The World Bank has pointed out that, in the last decade, women have been responsible for a 30% reduction in extreme poverty in Latin America and the Caribbean through their increasing participation in the labor market, their role in entrepreneurship and their contribution to the informal economy. This statement resonates strongly with the analysis of Marian Vidaurri, a political scientist and economist, who has devoted much of her career at the Organization of American States (OAS) and promoted gender equality within international organizations. According to Vidaurri, one of the greatest challenges to achieving gender equality in the field of international governance is to uproot the culture and daily practices of machismo, an obstacle that persists especially in the Latin American context.
While the appointment of a woman to an executive position in an institution such as the OAS is a significant step forward, it does not guarantee a profound cultural change within international bureaucracies, explains Marian Vidaurri. Machismo is deep rooted in latin american-driven public organizations. Worldwide, the participation of women in positions of power is still limited. Such a transformative journey faces the natural resistance of bureaucracies, which are prone to follow political interests and to maintain the status quo at all costs. For the political scientist and economist, it is essential that both men and women challenge and transform traditional gender roles for these changes to be effective and sustainable over time. The persistence of outdated —but persistent through time— cultural norms and institutional practices that reinforce gender inequalities represents a significant challenge that requires a strategic approach to overcome.
From her previous role at OAS, Marian Vidaurri has identified that gender equality fosters economic growth by integrating more women into the formal labor market and generates broader social benefits. Vidaurri points out that, in addition to their economic participation, women are generally primarily responsible for unpaid work in the household. Therefore, the equitable redistribution of household responsibilities between men and women is key to achieving a more positive and lasting economic impact. This approach requires a paradigm shift in how unpaid work, which often does not receive the recognition it deserves in conventional economic and social metrics, is acknowledged and valued.
Gender equality strategies: Marian Vidaurri’s view from her previous work at OAS
Assessing progress towards gender equality in international institutions, Dr. Vidaurri suggests that both objective and subjective indicators should be applied. While objective indicators, such as the proportion of women in high-level positions, are measurable, challenges arise with subjective indicators that assess work culture, such as tacit discrimination and machismo-driven attitudes. In 2024, only 25% of high-level positions in the OAS General Secretariat were held by women, a clear indicator of the persistence of gender disparity in that organization. Thus, there is a need to look beyond the superficial figures to understand the organizational culture that enables or hinders progress towards wider women participation in decision making positions.
Beyond the lack of gender equality  in OAS leadership, says Dr. Marian Vidaurri, there are exemplary OAS missions and projects that have effectively integrated gender equality in their work. Among the most notable: the Mission to Support the Peace Process in Colombia and the work of the Inter-American Commission of Women (CIM). The CIM promoted the adoption of Resolution 1149 of the OAS Permanent Council in which the OAS Member States reiterated their “condemnation of the multiple forms of discrimination and violence against women in the Hemisphere, in particular, the lack of access of women to full participation in the public sphere, both in representation and in decision-making spaces” and requested the OAS General Secretariat to progressively increase the participation and representation of women in decision-making positions within the organization. The progressive increase in women’s participation and representation within the OAS has not occurred.
These examples highlight the importance of maintaining institutional consistency and underscore the need for organizations not only to implement progressive policies, but also to ensure that these policies are translated into effective day-to-day practices. However, the doctor of international affairs warns of the discrepancy that often exists between external and internal actions, where commitment to gender equality in the public sphere is not always reflected in the day-to-day activities within these international public organizations.
There are common barriers that women face in accessing leadership positions in international organizations, from political, institutional, cultural, and financial. Often, negotiations for political appointments are not driven by a gender equity perspective, but by a political power perspective. Power equations, rather than inclusion equations, determine who has access to leadership positions, illustrating the persistent challenge of transforming gender representation in these spaces. Based on her previous work at OAS, Dr. Marian Vidaurri argues that, despite some progress, the struggle for gender equality faces structural obstacles that require strategic interventions and a change of mindset and culture within organizations.
Political scientist Vidaurri also highlights the critical influence of civil society in promoting gender equality. She notes that partnerships between international agencies and civil society organizations are essential to ensure that these efforts are effective. By being in constant contact with the needs and demands of communities, these organizations bring valuable perspectives that international institutions often overlook due to their elitist nature and disconnect from people.
Marian Vidaurri, who worked for more than a decade at OAS, adds that the road to gender equality is multifaceted and must be approached from multiple angles, including: institutional and socio-cultural changes; a constant review of policies and practices; and consistency between what is done externally and internally. It is necessary to implement measures that promote gender representation and eliminate the bias of machismo, as well as to ensure that these changes are sustainable over time through continuous effort and a genuine commitment to cultural transformation. This requires the commitment of men and women working within international bureaucracies.
About Marian Vidaurri, political scientist, economist and doctor of international affairs
Marian Vidaurri holds a doctorate of international affairs. Until September 2024, she held positions at the Secretariat for the Strengthening of Democracy. In this role, Vidaurri brought an analytical and prospective perspective to strengthen democracy in the region. Prior to joining the OAS in 2012, Vidaurri was Director of Political Studies at the Salvadoran Foundation for Economic and Social Development (FUSADES) in El Salvador, where she developed key research for the country’s political and economic development. In addition, her academic and journalistic experience in Central America has provided her with a deep understanding of the socio-political dynamics of the region. Vidaurri has a strong academic background, with a BA in Political Science and Economics from Cornell University, an MA in Latin American Studies from Oxford University, and is a candidate for a Masters in Public Administration from the University of Pennsylvania. In 2023 she received her doctorate of international affairs from the Johns Hopkins University School of Advanced International Studies (SAIS). Her career is a reflection of her commitment to democratic strengthening and development in Latin America.