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Gender mainstreaming

  • What is Gender mainstreaming
    • Policy cycle
  • Institutions and structures
    • European Union
    • EU Member States
    • Stakeholders
    • International organizations
  • Policy areas
    • Agriculture and rural development
      • Policy cycle
    • Culture
      • Policy cycle
    • Digital agenda
      • Policy cycle
    • Economic and financial affairs
      • #3 Steps Forward
        • How can you make a difference?
      • Economic Benefits of Gender Equality in the EU
      • Policy cycle
    • Education
      • Policy cycle
    • Employment
      • Policy cycle
      • Structures
    • Energy
      • Policy cycle
    • Entrepreneurship
      • Policy cycle
    • Environment and climate change
      • Policy cycle
    • Health
      • Policy cycle
    • Justice
      • Policy cycle
    • Maritime affairs and fisheries
      • Policy cycle
    • Migration
      • Policy cycle
    • Poverty
      • Policy cycle
    • Regional policy
      • Policy cycle
    • Research
      • Policy cycle
    • Security
      • Policy cycle
    • Sport
      • Policy cycle
    • Tourism
      • Policy cycle
    • Transport
      • Policy cycle
    • Youth
      • Policy cycle
  • Toolkits
    • Gender Equality Training
      • Back to toolkit page
      • What is Gender Equality Training
      • Why invest in Gender Equality Training
      • Who should use Gender Equality Training
      • Step-by-step guide to Gender Equality Training
        • Preparation phase
          • 1. Assess the needs
          • 2. Integrate initiatives to broader strategy
          • 3. Ensure sufficient resources
          • 4. Write good terms of reference
          • 5. Select a trainer
        • Implementation phase
          • 6. Engage in the needs assessment
          • 7. Actively participate in the initiative
          • 8. Invite others to join in
          • 9. Monitoring framework and procedures
        • Evaluation and follow-up phase
          • 10. Set up an evaluation framework
          • 11. Assess long-term impacts
          • 12. Give space and support others
      • Designing effective Gender Equality Training
      • Gender Equality Training in the EU
      • Good Practices on Gender Equality Training
      • More resources on Gender Equality Training
      • More on EIGE's work on Gender Equality Training
    • Gender Impact Assessment
      • Back to toolkit page
      • What is Gender Impact Assessment
      • Why use Gender Impact Assessment
      • Who should use Gender Impact Assessment
      • When to use Gender Impact Assessment
      • Guide to Gender Impact Assessment
        • Step 1: Definition of policy purpose
        • Step 2: Checking gender relevance
        • Step 3: Gender-sensitive analysis
        • Step 4: Weighing gender impact
        • Step 5: Findings and proposals for improvement
      • Following up on gender impact assessment
      • General considerations
      • Examples from the EU
        • European Union
          • European Commission
        • National level
          • Austria
          • Belgium
          • Denmark
          • Finland
          • Sweden
        • Regional level
          • Basque country
          • Catalonia
        • Local level
          • Lower Saxony
          • Swedish municipalities
    • Institutional Transformation
      • Back to toolkit page
      • What is Institutional Transformation
        • Institutional transformation and gender: Key points
        • Gender organisations
        • Types of institutions
        • Gender mainstreaming and institutional transformation
        • Dimensions of gender mainstreaming in institutions: The SPO model
      • Why focus on Institutional Transformation
        • Motivation model
      • Who the guide is for
      • Guide to Institutional Transformation
        • Preparation phase
          • 1. Creating accountability and strengthening commitment
          • 2. Allocating resources
          • 3. Conducting an organisational analysis
          • 4. Developing a strategy and work plan
        • Implementation phase
          • 5. Establishing a support structure
          • 6. Setting gender equality objectives
          • 7. Communicating gender mainstreaming
          • 8. Introducing gender mainstreaming
          • 9. Developing gender equality competence
          • 10. Establishing a gender information management system
          • 11. Launching gender equality action plans
          • 12. Promotional equal opportunities
        • Evaluation and follow-up phase
          • 13. Monitoring and steering organisational change
      • Dealing with resistance
        • Discourse level
        • Individual level
        • Organisational level
        • Statements and reactions
      • Checklist: Key questions for change
      • Examples from the EU
        • Preparation phase
          • 1. Strengthening accountability
          • 2. Allocating resources
