Philosophy to Control the employees work
• Lines of Communication:
defined; flows up/ not down
People Oriented
• Leaders job:
Cheer lead, champion, empower, coach,
mentor, acknowledge, reward
• Lines of Communication: Not defined
(no lines) drawn; flow all directions, with
everyone, creating a web of connectivity
@DrNatalie

24. People-Centered
Leadership
Quotes from CEO’s...
Company CEO
3M Livio DeSimone
Body Shop Anita Roddick
Sony Nobuyuki Idei
My job is...
To develop and support individual initiative while
breaking down the bureaucracy and cynicism. Based on a
trust relationship between managers and employees, they
have the opportunity to renew the business continuously.
My organization maintains a constant sense of change,
even anarchy. Upward communication via the
Department of Damned Good Ideas and by
communication directly with director-level executives on
any issue.
Free the organization from corporate taboos; make it free
to explore all possibilities, never impose boundaries.
Most important tasks are to encourage people, share our
vision and headhunting to find the right people. My job
changes as the needs of the business change.
@DrNatalie

25. How Change Happens
• Reaction to Change: Crisis or Opportunity?
• Evaluate: “As Is” then Envision: “Could Be”
It’s not so much that we are afraid of change or so attached to the old ways, but it is the place
inbetween we fear... It’s like being inbetween trapezes.. It’s Linus when his blanket is in the
dryer... there is nothing to hold on to....
• Empower, Enrollment and Engagement of everyone in your
business having a vested interested or affected by the change
• Excel: You get what you focus on: time management
– Changes creates conflict... how will you handle it?
– Language and tone of change conversations
– Feedback is information to create with, not rejection
Lasting change does not take place by pronouncements or official programs. It takes
place slowly inside each of us and by the choices we think in the quiet wakeful
moments lying in bed just before dawn. --Peter Block The Empowered Manager
@DrNatalie

26. • Conflict Resolution: 5 ways
• Collaboration is best!
Change Creates Conflict
Assertiveness
(Satisfying own concerns)
Cooperativeness
(Satisfying others concerns)
Avoiding
(I lose/ You lose)
Competing
(I win/You lose)
Accommodating
(I lose/ You win)
Compromising
(I lose/ You win)
Collaborating
(I win/ You win)
@DrNatalie

27. How Women Shape Business?
THINK
THINK
THINK
THINK think outside-the-box...
The significant problems we face today can not be solved
at the same level of thinking we were at when we created them.
--- Imagination is more important than knowledge.--
-- Albert Einstein
As you search for the magic key to unlock the power,
You just need to know, you had it all along: it’s in your heart!
@DrNatalie

28. History
Mothers and Daughters of Invention by Autumn Stanley, Ruthers University Press 1995, ISBN 0-8135-2197-1
The Discovers: A History of Man’s Search to Know His World &Himself, Daniel Boorstin, 1985, ISBN 0-394-72625-1
J. of Research in Teaching v.23. no.8, 1986.
Paradigms
Eve’s Secrets: A New Theory of Female Sexuality, Joesphine Lowndes Sevely, 1987, ISBN 0-394-55438-8.
Creation of Patriarchy , ISBN 0-19-505185-8, 1986 and WHY History Matters, 1997, Gerda Lerner.
Reviving Ophelia, Mary Pipher, 1994, ISBN 0-345-39282-5.
School Girls, Peggy Orenstein, 1994, ISBN 0-385-42576-7
How Systems Change
Leadership and the New Science: Learning about Organization from an Orderly Universe, Margaret Wheately,
1992, ISBN 1-881052-44-3.
The Structure of Scientific Revolution, Thomas Kuhn, 1970, ISBN 0-226-45808-3,
Enlightened Leadership: Getting to the Heart of Change, Ed Oakly and Doug Krug.
Brief History of Everything, Ken Wilber, 1996, ISBN 1-57062-187-X.
Better Change: Best Practices for Transforming Your Organization, PriceWaterhouse, 1995, ISBN 0-7863-0342-5
and The Paradox Principle: How Companies Manage Change, PW.
Scientific Management
The One Best Way: Fredrick Winslow Talyor and the Enigma of Efficiency, Robert Kanigel, 1997, ISBN 0-670-
864021
Classics in Management, Edited by Harwood F. Merrill, 1970, American Management Association, Inc. ISBN 0-
8144-5231-0
The Organizational Man
References
@DrNatalie

29. ReferencesCorporate Poet and Soul of Corporate America
The Heart Aroused; Poetry and the Preservation of the Soul In Corporate America, 1994 ISBN 0-385-42350-0
Better Employee Manager Relationships
Why Employees Don’t Do What They’re Supposed to DO and What to do about it, Ferdinand Fournies, 1988,
ISBN 0-8306-9834-5.
Models of Power and Leadership
The Chalice and The Blade, Riane Eisler, 1988, ISBN 0-06-250289-1
Judy Rosener’s article Ways Women Lead Harvard Business Review, 1990.
Power of the Heart and Leading With It cx
HeartMath P.O. Box 1463 14700 W. Park Ave, Boulder Creek, CA 95006 408-338-8700
www.webcom.com/hrtmath
Bottom-line Value of Human Resources, Employee Development and Change to the System
Judy Rosener, America’s Competitive Secret: Women Managers, 1995 ISBN 0-19-511914-2
Department of Labor, 1995 Glass Ceiling Commission Report
The Loyalty Effect, Frederick F. Reichheld, ISBN 0-87584-448-0
Alternative organizational structures: Taurus, Saturn, etc...
Web of Inclusion, Sally Helgesen 1995, ISBN 0-385-42364-0
Changing Trends in What Management Does
Changing the Role of Top Management Beyond Systems To People, Christopher Bartlett and Sumantra Ghoshal,
Harvard Business Review, 1996
PWReview, Insights for Decision Makers, Journal PriceWaterhouse, Dec. 1997
How to Speak the Language of Success
A Woman's Guide to the Language of Success: Communicating with Confidence and Power, Phyllis Mindell, 1995,
@DrNatalie