Gender, think-tanks and international affairs: a toolkit - February 2021 Laura Dunkley (Chatham House), Marissa Conway (CFFP), Marion Messmer (BASIC)
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Gender, think-tanks and international affairs: a toolkit February 2021 Laura Dunkley (Chatham House), Marissa Conway (CFFP), Marion Messmer (BASIC)
Contents
Introduction...............................................2
Toolkit purpose and audience....................4
Useful definitions.......................................6
Organizational structures,
activities and practices...............................8
Developing an organizational
action plan............................................... 10
Convening and debate.............................. 14
Research and analysis..............................21
Communications and publishing..............29
Five top tips..............................................36
Resources.................................................37
Limitations...............................................38
About the authors.....................................39
Acknowledgments....................................40
www.chathamhouse.org 1
Introduction
This toolkit has been designed to This is an important issue because
encourage a more gender-sensitive think-tanks occupy an influential space
approach across all areas of think-tank in policymaking. Think-tanks produce
activities, including convening and research that influences policy, which in
debate, research and analysis, turn impacts people’s lives. It is therefore
and communications and publishing. vital that research does not entrench
It provides think-tanks with guidance harmful practices or perpetuate biases
on ways of adapting organizational and inequalities. Research must reflect
people’s lived realities and include diverse
structures, activities and practices
voices and experiences; otherwise, policies
in order to embed a greater
influenced by think-tank research will be
awareness of gender issues and
ineffective and narrow-sighted, and will
adopt gender-sensitive approaches struggle to meet their objectives.
throughout their work.
Think-tanks also convene policymakers and
The work to develop the toolkit came decision-makers from across governments,
as a response to the commonly gendered non-governmental organizations, academia
nature of think-tanks and their activities. and business. Research to date has
The toolkit recognizes the discrimination demonstrated that most policy debates are
and under-representation that women often overwhelmingly dominated by men, and
experience within the sector, as well as the that when women or non-binary people are
relative absence of women among executive invited to speak, it tends to be specifically on
leadership, governance structures and senior topics related to gender. Without a diversity
researcher positions in many think-tanks. of voices, such debates will capture only a
It is important to note that the toolkit’s limited range of knowledge and experience,
focus on gender is a starting point for thereby skewing the information that
wider intersectional analysis and action policymakers and decision-makers are
within the think-tank community. hearing. In addition to being important
in terms of the quality of the work, it is
also a matter of fairness and accurate
representation; women make up roughly
half of the population, and therefore need
to be involved in policy work at all levels.
2 Gender, think-tanks and international affairs: a toolkit
INTRODUCTION
Embedding inclusive research, convening While the principal focus of the toolkit
and communication practices is not just ‘the is to consider gender inequality in think-
right thing to do’. It has positive implications tanks, we recognize that understanding
for the business models of think-tanks and gender in isolation from other systems of
the way they operate. Research suggests power will yield incomplete and ineffective
that when diversity and inclusion initiatives results. Discussions about gender equality
work, organizations are more resilient, are often inadvertently focused on straight,
innovative and better at decision-making. white, able-bodied women from privileged
However, making a commitment to a values- backgrounds, at the expense of women and
driven approach is equally as important as non-binary people from backgrounds that
creating a business case for a diverse and have been marginalized. An intersectional
inclusive workplace. While there has already approach to gender equality means that
been incremental change within think- different power dynamics are more likely
tanks, it is the intention that this toolkit will to manifest in different ways for different
build on the important body of research and people, and we are not interested in
practices that already exist by encouraging perpetuating a static and binary idea of
think-tanks to examine their own processes gender with this toolkit. With this in mind,
and develop practices that focus not only we consider this toolkit to be a first step in
on women’s representation, but on the what should be a far wider conversation
structures and systems that perpetuate around intersectionality in think-tanks.
biases and inequalities. Furthermore, this
toolkit takes an intersectional approach,
recognizing the multiple ways women,
men and non-binary people can be subject
to discrimination. This allows a closer
analysis of how gender intersects with
and is impacted by other systems of power
and their relation to characteristics such
as ethnicity, race, age, social class, religion,
disability and sexual orientation.
www.chathamhouse.org 3
Toolkit purpose and audience
This toolkit is designed for people The toolkit begins with general guidance
working in international affairs on organizational structures and practices,
think-tanks, regardless of position, and on the necessary actions that are
experience or level of seniority. It is applicable across a think-tank in order to
intended for the whole organization, ensure efforts do not become siloed within
and is applicable to all departments specific parts of the organization – or are
to ensure maximum engagement. assumed to be of relevance only to parts
It will be particularly useful for those of the organization. Subsequent sections
then consider convening, research, and
think-tanks that are just beginning the
communications and publishing activities.
process of raising greater awareness
All the sections are interlinked, but it is
of gender issues internally, as well
possible to focus on one area of activity
as for those that have already started independently of the others, according
to make changes but wish to expand to organizational activities and needs.
this work further.
Content development
The toolkit has three aims: The toolkit was developed by staff at
1. To raise awareness within think-tanks Chatham House, the British American
about gender as a system of power Security Information Council (BASIC)
(with an emphasis on an intersectional and the Centre for Feminist Foreign Policy
approach) and related best practices (CFFP). It is based on a series of breakfast
that will eliminate inequalities. workshops convened in London in 2018
2. To provide a guide for think-tanks on and involving experts and practitioners
how to begin adapting their processes from a variety of sectors, including
to bring about lasting change. other UK-based international affairs and
security think-tanks. The series aimed to
3. To promote existing initiatives and
foster knowledge-sharing on gender equality
collate relevant resources.
within the workplace and across the wider
international affairs think-tank sector, as
well as on inclusive research practices, by
drawing on valuable experiences and
insights from which think-tanks can learn.