          • 3. Organisational analysis
          • 4. Developing a strategy and working plan
        • Implementation phase
          • 5. Establishing a support structure
          • 6. Setting objectives
          • 7. Communicating gender mainstreaming
          • 8. Introducing methods and tools
          • 9. Developing Competence
          • 10. Establishing a gender information management system
          • 11. Launching action plans
          • 12. Promoting within an organisation
        • Evaluation and follow-up phase
          • 13. Monitoring and evaluating
    • Gender Equality in Academia and Research
      • Back to toolkit page
      • WHAT
        • What is a Gender Equality Plan?
        • Terms and definitions
        • Which stakeholders need to be engaged into a GEP
        • About the Gear Tool
      • WHY
        • Horizon Europe GEP criterion
        • Gender Equality in Research and Innovation
        • Why change must be structural
        • Rationale for gender equality change in research and innovation
      • HOW
        • GEAR step-by-step guide for research organisations, universities and public bodies
          • Step 1: Getting started
          • Step 2: Analysing and assessing the state-of-play in the institution
          • Step 3: Setting up a Gender Equality Plan
          • Step 4: Implementing a Gender Equality Plan
          • Step 5: Monitoring progress and evaluating a Gender Equality Plan
          • Step 6: What comes after the Gender Equality Plan?
        • GEAR step-by-step guide for research funding bodies
          • Step 1: Getting started
          • Step 2: Analysing and assessing the state-of-play in the institution
          • Step 3: Setting up a Gender Equality Plan
          • Step 4: Implementing a Gender Equality Plan
          • Step 5: Monitoring progress and evaluating a Gender Equality Plan
          • Step 6: What comes after the Gender Equality Plan?
        • GEAR action toolbox
          • Work-life balance and organisational culture
          • Gender balance in leadership and decision making
          • Gender equality in recruitment and career progression
          • Integration of the sex/gender dimension into research and teaching content
          • Measures against gender-based violence including sexual harassment
          • Measures mitigating the effect of COVID-19
          • Data collection and monitoring
          • Training: awareness-raising and capacity building
          • GEP development and implementation
          • Gender-sensitive research funding procedures
        • Success factors for GEP development and implementation
        • Challenges & resistance
      • WHERE
        • Austria
        • Belgium
        • Bulgaria
        • Croatia
        • Cyprus
        • Czechia
        • Denmark
        • Estonia
        • Finland
        • France
        • Germany
        • Greece
        • Hungary
        • Ireland
        • Italy
        • Latvia
        • Lithuania
        • Luxembourg
        • Malta
        • Netherlands
        • Poland
        • Portugal
        • Romania
        • Slovakia
        • Slovenia
        • Spain
        • Sweden
        • United Kingdom
    • Gender-sensitive Parliaments
      • Back to toolkit page
      • What is the tool for?
      • Who is the tool for?
      • How to use the tool
      • Self-assessment, scoring and interpretation of parliament gender-sensitivity
        • AREA 1 – Women and men have equal opportunities to ENTER the parliament
          • Domain 1 – Electoral system and gender quotas
          • Domain 2 - Political party/group procedures
          • Domain 3 – Recruitment of parliamentary employees
        • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
          • Domain 1 – Parliamentarians’ presence and capacity in a parliament
          • Domain 2 – Structure and organisation
          • Domain 3 – Staff organisation and procedures
        • AREA 3 – Women’s interests and concerns have adequate SPACE on parliamentary agenda
          • Domain 1 – Gender mainstreaming structures
          • Domain 2 – Gender mainstreaming tools in parliamentary work
          • Domain 3 – Gender mainstreaming tools for staff
        • AREA 4 – The parliament produces gender-sensitive LEGISLATION
          • Domain 1 – Gender equality laws and policies
          • Domain 2 – Gender mainstreaming in laws
          • Domain 3 – Oversight of gender equality
        • AREA 5 – The parliament complies with its SYMBOLIC function
          • Domain 1 – Symbolic meanings of spaces
          • Domain 2 – Gender equality in external communication and representation
      • How gender-sensitive are parliaments in the EU?
      • Examples of gender-sensitive practices in parliaments
        • Women and men have equal opportunities to ENTER the parliament
        • Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
        • Women’s interests and concerns have adequate SPACE on parliamentary agenda
