slide deck from a SHRM 2014 presentation by joe gerstandt on the the Future of Diversity and Inclusion @joegerstandt

1. The Future of Diversity & Inclusion

3. joegerstandt.com
joe.gerstandt@gmail.com
linkedin.com/in/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081

4. @joegerstandt
Hospital Corporation of America
Principal Financial
Experian Financial
Sletten Construction
Centric Consulting
ConAgra Foods
Target
Cox Communications
Navigant Consulting
Veridian Credit Union
Bankers Trust
Walmart
Alegent Health
Federal Aviation Administration
Progressive Insurance
Citizens Electric

5. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
Where shall we go from here?

6. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
@joegerstandt #SHRM14

7. Top Regrets of The Dying
Bronnie Ware, palliative nurse

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. 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. 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. 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.

12. 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.

13. 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.

14. self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles
Talent

15. •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

16. low
belongingness
high
belongingness
low value in
uniqueness
high value in
uniqueness

17. 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

18. 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

19. 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.

20. 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.

21. 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.

22. Consider
these four
quadrants.
Which
quadrant
are you in
at work?
Which
is most
reflective of
your org.
culture?
A quick chat…

24. do stuff!
• Start with yourself.
• Make “inclusion” more tangible.
• Reward initiative, expression & risk taking.
• Provide variety of ways to participate & share.
• Provide employees with more choice
–what to work on
–where & when to work
–who to work with
–how to dress

25. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
@joegerstandt #SHRM14

26. 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

27. Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency

28. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x

29. 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

30. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x

31. g
r
o
u
p
t
h
i
n
k

32. 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.

33. consider
decision
making… 1 - 10
What
makes it
better?
Another quick chat…

35. 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

37. dysfunction

38. dysfunctional
disagreement
dysfunctional
agreement

40. also
dysfunction

41. If everyone is
thinking the same
thing, someone
isn’t thinking at all.
-George S. Patton

42. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement

43. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
always
disagree lack of
trust
personal
conflict
us vs.
them

44. 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

45. dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
sweet
spot

46. do stuff!
• Explicit framework for decision
making and disagreement.
• Promote, teach, reward respectful
disagreement and assertive
communication.
• Conflict management as a
management competency.

47. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
@joegerstandt #SHRM14

52. consider a ten person team
1
2
4 5
9
3
876
10

53. 1
9
7
6
5
2
3 8410

56. 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.

57. 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?

58. 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?

59. 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?

60. 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?

61. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity

62. 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?

63. do stuff!
• Prioritize relationships.
• Make social time and space.
• Deliberate efforts to build
bridges.
• Social tools.

64. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
@joegerstandt #SHRM14

66. 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.

68. 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.

69. stereotype
waitress librarian

70. smoke
bowl
eat hamburgers

71. smoke
bowl
eat hamburgers
knit
wear glasses
eat salad

72. If you do not
intentionally,
include, you will
unintentionally
exclude.

73. do stuff!
• Invite an accurate understanding of
human nature, including appreciation
for the fact that we are naturally
biased into your organization.
• Intentional efforts to mitigate bias in
decision making about individuals
(interviewing, hiring decisions,
evaluation, etc.)

74. 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

75. next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
@joegerstandt #SHRM14

76. ontological arrogance
The belief that
one’s personal
experience defines
reality.

77. Consider
your work
experience.
Is it
unique?
Is it
understood?
Another quick chat…

78. 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…”

79. do stuff!
• Be aware that your employees are
experiencing the workplace
differently, and that it impacts their
performance.
• Surfacing and sharing this information
can help you better meet unmet
needs.
• Involve employees in planning &
decision making.

80. www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081