4 Gender, think-tanks and international affairs: a toolkit
TOOLKIT PURPOSE AND AUDIENCE
There were four workshops in total, each
covering one of the following broad themes:
1) the current status of women in think-
tanks, and what needs to be done next;
2) convening and debate; 3) research and
analysis; and 4) communications and
publishing. These four workshops outlined
the components necessary for a think-tank
toolkit and contributed to its content.
Since then, a literature review and
baseline assessment of existing resources
have been carried out. The aim was
to establish the extent of existing
resources, so that this toolkit would
fill a gap and any duplication of effort
would be minimized. All the resources
have been collated on the gender, think-
thanks and international affairs dashboard.
The toolkit has benefited from an informal
review of the first draft by members of
Chatham House’s Gender Working Group
and workshop participants, as well as
from a full double-blind peer review
process by experts in the field.
www.chathamhouse.org 5
Useful definitions
The toolkit is informed by various Diversity and inclusion
definitions from a range of sources, ‘Diversity and inclusion’ programming refers
including the European Institute for to the creation of a set of organizational
Gender Equality (EIGE), Stonewall UK policies to promote greater diversity within
and UN Women. The language used a given organization. It is important to note,
reflects that of organizations however, that organizations’ implementation
championing equality. We recognize of diversity and inclusion initiatives has
these organizations as leaders in historically fallen short of achieving gender-
their fields, and as sources to which equal and anti-racist structural change.
policymakers often look for guidance While we make mention of diversity and
when developing policy. In order to inclusion as one way of conducting this
ensure clarity of ideas in this toolkit, work, we encourage organizations to make
sustainable structural changes to ensure
we centre our ideas on the following
that equity work is not undone as a
definitions. (Please note that definitions
consequence of staff turnover, for instance.
have been adapted for brevity.)
Gender
To view the full glossary, see A system of power that is structural
the gender, think-thanks and (embedded in social, political or economic
international affairs dashboard. structures) as well as cultural, and that is
often expressed in terms of masculinity
and femininity. Gender exists on a
spectrum, and is largely culturally
constructed and assumed from the sex
assigned at birth. The word ‘gender’ is
also often incorrectly assumed to be
synonymous with ‘women’.
6 Gender, think-tanks and international affairs: a toolkit
USEFUL DEFINITIONS
Gender analysis Intersectionality
Gender analysis is a critical examination of The term intersectionality emerged from
structures and systems of power, and of how Black feminist thought and was coined
differences in gender roles, activities, needs, by Professor Kimberlé Crenshaw (1989)
opportunities and rights/entitlements affect in her paper Demarginalizing the
men, women, girls, boys and non-binary Intersection of Race and Sex. The concept
people in certain situations or contexts. of intersectionality addresses the ways in
It largely focuses on the relationships which gender interacts with race to form
between men and women and their access multiple layers of discrimination. The use
to and control of resources, as well as the of this concept has since expanded to
constraints they face relative to each other. include other social categories, shedding
Although policy research is slow to light on the intersecting nature of multiple
incorporate analysis of non-binary people, systems of power and the subjugation that
this too should be a priority. A gender people experience as a consequence.
analysis should be integrated as part of all
sector assessments or situational analyses, Non-binary
to ensure that gender-based injustices An umbrella term for people whose gender
and inequalities are not exacerbated by identity does not fit into the gender binary
interventions, and that greater equality of ‘man’ or ‘woman’. Non-binary identities
and justice in gender relations are promoted. are varied and can include people who
identify with some aspects of binary
Gender equality identities (man or woman), while others
Equality means that a person’s rights, reject them entirely.
responsibilities and opportunities will not
depend on their gender. Sex
Assigned to a person on the basis of
primary sex characteristics (genitalia).
Sometimes the terms ‘sex’ and ‘gender’
are conflated to denote ‘male’ or ‘female’;
however, sex and gender are not the same.
Transgender
An inclusive umbrella term for anyone
whose gender identity or gender expression
does not fully correspond with the sex
assigned to them at birth.
www.chathamhouse.org 7
Organizational structures,
activities and practices
This toolkit encourages think-tanks A think-tank must be viewed as a holistic
to consider the organizational structures, organization in which all departments
activities and practices that may hinder and activities are interlinked. Attempting
progress and change within specific to make changes within a single area,
departments or in different types such as convening events, will not lead
of activities. to tangible and institutional change in
the long term across the entire think-tank.
Organizational structures, activities and practices
Convening Communications
and debate and publishing
Research
and analysis
8 Gender, think-tanks and international affairs: a toolkit
ORGANIZATIONAL STRUCTURES, ACTIVITIES AND PRACTICES
Mapping how an organization’s various It is, however, important to challenge
departments, activities and practices practices and policies that perpetuate
interlink will provide a better understanding existing power structures. All staff must
of where adjustments and new practices are feel included and not alienated during
required, and help to ensure that certain the process, and it is essential to create
areas or departments are not missed. Taking opportunities for staff at every level to
a step back to consider the organization as a build ownership over organizational change.
whole, and analysing its internal structures,
will also encourage a wider cultural shift,
Tip! The Inclusion and Diversity Policy
as people adapt and change their own
of the Brookings Institution is a good
individual practices. The toolkit is organized
working example of the approach
in sections according to the diagram above,
outlined in this toolkit. Brookings has
and will cover each area in detail.
involved the whole organization in the
process, and the strategy includes a
Tip! EIGE has a comprehensive step-by- literature review that might be helpful
step guide on Gender Institutional for other think-tanks in developing their
Transformation. own policy.