        • The parliament produces gender-sensitive LEGISLATION
        • The parliament complies with its SYMBOLIC function
      • Glossary of terms
      • References and resources
    • Gender Budgeting
      • Back to toolkit page
      • ¿A quién está destinada esta guía?
      • ¿Por qué la presupuestación con perspectiva de género es importante en los Fondos Europeos objeto de gestión compartida?
        • Tres motivos por los que la presupuestación con perspectiva de género es fundamental en los Fondos de la UE
      • ¿Qué es la presupuestación con perspectiva de género?
        • La presupuestación con perspectiva de género: una introducción
        • ¿Qué tiene que ver la presupuestación con perspectiva de género con la vida de las mujeres y de los hombres?
        • ¿Qué implica la presupuestación con perspectiva de género en la práctica?
        • La presupuestación con perspectiva de género en los Fondos de la UE
          • La presupuestación con perspectiva de género como forma de cumplir los requisitos legales de la UE
          • La presupuestación con perspectiva de género como forma de promover la rendición de cuentas y la transparencia en la planificación y gestión de las finanzas públicas
          • La presupuestación con perspectiva de género como forma de aumentar la participación de las mujeres y los hombres en los procesos presupuestarios
          • La presupuestación con perspectiva de género como forma de impulsar la igualdad entre mujeres y hombres en toda su diversidad
      • ¿De qué modo podemos aplicar la presupuestación con perspectiva de género a los Fondos de la UE? Herramientas prácticas y ejemplos de Estados miembros
        • Herramienta 1: Adaptación de los Fondos de la UE al marco normativo de la UE en materia de igualdad de género
          • Base normativa y legislativa para las políticas de la UE en materia de igualdad de género
          • Requisitos concretos para la consideración de la igualdad de género en el marco de los Fondos de la UE
          • Condiciones favorables para los Fondos de la UE
          • Otros recursos
        • Herramienta 2: Análisis de las desigualdades y las necesidades en materia de género a escala nacional y subnacional
          • Pasos para evaluar y analizar las desigualdades y las necesidades en materia de género
          • Fase 1. Recopilar información y datos desagregados sobre el grupo destinatario
          • Fase 2. Identificar las desigualdades de género existentes y sus causas subyacentes
          • Fase 3. Consultar directamente a los grupos destinatarios
          • Fase 4. Extraer conclusiones
          • Otros recursos
        • Herramienta 3: La puesta en práctica de la igualdad de género en objetivos políticos (en acuerdos de asociación) y en objetivos/medidas específicos (en programas operativos)
          • Pasos para hacer efectiva la igualdad de género en acuerdos de asociación y programas operativos
          • Orientaciones generales sobre la integración efectiva de la igualdad de género en la formulación de objetivos políticos, medidas y objetivos específicos
          • Lista de control para poner en práctica el principio horizontal de la igualdad de género en los acuerdos de asociación
          • Lista de comprobación para poner en práctica el principio horizontal de la igualdad de género en los programas operativos
          • Ejemplos de la integración de la igualdad de género como principio horizontal en objetivos estratégicos y específicos
        • Herramienta 4: Coordinación y aspectos complementarios entre los Fondos de la UE para promover la conciliación de la vida familiar y la vida profesional
          • Medidas para mejorar la coordinación y los aspectos complementarios entre los Fondos
          • Paso 1. Adaptación a los objetivos estratégicos de la UE para la igualdad de género y los objetivos nacionales de igualdad de género
          • Pasos 2 y 3: Identificación y desarrollo de posibles intervenciones dirigidas a impulsar la conciliación entre la vida profesional y la vida familiar
          • Paso 4: Supervisión mediante el uso de indicadores dentro de los sistemas de seguimiento y evaluación
          • Estudio de caso ficticio 1: Conciliar el trabajo remunerado y la atención a la infancia
          • Estudio de caso ficticio 2: Conciliar el trabajo por turnos y la atención a la infancia
          • Estudio de caso ficticio 3: Conciliar el cuidado personal con el cuidado a los otros
          • Estudio de caso ficticio 4: Conciliar el cuidado de los hijos y las hijas y de personas de edad avanzada con el trabajo a turnos
          • Otros recursos
        • Herramienta 5: Definir asociaciones y la gobernanza multinivel: designar a los socios pertinentes, establecer la función de las personas expertas en cuestiones de género y determinar la composición de los comités de seguimiento
          • Pasos para definir las asociaciones y la gobernanza multinivel
          • Otros recursos
