Culture
Builder
Bootcamp
The What,
Why and How
of Building an
Inclusive
Organizational
Culture
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
simple self assessment
• assess your organization on 9 characteristics
• red = bad
• yellow = fair
• green = good
• start ...
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
What looks like
resistance is
often a lack of
clarity.
Switch, Dan and Chip Heath
The concept of diversity encompasses
acceptance and respect. It means understanding
that each individual is unique, and re...
Similarities and differences
among employees in terms
of age, cultural background,
physical abilities and
disabilities, ra...
diversity…
difference
diversity…
di·ver·si·ty
[dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being
diverse; difference;
unlikeness.
2.variety; ...
difference
relational
diversity…
difference
relational
takes
many forms
diversity…
difference
relational
takes
many forms
disruptive
diversity…
↑diversity =
↑variance in
performance
groups with more diversity
perform better or worse than
groups with less diversity
identity diversity:
Differences in our social
identities.
cognitive diversity:
Differences in how we think and
solve probl...
i
d
e
n
t
i
t
y
d
i
v
e
r
s
i
t
y
time
for
some
exercise
1. Circle the three aspects of your
identity that have been the most
central to your life experience.
2. In groups of two ...
i
d
e
n
t
i
t
y
d
i
v
e
r
s
i
t
y
inclusion:
The actions that we
take to include
additional difference
in a process or group.
inclusion:
“…being at home…”
“…belonging…”
“…able to bring my whole self to work…”
“…feeling that my unique contribution
w...
low
belongingness
high
belongingness
low value in
uniqueness
high value in
uniqueness
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
ins...
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
ins...
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
ins...
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
ins...
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
ins...
self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles
Talent
•29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonl...
????????????????????????????
????????????????????????????
????????????????????????????
????????????????????????????
??????...
language & logic
1.Common language.
2.Clear and concise.
3.Consistently known.
(what, why & how)
4.Business case.
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
employment practices
1.Perceived fairness.
2.Perceived consistency.
3.Clear, concise.
4.Explicit.
5.Malleable.
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
orientation towards difference
Is difference viewed
(formally and
informally) as a
positive thing?
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
MT
engineers
@joegerstandt
MT
management
MT
engineers
MT
management
MT
engineers
NASA
management
MT
management
MT
engineers
NASA
management
MT
management
MT
engineers
NASA
management
Tuesday
morning
January
28th
1986
MT
management
MT
engineers
NASA
management
MT
management
NASA
management
g
r
o
u
p
t
h
i
n
k
groupthink:
mode of thinking that happens
when the desire for harmony in a
decision-making group overrides a
realistic app...
Minority dissent, even
dissent that is wrong,
stimulates divergent thought.
Issues and problems are
considered from more
p...
Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency
Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x
Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
sup...
Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x
consider
decision
making… 1 - 10
What
makes it
better?
We simply decide
without thinking
much about the
decision process.
-Jim Nightingale
cognitive diversity
The extent to which the
group reflects differences
in knowledge, including
beliefs, preferences and
pe...
analytical
rational
realistic
factual
logical
definitive
risk taker
creative
flexible
synthesizer
conceptual
intuitive
per...
Solving technical problems
Analyzing complex issues
Logical approach
Interpersonal aspects of situations
Ice breakers
Soci...
analytical
rational
realistic
factual
logical
definitive
risk taker
creative
flexible
synthesizer
conceptual
intuitive
per...
analytical
rational
realistic
factual
logical
definitive
risk taker
creative
flexible
synthesizer
conceptual
intuitive
per...
analytical
rational
realistic
factual
logical
definitive
risk taker
creative
flexible
synthesizer
conceptual
intuitive
per...
analytical
rational
realistic
factual
logical
definitive
risk taker
creative
flexible
synthesizer
conceptual
intuitive
per...
what do you see?
please add these numbers…
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
…but how did you do it?
Draw a 9 dot matrix on a blank
paper …
Draw a 9 dot matrix on a blank
paper …
Without lifting your pencil from
the paper, draw exactly four
straight, connected l...
MBA
Harvard University
100 people
MBA
Harvard University
100 people
team #1
MBA
Harvard University
100 people
team #1
team #2
MBA
Harvard University
100 people
team #1
team #2
MBA
Harvard University
100 people
team #1
team #2
friends
with
cognitive
benefits
These theorems that when
solving problems, diversity can
trump ability and that when
making predictions, diversity
matters...
dysfunction
dysfunctional
disagreement
dysfunctional
agreement
also
dysfunction
If everyone is
thinking the same
thing, someone
isn’t thinking at all.
