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Network logic embed equality and diversity perspectives throughout organisational cultures and working practices. As a result, today the debate often becomes trapped within an unhelpful dichotomy of compulsion versus voluntarism. The major problem with this dichotomy is that it cannot accommodate any approach to equality that doesn’t take either the state or the market as its starting point. Yet policy-makers are increasingly recognising that long-term problems cannot be addressed using the traditional instruments available to them, or by a blind faith in market forces. Instead, as Bentley and Wilsdon have recently argued, they require changing the dominant assumptions governing models of organisation, and the development of greater adaptive capacity at every level of the system. 9 In this emerging framework, gender inequality should be understood as a problem involving complex, dynamic processes that cannot be easily tackled by reference to existing models or off-the-peg solutions. Instead, it requires open-ended capacity-building efforts, involving multiple stakeholders, across the wider system, which produces and reproduces gender inequalities. Women’s networks might not provide the whole picture here, but they offer some important clues as to what an ‘adaptive’ approach towards gender equality could look like. An approach that is participatory Equality cannot be ‘gifted’ to individuals or groups by the state using a top-down model, nor can it be bestowed by diversity initiatives driven by employers. These approaches are least likely to win widespread legitimacy and most likely to attract backlash and charges of tokenism. In contrast, the starting point for women’s networks is women themselves. Whether corporate or sector-wide, networks rely on the active participation of their members to succeed. They facilitate access to a supportive and enabling community, but individuals have the ultimate responsibility for converting the ties they make through the network into concrete opportunities and outcomes. Women’s success is thus generated by women’s own agency. 124 Demos
Old boys and new girls An approach that is self-organising In the same way that equality and diversity initiatives that are imposed in a top-down manner are unlikely to result in whole system change, women’s networks cannot be prescribed by managers. The first corporate networks were created on the initiative of individual women who perceived a need, and succeeded because there was a groundswell of women within the company who shared that view. The same principle applies to networks outside the workplace, where the range and scope of activities tend to be member-led, often evolving through series of experiments and listening exercises. This self-organising quality gives networks their dynamic quality, but it may also explain why some networks do not survive. An approach that accommodates diversity The fragmentation of the women’s movement during the 1980s is often attributed to the challenge of diversity. Women’s identities and experiences, it was felt by many, were far too complex and diverse to sustain any notion of collective interests, and the search for consensus thus became an illegitimate political project. Today, women’s networks offer an alternative model of solidarity, which balances the interests of individuals (‘What can I get out of this? How can I develop as a person?’) with the desire for reciprocity, mutual support and, if appropriate, collective action (‘How can I help others? What can we achieve together?’). Women’s networks are highly flexible, allowing members to pick and choose how and when they connect with each other. Many women are members of several networks simultaneously, or switch from one to another as their needs change. While networks create shared identities among women, they do not demand political consensus. An approach that operates on several levels simultaneously Gender inequality cannot be tackled by breaking the problem down into smaller components and treating each one separately. Rather, a fabric of interrelated factors must be addressed at the same time. Women’s networks operate on at least three levels. First, they meet the Demos 125
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Network Logic Who governs in an int
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About Demos Demos is a greenhouse f
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Open access. Some rights reserved.
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Network logic 10. Your friendship n
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We are some way from being able to
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Network logic urban communities, re
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Network logic a weblog called DearR
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Network logic against risk: protect
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Network logic the actions to tackle
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Editors’ note A significant featu
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5. Untangling the threads networks,
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Untangling the threads Given the co
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14. The information utility John Ta
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Power does not reside in institutio
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Copyright 226 Demos DEMOS - Licence
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