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The Future of Diversity and Inclusion: 4 Next Practices (2014 Bahamas HRDA Conference)
The document discusses the importance of diversity and inclusion in organizations, identifying issues such as self-censorship and the pressures to conform that stifle individual uniqueness. It highlights the necessity for authenticity, decision-making practices, and relational networks to foster an inclusive environment. The text also examines the impact of regrets and cognitive biases on individuals, advocating for intentional efforts to create a more accepting and supportive workplace culture.
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The Future of Diversity and Inclusion: 4 Next Practices (2014 Bahamas HRDA Conference)
- 1. The Future ofDiversity & Inclusion BHRDA: TRANSFORMATION
- 3. “We need inevery community a group of angelic troublemakers.” Bayard Rustin
- 4. joegerstandt.com [email protected] linkedin.com/in/joegerstandt youtube.com/joegerstandt twitter.com/joegerstandt slideshare.net/joeg 402.740.7081
- 5. @joegerstandt Hospital Corporationof America Principal Financial Experian Financial Sletten Construction Centric Consulting ConAgra Foods Target Cox Communications Navigant Consulting Veridian Credit Union Bankers Trust Walmart Alegent Health Federal Aviation Administration Progressive Insurance Citizens Electric
- 6. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence Where shall we go from here?
- 7. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence @joegerstandt
- 8. Top Regrets ofThe Dying Bronnie Ware, palliative nurse
- 9. Top Regrets ofThe Dying 1.I wish I’d had the courage to live a life true to myself, not the life others expected of me. 2.I wish I hadn’t worked so hard. 3.I wish I’d had the courage to express my feelings. 4.I wish I had stayed in touch with my friends. 5.I wish that I had let myself be happier.
- 10. Top Regrets ofThe Dying 1.I wish I’d had the courage to live a life true to myself, not the life others expected of me. 2.I wish I hadn’t worked so hard. 3.I wish I’d had the courage to express my feelings. 4.I wish I had stayed in touch with my friends. 5.I wish that I had let myself be happier.
- 11. Top Regrets ofThe Dying 1.I wish I’d had the courage to live a life true to myself, not the life others expected of me. 2.I wish I hadn’t worked so hard. 3.I wish I’d had the courage to express my feelings. 4.I wish I had stayed in touch with my friends. 5.I wish that I had let myself be happier.
- 12. Top Regrets ofThe Dying 1.I wish I’d had the courage to live a life true to myself, not the life others expected of me. 2.I wish I hadn’t worked so hard. 3.I wish I’d had the courage to express my feelings. 4.I wish I had stayed in touch with my friends. 5.I wish that I had let myself be happier.
- 13. Top Regrets ofThe Dying 1.I wish I’d had the courage to live a life true to myself, not the life others expected of me. 2.I wish I hadn’t worked so hard. 3.I wish I’d had the courage to express my feelings. 4.I wish I had stayed in touch with my friends. 5.I wish that I had let myself be happier.
- 14. Top Regrets ofThe Dying 1.I wish I’d had the courage to live a life true to myself, not the life others expected of me. 2.I wish I hadn’t worked so hard. 3.I wish I’d had the courage to express my feelings. 4.I wish I had stayed in touch with my friends. 5.I wish that I had let myself be happier.
- 15. self censorship playingsmall covering downplaying differences conforming Fear of Being Different Stifles Talent
- 16. 61% of thesurvey participants said they had faced overt or implicit pressure to cover in some way or to downplay their differences from the mainstream
- 17. •29% altered theirattire, grooming or mannerisms to make their identity less obvious •40% refrained from behavior commonly associated with a given identity •57% avoided sticking up for their identity group •18% limited contact with members of a group they belong to
- 18. 66% of theseemployees said that it significantly undermined their sense of self
- 19. 50% stated thatit diminished their sense of commitment
- 20. low belongingness high belongingness low value in uniqueness high valuein uniqueness
- 21. low belongingness high belongingness low value in uniqueness high valuein uniqueness inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 22. low belongingness high belongingness low value in uniqueness exclusion: Individual is not treated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. high valuein uniqueness inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 23. low belongingness high belongingness low value in uniqueness exclusion: Individual is not treated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. high valuein uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group / organization success. inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 24. low belongingness high belongingness low value in uniqueness exclusion: Individual is not treated as an organizational insider with unique value in the work group but there are other employees or groups who are insiders. assimilation: Individual is treated as an insider in the work group when they conform to org. / dominant culture norms and downplay uniqueness. high valuein uniqueness differentiation: Individual is not treated as an organizational insider in the work group but their unique characteristics are seen as valuable and required for group / organization success. inclusion: Individual is treated as an insider and also allowed/encouraged to retain uniqueness within the work group.
- 25. Is it safeto be unpopular?
- 26. Is there apenalty for candor?
- 27. Are there thingswe do not discuss?
- 28. consider culture… 1-10 What needs to change?
