interiors

As part of the Damore-related article I responded and posted about , I later wrote responses to other posters in response to a NY Times article An Open Letter to James Damore by Debra Sterling . Additional responses are below: To someone criticizing, rightly, Damore's gender views... In Hofstede's cultural dimension models, the drive for status is part of the masculinity dimension, and it varies a great deal, with the Scandinavian societies on the low end, having equivalent gender expectations, as opposed to the more traditional societies like the US. Although one might find that such traits are heritable, it is obvious that culture has a large influence on social norms. Equally important, Damore does not realize that the men entering the profession have turned the industry toxic, e.g., high pressure, not that the industry was toxic and therefore drove women away, or that what he assumes is the profession is simply emblematic of life in corporate America. Several years...

I posted a comment in response to An Open Letter to James Damore by Debra Sterling , below: It doesn't get mentioned, but some of the same stereotypes that Damore claims make women ill-suited for technology, e.g., extroversion and emotional management, are the same traits that in some studies have been shown to make teams more productive. The concern about managing relationships, regardless of gender, has been shown to correlate with more effective team leaders. Extroversion in programmers has also been shown to correlate with team productivity. I'm sure there are findings that might contradict the above, but Damore seems to have a very narrow view of what makes one effective. Leadership, or at least getting to the top, in Damore's view, and in traditional masculine societies, might require a desire for dominance and a penchant for combativeness, but ideal styles of leadership typically require driving consensus, presenting a vision, social cohesion and charisma, obvious...