@joegerstandt
#SHRM14
06/24/2014 10:45AM-12:00PM W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
The...
The future
belongs to
those who
prepare
for it
today.
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience desi...
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience desi...
Top Regrets of The Dying
Bronnie Ware, palliative nurse
self censorship
playing small
covering
downplaying differences
conforming
Fear of Being Different Stifles
Talent
•29% altered their attire, grooming or
mannerisms to make their identity
less obvious
•40% refrained from behavior
commonl...
low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
ins...
What
quadrant
would you
put yourself
in?
What
quadrant
does your
org aim
for?
What
needs to
change?
A quick chat…
do stuff!
• Start with yourself.
• Make “inclusion” more tangible.
• Reward initiative and risk taking.
• Provide variety ...
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience desi...
These theorems that when
solving problems, diversity can
trump ability and that when
making predictions diversity
matters ...
Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency
g
r
o
u
p
t
h
i
n
k
groupthink:
mode of thinking that happens
when the desire for harmony in a
decision-making group overrides a
realistic app...
consider
decision
making… 1 - 10
What
makes it
better?
Another quick chat…
We simply decide
without thinking
much about the
decision process.
-Jim Nightingale
If everyone is
thinking the same
thing, someone
isn’t thinking at all.
-George S. Patton
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
always
disagree lack of
trust
personal
conflict...
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
always
disagree lack of
trust
personal
conflict...
dysfunctional
disagreement
dysfunctional
agreement
dysfunctional
agreement
sweet
spot
do stuff!
• Explicit framework for decision
making and disagreement.
• Promote, teach, reward respectful
disagreement and ...
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience desi...
consider a ten person team
1
2
4 5
9
3
876
10
1
9
7
6
5
2
3 8410
social network analysis
From time to time people discuss
important matters with other
people. Looking back over the
past s...
social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you hav...
social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who woul...
social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another at
ho...
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have ...
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 ...
do stuff!
• Prioritize relationships.
• Make social time and space.
• Deliberate efforts to build
bridges.
• Social tools.
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience desi...
It requires no hatred or fear to
assign meaning to the things
that we see, we do it
automatically.
The problem is that we ...
stereotype
An idea or image; a mental
framework that contains our
knowledge, beliefs,
expectations and feelings
about a so...
stereotype
waitress librarian
smoke
bowl
eat hamburgers
smoke
bowl
eat hamburgers
knit
wear glasses
eat salad
If you do not
intentionally,
include, you will
unintentionally
exclude.
do stuff!
• Invite an accurate understanding of
human nature, including appreciation
for the fact that we are naturally
bi...
When Performance Trumps
Gender Bias: Joint versus
Separate Evaluation
Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harva...
next practices
1.authenticity
2.decision making
3.relational networks
4.behavioral intelligence
5.employee experience
@joe...
do stuff!
• Be aware that your employees are
experiencing the workplace
differently, and that it impacts their
performance...
www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.co...
Future of Diversity and Inclusion (draft) SHRM 2014
Future of Diversity and Inclusion (draft) SHRM 2014
Future of Diversity and Inclusion (draft) SHRM 2014
Future of Diversity and Inclusion (draft) SHRM 2014
Future of Diversity and Inclusion (draft) SHRM 2014
Future of Diversity and Inclusion (draft) SHRM 2014
Future of Diversity and Inclusion (draft) SHRM 2014
Upcoming SlideShare
Loading in...5
×

Future of Diversity and Inclusion (draft) SHRM 2014

2,192

Published on

not quite yet fully baked, but a slide deck for the Future of Diversity and Inclusion: 5 Next Practices session at SHRM 2014: 06/24/2014 10:45AM-12:00PM W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt

0 Comments
7 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,192
On Slideshare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
46
Comments
0
Likes
7
Embeds 0
No embeds

No notes for slide

Future of Diversity and Inclusion (draft) SHRM 2014

  1. 1. @joegerstandt #SHRM14 06/24/2014 10:45AM-12:00PM W101 1.25 HR Credit | Competencies: Global and Cultural Effectiveness The Future of Diversity & Inclusion
  2. 2. The future belongs to those who prepare for it today.
  3. 3. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design Where shall we go from here?
  4. 4. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  5. 5. Top Regrets of The Dying Bronnie Ware, palliative nurse
  6. 6. self censorship playing small covering downplaying differences conforming Fear of Being Different Stifles Talent
  7. 7. •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
  8. 8. 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.
  9. 9. What quadrant would you put yourself in? What quadrant does your org aim for? What needs to change? A quick chat…
  10. 10. do stuff! • Start with yourself. • Make “inclusion” more tangible. • Reward initiative and 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
  11. 11. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  12. 12. 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
  13. 13. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
  14. 14. g r o u p t h i n k
  15. 15. 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.
  16. 16. consider decision making… 1 - 10 What makes it better? Another quick chat…
  17. 17. We simply decide without thinking much about the decision process. -Jim Nightingale
  18. 18. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
  19. 19. dysfunctional disagreement dysfunctional agreement dysfunctional agreement
  20. 20. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them
  21. 21. 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
  22. 22. dysfunctional disagreement dysfunctional agreement dysfunctional agreement sweet spot
  23. 23. do stuff! • Explicit framework for decision making and disagreement. • Promote, teach, reward respectful disagreement and assertive communication. • Conflict management as a management competency.
  24. 24. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  25. 25. consider a ten person team 1 2 4 5 9 3 876 10
  26. 26. 1 9 7 6 5 2 3 8410
  27. 27. 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?
  28. 28. 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?
  29. 29. 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?
  30. 30. 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?
  31. 31. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
  32. 32. 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?
  33. 33. 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?
  34. 34. do stuff! • Prioritize relationships. • Make social time and space. • Deliberate efforts to build bridges. • Social tools.
  35. 35. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  36. 36. 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.
  37. 37. 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.
  38. 38. stereotype waitress librarian
  39. 39. smoke bowl eat hamburgers
  40. 40. smoke bowl eat hamburgers knit wear glasses eat salad
  41. 41. If you do not intentionally, include, you will unintentionally exclude.
  42. 42. do stuff! • Invite an accurate understanding of human nature, including appreciation for the fact that we are naturally biased. • Intentional efforts to mitigate bias in decision making about individuals (interviewing, hiring decisions, evaluation, etc.)
  43. 43. 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
  44. 44. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience @joegerstandt #SHRM14
  45. 45. 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.
  46. 46. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×