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  • “ Think of individual drops of water dripping repeatedly from a faucet, eventually eroding the strong enamel on a sink” ( Stephen Young, Senior VP, Corporate Diversity, JPMorgan Chase)

Nareen young presentation Presentation Transcript

  • 1. EXECUTING WOMEN’S INITIATIVES WITHIN FIRMS Nareen Young, Chief Executive Officer, DCA 31 January 2011
  • 2. COLLABORATIVE LEARNING SESSION
    • Busting myths around women in firms:
      • Unconscious bias: Why is this a danger to opportunities for women?
      • Driving an inclusive culture, regardless of stereotypes and negative attitudes
      • Demonstrating organisational value from overcoming stereotypes.
    Copyright Diversity Council Australia 2011
  • 3. DIVERSITY COUNCIL AUSTRALIA = BUSINESS BENEFITS
    • Independent, not-for-profit diversity advisor to business in Australia
    • In partnership with member organisations our mission is to:
      • Understand and achieve leadership in diversity thinking and practice in our Australian context
      • Implement highly effective diversity management in a changing community and legislative environment
      • Realise business improvement through successful diversity programs
      • Publicly demonstrate commitment to diversity.
    Copyright Diversity Council Australia 2011
  • 4. DIVERSITY COUNCIL AUSTRALIA SERVICES
    • Members access range of free or discounted services:
      • Leading edge information – fortnightly email update, Australia’s only business diversity quarterly journal, quarterly research journal and members-only area of website
      • Events – diversity leadership briefings, teleconferences, webcasts, CEO roundtables
      • Research – groundbreaking projects such as Working for the future: A national survey of employees , Engaging Aboriginal Australians in the private sector and Understanding the economic implications of the gender pay gap
      • Advisory services – organisational development, diversity audits, high level strategies and ROI.
    Copyright Diversity Council Australia 2011
  • 5. DIVERSITY COUNCIL AUSTRALIA SERVICES CONT’D
    • Members access range of free or discounted services:
      • Education – for boards, executives, executive management teams and on flexibility for managers, diversity awareness and first principles
      • Compliance – referral to high quality diversity providers
      • Member representation – submissions to government inquiries e.g. paid maternity leave, pay equity and EOWA inquiries
      • Speakers – for your diversity council or executive team and business events
      • Networking – with other business diversity leaders.
    Copyright Diversity Council Australia 2011
  • 6. MYTH BUSTING & UNCONSCIOUS BIAS
    • A new frontier: Unconscious bias and micro-inequities:
      • Our changing community and legislative environment has seen a shift from overt to subtle bias in Australian workplaces
    • Unconscious bias:
      • Attitudinal biases about age, gender, race etc that we’re unaware we have, and unaware we act on.
    Copyright Diversity Council Australia 2011
  • 7. MYTH BUSTING & UNCONSCIOUS BIAS
    • Unconscious bias: Project Implicit ( Yale & Harvard universities)
    • On-line Implicit Association Test, used by 4.5 million people since 1998
    • Age: Strong attitudinal preference for ‘youth’, as strong in over-60 age group as among 20 year olds
    • Gender: 75% men and women have implicit stereotype in which they more strongly associate women with family than with career
    • Race:
      • 75% of Whites show automatic preference for Whites
      • Even proportion of Blacks show pro-White bias as pro-Black bias
      • Automatic racial bias occurs, regardless of age, gender or education.
    Copyright Diversity Council Australia 2011
  • 8. MYTH BUSTING & UNCONSCIOUS BIAS
    • Micro-inequities: Prof. Mary Rowe, MIT
    • Unconscious biased attitudes lead to micro-inequities in the workplace
    • Negative ‘micro-messages’
    • Subtle workplace behaviours that devalue, de-motivate, exclude
    • Directed at people perceived to be ‘different’
    • Senders often unaware they’re doing it, but recipients feel/recognise behaviour as non-inclusive
    • Cumulative pattern of behaviours vs. isolated ‘one-off’ behaviour.