        • Herramienta 6: Desarrollar indicadores cuantitativos y cualitativos para promover la igualdad de género
          • Pasos para desarrollar indicadores cuantitativos y cualitativos
          • El FEDER y el Fondo de Cohesión (los mismos indicadores comunes)
          • FSE+
          • FEMP
          • Otros recursos
        • Herramienta 7: Definir los criterios de selección de los proyectos con enfoque de género
          • Pasos para apoyar la selección y el desarrollo de proyectos sensibles al género
          • Lista de control para la preparación de las propuestas de convocatorias de proyectos
          • Lista de control para los criterios de selección de proyectos
          • Herramienta complementaria: Acuerdos sensibles al género con las personas encargadas de la ejecución del proyecto
        • Herramienta 8: Seguimiento de las asignaciones de recursos para la igualdad de género en los fondos de la UE
          • Ensuring gender relevance in EU Funds
          • The tracking system
          • Steps for tracking resource allocations on gender equality
          • Step 1: Ex ante approach
          • Step 2: Ex post approach
          • Examples of Step 2a
          • Annex 1: Ex ante assignment of intervention fields to the gender equality dimension codes
          • Annex 2: The EU’s gender equality legal and policy framework
        • Herramienta 9: Transversalidad de género en el diseño de los proyectos
          • Pasos para integrar la perspectiva de igualdad de género en el diseño de los proyectos
          • Fase 1. Adecuación a los indicadores y objetivos en materia de género de los acuerdos de asociación y los programas operativos
          • Fase 2. Desarrollo y diseño del proyecto
          • Face 3. Ejecución del proyecto
          • Fase 4. Evaluación del proyecto
        • Herramienta 10: Integración de la perspectiva de género en los procesos de seguimiento y evaluación
          • Pasos para integrar la perspectiva de género en los procesos de seguimiento y evaluación
          • Otros recursos
        • Herramienta 11: Presentación de informes sobre el gasto en recursos en favor de la igualdad de género en los Fondos de la UE
          • Seguimiento de los gastos destinados a promover la igualdad de género
          • Otros recursos
      • Recursos
        • Referencias
        • Siglas y acrónimos
        • Agradecimientos
    • Gender-responsive Public Procurement
      • Back to toolkit page
      • Who is this toolkit for?
        • Guiding you through the toolkit
      • What is gender-responsive public procurement?
        • How is gender-responsive public procurement linked to gender equality?
        • How is gender-responsive public procurement linked to gender budgeting?
      • Why is gender-responsive public procurement important?
        • Five reasons why gender-responsive public procurement
        • Why was this toolkit produced
      • Gender-responsive public procurement in practice
        • Legal framework cross-references gender equality and public procurement
        • Public procurement strategies cover GRPP
        • Gender equality action plans or strategies mention public procurement
        • Capacity-building programmes, support structures
        • Regular collaboration between gender equality bodies
        • Effective monitoring and reporting systems on the use of GRPP
        • Tool 1:Self-assessment questionnaire about the legal
        • Tool 2: Overview of the legislative, regulatory and policy frameworks
      • How to include gender aspects in tendering procedures
        • Pre-procurement stage
          • Needs assessment
          • Tool 3: Decision tree to assess the gender relevance
          • Preliminary market consultation
          • Tool 4: Guiding questions for needs assessment
          • Defining the subject matter of the contract
          • Choosing the procedure
          • Tool 5: Decision tree for the choice of procedure for GRPP
          • Dividing the contract into lots
          • Tool 6: Guiding questions for dividing contracts into lots for GRPP
          • Light regime for social, health and other specific services
          • Tool 7: Guiding questions for applying GRPP under the light regime
          • Tool 8: Guiding questions for applying GRPP under the light regime
          • Reserved contracts
          • Preparing tender documents
        • Procurement stage
          • Exclusion grounds
          • Selection criteria
          • Technical specifications
          • Tool 9: Decision tree for setting GRPP selection criteria
          • Award criteria
          • Tool 10: Formulating GRPP award criteria
          • Tool 11: Bidders’ concepts to ensure the integration of gender aspects
          • Use of labels/certifications
        • Post-procurement stage
          • Tool 12: Checklist for including GRPP contract performance conditions
          • Subcontracting
          • Monitoring
          • Reporting
          • Tool 13: Template for a GRPP monitoring and reporting plan
