Diversity in change - alternative perspectives on criteria for success

1. Diversity in Change - alternative perspectives on criteria for success Webinar Thursday 14th April 2016 Sarah Coleman and Kent Thomson Enabling Change SIG and Women in Project Management SIG

2. Women in Project Management SIG Diversity in Change: Alternative perspectives on criteria for success SIG Introduction by Teri Okoro Director TOCA, Chair APM WIPM SIG 14 April 2016 Joint webinar with the APM Enabling Change SIG

3. WIPM SIG - Overview WIPM addresses the development and promotion of women working in project management environments and works to maximise the availability of expertise in the project management profession. …….actively promote investment in gender diversity …so… all project managers have potential to develop a highly rewarding career, …….supporting both men and women to maintain a balance …….. whilst striving to retain their own identity. • Developing a powerful profile • Promoting a no barriers culture • Engaging & responding • Collaboration Events National WIPM Conference 29 September 2016 London + regional events 31 June 2016 Joint events & webinars Strategy Resources Video + factsheets @apmwipmsig APM Women in Project Management SIG email: wipmsig@apm.org.uk

4. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 4 Diversity in P3CM Sarah Coleman Fellow & Former Non-Executive Director, APM Director, Business Evolution Ltd Author “Project Leadership” (Gower, 2015)

6. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 6 diversity is ….. …. difference, variety, multiformity, experiences, perspectives, “nature” as well as “nurture” “…. against everything that makes for a monotonous and puerile world” Amin Maalouf “On identity” (2000)

8. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 8 dimensions of diversity ….. Source: IBM Institute for Business Value • Gender • Race, ethnicity, family of origin • Age, generation, seniority • Size/body type/physical traits • Geography/home address • Health status/ (dis)ability • Voice and accent • Religious/spiritual practices • Sexual orientation • Social class • Political beliefs • Educational background • Professional & life experience • Psychometric preferences. Source: Guardian 8 March 2016 Visible & obvious Less visible & less obvious

9. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 9 poll ….. Question: Which of the following statements applies to you the strongest? (tick only one) • Working on a project I seek out different ideas & opinions • I know what I want so don’t look for other perspectives • Whenever possible I try to work with other people • I avoid generalizing behaviours or attitudes of others • I view those who aren’t like me as a source of learning

10. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 10 diversity makes for good business in a VUCA world ….. • Reflects client/customer base • Diverse boards, teams, make better decisions • War for talent • Benefits of group problem solving: o variety of perspectives o more information about possible alternatives o better decision reliability o dampening of unconscious biases o social presence effects.

11. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 11 value of diversity in P3CM ….. • Moving from tolerance to embracing differences: moving from an individual focus to high-performing teams • Understanding of how strengths, experience, skills and behaviours can be used to the benefit of the team and the project/programme/portfolio/change • Better decision-making, working behaviours: – Avoid group think, confirmation bias and getting stuck on “admiring the problem”: increases independent, critical thinking – Different perspectives provides more choices – Breaking down barriers between “in-groups” and “out-groups” – Breaking down mental models, decreasing unconscious bias and/or (perceived) favouritism, leading to better working relationships • Increased understanding of key stakeholder perspectives: client, sponsor, etc. Question: what other value do you see in diversity?

12. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 12 “….. we tend to be intuitive and instinctive when making our judgements on who to trust and who we respect. Those judgements are often grounded in what we consider to be familiar and safe from our perspective. ” Lucy Marcus Professor of Leadership and Governance at IE Business School

13. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 13 neurology for intuition and instinct ….. Source: www.chimpmanagement.com System 1: Fast, automatic, frequent, emotional, stereotypic, subconscious System 2: Slow, effortful, infrequent, logical, calculating, conscious

14. © 2016 www.businessevolution.co All rights reserved Helping organizations improve performance Slide: 14 Thank you. Questions? Contact Sarah Coleman Business Evolution +44 (0)7999 879870 sarah.coleman@businessevolution.co www.businessevolution.co http://uk.linkedin.com/in/sjcoleman @business_evolve

15. Collaborating about change Elisabeth Goodman Enabling Change SIG ‘Improving the change capability of organisations, teams and individuals’

16.  Each other  Events  Micro-site (e.g. Methods & Standards)  Newsletter  Spark Collaboration  Contact us! elisabeth@riverrhee.com The resources available to help our 350+ members build their change capability 16

17. Working Across Cultures  Diversity in Change - alternative perspectives on criteria for successWebinar

18. My rude awakening Working Across Cultures

19. Poll: in our culture how important is it to: “Read between the lines” for what is not said but meant? Provide feedback directly and overtly, even developmental (negative) feedback? (1-5 where 1 is not important, 5 is extremely important)

20. Reading between the lines

21. Mr. Smith: It looks like we’re going to have to keep the office open on Saturday. Mr. Liu: I see. Mr. Smith: Can you come in on Saturday? Mr. Liu: Yes. I think so. (with a hesitant tone) Mr. Smith: That’ll be a big help. Mr. Liu: Yes. Saturday’s a special day, did you know? Mr. Smith: Is it? Mr. Liu: It’s my daughter’s birthday. Mr. Smith: Oh that’s great! I hope you all enjoy it. Mr. Liu: Thank you. I appreciate your understanding. From alearningculture blog Mr Liu works a Saturday?

22. Poll:What will the employee do now? Take the day off? Come in on the Sunday?

23. Reading between the lines - Who are they? What they say What they mean What we understand

24. Understanding someone else’s rules

25. Getting to “Yes” in Japan Harmony

26. The feedback sandwich English and French

27. But how do you do it? Create Rapport, gain trust Use all your senses to see what’s between the lines Focus on your common outcomes Be flexible in your behaviour and language

28. Multi national teams - Example Ground Rules Pause before speaking to allow others to speak Hold important meetings Monday to Thursday Be gentle in giving feedback Give time to reflect before making important decisions Take time to comment explicitly on our manners. Titles and position DO matter. Spend time checking what we mean by each others language. Pay attention to my non verbal “language” Yes but how do you do it?

29. Questions and Answers

30. This presentation was delivered at an APM webinar To find out more about upcoming webinars and events please visit our website www.apm.org.uk/events

Diversity in change - alternative perspectives on criteria for success

Association for Project Management

Diversity in change - alternative perspectives on criteria for success