Future of Diversity and Inclusion: 5 Next Practices (SHRM 2014)
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slide deck from a SHRM 2014 presentation by joe gerstandt on the the Future of Diversity and Inclusion @joegerstandt
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Future of Diversity and Inclusion: 5 Next Practices (SHRM 2014)
- 1. The Future of Diversity & Inclusion
- 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
- 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
- 40. also dysfunction
- 41. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
- 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
- 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
- 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.
- 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.