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In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
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In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
For the moment, mind-reading is still science fiction. But that may not be true for much longer. Several lines of inquiry are converging on the idea that the neurological activity of the brain can be decoded directly, and people"s thoughts revealed without being spoken.Just imagine the potential benefits. Such a development would allow both the fit and the disabled to operate machines merely by choosing what they want those machines to do. It would permit the profoundly handicapped to communicate more easily than is now possible even with the text-based speech engines used by the likes of Stephen Hawking. It might unlock the mental prisons of people apparently in comas, who nevertheless show some signs of neural activity. For the able-bodied, it could allow workers to dictate documents silently to computers simply by thinking about what they want to say. The most profound implication, however, is that it would abolish the ability to lie.Who could object to that You will not bear false witness. Tell the truth, and shame the Devil. Transparency, which speaks for honesty in management, is put forward as the answer to most of today"s evils. But honestly speaking, the truth of the matter is that this would lead to disaster, for lying is at the heart of civilization. People are not the only creatures who lie. Species from squids to chimpanzees have been caught doing it from time to time. But only human beings have turned lying into an art. Call it diplomacy, public relations or simple good manners: lying is one of the things that make the world go round.The occasional untruth makes domestic life possible, is essential in the office and forms a crucial part of parenting. Politics might be more entertaining without lies—"The prime minister has my full support" would be translated as, "If that half-wit persists in this insane course we"ll all be out on our ears"—but a party system would be hard to sustain without the semblance of loyalty that dishonesty permits.The truly scary prospect, however, is the effect mind-reading would have on relations between the state and the individual. In a world in which the authorities could peep at people"s thoughts, speaking truth to power would no longer be brave: it would be unavoidable. Information technology already means that physical privacy has become a scarce commodity. Websites track your interests and purchases. Mobile phones give away your location. Video cameras record what you are up to. Lose mental privacy as well, and there really will be nowhere. From Paragraph 4 we can draw the conclusion that ______.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
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