      • References
      • Additional resources
  • Methods and tools
    • Browse
    • About EIGE's methods and tools
    • Gender analysis
    • Gender audit
    • Gender awareness-raising
    • Gender budgeting
    • Gender impact assessment
    • Gender equality training
    • Gender-responsive evaluation
    • Gender statistics and indicators
    • Gender monitoring
    • Gender planning
    • Gender-responsive public procurement
    • Gender stakeholder consultation
    • Sex-disaggregated data
    • Institutional transformation
    • Examples of methods and tools
    • Resources
  • Good practices
    • Browse
    • About good practices
    • EIGE’s approach to good practices
  • Country specific information
    • Belgium
      • Overview
    • Bulgaria
      • Overview
    • Czechia
      • Overview
    • Denmark
      • Overview
    • Germany
      • Overview
    • Estonia
      • Overview
    • Ireland
      • Overview
    • Greece
      • Overview
    • Spain
      • Overview
    • France
      • Overview
    • Croatia
      • Overview
    • Italy
      • Overview
    • Cyprus
      • Overview
    • Latvia
      • Overview
    • Lithuania
      • Overview
    • Luxembourg
      • Overview
    • Hungary
      • Overview
    • Malta
      • Overview
    • Netherlands
      • Overview
    • Austria
      • Overview
    • Poland
      • Overview
    • Portugal
      • Overview
    • Romania
      • Overview
    • Slovenia
      • Overview
    • Slovakia
      • Overview
    • Finland
      • Overview
    • Sweden
      • Overview
  • EIGE’s publications on Gender mainstreaming
  • Concepts and definitions
  • Power Up conference 2019
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  • Menu
  • Gender mainstreaming
    • What is Gender mainstreaming
      • Policy cycle
    • Institutions and structures
      • European Union
      • EU Member States
      • Stakeholders
      • International organizations
    • Policy areas
      • Agriculture and rural development
        • Policy cycle
      • Culture
        • Policy cycle
      • Digital agenda
        • Policy cycle
      • Economic and financial affairs
        • #3 Steps Forward
          • How can you make a difference?
        • Economic Benefits of Gender Equality in the EU
        • Policy cycle
      • Education
        • Policy cycle
      • Employment
        • Policy cycle
        • Structures
      • Energy
        • Policy cycle
      • Entrepreneurship
        • Policy cycle
      • Environment and climate change
        • Policy cycle
      • Health
        • Policy cycle
      • Justice
        • Policy cycle
      • Maritime affairs and fisheries
        • Policy cycle
      • Migration
        • Policy cycle
      • Poverty
        • Policy cycle
      • Regional policy
        • Policy cycle
      • Research
        • Policy cycle
      • Security
        • Policy cycle
      • Sport
        • Policy cycle
      • Tourism
        • Policy cycle
      • Transport
        • Policy cycle
      • Youth
        • Policy cycle
    • Toolkits
      • Gender Equality Training
        • Back to toolkit page
        • What is Gender Equality Training
        • Why invest in Gender Equality Training
        • Who should use Gender Equality Training
        • Step-by-step guide to Gender Equality Training
            • 1. Assess the needs
            • 2. Integrate initiatives to broader strategy
            • 3. Ensure sufficient resources
            • 4. Write good terms of reference
            • 5. Select a trainer
            • 6. Engage in the needs assessment
            • 7. Actively participate in the initiative
            • 8. Invite others to join in
            • 9. Monitoring framework and procedures
            • 10. Set up an evaluation framework
            • 11. Assess long-term impacts
            • 12. Give space and support others
        • Designing effective Gender Equality Training
        • Gender Equality Training in the EU
        • Good Practices on Gender Equality Training
        • More resources on Gender Equality Training
        • More on EIGE's work on Gender Equality Training
      • Gender Impact Assessment
        • Back to toolkit page
        • What is Gender Impact Assessment
        • Why use Gender Impact Assessment
        • Who should use Gender Impact Assessment
        • When to use Gender Impact Assessment
        • Guide to Gender Impact Assessment
          • Step 1: Definition of policy purpose
          • Step 2: Checking gender relevance
          • Step 3: Gender-sensitive analysis
          • Step 4: Weighing gender impact
          • Step 5: Findings and proposals for improvement
        • Following up on gender impact assessment
        • General considerations
        • Examples from the EU
            • European Commission
            • Austria
            • Belgium
            • Denmark
            • Finland
            • Sweden
            • Basque country
            • Catalonia
            • Lower Saxony
