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Leading Inclusion: D&I Next Practices
 

Leading Inclusion: D&I Next Practices

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slides from a joe gerstandt about emerging / next practices for corporate diversity and inclusion work

slides from a joe gerstandt about emerging / next practices for corporate diversity and inclusion work

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    Leading Inclusion: D&I Next Practices Leading Inclusion: D&I Next Practices Presentation Transcript

    • Leading InclusionDiversity & Inclusion Next Practices
    • @joegerstandtHospital Corporation of AmericaPrincipal FinancialExperian FinancialSletten ConstructionConAgra FoodsTargetCox CommunicationWalmartCentral Intelligence AgencyFederal Aviation AdministrationProgressive InsuranceFarm Bureau Federation
    • joegerstandt.comtwitter.com/joegerstandtlinkedin.com/in/joegerstandtfacebook.com/joegerstandtyoutube.com/joegerstandtjoegerstandt.com/blogslideshare.net/joeg
    • GET CONNECTEDJASON LAURITSENjason@talentanarchy.comtwitter.com/jasonlauritsenJOE GERSTANDTjoe@talentanarchy.comtwitter.com/joegerstandt
    • 1.ForwardMovement2.NextPractices3.Q & A
    • ForwardMovement
    • Where are youstuck at today?
    • forward movement1. Language & Logic.2. Go Small.3. Become the source of humanintelligence.
    • forward movement1. Language & Logic.2. Go Small.3. Become the source of humanintelligence.
    • What looks likeresistance isoften a lack ofclarity.Switch, Dan and Chip Heath
    • the foundationDiversity means _______, it isvaluable to this organizationbecause _________, and wepursue that value through__________.
    • The concept of diversity encompassesacceptance and respect. It means understandingthat each individual is unique, and recognizingour individual differences. These can bealong the dimensions of race, ethnicity, gender,sexual orientation, socio-economic status, age,physical abilities, religious beliefs, political beliefs,or other ideologies. It is the exploration of thesedifferences in a safe, positive, and nurturingenvironment. It is about understanding each otherand moving beyond simple tolerance toembracing and celebrating the rich dimensions ofdiversity contained within each individual.
    • Similarities and differencesamong employees in termsof age, cultural background,physical abilities anddisabilities, race,religion, sex, andsexual orientation.
    • The test.
    • diversity…
    • differencediversity…
    • di·ver·si·ty[dih-vur-si-tee]noun, plural –ties1.the state or fact of beingdiverse; difference;unlikeness.2.variety; multiformity.3.a point of difference.
    • differencerelationaldiversity…
    • differencerelationaltakesmany formsdiversity…
    • differencerelationaltakesmany formsdisruptivediversity…
    • ↑diversity =↑variance in performancegroups with more diversityperform better or worse thangroups with less diversity
    • inclusion:The actions that we take to includeadditional difference in a process orgroup.• fairness of employment practices• openness to difference• inclusion in decision making• integration of networks• balanced outcomes
    • inclusion:“…being at home…”“…belonging…”“…able to bring my whole self to work…”“…feeling that my unique contributionwas valued…”“…my perspective is alwaysconsidered…”“…I have a say in what happens…”
    • forward movement1. Language & Logic.2. Go Small.3. Become the source of humanintelligence.
    • forward movement1. Language & Logic.2. Go Small.3. Become the source of humanintelligence.
    • NextPractices
    • next practices• network analysis• cognitive diversity & socialspace design• social methodologies• new science / new paradigm• innovation & creativity
    • next practices• network analysis• cognitive diversity & socialspace design• social methodologies• new science / new paradigm• innovation & creativity
    • consider a ten person team124 59387610
    • 1976523 8410
    • 1976523 8410…flow of information?
    • 1976523 8410…influence?
    • 1976523 8410…inclusion?
    • Outcome disparities oftenlinked to social disparities.
    • a quickexercise…
    • social network analysisFrom time to time peoplediscuss important matters withother people. Looking back overthe past six months, who are thepeople with whom youdiscussed matters important toyou?
    • social network analysisConsider the people youcommunicate with in order to getyour work done. Of all thepeople you have communicatedwith during the last six months,who has been the mostimportant for getting your workdone?
    • social network analysisConsider an important project orinitiative that you are involved in.Consider the people who wouldbe influential for getting itapproved or obtaining theresources you need. Who wouldyou talk to, to get the supportyou need?
    • social network analysisWho do you socialize with?(spending time with people afterwork hours, visiting one anotherat home, going to social events,out for meals and so on) Overthe last 6 months, who are themain people with whom youhave socialized informally?
    • analysis• group• proximity• expertise• hierarchy• gender• age• race• ethnicity
    • analysis• group• proximity• expertise• hierarchy• gender• age• race• ethnicityWhat do you have?What do you have alot of?What do you nothave?What do you need todo differently?
    • Who do you discuss newideas with?Who do you turn to for help?Who do you get the mostvaluable information from?Who do you trust to keepyour best interests in mind?
    • human resourcesmarketingfinanceoperationsinformation technologyaffinity groupsexecutive leaders
    • next practices• network analysis• cognitive diversity & socialspace design• social methodologies• new science / new paradigm• innovation & creativity