    Copyright Diversity Council Australia 2011
  • 9. MYTH BUSTING & UNCONSCIOUS BIAS
    • Gender-based examples
    • Actions, words, tone of voice, gestures
    • Distracted glances, looking at watch, listening with your arms folded, losing eye contact , cuts off mid-sentence when a woman talks
    • Ignoring a female colleague’s success while rewarding a male co-worker’s same accomplishments
    • Female worker not copied in important policy memo, not invited to lunch with the rest of the group
    • Not giving important client engagements to part-timers, women
    • Holding work meetings, networking and social functions consistently on part-timers’ non-working days
    • Your experiences?
    Copyright Diversity Council Australia 2011
  • 10. MYTH BUSTING & UNCONSCIOUS BIAS
    • Why are micro-inequities problematic for organisations?
    • Productivity issue
    • Reduce recipient performance by slowly and methodically eroding their self-confidence, morale and engagement
    • Not merit-based: Occur regardless of recipients’ performance or merit
    • Discourage creativity and risk-taking
    • Consume workplace time and energy and undermine interpersonal trust and relationships
    • Recipients limited in what they can do about it:
      • They can’t prevent it
      • If they raise concerns, they’re often accused of being ‘over-sensitive’ or a ‘man-hater’ (vs. a target of habitual disrespect).
    Copyright Diversity Council Australia 2011
  • 11. LEADING PRACTICE: CREATING INCLUSIVE CULTURES
    • Unconscious bias education initiatives
    • Well-received in the U.S.
    • Non-blaming diversity education intervention that provides people with language and vocabulary to discuss difficult subject:
      • Link to broader cultural change goals and productivity gains
      • Take ongoing capability development approach vs. ‘one-hit-wonder’ training
      • Expose participants to ‘science of bias’ (Project Implicit at Yale & Harvard)
      • Enable participants to explore own unconscious biases in ‘safe’ space (e.g. coaching) using valid tools (e.g. Implicit Association Test)
      • Make clear times when bias most likely to occur (i.e. stress, time constraints, multi-tasking, need for closure or decision-making)
      • Discuss micro-affirmations – constructive ways to address unconscious bias.
    Diversity Council Australia 2011 Copyright Diversity Council Australia 2011
  • 12. LEADING PRACTICE: CREATING INCLUSIVE CULTURES
    • From micro-inequities to micro-affirmations: Replace tolerance behaviours with acceptance and appreciation behaviours
    • Micro-affirmations:
      • Small consistent acts of affirming people, their work and accomplishments
      • Occur when people wish to ensure others succeed
      • Public recognition of person
      • ‘ Opening a door’
      • Referring positively to person’s work
      • Commending someone on the spot
      • Enthusiastic introduction.
    Copyright Diversity Council Australia 2011
  • 13. LEADING PRACTICE: CREATING INCLUSIVE CULTURES
    • Micro-affirmation benefits
    • Addresses unconscious bias: It’s hard to ‘catch’ ourselves unconsciously behaving inequitably. But when we try to affirm others we can block inequitable unconscious behaviour
    • Benefits all: Small consistent acts of affirming people and their work helps them do well, regardless of their diversity membership
    • Contagion effect: Consistent, appropriate affirmation of others can spread from one person to another, potentially raising morale and productivity
    • Attitudinal change: Attitudes follow behaviour, just as behaviour follows attitudes.
    Copyright Diversity Council Australia 2011
  • 14. LEADING PRACTICE: CREATING INCLUSIVE CULTURES
    • ‘ Unconscious bias’ is not a silver bullet…
    • Conscious biases need to be challenged and dealt with first
    • ‘ Unconscious bias’ as problematic concept:
      • Is slowness or quickness of response times to word/image association tests really an indicator of bias?
      • Are people really unconscious about their bias?
      • Does this just give people a nice ‘out’ for exclusive behaviour?
      • What about addressing organisational cultural and structural barriers?
    Copyright Diversity Council Australia 2011
  • 15. UNCONSCIOUS BIAS YOUR EXPERIENCES
    • What are your experiences of unconscious bias, stereotypes and micro-inequities towards women in the workplace?
    • How does your organisational culture promote or hinder unconscious bias towards women?
    • What initiatives have you experienced/implemented that addressed unconscious bias?
      • Intentionally or otherwise
      • Successfully or otherwise.
    Copyright Diversity Council Australia 2011