Guest post by Dr Anna Notaro, University of Dundee
In a blog post entitled We have come a long way but…, Athene Donald, Professor of Experimental Physics at Cambridge University with an interest in matters of equality and diversity, while recognising the success of the Athena project launched back in 1999 and of the Athena Swan Charter, also acknowledges how too many departments still think that Athena Swan means ‘high profile events, counting how many women professors you have, and trying to get a higher award than the next department’.
As a sign of how successful the Athena brand has become the Charter, originally limited to STEM subjects, will be expanding later this year to include arts, humanities, social science, business and law departments. Some pilot schemes in the humanities have already been carried out last year; of particular interest is the report just released by the Royal Historical Society, where concern is expressed ‘about a macho work culture of intense competition and peer pressure, with no interest in a good work/life balance, in the context of a sector-wide climate of continually raised expectations of achievement in research, publication and grant-winning.’
Ireland is following suit with the launch on February 5th of an Athena SWAN pilot open to all publicly funded universities and institutes of technology. NUI Galway is taking a lead on the issue of gender equality by setting up an independent taskforce; however as retired Supreme Court judge Catherine McGuinness writes in the Irish Times, the issue of gender discrimination ‘is not unique to traditional sectors such as higher education or even to Ireland.’ This is sadly true. In fact according to a recent World Economic Forum report not one country has fully closed the gender gap yet (the UK has dropped from 9th to 26th place since 2006), and it will take 81 years for the worldwide gap to close if progress continues at the current rate.
Back to academia. An analysis by Thomson Reuters in association with Times Higher Education in 2013 demonstrated startling levels of gender inequality in research-intensive universities across the world. In the UK the Equality Challenge Unit’s statistical report for 2014 on Equality in Higher Education showed a persistent pay gap median of 13.6% between male and female academics, a decline in uptake and duration of maternity leave, few opportunities for part-time working across the whole higher education sector and the continued dominance of men in senior roles. Specifically, only 14% Vice-Chancellors and Principals are female, only 20.5% of professors are female, and in 2013 only 15 professors were BAME (black, Asian and minority ethnic) women.
On a positive note, one might celebrate the fact that more women are now reaching middle management and yet, as Tara Brabazon notes in her sobering piece Generation X Women and Higher Education:
‘These posts manage teaching staff, workload, timetabling and assessment: the ‘housework’ of universities…female academics into middle management is not the clean victory it appears. The structures have not changed. The assumptions about teaching ‘value’ have not altered.’
What is also troubling is that female academics remain very reluctant to bring cases over career progression or gender discrimination. This, according to Joan Donegan, deputy general secretary of the Irish Federation of University Teachers, is mostly due to isolation and lack of confidence. In the UK I recall the case of Liz Schafer, a Professor at Royal Holloway who took legal action over her employer’s ‘scandalous’ professorial pay gaps.
Perhaps it is not so shocking that, as the author of a study on sexism in academia reveals, she had to find a way to tell women’s stories, without any hint of those women being identifiable, so afraid were they of negative repercussions. I think that there is enough evidence to attest that universities have a gender equality problem, one which is not ‘natural’ but – ironically, given the business universities are in – ‘cultural’. The question is how to solve it without waiting 81 years for the gender gap to close.
The first step is to acknowledge the problem, to talk about it in public fora like this one. Secondly, universities must not become complacent, they must be aware of the ever-present risk that policies and programmes (like the Athena Swan) aimed at addressing equality and diversity issues may become substitutes for action. Thirdly, conscious, structured, institutional efforts are needed to counteract unconscious and unintentional gender biases.
As judge Catherine McGuinness rightly put it in the opinion piece cited above, ‘systemic problems require systemic and not localised solutions’, hence corrections need to be built into our systems. Such corrections can include training, mentoring, leadership programmes, and as the Equality and Diversity in the REF: Final report advocates:
‘Funding bodies should consider more explicitly assessing measures to promote and support equality and diversity, as part of the research environment element of a future REF exercise.’
Lastly, quotas can be, even on a temporary basis, the corrections we need. Personally, I am persuaded by the research in this field, for example by the work of Curt Rice and Louise Davidson- Schmich. Significantly, one of the recommendations of the review of higher education governance in Scotland, chaired by the host of this blog in 2012 was that 40 per cent of all members of governing bodies should be women, and that institutions should work towards that aim. A synergy between universities and governments can deliver results, as the Flemish gender action plan shows.
In conclusion, the reader may have noted of course that the title of this post echoes the one of a popular erotic romance novel. This is no cheeky choice: as the writings of generations of gender studies scholars like Andrea Dworkin or novelists like Angela Carter have argued, sexuality and power converge to create masterful societal narratives, hence old romantic fantasies of dominant men happen to coexist, in our sexually saturated culture, with highly successful examples of macho management and leadership. The risk is that the permanence of similar models will tie women down far more than any rope ever could, trapping them forever in universities’ ‘ivory basements’.