3 Looking back, going forward
In Unit 1, you explored some of the topics introduced in the course. To refresh your memory these topics are included here again with a summary of the key points you have learned about each topic.
Communication styles
Gender can impact how we communicate at work. What we say and do, as well as what we expect from others can be influenced by gender stereotypes, non-verbal cues and power relationships.
Unit 2 – key points
Unit 2 explored four communication styles:
Submissive = avoids conflict – apologetic, hesitant, defers to others.
Confrontational = direct and often aggressive, blunt, combative, dominating tone, focus on winning or asserting control.
Assertive = respectful and confident – self-assured, open to dialogue, honest.
Cooperative = prioritises working together – seeks consensus and values group harmony, flexible, focused on shared goals.
Assertive and cooperative styles are most closely linked to creating equity in meetings, as they support inclusive dialogue and shared decision making. You also looked at how microaggressions, which are subtle, often unintentional behaviours or comments, can undermine equity by making people feel excluded, disrespected or less valued in group interactions.
The four most common communication styles that include both spoken and body language were detailed in an interactive graphic.
Leadership
Chairing a meeting is a form of leadership. Different forms of leadership can promote or reduce equal and fair participation from meeting attendees.
Unit 3 – key points
Unit 3 looked at two leadership styles – participatory/facilitative and direct/authoritative and their impact on equity in meetings. While participatory leadership encourages inclusion and shared decision making, it can lead to longer, less focused meetings. Direct leadership offers clarity and quick decisions, but it may limit discussion. Used thoughtfully, both styles can support equity and productivity. Effective leaders often blend both styles, depending on the context and what the goals of the meeting are.
We also explored how good chairing means being aware of how social identities like gender, race or disability can shape people’s experiences in meetings. Inclusive chairing actively invites and values all contributions. We outlined practical ‘dos’ and ‘don’ts’ for running more equitable, respectful and effective meetings.
Some of the key aspects of chairing an inclusive online meeting were summarised in a series of flip cards.
Ensuring inclusive online meetings
Humour
Workplace humour can serve many different purposes. It can be a great tool for building relationships among colleagues and teams, but it can also be used to undermine a person or even become a means of bullying.
Unit 4 – key points
Unit 4 explored how humour shapes power dynamics in online meetings. It can be a powerful tool to either reduce or reinforce workplace hierarchies.
Used positively, humour can lighten the mood, make people feel more comfortable sharing mistakes and defuse tension. Chairs can use humour to set a welcoming tone and encourage openness. However, humour can also be used to belittle others, conceal aggression or maintain control while appearing friendly. It can reinforce hierarchies, especially when used by those in senior roles, and may perpetuate stereotypes or even prejudice.
You looked at how humour is gendered – men are expected to make more jokes, often in a direct or challenging style, while women are expected to laugh along or use humour to build connections. These patterns reflect and reinforce broader stereotypes about gender roles and authority in the workplace. Reflecting on one’s own and others’ use of humour is an important step in challenging these dynamics and fostering equity in meetings. To end this unit, we looked at practical skills to change meeting cultures in the workplace.
Unit 4 Activity 2 feedback
To view the videos again, return to Unit 4 Videos 1–3.
Time
Time is precious and most people feel they do not have enough of it at work. Distribution of time at work affects men and women differently, particularly for those who have competing work–life commitments.
Unit 5 – key points
Unit 5 focused on the importance of managing time in online meetings and recognising that time is a valuable resource for everyone. Before scheduling a meeting, it’s important to consider who it impacts and whether it’s truly necessary. You were introduced to a decision-making tool to guide this process, prompting key questions such as:
How might this meeting affect those with caregiving responsibilities?
Are all voices – especially women’s and minoritised groups – being heard?
Can the timing or duration be adjusted to respect everyone’s time?
Using this approach benefits everyone. For women, it can help reduce work overload and protect time for personal responsibilities. For organisations, it leads to more efficient, inclusive and productive meetings. For teams, it fosters a supportive work culture and improved wellbeing. Being mindful of how time is used in meetings is a practical way to support equity and build more respectful and effective workplaces that everyone can enjoy.
The decision tree in Activity 1 helped you decide whether you should communicate by email or call a meeting.
Unit 5 Activity 1 Decision tree: meeting or email?
2 The Social Identity Wheel