It is important to ensure that organizational
reform intentionally and continuously
creates space for bottom-up exchange of
ideas and experiences. As is often the case,
women and people of colour tend to be
disproportionately concentrated in junior
roles, and their first-hand experience is
critical in informing meaningful, institution-
wide change. While those in positions of
leadership need to take responsibility for
driving change, the process of determining
the direction and scope of the process
should be holistic: it should involve
the entire organization. Change can be
uncomfortable, particularly for people
who have historically held the most power.
www.chathamhouse.org 9Developing an organizational
action plan
An action plan should be developed to assess the organization’s
structure, activities, policies, practices and initiatives.
Developing such an action plan helps The process of developing a plan, as well
the implementation of specific objectives as the plan itself, should involve everyone
to make progress on equality across all working in a think-tank, regardless of
areas and activities of a think-tank. position, experience or level of seniority.
It also assists with monitoring progress Practical steps can be taken to ensure that
and holding people in positions of tangible progress is made by sharing the
responsibility to account. workload and responsibility across an
organization.
The starting point for developing an action plan will depend on the organization,
and the suggestions below are made in no particular order of priority:
Gain commitment,
support and
accountability from
Organize senior management Conduct an audit of the
training organization, its structures,
opportunities activities, policies,
for staff initiatives and facilities
Establish an evidence Assess
base through data
Action plan available financial
collection development resources
Tap into external Set up a forum or
networks for advice internal working group
and support Engage all for regular meetings
departments and
identify
representatives
10 Gender, think-tanks and international affairs: a toolkitDEVELOPING AN ORGANIZATIONAL ACTION PLAN
Checklist for developing an organizational action plan
The following checklist expands in more detail on the actions highlighted in the diagram
on p. 10 – again, in no particular order of priority:
Gain commitment, support and F Map existing policies and practices, such
accountability from senior as human resources policies (including
management on equal pay, parental leave and flexible
F Engage with senior management to working) and recruitment practices.
ensure they are part of the process As a result of what is currently in place,
throughout. which employees have access to the most
power within the organization? Which
F Engage with board members and/or
have the least?
senior advisers to ensure they are aware
of and involved in the development of F Identify existing gender equality
the action plan, as well as being a further initiatives within departments to share
point of accountability. best practices and facilitate cross-
learning.
F Ensure senior management are
always represented at related F Map existing opportunities, policies or
meetings and discussions. guidelines where the action plan can
be integrated or referenced. This might
F Discuss and implement accountability
include staff induction packs, staff
and responsibility mechanisms – e.g.
handbooks and the organization’s
including specific objectives in staff
strategy documents.
reviews/appraisals.
F Make a list of the organization’s
facilities and the ways that these
Tip! Consult ActionAid’s Ten Principles might be excluding some groups’ needs.
of Feminist Leadership to identify and How can the facilities be changed to be
discuss key leadership behaviours and more comfortable and accessible for all?
values. For example, consider working with
charities that provide workplace support
for people with disabilities to ensure
Conduct an audit of the organization that the organization is an accessible
and its structures, policies, initiatives workplace.
and facilities F Hire an external consultant to conduct
F Conduct an audit to map the an audit of the organization and its
organization’s structures and activities, policies, and draw on the results of
such as research, events, and the audit when developing a strategy
communications and publishing. for the organization.
www.chathamhouse.org 11DEVELOPING AN ORGANIZATIONAL ACTION PLAN
Assess available financial resources F Make meeting minutes and action points
F Can staff time requirements for available for all staff to read, in order to
developing an action plan be supported promote engagement and transparency.
centrally?
Engage all departments and identify
F Is there a budget for travel to external
representatives
meetings and conferences, to support
networking? F Building support is crucial, and all
departments need to be engaged and
F Is there a training budget? Do other
consulted.
departments have budgets that can be
accessed? For example, an organization's F Ask all departments to nominate a
human resources department will representative to attend regular meetings
usually have a budget for training. and to feed back to the team.
F Can research project budgets be adapted F Create multiple channels of feedback that
to include gender mainstreaming are tailored to different staff roles and
activities and/or staff time? levels of seniority, in order to be inclusive
when gathering perspectives and ideas
F Can a percentage of the organizational
from staff. For example, asking staff to
overhead be allocated to gender and
complete a confidential survey online
inclusion work?
might elicit more honest feedback
F Regularly scan for external funding
through anonymous responses, and
opportunities from governments,
might help to engage people who do not
multinational organizations or
feel comfortable speaking at meetings,
foundations specifically for gender
or who are unable to attend.
mainstreaming activities – e.g. increasing
women’s representation at conferences,
or providing support for managing
organizational change.
Set up a forum or internal working
group for regular meetings
F Create a space or establish a working
group for regular meetings and
discussions involving representatives
from all departments, including
senior management.
12 Gender, think-tanks and international affairs: a toolkitDEVELOPING AN ORGANIZATIONAL ACTION PLAN
Tap into external networks for advice Caution! Be sensitive with the data you
and support collect and share – particularly on staff
F Engage with external networks, groups demographics – to ensure individuals
and initiatives for advice and support. are not identifiable. Data collection
For a list of networks and initiatives, will also have to comply with relevant
consult the gender, think-thanks and international/national legislation,
international affairs dashboard. particularly on protected characteristics.