-George S. Patton
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
always
disagree lack of
trust
personal
conflict...
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
always
disagree lack of
trust
personal
conflict...
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
sweet
spot
low courage high courage
low
consideration
passive
aggressive
aggressive
high
consideration
passive assertive
Passive communicators:
• fail to assert themselves
• allow others to deliberately or
inadvertently infringe on their right...
Aggressive communicators:
• try to dominate others
• use humiliation to control others
• criticize, blame, or attack other...
Passive-Aggressive
communicators:
• mutter to themselves rather than confront the
person or issue
• have difficulty acknow...
Assertive communicators:
• state needs, feelings and wants clearly,
appropriately, and respectfully
• use “I” statements
•...
decision making
1.Explicit agreements.
2.Support & training.
3.Conflict management.
4.Integral to leadership /
management ...
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
Does this look more familiar?!
consider a ten person team
1
2
4 5
9
3
876
10
1
9
7
6
5
2
3 8410
Outcome disparities often
linked to social disparities.
homophily: the tendency of
individuals to associate
and bond with similar others.
More than 100 studies have
observed homo...
social network analysis
From time to time people
discuss important matters with
other people. Looking back over
the past s...
social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you hav...
social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who woul...
social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another
at ho...
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have ...
relational networks
1. Value relationships and
relationship building.
2. Big, far-reaching networks.
3. Diverse networks.
...
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
employment outcomes
1.Balanced?
2.Reflective?
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
access
1.Information.
2.Influence.
3.Change.
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
behavioral intelligence
1.Accurate understanding of
human nature.
2.Variance in employee
experience.
3.Authenticity.
stereotype
waitress librarian
smoke
bowl
eat hamburgers
smoke
bowl
eat hamburgers
knit
wear glasses
eat salad
It requires no hatred or fear to
assign meaning to the things
that we see, we do it
automatically.
The problem is that we ...
volunteers?
pygmalion effect
Based on research by Robert
Rosenthal and Lenore
Jacobson, showing that
biased expectations affect
realit...
confirmation bias
Our tendency to search for or
interpret new information in
a way that confirms
preconceptions and avoids...
fundamental attribution error
An unjustified tendency to
assume that a person’s actions
depend on what kind of person
that...
If you do not
intentionally,
include, you will
unintentionally
exclude.
Top Regrets of The Dying
Bronnie Ware, palliative nurse
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
...
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
...
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
...
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
...
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
...
Top Regrets of The Dying
1. I wish I’d had the courage to live a life
true to myself, not the life others
expected of me.
...
self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles
Talent
•29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonl...
When Performance Trumps
Gender Bias: Joint versus
Separate Evaluation
Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harva...
1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. ...
inclusive leadership
• Are there specific behaviors, actions and
outcomes that are developed, supported
and rewarded (for ...
inclusive leadership
• assertive communication
• conflict management
• seeking out dissent & novelty
• bridge building
• r...
www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.co...
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
Culture Builder Bootcamp: Building an Inclusive Organizational Culture
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Culture Builder Bootcamp: Building an Inclusive Organizational Culture

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Slides from a 6 hour workshop focused on "building an inclusive organizational culture," delivered by joe gerstandt
@joegerstandt
joegerstandt.com

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Culture Builder Bootcamp: Building an Inclusive Organizational Culture

  1. 1. Culture Builder Bootcamp The What, Why and How of Building an Inclusive Organizational Culture
  2. 2. 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
  3. 3. 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 what why how (measure) how (move)
  4. 4. simple self assessment • assess your organization on 9 characteristics • red = bad • yellow = fair • green = good • start thinking about a move forward plan
  5. 5. 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
  6. 6. What looks like resistance is often a lack of clarity. Switch, Dan and Chip Heath
  7. 7. The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.
  8. 8. Similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, sex, and sexual orientation.
  9. 9. diversity…
  10. 10. difference diversity…
  11. 11. 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.
  12. 12. difference relational diversity…
  13. 13. difference relational takes many forms diversity…
  14. 14. difference relational takes many forms disruptive diversity…
  15. 15. ↑diversity = ↑variance in performance groups with more diversity perform better or worse than groups with less diversity
  16. 16. identity diversity: Differences in our social identities. cognitive diversity: Differences in how we think and solve problems.
  17. 17. i d e n t i t y d i v e r s i t y
  18. 18. time for some exercise
  19. 19. 1. Circle the three aspects of your identity that have been the most central to your life experience. 2. In groups of two or 3, share how these factors have influenced you. • Your values & priorities. • How you approach work. • Your experience inside this organization and/or other organizations.
