Seeing the Light or Tilting at Windmills? The Case of Richards-Townshend
Keith Hunter, Monika Hudson, Karl Boedecker
January 1, 2015
Strategy & General Management
gender equity, organizational communication, leadership, decision-making
Journal of Critical Incidents
As a result of complying with a request made of al law firms to investigate gender equity, by his Bar Association, Merle Richards obtains evidence that his firm’s environment may not be gender neutral. A consultant’s report indicates confusion about the criteria for attorney retention and promotion, a perception of gender bias, rifts between female associates and female partners, and high dissatisfaction among most female partners. Meanwhile, the firm’s Board of Directors is divided regarding the wisdom of taking any conspicuous action to verify and address these issues. Students are asked to put themselves in Merle’s position as he tries to make sense of the consultant’s findings as well as make the right recommendation to the Board of Directors. Should Merle recommend that the firm openly examine gender bias in the workplace?