The way to achieve gender equality is not about fixing women to make them more like men, but about fixing the system that creates and perpetuates the inequality. This idea is argued cogently by Sarah Kaplan in her article “Because It’s 2017” where she examines the myth of meritocracy, and questions the need to make a business case for women on boards and in senior positions in corporations. The demand for such a business case, she argues, perpetuates the existing ways of doing business instead of thinking of new ways to change the system.

I wholeheartedly agree with the idea that we need to change the system. So much so, that one of the four career strategies for women suggested in my new book, Understanding Gender at Work, is called disrupt. The strategy includes: disrupting the current way of operating to create a world of inclusion and diversity for everyone; women being aware of the gendered beliefs and stereotypes, but ignoring them; understanding our gender programming and writing a new code; and disrupting old gender scripts to find new ways to think. For example – what would work outside the home look like if it were created for women?

Another way to disrupt the current system is by recognizing gender myths and debunking them. One way of achieving this is by calling out false biological assumptions about men and women based on bad science. Cornelia Fine brilliantly skewers many false beliefs and gender myths in her books Delusions of Gender and Testosterone Rex.

The ultimate goal of disruption is for us to see each other as human first, and gender second — or maybe, gender not at all. Then we can start to appreciate the wonderfully unique and complex blend of identities, cultures and experiences that each of us is, and the marvelous diversity of thought that we bring to what we do.

Suggestions for changing a system that perpetuates gender bias in organizations are becoming more and more detailed and concrete. Innovation in process, evaluation and criteria are suggested by Kaplan to keep implicit bias at bay when making decisions about hiring, giving a raise, or investing. According to Professor Frank Dobbin, after analyzing decades of corporate data, one way to increase diversity at the management level is by engaging men to help solve the problem of gender inequity by having them take ownership of the issue.

Still another way to create change is by having organizations signal that life away from work is valued. This disrupts the image of the ideal worker from one who is completely devoted to work and who puts it ahead of family and personal needs – including health – to someone who has a life away from work. This updated image fits well with the actual reality of people’s lives, and dovetails nicely with Adrianna Huffington’s view of success; one that includes well-being in addition to money and achievement.

Disruption, although a great way to implement change, is not a career strategy for everyone. I think it is best used by senior women and men who have the power to influence or cause change. Changing or fixing the system that perpetuates gender equality should be the responsibility of all leaders and gatekeepers in organizations.

Although I provide suggestions for organizations, mentors, leaders and champions in my new book, the primary aim is to provide career strategies for women for all ages, stages and levels of work. While women wait for organizational and societal change, they will have the awareness, skills and tools to better navigate the hidden shoals of gender dynamics at work.

There is no one correct way to create change. There is no silver bullet. This type of complex and baked-in issue requires innovative approaches and solutions from men and women at all levels in organizations. But the more people work consciously towards gender equality, the sooner it will be achieved. And then career strategies just for women will be a thing of the past. Won’t that be fabulous?