  20. 20. i d e n t i t y d i v e r s i t y
  21. 21. inclusion: The actions that we take to include additional difference in a process or group.
  22. 22. inclusion: “…being at home…” “…belonging…” “…able to bring my whole self to work…” “…feeling that my unique contribution was valued…” “…my perspective is always considered…” “…I have a say in what happens…”
  23. 23. low belongingness high belongingness low value in uniqueness high value in uniqueness
  24. 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. high value in uniqueness
  25. 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 value in uniqueness
  26. 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 value in 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.
  27. 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 value in 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. 28. 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 value in 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.
  29. 29. self censorship playing small covering downplaying differences conforming Fear of Being Different Stifles Talent
  30. 30. •29% altered their attire, 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. 31. ???????????????????????????? ???????????????????????????? ???????????????????????????? ???????????????????????????? ??????Is it safe to be unpopular here???????????????????????? ???????????????????????????? ???????????????????????????? ???????????????????????????? ????????????????????????????
  32. 32. language & logic 1.Common language. 2.Clear and concise. 3.Consistently known. (what, why & how) 4.Business case.
  33. 33. 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
  34. 34. employment practices 1.Perceived fairness. 2.Perceived consistency. 3.Clear, concise. 4.Explicit. 5.Malleable.
  35. 35. 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
  36. 36. orientation towards difference Is difference viewed (formally and informally) as a positive thing?
  37. 37. 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
  38. 38. MT engineers @joegerstandt
  39. 39. MT management MT engineers
  40. 40. MT management MT engineers NASA management
  41. 41. MT management MT engineers NASA management
  42. 42. MT management MT engineers NASA management
  43. 43. Tuesday morning January 28th 1986
  44. 44. MT management MT engineers NASA management
  45. 45. MT management NASA management
  46. 46. g r o u p t h i n k
  47. 47. groupthink: mode of thinking 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.
  48. 48. Minority dissent, even dissent 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
  49. 49. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
  50. 50. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  51. 51. Groups often fail to outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. -Hackman, Morris (1975) Advances in Experimental Social Psychology
  52. 52. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  53. 53. consider decision making… 1 - 10 What makes it better?
  54. 54. We simply decide without thinking much about the decision process. -Jim Nightingale
  55. 55. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  56. 56. analytical rational realistic factual logical definitive risk taker creative flexible synthesizer conceptual intuitive persistent planner organized disciplined detailed practical passionate cooperative empathetic expressive harmonizing responsive -Ned Herrmann
  57. 57. Solving technical problems Analyzing complex issues Logical approach Interpersonal aspects of situations Ice breakers Socializing in meetings Conceptualizing Innovating Seeing the big picture Routine Meetings Details Structure Expressing ideas Understanding group dynamics Team building Logic ahead of feelings No interaction with people Implementing ideas Developing plans Follow-up and completion “Blue Sky” thinking Not following the rules Joys Frustrations Joys Frustrations Joys Frustrations Joys Frustrations Cerebral Mode (abstract & intellectual thought) Limbic Mode (concrete and emotional processing) LeftMode RightMode ANALYZE ORGANIZE STRATEGIZE PERSONALIZE
  58. 58. analytical rational realistic factual logical definitive risk taker creative flexible synthesizer conceptual intuitive persistent planner organized disciplined detailed practical passionate cooperative empathetic expressive harmonizing responsive -Ned Herrmann
  59. 59. analytical rational realistic factual logical definitive risk taker creative flexible synthesizer conceptual intuitive persistent planner organized disciplined detailed practical passionate cooperative empathetic expressive harmonizing responsive potential
  60. 60. analytical rational realistic factual logical definitive risk taker creative flexible synthesizer conceptual intuitive persistent planner organized disciplined detailed practical passionate cooperative empathetic expressive harmonizing responsive tension
  61. 61. analytical rational realistic factual logical definitive risk taker creative flexible synthesizer conceptual intuitive persistent planner organized disciplined detailed practical passionate cooperative empathetic expressive harmonizing responsive -Ned Herrmann
  62. 62. what do you see?
  63. 63. please add these numbers…
  64. 64. please add these numbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
  65. 65. please add these numbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55
  66. 66. please add these numbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55 …but how did you do it?
  67. 67. Draw a 9 dot matrix on a blank paper …
  68. 68. Draw a 9 dot matrix on a blank paper … Without lifting your pencil from the paper, draw exactly four straight, connected lines that will go through all nine dots, but through each dot only once.
