Future of Diversity and Inclusion (draft) SHRM 2014

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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 …

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

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  • 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. The future belongs to those who prepare for it today.
  • 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. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  • 5. Top Regrets of The Dying Bronnie Ware, palliative nurse
  • 6. self censorship playing small covering downplaying differences conforming Fear of Being Different Stifles Talent
  • 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. 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. What quadrant would you put yourself in? What quadrant does your org aim for? What needs to change? A quick chat…
  • 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. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  • 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. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
  • 14. g r o u p t h i n k
  • 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. consider decision making… 1 - 10 What makes it better? Another quick chat…
  • 17. We simply decide without thinking much about the decision process. -Jim Nightingale
  • 18. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
  • 19. dysfunctional disagreement dysfunctional agreement dysfunctional agreement
  • 20. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them
  • 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. dysfunctional disagreement dysfunctional agreement dysfunctional agreement sweet spot
  • 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. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  • 25. consider a ten person team 1 2 4 5 9 3 876 10
  • 26. 1 9 7 6 5 2 3 8410
  • 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. 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. 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. 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. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
  • 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. 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. do stuff! • Prioritize relationships. • Make social time and space. • Deliberate efforts to build bridges. • Social tools.
  • 35. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience design @joegerstandt #SHRM14
  • 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. 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. stereotype waitress librarian
  • 39. smoke bowl eat hamburgers
  • 40. smoke bowl eat hamburgers knit wear glasses eat salad
  • 41. If you do not intentionally, include, you will unintentionally exclude.
  • 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. 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. next practices 1.authenticity 2.decision making 3.relational networks 4.behavioral intelligence 5.employee experience @joegerstandt #SHRM14
  • 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. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081