1  Summary of each unit

Unit 1  Welcome to the course and what you need to know

In this unit you considered how videoconferencing can be used to support or resist gender inequity at work. As rapid technological developments have increased, remote and flexible working patterns and online meetings have become routine features of our day-to-day working lives and they have changed how participation is organised.

The Social Identity Wheel was introduced to help you think about who you are and how it impacts how you work, and to notice how privilege can normalise some identities over others.

Drawing on findings from a multinational research project in Germany, Iceland, Spain and the UK, the course’s overall aims are to make your work meetings more pleasant and more productive by making sure everyone is getting their say.

Unit 2  Being a participant – how to play nicely!

This unit discussed how participation in online meetings is shaped by gender and power, influencing who takes the floor, who is interrupted and whose contributions are heard. The course presents four communication styles: submissive, confrontational, assertive and cooperative, to consider how they impact equity in meetings.

Confrontational behaviour, including repeated interruptions and inappropriate remarks, can hinder group interaction and sideline others, whereas assertive and cooperative approaches value colleagues’ input, set limits respectfully and involve all participants.

Microaggressions – unintentional behaviours or comments that exclude or demean colleagues – are more common than often thought in videoconferencing. Common examples include unnecessary or patronising explanations, subtle snubs and abrupt interruptions while someone is speaking. Microaggressions are often shaped by existing inequalities in people’s social positions, within both organisational culture and society more generally. Women and other minoritised groups are more likely to experience microaggressions at work. Recognising these dynamics and choosing responses that welcome participation helps build equitable online working relationships where everyone feels comfortable to contribute.

Unit 3  Leading the way – effective chairing

This unit differentiated between effective and ineffective chairing practices and explained the differences between participatory and directive leadership styles. Although each has benefits and drawbacks, depending on the context and function of the meeting, a participatory style of leadership contributes to a more inclusive experience for everyone at the meeting.

Unit 3 presented research showing that participation in meetings is impacted by social identities, with some groups less likely to participate than others. Social identities also shape responses to the chair, with previous research showing that female chairs are judged more harshly than male chairs.

The concept of intersectionality was introduced to consider how multiple social identities interact to produce unique experiences of discrimination. Inclusive chairing involves awareness of the range of social identities within meetings and ensures that the views and contributions of all are invited and valued – the unit outlined practices, such as inclusive language use, that promote participation, as well as those that discourage it.

Unit 4  50 shades of humour

Humour in the workplace serves various functions, including fostering community and relieving stress, but it can also reinforce hierarchies and contribute to bullying. The unit considered how the perception of humour can vary depending on context and identities, such as gender, race and class.

Often, men dominate joke-making during online meetings, while women are expected to laugh along, reflecting societal expectations. Humour can create a positive atmosphere or relieve awkwardness in uncomfortable situations. However, it can also be misappropriated to mock or belittle others, resulting in a toxic work environment. Reactions to humour can vary, influenced by one’s position and identity, highlighting the importance of attending to the dynamics of humour to mitigate workplace hierarchies.

Unit 5  Could this meeting be an email?

This unit explored how time management in the workplace affects men and women differently, especially due to the ‘second shift’ many women face with both paid work and domestic responsibilities. It analysed how the lack of regulation and poor planning of meetings can worsen these inequalities, negatively impacting the work–life balance.

It also examined gender dynamics in meetings, such as the unequal distribution of speaking time and the invisibility of women’s voices. By using practical tools, the unit suggested how to optimise meetings to make them efficient, inclusive and respectful of everyone’s time, to help contribute to a fairer and more productive organisational culture.