  69. 69. MBA Harvard University 100 people
  70. 70. MBA Harvard University 100 people team #1
  71. 71. MBA Harvard University 100 people team #1 team #2
  72. 72. MBA Harvard University 100 people team #1 team #2
  73. 73. MBA Harvard University 100 people team #1 team #2 friends with cognitive benefits
  74. 74. These theorems that when 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
  75. 75. dysfunction
  76. 76. dysfunctional disagreement dysfunctional agreement
  77. 77. also dysfunction
  78. 78. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
  79. 79. dysfunctional disagreement dysfunctional agreement dysfunctional agreement
  80. 80. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them
  81. 81. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them always agree lack of honesty meeting after the meeting avoid conflict
  82. 82. dysfunctional disagreement dysfunctional agreement dysfunctional agreement sweet spot
  83. 83. low courage high courage low consideration passive aggressive aggressive high consideration passive assertive
  84. 84. Passive communicators: • fail to assert 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
  85. 85. Aggressive communicators: • try to dominate others • use humiliation to control others • criticize, blame, or attack others • speak in a loud, demanding, and overbearing voice • do not listen well • interrupt frequently • use “you” statements
  86. 86. Passive-Aggressive communicators: • mutter to themselves 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
  87. 87. Assertive communicators: • state needs, feelings and wants clearly, appropriately, and respectfully • use “I” statements • listen well without interrupting • have good eye contact • speak in a calm and clear tone of voice • have a relaxed body posture • do not allow others to abuse or manipulate them
  88. 88. decision making 1.Explicit agreements. 2.Support & training. 3.Conflict management. 4.Integral to leadership / management model.
  89. 89. 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
  90. 90. Does this look more familiar?!
  91. 91. consider a ten person team 1 2 4 5 9 3 876 10
  92. 92. 1 9 7 6 5 2 3 8410
  93. 93. Outcome disparities often linked to social disparities.
  94. 94. homophily: the tendency of individuals to associate and bond with similar others. More than 100 studies have observed homophily in some form or another establishing that similarity breeds connection. These include age, gender, class, and organizational role.
  95. 95. 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?
  96. 96. 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?
  97. 97. 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?
  98. 98. 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?
  99. 99. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
  100. 100. 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?
  101. 101. relational networks 1. Value relationships and relationship building. 2. Big, far-reaching networks. 3. Diverse networks. 4. Importance of trust building…truth. Ground vs. Hq 5. Social tools.
  102. 102. 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
  103. 103. employment outcomes 1.Balanced? 2.Reflective?
  104. 104. 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
  105. 105. access 1.Information. 2.Influence. 3.Change.
  106. 106. 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
  107. 107. behavioral intelligence 1.Accurate understanding of human nature. 2.Variance in employee experience. 3.Authenticity.
  108. 108. stereotype waitress librarian
  109. 109. smoke bowl eat hamburgers
  110. 110. smoke bowl eat hamburgers knit wear glasses eat salad
  111. 111. It requires no hatred 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.
  112. 112. volunteers?
  113. 113. pygmalion effect Based on research by Robert Rosenthal and Lenore Jacobson, showing that biased expectations affect reality and create self- fulfilling prophecies as a result.
  114. 114. confirmation bias Our tendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs.
  115. 115. 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.
  116. 116. If you do not intentionally, include, you will unintentionally exclude.
  117. 117. Top Regrets of The Dying Bronnie Ware, palliative nurse
  118. 118. Top Regrets of The 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.
  119. 119. Top Regrets of The 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.
  120. 120. Top Regrets of The 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.
  121. 121. Top Regrets of The 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.
  122. 122. Top Regrets of The 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.
  123. 123. Top Regrets of The 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.
  124. 124. self censorship playing small covering downplaying differences conforming Fear of Being Different Stifles Talent
  125. 125. •29% altered their attire, 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
  126. 126. When Performance Trumps Gender Bias: Joint versus Separate Evaluation Iris Bohnet Alexandra van Geen Max H. Bazerman Harvard Business School Working Paper 12-083 | March, 2012
  127. 127. 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
  128. 128. inclusive leadership • Are there specific behaviors, actions and outcomes that are developed, supported and rewarded (for all employees)? • Are there specific behaviors, actions and outcomes that are developed, supported and rewarded (for managers)?
  129. 129. inclusive leadership • assertive communication • conflict management • seeking out dissent & novelty • bridge building • relationship focus (size & diversity of network, trust) • actively checking blind spots
  130. 130. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
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