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Nareen young presentation

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Nareen young presentation

  1. 1. EXECUTING WOMEN’S INITIATIVES WITHIN FIRMS Nareen Young, Chief Executive Officer, DCA 31 January 2011
  2. 2. COLLABORATIVE LEARNING SESSION <ul><li>Busting myths around women in firms: </li></ul><ul><ul><li>Unconscious bias: Why is this a danger to opportunities for women? </li></ul></ul><ul><ul><li>Driving an inclusive culture, regardless of stereotypes and negative attitudes </li></ul></ul><ul><ul><li>Demonstrating organisational value from overcoming stereotypes. </li></ul></ul>Copyright Diversity Council Australia 2011
  3. 3. DIVERSITY COUNCIL AUSTRALIA = BUSINESS BENEFITS <ul><li>Independent, not-for-profit diversity advisor to business in Australia </li></ul><ul><li>In partnership with member organisations our mission is to: </li></ul><ul><ul><li>Understand and achieve leadership in diversity thinking and practice in our Australian context </li></ul></ul><ul><ul><li>Implement highly effective diversity management in a changing community and legislative environment </li></ul></ul><ul><ul><li>Realise business improvement through successful diversity programs </li></ul></ul><ul><ul><li>Publicly demonstrate commitment to diversity. </li></ul></ul>Copyright Diversity Council Australia 2011
  4. 4. DIVERSITY COUNCIL AUSTRALIA SERVICES <ul><li>Members access range of free or discounted services: </li></ul><ul><ul><li>Leading edge information – fortnightly email update, Australia’s only business diversity quarterly journal, quarterly research journal and members-only area of website </li></ul></ul><ul><ul><li>Events – diversity leadership briefings, teleconferences, webcasts, CEO roundtables </li></ul></ul><ul><ul><li>Research – groundbreaking projects such as Working for the future: A national survey of employees , Engaging Aboriginal Australians in the private sector and Understanding the economic implications of the gender pay gap </li></ul></ul><ul><ul><li>Advisory services – organisational development, diversity audits, high level strategies and ROI. </li></ul></ul>Copyright Diversity Council Australia 2011
  5. 5. DIVERSITY COUNCIL AUSTRALIA SERVICES CONT’D <ul><li>Members access range of free or discounted services: </li></ul><ul><ul><li>Education – for boards, executives, executive management teams and on flexibility for managers, diversity awareness and first principles </li></ul></ul><ul><ul><li>Compliance – referral to high quality diversity providers </li></ul></ul><ul><ul><li>Member representation – submissions to government inquiries e.g. paid maternity leave, pay equity and EOWA inquiries </li></ul></ul><ul><ul><li>Speakers – for your diversity council or executive team and business events </li></ul></ul><ul><ul><li>Networking – with other business diversity leaders. </li></ul></ul>Copyright Diversity Council Australia 2011
  6. 6. MYTH BUSTING & UNCONSCIOUS BIAS <ul><li>A new frontier: Unconscious bias and micro-inequities: </li></ul><ul><ul><li>Our changing community and legislative environment has seen a shift from overt to subtle bias in Australian workplaces </li></ul></ul><ul><li>Unconscious bias: </li></ul><ul><ul><li>Attitudinal biases about age, gender, race etc that we’re unaware we have, and unaware we act on. </li></ul></ul>Copyright Diversity Council Australia 2011
  7. 7. MYTH BUSTING & UNCONSCIOUS BIAS <ul><li>Unconscious bias: Project Implicit ( Yale & Harvard universities) </li></ul><ul><li>On-line Implicit Association Test, used by 4.5 million people since 1998 </li></ul><ul><li>Age: Strong attitudinal preference for ‘youth’, as strong in over-60 age group as among 20 year olds </li></ul><ul><li>Gender: 75% men and women have implicit stereotype in which they more strongly associate women with family than with career </li></ul><ul><li>Race: </li></ul><ul><ul><li>75% of Whites show automatic preference for Whites </li></ul></ul><ul><ul><li>Even proportion of Blacks show pro-White bias as pro-Black bias </li></ul></ul><ul><ul><li>Automatic racial bias occurs, regardless of age, gender or education. </li></ul></ul>Copyright Diversity Council Australia 2011
  8. 8. MYTH BUSTING & UNCONSCIOUS BIAS <ul><li>Micro-inequities: Prof. Mary Rowe, MIT </li></ul><ul><li>Unconscious biased attitudes lead to micro-inequities in the workplace </li></ul><ul><li>Negative ‘micro-messages’ </li></ul><ul><li>Subtle workplace behaviours that devalue, de-motivate, exclude </li></ul><ul><li>Directed at people perceived to be ‘different’ </li></ul><ul><li>Senders often unaware they’re doing it, but recipients feel/recognise behaviour as non-inclusive </li></ul><ul><li>Cumulative pattern of behaviours vs. isolated ‘one-off’ behaviour. </li></ul>Copyright Diversity Council Australia 2011
