Tag Archives: productivity

Office housework collective writing: an Astrea collaboration

This article was written by Kayleigh Woods Harley, project support coordinator in Birkbeck’s Strategic Projects Directorate. She chairs Birkbeck Astrea, a staff network for women, transgender and nonbinary people in professional and support roles. Astrea hosted Uracha Chatrakul Na Ayudhya and Aylin Kunter for a talk on office housework in May 2021 and this will be followed by a series of collective writing workshops to allow members to process their thoughts and feelings about office housework. The goal is to publish the writing in an academic journal on gender and work. In this blog Kayleigh talks about her experience of the first collective writing session in July 2021.

Photo of an academic's desk

I first came across the term ‘office housework’ during an Astrea event in May 2021, led by Aylin Kunter and Uracha Chatrakul Na Ayudhya, two academics who have collaborated in the past on the interactions between gender and work. Their talk was a natural extension of their previous research, but also a departure in that they were proposing to bring Astrea members along with them on a new strand exploring the particular experiences of professional services women, transgender and nonbinary people. I wasn’t familiar with the idea of office housework, nor aware that it tends to be undertaken by those with the least power in the workplace, making it an intersectional phenomenon. I now understand that office housework is all the tasks and responsibilities we carry out which are not part of our job description, nor are they rewarded or recognised as ‘work.’ And the more I thought about it, the more I realised I was doing it all the time.

So when Aylin and Uracha invited Astrea members to a collective writing session where we could think, through writing, about examples of office housework we had undertaken, I prepared a few notes ahead of time. Coming prepared to meetings is something I do often, as an extremely conscientious individual. You could argue that it’s a form of office housework, that feeling of always needing to go above and beyond to make sure you not only ‘turn up,’ but are ready to fully participate in a work-related meeting or interaction.

Photo of Aylin's desk

After some friendly deliberation over how to proceed and how long to give ourselves to write something, we muted our microphones and individually began to write. There was no script, no structure. Just write down what you feel, what you think. My mind turned from the stresses and worries of a normal workday and focused on one thing solidly for 30 minutes. It was possibly the fastest half hour of the day, and during that time I was engrossed, my mind completely engaged in the thinking-through of my subject. I was completely myself, by which I mean my authentic self, not my work self. This is a luxury I am rarely afforded.

The others had posted chat messages indicating they were ready to finish and even share their writing. Listening to them read their thoughts was a moment of pure connection. How brave they were for being able to write such honest things and to feel able to read them aloud! They could have chosen not to, and yet we each felt it was important to say what was on our minds, no matter how raw or emotional it might be. I read my piece, too, and felt immediately validated by their responses to it. How often do we take the time to say something uplifting or supportive to our colleagues? (Is doing so another form of office housework?) And yet I felt like the last hour or so had not felt difficult or straining, like a normal day spent at my living room table with my laptop open to my emails. It was a moment of true connection, of seeing and being seen for who I really am.

This feeling was not mine alone. Uracha affirmed, “For one hour today, I found myself being transported out of my daily chaotic work space into a safe and collective space through writing together and listening unreservedly to one another about office housework. It was truly freeing to be connected and to be heard, seen, and held.”

Astrea members can read more about the office housework project and find out when future collective workshops are scheduled on the Astrea SharePoint.

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CIMR hosts Department for Business, Energy & Industrial Strategy Roundtable

The workshop brought together key academic and policy colleagues to consider how best to support the development of management and leadership skills in SMEs.

Birkbeck’s Professor Helen Lawton Smith with Maja Savic from the Department of Business, Energy & Industrial Strategy.

Adoption of management practices such as IT systems and strategic management improve productivity and performance by boosting employee motivation and enhancing entrepreneurial behaviour in organisations. Strong leadership and management skills are essential for embedding these productivity-enhancing practices.

The Business Productivity Team at the Department for Business, Energy & Industrial Strategy (BEIS) are looking to understand which management and leadership skills are associated with adopting key management practices and what types of curriculum result in the development of these skills.

This is building on the findings of the Business Productivity Review, announced in November. This includes actions being taken forward such as closer working with intermediaries, the development of a Small Business Leadership Programme, Management Knowledge Transfer Partnerships and peer to peer networks.  These programmes aim to give small business leaders the time, the tools and the capabilities to identify and exploit knowledge that will support their business development.

Hosted by CIMR, this workshop brought together senior academics from UK business schools and business growth experts, including representatives from Be the Business and the Chartered Management Institute.

Among the issues addressed in the discussion were the current barriers to SME leaders accessing support; learnings to be taken from successful international initiatives such as Innovation Norway; the kinds of problems and opportunities that the programme might support SME leaders to explore; and the need for a logical, research-informed framework for skills development.

Further Information:

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