F Identify staff members who already
have relevant affiliations or who are Organize training opportunities
part of existing networks with relevant for staff
experience; they may have best practices
to share. F Conduct an audit of training
requirements among staff.
Establish an evidence base through F Research training options and providers
data collection carefully. Evidence suggests that poorly
F Collect baseline data to form an evidence implemented initiatives can have
base of who the organization employs; negative impacts. This is particularly
and who it is engaging with, and how. the case with unconscious bias training,
Relevant data points include: staff which does not always challenge
demographics, event speakers, chairs structural issues within an organization
and participants, authorship of effectively.
publications, and representation
across multi-media outputs. Tip! Consider hosting an internal event
F Consider multiple ways to record to launch the strategy, attended by all
experiences. Not all evidence will be staff. This is an inclusive and transparent
quantitative, and it is important that way to launch a cross-organization
qualitative feedback and experiences initiative, build support and celebrate
should also be captured. everyone’s involvement.
F Create monitoring and reporting
mechanisms to ensure that data is
collected systematically and consistently,
and that it is shared across the
organization regularly. For example,
create a table that lists who is responsible
for collecting which data, and when.
www.chathamhouse.org 13Convening and debate
Events are a public and visible way This toolkit outlines five areas of focus to
to demonstrate an organization’s help embed effective and lasting processes
commitment to equality. Without a that foster diversity of thought, experience
diversity of voices on a wide range of and background in professional gatherings,
topics, events will capture only a limited ranging from closed roundtable discussions
range of knowledge and experience, to public panel events.
thereby skewing the information that
audiences receive.
Hosting an event: five areas of focus
Training
Event
structure
Monitoring
and evaluation
Representation
and other
Code of dynamics
conduct
14 Gender, think-tanks and international affairs: a toolkitCONVENING AND DEBATE
Event structure Accessibility
Before approaching speakers or panellists, Is the event accessible to all?
a variety of logistics should be considered
F Choose a venue or room that is
in order to make each event as accessible
wheelchair-accessible, including the toilet
as possible. To create an environment where
access. Alternatively, consider hosting
all participants feel safe and comfortable, it
a webinar, or make it possible for some
is important to think through the following
speakers/panellists to call in – but keep
list, in no particular order of priority:
in mind that some participants might
face restrictions in terms of internet
and technology access.
F Does the room/venue have a hearing
loop system or subtitling options?
If hosting an online event, many
videoconferencing applications, such as
Zoom, Skype and Google Hangouts, have
built-in captioning options.
F Make video and/or audio recordings
of the event available online for those
unable to attend in person. If hosting an
online event, many videoconferencing
applications, such as Zoom, Skype and
Google Hangouts, have built-in recording
options, as well as an option to disable
video for those who wish to do so. Ensure
that you have all attendees’ consent
before publishing any recordings.
F Share accessibility information on the
event web page and in other relevant
correspondence, and designate a contact
person with whom attendees can get in
touch for questions and feedback.
www.chathamhouse.org 15CONVENING AND DEBATE
Room set-up, timings and location Costs
Are the arrangements practical for all? Are there costs that make the event restrictive?
F Consider if the furniture is suitable for F Speakers should be compensated for
attendees wearing skirts or dresses. their time, and speaker fees should be
F Some microphones can only be attached incorporated into all event budgets.
to pockets/lapels, which women’s Not all experts are salaried, meaning
clothing often does not have. It is best that their time is not recompensed for
to notify speakers in advance if unfunded speaking opportunities.
alternatives cannot be provided. F Certain venues may be more expensive
F Ensure catering options take into account to access, for example, if they are not
specific dietary requirements and include accessible by public transport. At a
alcohol-free refreshments. minimum, provide travel information
F For online events and webinars, and on the event web pages and in other
remote attendance at hybrid events, relevant correspondence, including
make sure organizers are familiar details of the likely local costs of
with the tech to be used, and consider travelling to the venue. If the venue
arranging a test call with the chair is unusually difficult to reach, it is
and speakers prior to the event. important to budget for speakers’
transport costs and to allow sufficient
F Avoid events early in the morning and
time for their travel. For example,
late in the evening, in consideration of
if a taxi is needed to get from a train
attendees and audiences in different time
station to a venue, this can be booked
zones and/or with caring responsibilities.
and paid for in advance.
F Offer financial support, if possible,
F Consider hosting an online event if
for care arrangements for speakers or
costs make it difficult to engage a
panellists.
diverse group of speakers.
F Avoid convening events in isolated
F People with caring responsibilities often
or otherwise hard-to-reach locations,
need to hire a replacement carer in
and avoid networking opportunities
order to attend events. The event budget
outside of the venue for safety and
should include funding to mitigate this.
accessibility reasons.
For example, cover the cost of childcare
for speakers, or provide childcare at the
event for attendees.
16 Gender, think-tanks and international affairs: a toolkitCONVENING AND DEBATE
Support for speakers Q&A logistics
Do the speakers, chairs or panellists feel Are Q&A sessions designed to mitigate
supported? structural and unconscious biases?