            • Swedish municipalities
      • Institutional Transformation
        • Back to toolkit page
        • What is Institutional Transformation
          • Institutional transformation and gender: Key points
          • Gender organisations
          • Types of institutions
          • Gender mainstreaming and institutional transformation
          • Dimensions of gender mainstreaming in institutions: The SPO model
        • Why focus on Institutional Transformation
          • Motivation model
        • Who the guide is for
        • Guide to Institutional Transformation
            • 1. Creating accountability and strengthening commitment
            • 2. Allocating resources
            • 3. Conducting an organisational analysis
            • 4. Developing a strategy and work plan
            • 5. Establishing a support structure
            • 6. Setting gender equality objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing gender mainstreaming
            • 9. Developing gender equality competence
            • 10. Establishing a gender information management system
            • 11. Launching gender equality action plans
            • 12. Promotional equal opportunities
            • 13. Monitoring and steering organisational change
        • Dealing with resistance
          • Discourse level
          • Individual level
          • Organisational level
          • Statements and reactions
        • Checklist: Key questions for change
        • Examples from the EU
            • 1. Strengthening accountability
            • 2. Allocating resources
            • 3. Organisational analysis
            • 4. Developing a strategy and working plan
            • 5. Establishing a support structure
            • 6. Setting objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing methods and tools
            • 9. Developing Competence
            • 10. Establishing a gender information management system
            • 11. Launching action plans
            • 12. Promoting within an organisation
            • 13. Monitoring and evaluating
      • Gender Equality in Academia and Research
        • Back to toolkit page
        • WHAT
          • What is a Gender Equality Plan?
          • Terms and definitions
          • Which stakeholders need to be engaged into a GEP
          • About the Gear Tool
        • WHY
          • Horizon Europe GEP criterion
          • Gender Equality in Research and Innovation
          • Why change must be structural
          • Rationale for gender equality change in research and innovation
          • GEAR step-by-step guide for research organisations, universities and public bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR step-by-step guide for research funding bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR action toolbox
            • Work-life balance and organisational culture
            • Gender balance in leadership and decision making
            • Gender equality in recruitment and career progression
            • Integration of the sex/gender dimension into research and teaching content
            • Measures against gender-based violence including sexual harassment
            • Measures mitigating the effect of COVID-19
            • Data collection and monitoring
            • Training: awareness-raising and capacity building
            • GEP development and implementation
            • Gender-sensitive research funding procedures
          • Success factors for GEP development and implementation
          • Challenges & resistance
        • WHERE
          • Austria
          • Belgium
          • Bulgaria
          • Croatia
          • Cyprus
          • Czechia
          • Denmark
          • Estonia
          • Finland
          • France
          • Germany
          • Greece
          • Hungary
          • Ireland
          • Italy
          • Latvia
          • Lithuania
          • Luxembourg
          • Malta
          • Netherlands
          • Poland
          • Portugal
          • Romania
          • Slovakia
          • Slovenia
          • Spain
          • Sweden
          • United Kingdom
      • Gender-sensitive Parliaments
        • Back to toolkit page
        • What is the tool for?
        • Who is the tool for?
        • How to use the tool
        • Self-assessment, scoring and interpretation of parliament gender-sensitivity
          • AREA 1 – Women and men have equal opportunities to ENTER the parliament
            • Domain 1 – Electoral system and gender quotas
            • Domain 2 - Political party/group procedures
            • Domain 3 – Recruitment of parliamentary employees
          • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
            • Domain 1 – Parliamentarians’ presence and capacity in a parliament
            • Domain 2 – Structure and organisation
            • Domain 3 – Staff organisation and procedures
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Tools to combat domination techniques

