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The Great Feminization
Helen Andrews

The essay argued that it wasn’t just that women had cancelled the president of Harvard; it was that they’d cancelled him in a very feminine way. They made emotional appeals rather than logical arguments. ...

This cancellation was feminine, the essay argued, because all cancellations are feminine. Cancel culture is simply what women do whenever there are enough of them in a given organization or field. That is the Great Feminization thesis, which the same author later elaborated upon at book length: Everything you think of as “wokeness” is simply an epiphenomenon of demographic feminization.

The explanatory power of this simple thesis was incredible. It really did unlock the secrets of the era we are living in. Wokeness is not a new ideology, an outgrowth of Marxism, or a result of post-Obama disillusionment. It is simply feminine patterns of behavior applied to institutions where women were few in number until recently. How did I not see it before? ...

Wokeness arose around the same time that many important institutions tipped demographically from majority male to majority female.

The substance fits, too. Everything you think of as wokeness involves prioritizing the feminine over the masculine: empathy over rationality, safety over risk, cohesion over competition. ...

One survey, for example, found that 71 percent of men said protecting free speech was more important than preserving a cohesive society, and 59 percent of women said the opposite.

The most relevant differences are not about individuals but about groups. In my experience, individuals are unique and you come across outliers who defy stereotypes every day, but groups of men and women display consistent differences. Which makes sense, if you think about it statistically. A random woman might be taller than a random man, but a group of ten random women is very unlikely to have an average height greater than that of a group of ten men. The larger the group of people, the more likely it is to conform to statistical averages.

Female group dynamics favor consensus and cooperation. Men order each other around, but women can only suggest and persuade. Any criticism or negative sentiment, if it absolutely must be expressed, needs to be buried in layers of compliments. The outcome of a discussion is less important than the fact that a discussion was held and everyone participated in it. The most important sex difference in group dynamics is attitude to conflict. In short, men wage conflict openly while women covertly undermine or ostracize their enemies. ...

The problem is not that women are less talented than men or even that female modes of interaction are inferior in any objective sense. The problem is that female modes of interaction are not well suited to accomplishing the goals of many major institutions. You can have an academia that is majority female, but it will be (as majority-female departments in today’s universities already are) oriented toward other goals than open debate and the unfettered pursuit of truth. And if your academia doesn’t pursue truth, what good is it? If your journalists aren’t prickly individualists who don’t mind alienating people, what good are they? If a business loses its swashbuckling spirit and becomes a feminized, inward-focused bureaucracy, will it not stagnate?

If the Great Feminization poses a threat to civilization, the question becomes whether there is anything we can do about it. The answer depends on why you think it occurred in the first place. ...

Feminization is not an organic result of women outcompeting men. It is an artificial result of social engineering, and if we take our thumb off the scale it will collapse within a generation.

The most obvious thumb on the scale is anti-discrimination law. It is illegal to employ too few women at your company. If women are underrepresented, especially in your higher management, that is a lawsuit waiting to happen. As a result, employers give women jobs and promotions they would not otherwise have gotten simply in order to keep their numbers up.

It is rational for them to do this, because the consequences for failing to do so can be dire. Texaco, Goldman Sachs, Novartis, and Coca-Cola are among the companies that have paid nine-figure settlements in response to lawsuits alleging bias against women in hiring and promotions. ...

Women can sue their bosses for running a workplace that feels like a fraternity house, but men can’t sue when their workplace feels like a Montessori kindergarten. Naturally employers err on the side of making the office softer. So if women are thriving more in the modern workplace, is that really because they are outcompeting men? Or is it because the rules have been changed to favor them?

A lot can be inferred from the way that feminization tends to increase over time. Once institutions reach a 50–50 split, they tend to blow past gender parity and become more and more female. Since 2016, law schools have gotten a little bit more female every year; in 2024, they were 56 percent female. Psychology, once a predominantly male field, is now overwhelmingly female, with 75 percent of psychology doctorates going to women. Institutions seem to have a tipping point, after which they become more and more feminized.

That does not look like women outperforming men. It looks like women driving men away by imposing feminine norms on previously male institutions. What man wants to work in a field where his traits are not welcome? What self-respecting male graduate student would pursue a career in academia when his peers will ostracize him for stating his disagreements too bluntly or espousing a controversial opinion? ...

Right now we have a nominally meritocratic system in which it is illegal for women to lose. Let’s make hiring meritocratic in substance and not just name, and we will see how it shakes out. Make it legal to have a masculine office culture again. Remove the HR lady’s veto power. I think people will be surprised to discover how much of our current feminization is attributable to institutional changes like the advent of HR, which were brought about by legal changes and which legal changes can reverse.

Because, after all, I am not just a woman. I am also someone with a lot of disagreeable opinions, who will find it hard to flourish if society becomes more conflict-averse and consensus-driven. I am the mother of sons, who will never reach their full potential if they have to grow up in a feminized world.