diversity & inclusion (LA SHRM 2012)
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diversity & inclusion (LA SHRM 2012)

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Presentation from joe gerstandt at the 2012 Louisiana SHRM Conference...

Presentation from joe gerstandt at the 2012 Louisiana SHRM Conference
joegerstandt.com

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  • 1. #LASHRM12 @joegerstandt
  • 2. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  • 3. MTengineers
  • 4. MTengineers MT management
  • 5. MT engineers NASAmanagement MT management
  • 6. MT engineers NASAmanagement MT management
  • 7. MT engineers NASAmanagement MT management
  • 8. TuesdaymorningJanuary 28th 1986
  • 9. MT engineers NASAmanagement MT management
  • 10. NASAmanagement MT management
  • 11. consider Whatdecision makes itmaking… 1 - 10 better?
  • 12. We simply decide without thinking much about thedecision process. -Jim Nightingale
  • 13. considerinteraction assumptions What with ? makes it customer better?
  • 14. What looks likeresistance isoften a lack ofclarity. -Switch, Dan and Chip Heath
  • 15. diversity…
  • 16. diversity… difference
  • 17. di·ver·si·ty[dih-vur-si-tee]noun, plural –ties1.the state or fact of beingdiverse; difference; unlikeness.2.variety; multiformity.3.a point of difference.
  • 18. diversity… difference relational
  • 19. diversity… difference relational takes many forms
  • 20. diversity… difference relational takes many forms disruptive
  • 21. ↑diversity = ↑variance in performance groups with more diversityperform better or worse than groups with less diversity
  • 22. identity diversity:Differences in our socialidentities.cognitive diversity:Differences in how we think andsolve problems.
  • 23. di id ve en rt si it ty y
  • 24. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  • 25. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 26. Cerebral Mode (abstract & intellectual thought) ANALYZE STRATEGIZE Joys Joys Solving technical problems Conceptualizing Analyzing complex issues Innovating Logical approach Seeing the big picture Frustrations Frustrations Interpersonal aspects of situations Routine Meetings Ice breakers Details Right Mode Socializing in meetings StructureLeft Mode Joys Joys Implementing ideas Expressing ideas Developing plans Understanding group dynamics Follow-up and completion Team building Frustrations Frustrations “Blue Sky” thinking Logic ahead of feelings Not following the rules No interaction with people ORGANIZE PERSONALIZE Limbic Mode (concrete and emotional processing)
  • 27. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 28. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive potentialpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 29. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive tensionpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 30. share information quality decision making creative problem solving innovation fully utilize talentdevelop new relationships manage relationships
  • 31. MBAHarvard University 100 people
  • 32. team #1 MBAHarvard University 100 people
  • 33. team #1 MBA Harvard University 100 peopleteam #2
  • 34. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  • 35. who how
  • 36. dysfunction
  • 37. dysfunctional dysfunctional agreement disagreement
  • 38. alsodysfunction
  • 39. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  • 40. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  • 41. always always agree lack of disagree lack of honesty trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement avoid us vs. conflict meeting them personal after the conflict meeting
  • 42. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  • 43. stereotypeAn idea or image; a mentalframework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality.
  • 44. stereotypewaitress librarian
  • 45. smoke bowleat hamburgers
  • 46. smoke knit bowl wear glasseseat hamburgers eat salad
  • 47. confirmation biasOur tendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs.
  • 48. fundamental attribution error An unjustified tendency to assume that a person’sactions depend on what kind of person that person is rather than on the social environmental forces influencing the person.
  • 49. doing inclusive seek out & protect novelty
  • 50. doing inclusion work to have abeginners mind
  • 51. doing inclusion listen actively
  • 52. doing inclusionconvey & invite
  • 53. doing inclusionthirdchair
  • 54. doing inclusionexpress clearly and completely
  • 55. doing inclusiondisentangle intentions and outcomes
  • 56. social network analysisFrom time to time people discuss important matters with other people. Looking back over the past six months, who are thepeople with whom you discussed matters important to you?
  • 57. social network analysis Consider the people youcommunicate with in order to get your work done. Of all thepeople you have communicated with during the last six months,who has been the most important for getting your work done?
  • 58. social network analysis Consider an important project orinitiative 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?
  • 59. social network analysis Who do you socialize with? (spending time with people afterwork hours, visiting one another at home, going to social events, outfor meals and so on) Over the last6 months, who are the main people with whom you have socialized informally?
  • 60. other ideas for mixing it up…• social technology• solution & idea contests• open space• decision accelerator, a.i.• mix up assignment• more social• communities of practice
  • 61. thank you!
  • 62. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  • 63. resources• The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies | Scott Page• The Wisdom of Crowds | James Surowiecki• A Whole New Mind | Daniel Pink• The Medici Effect | Frans Johansson• The Geography of Thought | Richard Nisbett
  • 64. resources• Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Network | Wayne E. Baker• The Whole Brain Business Book Ned Herrmann• Competitive Advantage Through People: Unleashing the Power of the Work Force | Jeffrey Pfeffer