PrintDownload as PDF
Good practice
Šalis: Sweden
Section:
Political decision making
Period:
1970s - 2015
Publication date:
17 Liepa 2015
Domination Techniques and How to Combat Them

Domination techniques are defined as strategies of social manipulation and domination by which a dominant group maintains its power and privilege. They are often used by men to assert themselves over women for instance by treating women as invisible, ridiculing them, withholding information, putting them in a double bind and shaming them.

In Sweden, the idea of domination techniques – as well as the strategies to combat them – has been disseminated to large segments of political parties and organisations across the country. Various role plays, films and exercises to combat these techniques have been developed, and these are used in schools, in political parties, and at workplaces.

One prominent example in the field of political decision-making is the Power Handbook by Sweden’s National Federation of Social Democratic Women (S-kvinnor) which promotes ways to resist men’s use of ‘dominance techniques’ and was published in eight languages. The Power Handbook articulates ways for women to obtain, keep and utilise power. The book not only explores how power can be achieved and is accessible at the level of institutions, but also through everyday interactions and personal relationships.

Five techniques for domination

The proportions of women and men in elected decision-making bodies in Sweden are relatively well-balanced. However the numerical gender balance in politics does not necessarily mean that the sexes share power and influence equally. Gendered norms about who is a proper political leader and who should be making political decisions persist, and those in power may consciously or unconsciously use various strategies to maintain their power and privileges. One such strategy is the use of domination techniques, also called master suppression techniques. These are defined as strategies of social manipulation and domination by which a dominant group maintains its power and privilege. The practice was popularised in the 1970s by the Norwegian professor of social psychology, Berit Ås, who described five techniques for domination that men use to assert themselves (mostly) over women. They are:

  1. Making invisible: silencing and marginalising people by ignoring them. It includes for instance reformulating a colleague’s idea as one’s own, taking the floor when it is another one’s turn to speak or not paying attention (e.g. by talking, browsing through papers or checking e-mails) while someone else is speaking.
  2. Ridicule: portraying someone else’s arguments in a ridiculing way, or commenting on someone’s appearance.
  3. Withholding information: sharing information among an inner circle, without telling everyone concerned. For instance making decisions not at the board meeting where everyone is present, but in a small group at the bar afterwards.
  4. Double bind: putting people in a situation in which they will be belittled and penalised whichever alternative they choose or regardless of how they act. For example, when a person does a thorough work there are complaints for being too slow. When the work is done efficiently, there is criticism for being sloppy.
  5. Blaming and shaming: embarrassing someone, or insinuating that they are themselves to blame for their position.

Tools to fight back

Various counter-strategies have been developed to combat these domination techniques, which have since been used in politics, schools and civil society organisations throughout Sweden. They include techniques such as “respect” and “demand information”.
Examples of these exercises can be found in printed form and on the internet, and various sectors in society have adapted the counter-strategies to fit into their own contexts.

