Development of Situational Awareness

Environment Blindness and Active Observation

The basis for developing true gender intelligence lies in the ability to read the environment, known as situational awareness.

Often, men operate in the work world like air breathers: they don't notice the environment because it has historically been designed for their natural comfort and fit.

This lack of perception creates a significant gap: while a high percentage of women report experiencing discrimination or harassment, the vast majority of men do not perceive these problems as real in their immediate environment.

Breaking this inertia requires a deliberate effort to stop and observe how others experience the same work ecosystem.

Competency number one is learning to listen and detect subtle inequalities.

We must pay attention to specific dynamics: Who interrupts whom in meetings, does a male colleague appropriate a female colleague's proposal and receive the applause she was denied minutes earlier? Another key indicator is "invisible work".

Let's look at who is in charge of logistical tasks that do not add to professional development, such as coordinating the purchase of end-of-year gifts, taking meeting minutes or managing refreshments.

If these tasks fall disproportionately on the women on the team, this is a structural bias that needs to be corrected.

We must also be alert to condescending explanations, where a man explains basic concepts to a woman who is an expert in the subject, assuming an unjustified intellectual inferiority.

Recognition and Use of Privilege

An essential component of gender intelligence is an understanding of privilege.

In this context, privilege does not necessarily refer to wealth, but to the invisible advantages gained simply by belonging to the dominant group.

For example, a man rarely has to worry about his technical competence being automatically questioned upon entering a room, or is less likely to be constantly interrupted while expounding an idea.

The goal is not to feel guilty about these advantages, but to recognize them and assume them responsibly.

Gender intelligence involves using that social capital to level the playing field.

If we notice that there is an imbalance in participation during a strategic discussion, where male voices dominate 80% of the time, our responsibility is to intervene to ensure that female perspectives are heard and integrated.

By identifying these experiences and acting on them, we raise our consciousness and become active agents of equity.

Summary

Gender intelligence is based on situational awareness, the ability to read a work environment historically designed for male comfort. It is vital to actively observe subtle dynamics, such as who is interrupting whom or who is appropriating others' ideas in meetings.

We must detect the "invisible" and logistical work that falls disproportionately on women, as well as condescending explanations. If these tasks do not add to professional development but are systematically assigned by gender, we are facing a structural bias that requires immediate correction.

Recognizing privilege implies understanding the invisible advantages of belonging to the dominant group without feeling guilty. The goal is to use this social capital to intervene in the face of imbalances, ensuring that women's voices are heard and integrated, thus becoming active agents of equity.