RESET! what diversity and inclusion mean today (2011 PHWC))

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Slide deck from a keynote presentation at the 2011 Psychologically Healthy Workplace Conference delivered by joe gerstandt
www.joegerstandt.com

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  • 3 points….
  • Ned Herman
  • Ned Herman
  • Ned Herman
  • money
  • We cannot change something we do not acknowledge.
  • RESET! what diversity and inclusion mean today (2011 PHWC))

    1. 1. RESET! #NOHRC
    2. 2. @joegerstandt
    3. 3. <ul><li>What looks like resistance is often a lack of clarity. </li></ul><ul><li>Switch, Dan and Chip Heath </li></ul>
    4. 4. <ul><li>what </li></ul>@joegerstandt
    5. 5. <ul><li>diversity is… </li></ul><ul><li>difference </li></ul>@joegerstandt
    6. 6. <ul><li>difference takes many forms </li></ul>@joegerstandt
    7. 7. <ul><li>difference is relational </li></ul><ul><li>… it exists between people, not in people </li></ul>@joegerstandt
    8. 8. @joegerstandt
    9. 9. <ul><li>difference is generative </li></ul><ul><li>… difference always changes social groups </li></ul><ul><li>(tension) </li></ul>@joegerstandt
    10. 10. difference can be the cause of… <ul><li>Introducing or increasing difference in a social group can trigger: </li></ul><ul><li>we vs. they mentality </li></ul><ul><li>stereotyping </li></ul><ul><li>in-group favoritism </li></ul><ul><li>inter-group conflict </li></ul><ul><li>satisfaction, performance, turnover get worse </li></ul>@joegerstandt
    11. 11. difference changes social groups… <ul><li>greater diversity = greater variance in performance </li></ul><ul><li>(groups with more diversity always perform better or worse than groups with less diversity) </li></ul>@joegerstandt
    12. 12. @joegerstandt
    13. 13. <ul><li>inclusion is… </li></ul><ul><li>Our ability to include difference and utilize the resources that we have access to. </li></ul><ul><li>fairness of employment practices </li></ul><ul><li>openness to difference </li></ul><ul><li>inclusion in decision making </li></ul>@joegerstandt
    14. 14. <ul><li>“… being at home…” </li></ul><ul><li>“… belonging…” </li></ul><ul><li>“… able to bring my whole self to work…” </li></ul><ul><li>“… feeling that my unique contribution was valued…” </li></ul><ul><li>“… my perspective is always considered…” </li></ul><ul><li>“… I have a say in what happens…” </li></ul>@joegerstandt
    15. 15. @joegerstandt
    16. 16. @joegerstandt
    17. 17. @joegerstandt
    18. 18. i d e n t i t y d i v e r s i t y @joegerstandt
    19. 19. <ul><li>time </li></ul><ul><li>for </li></ul><ul><li>some exercise </li></ul>
    20. 20. @joegerstandt
    21. 21. cognitive diversity <ul><li>differences in mental processes of perception, judgment, categorization, rules of thumb, etc. </li></ul>@joegerstandt
    22. 22. @joegerstandt analytical rational realistic factual logical definitive risk taker creative flexible synthesizer conceptual intuitive persistent planner organized disciplined detailed practical passionate cooperative empathetic expressive harmonizing responsive
    23. 23. Solving technical problems Analyzing complex issues Logical approach Interpersonal aspects of situations Ice breakers Socializing in meetings Conceptualizing Innovating Seeing the big picture Routine Meetings Details Structure Expressing ideas Understanding group dynamics Team building Logic ahead of feelings No interaction with people Implementing ideas Developing plans Follow-up and completion “ Blue Sky” thinking Not following the rules Joys Frustrations Joys Frustrations Joys Frustrations Joys Frustrations Cerebral Mode (abstract & intellectual thought) Limbic Mode (concrete and emotional processing) Left Mode Right Mode ANALYZE ORGANIZE STRATEGIZE PERSONALIZE @joegerstandt
    24. 24. @joegerstandt analytical rational realistic factual logical definitive risk taker creative flexible synthesizer conceptual intuitive persistent planner organized disciplined detailed practical passionate cooperative empathetic expressive harmonizing responsive
    25. 25. MBA Harvard University 100 people @joegerstandt
    26. 26. MBA Harvard University 100 people team #1 @joegerstandt
    27. 27. MBA Harvard University 100 people team #1 team #2 @joegerstandt
    28. 28. @joegerstandt counting money spending money saving money helping the others
    29. 29. <ul><li>If everyone is thinking the same thing, someone isn’t thinking at all. </li></ul><ul><li>-General George S. Patton </li></ul>@joegerstandt
    30. 30. <ul><li>why </li></ul>@joegerstandt
    31. 31. 1-new competitive advantage <ul><li>Change is the engine of growth. Sustainable, profitable change is fueled by innovation. </li></ul>@joegerstandt
