The following “links” of the sex differences found in Helen Fisher’s book, The First Sex is the completion
of a project that I started with the essay/chart found below the references.  That essay/chart is called Gender Differences in the
DSM-IV (Diagnostic and Statistical Manual of Mental Disorder, 4th Edition) An Observation From an Evolutionary Perspective.
http://www.evoyage.com/BillsEssays/genderdifferences.htm 
If you click on the chart you will see that I have five columns; two for each sex and one for both. 
If you compare this DSM chart with the First Sex chart you will notice that the sexes/genders are switched. 
My brain is telling me to reverse the DSM chart and have the males on the left and the females on the right side. 
I know that you’re smart enough to do the switch, but it would make a neater package.

MALE

FEMALE

The Origin of Female Friendships

The Origin of Female Friendships

The Biology of Women’s Appetite for Connections

The Biology of Women’s Appetite for Connections

Testosterone: The Hormone of Attainment

Testosterone: The Hormone of Attainment

[Testosterone: The Hormone of Attainment] …testosterone wires the male brain during fetal life for a trait he call “male attainment,” leaving men more motivated than women to fight for status.[Goldberg 1993] p. 41.  Aggressive criminal lawyers, hockey players, and actors often have higher levels of testosterone than ministers do. [Blum 1997, p. 176; Goleman 1990, pp. C1, 3]. Before a contest, such as a competitive video game or a chess match, testosterone levels rise abruptly in most men. [Mazur, Susman, and Edelbrock 1997; Mazur, Booth, and Dabbs 1992, pp. 70-77; Booth et al. 1989, pp. 556-71.p. 41.

After men compete at wrestling, tennis, or chess, levels of testosterone are higher in winners than in losers for at least an hour. Ibid.  Even male spectators at a soccer match often get a jolt of testosterone when their team wins. P.41.

Still, in women, levels of testosterone do not go up and down as they win or lose at sports, as is the case with males. [Mazur, Susman, and Edelbrock 1997, pp. 317-26]. P. 42.

..men have at least seven times more testosterone than young women do.  And like males of many other species, men everywhere in the world are much more likely to compete aggressively for rank. [Udry; Talbert, and Morris 1986, pp. 217-27; Halpern 1992.p. 42.

The Biology of Risk Taking

The Biology of Risk Taking

[MAO monoamine oxidase’s role in risk taking] Boys and men seek thrills more regularly than women do—on the road, in the sky, under water, at the gambling table, and in the financial markets of the world.[Kurtz and Zuckerman 1978, pp. 529-30; Ginsberg and Miller 1982, pp. 426-28] Men buy more high-risk stocks and bonds [Randall 1996; Paine Webber 1997, p. 12; Simon 1998, p. A14.] Men’s need for rank has its drawbacks.  Overwork, lack of sleep, less time with friends and family: This form of ambition takes its toll. p. 43.

Many [women] suppress their personal views, their interests, even their careers to accommodate others and maintain harmony in their social worlds.  Women’s appetite for connections can be debilitating in the office.  Because women generally seek consensus and harmony with those around them, they have much more difficulty working with people they dislike or disagree with.  Women, more than men, then to distance themselves from their rivals. [Waal 1989a, pp. 3-39]. P. 43.

Women Hold Grudges

Women Hold Grudges

[after divisive meeting] men will join one another for a drink after a divisive meeting in the office; …

women flee..p. 43. Even worse, women remember slights; they are thinner-skinned than men. Duff 1993; Seger 1996; Worton 1996] Women get visibly upset at inappropriate times, as when someone disagrees or argues with them. P. 43.

Men were bullied or insulted on the playground since they began to walk; they learned early to handle verbal attacks, shrug off their losses, and try again.  Moreover, men are biologically primed to fight for rank.  So they try to bury their resentments to move ahead.  P. 43

Not women.  Women grew up in egalitarian groups, where they took pains to respect one another’s feelings.  They form cliques at work.  And they are built to strive for cooperation and consensus.  So when a colleague picks a fight or besmirches a woman’s work or reputation, the woman remembers. P. 43.

[Holding grudges] This feminine trait may be yet another adaptive mechanism that arose in deep history.  Ancestral women, like other mammalian females, could not afford to misjudge another’s character more than once.  A careless or hostile peer could seriously harm a woman’s child.   Women also had to judge their lovers carefully.  They risked nine months of pregnancy and years of child rearing.  So our feminine forebears had to remember minor slights and treat offenders accordingly, thus possibly selecting for the tendency of women to hold on to their resentments. P.44.