F Provide briefing notes well in advance of F At the start of the Q&A, the chair should
the event, with background information call on a woman to ask the first question.
on the event and participants, an event Studies show that when a woman is the
schedule, notes on expectations, with a first person called on during a Q&A,
particular emphasis on gender equality more women are likely to then join the
and anti-racism considerations, and any discussion than if a man is called on first.
other information necessary to promote F Provide a digital option for audience
an inclusive event for all participants. members to ask questions, either via an
Do not assume someone is already app (for example Slido, Padlet or Menti)
aware of all these aspects. or via social media, so that the event is
F Briefing notes need to be supplemented more accessible.
for online events, to include, for example, F Most hosting applications for online
instructions on how to use the software/ events will have the option of including
application, and establishing a virtual Q&A function and/or chat
expectations on behaviour and online function, as well as a virtual ‘raise your
security during the event. hand’ function to help regulate a Q&A
F Designate a contact person with whom session.
the speaker can get in touch for questions F Provide guidance for the Q&A chair
or feedback. on how to handle unwanted situations,
e.g. where an audience member asks
an inappropriate question or takes up
too much time.
www.chathamhouse.org 17CONVENING AND DEBATE
Representation and other dynamics
It is important to include speakers from F Begin by engaging women, non-binary
different backgrounds, cutting across people or people of colour as speakers
gender, ethnicity, race, age, social class, and panellists at the outset, rather than
religion, disability and sexual orientation. trying to add them at a later date. There
This is a priority, and it is important to are a number of resources available to
avoid tokenism when designing events. help event organizers find suitable
speakers from a range of different
backgrounds, all of which are linked
Tokenism is the practice of including a
on the gender, think-thanks and
small number of marginalized people
international affairs dashboard
purely for the sake of looking ‘inclusive’,
under ‘Directories’.
while making no effort to implement
F Ask speakers, chairs and panellists what
broader changes that will result in better
their pronouns are. If it is not possible
institutional equality. Often, there is an
to ask, check email signatures, social
expectation that one minority person can
media accounts or published online bios.
speak universally about the experiences
Further reading on use of pronouns
of an assumed demographic.
can be found here.
F Ahead of the event, be sure you and the
F Set an internal minimum quota for how
event chair know how to pronounce all
many women, non-binary people and
speakers’ or panellists’ names correctly.
people of colour should be included at
If you are not sure, ask.
every event. This quota may need to
F Online events can assist with accessibility
be variable according to the topic of the
issues, reduce costs and in some
event. Assumptions about expertise on
situations allow a certain degree of
a particular topic should not be made
anonymity; however, they also remove
based on gender, inferred background
important and often subtle visual cues
or any other identity.
that aid interaction and conversation.
F Include people from the countries or
Be aware, too, that anonymity can create
regions that the event is focused on,
a sense that there is less accountability.
or people with direct experience of
Further reading on this is available here.
the topic that is being addressed. Is this
F The topic of the event is just as important
better achieved by hosting an event
as representation, logistics and dynamics.
online or organizing a hybrid event?
Consider designing a mechanism to
monitor what topics are covered, and
who is invited to speak about them.
18 Gender, think-tanks and international affairs: a toolkitCONVENING AND DEBATE
Code of conduct
Organizations should draft and adopt a code In order to ensure participants adhere
of conduct for events, to clearly define what to the code of conduct:
is expected of all event participants.
F It should be shared on the event
web page and in other relevant
A code of conduct is a document that correspondence.
sets out expectations for all delegates, F Training should be provided for
attendees, speakers, exhibitors, event staff around code of conduct
organizers and volunteers at an event, expectations, particularly on hosting
to ensure it proceeds safely and is online events and dealing appropriately
free of harassment. with issues that might arise. This could
include bystander intervention training,
This might include – but is not limited
or best practices to handle ‘Zoom-
to – clearly defining the expected
bombing’ and other unwanted/
behaviours, defining unacceptable
inappropriate interventions.
behaviour and outlining procedures
to be followed in the event of such F Mechanisms should be in place to
behaviour, signposting the organization’s report incidents before, during or after
wider policies on harassment, an event, as well as protocols for how to
providing a mechanism for reporting, follow up on an incident in a meaningful
and providing the contact details of a way that is focused on supporting the
designated person at the organization to person who has reported it.
whom any issues can be communicated. F The reporting mechanism should also
include putting procedures in place
to ensure that event participants or
speakers who behave inappropriately
will not be invited back. Organizers
should consider what further action
might be needed, such as removing
someone from invitation lists and
communicating this with other
relevant departments.
www.chathamhouse.org 19CONVENING AND DEBATE
Monitoring and evaluation Training
Each activity area will have to be monitored Providing staff training on issues
and evaluated, but there is no single way covered in this toolkit is critical to
of going about this. The aim is to measure ensuring organization-wide buy-in.
progress, impact and performance of If an understanding of how to host
objectives set in relation to hosting inclusive gender-sensitive and inclusive events
events. Building in mechanisms to regularly is not already built up within your
gather, analyse and learn from feedback organization, there are many others
on participant experiences, and to adapt that can provide training: see the
practices accordingly, is an important gender, think-thanks and international
aspect of planning and hosting increasingly affairs dashboard for further details.
welcoming and safe events for all.
There are two main ways to do this:
1. Providing opportunities for feedback
after every event. For example, through:
F Printed forms for participants to fill
out at the event, including an option
to respond anonymously.
F An emailed survey after the event,
including an option to respond
anonymously.
F A follow-up call with speakers and chairs.
2. Ongoing internal monitoring of all events,
including:
F Building monitoring and reporting
responsibilities into role descriptions.
F Identifying organization-wide baselines
and setting targets (e.g. speaker quotas,
event topics) with associated regular
reporting cycles that provide
opportunities to identify and learn
from successes and challenges in
reaching targets.