  9. 9. MYTH BUSTING & UNCONSCIOUS BIAS <ul><li>Gender-based examples </li></ul><ul><li>Actions, words, tone of voice, gestures </li></ul><ul><li>Distracted glances, looking at watch, listening with your arms folded, losing eye contact , cuts off mid-sentence when a woman talks </li></ul><ul><li>Ignoring a female colleague’s success while rewarding a male co-worker’s same accomplishments </li></ul><ul><li>Female worker not copied in important policy memo, not invited to lunch with the rest of the group </li></ul><ul><li>Not giving important client engagements to part-timers, women </li></ul><ul><li>Holding work meetings, networking and social functions consistently on part-timers’ non-working days </li></ul><ul><li>Your experiences? </li></ul>Copyright Diversity Council Australia 2011
  10. 10. MYTH BUSTING & UNCONSCIOUS BIAS <ul><li>Why are micro-inequities problematic for organisations? </li></ul><ul><li>Productivity issue </li></ul><ul><li>Reduce recipient performance by slowly and methodically eroding their self-confidence, morale and engagement </li></ul><ul><li>Not merit-based: Occur regardless of recipients’ performance or merit </li></ul><ul><li>Discourage creativity and risk-taking </li></ul><ul><li>Consume workplace time and energy and undermine interpersonal trust and relationships </li></ul><ul><li>Recipients limited in what they can do about it: </li></ul><ul><ul><li>They can’t prevent it </li></ul></ul><ul><ul><li>If they raise concerns, they’re often accused of being ‘over-sensitive’ or a ‘man-hater’ (vs. a target of habitual disrespect). </li></ul></ul>Copyright Diversity Council Australia 2011
  11. 11. LEADING PRACTICE: CREATING INCLUSIVE CULTURES <ul><li>Unconscious bias education initiatives </li></ul><ul><li>Well-received in the U.S. </li></ul><ul><li>Non-blaming diversity education intervention that provides people with language and vocabulary to discuss difficult subject: </li></ul><ul><ul><li>Link to broader cultural change goals and productivity gains </li></ul></ul><ul><ul><li>Take ongoing capability development approach vs. ‘one-hit-wonder’ training </li></ul></ul><ul><ul><li>Expose participants to ‘science of bias’ (Project Implicit at Yale & Harvard) </li></ul></ul><ul><ul><li>Enable participants to explore own unconscious biases in ‘safe’ space (e.g. coaching) using valid tools (e.g. Implicit Association Test) </li></ul></ul><ul><ul><li>Make clear times when bias most likely to occur (i.e. stress, time constraints, multi-tasking, need for closure or decision-making) </li></ul></ul><ul><ul><li>Discuss micro-affirmations – constructive ways to address unconscious bias. </li></ul></ul>Diversity Council Australia 2011 Copyright Diversity Council Australia 2011
  12. 12. LEADING PRACTICE: CREATING INCLUSIVE CULTURES <ul><li>From micro-inequities to micro-affirmations: Replace tolerance behaviours with acceptance and appreciation behaviours </li></ul><ul><li>Micro-affirmations: </li></ul><ul><ul><li>Small consistent acts of affirming people, their work and accomplishments </li></ul></ul><ul><ul><li>Occur when people wish to ensure others succeed </li></ul></ul><ul><ul><li>Public recognition of person </li></ul></ul><ul><ul><li>‘ Opening a door’ </li></ul></ul><ul><ul><li>Referring positively to person’s work </li></ul></ul><ul><ul><li>Commending someone on the spot </li></ul></ul><ul><ul><li>Enthusiastic introduction. </li></ul></ul>Copyright Diversity Council Australia 2011
  13. 13. LEADING PRACTICE: CREATING INCLUSIVE CULTURES <ul><li>Micro-affirmation benefits </li></ul><ul><li>Addresses unconscious bias: It’s hard to ‘catch’ ourselves unconsciously behaving inequitably. But when we try to affirm others we can block inequitable unconscious behaviour </li></ul><ul><li>Benefits all: Small consistent acts of affirming people and their work helps them do well, regardless of their diversity membership </li></ul><ul><li>Contagion effect: Consistent, appropriate affirmation of others can spread from one person to another, potentially raising morale and productivity </li></ul><ul><li>Attitudinal change: Attitudes follow behaviour, just as behaviour follows attitudes. </li></ul>Copyright Diversity Council Australia 2011
  14. 14. LEADING PRACTICE: CREATING INCLUSIVE CULTURES <ul><li>‘ Unconscious bias’ is not a silver bullet… </li></ul><ul><li>Conscious biases need to be challenged and dealt with first </li></ul><ul><li>‘ Unconscious bias’ as problematic concept: </li></ul><ul><ul><li>Is slowness or quickness of response times to word/image association tests really an indicator of bias? </li></ul></ul><ul><ul><li>Are people really unconscious about their bias? </li></ul></ul><ul><ul><li>Does this just give people a nice ‘out’ for exclusive behaviour? </li></ul></ul><ul><ul><li>What about addressing organisational cultural and structural barriers? </li></ul></ul>Copyright Diversity Council Australia 2011
  15. 15. UNCONSCIOUS BIAS YOUR EXPERIENCES <ul><li>What are your experiences of unconscious bias, stereotypes and micro-inequities towards women in the workplace? </li></ul><ul><li>How does your organisational culture promote or hinder unconscious bias towards women? </li></ul><ul><li>What initiatives have you experienced/implemented that addressed unconscious bias? </li></ul><ul><ul><li>Intentionally or otherwise </li></ul></ul><ul><ul><li>Successfully or otherwise. </li></ul></ul>Copyright Diversity Council Australia 2011

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