- 29. assimilationinclusion Individual istreated as an insider in the work group when they conform to org. / dominant culture norms and downplay uniqueness. Individual is treated as an insider and also allowed / encouraged to retain uniqueness within the work group. 1 10
- 31. do stuff! •Startwith yourself. •Make “inclusion” more tangible. •Reward initiative, expression & risk taking. •Provide variety of ways to participate & share. •Provide employees with more choice –what to work on –where & when to work –who to work with –how to dress
- 32. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence @joegerstandt #SHRM14
- 33. These theorems thatwhen solving problems, diversity can trump ability and that when making predictions, diversity matters just as much as ability are not political statements. They are mathematical truths. -Scott Page
- 34. Group vs. IndividualDecision Making groups individuals accuracy speed creativity degree of acceptance efficiency
- 35. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 36. Groups often failto outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. -Hackman, Morris (1975) Advances in Experimental Social Psychology
- 37. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 38.
- 39. groupthink: mode ofthinking that happens when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints.
- 40. consider decision making… 1 -10 What makes it better? Another quick chat…
- 42. Minority dissent, evendissent that is wrong, stimulates divergent thought. Issues and problems are considered from more perspectives and group members find more correct answers. -Nemeth, Staw (1989) Advances in Experimental Social Psychology
- 44.
- 45.
- 47.
- 48. If everyone isthinking the same thing, someone isn’t thinking at all. -George S. Patton
- 49. dysfunctional disagreement dysfunctionalagreement dysfunctional agreement
- 50. dysfunctional disagreement dysfunctionalagreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them
- 51. dysfunctional disagreement dysfunctionalagreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them always agree lack of honesty meeting after the meeting avoid conflict
- 52. dysfunctional disagreement dysfunctionalagreement dysfunctional agreement sweet spot
- 53. Group intelligence isnot strongly tied to either the average intelligence of the members or the team’s smartest member. -Thomas Malone, MIT Center for Collective Intelligence
- 54. do stuff! •Explicitframework for decision making and disagreement. •Promote, teach, reward respectful disagreement and assertive communication. •Conflict management as a management competency.
- 55. low courage highcourage low consideration passive aggressive aggressive high consideration passive assertive
- 56. passive: •do notassert themselves •allow others to deliberately or inadvertently infringe on their rights •fail to express their feelings, needs, or opinions •tend to speak softly or apologetically •exhibit poor eye contact and slumped body posture
- 57. aggressive: •try todominate others •use humiliation to control others •criticize, blame, or attack others •speak in a loud, overbearing voice •not listen well •interrupt frequently •use “you” statements
- 58. passive-aggressive: •mutter tothemselves rather than confront the person or issue •have difficulty acknowledging their anger •use facial expressions that don't match how they feel -i.e., smiling when angry •use sarcasm •appear cooperative while purposely doing things to annoy and disrupt •use subtle sabotage to get even
- 59. assertive: •state needs,feelings and wants clearly and respectfully •use “I” statements •listen well without interrupting •have good eye contact •speak in a calm, clear tone of voice •have a relaxed body posture •not allow others to abuse them
- 60. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence @joegerstandt #SHRM14
- 65. consider a tenperson team 1 2 4 5 9 3 8 7 6 10
- 66. 1 9 7 6 5 2 3 8 4 10
- 69. homophily:the tendency ofindividuals to associate andbondwith similar others. More than 100studies have observed homophily in some form or another establishing that similarity breeds connection. These include age, gender, class, and organizational role.
- 70. social network analysis From time to time people discuss important matters with other people. Looking back over the past six months, who are the people with whom you discussed matters important to you?
- 71. social network analysis Consider the people you communicate with in order to get your work done. Of all the people you have communicated with during the last six months, who has been the most important for getting your work done?
- 72. social network analysis Consider an important project or initiative that you are involved in. Consider the people who would be influential for getting it approved or obtaining the resources you need. Who would you talk to, to get the support you need?
- 73. social network analysis Who do you socialize with? (spending time with people after work hours, visiting one another at home, going to social events, out for meals and so on) Over the last 6 months, who are the main people with whom you have socialized informally?
- 74. analysis •group •proximity •expertise •hierarchy •gender •age •race •ethnicity
- 75. analysis •group •proximity •expertise •hierarchy •gender •age •race •ethnicity What do you have? What do you have a lot of? What do you not have? What do you need to do differently?
- 76. do stuff! •Prioritizerelationships. •Make social time and space. •Deliberate efforts to build bridges. •Social tools.
- 77. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence @joegerstandt #SHRM14
- 79. It requires nohatred or fear to assign meaning to the things that we see, we do it automatically. The problem is that we forget, do not realize, or deny that this even happens.
- 81. stereotype An ideaor image; a mental framework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality.
- 82.
- 83. smoke bowl eathamburgers
- 84. smoke bowl eathamburgers knit wear glasses eat salad
- 85. If you donot intentionally, include, you will unintentionally exclude.
- 86. When Performance TrumpsGender Bias: Joint versus Separate Evaluation Iris Bohnet Alexandra van Geen Max H. Bazerman Harvard Business School Working Paper 12-083 | March, 2012
- 87. do stuff! •Invitean accurate understanding of human nature, including appreciation for the fact that we are naturally biased into your organization. •Intentional efforts to mitigate bias in decision making about individuals (interviewing, hiring decisions, evaluation, etc.)
- 88.
- 89. joegerstandt.com linkedin.com/in/joegerstandt youtube.com/joegerstandt [email protected] twitter.com/joegerstandt slideshare.net/joeg 402.740.7081 Thank you!