20 Gender, think-tanks and international affairs: a toolkitResearch and analysis
Incorporating gender into research Preparation
and analysis highlights the impact A gender analysis (with an intersectional
that gender as a system of power has approach) is often overlooked in research.
on people’s lived experience. It places It may be missed completely, or added as
equality as a key goal of policymaking, an afterthought if requested by a funder.
and develops policy processes that This section provides research teams
focus on the inclusion of a wide diversity with information on how to include
of voices and ideas. It is important, then, a gender analysis before, during and
that the research that informs policy after a project lifecycle.
does not entrench harmful practices Not least to avoid tokenism, the following
or perpetuate bias and inequality. approach is recommended:
Gender-sensitive research provides an F Research processes and project
essential layer of analysis that is grounded management cover who is involved
in and reflective of the realities of many in the project and how the research
different people. This means that research will be conducted.
will be able to provide more detailed F Project content and technical focus
analysis and data to better inform policy. cover what the project will focus on
Because of this, policy will become more through an intersectional gender
effective, and research projects will be analysis.
able to meet their objectives in a more
comprehensive way.
www.chathamhouse.org 21RESEARCH AND ANALYSIS
Covering who, how and what throughout the project lifecycle encourages
research methods that are grounded in equality, fairness and transparency.
A comprehensive gender analysis needs to cover the following aspects:
Final Project design
outputs and
content and te and proposal
dissemination
ct ch writing stage
oje
nic
What: Pr
Who and how:
al foc
Research
processes and
us
project
management
Research,
analysis
and field trips
22 Gender, think-tanks and international affairs: a toolkitRESEARCH AND ANALYSIS
Checklist for research projects
The checklist here builds on the who, how, Research processes and project
what approach outlined above, covering management
research processes and project management,
Team composition, dynamics and expertise
and the project content and technical focus.
F Is the team (including project partners)
In many cases, a research project will not
gender-balanced and from a variety
focus exclusively on gender. Conducting
of backgrounds (racial, geographical,
a gender analysis of the project does not
cultural, level of experience)? If not,
mean changing the scope of the research.
what impact could this have?
Rather, it involves including further
layers of analysis that elicit more detail. F What are the power relations and
Such analysis could reveal new perspectives decision-making roles of those involved
or information, and could establish in the research? Who is framing the
innovative approaches. Taking an questions and/or deciding what the
intersectional approach also includes key issues and challenges might be?
considering how gender intersects with Who is writing the analysis and other
other systems of power such as ethnicity, final outputs?
race, age, social class, religion, disability F What expertise and experience does
and sexual orientation. the team already have? Can this be
used for the project? If the team has no
prior experience, is training required?
The WHO Gender Responsive
Assessment Scale is a useful tool Management of the project
produced by the World Health
Organization (2011) to assess how F Identify the person/people responsible
a research project has considered for oversight and accountability.
gender. At the lowest point on the scale, F Identify key milestones in the project
‘gender-unequal’ programmes or policies to measure progress and track activities.
privilege one gender over another; F Consider risks and ethical aspects of
at the highest point, ‘gender- the research.
transformative’ projects not only
recognize differences in gender norms,
roles and access to resources, but actively
attempt to bring about change.
www.chathamhouse.org 23RESEARCH AND ANALYSIS
Training and resources Resources and budgeting
F Identify the team’s training needs and F Staff time for the gender analysis.
existing training resources (internal/ F Consultancy fees (if applicable).
external). F Training and materials.
F What resources already exist that could F Additional project activities that
be useful for the project and team? are gender-related.
See the gender, think-thanks and
F Dependency care costs (broad term
international affairs dashboard for
to cover costs of childcare and meeting
key resources.
other care-related responsibilities).
F Maximize peer-to-peer learning where
experience and knowledge already
exists. However, where only one person
has experience and knowledge, they
should not be expected to be, nor should
they be, solely responsible for training
the team.
Tip! UN Women has a free eLearning
campus for gender equality training.
External expertise
F Hire an external consultant (preferably
a local in-country consultant or
thematic expert) if additional expertise
is required, but note that the project
team will still need to be involved
in the gender analysis, and that
responsibility to ensure it is completed
sufficiently still lies with the team.
F As an alternative to engaging a
consultant, it might be worth considering
bringing a partner organization
(preferably a local in-country partner
or a partner with thematic expertise) on
board, but ability to do this will depend
on the scope and size of the project.
24 Gender, think-tanks and international affairs: a toolkitRESEARCH AND ANALYSIS
Project content and technical focus
Knowledge and sources of information Research methodology
F Draw on past project experiences, F Consider who is involved in deciding
outcomes and knowledge. What were the research questions, and if they
the findings from previous projects? need more training or support to
Might any of the work be used as a conduct a rigorous gender analysis.
starting point? Could a previous F Consider who the research questions
project be assessed as to how it might are going to be relevant to, and how
be different if gender analysis had this will either sustain or challenge
been included at the outset? existing power dynamics.
