Downloaded 62 times
![di·ver·si·ty
[dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being diverse; difference; unlikeness.
2.variety; multiformity.
3.a point of difference.](https://image.slidesharecdn.com/transformation-towardamoreinclusiveorganizationalcultlure-140820112551-phpapp01/75/Transforming-your-Organizational-Culture-Omaha-Young-Professionals-12-2048.jpg)
Uploaded byJoe Gerstandt
Transforming your Organizational Culture (Omaha Young Professionals)
The document discusses the importance of diversity and inclusion in the workplace, emphasizing the need for understanding and celebrating individual differences across various dimensions such as race, gender, and abilities. It outlines concepts like relational diversity, inclusion, and the challenges of groupthink, while highlighting the detrimental effects of self-censorship and conformity on talent. The piece argues that fostering a diverse and inclusive environment is crucial for enhancing group performance and employee engagement.
More Related Content
Similar to Transforming your Organizational Culture (Omaha Young Professionals)
Transforming your Organizational Culture (Omaha Young Professionals)
- 1. “We need inevery community a group of angelic troublemakers.” Bayard Rustin
- 2. joegerstandt.com [email protected] linkedin.com/in/joegerstandt youtube.com/joegerstandt twitter.com/joegerstandt slideshare.net/joeg 402.740.7081
- 3. 1.language & logic 2.employment practices 3.orientation toward difference 4.decision making 5.relational networks 6.balanced outcomes 7.employee access 8.behavioral intelligence 9.inclusive leadership
- 4. 1.language & logic 2.employment practices 3.orientation toward difference 4.decision making 5.relational networks 6.balanced outcomes 7.employee access 8.behavioral intelligence 9.inclusive leadership what why how (measure) how (move)
- 5. 1.language & logic 2.employment practices 3.orientation toward difference 4.decision making 5.relational networks 6.balanced outcomes 7.employee access 8.behavioral intelligence 9.inclusive leadership
- 6. 1.language & logic 2.employment practices 3.orientation toward difference 4.decision making 5.relational networks 6.balanced outcomes 7.access 8.behavioral intelligence 9.inclusive leadership
- 7. What looks likeresistance is often a lack of clarity. Switch, Dan and Chip Heath
- 8. The concept ofdiversity encompasses acceptance and respect.It means understanding that each individual is unique,and recognizing our individual differences.These can be alongthe dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs,political beliefs, or other ideologies.It is the explorationof these differences in a safe, positive, and nurturing environment.It is about understanding each other and moving beyondsimple tolerance to embracing and celebrating therich dimensions of diversity contained within each individual.
- 9. Similarities and differencesamongemployeesinterms of age, cultural background, physicalabilitiesand disabilities, race, religion,sex, and sexualorientation.
- 10.
- 11.
- 12. di·ver·si·ty [dih-vur-si-tee] noun,plural –ties 1.the state or fact of being diverse; difference; unlikeness. 2.variety; multiformity. 3.a point of difference.
- 13.
- 15. difference relational takesmany forms diversity…
- 17. difference relational takesmany forms disruptive diversity…
- 18. ↑diversity = ↑variancein performance groups with morediversity perform better or worse than groups with lessdiversity
- 19. identity diversity: Differencesin our social identities. cognitive diversity: Differences in how we think and solve problems.
- 20. inclusion: The actionsthat we take to include additional difference in a process or group.
- 21. inclusion: “…being athome…” “…belonging…” “…able to bring my whole selfto work…” “…feeling that my unique contribution was valued…” “…my perspective is always considered…” “…I have a say in what happens…”
- 22. low belongingness high belongingness low value in uniqueness high valuein uniqueness
- 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
- 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
- 25. 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.
- 26. 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.
- 27. 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.
- 28. self censorship playingsmall covering downplaying differences conforming Fear of Being Different Stifles Talent
- 29. •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
- 31. ???????????????????????????? ???????????????????????????? ???????????????????????????????????????????????????????? ??????Is it safe to be unpopular here???????????????????????? ???????????????????????????? ???????????????????????????? ???????????????????????????? ????????????????????????????
- 33. Groups often failto outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. -Hackman & Morris, Advances in Experimental Social Psychology
- 35. 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.
- 37.
- 39.
- 40. 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
- 41. language & logic 1.Common language. 2.Clear and concise. 3.Consistently known. (what, why & how) 4.Business case.
- 42. 1.language & logic 2.employment practices 3.orientation toward difference 4.decision making 5.relational networks 6.balanced outcomes 7.employee access 8.behavioral intelligence 9.inclusive leadership
- 43. behavioral intelligence 1.Accurateunderstanding of human nature. 2.Variance in employee experience.
- 45. 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.
- 46.
- 47. smoke bowl eathamburgers
- 48. smoke bowl eathamburgers knit wear glasses eat salad
- 49. pygmalion effect Basedon research by Robert Rosenthal and Lenore Jacobson, showing that biased expectations affect reality and create self- fulfilling prophecies as a result.
- 50. confirmation bias Ourtendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs.
- 51. fundamental attribution error An unjustified tendency to assume that a person’s actions depend on what kind of person that person is rather than on the social environmental forces influencing the person.
- 52. 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.
- 53. If you donot intentionally, include, you will unintentionally exclude.
- 54. 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
- 55. work to havea beginners mind
- 56.
- 57. “We need inevery community a group of angelic troublemakers.” Bayard Rustin