Unsettling Universities' Incongruous,Gendered Bureaucratic Structures: A Case‐study Approach

Recent research shows that women faculty members in academia continue to face systemic barriers to opportunity and advancement and that these barriers are particularly strong in science and engineering, and in university administration. University administrators and faculty members, however, have been slow to recognize that systemically gendered barriers will have to be reduced or eliminated in order for women faculty to advance in their careers. One key problem is that many, if not most, leaders in powerful decision‐making roles in universities continue to embrace women‐centred explanations for gender disparities in advancement through the academic ranks. University leaders' lack of recognition of institutionalized gender barriers suggests the need for greater dissemination of research findings (and training) about how systemic barriers operate and why these barriers disproportionately disadvantage women. In this article I first theorize universities as incongruous, gendered bureaucratic structures. I then outline an intervention strategy for enabling university faculty members and administrators to see incongruous, gendered bureaucratic structures and to then use this knowledge to develop strategies for addressing the problem of women's underrepresentation among science and engineering faculty. The strategy described is a case‐study approach recently implemented at a mid‐sized research‐intensive university in the US Midwest. The workshop was part of a broader university programme aimed at transforming the university's cultures, practices and structures in ways that help to enhance the recruitment, retention and promotion of women scientists. I conclude by discussing the benefits and limitations of the case‐study approach as a method for unsettling accepted knowledge about the gendered structures and normative practices of the university.