F Conduct a literature review using a F Include gender-related research
diverse range of information sources questions, or adapt existing questions
that includes relevant material on to include a gender dimension. Has the
gender, ethnicity, disability and relevance of gender to the research topic
socio-economic background as systems been analysed? Consider, for example,
of power. Also consider relevant the following gender analysis questions:
legislation, UN resolutions or key dates
of meetings, forums, conventions and – Who is involved in your analysis,
anniversaries that pertain to gender/ and why? Is this reflective of the
women’s rights/human rights/rights wider society?
of other marginalized groups. – Have you considered the micro,
Additionally, less formal, non-academic macro and meso levels of your
resources such as blogs can act as context-specific/regional-specific
useful pointers for alternative avenues analysis? For example: individual,
of research. household, community, national,
F If resources or literature are missing, regional and global levels.
what gaps exist, and how might this – Does your analysis consider gender
affect the research project? relations? What are the gender norms
governing the roles of men, women
and non-binary people in the specific
context that you are investigating?
How does this differ according to
ethnicity, race, age, social class,
religion, disability and sexual
orientation?
www.chathamhouse.org 25RESEARCH AND ANALYSIS
– In local and context-specific examples, Tip! Use the Beyond Consultations Tool
how are the concepts of masculinity to assess current engagement/
and femininity understood? How does consultation practices, and follow the
this differ according to ethnicity, race, framework on how to include women
age, social class, religion, disability in the project in a meaningful way.
and sexual orientation? What impact
does this have on the roles of men,
F Gender-related ethical considerations
women, non-binary people, power
and risk assessment must include
dynamics, structures and institutions?
considerations of participant safety
– Is there a measurable point of change and consent, mutual understanding
in the issue that you are researching? of terminology, and staff safeguarding
For example, where a conflict has issues. For example, will LGBTIQ+
taken place, does your analysis staff members be excluded or placed
consider the gender roles/norms at risk from travelling to a location
before, during and after the conflict? with hostile legislation?
F When developing a stakeholder mapping F Beyond desk research, the research
and engagement plan, consider who is project might involve travel and
involved and in what way, with the aim in-country field research such as
of ensuring it is not tokenistic and/or meetings, workshops, focus groups
extractive. Research processes should and interviews. A field trip plan
allow all participants – gender experts, should be informed by the research
local people, representatives from methodology, stakeholder mapping,
women’s organizations and other and the ethics and risk assessment
marginalized groups – to share their carried out at the beginning of the
expertise and have full, equal and project. Issues to think about when
meaningful involvement in shaping engaging with local people might
policy that might affect them and the include:
associated decision-making processes.
– Who is able to participate? Are there
When working with marginalized
any barriers that might hinder
groups, ensure that they also benefit
inclusive participation? Does including
from the process, research and outcomes.
certain people put them at any risk?
– If you cannot include certain
stakeholders, are there other ways
of gaining access or of conducting
the research?
26 Gender, think-tanks and international affairs: a toolkitRESEARCH AND ANALYSIS
F Where possible, data collected during the – Research findings/research reports
project will need to be disaggregated by that are planned to include specific
sex, gender, age, income quintile, etc., sections/discussions on gender.
as well as being appropriately analysed. – Capacity- and knowledge-building
In collecting data, have the gendered efforts that include specific content
implications been considered to or focus on gender.
maximize the accuracy of the data? – Demonstrating increased awareness/
Are the data collected in a gender- knowledge of gender issues by project
sensitive way? participants/stakeholders.
Monitoring and evaluation (M&E) – Research and policy recommendations
that include gender aspects/targets.
F There are many ways to conduct
monitoring and evaluation. Funders F How progress and impact is reported to
might have specific requirements, donors, project partners and within your
but the simplest way is to include organization will depend on the donor
key performance indicators (KPIs) requirements and the scope and focus of
specifically related to gender in your the project. How you monitor the gender
M&E framework and/or the project’s analysis during the project lifecycle will
logical framework (logframe). depend on the KPIs and targets, but this
F Small projects with no detailed logframe could include:
or M&E framework can include bullet – Event data and statistics, including
points/precise information in the M&E or gender-disaggregated data.
results section of the proposal narrative,
– Participant/stakeholder feedback
or even in the research methodology
(qualitative and/or quantitative).
section. This should highlight which
– Contents of research findings, and
gender aspects will be monitored,
related recommendations.
and how progress will be measured.
– Content and focus of project outputs,
F KPIs that are gender-specific could
including anything specific to gender
include (but are not limited to):
findings and outcomes.
– Gender representation targets for
– Outreach, engagement and uptake
research events, stakeholder
related to project activities and
consultations and publication authors.
outputs, including statistics and
– Research methodology that includes analytics information.
specific actions on gender, including
interviews, consultations and research
questions.
www.chathamhouse.org 27RESEARCH AND ANALYSIS
Communications and dissemination
F The project communications strategy F Any project-related dissemination
should include detail on how the events will also need to include
gender analysis will be communicated the results of the gender analysis.
throughout the project and in final Consideration should be given as to
outputs, as well as considerations as how these findings are presented,
to the target audience (particularly in and who will present them. See the
terms of access), and the language Convening and debate section of
and imagery that will be used. the toolkit for further information
F The gender analysis findings should on organizing events.
be integrated into final project outputs F Consider holding an additional event
and reporting. Guiding questions for to highlight gender-specific findings,
this could include: and share lessons learned from the
project with external stakeholders.
– Have you reflected on your own
research processes and methodology?
– Does the output highlight or integrate
gender-specific findings? Or does
it highlight its limits regarding a
gender analysis? (This might relate
to project KPIs.)
– Does the output highlight any
intersectional dimensions?
– Have gender-disaggregated data and
relevant analysis been included?
– Can lessons learned or experiences
from the project be shared with other
researchers in the organization and/
or wider networks?
Tip! It might be useful to extrapolate
gender-specific findings into a case
study box, or produce infographics
that highlight specific points related
to gender.
