Harris Voices: The Strategic Potential of Women as Trust Brokers in Public Service

Shortly before she passed away last spring, Cheistha Kochhar, MAIDP'20, a Harris School of Public Policy alumna and former employee, began writing a series of articles on her behavioral strategy work, both as Senior Advisor for NITI Aayog's National Behavioral Insights Unit of India, and as a Doctoral Candidate with the London School of Economics and Political Science. The intention was to share her articles as part of a series on behavioral science. We have gained permission from her family to share her articles in her memory. This article was intended to be published ahead of International Women's Day in 2024.

As communities around the globe commemorated International Women's Day on March 8, the digital world buzzed with tributes to the strength and contributions of women. Leaders from both the public and private sectors tipped their hats to the indispensable role women play in our societies. Amidst this chorus of appreciation, a resonating message emerged: the modern workplace, especially the public sector, is in dire need of more women.

Despite this call for action, a pressing question remains unanswered: Are there specific roles within government organizations where the presence of women can be strategically beneficial? Drawing upon an expansive body of research on gender and trust, I argue that boundaries of organizations and teams can most effectively leverage the role of women as trust brokers.

Organizational and team boundaries represent the interfaces between an entity and its external environment. These are the spaces where communication, negotiation, and partnership happen. It is here that trust becomes the currency of effective engagement.

An increasing body of research has shown that women are not only more likely to trust than men but that they are also more trustworthy than their male counterparts. Of course, this claim comes with nuances. For example, we are more likely to trust the abilities of males in roles related to law enforcement or security. Yet, when it comes to the delivery of day-to-day services and establishing relatability, women tend to be trusted more than men. This trusting and trustworthiness traits of women may be invaluable to broker trust at the boundaries of an organisation or a team.

This is not to suggest a one-size-fits-all approach but to highlight an avenue where women's natural propensity for building trust can serve as a strategic advantage, especially for governments.

First, women at the frontiers of local government bodies can dramatically transform the way services are delivered and perceived by the public. The role of ASHA (Accredited Social Health Activists) workers in India, for instance, demonstrates how women in citizen-facing positions significantly improve the accessibility and effectiveness of public services. It is not only about gender representation; it is about leveraging the inherent trust that women can inspire to enhance service delivery and citizen engagement.

Second, the traditional siloed structure of many public sector organizations hinders effective communication and collaboration. Women, with their higher levels of trust and trustworthiness, could be ideally positioned to bridge these divides. Their presence at the interdepartmental boundaries can facilitate a more integrated approach, ensuring that the left hand knows what the right hand is doing, thereby enhancing organizational efficiency and effectiveness.

Lastly, the diversity of perspectives within any team or organization is its most significant asset. Yet, this diversity can only be fully utilized in an atmosphere of trust. Women, by leading or coordinating diverse teams, can foster an environment where all voices are heard and valued. This not only leads to more inclusive policies but also to innovative solutions to complex problems.

The narrative around increasing female participation in the public sector has often focused only on the quantitative aspect—simply adding more women to the mix. However, it is time to delve deeper and identify the strategic roles where women can add the most value. Positions that require high levels of trust and collaboration, particularly those at the organizational boundaries, are where women's presence may lead to transformative outcomes, subject to empirical testing. By placing women in strategic roles where they can function as trust brokers and facilitate innovation, we are not just filling quotas—we are unlocking a reservoir of potential that can lead to more responsive, efficient, and inclusive public services.

Let the celebrations of International Women's Day be a reminder of the progress we have made and the journey ahead. It is time to translate our digital applause into micro actionable strategies that leverage the unique strengths of women in enhancing our public institutions. Only then will the empowering messages shared online reflect real-world impacts, turning celebratory rhetoric into celebratory statistics and a more equitable and effective public sector.