    32. 32. 1-new competitive advantage <ul><li>Change is the engine of growth. Sustainable, profitable change is fueled by innovation. </li></ul>The Medici Effect | Frans Johannson @joegerstandt
    33. 33. 1-new competitive advantage <ul><li>The Medici Effect | Frans Johansson </li></ul><ul><li>The Social Origin of Good Ideas | Ronald Burt (social capital) </li></ul><ul><li>Teams with training and experiential diversity. </li></ul><ul><li>None of us is as smart as all of us. </li></ul><ul><li>-Ken Blanchard </li></ul>@joegerstandt
    34. 34. 2-generational transition US Population Percent Change by Age: 1990 to 2000 @joegerstandt
    35. 35. 3-new workforce @joegerstandt
    36. 36. 4-new consumers @joegerstandt
    37. 37. 5-better problem solving The Difference | Scott Page @joegerstandt
    38. 38. 6-conformity kills @joegerstandt
    39. 39. 7-human nature @joegerstandt
    40. 40. <ul><li>what gets in the way </li></ul>@joegerstandt
    41. 41. stereotype <ul><li>An idea or image; a mental framework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality. </li></ul>@joegerstandt
    42. 42. stereotype <ul><li>waitress </li></ul><ul><li>librarian </li></ul>
    43. 43. <ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul>
    44. 44. <ul><li>smoke </li></ul><ul><li>bowl </li></ul><ul><li>eat hamburgers </li></ul><ul><li>knit </li></ul><ul><li>wear glasses </li></ul><ul><li>eat salads </li></ul>
    45. 45. stereotype <ul><li>be engaged in honest and ongoing dialogue with that person </li></ul><ul><li>journal or make notes regarding performance (good and bad) </li></ul><ul><li>include observations of others </li></ul>@joegerstandt
    46. 46. confirmation bias <ul><li>Our tendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs. </li></ul>@joegerstandt
    47. 47. confirmation bias <ul><li>be engaged in candid and ongoing dialogue with that person </li></ul><ul><li>consistently journal or collect notes about performance </li></ul><ul><li>always include observations of others </li></ul><ul><li>work to challenge individual and collective assumptions </li></ul><ul><li>focus on outcomes </li></ul>@joegerstandt
    48. 48. fundamental attribution error <ul><li>Unjustified tendency to assume that a person's actions depend on what &quot;kind&quot; of person that person is rather than on the social and environmental forces influencing the person. </li></ul>@joegerstandt
    49. 49. fundamental attribution error <ul><li>always assume positive intent </li></ul><ul><li>work to consistently pursue additional info, and ask good open ended questions </li></ul><ul><li>listen actively </li></ul><ul><li>include observations of others </li></ul><ul><li>work to challenge individual and collective assumptions </li></ul>@joegerstandt
    50. 50. @joegerstandt
    51. 51. <ul><li>If you do not intentionally, deliberately and proactively include, you will unintentionally exclude. </li></ul>@joegerstandt
    52. 52. Difference Matrix Glenda Eoyang HSDI high difference low difference high interaction learning growth self-organization stress conflict exhaustion celebration reinforcement energy low productivity wasted energy factions low interaction reflection safety clearing the decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death
    53. 53. Difference Matrix Glenda Eoyang HSDI high difference low difference high interaction move to low difference: Tell a joke. State a shared value or belief. Share personal experience. Pick a low difference topic. move to low interaction: Stop communicating. Leave the area. Explain yourself. Pick a low communication topic. low interaction move to high interaction: Ask a question. Use another medium. Listen more. Pick a high communication topic. move to high difference: Amplify little differences Play devils advocate Pick a high difference topic
    54. 54. thank you! @joegerstandt
    55. 55. <ul><li>joe gerstandt </li></ul><ul><li>www.joegerstandt.com </li></ul><ul><li>[email_address] </li></ul><ul><li>www.twitter.com/joegerstandt </li></ul><ul><li>www.linkedin.com/in/joegerstandt </li></ul><ul><li>www.facebook.com/joegerstandt </li></ul><ul><li>402.740.7081 </li></ul>@joegerstandt
    56. 56. resources <ul><li>The Difference : How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies | Scott Page </li></ul><ul><li>The Wisdom of Crowds | James Surowiecki </li></ul><ul><li>A Whole New Mind | Daniel Pink </li></ul><ul><li>The Medici Effect | Frans Johansson </li></ul><ul><li>The Geography of Thought | Richard Nisbett </li></ul>@joegerstandt
    57. 57. resources <ul><li>Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Network | Wayne E. Baker </li></ul><ul><li>The Whole Brain Business Book | Ned Herrmann </li></ul><ul><li>Competitive Advantage Through People: Unleashing the Power of the Work Force | Jeffrey Pfeffer </li></ul>@joegerstandt

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