28 Gender, think-tanks and international affairs: a toolkitCommunications
and publishing
Communications and publishing are an integral part of a think-tank’s mission
and work, and a principal vehicle for shaping policy agendas, engaging with key
stakeholders and informing wider audiences. Methods of communication, including
language and imagery, that do not fully consider gender can reinforce systemic biases
and harmful norms.
Language, imagery and design, and audiences
Language Imagery and design
F All staff should learn the difference Use of images and design are both powerful
between ‘gender-sensitiveʼ, ʻgender- ways of communicating, and are influential
neutralʼ, and ʻgender-transformativeʼ in shaping perceptions, values and norms.
language to understand how language Images and design used by think-tanks
can perpetuate bias and discrimination. should be relevant to the research or event
in question.
– Gender-sensitive language ensures
gender is appropriately discussed. F Give the choice of visual content proper
– Gender-neutral language is not ethical consideration. Be sensitive and
gender-specific. place human dignity at the centre
– Gender-transformative language when selecting or taking photographs
changes biased thinking. or commissioning illustrations.
F Avoid using harmful stereotypes (usually
associated with character, physical Gender in development imagery:
characteristics, roles and professions), humanitarian imagery overwhelmingly
including by learning to recognize and depicts Black women and children,
challenge them. and people of colour, as poverty-stricken
victims without agency, while depicting
F Avoid using gender-discriminatory
white people in positions of power and
language that demeans or ignores
influence as humanitarian workers.
women, men or gender non-conforming
This is used to elicit feelings of guilt
people.
and sympathy from the (typically
F Ensure language does not become Western) viewer to encourage
‘othering’ by taking care to reflect donations and present humanitarian
nuances among groups. organizations in a favourable way.
Tip! Follow UNDP’s 10 Principles for
gender-responsive communications.
www.chathamhouse.org 29COMMUNICATIONS AND PUBLISHING
F If quotations are used throughout a limit your reach and consider the
publication design, ensure there is a different platforms and channels that
balance of quotes from women, men might need to be used.
and gender non-conforming people. F Consider the stakeholders from whom
F Ensure the subjects of photographs researchers collected data as an audience,
understand the purposes for which their and communicate with this group about
image is being used and have given the outcomes of the research.
informed consent. Consider the power
dynamics at play between the researcher Peer review
and the subject of their research – it goes
without saying that this is particularly The peer review process for publications
important in a research context. needs to reflect the gender analysis
undertaken during the research process. Bias
F Use alt text (alternative text) when
in peer review has been documented across
publishing images on websites and
a range of disciplines, and although there is
social media to ensure they are
no failsafe way to eliminate such bias, there
accessible to people who are blind
are several approaches that should be
or have visual impairments.
considered as ways of mitigating its impact:
F Include subtitles on all video content.
F Credit all design and photography F Ensure that there are at least two
work appropriately. double-blind peer reviews per
publication.
Audiences F Ensure that there is a diversity of peer
A well-designed communications strategy reviewers in terms of demographics,
should consider the audience it intends background and geographical location.
to reach and influence: F Provide the peer reviewers with guidance
that includes specific gender-related
F Audiences are not homogeneous. questions they should consider.
The way information is engaged with
and consumed will differ among people
of different genders and backgrounds. Organizational support
Consider the different needs, interests and guidelines
and priorities of your audience.
Roles and responsibilities
F Access to information will also differ
significantly among, for example, Mapping roles within a think-tank’s
women, men, girls, boys and non-binary communications and publishing teams
people. Consider the barriers that might is important in order to establish where
responsibility should lie. The teams should
30 Gender, think-tanks and international affairs: a toolkitCOMMUNICATIONS AND PUBLISHING
have the agency to challenge content and F Embed practices and guidance within
practices that are not inclusive or that do any relevant meeting or committee
not reflect the organization’s values. protocols to ensure consistency.
F Establish roles and responsibilities in F Include further resources for training
line with other teams in the think-tank, purposes. For more information, see the
as per the strategy or action plan created gender, think-thanks and international
at the organizational level. affairs dashboard.
F Select a representative to attend meetings
on the team’s behalf, including a senior Training
member of staff to report to other senior Establish what knowledge and experience
management. staff members already have, in order to
F Discuss and identify team values that better understand potential training
allow for and encourage transparency needs and requirements.
and participation from all.
F Maximize peer-to-peer learning by
F Create structures that ensure that establishing what knowledge already
the communications team is involved exists.
and consulted from the planning
F Work with experts and practitioners who
stage of new projects: this allows an
are already active in the communications,
inclusive communications strategy
media and publishing industries.
to be implemented in new projects
F Hire an expert consultant to provide any
from the outset.
necessary training on the topics covered
Guidelines and resources in this section.
F Assess how regularly staff should be
All decisions and agreed practices should
trained, and when/how the training
be documented, easily accessible and
materials are updated, to ensure they
clearly communicated across the think-tank.
meet evolving best practice standards.
They should also align with the other
activities of the organization, including
convening and debate, and research. Tip! Do not assume prior knowledge or
F Create new documents or adapt existing understanding of how gender inequality
ones to reflect any changes and to manifests in communications and
provide necessary guidance for all staff. publishing. Providing training, useful and
These can include style, branding, image, accurate tools, and the necessary support
publishing and peer review guidelines, is essential to bringing everyone on
social media guidelines and templates. board and for building individual and
organizational understanding and capacity.
www.chathamhouse.org 31You can also read
