diversity & inclusion NAHRO
 
<ul><li>[email_address] </li></ul><ul><li>joegerstandt.com </li></ul><ul><li>joegerstandt.com/blog </li></ul><ul><li>linke...
consider this… <ul><li>… a long time ago, in a far away galaxy, there was a man named Uri Treisman </li></ul>
consider this… <ul><li>Lack of Adequate Preparation </li></ul><ul><li>Socio-economic Status </li></ul><ul><li>Lack of Fami...
consider this…
consider this…
consider this…
consider this…
 
consider this… <ul><li>Power of Assumptions  </li></ul>
consider this… <ul><li>Power of Assumptions  </li></ul><ul><li>Intentions vs. Outcomes </li></ul>
consider this… <ul><li>Power of Assumptions  </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereoty...
consider this… <ul><li>Power of Assumptions  </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereoty...
let’s chat… <ul><li>Look for a biased outcome.  </li></ul><ul><li>Is anyone asking why? </li></ul><ul><li>Are there some a...
<ul><li>What looks like resistance is often a lack of clarity. </li></ul><ul><li>Switch ,  Dan and Chip Heath </li></ul>
<ul><li>diversity is… </li></ul>
<ul><li>diversity is… </li></ul><ul><li>difference </li></ul>
<ul><li>diversity is… </li></ul><ul><li>difference </li></ul><ul><li>takes many forms </li></ul>
 
<ul><li>diversity is… </li></ul><ul><li>difference </li></ul><ul><li>takes many forms </li></ul><ul><li>relational </li></ul>
 
 
<ul><li>diversity is… </li></ul><ul><li>difference </li></ul><ul><li>takes many forms </li></ul><ul><li>relational </li></...
<ul><li>greater diversity = greater variance in performance </li></ul>
<ul><li>inclusion is… </li></ul><ul><li>Our ability to include difference and utilize the resources that we have access to...
<ul><li>“… being at home…” </li></ul><ul><li>“… belonging…” </li></ul><ul><li>“… able to bring my  whole self  to work…” <...
 
 
i d e n t i t y d i v e r s i t y
<ul><li>time </li></ul><ul><li>for </li></ul><ul><li>some exercise </li></ul>
 
cognitive diversity <ul><li>The extent to which the group reflects differences in knowledge, including beliefs, preference...
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...
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 friends with cognitive benefits
<ul><li>If everyone is thinking the same thing, someone isn’t thinking at all. </li></ul><ul><li>-General George S. Patton...
 
<ul><li>what gets in the way </li></ul>
stereotype <ul><li>An idea or image; a mental framework that contains our knowledge, beliefs, expectations and feelings ab...
stereotype <ul><li>waitress </li></ul><ul><li>librarian </li></ul>
<ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul>
<ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul><ul><li>knit </li></ul><ul><li>wear glasse...
stereotype <ul><li>honest and ongoing dialogue  </li></ul><ul><li>journal or make notes regarding performance (good and ba...
pygmalion effect <ul><li>Based on research by Robert Rosenthal and Lenore Jacobson, showing that biased expectations affec...
pygmalion effect <ul><li>candid and ongoing dialogue with that person, especially regarding expectations, progress toward ...
confirmation bias <ul><li>Our tendency to search for or interpret new information in a way that confirms preconceptions an...
confirmation bias <ul><li>be engaged in candid and ongoing dialogue with that person </li></ul><ul><li>consistently journa...
fundamental attribution error <ul><li>Unjustified tendency to assume that a person's actions depend on what &quot;kind&quo...
fundamental attribution error <ul><li>always assume positive intent </li></ul><ul><li>work to consistently pursue addition...
 
<ul><li>If you do not intentionally, deliberately, proactively include… you will unintentionally exclude. </li></ul>
<ul><li>We are called to be architects of the future, not its victims. </li></ul><ul><li>-Buckminster Fuller </li></ul>
thank you!
<ul><li>joe gerstandt </li></ul><ul><li>www.joegerstandt.com </li></ul><ul><li>[email_address] </li></ul><ul><li>www.twitt...
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diversity & inclusion (NAHRO 2011)

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Slides from a keynote presentation delivered by joe gerstandt April 2011
www.joegerstandt.com

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  • We cannot change something we do not acknowledge.
  • diversity & inclusion (NAHRO 2011)

