Mansplaining is a term that has circulated around the internet since the 2010s, with it even being named “Word of the Year” by the New York Times. But before the term was coined, Rebecca Solnit published an essay in 2008 called “Men Explain Things To Me.” In her essay, she describes an experience where a man at a party, knowing she was a published author, asked about the topics of her books. She began to describe her book about Muybridge when he interrupted her and proceeded to monologue about an important, recently released book on the same topic. The book was “River of Shadows: Eadweard Muybridge and the Technological Wild West.” He was explaining her own book to her.
“You Probably Didn’t Know This…”
Mansplaining isn’t just the act of a man explaining something to a woman. It involves four different factors: male dominance, incorrect information provided by a man, unsolicited information given to a woman, and female expertise on the topic. It’s specifically the act of a man explaining something in a condescending manner, assuming that a woman could have no knowledge of the topic. As the man assumed Solnit knew nothing about the “Muybridge” book, he was mansplaining.
In Cambridge University’s study “Well, Actually”, 499 experiences of mansplaining were reviewed, and out of those experiences, it was primarily men who partook in this behavior. Women occasionally participated, but ultimately, it was a type of gendered mistreatment that was primarily directed towards women.
How often would you say you experience mansplaining? (% of 2,241 British women)
Credit: Eight in ten British women have faced “mansplaining,” via YouGov.com
Nobody Enjoys Being Talked Down to
The negative effect of mansplaining can easily be seen in the workforce. “Well, Actually” argued that the presence of mansplaining in the workforce was a better predictor of significant changes in job satisfaction and turnover intentions than simple rudeness. In an article by Fearless, a woman-based company, several female executives discussed how women often feel dismissed and undermined in the workplace, assuming they don’t have enough knowledge compared to their male counterparts. Mansplaining also had an effect on the women’s overall confidence in their work and lowered their productivity. Even when the women achieved high-level positions through their hard work and efforts, they felt they weren’t worthy of the position, like an impostor.
We Should All Reflect On Our Personal Biases
Some men, believing they are being helpful, may not understand that unsolicited advice comes off as rude, dismissive, and undermining. This is known as benevolent sexism, when you push a sexist stereotype while intending to have a positive impact, such as by assuming women have innate kindness or offering unnecessary help or feedback. Male executives should try to catch themselves in such behaviors. Ask yourself why you first chose a male subordinate to be a project lead and determine whether it was because he had the expertise or because you felt he would be more assertive as a man. Such benevolent sexism results in women being infantilized in the workplace, as it reflects a belief that women can’t handle their own responsibilities effectively. This behavior directly contributes to the lack of women in executive and board-level roles.
While more and more companies are aiming to close this leadership gap, it’s important that we also individually change our mindset towards women and their expertise. Men should take a moment to consider if their advice to their female colleagues or subordinates is rooted in a genuine attempt to inform and lift them up, or if they are simply attempting to show off their own expertise. Asking these questions and evaluating your behaviors in the office is one way to become an ally to women, which will boost productivity and confidence in your workplace.
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