One example of this is the Power Handbook published by the National Federation of Social Democratic Women (S-kvinnor). The book gives women practical advice on how to get access to political power and influence, particularly in political parties. It provides step by step guidance to achieve the goal (e.g. learn the rules, analyse power structures, put forward women candidates, increase women’s representation in decision making, in selection committees, in working groups, in campaign groups and chair meetings). It also presents the five domina­tion techniques by Berit Ås, and gives advice on how to counter them. The book outlines the steps that women can take as individuals and in groups to get more women into decision-making bodies, and raises awareness about gender dynamics so that women will be more effective once they get there. The booklet observes that ‘there are innumerable traps on the road towards fair power for women. This handbook identifies the traps and provides a guide on how we can avoid or eliminate them’. It emphasises that politics is not only about being a candidate. There needs to be gender balance behind the scenes, if a party is to be credible to women voters. It gives concrete tips on how to change things. The wider benefit of this initiative is that the ideas easily cross party lines, and can be used by a wide variety of women’s political organisations. Across Europe, political parties try to train their politicians, and sharing of good training material on working together to make gender balance a reality is a way to empower ever-broader groups of citizens.

Further examples of initiatives that have been developed in Sweden to raise awareness of domination techniques include role plays and films such as for instance a video made in 1992 by the municipality of Växjö illustrating various domination techniques and strategies to combat them. This video was widely dissem­inated across Sweden when it was published. Today, YouTube films are used.

Broad dissemination

Awareness of domination techniques and the strategies to combat them has been widely disseminated in Swedish society. The concepts are discussed in schools, and pupils are taught how to combat domination techniques by taking part in role plays, watching YouTube clips etc. Domination techniques are also discussed in workplaces, politics and civil society, as part of combatting discrimination and promoting a good working climate.

One reason for their broad spread is that the ideas are relevant to many different arenas and groups of people, and strategies to combat domination techniques can fairly easily be adapted to different contexts. Most people who watch the films can relate to the situations that are portrayed. The films also use humour to illustrate the situations in which domination techniques are deployed.

The Power Handbook, which serves as a guide to women for gaining power in political parties, was translated into several other languages including English, Spanish, French, and Serbian. It inspired others and became a useful resource for the development of similar Guides on achieving gender balance in different fields. The Council of Europe Guide for Balancing Decision-making (2001) refers to the Swedish good practice, as well as the recent OSCE Handbook on Promoting Women’s Participation in Political Parties (2014).

Contacts/Further Information

Contacts

Maria Granström,

Press Secretary S-kvinnor

T: +46 8 700 27 41

E: maria.granstrom@s-kvinnor.se

Further information

The Power Handbook (Makthandboken), by S-kvinnor (in Swedish, English, Spanish, Russian, Croatian, Turkish, French and Arabic)

Going for Gender Balance: A guide for balancing decision-making, Council of Europe, 2002 (.pdf)

Mobilising against gender inequality and gender-based violence, chapter 3 of Gender Matters – Manual on gender based violence affecting young people:

Handbook on harassment of women in schools: JämO:s handbook mot könsmobbing i skolan. Stockholm: Jämställdhetsombudsmannen (JämO), 2000.

Göran Persson utövar härskarteknik: Göran Persson, prime minister of Sweden 1996-2006, practices domination techniques against Maud Olofsson, leader of the Centre Party.

Materials on combating domination techniques at the workplace (in Swedish)

Materials on combating domination techniques in the police (in Swedish)

Materials on combating domination techniques in civil society organisations such as including trade unions and political parties(in Swedish)

Materials on combating domination techniques in women’s shelters (in Swedish)

Materials on combating domination techniques in academia (.pdf)

Handbook on Promoting Women’s Participation in Political Parties. OSCE. 2014 (.pdf)

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Tools to combat domination techniques - Sweden
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Metadata

Tool:
Awareness-raising
  • Five techniques for domination
  • Tools to fight back
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