    • cognitive diversityThe extent to which thegroup reflects differencesin knowledge, includingbeliefs, preferences andperspectives.-Miller, et al (1998) Strategic Management Journal
    • groupthink:mode of thinking that happenswhen the desire for harmony in adecision-making group overrides arealistic appraisal of alternatives.Group members try to minimizeconflict and reach a consensusdecision without critical evaluationof alternative ideas or viewpoints.
    • Group vs. Individual Decision Makinggroups individualsaccuracyspeedcreativitydegree ofacceptanceefficiency
    • Group vs. Individual Decision Makinggroups individualsaccuracy xspeed xcreativity xdegree ofacceptancexefficiency x
    • When Performance TrumpsGender Bias: Joint versusSeparate EvaluationIris BohnetAlexandra van GeenMax H. BazermanHarvard Business SchoolWorking Paper 12-083 | March, 2012
    • Group vs. Individual Decision Makinggroups individualsaccuracy xspeed xcreativity xdegree ofacceptancexefficiency x
    • Groups often fail tooutperform individualsbecause they prematurelymove to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in ExperimentalSocial Psychology
    • Minority dissent, evendissent that is wrong,stimulates divergent thought.Issues and problems areconsidered from moreperspectives and groupmembers find more correctanswers.-Nemeth, Staw (1989) Advances in ExperimentalSocial Psychology
    • Group intelligence isnot strongly tied toeither the averageintelligence of themembers or the team’ssmartest member.-Thomas Malone, MIT Center for CollectiveIntelligence
    • MBAHarvard University100 people
    • MBAHarvard University100 peopleteam #1
    • MBAHarvard University100 peopleteam #1team #2
    • MBAHarvard University100 peopleteam #1team #2
    • MBAHarvard University100 peopleteam #1team #2friendswithcognitivebenefits
    • These theorems that whensolving problems, diversity cantrump ability and that whenmaking predictions diversitymatters just as much as abilityare not political statements.They are mathematicaltruths.-Scott Page
    • please add these numbers…
    • please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
    • please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =55
    • please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =55…but how did you do it?
    • but…
    • team #1This team greatlyoverrates its ownproblem solvingcapacity.
    • team #2This team greatlyunderrates itsproblem solvingcapacity.
    • We simply decidewithout thinkingmuch about thedecision process.-Jim Nightingale
    • next practices• network analysis• cognitive diversity & socialspace design• social methodologies• new science / new paradigm• innovation & creativity
    • social technology• LinkedIn• Twitter/Yammer• Blogs• Videoopen spaceworld caféA.I.Igniteculture hacking
    • recruiting“We have found that currentemployees are the most widelyused and are by far the mosttrusted source of informationabout organizations forcandidates.”-Corporate Leadership Council
    • training & development“Successful organizationsconnect people. Learning issocial. We learn from, by, and withother people. Conversations,storytelling, and observations aregreat ways to learn, but they aren’tthings you do by yourself.”-Jay Cross, Informal Learning
    • employee relations“In organizations, if people are freeto make their own decisions, guidedby a clear organizational identity forthem to reference, the whole systemdevelops greater coherence andstrength. The organization is lesscontrolling, but more orderly.”-Margaret Wheatley, Leadership and the New Science
    • next practices• network analysis• cognitive diversity & socialspace design• social methodologies• new science / new paradigm• innovation & creativity
    • human brain 1011.threat vs. reward
    • “The over-archingorganizing principleof the human brain isto minimize dangerand maximizereward.”-Evian Gordon
    • human brain 1011.threat vs. reward2.efficiency
    • This is your brain.
    • This is the part youare aware of and tosome degree incharge of.
    • conscious vs. unconsciousWhatever you do,do not think of apink elephant.
    • conscious vs. unconscious
    • human brain 1011.threat vs. reward2.efficiency3.pattern recognition
    • when thebrainlocks ontoa pattern,it does notseekalternative
    • stereotypeAn idea or image; a mentalframework that contains ourknowledge, beliefs,expectations and feelingsabout a social group.Stereotypes allow for noindividuality.
    • stereotypewaitress librarian
    • smokebowleat hamburgers
    • smokebowleat hamburgersknitwear glasseseat salad
    • confirmation biasOur tendency to search for orinterpret new information ina way that confirmspreconceptions and avoidsinformation andinterpretations whichcontradict prior beliefs.
    • If you do notintentionally,include, you willunintentionallyexclude.
    • next practices• network analysis• cognitive diversity & socialspace design• social methodologies• new science / new paradigm• innovation & creativity
    • Wheredogoodideascomefrom?
    • Where do good ideas comefrom? That is simple…fromdifferences. Creativity comesfrom unlikely juxtapositions.The best way to maximizedifferences is to mix ages,cultures and disciplines.-Nicolas Negroponte, founder MIT Media Lab
    • recombine&synthesize
    • 1 + 1 = 3
    • The Social Origin of Good Ideas-Ronald Burt, University of ChicagoTeams with greater training andexperiential diversity introducemore innovations.“Management Team Tenure and OrganizationalOutcomes” Finkelstein, Hambrick (1999)Administrative Science Quarterly&“Management and Innovation” Bantel, Jackson (2002)Strategic Management Journal