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Manual Disappearing Acts: Gender, Power, and Relational Practice at Work (MIT Press)

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Cornel West: "Speaking Truth to Power"

She is a frequent speaker at national and international conferences on the topic of women, power, and leadership and is the co-author of a widely read Harvard Business Review article entitled: A Modest Manifesto for Shattering the Glass Ceiling. About Jessica DeGroot Jessica DeGroot, President and Founder of ThirdPath Institute , is passionately committed to helping men and women—as parents and leaders—create an integrated approach to work and life.


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Jessica and the ThirdPath community provide coaching, training, and workbooks to individuals and families looking for new and better ways to balance work and life. They also work with leaders who want to follow an integrated career path, helping them create more satisfying solutions and become role models for everyone around them.

Jessica and her husband live in Philadelphia and continue to practice an integrated approach to work and life even now with two grown children.

Record. Disappearing Acts: Gender, Power, and Relationa – Relations industrielles – Érudit

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Thank You for Supporting Work Flexibility! Previous Next. Share Share 2. About the Author: Emma Plumb. A brief introduction provides an overview, explaining the structure of the book and the logic behind each chapter.

Disappearing Acts: Gender, Power, and Relational Practice at Work

Chapter 1 is an intellectual autobiography: Fletcher explains the genesis of her interest in the topic of relational practice and its links with gender and power, on the one hand, and the nature of work in organizations, on the other. Chapter 2 outlines the three theoretical perspectives that inform the study and allow interpretation of the findings: feminist poststructuralism, the sociology of work again, from a feminist standpoint , and relational psychology.

Chapter 3 describes the study methodology. Feminist researchers have been pointing out for some time now that this dichotomy is not merely harmful, but profoundly unrealistic: human beings do not check in their emotional lives at the door of the workplace. The workplace used for the study was one where Fletcher was already familiar to employees as part of a team engaged in a larger project.

This facilitated her research, which consisted of structured observation: shadowing six women engineers while taking extensive notes, then debriefing with the study subjects in both individual and