for acceptance. However, in some cases, tokens are people who do not possess the necessary qualifications to hold a position but are admitted because of their token status. An individual who possesses token status can have a very affected career experience. Kanter hypothesizes that oftentimes, the token's experience is less related to whatever attribute makes them a token and more so influenced by the structural restraints that are intrinsic to the positions they fill. To elaborate, the positions held by tokens are generally lacking in power and the opportunity for advancement. Additionally, tokens operating within workplaces with skewed ratios that result in them being extremely outnumbered are "often treated as representations of their category, as symbols rather than individuals". Tokens are also extremely visible and subject to scrutiny due to their evident contrast from the majority. This can create large amounts of pressure to perform well; tokens will often either respond to this with overachievement or underachievement, both of which make further advancement difficult. More often than not, token status often leads to "demotivation, lower levels of performance, and diminished aspirations for the future". Many solutions to the problem of tokenism have been suggested; though a balanced work force will not eliminate all of the issues faced by tokens in the workplace, movement towards balance will help open the doors to some improvement. However, balancing the numbers and ratios is not necessarily the biggest issue at hand: many researchers suggest that power, privilege, and prestige are more important factors in the relationship between dominant and secondary groups in the workplace. Many believe that as the proportions of minority and majority workers balance out, tension within the workplace is actually more likely to increase rather than decrease. Though this may be true, the theory that increasing the proportions of the token groups would alleviate the issue should not be in any way discounted. This solution could possibly "reduce the isolation and effects of tokenism, improve token's position in the power structure of the department, and also increase their opportunities". Another solution could be to increase the number of tokens in managerial positions and to apply new policies of hiring and promotion; this affirmative action could work to give tokens the confidence they need to become full participants in the workplace rather than just representations of their category or token attribute. The "double bind" for female workers People's career experiences are largely