FORWARD! Authenticity, Diversity and Inclusion for The Future

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On April 1, 2014 The Workforce Diversity Network sponsored a half day workshop at the Rochester Institute of Technology, featuring joe gerstandt.
joegerstandt.com
@joegerstandt

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  • Reusable concepts, ideas and tools. Ironic bits included.

    Usually I wouldn't recommend a 150 slides deck (!), but this is truly worth reading and sharing.

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FORWARD! Authenticity, Diversity and Inclusion for The Future

  1. 1. Thank You Sponsors Champion Leaders Supporter Allies
  2. 2. FORWARD!
  3. 3. joegerstandt.com twitter.com/joegerstandt linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  4. 4. authenticity authenticity authenticity
  5. 5. 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.
  6. 6. 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.
  7. 7. 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.
  8. 8. 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.
  9. 9. 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.
  10. 10. 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.
  11. 11. self censorship playing small covering downplaying differences conforming Fear of Being Different Stifles Talent
  12. 12. •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
  13. 13. There can be no happiness if the things we believe in are different from the things we do. -Freya Stark
  14. 14. awareness accountability adventure advocate
  15. 15. awareness accountability adventure advocate
  16. 16. Who are you?
  17. 17. What are you here for?
  18. 18. What is your gift?
  19. 19. share
  20. 20. awareness accountability adventure advocate @joegerstandt
  21. 21. Is there any evidence?
  22. 22. you need a team
  23. 23. awareness accountability adventure advocate
  24. 24. share
  25. 25. awareness accountability adventure advocate
  26. 26. How will you help others?
  27. 27. awareness accountability adventure advocate
  28. 28. moving forward A commitment to diversity must begin with a commitment to individual authenticity. #wdnfwd @joegerstandt
  29. 29. moving forward Your first contribution to a more diverse workforce lies in making your unique contribution. #wdnfwd @joegerstandt
  30. 30. MT engineers
  31. 31. MT management MT engineers
  32. 32. MT management MT engineers NASA management
  33. 33. MT management MT engineers NASA management
  34. 34. MT management MT engineers NASA management
  35. 35. Tuesday morning January 28th 1986
  36. 36. MT management MT engineers NASA management
  37. 37. MT management NASA management
  38. 38. g r o u p t h i n k
  39. 39. 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.
  40. 40. 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
  41. 41. consider decision making… 1 - 10 What makes it better? So, how do you do…
  42. 42. We simply decide without thinking much about the decision process. -Jim Nightingale
  43. 43. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
  44. 44. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  45. 45. 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
  46. 46. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  47. 47. What looks like resistance is often a lack of clarity. -Switch, Dan and Chip Heath
  48. 48. diversity…
  49. 49. difference diversity…
  50. 50. 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.
  51. 51. difference relational diversity…
  52. 52. difference relational takes many forms diversity…
  53. 53. difference relational takes many forms disruptive diversity…
  54. 54. ↑diversity = ↑variance in performance groups with more diversity perform better or worse than groups with less diversity
  55. 55. difference makes a difference… • “we vs. they” mentality • stereotyping • in-group favoritism • inter-group conflict • satisfaction, performance, turnover all get worse
  56. 56. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
  57. 57. 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…”
  58. 58. inclusion: “I define connection as the energy that exists between people when they feel seen, heard, and valued; when they can give and receive without judgment; and when they derive sustenance and strength from the relationship.” -Brene Brown
  59. 59. 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.
  60. 60. Thinking about inclusion… How safe is it to be unpopular here?
  61. 61. identity diversity: Differences in our social identities. cognitive diversity: Differences in how we think and solve problems.
  62. 62. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  63. 63. 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
  64. 64. 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
  65. 65. 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
  66. 66. 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
  67. 67. 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
  68. 68. 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
  69. 69. The Social Origin of Good Ideas -Ronald Burt, University of Chicago Teams with greater training and experiential diversity introduce more innovations. “Management Team Tenure and Organizational Outcomes” Finkelstein, Hambrick (1999) Administrative Science Quarterly & “Management and Innovation” Bantel, Jackson (2002) Strategic Management Journal
  70. 70. MBA Harvard University 100 people
  71. 71. MBA Harvard University 100 people team #1
  72. 72. MBA Harvard University 100 people team #1 team #2
  73. 73. MBA Harvard University 100 people team #1 team #2
  74. 74. MBA Harvard University 100 people team #1 team #2 friends with cognitive benefits
  75. 75. 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
  76. 76. but…
  77. 77. team #1 This team greatly overrates its own problem solving capacity.
  78. 78. team #2 This team greatly underrates its problem solving capacity.
  79. 79. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
  80. 80. dysfunction
  81. 81. dysfunctional disagreement dysfunctional agreement
  82. 82. also dysfunction
  83. 83. dysfunctional disagreement dysfunctional agreement dysfunctional agreement
  84. 84. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them
  85. 85. 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
  86. 86. dysfunctional disagreement dysfunctional agreement dysfunctional agreement sweet spot
  87. 87. 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
  88. 88. identity diversity: Differences in our social identities. cognitive diversity: Differences in how we think and solve problems.
  89. 89. i d e n t i t y d i v e r s i t y
  90. 90. time for some exercise
  91. 91. 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.
  92. 92. when the brain locks onto a pattern, it does not seek alternative
  93. 93. stereotype An idea or image; a mental framework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality.
  94. 94. stereotype waitress librarian
  95. 95. smoke bowl eat hamburgers
  96. 96. smoke bowl eat hamburgers knit wear glasses eat salad
  97. 97. 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.
  98. 98. 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.
  99. 99. 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.
  100. 100. If you do not intentionally, include, you will unintentionally exclude.
  101. 101. how
  102. 102. doing inclusion work to have a beginners mind
  103. 103. fight more better doing inclusion
  104. 104. high difference low difference high interaction learning growth self-organization stress conflict exhaustion celebration reinforcement energy low productivity wasted energy factions low interaction reflection safety clearing the decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
  105. 105. high difference low difference high interaction move to low difference: Tell a joke. State a shared value or belief. Share personal experience. Pick a low difference topic. move to low interaction: Stop communicating. Leave the area. Explain yourself. Pick a low communication topic. low interaction move to high interaction: Ask a question. Use another medium. Listen more. Pick a high communication topic. move to high difference: Amplify little differences Play devils advocate Pick a high difference topicDifference Matrix Glenda Eoyang HSDI
  106. 106. doing inclusion disentangle intentions and outcomes
  107. 107. doing inclusion use new tools
  108. 108. doing inclusion think about networks
  109. 109. consider a ten person team 1 2 4 5 9 3 876 10
  110. 110. 1 9 7 6 5 2 3 8410
  111. 111. Where do good ideas come from? That is simple…from differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. -Nicolas Negroponte, founder MIT Media Lab
  112. 112. The social origins of good ideas.
  113. 113. 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?
  114. 114. 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?
  115. 115. 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?
  116. 116. 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?
  117. 117. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
  118. 118. 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?
  119. 119. Who do you discuss new ideas with? Who do you turn to for help? Who do you get the most valuable information from? Who do you trust to keep your best interests in mind?
  120. 120. Please take a few seconds and fill out the survey.
  121. 121. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
  122. 122. Thank You Sponsors Champion Leaders Supporter Allies

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