When girls and women feel snubbed, they often stop speaking to you – unlike boys and men, who tend to express themselves with direct physical confrontation. [Wilson 1993, pp. 3-26] Women exclude a colleague from informal meetings, ignore him or her at conferences and other business gatherings, and use their connections to present a united front against him or her [Duff 1993]. P. 44.

Women prefer not to confront – so they skillfully spread false rumors behind one’s back. [Bjorkvist, Lagerspetz, and Kaukiainen 1992, pp. 117-27]  In a study of 350 men and women, psychologist Donald Sharpsteen found that women are far more likely than men to use gossip for revenge. [Duff 1993]. P. 44.

Women, like men, unquestionably have a dangerous side.  But for millions of years or rearing helpless babies, women also evolved a powerful arsenal of valuable skills.  They are good at doing many things simultaneously, thinking contextually, using their intuition, remaining flexible, planning long term, seeking connections, generating consensus among peers, and working in egalitarian teams. P. 45.

The Organization Woman

The Organization Woman

Why Women Don’t Reach the Top

Why Women Don’t Reach the Top

A Delicate Balance: Work and Family

A Delicate Balance: Work and Family

[Work and Family] I suspect there is a biological component to this complex situation: as testosterone and other male hormones contribute to men’s drive to reach the top of the business ladder, estrogen most likely contributes to women’s drive to take time out to rear their children – undermining their ability to achieve these high-status jobs. P. 47.

As discussed in chapter 5, estrogen is clearly associated with nurturing behavior in many mammalian species, including humans.  P.47…

But as a rule, women are not as willing as men to stay late in the office, travel constantly, skip school events, entertain clients in the evening, or relocate, sacrificing their family lives and their personal interest for their careers. [Helgesen 1995; Eccles 1987; Browne 1995; Townsend 1996, pp. 28-37] pp. 47 & 48.

Catalyst reports that “commitment to family responsibilities” is among the primary hindrances to women’s progress into rarefied business circles.  P. 48

From a strictly evolutionary perspective this feminine proclivity to balance work and family makes sense:  nothing is more important to a woman’s future than the survival of her children.  Men have opportunities to breed throughout their lives.  But women can bear only a few babies.  They are obliged to rear these precious creatures if they are to spread their DNA into perpetuity.  This is nature’s law. pp. 48 & 49.

[on reaching the top echelon of traditional corporate world] So I am not convinced that women will ever reach parity with men in the highest echelons of the traditional corporate world.  Not because women fear failure.  Not because men will monopolize these trophy jobs.  But because fewer women are willing to work long hours, take job risks, transfer to other cities, and jeopardize their family and personal lives in other ways to gain the summit. They feel they have something more important to do. p. 49.

The Rise of the “Flat” Corporation

The Rise of the “Flat” Corporation

Corporations are Linking Instead of Ranking People

Corporations Are Linking Instead of Ranking People

Virtual Companies

Virtual Companies

Women n Hyborgia

Women in Hyborgia

[on the structure of corporations in the future being flat – work done in US, China, or Haiti; subsidiaries; joint venture; subcontracting; strategic alliances; multiple purposes, etc.] These trends toward decentralization, a flatter business structure, team playing, lateral connections, and flexibility favor women’s ways of doing business. [Helgesen 1990; Rosener 1995; Hey and Moore 1998]. This flexible, flat organizational form is similar to the flat packs that little girls naturally construct on the playground.  It is similar to the cliques that women form in offices, and the cliques that female chimpanzees naturally compose.  It is similar to the foraging parties that ancestral women naturally formed on the plains of ancient Africa.  And it fits the way that women naturally view power.  From the evolutionary perspective, women should be particularly effective at working in these nonhierarchical business webs. P. 52,

[on flat, flexible companies] Where team playing is the rule, where lateral, more egalitarian relationships are valued, where the eight-hour day is obsolete, and where rigid, uniform rules governing leaves of absence, vacations, and retirement have been replaced by more flexible working conditions, women will find the versatility they need to rear their children. P. 53

Women Entrepreneurs: Trendsetters

Women Entrepreneurs: Trendsetters

Stewardship

Stewardship

CHAPTER 3

CHAPTER 3

WOMEN’S WORDS

WOMEN’S WORDS

Educators in the Information Age

Educators in the Information Age

[on stewardship]  “The best preparation for business is motherhood,” contends trend analyst Arnold Brown.  From millennia or rearing impetuous babies, women have evolved many special skills.  As women fill the ranks of middle management and some of them reach the top, they are bound to bring flexibility, imagination, intuition, cooperation, consensus, and broad, contextual, long-term view to every sector of the business world. P 55.