    1. 1. diversity & inclusion NAHRO
    2. 3. <ul><li>[email_address] </li></ul><ul><li>joegerstandt.com </li></ul><ul><li>joegerstandt.com/blog </li></ul><ul><li>linkedin.com/in/joegerstandt </li></ul><ul><li>youtube.com/joegerstandt </li></ul><ul><li>slideshare.net/joeg </li></ul>
    3. 4. consider this… <ul><li>… a long time ago, in a far away galaxy, there was a man named Uri Treisman </li></ul>
    4. 5. consider this… <ul><li>Lack of Adequate Preparation </li></ul><ul><li>Socio-economic Status </li></ul><ul><li>Lack of Family Support </li></ul><ul><li>Lack of Motivation </li></ul>
    5. 6. consider this…
    6. 7. consider this…
    7. 8. consider this…
    8. 9. consider this…
    9. 11. consider this… <ul><li>Power of Assumptions </li></ul>
    10. 12. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul>
    11. 13. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereotypes </li></ul>
    12. 14. consider this… <ul><li>Power of Assumptions </li></ul><ul><li>Intentions vs. Outcomes </li></ul><ul><li>Power of Stereotypes </li></ul><ul><li>Problem exists out there </li></ul>
    13. 15. let’s chat… <ul><li>Look for a biased outcome. </li></ul><ul><li>Is anyone asking why? </li></ul><ul><li>Are there some assumptions in place about why? </li></ul><ul><li>Opportunities? </li></ul>
    14. 16. <ul><li>What looks like resistance is often a lack of clarity. </li></ul><ul><li>Switch , Dan and Chip Heath </li></ul>
    15. 17. <ul><li>diversity is… </li></ul>
    16. 18. <ul><li>diversity is… </li></ul><ul><li>difference </li></ul>
    17. 19. <ul><li>diversity is… </li></ul><ul><li>difference </li></ul><ul><li>takes many forms </li></ul>
    18. 21. <ul><li>diversity is… </li></ul><ul><li>difference </li></ul><ul><li>takes many forms </li></ul><ul><li>relational </li></ul>
    19. 24. <ul><li>diversity is… </li></ul><ul><li>difference </li></ul><ul><li>takes many forms </li></ul><ul><li>relational </li></ul><ul><li>a catalyst </li></ul>
    20. 25. <ul><li>greater diversity = greater variance in performance </li></ul>
    21. 26. <ul><li>inclusion is… </li></ul><ul><li>Our ability to include difference and utilize the resources that we have access to. </li></ul><ul><li>fairness of employment practices </li></ul><ul><li>openness to difference </li></ul><ul><li>inclusion in decision making </li></ul><ul><li>integration of networks </li></ul>
    22. 27. <ul><li>“… being at home…” </li></ul><ul><li>“… belonging…” </li></ul><ul><li>“… able to bring my whole self to work…” </li></ul><ul><li>“… feeling that my unique contribution was valued…” </li></ul><ul><li>“… my perspective is always considered…” </li></ul><ul><li>“… I have a say in what happens…” </li></ul>
    23. 30. i d e n t i t y d i v e r s i t y
    24. 31. <ul><li>time </li></ul><ul><li>for </li></ul><ul><li>some exercise </li></ul>
    25. 33. cognitive diversity <ul><li>The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. </li></ul><ul><li>-Miller, et al (1998) Strategic Management Journal </li></ul>
    26. 34. 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
    27. 35. 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) Left Mode Right Mode ANALYZE ORGANIZE STRATEGIZE PERSONALIZE
    28. 36. 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
    29. 37. MBA Harvard University 100 people
    30. 38. MBA Harvard University 100 people team #1
    31. 39. MBA Harvard University 100 people team #1 team #2
    32. 40. MBA Harvard University 100 people team #1 team #2 friends with cognitive benefits
    33. 41. <ul><li>If everyone is thinking the same thing, someone isn’t thinking at all. </li></ul><ul><li>-General George S. Patton </li></ul>
    34. 43. <ul><li>what gets in the way </li></ul>
    35. 44. stereotype <ul><li>An idea or image; a mental framework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality. </li></ul>
    36. 45. stereotype <ul><li>waitress </li></ul><ul><li>librarian </li></ul>
    37. 46. <ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul>
    38. 47. <ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul><ul><li>knit </li></ul><ul><li>wear glasses </li></ul><ul><li>eat salad </li></ul>
    39. 48. stereotype <ul><li>honest and ongoing dialogue </li></ul><ul><li>journal or make notes regarding performance (good and bad) </li></ul><ul><li>include observations of others </li></ul>
    40. 49. pygmalion effect <ul><li>Based on research by Robert Rosenthal and Lenore Jacobson, showing that biased expectations affect reality and create self-fulfilling prophecies as a result. </li></ul>
    41. 50. pygmalion effect <ul><li>candid and ongoing dialogue with that person, especially regarding expectations, progress toward expectations and overall performance </li></ul><ul><li>consistently journal about or collect notes regarding performance </li></ul><ul><li>include the observations and perspectives of others </li></ul>
    42. 51. confirmation bias <ul><li>Our tendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs. </li></ul>
    43. 52. confirmation bias <ul><li>be engaged in candid and ongoing dialogue with that person </li></ul><ul><li>consistently journal or collect notes about performance </li></ul><ul><li>always include observations of others </li></ul><ul><li>work to challenge individual and collective assumptions </li></ul><ul><li>focus on outcomes </li></ul>
    44. 53. fundamental attribution error <ul><li>Unjustified tendency to assume that a person's actions depend on what &quot;kind&quot; of person that person is rather than on the social and environmental forces influencing the person. </li></ul>
    45. 54. fundamental attribution error <ul><li>always assume positive intent </li></ul><ul><li>work to consistently pursue additional info, and ask good open ended questions </li></ul><ul><li>listen actively </li></ul><ul><li>include observations of others </li></ul><ul><li>work to challenge individual and collective assumptions </li></ul>
    46. 56. <ul><li>If you do not intentionally, deliberately, proactively include… you will unintentionally exclude. </li></ul>
    47. 57. <ul><li>We are called to be architects of the future, not its victims. </li></ul><ul><li>-Buckminster Fuller </li></ul>
    48. 58. thank you!
    49. 59. <ul><li>joe gerstandt </li></ul><ul><li>www.joegerstandt.com </li></ul><ul><li>[email_address] </li></ul><ul><li>www.twitter.com/joegerstandt </li></ul><ul><li>www.linkedin.com/in/joegerstandt </li></ul><ul><li>www.facebook.com/joegerstandt </li></ul><ul><li>402.740.7081 </li></ul>
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